Biennial Operating Budget — CleanPowerSF Sfpuc Commission, February 8, 2022 (part 1 of 2)

AGENDA ITEM
Public Utilities Commission
City and County of San Francisco

DEPARTMENT: Business Services AGENDA NO. 14

MEETING DATE: February 8, 2022
Adopt the FY 2022-23 and FY 2023-24 Biennial SFPUC Operating & Programmatic Project Budgets (San Francisco Administrative Code Section 3.3(c)): Regular Calendar Manager: Charles Perl

Summary of
Proposed
Commission Action:

Public Hearing to consider and possible action to adopt the San Francisco Public Utilities Commission (SFPUC) (1) Biennial Operating Budget including the Revenue Transfer for Capital in the amount of $1,617,986,151 for FY 2022-23 and $1,6661,250,585 for FY 2023-24, and (2) Biennial Programmatic Project Budget in the amount of $53,521,847 for FY 2022-23 and $52,486,941 for FY 2023-24.

Background &
Description: Budget Development
In August 2021, the Acting SFPUC General Manager issued budget development instructions including guidance on budgetary growth and position requests. The budget systems remained open for six weeks for the Enterprises and Bureaus to submit their proposals for the FY 2022- 23 and
FY 2023-24 Operating and Programma tic Project Budgets during the months of September and October 2021. The executive teams reviewed the proposals and provided feedback through a series of Budget Steering Committee meetings in November 2021, and General Manager review and approval occurred during additional meetings in December 2021.

Under San Francisco Administrative Code Section 3.3, the SFPUC must hold two budget meetings, the first regarding budget priorities and the second to adopt a proposed budget. The second meeting must occur at least 15 days after the first meeting and before February 14. Accor dingly, on January 7, 2022, the SFPUC held a duly noticed public meeting to consider budget priorities, at which members of the public provided input.

Additionally, on January 7, January 14, and January 20, 2022, the SFPUC General Manager and staff presented in duly noticed public hearings the preliminary proposed FY 2022-23 and F Y 2023-24 Operating and Programmatic Budgets to the Commission for the Water Enterpris e, Wastewater Enterprise, Hetch Hetchy Water and Power including CleanPowerSF, as well as for the SFPUC Support Bureaus consisting of Business Services, External Affairs, Human Resources, Infrastructure, and the General Manager’s Office. Copies of this presented information are on file with the Commission Secretary and are available online at:

https://sfpuc.org/about-us/boards-commissions-committees/sfpuc- commission/agendas-minutes-resolutions-log.

With these four public budget hearings, SFPUC has more public hearings associated with budget development and review than most City departments.

To comply with Charter Section 9.101 and the City’s Budget submittal schedule, the Commission- approved biennial budget re quest must be submitted to the Mayor and Controller by February 22, 2022 for incorporation into the Mayor’s proposed budget and consideration by the Board of Supervisors. The SFPUC is scheduled to present the proposed biennial budget to the Board of Supervisors in May 2022.

Proposed Operating Budget Review per SFPUC’s Ratepayer
Assurance Policy
The SFPUC operations and maintenance budget is increasing by approximately $71.7M (8%) in FY 2022-23 and $15.6M (2%) in FY 2023- 24, excluding debt service, revenue funded capital costs , and general reserves. Over the two years, this represe nts an average annual increase of

4.7%. The city Controller has estimated inflation of 3.2%.

As required by the SFPUC Ratepayer Assurance Policy, t o the extent that operating costs are determined by SFPUC management choices, the Commission shall limit operating cost increases, exclusive of debt services and revenue funded capital investment, to no t more that the cost of inflation. Any proposed budget that increases operating costs above this level will be supported by findings of necessity.

The largest driver of operations and maintenance cost increases in this budget is purchase of power as well as transmission and distribution costs, which make up 53 % of the operations and maintenance increase ($60.4M) in FY 2022-23. In FY 2023- 24, power purch ase costs are projected to slightly decrease by $4.9M (11%). These costs are driven by energy market prices and PG&E tariffs.

After power purchase costs, in FY 2022-23 $10.4M (9%) of the operations and maintenance budget increase funds new proposals and increasing service levels across the agency and $15.9M ( 14%) funds base budget inflationary increases. In FY 2023-24, $10.0M (23%) of the increase funds new proposals and increasing service levels across the agency and $15.6M (36%) of the increase funds base budget inflationary increases.

Summary of Two-Year Operating Budget
The SFPUC proposed operating budget and revenue transfer for capital budget
is $1,617,986,151 in FY 2022-23 and $1,661,250,585 in FY 2023- 24 representing annual increases of 8% and 3% respectively.

The budget includes sufficient operating and maintenance funds for the Enterprises and Bureaus including labor, contractual services, equipment, debt service, and services of other departments.

As described in the budget hearings and above, the increases are mainly due to:
- Increases to debt service to fund the capital plans of each Enterprise; - Purchase of power related mainly to the growth in the price of energy and the cost of transmission and distribution;
- City-wide COLA increases to salaries and benefits;
- Responsible management of our facilities and equipment, meeting regulatory requirements; and
- Contributions to general reserve that will increase fund balances , particularly in CleanPowerSF.

To minimize co st increases , the above increases are partially offset by decreases to revenue-funded capital and workorders.

Projects that have a technology aspect to them require review and approval by the City’s Committee on Information Technology (COIT). As a part of this operating budget proposal, the SFPUC has three projects that have been submitted to COIT for review and approval including the customer services technology transformation project, strengthening cybersecurity and the data maturity initiative.

The proposed biennial operating budget includes approximately 58 net new positions in the following areas:

Enterprise/Bureau FY 2022-23 FY 2023-24 Total
Water 5 3 8
Hetchy Water - 1 1
Wastewater 6 4 10
Power 16 6 22
CleanPowerSF - 1 1
External Affairs 2 1 3
Business Services 10 3 13
Total 39 19 58
The new positions:
- Address staffing shortages in key areas
- Shor up construction inspection capacity
- Strengthen our cybersecurity, GIS, and data management - Modernize customer service
- Add staff to ensure we meet regulatory requirements
- Convert t emporary position to permanent Civil Service positions to ensure permanent operating positions are filled with PCS staff, helping with retention and recruitment
See Appendix A, for further details.

Capital Revenue Transfers support enterprise pay-go or revenue funded capital of $133.4M for FY 2022-23 and $146.9M for FY 2023-24.

Operating FY 2022-23 FY2023-24
Water Enterprise $ 658,173,269 $ 671,820,279
Wastewater Enterprise 397,276,246 429,892,927
Hetchy Power 153,065,716 184,935,856
Hetchy Water 94,277,962 94,964,551
CleanPowerSF 315,192,958 270,505,871
Subtotal $ 1,617,986,151 $ 1,661,250,585
External Affairs $ 8,324,024 $ 8,669,569
General Manager 34,936,877 35,676,615
Business Services 77,584,188 80,595,089
Bureau Recoveries (120,845,089) (124,941,273) Infrastructure 91,909,980 94,499,230 Project Recoveries, Infrastructure (91,909,980) (94,499,230) Total SFPUC $ 1,617,986,151 $ 1,661,250,585

Capital Revenue Transfer

FY 2022-23

FY 2023-24
Water Enterprise $ 46,602,926 $ 48,856,658
Wastewater Enterprise 83,005,000 93,048,000 Hetchy Power 2,265,000 2,847,000 CleanPowerSF 1,586,046 2,188,000 Subtotal $ 133,458,972 $ 146,939,658
Summary of Two-Year Programmatic Project Budget
The SFPUC proposed programmatic project budget is $53.5M in FY 2022- 23 and $52.5M in FY 2023-24 as noted below. Programmatic Projects are annually appropriated projects that support annual, recurring projects, including watershed protection, community benefits, and the operation of 525 Golden Gate Avenue. The programmatic project budget is decreasing by $2.6M (5%) from FY 2021-22 to FY 2022-23 and decreasing by $1.0M (2%) from FY 2022-23 to FY 2023-24, mainly due to Treasure Island Maintenance in Wastewater. See Appendix B, attached hereto, for details.

Result of Inaction: Delay the timely submittal of the SFPUC Operating and Programmatic Budgets to the Controller and Mayor.

Budget & Costs: Total Operating Budget*:

FY 2022-23 $1,617,986,151
FY 2023-24 $1,661,250,585
Total Capital Revenue Transfer:

FY 2022-23 $133,458,972
FY 2023-24 $146,939,658
Total Programmatic Budget:

FY 2022-23 $53,521,847
FY 2023-24 $52,486,941
* Includes Capital Revenue Transfer and Programmatic
Recommendation: SFPUC staff recommends that the Commission adopt the attached resolution.

Attachments: Appendix A: FY 2022-23 & FY 2023-24 Operating Budget New Proposal Details Appendix B: FY
2022-23 and FY 2023-24 SFPUC Programmatic Project Budget Summaries and Datasheets
Budget Hearing Questions & Answers
APPROVAL:

COMMISSION
SECRETARY Donna Hood

PUBLIC UTILITIES COMMISSION
City and County of San Francisco
RESOLUTION NO.

WHEREAS, On January 7, 2022, in conformance with San Francisco Administrative Code section 3.3, this Commission heard and considered budget priorities for the department.

Additionally, at duly noticed public meetings on January 7, January 14, and January 20, 2022, the San Francisco Public Utilities Commission (SFPUC) General Manager and staff presented proposed Biennial FY 2022- 23 and FY 2023 -24 Operating and Programmatic Project Budgets for the Water Enterprise, Wastewater Enterprise, Hetch Hetchy Water and Power including the Power Enterprise and CleanPowerSF, as well as the SFPUC Support Bureaus (“ Operating Budget”); and
WHEREAS, The detailed operating and programmatic budgets for each Enterprise and Bureau presented to the Commission at the public hearings on Ja nuary 7, January 14, and January 20, 2022 are on file with the Commission Secretary, and the summaries of the budgets presented for approval on February 8, 2022 are attached to this Resolution as Appendix A and Appendix B; and

WHEREAS, The SFPUC proposed Biennial Operating and Programmatic Project Budgets must be submitted to and approved by the Mayor and the Board of Supervisors, as provided under Charter Section 9.101; now, therefore, be it RESOLVED, This Commission hereby approves the FY 20 22-23 and FY 2023-24 Operating Budgets, including the revenue transfer for capital, as set forth in Appendix A , as follows:

Operating FY 2022-23 FY2023-24
Water Enterprise $ 658,173,269 $ 671,820,279
Wastewater Enterprise 397,276,246 429,892,927
Hetchy Power 153,065,716 184,935,856
Hetchy Water 94,277,962 94,964,551
CleanPowerSF 315,192,958 270,505,871
Subtotal $ 1,617,986,151 $ 1,661,250,585
External Affairs $ 8,324,024 $ 8,669,569
General Manager 34,936,877 35,676,615 Business Services 68,954,020 71,745,243
Bureau Recoveries (108,195,860) (113,070,563)

77,584,188
(120,845,089)
80,595,089
(124,941,273)
Infrastructure 88,949,979 92,312,254

91,909,980 94,499,230
Project Recoveries, Infrastructure (91,909,980) (94,499,230) Total SFPUC $ 1,617,986,151 $ 1,661,250,585

Capital Revenue Transfer
Water Enterprise
Wastewater Enterprise
Hetchy Power
CleanPowerSF
Total SFPUC

FY 2022-23
$ 46,602,926
83,005,000
2,265,000
1,586,046
$ 133,458,972

FY 2023-24
$ 48,856,658
93,048,000
2,847,000
2,188,000
$ 146,939,658

; and, be it,
FURTHER RESOLVED, That this Commission hereby approves the FY 2022-23 and FY 20 23-24 Programmatic Project Budgets as shown on A ppendix B , a copy of which was presented to the Commission at its hearing on February 8, 2022 and is attached to this Resolution, as follows:

Programmatic Projects FY 2022-23 FY 2023-24
Water Enterprise $ 32,798,389 $ 31,496,186
Wastewater Enterprise 6,655,917 6,685,551
Hetchy Power 6,268,541 6,498,204
Hetchy Water 7,799,000 7,807,000
Total $ 53,521,847 $ 52,486,941
; and, be it
FURTHER RESOLVED, That this Commission authorizes the Gene ral Manager to submit the above referenced Biennial Operating Budgets and Programmatic Project Budgets to the Mayor and the Board of Supervisors for approval; and be it FU
RTHER RESOLVED, That the General Manager is authorized to make further technical adjustments to these approved amounts as may be necessary or upon further direction from the Commission, the Mayor, or the Board of Supervisors; and, be it FU
RTHER RESOLVED, That the General Manager is authorized to adjust salaries in conformance with amendments to the Annual Salary Ordinance and mandatory fringe benefits as provided in the Controller's instructions; and, be it FU
RTHER RESOLVED, That the SFPUC proposed budgets shall be filed with the Controller in conformance with the provisions of the San Francisco Charter Article IX and Administrative Code Chapter 3. Copies of the approved budget are on file in the office of the Commission Secretary; and, be it
FU
RTHER RESOLVED, That, as required by the Commission- adopted Ratepayer Assurance Policy of 2017, the Commission finds that the SFPUC’s budget requests for FY 2022-23 and FY 2023-24 are not greater than the projected inflation rate over the next two fiscal years as described by the increases to service levels explained in the budget proposal . Increases above the projected inflation rate during the period are driven by power purchase and related costs which do not reflect increased service levels.

I hereby certify that the foregoing resolution was adopted by the Public Utilities Commission at its meeting of February 8, 2022.

Secretary, Public Utilities Commission
1 San Francisco Public Utilities Commission
Budget Adoption
Operating budget, FY 2022-23 & FY 2023-24
Capital budget, FY 2022-23
10-Year Capital Plan, FY 2022-23 to FY 2031-32
10-Year Financial Plan, FY 2022-23 to FY 2031-32
February 8, 2022
Dennis Herrera, General Manager
Charles Perl, Deputy CFO
Laura Busch, Budget Director
Agenda

1. Overview – D ennis Herrera
• Commission Budget Actions
• Budget Hearings Recap
• Budget Context & Priorities Recap

2. Proposed 2-Y ear Operating Budget – Laura Busch

3. Proposed Capital Budget – C harles Perl

4. Proposed 10-Y ear Capital Plan – Charles Perl

5. Proposed 10-Y ear Financial Plan – Charles Perl
2 Commission Budget Actions
For adoption today:

Item 14: Operating budget, FY 2022-23 & FY 2023-24
Item 15: Capital budget, FY 2022-23
• Capital financing authorization, FY 2022-23
Item 16: 10-Year Capital Plan, FY 2022-23 to FY 2031-32 Item 17: 10-Year Financial Plan, FY 2022-23 to FY 2031-32 3 Recap: Budget Hearings
• 3 public hearings over 3 days in January prior to
t
oday; 12 hours+ of discussion
• Presentations for each enterprise and bureau on
budget
priorities, change drivers; 2 year operating
and 10-year capital information provided
• Commission follow-up questions provided in
today’s packet; in-depth presentation on capital
plan approach
• Public input provided at each hearing; meets
A
dmin code section 3.3 obligations
4 Recap: Budget Context
• Economic uncertainty
• Drought
• Evolving labor market:
o Retirements
o Great resignation
o High number of open positions and hiring difficulties • Continuing implementation of racial equity action plan • Growing regulatory requirements
• Higher expectations from customers and stakeholders
• Climate change resilience
• Maintenance of our infrastructure
5 6
Recap: Budget Priorities
Responsible Management
• Financial and environmental stewardship
• Revamp approach to capital projects
• Continue to build the utility of the future
Access and Affordability
• No FY 2022-23 retail rate increase for Water & Wastewater • Ensuring access to critical services
• More efficient use of capital funding to deliver long-term savings & more affordable rates
Supporting People and Communities
• Delivering on jobs, economic stimulus, and community
benefits
Item 14: Operating Budget
FY 2022-23 & FY 2023-24
7 Budget Development Timeline
8 Date Milestone
March 2021 • Began budget planning
April 2021 • Planning meetings, development of Project Charter May 2021 • Project Charter finalized, including Racial Equity tool plan • Budget kick off with Executive team held
June 2021 • Baseline operating budget review
• Capital - existing balance information shared
• Development of Racial Equity tool
July 2021 • First revenue projection
• Developed base case deficit projections and targets
August 2021 • Issued budget instructions, including Racial Equity Tool September 2021 • Budget kickoff meeting with Commission October 2021 • Budget requests due from departments
• Steering committee meetings began
November 2021 • Steering committee meetings
December 2021 • Budget finalization at staff level
January 2022 • Commission Budget Hearings
9 Budget Review Timeline
Date Presentation Presenter(s)
January 7th Budget Overview Dennis Herrera
Charles Perl
Laura Busch
Infrastructure Bureau Alan Johanson
GM Office, Human Resource Services Dennis Herrera
Rachel Gardunio
External Affairs Bureau Emily Lam
Business Services Ron Flynn
January 14
th Water Enterprise, Hetchy Water Steve Ritchie
Wastewater Enterprise Greg Norby
January 20rd Power Enterprise, CleanPowerSF Barbara Hale February 8th • 2- Year Operating Budget
• 1- Year Capital Budget
• 10- Year Capital Plans
• 10- Year Financial Plans
Dennis Herrera
Charles Perl
Laura Busch
Budget Next Steps
• Budget Submittal to Mayor – F ebruary 22
• Mayor’s Office Review – F ebruary to April
• Capital Planning Committee Review - M arch
• Board of Supervisors’ Review – Ma y
• New Fiscal Year - Jul y
10 Policies Guided Budget Development
Budget and financial plan development was
guided by the following commission policies:
• Ratepayer assurance policy
• Debt policies
• Coverage and reserves policies
• Technology policy
• Asset management policy
11 12
FY 2022-23, FY2023-24
Total Sources by Revenue Type
FY 2022-23
$1.6 billion
FY 2023-24
$1.6 billion
Sale of Water
36%
Sewer Service
Charges
23%
Sale of
Electricity
30%
Sale of Natural
Gas & Steam
1%
Other Non-Op
Revenues
3%
Federal Interest
Subsidy
2%
Fund Balance
5%
Sale of Water
40%
Sewer Service
Charges
25%
Sale of
Electricity
29%
Sale of Natural
Gas & Steam
1%
Other Non-Op
Revenues
3%
Federal
Interest
Subsidy
2%
13 FY 2022-23, FY2023-24
Total Uses by Enterprise
FY 2022-23
$1.6 billion
FY 2023-24
$1.6 billion
Water
41%
Wastewater
25%
CleanPowerSF
19%
Hetchy Power
9%
Hetchy Water
6%
Water
40%
Wastewater
26%
CleanPowerSF
17%
Hetchy Power
11%
Hetchy Water
6%
14 FY 2022-23, FY 2023-24
Total Uses by Budget Category
FY 2022-23
$1.6 billion
FY 2023-24
$1.6 billion
Capital Uses
9% Debt
28%
Personnel
16%
General Reserve
2%Energy
21%
Non-Personnel
21%
Programmatic
Projects
3%
Capital Uses
9%
Debt
28%
Personnel
17%
General Reserve
2%Energy
20%
Non-Personnel
21%
Programmatic
Projects
3%
15 FY 2021-22 to FY 2023-24
Budget Changes: Uses
1,503
1,618 1,661
8%
3%
$ Million
FY2022 FY2023 FY2024
General Reserve - 32.9 34.4
Natural Gas & Steam Pass Through 12.9 13.3 13.7
Programmatic Projects 56.1 53.5 52.5
Services of SFPUC Bureaus 120.8 120.8 124.9
Revenue Funded Capital 170.8 135.5 151.7
Non-Personnel 217.4 220.9 228.6
Personnel 251.5 261.3 270.6
Purchase of Power 267.3 327.7 322.8
Debt Service 406.8 452.0 462.0
Total Uses of Funds 1,503.5 1,618.0 1,661.3
-
200.0
400.0
600.0
800.0
1,000.0
1,200.0
1,400.0
1,600.0
1,800.0
16 FY 2022-23, FY 2023-24
Budget Changes: Uses
($ Millions) Budget Change $ Change %
FY 2021-22 Adopted 1,503.5$
Labor & Benefits Base COLA Adjustment 12.0
Operations & Maintenance Base Adjustment (1.0)
Debt Service 45.2
Revenue Funded Capital (35.3)
Purchase of Power 60.7
COWCAP Adjustment (6.7)
General Reserve 32.9
Decrease to DPW Work Order (5.7)
Bureau New Proposals 2.0
Wastewater New Proposals 1.5
Water New Proposals 2.3
Hetchy Water New Proposals 4.1
Hetchy Power New Proposals 2.5
FY 2022-23 Proposed 1,618.0$ 114.5$ 8%
Labor & Benefits Base COLA Adjustment 9.6
Operations & Maintenance Base Adjustment (1.5)
Debt Service 10.0
Revenue Funded Capital 16.1
Purchase of Power (4.5)
General Reserve 1.4
Bureau New Proposals 2.0
Wastewater New Proposals 2.4
Water New Proposals 0.3
Hetchy Water New Proposals 1.5
Hetchy Power New Proposals 5.9
CleanPowerSF New Proposals 0.1
FY 2023-24 Proposed 1,661.3$ 43.3$ 3%
(7)
16 (19)
22 34
55 56
(30) (20) (10) - 10 20 30 40 50 60
$ million
Budget Growth Drivers
Purchase of Power
Debt Service
General Reserve
Labor/COLA
Revenue Funded Capital
New Proposals and other
adjustments
COWCAP Adjustment
FY 2022-23, FY 2023-24
Budget Changes: Drivers
• Capital spending and power purchases are major drivers of
the 10%, $157.8M budget growth over 2 years
17 18
FY 2022-23, FY 2023-24
Position Changes
• 60 substitutions repurpose vacant positions for
changi
ng operational needs, and align job duties
with classifications
• 58 new positions requested:
• Addressing staffing shortages in key areas
• Shoring up construction inspection capacity
• Strengthening our cybersecurity, GIS and data
management
• Modernizing customer service
• Meeting regulatory requirements
• Temporary to permanent conversions to ensure
permanent operating positions are filled with PCS staff, helping with retention and recruitment
19 • 58 net new positions proposed over 2
years, 2% increase
• 21 operating, 37 project
FY 2022-23, FY 2023-24
Position Changes
FY 2021-22 Positions 2,466 F Y 2022-23 Proposed 2,505
Operating Positions Operating Positions
New Requests 16 New Requests 18
Temporary Salary Reductions (5) Temporary Salary Reductions (1) Offsetting increase in Attrition Savings (3) Offsetting increase in Attrition Savings (4) Subtotal 8 Subtotal 13
Off Budget Project Positions 31 Off Budget Project Positions 6 Total 39 2% Total 19 1%
FY 2022-23 Proposed 2,505 FY 2023-24 Proposed 2,524
FY 2022-23, FY 2023-24
New Proposals
Responsible Management
• Cyber security; Data
• Meeting regulatory requirements
• Managing chemical cost increases
• Maintenance and replacement of
equi
pment
• Wildfire resilience
• Construction inspection
• Risk management
• GIS
20 Access and Affordability
• Modernizing customer service
People and Communities
• Workforce: temp to permanent to
manage retention, addressing worker
shortages
• FY 2022-23: $10.4M
• FY 2023-24: $10.0M
Water
13%
Wastewater
19%
CleanPowerSF
1%
Hetchy Power
40%
Hetchy Water
27%
Item 15: Capital Budget, FY 2022-23
Capital financing authorization, FY 2022-23
21 FY 2022-23 Capital Budget
22 $687.4M Wastewater FY 2022-23
Capital Budget: Key Projects
• Biosolids Project $375.5M – A dditional funds for new digester and solids handling facility replacing the existing facility at the Southeast Plant (SEP) • Large Diameter Sewer Project $35.0M – R ehabilitate/replace large- diameter sewers based on condition assessments; funds approximately 35,000-feet of large-diameter sewer work that exceed 100-years-old • Folsom Area Stormwater Project $30.0M - Pro vides stormwater conveyance improvements to neighborhood surrounding 17th and Folsom • RNR Collection System $77.4M - Long -term planning and immediate/ongoing funding to support sewer collection system rebuild • RNR Treatment Facilities $25.7M – P rovides improvements to maintain capacity and reliable performance of Wastewater Treatment Facilities 23 $101.3M Water FY 2022-23 Capital
Budget: Key Projects
Regional
• SVWT Polymer Feed project $9.0M – F unding for a polymer feed facility that will serve all five sedimentation basins to optimize plant water production • BDPL 4 PCCP Repair $6.2M – R eplace approximately 3.8 miles of coal tar lining with cement mortar lining
• Millbrae Warehouse/Admin Building $10.6M – C onstruction costs for the 2 buildings
Local
• Main Replacement Program $29. 6M - Funds management of linear assets in the potable water distribution system between transmission/storage and final customer service connection
• Lead Component Services Program $7.2M - N ew program funds assessment and replacement of service lines where lead might be detected 24 $114.9M Hetchy Water & Power
FY 2022-23 Capital Budget: Key Projects
Water
• SJPL Valve/Safe Entry Project $44.2M - P roject provides safe entry into pipelines for inspection and maintenance while the remainder of the system stays operational
Power
• Transmission Line 7/8 Upgrades $15.7M - P roject funds reconductoring and the replacement of the existing 115kV conductors on Lines 7/8 from Warnerville to Standiford
• Moccasin Powerhouse GSU Rehab $13.1M - G
enerator units have
exceeded their usefull life. Project funds repair and refurbishment of two generator units for reliability and efficiency
Joint
• Renewal and Replacement Projects, $1 to $3 million - Mo ccasin Faculties Upgrades, Wildfire Mitigation, Roads & Bridges and Dam/Reservoir Improvements
25 $66.2M Power, $1.6M CleanPowerSF
FY 2022-23 Capital Budget: Key Projects
Power
• Intervening Facilities $12.0M – F unding to provide primary service connections to customers under New Wholesale Distribution Tariff (WDT3) • Grid Connections $40.4M - P roject to connect customers to SFPUC owned and operated distribution and transmission systems; includes The Shipyard, 2000 Marin, 1990 Newcomb, UCSF block 34 and other customers • Power Asset Acquisition $3.4M – F unding for financial, technical, regulatory, and legal analysis toward assessment of acquiring PG&E's electrical assets within San Francisco
CleanPowerSF
• Owned Generation Projects $ 0.7M - F und the development of new renewable energy and battery storage on projects on select SFPUC sites • Customer Programs $0.9M - F unds the development and implementation of new customer programs including demand response, electric mobility, local renewable energy generation building decarbonization technologies 26 Item 16: 10-Year Capital Plan
FY 2022-23 to FY 2031-32
27 FY 2022-23 to FY 2031-32
10-Year Capital Plan
28Total $9.9 billion
Water
21%
Wastewater
62%
Hetch Hetchy
16%
CleanPowerSF 1%
FY 2022-31 to FY 2023-32
10-Year Capital Plan
29 Capital Plan Review Process
• 4-m onth effort identified critical infrastructure needs over 10 years • Costs grew by 9% as compared to last year's plan due to inflation and
new infrastructure needs, creating "unfunded" portion of plan • Project deliverability review highlighted mismatch between project pl
anning and execution capacity
• Executive team agreed agency must spend more time to right size l
ong-term capital plan
• During 2022, agency will retool capital planning effort by:
• Review and implement consulting study recommendations on c
apital project planning improvements
• Rollout agency workgroup to review and develop necessary pol
icy and procedural changes effort
• Prudent project prioritization, phas ing, deliverability review • Bringing down cost of debt (e.g. low-c ost loans) and pursuing alternative funding mechanisms
30 $6.1B Wastewater 10-Year Capital
Plan: Key Projects
SSIP: $3.5B
• SEP Biosolids Digester Facilities Project $1.4B- A dditional funds for new digester and solids handling facility replacing the existing facility at the Southeast Plant (SEP)
• SEP New Headworks Facility $26.8M - Pro ject will ensure SEP operationally compliant with regulatory requirements, increases reliability, and provides the ability to respond to a full range of operating requirements • Lower Alemany& Folsom Area Stormwater P rojects $539.3M – The projects will provide stormwater conveyance improvements to the neighborhood surrounding 17th and Folsom Street and lower Alemany Non –SSIP: $2.6B
• R&R Collection System $1.8B – A nnual program averaging $180M/year to rebuild and rehabilitate the City’s sewer collection pipeline and pumping systems
• R&R Treatment Plants $425.4M – A
nnual program to maintain the capacity
and reliable performance of Wastewater Treatment Facilities 31 $2.1B Water 10-Year Capital Plan:

Key Projects
Regional: $1.0B
• Water Treatment $313.3M- I ncludes Treatment Plant RnR projects for on- going repairs and the SWVTP Ozone Project
• Water Transmission $202.1M - F our major pipeline projects including CSPL#2 relocating approximately1.5 miles of pipeline
• Water Supply and Storage Projects $290.1M - P ilarcitos and San Andreas dam project (not fully funded) and purified, recycled and other water supply projects
• Buildings and Grounds $191.7M - M illbrae Yard improvement projects Local: $1.1B
• Local Water Conveyance $632.7M - W ater Main Replacement, New Lead Component Services and New/Renew service installation projects • Buildings and Grounds $349.2M - N ew CDD Headquarters at 2000 Marin includes administrative offices, warehouse, shops, equipment storage • Other projects $9.0M - Lak e Merced Water Level Restoration (Joint project with Daly City) to address storm related flooding in the Vista Grande basin 32 $974.4M Hetchy Water & Power 10-
Year Capital Plan: Key Projects
Water: $232.7M
• San Joaquin Pipeline Valve and Safe Entry Improvements $117.6M - P
roject to allow safe entry sections of the SJPL for inspection and maintenance
• Mountain Tunnel Improvements Project (Water portion) $55.1M - I
mprovements to enhance ability to provide reliable high-quality water Power:$193.3M
• Moccasin Powerhouse Bypass Upgrade $12.6M - P rovide a reliable hydraulic bypass and energy dissipation system • Electric Transmission Lines 7&8 upgrades $16.4M - R eplacement of the existing conductors on lines from Warnerville to Standiford substations • Moccasin Powerhouse and GSU Rehabilitation Project $29.6M - G
enerator units have exceeded their life expectancy and need repairs to continue operating reliably
• Electric Transmission Lines Clearance Mitigations $30.9M - M itigate non- compliant clearance distances between high voltage conductors and ground/structures
33 $974.4B Hetchy Water & Power 10-
YearCapital Plan: Key Projects (Cont.)
Joint: $548.5M
• Early Intake Dam Long Term $92.9M - P roject to provide long term solution to Early Intake Dam which has been experiencing significant cracking and deteriorating to ensure long term reliable water delivery and dam safety • O’Shaughnessy Dam Outlet Works Phase II $112.2M - R eplacement and rehabilitation of valves, drum gates ,slide gates, and improvement for the diversion tunnel
• Moccasin Dam & Reservoir Long Term Improvements $64.8M - Pro ject will construct a new concrete spillway to increase capacity to ensure reliable water quality, delivery and dam safety
34 $611.1M Hetchy Power, $62.4M CPSF 10 Year
Capital Plan: Key Projects
Hetchy Power: $611.1M
• Redevelopment Projects $291.7M - S FO Substation upgrade to provide 50 megawatts to the Airport
• Intervening Facilities $120.0M - Pro vide primary service to customers under the new Wholesale Distribution Tariff (WDT3)
• Grid Connections $54.9M - C onnect customers to SFPUC owned and operated systems
• Streetlight Projects $35.6M - V arious streetlight projects to provide safer streets
CleanPowerSF: $62.4M
• Owned Generation Projects $49.2M - F unds development of new renewable energy and battery storage projects on SFPUC sites • Customer Programs $13.2M - F unds program development and implementation including demand response, electric mobility, local renewable energy generation, building decarbonization technologies 35 SFPUC Capital Program
36 • Comprehensive look at total capital program including amounts appropriated to date, 10-Year CIP , and post 10-Year amount

Item 17: 10-Year Financial Plan
FY 2022-23 to FY 2031-32
37 FY 2022-23 to FY 2031-32
10-Year Financial Plan Key Assumptions
• Sales Volumes
• FY23/FY24 drought modeling with customers meeting water c
onservation goals
• Economic recovery post pandemic consistent with City Economist O
ffice view; FY24 return to new normal of commercial activity • Power Sales Volumes 5.3% average annual increase, driven by r
edevelopment new load growth
• CleanPowerSF S ales Volumes 0.5% average annual increase • Projected Expenses
• Average annual operating expenditure growth of 3%; base budget +
FY23/FY24 New Proposals
• Capital Financing 4% average interest rate, with 6 years rate impact assumption from project and bond issuance timing; Low- cost loans included at 1%-3% for executed loans only
38 10-Year Financial Plans Meet Financial
Policy Minimums
39 *Average annual projected rate change is derived from projected power revenue requirement and power loads and will change with completion of 2022 Power Rate Study Water Sales Volumes
Historical and Projected
40 Water Enterprise
FY 2022-23 10-Year Financial Plan
• 10-yr average annual rate change; 2.1% retail, 3.6% wholesale 41 Wastewater Sales Volumes
Historical and Projected
42 Wastewater Enterprise
FY 2022-23 10-Year Financial Plan
• 5.2% 10 yr aver age annual retail rate change
43 Combined Water & Wastewater
Average Single Family Residential Monthly
Bill
44 Projected
FYE 2021 $63 $75 $138
F
YE 2022 $64 $75 $139
FYE 2023 $64 $75 $139
FYE 2024 $68 $79 $147
FYE 2025 $69 $84 $153
FYE 2026 $70 $89 $160
FYE 2027 $72 $95 $166
FYE 2028 $73 $100 $174
FYE 2029 $75 $106 $181
FYE 2030 $76 $113 $189
FYE 2031 $78 $118 $196
FYE 2032 $79 $124 $204
FYE 2033 $83 $129 $212
FYE 2034 $87 $134 $222
FYE 2035 $92 $140 $232
FYE 2036 $95 $145 $241
FYE 2037 $98 $151 $249
Fiscal Year Water Wastewater FYE 2023
Combined
Actual

4.7% average
annual monthly
bill change over
10- years
Projected Combined Water and Wastewater
Utility Costs Within Current SFPUC Affordability
Goals
45 Projected Combined Water & Wastewater
Bill Growth Significant
46 Hetch Hetchy Power Sales Volumes
Historical and Projected
47 48
Hetch Hetchy Water & Power
FY 2022-23 10-Year Financial Plan

CleanPowerSF Power Sales Volumes
Historical and Projections
49 50
CleanPowerSF
FY 2022-23 10-Year Financial Plan

51 FY 2022-23 10-Year Financial Plan
Sensitivities
• Fully Funded 10-Year Capital Plan sensitivity modeling r
esults in higher 10-Year average annual rate changes
• Drought Sensitivity modeling examined lifting emergency declaration; results in lower revenues of $10.6M in Water and $19M in Wastewater during budget years
• Retail water volumes sensitivity modeled 0.6% water
demand growth resulting in slight reductions to average annual rate change

Questions?
52 Appendi
x A: FY 2022-23 and FY
2023-24 SFPUC Operating Budget
New Proposal Details
Water Appendix
B. Position Change Summary
Appendix B
Water Enterprise FY 2022-23 Position Changes
Indicator Position Position Title
CDD-
Shops
CDD-
Adm
CDD-
Eng
CDD-
C&M
WQ-
Adm
WQ-
Eng
WQ-
Env
WQ-
Lab
WST-
Dist Ops
WST-
Maint
WST-
Sys Ops
Natural
Resources Grand Total
AN 2483 Biologist 1 1
7335 Senior Stationary Engineer 1 1
ON 2483 Biologist 1 1
5602 Utility Specialist 1 1
7226 Carpenter Supervisor I 1 1
AR 0933 Manager V -1 1 0
1705 Communications Dispatcher II -4 4 0
2481 Water Quality Technician 1 1 -2 0
2482 Water Quality Technician III -1 1 0
2487 Chemist III -1 1 0
2708 Custodian -5 5 0
3417 Gardener -3 3 0
3422 Park Section Supervisor -1 1 0
5207 Associate Engineer -1 1 0
7120 Buildings And Grounds Maintenance Superintendent -1 1 0 7213 Plumber Supervisor I -1 1 0
7226 Carpenter Supervisor I -1 1 0
7238 Electrician Supervisor I -2 2 0
7254 Automotive Machinist Supervisor I -1 1 0
7262 Maintenance Planner -1 1 0
7287 Supervising Electronic Maintenance Technician -1 1 0 7313 Automotive Machinist -5 5 0
7318 Electronic Maintenance Technician -8 8 0
7329 Electronic Maintenance Technician Asst Supervisor -3 3 0 7334 Stationary Engineer -4 4 0
7335 Senior Stationary Engineer -2 2 0
7337 Maintenance Machinist Assistant Supervisor -1 1 0
7343 Senior Stationary Engineer, Water Treatment Plant -2 2 0 7344 Carpenter -4 4 0
7345 Electrician -5 5 0
7346 Painter -3 3 0
7347 Plumber -3 3 0
7410 Automotive Service Worker -2 2 0
7514 General Laborer -2 2 0
OR 5211 Engineer/Architect/Landscape Architect Senior 1 -1 0 5241 Engineer 1 -1 0
7262 Maintenance Planner -1 1 0
7276 Electrician Supervisor II -1 1 0
7345 Electrician -3 3 0
7347 Plumber -1 1 0
7388 Utility Plumber -1 1 0
B1
Appendix B
Water Enterprise FY 2022-23 Position Changes
Indicator Position Position Title
CDD-
Shops
CDD-
Adm
CDD-
Eng
CDD-
C&M
WQ-
Adm
WQ-
Eng
WQ-
Env
WQ-
Lab
WST-
Dist Ops
WST-
Maint
WST-
Sys Ops
Natural
Resources Grand Total
AS 0923 Manager II 1 1
1452 Executive Secretary II -1 -1
1820 Junior Administrative Analyst -1 -1
1822 Administrative Analyst 1 1
1824 Principal Administrative Analyst -1 -1
1844 Senior Management Assistant 1 1
5241 Engineer 1 1
5362 Engineering Assistant -1 -1
AT 1426 Senior Clerk Typist -1 -1
1920 Inventory Clerk 1 1
7240 Water Meter Shop Supervisor I -1 -1
7250 Utility Plumber Supervisor I -1 -1
7284 Utility Plumber Supervisor II 1 1
7353 Water Meter Repairer 1 1
OT 5201 Junior Engineer 1 1
5364 Engineering Associate I -1 -1
7316 Water Service Inspector 1 1
7317 Senior Water Service Inspector -1 -1
Grand Total 0 0 0 0 1 2 -2 0 -74 71 3 4 5
AN Operating New Position
ON Off-budget New Position
AR Operating Position Reassignment
OR Off-budget Position Reassignment
AS Operating Position Substitution
OS Off-budget Position Substitution
AT Position substitution used to identify an existing TX'd position(Operating budget) OT Off-budget Position substitution used to identify an existing TX'd position(Operating budget) B2
Appendix B
Water Enterprise FY 2023-24 Position Changes
Indicator Position Position Title
CDD-
Adm
CDD-
C&M
WQ-
Eng
WQ-
Lab Grand Total
AN 2486 Chemist 1 1
2487 Chemist III 1 1
ON 5203 Assistant Engineer 1 1
AS 1929 Parts Storekeeper -1 -1
1942 Assistant Materials Coordinator 1 1
OS 7219 Maintenance Scheduler 1 1
7226 Carpenter Supervisor I -1 -1
Grand Total 0 0 1 2 3
AN Operating New Position
ON Off-budget New Position
AS Operating Position Substitution
OS Off-budget Position Substitution
B3
Water Appendix

C. New Proposals

Appendix C
Water Enterprise New Proposals
FY 2022-23 FY 2023-24
Division Proposal Operating Off-Budget Request Operating Off-Budget Request Water Quality 21 2483 Biologist for Moccasin Laboratory 1 - 140,357 - - - 22 WQD East Bay Operations Support - - - 1 -
23 Laboratory TNI Standard Program - - 2 - 319,505
Water Supply & Treatment 24 Chemical Cost Increases - - 2,000,000 - - - Natural Resources 25 NRLM Alameda Creek Fisheries - Biologist - 1 - - - 71 NRLM Facilities Management 1 1 180,772 - - -
Grand Total 2 2 2,321,129 2 1 319,505
C1
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: WTR0402 - WTR0402 WQD Engineering (232416) Proposal: 21 - 2483 Biologist for Moccasin Laboratory
Fund/Dept/Auth/Proj/Act: 25940/232416/10000/10029996/0004 This proposal requests funding for Water Quality Division to add one 2483 Biologist to the Moccasin Laboratory staff. Moccasin Laboratory (Lab) operates year round, 7 days/week on day shift.

It is ELAP certified and performs microbiological and wet chemistry analyses to support HHWP operations and to comply with filtration avoidance requirements for the SFRWS and the HHWP small water systems. Lab staff share sample collection duties with HHWP operators. Moccasin Lab provides client services for HHWP to receive samples and coordinate off-site analyses and also respond to special sampling requests for projects and unusual events. When fully staffed, Moccasin Lab operates with one full-time 2488 Supervising Chemist, a part-time (2-days per week, matrixed from NRLMD) 2483 Biologist, and two 2481 Water Quality Technicians. Current staffing does not cover sick leave, vacation or holidays so the use of overtime or compensatory time for coverage is routine. Moccasin laboratory is frequently only staffed with one person, in conflict with safety practices. The two 2481 Water quality technicians frequently perform chemical and biological analyses in the absence of direct technical supervision. The ELAP work load (QA/QC, staff training, and procedure development) has dramatically increased since the lab was originally established in 1998 and will further increase with the 2018 adoption of the new National Environmental Laboratory Accreditation Counsel Institute standards (e.g. the NELEC Institute, or TNI, standards). Part-time temporary 9920 Public Service aides have been used to supplement staffing in lieu of 2481 and 2483. The requested 2483 Biologist is essential for the operations of the Moccasin laboratory.

Account Lvl3 Account Base Budget Total Request Change
Labor 50100 Permanent Salaries-Misc. 0 95,481 95,481
Labor 0 95,481 95,481
Mandatory Fringe Benefits Mandatory Fringe Benefits 0 44,876 44,876 Mandatory Fringe Benefits 0 44,876 44,876
Summary 0 140,357 140,357
Position Change
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
WTR0402 -
WTR0402
WQD
Engineering
(232416)
21 - 2483
Biologist
for
Moccasin
Laboratory
AN 2483 Biologist 1 95,481 Current staffing is insufficient to cover the needs of the Moccasin Lab. Overtime or compensatory time for sick holiday and vacation coverage is routine. Moccasin laboratory is frequently only staffed with one person,
in
conflict
with
safety
practices.

The two 2481 Water quality technicians frequently perform chemical and biological analyses in the absence of direct technical supervision from professional staff. The current 2483 Biologist is frequently not available due to conflicting limnology and field biology commitments for NRLMD. Staff time is insufficient for full ELAP compliance (QA/QC, records management, and data review/release). The ELAP work load (QA/QC, staff training, and procedure development) has dramatically increased since the lab was originally established in 1998 and will further increase with the 2018 adoption of the new National Environmental Laboratory Accreditation Counsel Institute standards (e.g. the NELEC Institute, or TNI, standards). Further, lab staffing is needed supervisory roles and for non-routine, unanticipated, or urgent workload changes including daily sampling for the three filtration avoidance systems when Hetch Hetchy turbidity exceeds 1 NTU; Special projects, such as Hetch Hetchy and Aqueduct sampling for DPB precursors when Hetch Hetchy total organic carbon was elevated; and developing baseline for eCloX and DeltaTox monitoring at Moccasin for emergency response. Additionally, there is a current 2483 list and this hire can be made in a timely manner.

Position Total 1 95,481
Jan 6, 2022 1 of 1 12:32:28 PM
C2
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: WTR0402 - WTR0402 WQD Engineering (232416) Proposal: 22 - WQD East Bay Operations Support
Fund/Dept/Auth/Proj/Act: 25940/232416/10000/10029996/0004 The East Bay Operations Support workgroup in the WQD is responsible for providing process engineering and laboratory support for the operation of the Sunol Valley Water Treatment Plant (SVWTP) and other East Bay facilities (Tesla, Thomas Shaft, Sunol Valley Chloramination Facility (SVCF), Town of Sunol, Pleasanton Well Field/Castlewood Reservoir, Valley Water Intertie, and Hayward Intertie). This workgroup also maintains a satellite office, two water quality laboratories, and a mobile pilot plant for treatment testing and research. The workgroup’s workload has increased dramatically with Tesla Treatment Facility UV maintenance, LLNL Site 300 UV treatment start-up at Thomas Shaft, SVCF operations, taste and odor and algae monitoring, and new facilities at the SVWTP (powdered activated carbon and future ozone). These new facilities coupled with the East Bay small systems and the other geographically disperse facilities are creating new staff demands for operations support, data management, pilot plant testing, and field testing. This proposal requests one 5203 Assistant Engineer to aid in operations support, facility monitoring, data analysis, and process testing for the multiple complex and disperse Regional Water System facilities in the East Bay.

The Associate Engineer will analyze water quality data to investigate quality trends, establish quality targets, and provide guidance to operating divisions for the increasingly complex facilities in the East Bay and for supporting planning efforts to develop additional water supplies. The Associate Engineer will also consolidate water quality forecasting and reporting functions and provide system information in a more efficient and timely manner. Statistical analysis methods would be employed to ensure the representation of meaningful data. The Associate Engineer will also automate and streamline data management, analysis, and reporting functions and thereby help WQD attain its goals of better efficiency and continuous process improvement.

The Associate Engineer will analyze water quality data to investigate quality trends, establish quality targets, and provide guidance to operating divisions for the increasingly complex facilities in the East Bay Dec 14, 2021 1 of 2 11:19:52 AM
C3
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: WTR0402 - WTR0402 WQD Engineering (232416) Proposal: 22 - WQD East Bay Operations Support
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
WTR0402 -
WTR0402
WQD
Engineering
(232416)
and for supporting planning efforts to develop additional water supplies. The Associate Engineer will also consolidate water quality forecasting and reporting functions and provide system information in a more efficient and timely manner. Statistical analysis methods would be employed to ensure the representation of meaningful data. The Associate Engineer will also automate and streamline data management, analysis, and reporting functions and thereby help WQD attain its goals of better efficiency and continuous process improvement.

Lastly, developing staff with the skills to support the multiple complex facilities in the East Bay is vitally important to support WQD’s goal of succession planning. The East Bay team has very senior staff so succession planning must be addressed. It is important to transfer the team’s knowledge to junior staff to maintain our mission and support services." o junior staff to maintain our mission and support services."
22 - WQD
East Bay
Operations
Support
A 9997M Non-
Operating
Position
Offset
-1 -102,475
Position Total 0 0
Dec 14, 2021 2 of 2 11:19:52 AM
C4
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: WTR0404 - WTR0404 WQD Labs (232418)
Proposal: 23 - Laboratory TNI Standard Program
Fund/Dept/Auth/Proj/Act: 25940/232418/10000/10029996/0004 The State Water Resource Control Board's Environmental Laboratory Accreditation Program (ELAP) has developed and adopted regulations requiring all California environmental testing laboratories comply with TNI (The NELAC Institute) Standard. The rulemaking has been completed and become effective in January 2021. The TNI Standard is a nationally recognized consensus standard based on ISO 17025 to evaluate laboratory procedures and competency through management and technical requirements to ensure data of known and documented quality. The TNI Standard, which includes quality management systems, is a formalized system that documents processes, procedures, and responsibilities for achieving quality policies and objectives. Quality management systems help coordinate and direct an organization's activities to meet customer and regulatory requirements, and improve its effectiveness and efficiency on a continuous basis.

The TNI Standard is a documentation intensive standard that requires developing and implementing TNI compliant Quality System (QS), Quality Manual (QM), document control system, accreditation activity scheduling, tracking and management, training staff and management on TNI Standard/systems/ethics and data integrity. The TNI Standard also requires annual internal audits
of
every
analytical
method
performed
by
the
laboratory.

Additionally,
all
documents
must
be
reviewed
annually
and
updated
as
necessary.

The
five
certified
laboratories
hold
a
combined
433
Fields
of
Accreditation
(FOA).

Account Lvl3 Account Base Budget Total Request Change
Labor 50100 Permanent Salaries-Misc. 0 217,350 217,350
Labor 0 217,350 217,350
Mandatory Fringe Benefits Mandatory Fringe Benefits 0 102,154 102,154 Mandatory Fringe Benefits 0 102,154 102,154
Summary 0 319,504 319,504
Position Change
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
WTR0404 -
WTR0404
WQD Labs
(232418)
23 -
Laboratory
TNI
Standard
Program
AN 2487 Chemist
III
1 119,236 The State Water Resource Control Board's Environmental Laboratory Accreditation Program (ELAP) has developed and adopted regulations requiring all California environmental testing laboratories comply with TNI (The NELAC Institute) Standard. The rulemaking has been completed and become effective in January 2021. The TNI Standard is a nationally recognized consensus standard based on ISO 17025 to evaluate laboratory procedures and competency through management and technical requirements to ensure data of known and documented quality. The TNI Standard, which includes quality management systems, is a formalized system that documents processes, procedures, and responsibilities for achieving quality policies and objectives. Quality management systems help coordinate and direct an organization's activities to meet customer and regulatory requirements, and improve its effectiveness and efficiency on a continuous basis. The TNI Standard is a documentation intensive standard that requires developing and implementing TNI compliant Quality System (QS), Quality Manual (QM), document control system, accreditation activity scheduling, tracking and management, training staff and management on TNI Standard/systems/ethics and data integrity. The TNI Standard also requires annual internal audits of every analytical method performed by the laboratory. Additionally, all documents must be reviewed annually
and
updated
as
necessary.

The TNI Standard varies greatly from how laboratory operations have previously been managed. This proposal provides the necessary resources and program enhancements to five geographically diverse ELAP certified laboratories that support daily SFPUC operations. The five certified laboratories hold a Dec 14, 2021 1 of 2 11:19:35 AM
C5
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: WTR0404 - WTR0404 WQD Labs (232418)
Proposal: 23 - Laboratory TNI Standard Program
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
WTR0404 -
WTR0404
WQD Labs
(232418)
combined 433 Fields of Accreditation (FOA).
23 -
Laboratory
TNI
Standard
Program
AN 2486 Chemist 1 98,114 The State Water Resource Control Board's Environmental Laboratory Accreditation Program (ELAP) has developed and adopted regulations requiring all California environmental testing laboratories comply with TNI (The NELAC Institute) Standard. The rulemaking has been completed and become effective in January 2021. The TNI Standard is a nationally recognized consensus standard based on ISO 17025 to evaluate laboratory procedures and competency through management and technical requirements to ensure data of known and documented quality. The TNI Standard, which includes quality management systems, is a formalized system that documents processes, procedures, and responsibilities for achieving quality policies and objectives. Quality management systems help coordinate and direct an organization's activities to meet customer and regulatory requirements, and improve its effectiveness and efficiency on a continuous basis. The TNI Standard is a documentation intensive standard that requires developing and implementing TNI compliant Quality System (QS), Quality Manual (QM), document control system, accreditation activity scheduling, tracking and management, training staff and management on TNI Standard/systems/ethics and data integrity. The TNI Standard also requires annual internal audits of every analytical method performed by the laboratory. Additionally, all documents must be reviewed annually
and
updated
as
necessary.

Position Total 2 217,350
Dec 14, 2021 2 of 2 11:19:35 AM
C6
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: WTR0505 - WTR0505 WST Systems Ops (232425) Proposal: 24 - Chemical Cost Increases
Fund/Dept/Auth/Proj/Act: 25940/232425/10000/10029996/0004 Additional funds are needed due to purchasing and supply chain delays and unanticipated cost increases in raw materials for the production of chemicals, specifically sodium hypochlorite and aluminum sulfate. Cost increases are expected to be up to 80%. Chemicals used in the treatment of water also include aqua ammonia, hydrofluorosilicic acid, liquid oxygen, polymers, sodium bisulfite, ferric chloride, calcium thiosulfate, carbon dioxide, and sodium hydroxide. The additional funding from this proposal will cover chemical cost increases above the baseline chemical procurement
budget.

Account Lvl3 Account Base Budget Total Request Change
Materials & Supplies 54800 Water Sewage Treatment Supplies 0 2,000,000 2,000,000 Materials & Supplies 0 2,000,000 2,000,000
Summary 0 2,000,000 2,000,000
Other Objects
Organization Proposal Account Total
Request
Justification
WTR0505 - WTR0505 WST
Systems Ops (232425)
24 - Chemical
Cost Increases
548990 Water &Sewage
Treatment Supply
2,000,000 To fund various required chemical uses for water treatment facilities. Additional funding is requested to cover the unanticipated cost increases for chemicals utilized for water treatment.

Other Objects Total 2,000,000
Dec 14, 2021 1 of 1 11:21:31 AM
C7
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: WTR06 - WTR06 Natural Resources (292656)
Proposal: 25 - NRLM Alameda Creek Fisheries - Biologist Fund/Dept/Auth/Proj/Act: 25940/292656/10000/10029995/0036 Federal and state environmental regulatory permits for the now complete Calaveras Dam Replacement Project include long-term fisheries monitoring and mitigation requirements. This 2483 Biologist position is necessary to ensure the successful completion of these projects. The 2483 Biologist is expected to participate in the ongoing fisheries monitoring efforts as required under the terms and conditions of the environmental permits within the Southern Alameda Creek watershed, including Oncorhynchus mykiss (i.e., steelhead) spawning surveys, fish trapping surveys, snorkel and electrofishing surveys, reservoir limnology surveys, data analyses and interpretation, and annual report production. This required work is funded by the Water Enterprise CIP with programmatic project funds.

Until now, there has been lack of clarity regarding management responsibilities for these facilities. This action is intended to make the responsibility clear and to provide the necessary resources to carry out that responsibility. Much of the day-to-day work is proposed to be carried out by contractors, but NRLMD will need resources to manage, support, and direct those contractors.

Budget already exists within the Operating and Programmatic budgets to fund the contract work. This budget proposal is to add one on budget and one off budget position to the NRLMD budget to
manage
the
work

Account Lvl3 Account Base Budget Total Request Change
Labor 50100 Permanent Salaries-Misc. 0 122,974 122,974
Labor 0 122,974 122,974
Mandatory Fringe Benefits Mandatory Fringe Benefits 0 57,798 57,798 Mandatory Fringe Benefits 0 57,798 57,798
Summary 0 180,772 180,772
Position Change
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
WTR06 -
WTR06
Natural
Resources
(292656)
71 - NRLM
Facilities
Management
ON 7335 Senior
Stationary
Engineer
1 96,747 There have been insufficient resources to maintain the Watershed Cottages throughout the Peninsula and Alameda Watersheds. In addition, we are in the middle of construction of additional facilities in the Sunol area that are best managed by the Natural Resources and Lands Management Division of the Water Enterprise. Specifically, this is the Alameda Creek Watershed Center, but it is surrounded by the Native Plant Nursery, the Sunol Water Temple and the Sunol AgPark. 71 - NRLM
Facilities
Management
AN 5602 Utility
Specialist
1 122,974 There have been insufficient resources to maintain the Watershed Cottages throughout the Peninsula and Alameda Watersheds. In addition, we are in the middle of construction of additional facilities in the Sunol area that are best managed by the Natural Resources and Lands Management Division of the Water Enterprise. Specifically, this is the Alameda Creek Watershed Center, but it is surrounded by the Native Plant Nursery, the Sunol Water Temple and the Sunol AgPark. 71 - NRLM
Facilities
Management
A 9997M Non-
Operating
Position
Offset
-1 -96,747
Position Total 1 122,974
Dec 20, 2021 1 of 1 1:09:51 PM
C9
Hetchy Water Appendix
B. Position Change Summary
Appendix B
Hetchy Water Enterprise FY 2022-23 Position Changes
Indicator Position Position Title Hetchy Water Grand Total AT 1053 IS Business Analyst-Senior 1 1
1093 IT Operations Support Administrator III -1 -1
5203 Assistant Engineer 1 1
5314 Survey Associate -1 -1
6318 Construction Inspector 1 1
7482 Power Generation Technician II -1 -1
OT 5203 Assistant Engineer -1 -1
5207 Associate Engineer -1 -1
5602 Utility Specialist 2 2
6318 Construction Inspector 1 1
7262 Maintenance Planner -1 -1
Grand Total 0 0
Hetchy Water Enterprise FY 2023-24 Position Changes
Indicator Position Position Title Hetchy Water Grand Total AN 1044 IS Engineer-Principal 1 1
Grand Total 1 1
AN Operating New Position
ON Off-budget New Position
AT Position substitution used to identify an existing TX'd position(Operating budget) OT Off-budget Position substitution used to identify an existing TX'd position(Operating budget) B1
Hetchy Water Appendix
C. New Proposals
Appendix C
Hetchy Water New Proposals
FY 2022-23 FY 2023-24
Proposal Operating Off-Budget Request Operating Off-Budget Request 26 CA Air Resources Board (CARB) Mandated Heavy Equip Replacement - - 1,791,493 - - 764,914 27 Payments to Other Governments - - 1,071,065 - - -
28 Diversity Equity in Workforce Development - - 110,000 - - 288,561 29 Upper Tuolumne River Ecosystems Project (UTREP) - - 400,000 - - 100,000 30 Wildfire Mitigation Program - - 712,974 - - 54,701 31 HHWP System Reliability and Sustainability - - - 1 - 267,383 Grand Total - - 4,085,532 1 - 1,475,559
C1
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 26 - CA Air Resources Board (CARB) Mandated Heavy Equip Replacement Fund/Dept/Auth/Proj/Act: 24970/298646/10000/10029992/0022 CA
Air
Resources
Board
(CARB)
Mandated
Heavy
Equip
Replacement

In 2007, the California Air Resources Board (CARB) approved a regulation called the Fleet Rule for Public Agencies and Utilities, under Title 13, California Code of Regulations, Sections 2022 and 2022.1. It requires the reduction of diesel particulate matter emissions from on-road, heavy duty diesel-fueled vehicles owned or operated by a municipality or utility using best available control technology (BACT). The regulation applies to on-road diesel vehicles greater than 14,000 pounds, model years 1960 through 2007 and newer. Compliance deadlines were based on location of fleet.

Low
population
counties,
such
as
Tuolumne
County,
were
allowed
more
time
to
comply.

Hetch Hetchy Water (HHW) updated many of its diesel vehicles with a Cleaire LongMile system that was approved by CARB but later recalled. In consideration of the impact of the recall and to ensure that owners have enough time to meet the regulatory requirements, vehicles with a retrofitted Cleaire LongMile diesel particulate matter (PM) filter that have remained in the same fleet since
the
original
installation,
will
not
be
subject
to
enforcement
action
until
January
1,
2023.

HHW has a total of 13 heavy-duty vehicles that do not meet emissions requirements. This proposal has 8 vehicles being replaced in FY23 for $1.8 million and 2 vehicles in FY24 for $0.8 million.

The
remaining
three
vehicles
will
be
replaced
in
the
base
budget
for
FY22-23
and
FY23-24.

This proposal was submitted in the last budget cycle, it was not approved to move forward at that time. There is no practical way to upgrade HHW vehicles that are out of compliance, so they need to be replaced or put out of service on January 1, 2023 when enforcement of the regulation begins. Fines for being out of compliance start at $10,000 per day.

Account Lvl3 Account Base Budget Total Request Change
Capital Outlay 56000 Equipment Purchase 0 1,791,493 1,791,493 Capital Outlay 0 1,791,493 1,791,493
Summary 0 1,791,493 1,791,493
Equipment
Organization Proposal Equipment
No
Equipment
Ind
Item Title Quantity Total Accessories
Cost
Total
Request
Justification
HHP1002 -
HHP10
Hetchy
Water
(298646)
26 - CA Air
Resources
Board
(CARB)
Mandated
Heavy Equip
Replacement
UH2311 R Peterbilt
Cab and
Chassis
1 144,471 0 144,471 Replace the cab and chassis on flatbed truck used by HHW to perform maintenance work with heavy materials and equipment. Peterbilt flat rack (7555000) could not be retrofitted successfully and so it does not meet current emissions requirements. There is no practical way to bring it into compliance.

It
is
operating
under
a
waiver
until
January
of
2023.

26 - CA Air
Resources
Board
(CARB)
Mandated
Heavy Equip
Replacement
UH2312 R Kenworth
Cab and
Chassis for
Toolbox
Flatbed
1 132,116 0 132,116 Replace the cab and chassis on flatbed truck used by HHW to perform maintenance work with heavy materials and equipment. The Freightliner flatbed (755519) can not be retrofitted successfully and does not meet current emissions requirements. There is no practical way to bring it into compliance.

They
are
operating
under
a
waiver
until
January
of
2023.

26 - CA Air UH2313 R Peterbilt 1 193,759 0 193,759 This cost is to replace the cab & chassis only of 75500024 - HHW's Dec 14, 2021 1 of 3 12:33:58 PM
C2
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 26 - CA Air Resources Board (CARB) Mandated Heavy Equip Replacement Organization Proposal Equipment
No
Equipment
Ind
Item Title Quantity Total Accessories
Cost
Total
Request
Justification
HHP1002 -
HHP10
Hetchy
Water
(298646)
Resources
Board
(CARB)
Mandated
Heavy Equip
Replacement
Snow Plow
Cab and
Chasis
snowplow. This vehicle equipment is used to clear roadways of snow and ice to enable HHW staff to travel safely in winter to remote locations up country
to
maintain
operations.

26 - CA Air
Resources
Board
(CARB)
Mandated
Heavy Equip
Replacement
UH2314 R Peterbilt
Dump
Truck
Chassis
1 217,844 0 217,844 HHW performs road maintenance, debris clearing and hauling, and equipment hauling along its right-of-way corridor often in areas with difficult access. The Peterbilt 4-axel super dump truck can haul up to 60,000 pounds of materials such as asphalt, gravel, sand, and dirt an integral part of the road maintenance work performed by HHW staff. It will replace a 2003 flatbed Freightliner (75500013) which cannot be retrofitted practically, but is required
to
meet
emissions
requirements
by
January
2023.

26 - CA Air
Resources
Board
(CARB)
Mandated
Heavy Equip
Replacement
UH2315 R Freightliner
with Altec
Digger
Derrick
1 287,377 0 287,377 HHW has two line crews and each uses a Freightliner with Altec digger derrick to perform power line work. The digger derrick has an auger for digging the holes to put the power pole in and grapples on the end of the boom that can grab the pole and place it. The vehicles have removable buckets which crews can use to access poles, trees and other elevated locations. The vehicles are also used to haul poles and other materials.

Vehicle 75500004 is used by the line crew covering the East side of the HHWP System. The vehicle does not meet current emissions requirements and there is no practical way to retrofit it. DMV will no longer issue a registration
for
this
vehicle
as
of
January
1,
2023.

26 - CA Air
Resources
Board
(CARB)
Mandated
Heavy Equip
Replacement
UH2316 R Freightliner
With Altec
Digger
Derrick
1 287,377 0 287,377 HHW has two line crews and each uses a Freightliner with Altec digger derrick to perform power line work. The digger derrick has an auger for digging the holes to put the power pole in and grapples on the end of the boom that can grab the pole and place it. The vehicles have removeable buckets which crews can use to access poles, trees and other elevated locations. The vehicles are also used to haul poles and other materials.

Vehicle 75500010 is used by the line crew covering the West side of the HHWP System. The vehicle does not meet current emissions requirements and there is no practical way to retrofit it. DMV will no longer issue a registration
for
this
vehicle
as
of
January
1,
2023.

26 - CA Air
Resources
Board
(CARB)
Mandated
Heavy Equip
UH2317 R Peterbilt
Water
Truck
1 316,600 0 316,600 The Hetch Hetchy Water & Power (HHWP) System is within California’s designated High Fire Threat Zone. HHW performs work in fire prone areas.

To mitigate fires during maintenance activities, a water truck is onsite to maintain moisture levels at the worksite or extinguish any fires. This water truck will replace 755592 which does meet emissions requirements. There is no
practical
way
to
retrofit
the
vehicle.

Dec 14, 2021 2 of 3 12:33:58 PM
C3
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 26 - CA Air Resources Board (CARB) Mandated Heavy Equip Replacement Organization Proposal Equipment
No
Equipment
Ind
Item Title Quantity Total Accessories
Cost
Total
Request
Justification
HHP1002 -
HHP10
Hetchy
Water
(298646)
Replacement
26 - CA Air
Resources
Board
(CARB)
Mandated
Heavy Equip
Replacement
UH2322 R Kenworth
3-Axle
Dump
Truck With
Rock Bed
1 211,949 0 211,949 HHW performs road maintenance, debris clearing and hauling, and equipment hauling along its right-of-way corridor often in areas with difficult access. The Peterbilt 3-axle dump truck with a heavy duty rock bed is designed to haul large slabs of concrete or rocks. It will replace a 2006 Peterbilt (755591) which must meet emission requirements by Jan 2023, but there
is
no
practical
way
to
retrofit
it.

Equipment Total 1,791,493 1,791,493
Dec 14, 2021 3 of 3 12:33:58 PM
C4
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 26 - CA Air Resources Board (CARB) Mandated Heavy Equip Replacement Fund/Dept/Auth/Proj/Act: 24970/298646/10000/10029992/0022 CA
Air
Resources
Board
(CARB)
Mandated
Heavy
Equip
Replacement

Low
population
counties,
such
as
Tuolumne
County,
were
allowed
more
time
to
comply.

HHW has a total of 13 heavy-duty vehicles that do not meet emissions requirements. This proposal has 8 vehicles being replaced in FY23 for $1.8 million and 2 vehicles in FY24 for $0.8 million.

The
remaining
three
vehicles
will
be
replaced
in
the
base
budget
for
FY22-23
and
FY23-24.

Account Lvl3 Account Base Budget Total Request Change
Capital Outlay 56000 Equipment Purchase 0 764,914 764,914 Capital Outlay 0 764,914 764,914
Summary 0 764,914 764,914
Equipment
Organization Proposal Equipment
No
Equipment
Ind
Item Title Quantity Total Accessories
Cost
Total
Request
Justification
HHP1002 -
HHP10
Hetchy
Water
(298646)
26 - CA Air
Resources
Board
(CARB)
Mandated
Heavy Equip
Replacement
UH2417 R Altec
AC23
Hydraulic
Telescopic
Crane
1 352,385 0 352,385 An Altec AC23tn Boom truck is able to transport and lift up to 23 tons of materials. HHW performs maintenance at powerhouses, valve houses and dams that often requires heavy loads to be hauled, lifted and placed into exact locations. This piece of equipment performs that work and replaces Crane 755729 which has reached its service life and cannot be retrofitted to meet emission standards.
26 - CA Air
Resources
Board
(CARB)
Mandated
Heavy Equip
Replacement
UH2418 R Elgin
Broom
Bear
Street
Sweeper
1 412,529 0 412,529 HHW roads and equipment yards are required to be swept under the California Water Board's General Permit 2014-0057-DWQ as described in the Moccasin Facility Storm Water Pollution Prevention Plan. Street Sweeping is a key element of the housekeeping system designed to prevent dirt and debris from washing into local creeks that feed into the City's drinking water system. Additionally, HHW roadways are required to be swept during the performance of roadway maintenance work and in preparation for winter. The current Timco street sweeper is a 1982 Ford (755727) that no longer meets emission standards, nor Dec 14, 2021 1 of 2 12:34:45 PM
C5
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 26 - CA Air Resources Board (CARB) Mandated Heavy Equip Replacement Organization Proposal Equipment
No
Equipment
Ind
Item Title Quantity Total Accessories
Cost
Total
Request
Justification
HHP1002 -
HHP10
Hetchy
Water
(298646)
can be retrofitted to meet them. Without a street sweeper, HHW will need to use a time consuming work around to stay in compliance.

Equipment Total 764,914 764,914
Dec 14, 2021 2 of 2 12:34:45 PM
C6
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 27 - Payments to Other Governments
Fund/Dept/Auth/Proj/Act: 24970/298646/10000/10029992/0022 Payments
to
Other
Governments

An increase in funds is requested to cover payments to other Governments, including the National Park Service for Watershed Protection, Environmental Stewardship, and Security; the US Forest Service for water quality protection, environmental and historical reviews, and special projects at Cherry Lake and in the Emigrant Wilderness; Don Pedro Recreation Association under the terms of
the
Federal
Electric
Regulatory
Commission
(FERC)
for
licensing
of
Don
Pedro
Dam;
and
other
miscellaneous
taxes,
licenses
and
permits.

Account Lvl3 Account Base Budget Total Request Change
Non-Personnel Services 55200 Taxes, Licenses & Permits 0 1,071,065 1,071,065 Non-Personnel Services 0 1,071,065 1,071,065
Summary 0 1,071,065 1,071,065
Other Objects
Organization Proposal Account Total
Request
Justification
HHP1002 - HHP10 Hetchy Water
(298646)
27 - Payments to Other
Governments
552410 Payments To
Other Govt
1,071,065 Funding for projected payments to other governments. Please see Government payments
detail
table.
$132,069
is
for
one
time
payments.

Other Objects Total 1,071,065
Dec 14, 2021 1 of 2 11:22:23 AM
C7
Summary of Requested Governmental Payment Increases
FY22-23 & FY23-24
Taxes, Licenses & Permits
FY21-22
Base Change
FY22-23
Request Change
FY23-24
Request
%
Increase
FY22-23
%
Increase
FY23-24 W/P/J*
National Park Service
NPS Raker Act 30,000 - 30,000 - 30,000 Joint
NPS Program Manager 151,293 6,052 157,345 6,294 163,639 Joint NPS Administration 356,091 11,994 368,085 14,723 382,808 Joint NPS Watershed Protection Core Tasks 5,868,767 236,194 6,104,961 244,197 6,349,158 Water NPS Environmental Stewardship Core Tasks 235,360 87,283 322,643 12,906 335,549 Water NPS Dam Security 866,391 34,655 901,046 36,042 937,088 Joint NPS Core Task & Raker Act Subtotal 7,507,902$ 376,178$ 7,884,080$ 314,162$ 8,198,242$ 5% 4% NPS Environmental Stewardship Projects - 229,841 229,841 (37,265) 192,576 Water NPS Watershed Protection Projects 654,124 (1,013) 653,111 (515,885) 137,226 Water NPS Projects Subtotal 654,124 228,828 882,952 (553,150) 329,802 NPS Total 8,162,026$ 605,006$ 8,767,032$ (238,988)$ 8,528,044$ 7% -3% USDA Forest Service
Forest Service Watershed Protection Core Services 122,507 202,779 325,286 16,264 341,550 Joint Forest Service Projects & Capital - 65,000 65,000 (10,000) 55,000 Joint Forest Service Total 122,507$ 267,779$ 390,286$ 6,264$ 396,550$ 219% 2% Don Pedro Recreation Association 990,351$ 356,861$ 1,347,212$ 53,888$ 1,401,100$ 36% 4% Joint All Other Govt Payments & Fees (includes FERC) 13,912,904$ (158,580)$ 13,754,324$ 46,767$ 13,801,091$ -1% -1% W/P/J* Taxes, Licenses And Permits Total 23,187,788$ 1,071,065$ 24,258,854$ (132,069)$ 24,126,785$ 5% -1% 2 of 2
C8
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 28 - Diversity Equity in Workforce Development Fund/Dept/Auth/Proj/Act: 24970/298646/10000/10029992/0022 Hetch Hetchy Water (HHW) is responsible for water supply for a system that delivers water to 2.7 million San Francisco Regional Water System customers. The division has insufficient resources to meet asset reliability goals. Aging infrastructure is the number one challenge facing the Hetch Hetchy Water & Power(HHWP) System and has the largest impact on reliability. Natural disasters and responding to climate change follow closely behind. The SFPUC, including HHW has planned infrastructure upgrades, however, upgrading and maintaining this new infrastructure cannot be accomplished without a skilled and knowledgeable workforce, which is aging along with the HHWP System of assets. To bridge these gaps, the organization will need to both develop internal staff
to
promote
into
the
roles
needed
and
continue
to
aggressively
recruit
and
retain
candidates
from
outside
of
our
geographical
area.

Currently the Division has 67 vacancies on the hiring plan, and the vacancy rate is 17%, or double the budgeted attrition rate. Staffing shortages impact the division’s ability to respond to emergencies, and to adapt to regulatory changes. Hetch Hetchy Water recognizes that we need to build the utility of the future, beginning now, by making the needed investments in current and future
employees.

We
recognize
that
a
diverse
and
skilled
workforce
will
help
us
adapt
to
both
today’s
and
tomorrow’s
challenges.

In the last 5 years, candidates recruited from outside of our geographical area have increased HHW’s diversity and brought a wealth of knowledge and skills to the team. In 2021, Hetch Hetchy Water began working on Racial Equity objectives in conjunction with the SFPUC Racial Equity Action plan. We continue to see workforce development and racial equity as compatible and imperative
objectives
to
build
a
sustainable
and
adaptive
utility.

Hetch
Hetchy
Water’s
Racial
Equity
and
Workforce
Development
Plan
objectives
include
the
following:

•
Develop
our
vision
and
message
-
Identify
and
communicate
Hetch
Hetchy
Water’s
unique
value
proposition
for
the
workforce
we
want
to
hire
and
retain.

•
Recruit
broad
applicant
pools
-
Support
racial
equity
objectives
to
ensure
a
diverse,
fair,
and
inclusive
workforce.

•
Identify
gaps
-
What
makes
diverse,
qualified
candidates
turn
down
positions
at
HHW?
Develop
potential
solutions.

•
Staff
promotional
development
-
Develop
current
staff
to
potentially
fill
roles
as
they
become
vacant
over
the
next
five
years.

•
Leadership
development
-

Train
and
develop
supervisors
and
managers
to
be
effective
leaders
for
a
diverse
and
inclusive
workforce,
including
cultural
competency.

To meet the workforce objectives (above), Hetch Hetchy Water is requesting the resources shown in the proposal. Note that due to funding and position count constraints, 3 Cat-18 position conversions and 1 new position were eliminated in the first revision to this proposal. The current proposal has fully cut two Cat 18 positions and is only partially funding the remaining two.

Account Lvl3 Account Base Budget Total Request Change
Non-Personnel Services 52700 Professional & Specialized Svc 0 100,000 100,000 53500 Other Current Expenses 0 10,000 10,000
Non-Personnel Services 0 110,000 110,000
Summary 0 110,000 110,000
Professional Services
Organization Proposal Contractor Hourly Total
Request
Purpose
HHP1002 -
HHP10
Hetchy
Water
(298646)
28 -
Diversity
Equity in
Workforce
Development
TBD 200 100,000 Job Task Analysis and Competency-based training: HHW has identified retention and knowledge transfer as a significant risk to the organization. Currently HHWP is losing more employees due to retirement and other job opportunities, faster than we can hire replacements. Recruiting qualified and interested candidates is increasingly challenging, especially considering HHW’s remote location, specialized skill set requirements, and competition within the utility industry. Therefore, HHW is requesting contract assistance to perform job task analysis’ (JTAs) and training material development for the following workgroups: Transmission and Distribution Line Workers, Electronic Maintenance Technicians, and General Maintenance Mechanics. The development of JTAs and training material will be
used
to
capture
institutional
knowledge
and
provide
competency-based
training
for
existing
staff
and
new
hires.

Professional Services Total 100,000
Dec 14, 2021 1 of 2 12:52:31 PM
C9
Budget Request Summary by Proposal
Other Objects
Organization Proposal Account Total
Request
Justification
HHP1002 - HHP10 Hetchy Water
(298646)
28 - Diversity Equity in Workforce
Development
535000 Other Current Expenses -
Bdgt
10,000 Funding is requested for diversity recruiting
advertising.

Other Objects Total 10,000
Dec 14, 2021 2 of 2 12:52:31 PM
C10
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 28 - Diversity Equity in Workforce Development Fund/Dept/Auth/Proj/Act: 24970/298646/10000/10029992/0022 Hetch Hetchy Water (HHW) is responsible for water supply for a system that delivers water to 2.7 million San Francisco Regional Water System customers. The division has insufficient resources to meet asset reliability goals. Aging infrastructure is the number one challenge facing the Hetch Hetchy Water & Power(HHWP) System and has the largest impact on reliability. Natural disasters and responding to climate change follow closely behind. The SFPUC, including HHW has planned infrastructure upgrades, however, upgrading and maintaining this new infrastructure cannot be accomplished without a skilled and knowledgeable workforce, which is aging along with the HHWP System of assets. To bridge these gaps, the organization will need to both develop internal staff
to
promote
into
the
roles
needed
and
continue
to
aggressively
recruit
and
retain
candidates
from
outside
of
our
geographical
area.

We
recognize
that
a
diverse
and
skilled
workforce
will
help
us
adapt
to
both
today’s
and
tomorrow’s
challenges.

Hetch
Hetchy
Water’s
Racial
Equity
and
Workforce
Development
Plan
objectives
include
the
following:

•Develop
our
vision
and
message
-
Identify
and
communicate
Hetch
Hetchy
Water’s
unique
value
proposition
for
the
workforce
we
want
to
hire
and
retain.
•Recruit
broad
applicant
pools
-
Support
racial
equity
objectives
to
ensure
a
diverse,
fair,
and
inclusive
workforce.
•Identify
gaps
-
What
makes
diverse,
qualified
candidates
turn
down
positions
at
HHW?
Develop
potential
solutions.
•Staff
promotional
development
-
Develop
current
staff
to
potentially
fill
roles
as
they
become
vacant
over
the
next
five
years.
•Leadership
development
-

Train
and
develop
supervisors
and
managers
to
be
effective
leaders
for
a
diverse
and
inclusive
workforce,
including
cultural
competency.

Account Lvl3 Account Base Budget Total Request Change
Labor 50500 Temp Salaries-Misc. 0 196,300 196,300
Labor 0 196,300 196,300
Mandatory Fringe Benefits Mandatory Fringe Benefits 0 92,261 92,261 Mandatory Fringe Benefits 0 92,261 92,261
Summary 0 288,561 288,561
Other Objects
Organization Proposal Account Total
Request
Justification
HHP1002 -
HHP10
Hetchy
Water
(298646)
28 -
Diversity
Equity in
Workforce
Development
505010
Temp-
Misc-
Regular
196,300 Temporary salaries are requested to support 1) one 1250 Human Resources Analyst whom will be responsible for recruiting initiatives and outreach for a diverse and inclusive workforce to meet the organization’s operational needs and service level agreements, including helping to build relationships with community-based organizations and, 2) one 1244 Principal Human Resources Analyst whom will be responsible for exam development, including conducting analyses, and developing and administering exams.

Other Objects Total 196,300
Dec 14, 2021 1 of 1 12:52:06 PM
C11
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 29 - Upper Tuolumne River Ecosystems Project (UTREP) Fund/Dept/Auth/Proj/Act: 24970/298646/10000/10029992/0022 SFPUC has completed a plan (the O’Shaughnessy Dam Instream Flow Management Plan) for proposed new instream flow releases at O’Shaughnessy Dam. The plan aims to resolve disputes associated with the 1987 Stipulation to the Raker Act, related to flows in the river reach between O’Shaughnessy Dam and Early Intake on the upper Tuolumne River. The plan also addresses a mitigation measure for the Tuolumne River required under the 2008 Water System Improvement Program Programmatic Environmental Impact Report. FY 23 and FY 24 funding is critical to meeting regulatory requirements under the 1987 Stipulation to the Raker Act and implementation of mitigation measures required in the Water System Improvement Program Programmatic Environmental Impact Report. FY 23 and FY 24 funding will provide resources to complete the plan and support required regulatory reviews under the California Environmental Quality Act and National
Environmental
Policy
Act.

Account Lvl3 Account Base Budget Total Request Change
Non-Personnel Services 52700 Professional & Specialized Svc 0 400,000 400,000 Non-Personnel Services 0 400,000 400,000
Summary 0 400,000 400,000
Professional Services
Organization Proposal Contractor Hourly Total
Request
Purpose
HHP1002 - HHP10
Hetchy Water
(298646)
29 - Upper Tuolumne River
Ecosystems Project (UTREP)
TBD
(Regulatory
Compliance)
250 400,000 FY 23 and FY 24 funding will provide resources to complete the plan and support required regulatory reviews
under
the
California
Environmental
Quality
Act
and
National
Environmental
Policy
Act.

Professional Services Total 400,000
Dec 14, 2021 1 of 1 12:55:21 PM
C12
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 29 - Upper Tuolumne River Ecosystems Project (UTREP) Fund/Dept/Auth/Proj/Act: 24970/298646/10000/10029992/0022 SFPUC has completed a plan (the O’Shaughnessy Dam Instream Flow Management Plan) for proposed new instream flow releases at O’Shaughnessy Dam. The plan aims to resolve disputes associated with the 1987 Stipulation to the Raker Act, related to flows in the river reach between O’Shaughnessy Dam and Early Intake on the upper Tuolumne River. The plan also addresses a mitigation measure for the Tuolumne River required under the 2008 Water System Improvement Program Programmatic Environmental Impact Report. FY 23 and FY 24 funding is critical to meeting regulatory requirements under the 1987 Stipulation to the Raker Act and implementation of mitigation measures required in the Water System Improvement Program Programmatic Environmental Impact Report. FY 23 and FY 24 funding will provide resources to complete the plan and support required regulatory reviews under the California Environmental Quality Act and National
Environmental
Policy
Act.

Account Lvl3 Account Base Budget Total Request Change
Non-Personnel Services 52700 Professional & Specialized Svc 0 100,000 100,000 Non-Personnel Services 0 100,000 100,000
Summary 0 100,000 100,000
Professional Services
Organization Proposal Contractor Hourly Total
Request
Purpose
HHP1002 - HHP10
Hetchy Water
(298646)
29 - Upper Tuolumne River
Ecosystems Project (UTREP)
TBD
(Regulatory
Compliance)
200 100,000 FY 23 and FY 24 funding will provide resources to complete the plan and support required regulatory reviews
under
the
California
Environmental
Quality
Act
and
National
Environmental
Policy
Act.

Professional Services Total 100,000
Dec 14, 2021 1 of 1 12:55:41 PM
C13
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 30 - Wildfire Mitigation Program
Fund/Dept/Auth/Proj/Act: 24970/298646/10000/10029992/0022 Wildfire
Mitigation
Program

Due to the increase in electrical utility-caused wildfires, the State and the California Public Utilities Commission passed regulations mandating utilities create and implement Wildfire Mitigation Plans
and
change
equipment
on
electrical
lines
and
poles
to
minimize
risk
of
catastrophic
fires
started
by
this
equipment
or
provide
clear
space
around
those
assets.

HHWP owns and operates a total of 162 miles of overhead electrical lines, of which 6.9 are in an extreme fire potential risk area and 86.1 miles are in an elevated fire potential risk area – meaning
that
fire
in
these
areas
poses
extreme
and
elevated
potential
impacts
to
people
and
property,
respectively.

Additional funding for professional services and equipment is essential to meet new regulatory requirements and to continue operating and maintaining HHWP electrical facilities in a manner that mitigates
their
likelihood
of
being
the
cause
of
catastrophic
wildfire.

Note that this proposal has been cut due to budget constraints. Professional service funding for the development of a tree harvesting plan was eliminated. Funding for Live EO has been reduced, even
though
the
software
is
still
needed.

And
staff
positions
have
been
approved
to
support
the
program
but
without
any
identified
funding
source.

Account Lvl3 Account Base Budget Total Request Change
Capital Outlay 56000 Equipment Purchase 0 553,574 553,574 Capital Outlay 0 553,574 553,574
Non-Personnel Services 52700 Professional & Specialized Svc 0 159,400 159,400 Non-Personnel Services 0 159,400 159,400
Summary 0 712,974 712,974
Professional Services
Organization Proposal Contractor Hourly Total
Request
Purpose
HHP1002 -
HHP10
Hetchy
Water
(298646)
30 -
Wildfire
Mitigation
Program
LiveEO 200 73,400 LiveEO is a German based company that analyzes satellite data for vegetation encroachments for electric utility facilities. Many utilities are beginning to alternate LiDAR with satellite analysis due to its reduced cost and faster turnaround times. This company recently provided us with a free 2D pilot, and they are in the process of providing us a quote for an annual 3D analysis of our transmission and distribution system. The deliverable will also include a high-resolution image of our ROW along the electric system. The data we will receive is compatible with ESRI ArcGIS and the Collector App for easy field verification. This analysis will help us: (1) Identify areas with vegetation encroachment, 2) Prioritize spans based on vegetation distance from conductor, 3) Provide high-level images for pre-patrol awareness
30 -
Wildfire
Mitigation
Program
Technosylva 100 86,000 Technosylva
Annual
subscription
of
Wildfire
Analyst
Enterprise
Web.
•
Web
mapping
interface
of
the
Tactical
Analyst
software.

Capabilities
to
include:
o Daily weather forecasts for 100-hour horizon at 1 hour/2 km resolution. These are refreshed daily so you will always have a 100-hour prediction.
oDaily
Dead
and
Live
Fuel
Moisture
data
refreshed
daily.
o Daily wildfire risk forecasts for 100-hour horizon at 3-hour intervals. These are refreshed daily. Risk metrics shall include Fire Size Potential (Acres Burned), buildings impacted, population impacted, fire behavior index. Technosylva will also create a new Fire Potential Dec 14, 2021 1 of 3 2:33:40 PM
C14
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 30 - Wildfire Mitigation Program
Organization Proposal Contractor Hourly Total
Request
Purpose
HHP1002 -
HHP10
Hetchy
Water
(298646)
Index
metric
specifically
for

HHWP-SF
PUC.
o
Integration
of

HHWP/SF
PUC
transmission
lines,
tower,
distribution
lines,
poles
data
as
a
reference
map
layer.
o Query tool to select HHWP/SF PUC assets and retrieve information including risk values for any asset location at the given time selected.
o
Display
and
query
of
weather
station
data,
including
the
6 stations
currently
used
by

HHWP/SF
PUC.
o
Integration
of
ALERTWildfire
cameras
(real-time)
o
Integration
of
CAL
FIRE
and
federal
agency
wildfire
incident
data
(real-time)
o
Display
of
additional
weather,
fire
danger
(NFRDRS
WFAS)
and

VIIRS/MODIS
detection
data.
o
Ability
to
upload
and
add
data
for
display
to
the
map
o
Unlimited
number
of
users
for

HHWP/SF
PUC.

The total annual subscription fee is $96,000. This product will provide information for the entire SFPUC system; therefore, HHW will be paying for 90% of the costs ($86,000) and WS&T will be paying for 10% of the costs ($10,000) Professional Services Total 159,400
Equipment
Organization Proposal Equipment
No
Equipment
Ind
Item Title Quantity Total Accessories
Cost
Total
Request
Justification
HHP1002 -
HHP10
Hetchy
Water
(298646)
30 -
Wildfire
Mitigation
Program
UH2318 R Ford F-350
(V8, 6.2L)
(Gas)1 Ton
Extended
Cab 4x4
Pickup 6.5'
Box (SB)
1 63,912 0 63,912 Ford F-350 1 Ton Extended Cab 4x4 6.5' with service body. This item is a resubmission; request was cut from the FY2021 budget: The vehicle replaces 755520, a 2006 Ford 350 with 232,525 miles on it that has reached its life expectancy. The HHWP Project area is within California’s designated High Fire Threat Zone Replacing this piece of equipment will ensure crews can reliably access wildifire mitigation and maintenance activities along the right of way and the HHWP Project
area.

30 -
Wildfire
Mitigation
Program
UH2319 R Ford F-150
(V6, 3.3L)
(Gas)1/2
Ton
Extended
Cab 4x4
Pickup 6.5'
Box (SB)
1 37,983 0 37,983 Ford F-150 1/2 Ton Extended Cab 4x4 Pickup 6.5' Box (SB): This vehicle replaces 755437, a 2006 Chevrolet 1500 Silvarado with 177,688 miles on it that has reached its life expectancy. The HHWP Project area is within California’s designated High Fire Threat Zone. Replacing this piece of equipment will ensure crews can reliably access wildfire mitigation and maintenance activities along the right of way and the HHWP
Project
area.

30 -
Wildfire
Mitigation
Program
UH2320 R Water
Truck
1 340,681 0 340,681 Water Truck: This piece of equipment will replace 755569, a 1991 International model 2654 that has exceeded its service life and will no longer meet emissions standards. The HHWP Project area is within California’s designated High Fire Threat Zone. HHWP performs work in fire prone areas. To mitigate fires during maintenance activities a water truck is onsite to maintain moisture levels at the worksite or extinguish any fires. DMV will no longer issue a registration for this vehicle
as
of
January
1,
2023.

Dec 14, 2021 2 of 3 2:33:40 PM
C15
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 30 - Wildfire Mitigation Program
Organization Proposal Equipment
No
Equipment
Ind
Item Title Quantity Total Accessories
Cost
Total
Request
Justification
HHP1002 -
HHP10
Hetchy
Water
(298646)
30 -
Wildfire
Mitigation
Program
UH2321 N Volvo
ECR58F
Compact
Excavator
With
Raptor
30G
Mulcher
1 110,998 0 110,998 Volvo ECR58F Compact Excavator with Raptor 30G Mulcher attachment. The HHWP Project area is within California’s designated High Fire Threat Zone. Using multiple operators and machines will allow HHWP to accomplish more vegetation removal and maintenance in High Fire Threat Zones. This equipment will be used on fire mitigation vegetation removal and maintenance projects that require a smaller, nimbler piece of equipment to access areas that require the mastication of vegetation
and
hazard
fuels
along
the
right
of
way
and
HHWP
Project
area.

Equipment Total 553,574 553,574
Dec 14, 2021 3 of 3 2:33:40 PM
C16
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 30 - Wildfire Mitigation Program
Fund/Dept/Auth/Proj/Act: 24970/298646/10000/10029992/0022 Wildfire
Mitigation
Program

And
staff
positions
have
been
approved
to
support
the
program
but
without
any
identified
funding
source.

Account Lvl3 Account Base Budget Total Request Change
Capital Outlay 56000 Equipment Purchase 0 54,701 54,701 Capital Outlay 0 54,701 54,701
Summary 0 54,701 54,701
Equipment
Organization Proposal Equipment
No
Equipment
Ind
Item
Title
Quantity Total Accessories
Cost
Total
Request
Justification
HHP1002 -
HHP10
Hetchy
Water
(298646)
30 -
Wildfire
Mitigation
Program
UH2410 N Ford
F-150
Hybrid
4x4
1 54,701 0 54,701 Ford F150 1/2 Ton HYBRID Crew Cab 4x4 Pickup 5.5' Box (SB). This is a new vehicle request to provide a vehicle for the Safety Officer Position. The HHWP Project area is within California’s designated High Fire Threat Zone.Adding this piece of equipment will ensure the Safety Officer can access projects and perform safety assessments on wildfire mitigation projects
around
the
HHWP
Project
area.

Equipment Total 54,701 54,701
Dec 14, 2021 1 of 1 2:34:04 PM
C17
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 31 - HHWP System Reliability and Sustainability Fund/Dept/Auth/Proj/Act: 24970/298646/10000/10029992/0022 HHWP System Reliability and Sustainability - Hetch Hetchy Water (HHW) manages a diverse portfolio of Water, Power and Joint assets that have a combined valuation of approximately $12 Billion and span nearly the entire width of the state of California. HHW currently estimates that the average age of an Hetch Hetchy Water and Power asset is over 130% of its expected useful life, and the system is over 90% depreciated. Because of the system’s size and age, HHW is requesting additional resources in the form of City positions to improve HHW’s Asset Management capabilities. Currently, HHW spends $29M on Asset Management related services per year, which is only 0.2% of the system’s valuation. This does not provide HHW with the resources necessary to proactively manage its assets. By approving this proposal, HHW will be able to (1) implement a quantitative process to perform risk-based capital planning, (2) prioritize future regulatory, maintenance and capital improvements, (3) improve reporting and transparency to regulators, (4) promote knowledge transfer, employee development, and succession planning for critical staff, and (5) reduce operational risk while improving system reliability. Due to funding and position count constraints, position requests have been reduced from 14 to 1 positions.

Account Lvl3 Account Base Budget Total Request Change
Capital Outlay 56000 Equipment Purchase 0 37,303 37,303 Capital Outlay 0 37,303 37,303
Labor 50100 Permanent Salaries-Misc. 0 154,204 154,204
Labor 0 154,204 154,204
Mandatory Fringe Benefits Mandatory Fringe Benefits 0 72,476 72,476 Mandatory Fringe Benefits 0 72,476 72,476
Materials & Supplies 54900 Other Materials & Supplies 0 3,400 3,400 Materials & Supplies 0 3,400 3,400
Summary 0 267,383 267,383
Position Change
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
HHP1002 -
HHP10
Hetchy
Water
(298646)
31 - HHWP
System
Reliability
and
Sustainability
AN 1044 IS
Engineer-
Principal
1 154,204 The 1044 IS Principal Engineer will design secure architectures for systems and networks in HHW’s Industrial Control System (ICS) environments; develop secure engineering practices for HHW’s OT Engineers; develop and implement Cyber Security, Risk, and Compliance frameworks for HHW, perform security assessments on ICS environments, and project designs and implementations; and provide technical leadership for HHW’s OT and SCADA teams.

Position Total 1 154,204
Equipment
Organization Proposal Equipment
No
Equipment
Ind
Item
Title
Quantity Total Accessories
Cost
Total
Request
Justification
HHP1002 -
HHP10
Hetchy
31 - HHWP
System
Reliability
UH2409 N Ford
F-150
Ext.
1 37,303 0 37,303 Requesting 1 Ford F-150 Compact 4X4 Gasoline Ford Ranger truck that the engineering positions will share to perform condition assessments, troubleshooting, field inspections, and other engineering duties as required. Because of the mountainous terrain and Dec 14, 2021 1 of 2 1:01:10 PM
C18
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP1002 - HHP10 Hetchy Water (298646)
Proposal: 31 - HHWP System Reliability and Sustainability Organization Proposal Equipment
No
Equipment
Ind
Item
Title
Quantity Total Accessories
Cost
Total
Request
Justification
Water
(298646)
and
Sustainability
Cab
4x4;

6.5'
Box
(SB)
severe weather conditions encountered, a 4X4 heavy duty truck is required. Work locations are remote, including O'Shaughnessy, Early Intake, and Cherry compounds.

Cell phone coverage is not available and radio coverage is sporadic. Reliable vehicles are essential
for
employee
safety.

Equipment Total 37,303 37,303
Other Objects
Organization Proposal Account Total Request Justification HHP1002 - HHP10 Hetchy Water (298646) 31 - HHWP System Reliability and Sustainability 549990 Other Materials & Supplies 3,400 Cost for new staff onboarding supplies.

Other Objects Total 3,400
Dec 14, 2021 2 of 2 1:01:10 PM
C19
Wastewater Appendix

B. Position Change Summary

Appendix B
Wastewater Enterprise FY 2022-23 Position Changes
Indicator Position Position Title Admin Maintenance Operations Engineering Sewer Ops. Source Control Grand Total ON 1044 IS Engineer-Principal 1 1
1052 IS Business Analyst 2 2
1053 IS Business Analyst-Senior 1 1
5241 Engineer 1 1 2
AR 1426 Senior Clerk Typist -1 1 0
5241 Engineer -1 1 0
7252 Chief Stationary Engineer, Sewage Plant 1 -1 0
7372 Stationary Engineer, Sewage Plant 2 -2 0
7373 Senior Stationary Engineer, Sewage Plant 1 -1 0
OR 7252 Chief Stationary Engineer, Sewage Plant -2 1 1 0 7372 Stationary Engineer, Sewage Plant -1 1 0
AS 0922 Manager I 1 1
0923 Manager II 1 1
0932 Manager IV -1 -1
0933 Manager V 1 1
1426 Senior Clerk Typist -1 -1
1823 Senior Administrative Analyst 1 1
1824 Principal Administrative Analyst 1 1
2481 Water Quality Technician -1 -1
6115 Wastewater Control Inspector 1 1
6116 Supervising Wastewater Control Inspector -2 -2
6138 Industrial Hygienist -1 -1
6318 Construction Inspector 1 1
7258 Maintenance Machinist Supervisor I 1 1
7372 Stationary Engineer, Sewage Plant -1 -1
7373 Senior Stationary Engineer, Sewage Plant -1 -1
OS 6318 Construction Inspector 1 1
6319 Senior Contruction Inspector 1 1 2
7252 Chief Stationary Engineer, Sewage Plant -1 -1 -2
7372 Stationary Engineer, Sewage Plant -1 -1
AT 0923 Manager II 1 1
7215 General Laborer Supervisor I -1 -1
7252 Chief Stationary Engineer, Sewage Plant -1 -1
7514 General Laborer 1 1
Grand Total -1 3 -6 3 3 4 6
ON Off-budget New Position
AR Operating Position Reassignment
OR Off-budget Position Reassignment
AS Operating Position Substitution
OS Off-budget Position Substitution
AT Position substitution used to identify an existing TX'd position(Operating budget) B1
Appendix B
Wastewater Enterprise FY 2023‐24 Position Changes
Indicator Position Position Title Planning & Reg. Engineering Sewer Ops. Source Control Grand Total AN 5602 Utility Specialist 1 1
ON 6318 Construction Inspector 1 2 3
AS 0922 Manager I 11
2481 Water Quality Technician ‐1 ‐1
2482 Water Quality Technician III ‐1 ‐1
5601 Utility Analyst 11
Grand Total 1120 4
AN Operating New Position
ON Off‐budget New Position
AS Operating Position Substitution
B2
Wastewater Appendix
C. New Pr
oposals
Appendix C
Wastewater New Proposals
FY 2022-23 FY 2023-24
Proposal Operating Off-budget Request Operating Off-budget Request 59 Water Workorder - - 601,172 - - -
60 GIS Program Staffing and Training - 3 - - - -
61 Redevelopment Construction Support - 1 - - 1 -
62 Construction Support & Specialization Electrical Inspector - 1 - - 1 - 63 Construction Inspector - In-fill Development - - - - 1 - 64 GIS Program Implementation Services - - 675,000 - - - 65 GIS Program Support IT Staffing - 1 - - - -
66 Odor Control Unit (OCU) Media Change Out - - - - - 1,921,000 67 Wastewater Lab Asset Management - - 179,671 - - 320,578 68 Strategic Partnership and Green Infrastructure Scaling - - - 1 - 186,680 Grand Total - 6 1,455,843 1 3 2,428,258
C1
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: WWE1003 - WWE1003 Source Control (292649) Proposal: 59 - Water Workorder - Natural Resources
Fund/Dept/Auth/Proj/Act: 20160/292649/10000/10030002/0008 ...

Account Lvl3 Account Base Budget Total Request Change
Services of Other Departments 581061 Ef-PUC-Water 0 601,172 601,172 Services of Other Departments 0 601,172 601,172
Summary 0 601,172 601,172
Workorders
Organization Proposal Account Total
Request
Explanation
WWE1003 - WWE1003
Source Control
(292649)
59 - Water
Workorder - Natural
Resources
581061
Ef-PUC-
Water
601,172 This proposal is to increase funding for the Water Natural Resources Work Order 5810161. Projections from the Water Enterprise show an increase of $601,172 to support three additional staff and other miscellaneous purchasing materials for FY 2022-23.

Workorders Total 601,172
C2
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: WWE1003 - WWE1003 Source Control (292649) Proposal: 60 - GIS Program Staffing and Training
Fund/Dept/Auth/Proj/Act: 20160/292649/10000/10030002/0008 ...

Eventually these facilities will be transferred to the City to own and operate. If there is a lack of construction quality and functionality of these assets, possible regulatory violations may occur due to inoperability and failure of the system.
61 -
Redevelopment
Construction
Support
A 9997M Non-
Operating
Position
Offset
-0.77 -133,746
Position Total 0.23 0
C4
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: WWE06 - WWE06 Environmental Engr (229302) Proposal: 61 - Redevelopment Construction Support
Fund/Dept/Auth/Proj/Act: 20160/229302/10000/10030002/0001 WWE is in need of a specialized construction team to support redevelopment projects. Currently there is insufficient resources or a lack of the required skillsets to support the construction activity on redevelopment projects, particularly for sewers, pump stations, and green infrastructure. Eventually these facilities will be transferred to the City to own and operate. If there is a lack of construction quality and functionality of these assets, possible regulatory violations may occur due to inoperability and failure of the system.

62 - RnR
Construction
Support &
Specialization
Electrical
Inspector
A 9997M Non-
Operating
Position
Offset
-0.77 -101,510
Position Total 0.23 0
C7
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: WWE1001 - WWE1001 Sewer Operations (292657) Proposal: 63 - Construction Inspector - In-fill Development Fund/Dept/Auth/Proj/Act: 20160/292657/10000/10030001/0005 WWE is in need of specialized construction inspectors with skills and knowledge in conventional and trenchless piping installations. These assets have gone uninspected in the past resulting in problems with debris and infiltration in the sewer system, requiring more frequent sewer cleaning and repair and upgrades to mechanical equipment at the pump stations and treatment plants.

Account Lvl3 Account Base Budget Total Request Change
Non-Personnel Services 52200 Training 0 10,000 10,000
52700 Professional & Specialized Svc 0 665,000 665,000
Non-Personnel Services 0 675,000 675,000
Summary 0 675,000 675,000
Travel - Training
Organization Proposal Event Dates Location Attendees Non Air
Air Travel
Request
Registration
Fee
Training
Request
Explanation
WWE1001 -
WWE1001 Sewer
Operations
(292657)
64 - GIS
Program
Implementation
Services
In order to facilitate the successful
implementation of this GIS transition, we are
training for GIS, As Builts, and ETL.

TBD xxxx 2 0 0 0 5,000 10,000 Training in support of the new GIS system, ETL tool and
document management.

Travel/Training Total 0 10,000
Professional Services
Organization Proposal Contractor Hourly Total
Request
Purpose
WWE1001 - WWE1001 Sewer
Operations (292657)
64 - GIS Program
Implementation Services
TBD TBD 665,000 To provide technical support, implementation services, and ETL scripting for migration and implementation.

Professional Services Total 665,000
C9
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: WWE1001 - WWE1001 Sewer Operations (292657) Proposal: 65 - GIS Program Support IT Staffing
Fund/Dept/Auth/Proj/Act: 20160/292657/10000/10030001/0005 The Division requests one (1) full-time-employee in ITS to provide support & maintenance of the following wastewater projects/systems during and after the transition of GIS systems from DPW, as well as work with Treatment Plants GIS programs; GIS Transition; as-built Viewer and Document management in GIS; GIS to Maximo integration process changes after transition. In addition, assistance will be needed to implement the ESRI Utility Network model while helping create and maintain the GIS Apps after the transition and implement the 3D GIS and BIM integration.

GIS
Transition

As-built
Viewer
and
Document
management
in
GIS

GIS
to
Maximo
integration
process
changes
after
transition

Implementing
ESRI
Utility
Network
model

Help
Create
and
Maintain
GIS
Apps
after
the
transition
. Implement 3D GIS and BIM integration
65 - GIS
Program
Support IT
Staffing
A 9997M Non-
Operating
Position
Offset
-0.77 -149,341
Position Total 0.23 0
C10
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: WWE03 - WWE03 Maintenance (229281)
Proposal: 66 - Odor Control Unit (OCU) Media Change Out Fund/Dept/Auth/Proj/Act: 20160/229281/10000/10025207/0002 This request, $1M, is to increase the Maintenance Division’s Materials and Supplies line to cover the increase in the cost for the media materials for Odor Control (OCU) and Gas Handling Media change
out
for
all
WWE
Treatment
facilities.

In addition, the Division has a request, $921k, to increase the Non-Personnel Services line to cover the increase in the cost for contracted services for Odor Control (OCU) and Gas Handling Media
change
out
for
all
WWE
Treatment
facilities.

The Division has increased the frequency of these services to meet the demands of the units and after recently executing a contract which will take us through FY21/22, we have a more accurate idea of the current costs associated with this type of service contract. Additionally, costs have increased substantially in recent years and with the additional units which we will require service in FY23/24, we are projecting shortfall of funds to cover this service. The adequate funding for these service contracts will ensure that we are able to maintain proper asset management on these units. These are critical for proving clean air for our staff and the public, as well as providing clean energy through our Co-generation units. Failure to perform this maintenance will directly effect the air quality at our facilities and the biogas quality feeding our Co-generation systems, causing us to use more natural gas and/or to flare our biogas. In the recent past we have been cited by both
Cal/OSHA
and

BAAQMD,
ensuring
that
we
can
continue
these
services
will
help
to
avoid
those
in
the
future.

Account Lvl3 Account Base Budget Total Request Change
Materials & Supplies 54800 Water Sewage Treatment
Supplies
0 1,000,000 1,000,000
Materials & Supplies 0 1,000,000 1,000,000
Non-Personnel Services 52800 Maint. Svcs.-Buildings & Struc 0 921,000 921,000 Non-Personnel Services 0 921,000 921,000
Summary 0 1,921,000 1,921,000
Other Objects
Organization Proposal Account Total
Request
Justification
WWE03 -
WWE03
Maintenance
(229281)
66 - Odor
Control
Unit
(OCU)
Media
Change
Out
528000
Maint
Svcs-
Bldgs &
Impvts-
Bdgt
921,000 This request is to increase the Non-Personnel Services line to cover the increase in the cost for contracted services for Odor Control (OCU) and Gas
Handling
Media
change
out
for
all
WWE
Treatment
facilities.

We have increased the frequency of these services to meet the demands of the units and after recently executing a contract which will take us through FY21/22, we have a more accurate idea of the current costs associated with this type of service contract. Additionally, costs have increased substantially in recent years and with the additional units which we will require service in FY23/24, we are projecting shortfall of funds to
cover
this
service.

The adequate funding for these service contracts will ensure that we are able to maintain proper asset management on these units. These are critical for proving clean air for our staff and the public, as well as providing clean energy through our Co-generation units. Failure to perform this maintenance will directly effect the air quality at our facilities and the biogas quality feeding our Co-generation systems, causing us to use more natural gas and/or to flare our biogas. In the recent past we have been cited by both Cal/OSHA and BAAQMD, ensuring that we can continue these services will help to avoid those in the future. 66 - Odor
Control
Unit
548990
Water
&Sewage
1,000,000 This request is to increase the WWE03 Materials and Supplies line to cover the increase in the cost for the media materials for Odor Control (OCU)
and
Gas
Handling
Media
change
out
for
all
WWE
Treatment
facilities.

C11
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: WWE03 - WWE03 Maintenance (229281)
Proposal: 66 - Odor Control Unit (OCU) Media Change Out Organization Proposal Account Total
Request
Justification
WWE03 -
WWE03
Maintenance
(229281)
(OCU)
Media
Change
Out
Treatment
Supply
We have increased the frequency of these services to meet the demands of the units and after recently executing a contract which will take us through FY21/22, we have a more accurate idea of the current costs associated with this type of service contract. Additionally, costs have increased substantially in recent years and with the additional units which we will require service in FY23/24, we are projecting shortfall of funds to
cover
this
service.

Other Objects Total 1,921,000
C12
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: WWE11 - WWE11 Wastewater Lab (295644)
Proposal: 67 - Wastewater Lab Asset Management
Fund/Dept/Auth/Proj/Act: 20160/295644/10000/10030002/0001 The Division requests various equipment systems required by the Laboratory to extract organic samples for the San Francisco Pretreatment program and Southeast, Oceanside, and Treasure Island Plant NPDES Regulatory Permits to satisfy monitoring requirement for each mentioned above. The requested systems replaces a setup that is greater than 15 years old and is failing. The manufacturer no longer makes replacement parts to support equipment repairs. This makes it extremely difficult to make repairs and will cause out-of-service time for this equipment. It will cause serious complications for the Laboratory and Regulatory Group jeopardizing regulatory compliance. Without additional appropriations to fund this program, the Laboratory cannot achieve its Level of Service (LOS) goal to provide timely and accurate analytical testing results to protect WWE’s 850,000 customers.

Account Lvl3 Account Base Budget Total Request Change
Capital Outlay 56000 Equipment Purchase 0 179,671 179,671 Capital Outlay 0 179,671 179,671
Summary 0 179,671 179,671
Equipment
Organization Proposal Equipment
No
Equipment
Ind
Item Title Quantity Total Accessories
Cost
Total
Request
Justification
WWE11 -
WWE11
Wastewater
Lab
(295644)
67 -
Wastewater
Lab Asset
Management
WP2339 R Gas
Chromatography
Mass
Spectrometry
Instrument
1 162,028 0 162,028 This system is required by the Laboratory to analyze organic samples for the San Francisco Pretreatment program and Southeast, Oceanside, and Treasure Island Plant NPDES Regulatory Permits to satisfy monitoring requirement for each mentioned above. The requested system will replace a unit that is 7 years old and is at the end of its service life. The manufacturer will no longer support this piece of equipment. Future maintenance and repair costs are expected to increase significantly since the current unit is no longer manufactured. This makes finding parts to make repairs extremely difficult and will cause out-of-service time for this equipment. It will cause serious complications for the Laboratory and Regulatory
Group
jeopardizing
regulatory
compliance.

Without additional appropriations to fund this program, the Laboratory cannot achieve its Level of Service (LOS) goal to provide timely and accurate analytical testing results to protect WWE’s 850,000 customers. 67 -
Wastewater
Lab Asset
Management
WP2340 R Continuous
Liquid-Liquid
Extractor and
Chiller
1 17,643 0 17,643 This system is required by the Laboratory to extract organic samples for the San Francisco Pretreatment program and Southeast, Oceanside, and Treasure Island Plant NPDES Regulatory Permits to satisfy monitoring requirement for each mentioned above. The requested system replaces a setup that is greater than 15 years old and is failing. The manufacturer no longer makes replacement parts to support equipment repairs. This makes it extremely difficult to make repairs and will cause out-of-service time for this equipment. It will cause serious complications for the Laboratory and Regulatory
Group
jeopardizing
regulatory
compliance.

Without additional appropriations to fund this program, the Laboratory cannot achieve its Level of Service (LOS) goal to provide timely and C13
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: WWE11 - WWE11 Wastewater Lab (295644)
Proposal: 67 - Wastewater Lab Asset Management
Organization Proposal Equipment
No
Equipment
Ind
Item Title Quantity Total Accessories
Cost
Total
Request
Justification
WWE11 -
WWE11
Wastewater
Lab
(295644)
accurate analytical testing results to protect WWE’s 850,000 customers.

Equipment Total 179,671 179,671
C14
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: WWE11 - WWE11 Wastewater Lab (295644)
Proposal: 67 - Wastewater Lab Asset Management
Fund/Dept/Auth/Proj/Act: 20160/295644/10000/10030002/0001 The Division requests various equipment systems required by the Laboratory to extract organic samples for the San Francisco Pretreatment program and Southeast, Oceanside, and Treasure Island Plant NPDES Regulatory Permits to satisfy monitoring requirement for each mentioned above. The requested systems replaces a setup that is greater than 15 years old and is failing. The manufacturer no longer makes replacement parts to support equipment repairs. This makes it extremely difficult to make repairs and will cause out-of-service time for this equipment. It will cause serious complications for the Laboratory and Regulatory Group jeopardizing regulatory compliance. Without additional appropriations to fund this program, the Laboratory cannot achieve its Level of Service (LOS) goal to provide timely and accurate analytical testing results to protect WWE’s 850,000 customers.

Account Lvl3 Account Base Budget Total Request Change
Capital Outlay 56000 Equipment Purchase 0 320,578 320,578 Capital Outlay 0 320,578 320,578
Summary 0 320,578 320,578
Equipment
Organization Proposal Equipment
No
Equipment
Ind
Item Title Quantity Total Accessories
Cost
Total
Request
Justification
WWE11 -
WWE11
Wastewater
Lab
(295644)
67 -
Wastewater
Lab Asset
Management
WP2431 R Inductively
Coupled
Plasma Mass
Spectrometry
Instrument
1 320,578 0 320,578 This system is required by the Laboratory to analyze metals samples for the San Francisco Pretreatment program and Southeast, Oceanside, and Treasure Island NPDES Regulatory Permits to satisfy monitoring requirement for each mentioned above. The requested system will replace a unit that is 10 years old and is at the end of its service life. The manufacturer will no longer support this piece of equipment. Future maintenance and repair costs are expected to increase significantly since the current unit is no longer manufactured. This makes finding parts to make repairs extremely difficult and will cause out-of-service time for this equipment. It will cause serious complications for the Laboratory and Regulatory Group jeopardizing regulatory compliance.

Equipment Total 320,578 320,578
C15
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: WWE0103 - WWE0103 Planning & Regulation (229269) Proposal: 68 - Strategic Partnership and Green Infrastructure Scaling Fund/Dept/Auth/Proj/Act: 20160/229269/10000/10030000/0001 This position will serve as the lead for establishment and ongoing implementation of strategic partnerships with key stakeholders, such as SFMTA, SFRPD and SFUSD, to advance SFPUC's citywide green infrastructure agenda. Duties including framing and advancing partnership work plans and agreements to amplify mutual interests, identifying and advancing opportunities for advanced capital planning, and exploring and mastering navigation of key stakeholder institutions vis a vi their interest in green infrastructure.

Account Lvl3 Account Base Budget Total Request Change
Labor 50100 Permanent Salaries-Misc. 0 126,993 126,993
Labor 0 126,993 126,993
Mandatory Fringe Benefits Mandatory Fringe Benefits 0 59,687 59,687 Mandatory Fringe Benefits 0 59,687 59,687
Summary 0 186,680 186,680
Position Change
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
WWE0103 -
WWE0103
Planning &
Regulation
(229269)
68 - Strategic
Partnership
and Green
Infrastructure
Scaling
AN 5602 Utility
Specialist
1 126,993 This position will serve as the lead for establishment and ongoing implementation of strategic partnerships with key stakeholders, such as SFMTA, SFRPD and SFUSD, to advance SFPUC's citywide green infrastructure agenda. Duties including framing and advancing partnership work plans and agreements to amplify mutual interests, identifying and advancing opportunities for advanced capital planning, and exploring and mastering navigation of key stakeholder institutions vis a vi their interest in green infrastructure.

Position Total 1 126,993
C16
Hetchy Power Appendix
B. Position Change Summary
Appendix B
Hetchy Power Enterprise FY 2022-23 Position Changes
Indicator Position Position Title
Hetchy
Power Grand Total
AN 7488 Power Generation Supervisor 2 2
ON 0941 Manager VI 1 1
1944 Materials Coordinator 1 1
5201 Junior Engineer 1 1
5203 Assistant Engineer 1 1
5241 Engineer 1 1
5602 Utility Specialist 4 4
6319 Senior Contruction Inspector 2 2
7318 Electronic Maintenance Technician 1 1
7329 Electronic Maintenance Technician Asst Supervisor 1 1 7350 Transmission and Distribution Line Worker 3 3
AR 1824 Principal Administrative Analyst -1 -1
1825 Principal Administrative Analyst II 1 1
OT 5602 Utility Specialist -1 -1
7263 Maintenance Manager 1 1
Grand Total 18 18
Hetchy Power Enterprise FY 2023-24 Position Changes
Indicator Position Position Title
Hetchy
Power Grand Total
AN 1840 Junior Management Assistant 1 1
5601 Utility Analyst 2 2
5602 Utility Specialist 2 2
ON 5291 Planner III 1 1
7430 Assistant Electronic Maintenance Technician 1 1
AS 7219 Maintenance Scheduler -1 -1
7262 Maintenance Planner 1 1
Grand Total 7 7
AN Operating New Position
ON Off-budget New Position
AR Operating Position Reassignment
AS Operating Position Substitution
OT Off-budget Position substitution used to identify an existing TX'd position(Operating budget) B1
Hetchy Power Appendix

C. New Proposals

Appendix C
Hetchy Power New Proposals
FY 2022-23 FY 2023-24
Proposal Operating Off-Budget Request Operating Off-Budget Request 32 Appropriations for WO Recoveries - - 1,763,403 - - - 33 0941 Deputy Manager Federal Agreements and Acq Analysis - 1 - - - - 34 FAAA - Convert TEX Positions to Permanent - 1 - 1 - 104,255 35 Business Plan Implementation - - - - - 200,000
36 Redevelopment New Proposal - 2 - - 1 -
37 Power Utility Field Services - 7 - - 1 981,957
38 Asset Management Group Support - - - - - 3,000,000
39 Distribution Engineering group support - 5 - -
40 Retail Services Personnel Request - - - 3 - 446,299
41 Utility Field Services Moving costs - - - - - 1,000,000 42 Risk Management Work Order - - 733,696 - - -
Grand Total - 16 2,497,099 4 2 5,732,512
C1
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 32 - Appropriations for WO Recoveries
Fund/Dept/Auth/Proj/Act: 24970/298650/10000/10029985/0006 Hetch Hetchy Power maintains AAO work order budgets to provide non-energy services to the following four departments: Airport, Water, CleanPowerSF, and the Treasure Island Development Authority. The non-energy recovery for TIDA has increase by about $0.9 million over the past two fiscal years, from $809,851 in FY20 to $1,717,680 in FY22. The non-energy recovery for CleanPowerSF increased by about $0.4 million from over the past fiscal year, from $1,144,425 in FY21 to $1,500,000 in FY22, with an additional planned increase of $500,000 for FY23. The expenditure appropriations to support these budgets have not however had corresponding increases by similar amounts. This has resulted in ever greater budget transfers out of the Hetch Hetchy personnel budget to fund the work orders, artificially reducing the Hetch Hetchy Power operating budget for personnel costs. This technical correction would align expenditure appropriations for these work orders with the increases in recoveries over the past two fiscal years. Additional adjustments are required in the future if recoveries are increased.

Account Lvl3 Account Base Budget Total Request Change
Labor 50500 Temp Salaries-Misc. 0 1,199,594 1,199,594
Labor 0 1,199,594 1,199,594
Mandatory Fringe Benefits Mandatory Fringe Benefits 0 563,809 563,809 Mandatory Fringe Benefits 0 563,809 563,809
Summary 0 1,763,403 1,763,403
Other Objects
Organization Proposal Account Total
Request
Justification
HHP0907 - HHP0907 Light Heat
& Power (298650)
32 - Appropriations for
WO Recoveries
505010 Temp-
Misc-Regular
1,199,594 This technical correction to temporary salaries will true up and align expenditure appropriations associated with work order recoveries over the past two years.

Other Objects Total 1,199,594
Dec 14, 2021 1 of 1 2:28:01 PM
C2
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 33 - 0941 Deputy Manager Federal Agreements and Acq Analysis Fund/Dept/Auth/Proj/Act: 24970/298650/10000/10029985/0006 The Federal Agreements and Acquisition Analysis team, under the Power Enterprise, is responsible for all planning and evaluation activities related to Public Power Expansion (the acquisition of PG&E electric grid assets). The requested 0941 Deputy Manager will develop and implement acquisition goals, objectives, policies, and priorities; determine service levels and resource allocation; monitor the work of and coach utility analysts, specialists, and management assistants to improve performance; direct the allocation of resources to achieve timely outcomes and measurable goals within budget; adjust plans and programs to meet emerging or new programs, while continuing to address major departmental priorities; plan, organize, direct, control and review the operation of the Federal Agreements and Acquisition Analysis department functions and activities; monitor the efficiency and effectiveness of the Federal Agreements and Acquisition Analysis department structure, staff assignments, service levels and administrative systems; identify and analyze opportunities for improvement; implement improvements; communicate regularly with the Power Enterprise Assistant General Manager regarding the Federal Agreements and Acquisition Analysis department's activities and coordination of efforts with other City departments (City Attorney's office) in addressing the needs of the City; represent the Power Enterprise before legislative boards, outside organizations, Mayor's Office staff, and the media; assess and respond to community needs; provide consultation and advice to boards, committees and representatives from federal, state and local agencies; participate in budget development by providing detailed justification and persuasive arguments for proposals or initiatives; implements and closely monitors budget expenditures of the operating budget for this major area of responsibility; provides executive management with an early warning and practical options to potential cost overruns. This position has been performed at the 0933 Manager V level since October 2019; the 0933 Manager V position has been on loan since October 2019, and performed by an acting manager. With the addition of the 0941 Deputy Manager, the 0933 Manager V position can be returned to its proper function, the Wholesale and Retail Services division Manager.

This position is currently held by an on loan 0933 Manager V position. With the addition of the 0941 Deputy Manager, the 0933 Manager V position can be returned to the Wholesale and Retail Services division (which is currently being backfilled by a position from another division). 33 - 0941
Deputy Manager
Federal
Agreements and
Acq Analysis
A 9997M Non-
Operating
Position
Offset
-1 -164,836
Position Total 0 0
Dec 14, 2021 1 of 1 2:28:18 PM
C3
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 34 - FAAA - Convert TEX Positions to Permanent Fund/Dept/Auth/Proj/Act: 24970/298650/10000/10029985/0006 This proposal is to request the conversion of three positions from off budget temporary exempt to permanent. The positions will all report to the Federal Agreements and Acquisition Analysis Group.

For
FY
2022-23,
one
5602
utility
specialist
(off
budget)
is
requested.

For
FY
2023-24
one
5602
utility
specialist
and
one
1840
Jr
Management
Assistant
are
requested.

For
FY
2022-23,
one
5602
utility
specialist
(off
budget)
is
requested.

For
FY
2023-24
one
5602
utility
specialist
and
one
1840
Jr
Management
Assistant
are
requested.

Account Lvl3 Account Base Budget Total Request Change
Labor 50100 Permanent Salaries-Misc. 0 70,922 70,922
Labor 0 70,922 70,922
Mandatory Fringe Benefits Mandatory Fringe Benefits 0 33,333 33,333 Mandatory Fringe Benefits 0 33,333 33,333
Summary 0 104,255 104,255
Position Change
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
HHP0907 -
HHP0907
Light Heat &
Power
(298650)
34 - FAAA
- Convert
TEX
Positions
to
Permanent
AN 5602 Utility
Specialist
1 126,993 5602 Utility Specialist: These positions report to the Director of Federal Agreements and Acquisition Analysis. The positions provide analyses in support of litigation and negotiations related to our Wholesale Distribution Tariff (WDT) and associated implementing agreements. The positions provide analytical support for negotiating interconnections agreements, various implementation agreements related to distribution, transmission interconnections; monitors and reports on disputes related to our interconnections to PG&E’s distribution and transmission facilities; assists with various reports/memos/presentations related to interconnection dispute issues; evaluates and reports on the financial impacts of delays and disputes; provides analytical support for business planning activities and Business Plan updates. These positions provide: analytical support for the operational readiness evaluations and may provide recommendations based on the consultant work product and current business requirements; evaluate rates and rate methodologies for WDT charges and true-up; evaluate the impact of certain non-rate provisions of the WDT and provide recommendations for mitigation of detrimental impacts; and may provide recommendations for budgeting and financial planning regarding WDT charges/interconnection costs. These positions also provide analytical support for evaluation of Public Power Expansion, including operational readiness for expanded public power operations; asset identification/valuation for acquisition; and CEQA and separation issues.
34 - FAAA
- Convert
TEX
Positions
to
Permanent
AN 1840 Junior
Management
Assistant
1 70,922 1840 Junior Management Assistant: This position reports to the Director of Federal Agreements and Acquisition Analysis. The position provides support for PG&E contracts and requests for payment including preparing paperwork and monitoring; tracks project funds; processing PG&E refund checks; and updating SalesForce. This position coordinates Public Information Requests and ensures all relevant staff are queried; provides support for DPL duties; supports the group budget development and tracking; monitors spending for the Acquisition budget and City Attny budget; provides general admin support; and, provides research and analytical support on special projects. 34 - FAAA A 9993M Attrition
-1 -126,993 XXX
Dec 14, 2021 1 of 2 2:29:18 PM
C5
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 34 - FAAA - Convert TEX Positions to Permanent Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
HHP0907 -
HHP0907
Light Heat &
Power
(298650)
- Convert
TEX
Positions
to
Permanent
Savings -
Miscellaneous
Position Total 1 70,922
Dec 14, 2021 2 of 2 2:29:18 PM
C6
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 35 - Business Plan Implementation
Fund/Dept/Auth/Proj/Act: 24970/298650/10000/10029985/0006 Transmission Revenue Maximization Analysis: The purpose of this analysis is to maximize revenues related to the ownership and operation of Transmission Lines 3 and 4, which deliver electricity from the Moccasin Powerhouse in Tuolumne County to PG&E’s Newark Substation. These assets are currently underutilized, costly to operate, and require substantial upgrades to satisfy North American Electric Reliability Corporation and Western Electricity Coordinating Council (NERC-WECC) operational reliability standards. New revenue would provide critical support to SFPUC’s business priorities, including the Power Enterprise’s strategic growth in electric distribution infrastructure. The revenue maximization effort requires a detailed study of current transmission management practices, operating expenses, and regulatory obligations, and possible strategies include conversion, lease, or sale or transmission assets. Funding will support outside consultants to identify viable revenue opportunities and assess the financial, operational, and legal implications of each opportunity.

Account Lvl3 Account Base Budget Total Request Change
Non-Personnel Services 52700 Professional & Specialized Svc 0 200,000 200,000 Non-Personnel Services 0 200,000 200,000
Summary 0 200,000 200,000
Professional Services
Organization Proposal Contractor Hourly Total
Request
Purpose
HHP0907 -
HHP0907
Light Heat &
Power
(298650)
35 - Business
Plan
Implementation
TBD 100 200,000 Transmission Revenue Maximization Analysis: The purpose of this analysis is to maximize revenues related to the ownership and operation of Transmission Lines 3 and 4, which deliver electricity from the Moccasin Powerhouse in Tuolumne County to PG&E’s Newark Substation. These assets are currently underutilized, costly to operate, and require substantial upgrades to satisfy North American Electric Reliability Corporation and Western Electricity Coordinating Council (NERC-WECC) operational reliability standards.

New revenue would provide critical support to SFPUC’s business priorities, including the Power Enterprise’s strategic growth in electric distribution infrastructure. The revenue maximization effort requires a detailed study of current transmission management practices, operating expenses, and regulatory obligations, and possible strategies include conversion, lease, or sale or transmission assets. Funding will support outside consultants to identify viable revenue opportunities and assess the financial, operational, and legal implications of each opportunity.

Professional Services Total 200,000
Dec 14, 2021 1 of 1 2:29:01 PM
C7
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 36 - Redevelopment New Proposal
Fund/Dept/Auth/Proj/Act: 24970/298650/10000/10029985/0006 The Redevelopment group is comprised of three (3) 5241 Engineers and one (1) 5602 Utility Specialist. The group oversees all SFPUC Power activities related to the provision of electric utility services and electric infrastructure improvements in new development and Redevelopment areas within the City and County of San Francisco (the City), such as Hunters Point Shipyard (HPS), Treasure Island and Yerba Buena Island (TI/YBI), the Port of San Francisco, and SF HOPE. With three engineers, the section has prioritized facilitating the review and design of electric infrastructure plans and overseeing the construction of new electric utility systems. And due to the group’s composition, the section has been limited in fully engaging on the planning and coordination of the work involved by many different groups, including liasoning with the Mayor’s Office of Economic and Workforce Development, the Office of Community Infrastructure and Investment (OCII), the Treasure Island Development Authority (TIDA), other regulatory agencies and developers. The new budget request would provide non-engineering support to the group, including working with developers and city attorneys on required agreements and other contractual documents, coordinate with developers and other parties the efficient and successful completion of construction of the electric infrastructure, and responding to issues that may impact the schedule. The redevelopment group is moving into a new phase of the projects, with timelines for construction fast approaching and new projects in the pipeline. In addition to the projects listed above, the redevelopment group will be actively engaged on more projects along the eastern waterfront, like Pier 70, Mission Rock, India Basin, and a multitude of discrete projects on Port property requiring more coordination. This proposal is to request one new position and the
conversion
of
two
positions
from
off
budget
temporary
exempt
to
permanent.

Account Lvl3 Account Base Budget Total Request Change
Labor 50100 Permanent Salaries-Misc. 0 0 0
Labor 0 0 0
Mandatory Fringe Benefits Mandatory Fringe Benefits 0 0 0 Mandatory Fringe Benefits 0 0 0
Summary 0 0 0
Position Change
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
HHP0907 - HHP0907 Light
Heat & Power (298650)
36 -
Redevelopment
New Proposal
ON 5241 Engineer 1 133,746 Converting existing TEMP position to PERM. Since position already exists, we're
asking
to
create
a
project-funded
permanent
position.
36 -
Redevelopment
New Proposal
ON 5602 Utility Specialist 1 122,974 Converting existing TEMP position to PERM. Since position already exists, we're
asking
to
create
a
project-funded
permanent
position.
36 -
Redevelopment
New Proposal
A 9997M Non-Operating
Position Offset
-2 -256,720
Position Total 0 0
Dec 14, 2021 1 of 1 2:30:02 PM
C8
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 36 - Redevelopment New Proposal
Fund/Dept/Auth/Proj/Act: 24970/298650/10000/10029985/0006 The Redevelopment group is comprised of three (3) 5241 Engineers and one (1) 5602 Utility Specialist. The group oversees all SFPUC Power activities related to the provision of electric utility services and electric infrastructure improvements in new development and Redevelopment areas within the City and County of San Francisco (the City), such as Hunters Point Shipyard (HPS), Treasure Island and Yerba Buena Island (TI/YBI), the Port of San Francisco, and SF HOPE. With three engineers, the section has prioritized facilitating the review and design of electric infrastructure plans and overseeing the construction of new electric utility systems. And due to the group’s composition, the section has been limited in fully engaging on the planning and coordination of the work involved by many different groups, including liasoning with the Mayor’s Office of Economic and Workforce Development, the Office of Community Infrastructure and Investment (OCII), the Treasure Island Development Authority (TIDA), other regulatory agencies and developers. The new budget request would provide non-engineering support to the group, including working with developers and city attorneys on required agreements and other contractual documents, coordinate with developers and other parties the efficient and successful completion of construction of the electric infrastructure, and responding to issues that may impact the schedule. The redevelopment group is moving into a new phase of the projects, with timelines for construction fast approaching and new projects in the pipeline. In addition to the projects listed above, the redevelopment group will be actively engaged on more projects along the
eastern
waterfront,
like
Pier
70,
Mission
Rock,
India
Basin,
and
a
multitude
of
discrete
projects
on
Port
property
requiring
more
coordination.

This
proposal
also
requests
the
replacement
of
seven
aging
vehicles
that
are
eligible
and
an
additional
three
new
vehicles.

These operators are needed to monitor the BCTD system during off hours and perform dispatching
functions
to
respond
to
system
perturbances
and
outages.
37 -
Power
Utility
Field
Services
ON 7350 Transmission and
Distribution Line
Worker
3 311,704 "Existing (request temp to perm) for work force retention to support Utility Field Services operation"
Dec 14, 2021 1 of 2 3:43:53 PM
C10
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 37 - Power Utility Field Services
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
HHP0907 -
HHP0907 Light
Heat & Power
(298650)
37 -
Power
Utility
Field
Services
ON 1944 Materials
Coordinator
1 114,312 "Existing (request temp to perm) for work force retention to support Utility Field Services operation"
37 -
Power
Utility
Field
Services
ON 7318 Electronic
Maintenance
Technician
1 104,504 "Existing (request temp to perm) for work force retention to support Utility Field Services operation"
37 -
Power
Utility
Field
Services
A 9997M Non-Operating
Position Offset
-7 -766,439
37 -
Power
Utility
Field
Services
A 9993M Attrition Savings
- Miscellaneous
-2 -255,795 XXX
Position Total 0 0
Dec 14, 2021 2 of 2 3:43:53 PM
C11
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 37 - Power Utility Field Services
Fund/Dept/Auth/Proj/Act: 24970/298650/10000/10029985/0006 Staff is needed to safely operate, maintain, and improve the Hetchy Power facilities, meeting customer expectation for outage response and reliability. This proposal positions Power to meet the SFPUC 2020 STRATEGIC PLAN Goal of Organizational Excellence and the Objective 2.6, Improve the SFPUC's safety management system & culture. Further, it provides career pathway with the inclusion
of
a
new
apprentice.

This
proposal
also
requests
the
replacement
of
seven
aging
vehicles
that
are
eligible
and
an
additional
three
new
vehicles.

Account Lvl3 Account Base Budget Total Request Change
Capital Outlay 56000 Equipment Purchase 0 911,593 911,593 Capital Outlay 0 911,593 911,593
Labor 50100 Permanent Salaries-Misc. 0 47,867 47,867
Labor 0 47,867 47,867
Mandatory Fringe Benefits Mandatory Fringe Benefits 0 22,497 22,497 Mandatory Fringe Benefits 0 22,497 22,497
Summary 0 981,957 981,957
Position Change
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
HHP0907 -
HHP0907
Light Heat &
Power
(298650)
37 -
Power
Utility
Field
Services
AS HHP24001 7219 Maintenance
Scheduler
-1 -98,554 (TX 7219 to 7262) SUBSTITUTION - As the workload and demand for field work increases, the Maintenance Planner will provide the scheduling function and manage and coordinate the field resources
to
meet
customer
expectations"
37 -
Power
Utility
Field
Services
AS HHP24001 7262 Maintenance
Planner
1 146,421 (TX 7219 to 7262) SUBSTITUTION - As the workload and demand for field work increases, the Maintenance Planner will provide the scheduling function and manage and coordinate the field resources
to
meet
customer
expectations"
37 -
Power
Utility
Field
Services
ON 7430 Assistant
Electronic
Maintenance
Technician
1 93,230 "NEW position requested as an apprenticeship-level employee for 7318 Electronic Maintenance Technician. Positions in this class assist higher level technicians in the maintenance of circuits, components and related equipment used in connection with the operation of electronically controlled devises. UFS has had difficulty recruiting and training qualified 7318 employees so this entry level position will help provide a pathway for future 7318 recruitment. The work scope and responsibilities for the electronic technicians are increasing with the addition of the AMI requiring metering upgrades and installing and maintaining the DCUs to communicate with the meters for billing purposes. The addition
of
the
BCTD
substation
with
new
electronic
devices
will
also
need
to
be
supported."
Dec 14, 2021 1 of 3 3:44:59 PM
C12
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 37 - Power Utility Field Services
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
HHP0907 -
HHP0907
Light Heat &
Power
(298650)
37 -
Power
Utility
Field
Services
A 9997M Non-
Operating
Position
Offset
-1 -93,230
Position Total 0 47,867
Equipment
Organization Proposal Equipment
No
Equipment
Ind
Item Title Quantity Total Accessories
Cost
Total
Request
Justification
HHP0907 -
HHP0907
Light Heat &
Power
(298650)
37 -
Power
Utility
Field
Services
UH2411 R Digger
Derrick
1 300,000 0 300,000 Existing
small
digger
derrick
is
eligible
for
replacement
(7575000)
37 -
Power
Utility
Field
Services
UH2412 R Aerial truck 1 200,000 0 200,000 Existing aerial truck is eligible for replacement (757603) 37 -
Power
Utility
Field
Services
UH2413 R Crane
Truck
1 80,000 0 80,000 Existing
crane
truck
is
eligible
for
replacement
(757605)
37 -
Power
Utility
Field
Services
UH2414 N Vacuum
Excavator
1 100,000 0 100,000 Request for new HX30 vacuum excavator, Ditch Witch. Reduces the need for manual hand digging or abrasive excavation methods, reducing the associated health risks for workers on site. This process allows workers to stay safe on the surface and helps to prevent trench cave-ins. Excavators don’t need to worry about puncturing a pipe when using vacuum excavation (versus mechanical methods), resulting in costly repairs. When performed according to accepted industry practices, Vacuum excavation is recognized as being safer than hand digging within the tolerance zone around
underground
(For
FY23-24)
37 -
Power
Utility
Field
Services
UH2415 N Utility Pole
Trailer
1 40,000 0 40,000 Request for new utility pole trailer. Currently, the poles are transported on flat bed trucks
which
is
an
inefficient
method
for
transporting
power
poles.
(For
FY23-24)"
Dec 14, 2021 2 of 3 3:44:59 PM
C13
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 37 - Power Utility Field Services
Organization Proposal Equipment
No
Equipment
Ind
Item Title Quantity Total Accessories
Cost
Total
Request
Justification
HHP0907 -
HHP0907
Light Heat &
Power
(298650)
37 -
Power
Utility
Field
Services
UH2416 N Wire reel
trailer/
puller
1 15,000 0 15,000 "Request
for
new
single
wire
reel
trailer/puller.

There is only a large trailer for transporting and pulling cables. Often times, the work requires smaller equipment to perform the underground cable pulling due to space limitations. This will improve the work efficiency for small jobs. (For FY23-24)"
37 -
Power
Utility
Field
Services
UH2419 R Toyota
Prius Prime
(Plug-in
Hybrid)
1 31,946 0 31,946 Existing car (Prius) is eligible for replacement (757062) 37 -
Power
Utility
Field
Services
UH2420 R Ford F-150
(V6, 3.5L)
(Hybrid)1/2
Ton
HYBRID
Crew Cab
4x4 Pickup

6.5' Box
1 48,538 0 48,538 Existing 1/2 ton pickup truck is eligible for replacement (757200) 37 -
Power
Utility
Field
Services
UH2421 R Ford F-350
(V8, 6.2L)
(Gas)1 Ton
Crew Cab
4x4 Pickup
8' Box
1 47,571 0 47,571 Existing 1 ton pickup truck is eligible for replacement (7574000) 37 -
Power
Utility
Field
Services
UH2422 R Ford F-150
(V6, 3.5L)
(Hybrid)1/2
Ton
HYBRID
Crew Cab
4x4 Pickup

6.5' Box
1 48,538 0 48,538 Existing 1 ton pickup truck is eligible for replacement (7574002) Equipment Total 911,593 911,593
Dec 14, 2021 3 of 3 3:44:59 PM
C14
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 38 - Asset Management Group Support
Fund/Dept/Auth/Proj/Act: 24970/298650/10000/10029985/0006 Asset Management - This as-needed contract will be used to perform new construction to connect customers' electric services, install, maintain and repair equipment at SFPUC power facilities including installation of primary and secondary service conductors, transformers, switches, and interrupters. The contractor will respond to and troubleshoot power outage events, install meters, devices and photovoltaic systems. This contract is needed to provide the necessary services to connect new customers, respond to and troubleshoot outages and perform timely inspection to support customers’ construction projects. Power Enterprise does not have the permanent staffing to provide the level of service required to support customers’ needs and maintain a safe and reliable system.

Account Lvl3 Account Base Budget Total Request Change
Non-Personnel Services 52700 Professional & Specialized Svc 0 3,000,000 3,000,000 Non-Personnel Services 0 3,000,000 3,000,000
Summary 0 3,000,000 3,000,000
Professional Services
Organization Proposal Contractor Hourly Total
Request
Purpose
HHP0907 -
HHP0907
Light Heat &
Power
(298650)
38 - Asset
Management
Group
Support
TBD 100 3,000,000 Emergency as-needed contractor services for O&M to support and supplement Utility Field Services. This contract will be used to perform new construction to connect customers' electric services, install, maintain and repair equipment at SFPUC power facilities including installation of primary and secondary service conductors, transformers, switches, and interrupters. The contractor will respond to and troubleshoot power outage events, install meters, devices and photovoltaic systems.

Professional Services Total 3,000,000
Dec 14, 2021 1 of 1 2:31:07 PM
C15
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 39 - Distribution Engineering group support
Fund/Dept/Auth/Proj/Act: 24970/298650/10000/10029985/0006 Sufficient permanent staff is needed to allow the Distribution Engineering section to provide the technical expertise needed to interconnect Hetch Hetchy’s customers to various electric distribution systems. This staff also serves as the maintenance engineering group for Power Enterprise, both for the electric distribution system and Streetlights owned and operated by the Enterprise.

Account Lvl3 Account Base Budget Total Request Change
Labor 50100 Permanent Salaries-Misc. 0 0 0
Labor 0 0 0
Mandatory Fringe Benefits Mandatory Fringe Benefits 0 0 0 Mandatory Fringe Benefits 0 0 0
Summary 0 0 0
Position Change
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
HHP0907 -
HHP0907
Light Heat &
Power
(298650)
39 -
Distribution
Engineering
group
support
ON 5602 Utility
Specialist
1 122,974 Convert existing temporary position to permanent for the purpose of work force retention. This position is to administer the WDT. This involves processing WDT applications - coordinating with PG&E's service planners and PG&E's Electric Transmission Contract Management group, and Service planning. Working with IT to improve + enhance our Customer Relationship Management tool (salesforce) is also included.
39 -
Distribution
Engineering
group
support
ON 5203 Assistant
Engineer
1 99,239 Convert existing temporary position to permanent for the purpose of work force retention. This position is to perform engineering review and project scheduling of WDT applications. Key tasks includes reviewing and approving customer provided drawings, coordinating engineering designs with PG&E and the customer, and tracking/coordinating the customer electrical service projects. 39 -
Distribution
Engineering
group
support
ON 5201 Junior
Engineer
1 87,864 Convert existing temporary position to permanent for the purpose of work force retention. This position is to perform engineering review and project scheduling of WDT applications. Key tasks includes reviewing and approving customer provided drawings, coordinating engineering designs with PG&E and the customer, and tracking/coordinating the customer electrical service projects. Position shall be trained in performing streetlight photometric analysis. 39 -
Distribution
Engineering
group
support
ON 6319 Senior
Contruction
Inspector
2 216,766 This position is being requested to perform inspections for both medium voltage systems and streetlights. Presently, the inspection work is being performed by the utility crews and distribution engineering staff. With our difficulty in hiring qualified worker for the crews, we often disrupt the crews
ability
to
schedule
construction
work
to
perform
the
inspections.
39 -
Distribution
Engineering
A 9997M Non-
Operating
Position
-5 -526,843
Dec 14, 2021 1 of 2 2:31:27 PM
C16
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 39 - Distribution Engineering group support
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
HHP0907 -
HHP0907
Light Heat &
Power
(298650)
group
support
Offset
Position Total 0 0
Dec 14, 2021 2 of 2 2:31:27 PM
C17
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 40 - Retail Services Personnel Request
Fund/Dept/Auth/Proj/Act: 24970/298650/10000/10029985/0006 To support current and planned growth in Hetch Hetchy's customer base, and the corresponding need for increased service and meter data management, as well as additional operations related to an expanding customer base, Retail Services is requesting one (1) additional 5602 Utility Specialist and two (2) additional 5601 Utility Analyst positions. Customer growth is expected to be significant over the next several years, with thousands of new, mostly residential metered customers. Retail Services currently has six (6) 5602s (including a new hire as of mid-August 2021 allocated primarily to the load forecasting function) and 2 5601s. This is down from nine (9) personnel as of Spring 2019. Since Spring 2019, the number of metered customers has nearly doubled, and Retail Services as a team has taken on expanded responsibilites in other areas, including most signficantly bilateral trade settlements and load forecasting for CleanPowerSF.

Account Lvl3 Account Base Budget Total Request Change
Labor 50100 Permanent Salaries-Misc. 0 303,605 303,605
Labor 0 303,605 303,605
Mandatory Fringe Benefits Mandatory Fringe Benefits 0 142,694 142,694 Mandatory Fringe Benefits 0 142,694 142,694
Summary 0 446,299 446,299
Position Change
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
HHP0907 - HHP0907 Light
Heat & Power (298650)
40 - Retail Services
Personnel Request
AN 5601 Utility
Analyst
2 176,612 The new 5601s would primarly support the expansion of the meter data management and service management function.
40 - Retail Services
Personnel Request
AN 5602 Utility
Specialist
1 126,993 The new 5602 would split between meter and service management, and other core functions of the Retail Services team.

Position Total 3 303,605
Dec 14, 2021 1 of 1 2:31:50 PM
C18
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 41 - Utility Field Services Moving costs
Fund/Dept/Auth/Proj/Act: 24970/298650/10000/10029985/0006 This proposal covers moving costs if the Port declines their conditional option for the Field Services staff to remain at Pier 23 and the Roundhouse past the current expiration of November 2023.

Actual costs of a move are dependent on the new location and difficult to estimate without knowing the new location. This estimate of $1 million is intended to give an order of magnitude estimate.

Account Lvl3 Account Base Budget Total Request Change
Non-Personnel Services 53500 Other Current Expenses 0 1,000,000 1,000,000 Non-Personnel Services 0 1,000,000 1,000,000
Summary 0 1,000,000 1,000,000
Other Objects
Organization Proposal Account Total
Request
Justification
HHP0907 -
HHP0907 Light
Heat & Power
(298650)
41 - Utility
Field
Services
Moving
costs
535000
Other
Current
Expenses -
Bdgt
1,000,000 This proposal covers moving costs If the Port declines their conditional option for the Field Services staff to remain at Pier 23 and the Roundhouse past the current expiration of November 2023. Actual costs of a move are dependent on the new location and difficult to estimate without knowing the new location. This estimate of $1 million is intended to give an order of magnitude estimate. (one-time) Other Objects Total 1,000,000
Dec 14, 2021 1 of 1 2:32:20 PM
C19
Budget Request Summary by Proposal
Fiscal Year: 2022-23
Organization: HHP0907 - HHP0907 Light Heat & Power (298650) Proposal: 42 - Risk Management Work Order
Fund/Dept/Auth/Proj/Act: 24970/298650/10000/10029985/0006 Increases in the costs of insurance and incorporate them in the upcoming budget. For FY 2022-23 City Risk Management has reported a likely 30% increase in property insurance premiums, and other similar increases for cybersecurity, D&O/EPL and crime coverages. These rate increases are mostly driven by the fires on the west coast as well as hurricane damages on the east which has impacted the domestic insurance market. As premiums are difficult to forecast for FY 2023-24, we are estimating a 20% increase .

Account Lvl3 Account Base Budget Total Request Change
Services of Other Departments 581051 GF-PUC-Light Heat & Power 0 733,696 733,696 Services of Other Departments 0 733,696 733,696
Summary 0 733,696 733,696
Workorders
Organization Proposal Account Total
Request
Explanation
HHP0907 -
HHP0907
Light Heat &
Power
(298650)
42 - Risk
Management
Work Order
581051

GF-PUC-
Light
Heat &
Power
733,696 Increases in the costs of insurance and incorporate them in the upcoming budget. For FY 2022-23 City Risk Management has reported a likely 30% increase in property insurance premiums, and other similar increases for cybersecurity, D&O/EPL and crime coverages. These rate increases are mostly driven by the fires on the west coast as well as hurricane damages on the east which has impacted the domestic insurance market. As premiums are difficult to forecast for FY 2023-24, we are estimating a 20% increase .

Workorders Total 733,696
Dec 13, 2021 1 of 1 2:41:32 PM
C20
CleanPowerSF Appendix

B. Position Change Summary

Appendix B
CleanPowerSF FY 2023-24 Position Changes
Indicator Position Position Title CLPSF Grand Total
AN 1822 Administrative Analyst 1 1
Grand Total 1 1
AN Operating New Position
B1
CleanPowerSF Appendix

C. New Proposals

Appendix C
CleanPowerSF New Proposals
FY 2022-23 FY 2023-24
Division Proposal Operating Off-Budget Request Operating Off-Budget Request CLPAA 45 1822 Accountant to support Financial Reporting Functions - - - 1 - 128,599 Grand Total - - - 1 - 128,599
C1
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: CLPAA - CleanPowerSF (198644)
Proposal: 45 - 1822 Accountant to support Financial Reporting Functions Fund/Dept/Auth/Proj/Act: 24750/198644/10000/10026777/0001 SFPUC Accounting Services (AS) and Financial Reporting and Analysis (FRA) continue to perform increased critical accounting and financial reporting functions specific to supporting the CleanPowerSF (CPSF) program since its May 2016 inception to begin serving San Francisco customers. The program has experienced significant growth in the past five years, generating annual revenues of $207.7 million and expenditures of $214.2 million. Financial transactions have become more complex and voluminous, requiring staff to maintain an analytical skillset and ability to work with large volumes of data, short deadlines and limited direction. In 2018, CPSF funded an enterprise fund accountant, dedicated to monitoring, reviewing and recording CPSF accounting transactions in PeopleSoft accurately and timely. As the CPSF program has now onboarded all customer accounts, AS requires a dedicated cross-functional accounting analyst between AS and FRA to support CPSF accounting/financial reporting functions such as invoice/payment review; revenues reconciliation, monthly/quarterly financial analysis and reconciliation; financial reporting; and liaise with the CPSF program team, as well as other essential activities. The CleanPowerSF Accounting Analyst will be critical to fulfilling the above areas of the program's short and long- term financial objectives.

Account Lvl3 Account Base Budget Total Request Change
Labor 50100 Permanent Salaries-Misc. 0 87,482 87,482
Labor 0 87,482 87,482
Mandatory Fringe Benefits Mandatory Fringe Benefits 0 41,117 41,117 Mandatory Fringe Benefits 0 41,117 41,117
Summary 0 128,599 128,599
Position Change
Organization Proposal Indicator RefCode Position Title Count Total Request
Justification

CLPAA -
CleanPowerSF
(198644)
45 - 1822
Accountant
to support
Financial
Reporting
Functions
AN 1822 Administrative
Analyst
1 87,482 The CPSF Accounting Analyst will lead complex accounting, purchasing, analyses, reports, and financial initiatives for the CPSF program that are time-sensitive and highly impactful. This cross- functional team member will collaborate with AS and FRA managers and supervisors within the Financial
Services
Bureau
in
the
below
(but
not
limited
to)
areas.

1. Invoice/Payment Review and Processing. Analyzes, validates, and processes complex, time- sensitive, high-dollar invoices and refunds requiring coordination with Treasurer and Tax Collector's Office and Controller's Office to ensure adherence to specified contract terms. The dedicated position will ensure CPSF is not levied any fines as a result of non-remittal and/or untimely
payments.

2. CPSF Refunds and Rebates Processing. Monitors, reviews, and processes refunds for the NEM program
and
rebates
on
the
BayREN
Regional
Heat
Pump
Water
Heater
Incentives
Program.

3. Revenues Reconciliation and Financial Analysis. Extract, analyze, and reconcile CPSF revenues and financial data timely and accurately from multiple data sources external from PeopleSoft.

Requires specialized system knowledge and understanding of accounting principles to complete analyses properly - as well as process adjusting entries in PeopleSoft so all data sources are complete.

4. Financial Reporting. Monitors, reconciles, and reports on CPSF contracts, purchase orders, and payments, budget, and spending on various CPSF projects. Leads the development, analysis, and delivery of value-added financial reports to a variety of internal and external audiences. The C2
Budget Request Summary by Proposal
Fiscal Year: 2023-24
Organization: CLPAA - CleanPowerSF (198644)
Proposal: 45 - 1822 Accountant to support Financial Reporting Functions Organization Proposal Indicator RefCode Position Title Count Total Request
Justification
financial management reports will support CPSF management in strategic decision-making using relevant financial data - as related to contracting, purchasing, and financial health and position.

Position Total 1 87,482
C3

Appendix B: FY 2022-23 and FY
2023-24 SFPUC Programmatic
Project Budget Summaries and
Datasheets
Water Enterprise
Fiscal Years 2023-2032
Ten Year CIP
Programmatic Projects
January 14, 2022
1 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: 19047-UW Watershed Protection
Authority Level 2: 15415-UW Watershed Protection
FSP ID 10014854
Project Title: Natural Resources Planning
Total Budget: $ 10,212,000
Project Start: 7/1/2022
Project Finish: 6/30/2033
Current Active Phase: Construction
Organization: Programmatic
Project Manager: Tim Ramirez
Facility Category: Watershed Protection Program
Type: Programmatic
Description: The purpose of this program is to support planning efforts for projects to improve and/or protect the water quality and/or ecological resources that affect or are affected by the operation of the SFPUC water supply system within the Bay Area counties. Examples of these projects include collaborative efforts with members of watershed workgroups, leading-edge research with local universities, and education programs with community groups. Many of these projects also include cost-share from project partners.

Justification: This program provides the foundation for the long-term stewardship of natural resources under SFPUC management by supporting collaborative planning and environmental regulatory compliance efforts.

Operating Impact: By providing for the long-term stewardship of natural resources and protection of water quality, this program will minimize the environmental regulatory risk and long-term costs associated with not proactively managing the natural resources that affect or are affected by the operation of the SFPUC water system. All projects are managed by existing Natural Resources and Lands Management Division staff.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 11,444,000 $ 1,162,000 $ 900,000 $ 920,000 $ 940,000 $ 960,000 $ 5,330,000 Total $ 11,444,000 $ 1,162,000 $ 900,000 $ 920,000 $ 940,000 $ 960,000 $ 5,330,000 2 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: 19052-UW Landscape Conservation Prog Authority Level 2: 15455-UW Landscape Conservation Budg FSP ID 10015023
Project Title: Landscape Conservation Program
Total Budget: $ 4,000,000
Project Start: 9/1/2005
Project Finish: 9/30/2045
Current Active Phase: Pre-Construction
Organization: Programmatic
Project Manager: Julie Ortiz
Facility Category: Program - Project
Type: Programmatic
Description: This budget funds the Large Landscape Conservation Retrofit Program (former Famis # CUW26501, current FSP Project #10015023) that funds the replacement of old, water-wasting irrigation equipment and plantings at large landscapes in the SFPUC's retail service area. The program is part of the SFPUC's Retail Water Conservation Plan that guides how the SFPUC will meet near-term and long-term local and state water conservation goals and directives. Annual Large Landscape Retrofit Program funding covers approximately 3 to 4 projects a year. Large landscape retrofits are not restricted by code and are envisioned to continue. The program overall will be re-evaluated periodically.

Justification: The program is an important element of the SFPUC's retail conservation plan for meeting demand reduction and conservation goals and requirements. Without additional funding, the program will not be able to achieve targeted customer participation and meet water-savings goals.

Operating Impact: None.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 400,000 $ 0 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 0 CM $ 1,600,000 $ 0 $ 400,000 $ 400,000 $ 400,000 $ 400,000 $ 0 CN $ 2,000,000 $ 0 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 0 Total $ 4,000,000 $ 0 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 0 3 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: 19055-UW Long Term Monitoring & Perm Authority Level 2: 15469-UW Long Term Monitoring & Perm FSP ID 10015046
Project Title: Long Term Monitoring & Permitting
Total Budget: $ 83,655,000
Project Start: 7/1/2022
Project Finish: 6/30/2033
Current Active Phase: Post-Construction
Organization: Programmatic
Project Manager: Tim Ramirez
Facility Category: Programmatic
Type: Programmatic
Description: This program provides the resources to meet the long-term monitoring and permit requirements associated with capital projects and the operation and maintenance of the SFPUC water supply system and watershed/ROW lands within the Bay Area. Projects with long-term monitoring required by environmental permits include the Alameda Watershed Habitat Conservation Plan, WSIP-related environmental mitigation and permit requirements (i.e., National Marine Fisheries Service) and non-WSIP capital projects. The capital component of meeting long-term monitoring and maintenance obligations associated with construction projects is generally limited to those required within the first 5 or 10 years after construction. Long-term monitoring and maintenance obligations that go beyond this time frame and/or are in perpetuity are supported by these Long- Term Monitoring and Permitting Programmatic projects.

Justification: This program provides the resources to comply with terms and conditions in state and federal environmental permits associated with construction and/or operations and maintenance of the SFPUC water system, and watershed and ROW lands.

Operating Impact: By providing the resources to comply with conditions and state and federal environmental regulatory permits, this program will minimize the risk and long-term costs associated with operation and maintenance of the SFPUC water supply system and watershed and ROW lands. As additional capital projects are completed, long-term monitoring funding will be requested as needed to meet conditions in state and federal environmental regulatory permits.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 92,787,000 $ 6,971,000 $ 4,890,000 $ 10,933,000 $ 9,365,000 $ 8,454,000 $ 43,042,000 Total $ 92,787,000 $ 6,971,000 $ 4,890,000 $ 10,933,000 $ 9,365,000 $ 8,454,000 $ 43,042,000 4 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: 19159-UW Water Enterprise-watershed
Authority Level 2:

FSP ID 10016979
Project Title: Watershed Structures Upgrades -Cottages Total Budget: $ 5,012,000
Project Start: 7/1/2022
Project Finish: 6/30/2033
Current Active Phase: Construction
Organization: Programmatic
Project Manager: Tim Ramirez
Facility Category: Water Enterprise Watershed Protection Type: Programmatic
Description: This program supports investment in watershed cottages on the Peninsula and Alameda Watersheds in the Bay Area.

Justification: Expenditures are required to maintain watershed cottages to be occupied by SFPUC staff to protect, operate, and maintain SFPUC water system infrastructure and watershed and ROW lands.

Operating Impact: The program provides resources required for cost-effective long-term management of SFPUC watershed cottages.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 5,526,000 $ 486,000 $ 486,000 $ 486,000 $ 503,000 $ 503,000 $ 2,548,000 Total $ 5,526,000 $ 486,000 $ 486,000 $ 486,000 $ 503,000 $ 503,000 $ 2,548,000 5 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: 19159-UW Water Enterprise-watershed
Authority Level 2: 15830-UW Water Enterprise-watershed
FSP ID 10016976
Project Title: Watershed & ROW Infrastructure
Total Budget: $ 55,000,000
Project Start: 7/1/2022
Project Finish: 6/30/2033
Current Active Phase: Construction
Organization: Programmatic
Project Manager: Tim Ramirez
Facility Category: Water Enterprise Watershed Protection Type: Programmatic
Description: This program supports investments in watersheds and ROW-related capital assets, including: roads, security fences and gates, bridges, culverts and stock ponds. This program also supports wildfire risk reduction work on the watersheds and ROW, including: fuel breaks, tree removal, prescribed burns (in coordination with CalFire), and non-native vegetation management.

Justification: Expenditures are required to maintain access to SFPUC water system infrastructure , watershed lands and ROW, and also to reduce wildlife risk consistent with state requirements. This program provides funding to support investments in watershed and ROW assets under SFPUC management, to cost-effectively maintain these assets in good condition.

Operating Impact: The project supports ongoing maintenance of SFPUC watershed lands and ROW assets. Projects are the responsibility of Natural Resources and Lands Management Division.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 60,500,000 $ 4,000,000 $ 5,000,000 $ 6,000,000 $ 6,000,000 $ 6,000,000 $ 28,000,000 Total $ 60,500,000 $ 4,000,000 $ 5,000,000 $ 6,000,000 $ 6,000,000 $ 6,000,000 $ 28,000,000 6 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: 19158-UW Awss Maintenance - Cdd
Authority Level 2: 15826-UW Awss Maintenance - Cdd

FSP ID (N/A)
Project Title: AWSS Maintenance
Total Budget: $ 27,000,000
Project Start: 7/1/2011
Project Finish: 6/30/2033
Current Active Phase: Construction
Organization: Programmatic
Project Manager: Don Lampe
Facility Category: Program - Project
Type: Programmatic
Description: Maintenance of the Auxiliary Water Supply System (AWSS) requires numerous trades, materials and supplies.

The original transfer of function from the San Francisco Fire Department (SFFD) to the City Distribution Division (CDD) in 2010 included 10 on-budget operating positions and $1.5 million in programmatic ACP funding. Over the last nine years the programmatic funding necessary to maintain the system has dramatically increased. A recent San Francisco Civil Grand report pointed out the ongoing maintenance needs and called for immediate action. Division spending to operate and maintain the AWSS in fiscal year 18-19 was a record $2.8 million and is expected to increase to meet the Civil Grand Jury's recommendations. The City Distribution Division requires additional funding to meet the Civil Grand Jury recommendations. An increase in the programmatic funding to $3 million will support the positions as well as material and supplies to meet valve exercising, equipment maintenance and replacement, joint training exercises with the SFFD and engineering design support. Furthermore, improvements to the sewage collection system through the Sewer System Improvement Program (SSIP) has required the removal and realignment of AWSS pipelines that are found to transect sewage transports at a substantial cost to the division (~$500k per site).

Justification: The AWSS is a complex and distributed system that provides emergency firefighting water in the days and hours following a catastrophic event. The system is also used several times a year to fight large conflagrations that exceed the available supply of the potable water system. This much needed and independent firefighting system was installed in 1913 and has and is undergoing upgrades and expansion under two Emergency Safety and Emergency Response (ESER) bonds. Although the upgrades will improve and expand the system, failure to fully fund maintenance and other day to day expenses will leave the system in a less than optimal state of readiness. This was recognized in the civil grand jury's report and failure to follow through on recommendations does a disservice to the citizens of the CCSF.

Operating Impact: Failure to fully fund maintenance and expenses of the AWSS will leave the City and County of San Francisco more vulnerable to catastrophic fires that nearly obliterated the city in 1906. It is the duty of the City Distribution Division to maintain the system in the highest state of readiness and to request the funding and manpower to do so.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 29,500,000 $ 2,500,000 $ 2,500,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 13,000,000 Total $ 29,500,000 $ 2,500,000 $ 2,500,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 13,000,000 7 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: 19458-UW Water Resources Planning An Authority Level 2: 17676-UW Water Resources Planning-bu FSP ID 10025206
Project Title: Water Resources Planning and Development Total Budget: $ 4,550,000
Project Start: 9/1/2005
Project Finish: 12/30/2045
Current Active Phase: Pre-Construction
Organization: Programmatic
Project Manager: Taylor Nokhoudian
Facility Category: Program - Project
Type: Programmatic
Description: Building on the findings of the Water Supply Master Plan, the SFPUC completed and adopted a water supply program to meet future demand through 2018 as part of the Phased Water System Improvement Program (WSIP). The program includes developing 20 million gallons per day (mgd) of recycled water, conservation and/or groundwater in the retail and wholesale customer service areas. In addition, the SFPUC has projected a shortfall of available water supply to meet its level of service goals and contractual obligations. The SFPUC continued studies on recycled water, groundwater projects, conservation and graywater in the SFPUC service area and regional desalination and purified water. Activities associated with implementation of this program, include updating water demand projections, conducting planning studies for additional recycled water, conservation and groundwater potential, updating the billing system to respond to droughts, continuing studies on dry-year water supplies and providing water supply impact analyses. Additionally, staff will study the potential water supply benefits from alternative water supplies, such as graywater, blackwater, stormwater and seepage water.

Justification: This program supports critical water supply planning necessary for implementing the Phased WSIP, including planning work for groundwater and recycled water supplies, conservation, and alternative water supplies such as graywater and blackwater.

Operating Impact: The water supply planning budget is to support the implementation of the Phased WSIP Variant adopted by the Commission on October 30, 2008.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 5,050,000 $ 50,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 2,500,000 ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Total $ 5,050,000 $ 50,000 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 2,500,000 8 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: 19459-UW Treasure Island - Maintena
Authority Level 2: 17681-UW Treasure Island - Water

FSP ID (N/A)
Project Title: Treasure Island Facilities Maintenance
Total Budget: $ 13,500,000
Project Start: 7/1/2021
Project Finish: 6/30/2033
Current Active Phase: Construction
Organization: Programmatic
Project Manager: Don Lampe
Facility Category: Program - Project
Type: Programmatic
Description: This project funds the operation and maintenance of the potable water distribution system at Treasure Island (TI) and Yerba Buena Island (YBI) on behalf of the Treasure Island Development Authority (TIDA). Potable water to TI/YBI is supplied by a dedicated pump station in San Francisco via a transmission main on the western span of the Oakland/Bay Bridge. The potable water distribution system on TI/YBI is comprised of four reservoirs, six pump stations, and a distribution piping network. The pump stations and reservoirs are being replaced by three water tanks and a single pump station being built by the islands developer.

Justification: This programmatic project funds the routine maintenance required to keep the Water Facilities on Treasure Island functional and providing potable water to the residents of both islands.

Operating Impact: Failure to provide maintenance funding could lead to loss of the potable water system and fire fighting capabilities.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 14,850,000 $ 1,350,000 $ 1,350,000 $ 1,350,000 $ 1,350,000 $ 1,350,000 $ 6,750,000 Total $ 14,850,000 $ 1,350,000 $ 1,350,000 $ 1,350,000 $ 1,350,000 $ 1,350,000 $ 6,750,000 9 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: 19463-UW Retrofit Grant Program
Authority Level 2: 17685-UW Retrofit Grant Program
FSP ID 10025211
Project Title: Retrofit Grant Program
Total Budget: $ 1,000,000
Project Start: 3/1/2011
Project Finish: 9/30/2030
Current Active Phase: Pre-Construction
Organization: Programmatic
Project Manager: Taylor Nokhoudian
Facility Category: Program - Project
Type: Programmatic
Description: The Retrofit Grant Program provides assistance to SFPUC retail customers to help reduce the consumption of SFPUC potable water. The Retrofit Grant Program provides assistance to SFPUC retail customers to help reduce the consumption of SFPUC potable water. Customers can use grant funds in accordance with SFPUC guidelines for the following types of projects: 1) to collect, treat, and use alternate water sources onsite for non- potable applications such as toilet and urinal flushing, cooling tower applications, and outdoor irrigation; 2) for onsite treatment and reuse of brewery process water to reduce the consumption of SFPUC potable water; and 3) for the conversion of a customer's irrigation system to accept SFPUC recycled water. Grants requests will be reviewed by SFPUC staff on a case-by-case basis, and grant awards are subject to the terms and conditions of the SFPUC. The program will be cash-funded (not bond-funded). We anticipate increased participation in the grant program as we expand the program to obtain greater SFPUC potable water offsets, as heat recovery is incorporated to make onsite water systems more energy efficient, and as development is rapidly unfolding in San Francisco.

Justification: By providing financial assistance to our customers, the SFPUC can realize the full potential of our efforts to diversify our water supplies by funding projects that will add to the water supply reliability in the SFPUC's service area.

Operating Impact: None
Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 1,000,000 $ 0 $ 500,000 $ 500,000 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Total $ 1,000,000 $ 0 $ 500,000 $ 500,000 $ 0 $ 0 $ 0
10 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: 17726-GE Youth Employment & Environm Authority Level 2: 17726-GE Youth Employment & Environm

FSP ID (N/A)
Project Title: Youth Employment Project
Total Budget: $ 12,900,000
Project Start:

Project Finish:

Current Active Phase: Construction
Organization: Programmatic
Project Manager: Carol Isen
Facility Category: Program - Project
Type: Programmatic
Description: The Earth Stewards is a collaborative effort by the SFPUC, the San Francisco Sheriff's Department and the Garden Project to provide at-risk, young San Franciscans with horticultural and landscaping work experience on SFPUC properties. The program currently has capacity for 12 at-risk youth and develops an individualized 24-month program for each participant. Since inception, Earth Stewards Apprentices and Trainees participants have totaled 389. In the past the Earth Stewards have performed landscaping and maintenance services for the City Distribution Division (CDD), Hetch Hetchy, and Crystal Springs Reservoir.

Justification: The project provides at-risk, young San Franciscans with work experience with the intent of reducing recidivism among ex-offenders and inmates of the San Francisco County Jail.

Operating Impact: None.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 14,190,000 $ 1,290,000 $ 1,290,000 $ 1,290,000 $ 1,290,000 $ 1,290,000 $ 6,450,000 Total $ 14,190,000 $ 1,290,000 $ 1,290,000 $ 1,290,000 $ 1,290,000 $ 1,290,000 $ 6,450,000 11 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: New
Authority Level 2: 15492-UW Water Supply & Storage

FSP ID (N/A)
Project Title: Drought Response Program
Total Budget: $ 1,000,000
Project Start:

Project Finish:

Current Active Phase:

Organization: Programmatic
Project Manager: Julie Ortiz
Facility Category: Program - Project
Type: Programmatic
Description: This budget funds a new Drought Response Program that will enable the SFPUC to add customer water rationing functionality into the Customer Care and Billing System and to conduct drought response actions outlined in the SFPUC's Emergency Drought Response Plan.

Justification: This program is necessary to enable the SFPUC to implement different levels of customer water rationing during drought when a water shortage has been declared.

Operating Impact: None.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 1,000,000 $ 500,000 $ 500,000 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Total $ 1,000,000 $ 500,000 $ 500,000 $ 0 $ 0 $ 0 $ 0
12 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: New
Authority Level 2: TBD

FSP ID (N/A)
Project Title: Personnel Safety Program
Total Budget: $ 1,000,000
Project Start:

Project Finish:

Current Active Phase:

Organization: Programmatic
Project Manager: Don Lampe
Facility Category: Program - Project
Type: Programmatic
Description: This program is comprised of two elements, one being arc flash labeling updates and the other being equipment specific lock out/tag out (LOTO) procedures.
• All electrical equipment is required, by Cal/OSHA and The National Fire Protection Association (NFPA), to have arc flash rating labels. Arc flash labels indicate the maximum available fault current that the equipment can generate during a faulted condition, the safe working distances from the electrical source and the proper level of personal protective equipment that personnel should wear to minimize injury when working on the energized equipment.
• CDD is requesting funding to develop equipment specific lock out/tag out (LOTO) procedures to safeguard personnel performing the cleaning, repairing, servicing, setting up and adjusting of machines and equipment.

Per Cal/OSHA requirements:
"The employer's hazardous energy control procedure shall include separate procedural steps for the safe lockout/tagout of each machine or piece of equipment affected by the hazardous energy control procedure." Justification: • The current arc flash labeling is over five years old and required to be updated. This survey was originally performed by SFPUC engineering personnel and an estimate has been provided to the division in the amount of $750,000 to perform an arc flash survey based on current requirements. This will also include facilities that the division has acquired since the last survey was performed. • Equipment specific LOTO procedures will protect not only employees and contractors performing work on equipment at the divisions many facilities but will safeguard the equipment from accidental energization and operation that could lead to damage and costly repairs.

Operating Impact: • Failure to update the current labeling and include the new facilities will present a danger to staff and place the division in violation of current regulations and policy. Updates to the regulatory standards has also occurred in the intervening years furthering the need to replace the labels with ones that meet the current regulations and policies.
• Failure to provide the funding to develop the necessary procedures could lead to regulatory fines, equipment damage and potentially endanger personnel performing these tasks.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 1,000,000 $ 1,000,000 $ 0 $ 0 $ 0 $ 0 $ 0
Total $ 1,000,000 $ 1,000,000 $ 0 $ 0 $ 0 $ 0 $ 0
13 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: 19460-UW 525 Golden Gate - O & M
Authority Level 2: 17682-UW 525 Golden Gate - O & M

FSP ID (N/A)
Project Title: 525 Golden Gate - Operations & Maintenance Total Budget: $ 48,319,300
Project Start:

Project Finish:

Current Active Phase: Construction
Organization: Programmatic
Project Manager: [None]
Facility Category: 525 Golden Gate
Type: Programmatic
Description: This project is required to cover annual operating and maintenance costs of the building and generally reflects an increase of 3.0% per year. These costs include building engineering, property management, janitorial and maintenance service contracts.

Justification: The headquarters for the San Francisco Public Utilities Commission, 525 Golden Gate is a 13-story building plus basement for total building area of 277,500 square feet, which houses over 900 PUC employees. It is a LEED Platinum certified building that includes solar and wind renewable energy sources, an on-site wastewater system called the Living Machine, and Smart Building features with fully integrated systems.

Operating Impact: None.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 53,519,300 $ 4,311,000 $ 4,441,000 $ 4,445,000 $ 4,531,000 $ 4,851,300 $ 25,740,000 Total $ 53,519,300 $ 4,311,000 $ 4,441,000 $ 4,445,000 $ 4,531,000 $ 4,851,300 $ 25,740,000 14 SFPUC Capital Project Plan
Water Enterprise
Programmatic
Authority Level 1: 19461-UW 525 Golden Gate - Lease Pay Authority Level 2: 17683-UW 525 Golden Gate - Lease Pay

FSP ID (N/A)
Project Title: 525 Golden Gate - Lease Payment
Total Budget: $ 88,738,196
Project Start:

Project Finish:

Current Active Phase: Construction
Organization: Programmatic
Project Manager: [None]
Facility Category: 525 Golden Gate
Type: Programmatic
Description: This project provides financing to cover the planning and construction costs for the office building housing the SFPUC.

Operating Impact: None.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 97,377,003 $ 9,178,389 $ 9,139,186 $ 9,062,712 $ 8,984,521 $ 8,904,158 $ 43,469,230 Total $ 97,377,003 $ 9,178,389 $ 9,139,186 $ 9,062,712 $ 8,984,521 $ 8,904,158 $ 43,469,230

Wastewater Enterprise
Fiscal Years 2023-2032
Ten Year CIP
Programmatic Projects
January 14, 2022
1 SFPUC Capital Project Plan
Wastewater Enterprise
Programmatic
Authority Level 1: 19459-UW Treasure Island - Maintena
Authority Level 2: 17679-UW Treasure Island - Wastewate

FSP ID (N/A)
Project Title: Treasure Island Facilities Maintenance
Total Budget: $ 15,190,000
Project Start:

Project Finish:

Current Active Phase: Construction
Organization: Programmatic
Project Manager: Lori Regler
Facility Category: Program - Project
Type: Programmatic
Description: Since 1997, the SFPUC Wastewater Enterprise has operated and maintained the stormwater and wastewater collection systems at Treasure Island and Yerba Buena Island (TI/YBI) and 2-million gallon per day (MGD) wastewater treatment plant located at TI, on behalf of the Treasure Island Development Authority (TIDA). The TI wastewater treatment plant is regulated under the Clean Water Act through a National Pollutant Discharge Elimination System (NPDES) permit issued to the U.S. Navy by the California Regional Water Quality Control Board (CRWQCB). The Wastewater Enterprise operates and maintains the collection systems at TI/YBI which consists of approximately 52,600 feet of sewer pipe, 29 wastewater pump stations, and the 2-MGD treatment plant that was constructed in 1961 and upgraded to provide secondary treatment in 1969. The Wastewater Enterprise also operates and maintains six storm pump stations at TI and monitors the 24 outfalls at TI and 26 outfalls at YBI. The storm water system is regulated under a General Industrial Storm Water NPDES permit issued to the Navy by the CRWQCB.

Justification: None
Operating Impact: None
Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 15,190,000 $ 1,519,000 $ 1,519,000 $ 1,519,000 $ 1,519,000 $ 1,519,000 $ 7,595,000 Total $ 15,190,000 $ 1,519,000 $ 1,519,000 $ 1,519,000 $ 1,519,000 $ 1,519,000 $ 7,595,000 2 SFPUC Capital Project Plan
Wastewater Enterprise
Programmatic
Authority Level 1: 19466-WW Low Impact Development
Authority Level 2: 17704-WW Low Impact Development

FSP ID (N/A)
Project Title: Low Impact Development
Total Budget: $ 6,810,000
Project Start:

Project Finish:

Current Active Phase: Construction
Organization: Programmatic
Project Manager: TBD
Facility Category: Program - Project
Type: Programmatic
Description: The Urban Watershed Management Program conducted Watershed Planning activities that included two Eastside Basin design workshops and began analysis of the projects proposed in the workshops. Other activities included participating in the SF Better Streets (BSP) Master Plan efforts and conducting a citywide analysis of the potential for rain harvesting. Future efforts include continued participation in the BSP and design workshops for the Westside Drainage Basins. Projects include: - Low Impact Design (LID) Demonstration Projects to build local knowledge of LID, such as the Terecita Raingarden, and a LID demonstration along Cesar Chavez. - Project Review and Technical Assistance Program will continue to review projects to comply with the new SF Green Building Ordinance and the National Pollution Discharge Elimination System permits (NPDES). - Outreach and Education efforts to promote onsite stormwater management; initiated a small community grants partnership with the City Administrator's Community Challenge Grants to encourage onsite stormwater management and rainwater harvesting. - Policy, Planning and Research program to develop standard designs for streets and drainage, investigation of needs related to updating the Subdivision Guidelines and finalizing a handbook for analyzing the triple bottom line for stormwater project.

Justification: N/A
Operating Impact: N/A
Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 6,810,000 $ 681,000 $ 681,000 $ 681,000 $ 681,000 $ 681,000 $ 3,405,000 Total $ 6,810,000 $ 681,000 $ 681,000 $ 681,000 $ 681,000 $ 681,000 $ 3,405,000 3 SFPUC Capital Project Plan
Wastewater Enterprise
Programmatic
Authority Level 1: 17726-GE Youth Employment & Environm Authority Level 2: 17726-GE Youth Employment & Environm

FSP ID (N/A)
Project Title: Youth Employment Project
Total Budget: $ 6,970,000
Project Start:

Project Finish:

Current Active Phase: Construction
Organization: Programmatic
Project Manager: TBD
Facility Category: Program - Project
Type: Programmatic
Description: The Earth Stewards is a collaborative effort by the SFPUC, the San Francisco Sheriff's Department and the Garden Project to provide at-risk, young San Franciscans with horticultural and landscaping work experience on SFPUC properties. The Garden Project is a non-profit corporation founded in 1992 for the purpose of reducing recidivism among ex-offenders and inmates of the San Francisco County Jail. Earth Stewards, a program funded by the SFPUC, was created in response to a 2004-2005 Board of Supervisors add-back appropriation in the amount of $2.5 million for youth employment.

Justification: The purpose of Earth Stewards is to provide at-risk, young San Franciscans with horticultural and landscaping work experience, with the goal of reducing recidivism among ex-offenders and inmates of the San Francisco County Jail.

Operating Impact: N/A
Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 6,970,000 $ 697,000 $ 697,000 $ 697,000 $ 697,000 $ 697,000 $ 3,485,000 ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Total $ 6,970,000 $ 697,000 $ 697,000 $ 697,000 $ 697,000 $ 697,000 $ 3,485,000 4 SFPUC Capital Project Plan
Wastewater Enterprise
Programmatic
Authority Level 1: 19460-UW 525 Golden Gate - O & M
Authority Level 2: 17682-UW 525 Golden Gate - O & M

FSP ID (N/A)
Project Title: 525 Golden Gate - Operations & Maintenance Total Budget: $ 13,874,000
Project Start:

Project Finish:

Current Active Phase: Construction
Organization: Programmatic
Project Manager: [None]
Facility Category: Program - Project
Type: Programmatic
Description: The headquarters for the San Francisco Public Utilities Commission, 525 Golden Gate is a 13-story building plus basement for total building area of 277,500 square feet, which houses over 900 PUC employees. It is a LEED Platinum certified building that includes solar and wind renewable energy sources, an on-site wastewater system called the Living Machine, and Smart Building features with fully integrated systems.

Justification: The Maintenance Project is required for costs related to the annual operating and maintenance costs of the building as shown below. The cost to operate and maintain the building on an annual basis is estimated to have an average annual increase of 3.0%. These costs include building engineering, property management, janitorial and maintenance service contracts.

Operating Impact: N/A
Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 15,324,000 $ 1,332,000 $ 1,372,000 $ 1,372,000 $ 1,372,000 $ 1,372,000 $ 7,054,000 ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Total $ 15,324,000 $ 1,332,000 $ 1,372,000 $ 1,372,000 $ 1,372,000 $ 1,372,000 $ 7,054,000 5 SFPUC Capital Project Plan
Wastewater Enterprise
Programmatic
Authority Level 1: 19461-UW 525 Golden Gate - Lease Pay Authority Level 2: 17683-UW 525 Golden Gate - Lease Pay

FSP ID (N/A)
Project Title: 525 Golden Gate - Lease Payments
Total Budget: $ 23,596,145
Project Start:

Project Finish:

Current Active Phase: Construction
Organization: Programmatic
Project Manager: Charles Perl
Facility Category: Program - Project
Type: Programmatic
Description: The headquarters for the San Francisco Public Utilities Commission, 525 Golden Gate is a 13-story building plus basement for total building area of 277,500 square feet, which houses over 900 PUC employees. It is a LEED Platinum certified building that includes solar and wind renewable energy sources, an on-site wastewater system called the Living Machine, and Smart Building features with fully integrated systems.

Justification: In October of 2009, the City and County of San Francisco issued its $38,120 Certificates of Participation, Series 2009C (525 Golden Gate Avenue � San Francisco Public Utilities Commission Office Project) (Tax- Exempt) and its $129,550 Certificates of Participation, Series 2009D (525 Golden Gate Avenue � San Francisco Public Utilities Commission Office Project) (Federally Taxable � Build America Bonds � Direct Payment) to provide financing for the planning and construction of a new office building for the SFPUC. Under the terms of a Memorandum of Understanding between the City and the SFPUC dated October 1, 2009, the SFPUC will make annual Base Rental Payments to the City for the building equal to annual debt service on the Certificates.

Operating Impact: N/A
Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 25,880,387 $ 2,426,917 $ 2,416,551 $ 2,416,551 $ 2,396,330 $ 2,375,655 $ 11,564,141 ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Total $ 25,880,387 $ 2,426,917 $ 2,416,551 $ 2,416,551 $ 2,396,330 $ 2,375,655 $ 11,564,141

Hetch Hetchy Enterprise
Fiscal Years 2023-2032
Ten Year CIP
Programmatic Projects
January 20, 2022
1 SFPUC Capital Project Plan
Hetch Hetchy Enterprise
Hetch Hetchy Power
Authority Level 1: 15375-UH Sf Electrical Reliability-t Authority Level 2:

FSP ID (N/A)
Project Title: SF Electric Reliability-Trans Bay Cable Funding Total Budget: $ 0
Project Start:

Project Finish:

Current Active Phase: Construction
Organization: Hetch Hetchy Power
Project Manager: Jamie Seidel
Facility Category: Program - Project
Type: Programmatic
Description: In its Operating License, TransBay Cable (TBC) is obligated to make annual payments of $2 million for 10 years, from late 2010 through late 2020, to be paid in 10 separate installments (subject to CPI) commencing 30 days following commercial operation of the cable. In Resolution No 414-07, the Board of Supervisors approved the terms of the (TBC) Operating License, and provided direction on how these funds would be appropriated.

Per 414-07, the SFPUC shall consider renewable energy, conservation, and environmental health programs which benefit low income, at-risk and environmentally disadvantaged communities. These funds will fund small solar and energy efficiency projects located on schools, libraries, public health, and other facilities that will benefit low income and environmentally disadvantages communities. These funds will also support green jobs training and placement programs which benefit low income, at-risk and environmentally disadvantaged communities and maximize community benefits as we develop specific environmental health programs, identify renewable energy and conservation programs.

Justification: Based upon approval from the Board of Supervisors (BOS) and release of the funds, appropriate programs and projects will be identified and implemented that fit the requirements specified in the ordinance.

Operating Impact: Renewable projects at SFPUC or client department facilities can generate additional energy used on-site.

Excess power above on-site needs can be exported to other municipal loads pursuant to California Public Utilities Code 2828 - HHWP Remote Renewable Generation.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Total $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
2 SFPUC Capital Project Plan
Hetch Hetchy Enterprise
Hetch Hetchy Water
Authority Level 1: 15812-Hetchy Water - Facilities Main Authority Level 2: 15812-Hetchy Water - Facilities Main FSP ID 10016956
Project Title: HHW - Facilities Maintenance
Total Budget: $ 74,593,000
Project Start: 7/1/2013
Project Finish: 6/30/2033
Current Active Phase: Construction
Organization: Hetch Hetchy Water
Project Manager: Tom Walker
Facility Category: Program - Project
Type: Programmatic
Description: Hetch Hetchy Water's (HHW) Facilities Maintenance Program (FMP) provides funding for preventative and corrective maintenance to improve, maintain, and operate the $11 billion HHWP system. Many HH assets are at or beyond their service lives, & maintenance funding is used to ensure continued operation of the system.

The FMP includes (1) Corrective and emergency maintenance; (2) Development and implementation of Asset Management Plans (AMPs) ; and (3) Wildfire Mitigation (WM) salary expenses. *Corrective and Emergency Maintenance - Annual maintenance work is performed to maintain serviceability, restore damaged or worn out components; preventative maintenance work recurs on a periodic or cyclical schedule. Deferred maintenance, including failure to comply with code or standards, leads to deterioration of performance, increased repair costs, and decreased facility value. The FMP provides for repair and maintenance of over 150 structures. Maintenance funding needs have been increasing due to aging facilities and the critically low level of capital upgrades due to the lack of funding. A partial list of deferred maintenance components includes: hydro-generator unit spare guide and thrust bearings, air conditioner failures (e.g. facilities in Moccasin, where temperatures can average over 100 degrees for extended periods), non-bond- fundable road maintenance, transmission tower components, San Joaquin Pipeline component repairs, security component failures, communications components, and buildings/facilities safety corrections. *AMPs & Drawing Revitalization - HHW Engineering has nearly completed the AMPs by asset category, with two Plans remaining. These plans inform preventative maintenance tasks for asset reliability. HHW has also undertaken a multi-year Drawing Revitalization project, starting with major system assets that ensures work crews will have the most up-to date drawing set when working on an asset. *WM - The FMP includes salary expenses for WM plan development and implementation. Implementation costs include labor for environmental and legal review by the City Attorney's office, contract development, and the development and implementation of Forest Management Plans, tree, and vegetation removal labor costs. (Costs for professional services are included in HHW's Operating budget.).

Funding requested for FY22-23 and FY23-24 is $9M and $7M. The HHW division is currently working with Finance on a plan to address the budget cuts. The revised budget is insufficient to meet regulatory compliance obligations and corrective maintenance needs.

Justification: Routine and cyclical repair of the facilities awaiting capital improvement project funding is a growing concern within the division. The facilities are increasingly prone to failure, for a system that is 85% of the water supply source for 2.7 million people.

Operating Impact: Failure to budget for corrective & emergency maintenance impacts & delays capital project completion. As infrastructure fails, capital projects are defunded & deferred to address the failed asset, ultimately impacting system service reliability.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 26,082,000 $ 3,000,000 $ 3,000,000 $ 1,918,000 $ 1,990,000 $ 2,064,000 $ 11,537,000 ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 58,590,000 $ 0 $ 0 $ 5,596,000 $ 5,805,000 $ 6,022,000 $ 33,661,000 Total $ 84,672,000 $ 3,000,000 $ 3,000,000 $ 7,514,000 $ 7,795,000 $ 8,086,000 $ 45,198,000 3 SFPUC Capital Project Plan
Hetch Hetchy Enterprise
Hetch Hetchy Water
Authority Level 1: 17661-Wecc-Nerc Compliance
Authority Level 2: 17661-Wecc-Nerc Compliance
FSP ID 10025172
Project Title: HHW - WECC/NERC Compliance
Total Budget: $ 57,263,000
Project Start: 7/1/2012
Project Finish: 6/30/2033
Current Active Phase: Construction
Organization: Hetch Hetchy Water
Project Manager: Margaret Hannaford
Facility Category: Program - Project
Type: Programmatic
Description: The reliability of the Nation's power grid, the Bulk Electric System (BES), is regulated by the Federal Energy Regulatory Commission (FERC) through agreement with the North American Electric Reliability Corporation (NERC). The SFPUC owns generation and transmission facilities and is required by NERC to register as a Generator Owner, Generator Operator, Transmission Owner, Transmission Operator and Transmission Planner, and as such is subject to mandatory and enforceable NERC Reliability Standards. In the western US, NERC delegates primary responsibility for monitoring and enforcement of NERC Reliability Standards to the Western Electricity Coordinating Council (WECC).

The SFPUC Electric Power Reliability Compliance Program (NERC Compliance Program) establishes internal processes and provides funding to assure the SFPUC is in compliance with almost 1,000 NERC Standards requirements that apply to the SFPUC (specifically HHWP). The SFPUC NERC Compliance Officer (HHWP Division Manager) oversees this compliance program that will be expanding their footprint due to Power Enterprise's electrical footprint (Bay Corridor Transmission Distribution Project and increased load at SFIA).

Day-to-day compliance with NERC Standards is under the leadership of the SFPUC NERC Compliance Manager at HHWP, and relies upon the extensive participation of HHWP power operations staff, engineering staff, IT staff at HHWP and SFPUC Headquarters, vegetation management staff, Human Resources staff, and soon Power Enterprise staff.

The WECC/NERC Compliance requested funding for FY22-23 and FY23-24 is $5.6M and $5.7M, respectively.

The HHW division is currently working with Finance on a plan to address budget cuts as the revised budget is insufficient to meet regulatory compliance obligations.

Justification: The need to comply with NERC Reliability Standards is recognized by the SFPUC as a permanent part of doing business in the electric power industry. The NERC Compliance Program documents the SFPUC's responsibility and commitment to meet its NERC regulatory obligation. In addition to on-going compliance with existing NERC Standards, HHWP is required to stay on top of new and revised standards. As a result HHWP compliance processes must expand or evolve to address a growing number of NERC Standards, and their increased complexity. This proposal also addresses upcoming regulatory requirements associated with the expansion of the Power Enterprise's footprint in San Francisco. .

Water LOS Goal(s) Supported: N/A
Operating Impact: Violations either discovered by WECC or self-reported by HHWP may have significant financial and reputational implications. Along with monetary penalties ranging from $1,000 to $1,292,000 per day, violations of Reliability Standards impact the SFPUC by involving: expenditures on legal defense, development of costly mitigation plans, SFPUC and City Attorney staff time, and impacts on CCSF's reputation within the industry and with the public.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 67,553,000 $ 4,449,000 $ 4,449,000 $ 5,611,000 $ 5,818,000 $ 6,034,000 $ 33,689,000 ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 3,087,000 $ 0 $ 0 $ 295,000 $ 306,000 $ 318,000 $ 1,773,000 Total $ 70,640,000 $ 4,449,000 $ 4,449,000 $ 5,906,000 $ 6,124,000 $ 6,352,000 $ 35,462,000 4 SFPUC Capital Project Plan
Hetch Hetchy Enterprise
Hetch Hetchy Water
Authority Level 1: 17662-Wecc-Nerc Transmission Line Cl Authority Level 2: 17662-Wecc-Nerc Transmission Line Cl FSP ID 10025175
Project Title: HHW - WECC/NERC Transmission Line Clearance Total Budget: $ 2,373,000
Project Start: 7/1/2014
Project Finish: 6/30/2033
Current Active Phase: Construction
Organization: Hetch Hetchy Water
Project Manager: Margaret Hannaford
Facility Category: Program - Project
Type: Programmatic
Description: In October 2010, NERC issued the Facility Ratings Alert (FAC Alert) to identify power transmission line clearances deficiencies. The SFPUC performed a condition assessment of their lines in 2012-2014. The condition assessment identified 195 locations (detections) where federal and State regulations for safety were not being met. The WECC-NERC Transmission Line Mitigation Program will mitigate these detections over the next 20 years. Program activities include: 1) Notification to impacted parties of safety concerns; and 2) Restricting access at detection points and maintaining restrictions.. Detections requiring structural improvements will be completed under CUH10117 10014089, HHW- Transmission Lines Clearance Mitigation.

Justification: Inadequate line clearances are a hazard to both the SFPUC employees and the public.

Water LOS Goal(s) Supported: Regional Delivery Reliability Operating Impact: Inadequate line clearance is a liability to HHWP.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 2,662,000 $ 200,000 $ 208,000 $ 215,000 $ 223,000 $ 232,000 $ 1,295,000 Total $ 2,662,000 $ 200,000 $ 208,000 $ 215,000 $ 223,000 $ 232,000 $ 1,295,000 5 SFPUC Capital Project Plan
Hetch Hetchy Enterprise
Hetch Hetchy Power
Authority Level 1: 19459-UW Treasure Island - Maintena
Authority Level 2:

FSP ID (N/A)
Project Title: Treasure Island Facilities Maintenance
Total Budget: $ 49,966,000
Project Start: 9/30/1997
Project Finish: 6/30/2033
Current Active Phase: Construction
Organization: Hetch Hetchy Power
Project Manager: Hieu Doan
Facility Category: Program - Project
Type: Programmatic
Description: Since 1997, the SFPUC Power Enterprise has operated and maintained the electric and natural gas distribution system at Treasure Island and Yerba Buena Island (TI/YBI) on behalf of the Treasure Island Development Authority (TIDA). Electricity to TI/YBI is solely supplied from Oakland, California. The electrical utility system consists of the 115-kV PG&E-owned transmission lines, the Davis Substation in Oakland, overhead lines on Port of Oakland and Oakland Base Reuse Authority (OBRA) property, a submarine transmission line between Oakland and TI, the TI Main Substation, and a series of distribution lines on TI/YBI. The SFPUC currently purchases power from the Western Area Power Administration (WAPA). The SFPUC Power Enterprise has two 2,000-kilowatt diesel power generators at TI as backup supply. The natural gas system includes the PG&E owned transmission line from Oakland to TI and the Navyowned distribution lines on TI/YBI. Natural gas is supplied by PG&E via a 50-year old underwater 10-inch pipeline at 125 psi. The transmission line is connected to a distribution station on TI. Pressure is reduced to 10 psi for distribution to customers on TI/YBI. The system is controlled through a network of valves. The system consists of multi-material piping, including plastic pipes that were used by the Navy to fix the damaged pipes after the Loma Prieta earthquake.

Justification: This programmatic project funds the routine maintenance required to keep the Power Facilities on Treasure Island functional.

Operating Impact: Failure at the TI power facilities could result in loss of all electrical supply to the island.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 55,851,000 $ 4,217,000 $ 4,428,000 $ 4,649,000 $ 4,788,000 $ 4,930,000 $ 26,954,000 ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Total $ 55,851,000 $ 4,217,000 $ 4,428,000 $ 4,649,000 $ 4,788,000 $ 4,930,000 $ 26,954,000 6 SFPUC Capital Project Plan
Hetch Hetchy Enterprise
Hetch Hetchy Water
Authority Level 1: 17726-GE Youth Employment & Environm Authority Level 2: 17726-GE Youth Employment & Environm

FSP ID (N/A)
Project Title: Youth Employment Project
Total Budget: $ 1,500,000
Project Start:

Project Finish:

Current Active Phase: Construction
Organization: Hetch Hetchy Water
Project Manager: Carol Isen
Facility Category: Program - Project
Type: Programmatic
Description: The Earth Stewards is a collaborative effort by the SFPUC, the San Francisco Sheriff's Department and the Garden Project to provide at-risk, young, San Franciscans with horticultural and landscaping work experience on SFPUC properties. The Garden Project is a non-profit corporation founded in 1992 for the purpose of reducing recidivism among ex-offenders and inmates of the San Francisco County Jail. Earth Stewards, the program funded by the SFPUC, was created in response to a 2004-2005 Board of Supervisors add-back appropriation in the amount of $2.5 million for youth employment. The Earth Stewards Program began on October 19, 2004 with the enrollment of an initial group of 33 at-risk youth referred by the Mayor's Office of Community Development. Since then an additional 42 participants selected by Garden Project staff have enrolled in the program, for a total of 75 enrollees, 12 of which are still enrolled in the program. The program currently has capacity for 12 at-risk youth and develops an individualized 24-month program for each participant. The Earth Stewards are scheduled to perform landscaping and maintenance services for the City Distribution Division, Hetch Hetchy, and Crystal Springs Reservoir during FY 2011-12 and FY 2012-13.

Justification: The project provides at-risk, young San Franciscans with work experience with the intent of reducing recidivism among ex-offenders and inmates of the San Francisco County Jail.

Operating Impact: None.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 1,650,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 750,000 Total $ 1,650,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 750,000 7 SFPUC Capital Project Plan
Hetch Hetchy Enterprise
Hetch Hetchy Power
Authority Level 1: 19460-UW 525 Golden Gate - O & M
Authority Level 2: 17682-UW 525 Golden Gate - O & M

FSP ID (N/A)
Project Title: 525 Golden Gate - Operations & Maintenance Total Budget: $ 8,734,000
Project Start:

Project Finish:

Current Active Phase: Not Started
Organization: Hetch Hetchy Power
Project Manager: None
Facility Category: Program - Project
Type: Programmatic
Description: The headquarters for the San Francisco Public Utilities Commission, 525 Golden Gate is a 13-story building plus basement for total building area of 277,500 square feet, which houses over 900 PUC employees. It is a LEED Platinum certified building that includes solar and wind renewable energy sources, an on-site wastewater system called the Living Machine, and Smart Building features with fully integrated systems.

Operating Impact: None.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 8,734,000 $ 802,000 $ 826,000 $ 850,000 $ 850,000 $ 850,000 $ 4,556,000 ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Total $ 8,734,000 $ 802,000 $ 826,000 $ 850,000 $ 850,000 $ 850,000 $ 4,556,000 8 SFPUC Capital Project Plan
Hetch Hetchy Enterprise
Hetch Hetchy Power
Authority Level 1: 19461-UW 525 Golden Gate - Lease Pay Authority Level 2: 17683-UW 525 Golden Gate - Lease Pay

FSP ID (N/A)
Project Title: 525 Golden Gate - Lease Payments
Total Budget: $ 12,080,769
Project Start:

Project Finish:

Current Active Phase: Not Started
Organization: Hetch Hetchy Power
Project Manager: Charles Perl
Facility Category: Program - Project
Type: Programmatic
Description: The headquarters for the San Francisco Public Utilities Commission, 525 Golden Gate is a 13-story building plus basement for total building area of 277,500 square feet, which houses over 900 PUC employees. It is a LEED Platinum certified building that includes solar and wind renewable energy sources, an on-site wastewater system called the Living Machine, and Smart Building features with fully integrated systems.

Operating Impact: None.

Phase 2023-2032 2023 2024 2025 2026 2027 2028-2032
PL $ 12,080,769 $ 1,249,541 $ 1,244,204 $ 1,233,793 $ 1,223,148 $ 1,212,207 $ 5,917,876 ER $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
DS $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CM $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
CN $ 0 $ 0 $ 0 $ 0 $ 0 $ 0 $ 0
Total $ 12,080,769 $ 1,249,541 $ 1,244,204 $ 1,233,793 $ 1,223,148 $ 1,212,207 $ 5,917,876

Perl Requested information has been provided and attached PUC-wide OVR4 Harrington Has sales volume sensitivity analysis been done and what are the effects on slide 34? What is the effect of the drought surcharge (expected 2.5 yrs.) on the financ
ial plan?
Perl Requested information has been provided and attached. Sensitivity analysis will be included in the financial plan report associated with the financial plan adoption on February 8, 2022.

PUC-wide OVR5 Ajami Requests per capita water use and changes over time with sensitivity analysis. Perl Staff will incorporate in the financial plan report to be provided to the commission on February 8, 2022.

PUC-wide OVR6 Moran/Ajami Requests historical and projected graph showing available Water supply volumes as compared to actual Water Sales.

Perl Requested information on historical per capita usage will be included in FY2023 10 YFP report appendices for Commission adoption
Infrastructure Budget Proposal
Infrastructure INFR1 Harrington Infrastructure has had a higher vacancy rate so they are available for future projects. Is there anything in the budget that will make this better? Johanson Infrastructure has not included anything specifically to address the vacancy rate. We will work closely with the new Chief People Officer to overcome various barriers and challenges in hiring such as Citywide testing, the impact of COVID -19, and the retirement of a significant number of City employees.

We wi
ll provide an update on our progress
later on this year after we have the opportunity to work with the new Chief People Office and the General Manager.

Infrastructure INFR2 Ajami Has there been a analysis of PUC jobs vs the marketplace? Requests analysis of pay levels of PUC engineers vs marketplace.

Johanson Salary negotiations for SFPUC engineers involve DHR and Local 21. Past practice has been for Local 21 to conduct salary surveys based on the 5207 Associate Engineer classification. This classification required the employee to have a PE license issued by the State of CA. DHR requires that the salary surveys be restricted to 22 jurisdictions within the Bay Area.

Infrastructure INFR3 Paulson Looking forward to policy changes for LBEs and workforce development contracts
Johanson With regard to workforce development work, the Infrastructure Division and the SFPUC collaborate with the Mayor’s Office of Economic and Workforce Development (OEWD) and partner with OEWD’s City Build program that works with the community and the Building and Construction Trades to identify candidates for City Build's pre-apprentice training program and later indentures the participants into Union apprenticeship programs. Additionally, under the SFPUC’s Project Labor Agreement, the Infrastructure Division and the SFPUC partner with OEWD’s City Build and the Building and Construction Trades and Affiliates to conduct outreach to identify community members who can participate in State approved Apprenticeship Training Programs to develop and train workers for Union jobs and opportunities on SFPUC capital projects.

Relating to outreach to potentials bidders for SFPUC contracts, the Infrastructure Division conducts targeted email campaigns for each contract, throughout the procurement process, communicating with relevant businesses and available LBEs in order to raise interest in the project, remind potential bidders of important events and deadlines and encourage multiple teams to participate in the bidding and proposal process. Additionally, the Infrastructure Division conducts public pre-bid and pre-submittal meetings to ensure uniform access to information about the projects. And, in some cases, follow up phone calls are made to businesses that expressed interest in the project, but may not have bid, so that the Infrastructure Division can make adjustments to future projects to increase competition.

Hopefully this addresses the question at hand, please let us know if further clarification is required.

Infrastructure INFR4 Ajami Requests statistics of staff with engineering degrees but not PE, with demographics.

Johanson There are a total of 20 engineers without PE licenses (14.6%). By Bureau the breakdown is EMB 13, CMB 4, PMB 3.

Civil Service Engineering Classifications 5201 and 5203 do not require a license.

Human Resource Services Budget Proposal
HRS HRS1 Maxwell Requests data for why staff vacancies are occurring; is there an attempt to conduct exit interviews?
Gardunio Requested information has been provided and attached External Affairs Budget Proposal
External Affairs EA1 Harrington Requests details about Advancing Environmental Justice through secondary land use strategies and air quality monitoring
Ordikhani/Lam The SFPUC Environmental Justice and Land Use program implements the SFPUC Environmental Justice Policy throughout the agency, develops secondary land uses on SFPUC properties, and advances activities that benefit environmental justice communities impacted by SFPUC operations. SFPUC will further assess SFPUC properties for additional secondary land use opportunities that provide public benefit, building on the program that developed three sites for urban agriculture uses in partnership with community-based organizations. Additionally, SFPUC will support air quality monitoring at the Southeast Community Facility, including providing publicly accessible data.

External Affairs EA2 Harrington Requests dollar amounts for substitutions Appendix B1 Perl Requested information has been provided and attached

Page 1 ends

San Francisco Public Utilities Commission
Budget Development FY 2022-23 and FY 2023-24 Operating & Capital Budget Requests Summary of Questions from Commission Meeting: January 14, 2022 Enterprise Ref Commissioner
Question Lead
Responder Response
Overview - Budget Development
OVR7 Please provide details on the unfunded portion of the ten-year Capital Plan ALL This has been provided separately to Commissioners and finance will go over the details as part of the meeting Wastewater
WWE1 Ajami How much does Wastewater spend or what resources are used to treat a gallon of wastewaster? What do you see is the volume of service demand and cost?
Norby For the period FY17-FY21 the cost to treat a gallon of wastewater (based on operation and mainenance expenses divided by the number of gallons treated) has been $0.004 in FY17, $0.006 in FY18, $0.005 in FY19, $0.007 in FY20, and $0.007 in FY21. Factoring in the expenses of debt service and revenue-funded capital those costs rise to $0.007 in FY17, $0.009 in FY18, $0.010 in FY19, $0.014 in FY20 and $0.016 in FY21.

Increased volume has, generally, meant reduced cost on a per gallon basis over the past five years.

Page 2 ends

SFPUC 10 year Projected Debt Service
FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 FY2032 Water Existing Debt:

Principal Payments 130,254,656 140,114,353 145,554,547 157,050,242 162,806,444 168,348,159 175,760,390 184,378,144 191,006,426 199,905,240 Interest Payments 204,729,512 199,093,281 193,125,654 186,597,098 179,416,538 171,818,816 163,806,438 155,342,303 146,980,750 138,683,993 (Less) Capitalized Interest - - - - - - - - - - Water New/Proposed Debt:

Principal Payments - - - 8,107,579 8,417,423 15,293,440 15,894,943 24,492,464 25,467,667 26,481,739 Interest Payments 8,622,516 14,781,456 22,519,960 27,895,446 36,998,301 43,268,886 42,667,383 41,882,751 50,040,334 76,470,433 (Less) Capitalized Interest (8,622,516) (14,781,456) (21,288,172) (13,266,007) (21,573,205) (16,136,055) (14,791,384) - (9,132,786) (36,576,956) Total Water 334,984,169 339,207,634 339,911,988 366,384,358 366,065,501 382,593,246 383,337,771 406,095,662 404,362,391 404,964,449 WWE Existing Debt:

Principal Payments 38,148,485 40,944,650 44,221,241 46,291,980 51,667,452 53,765,369 55,965,595 58,273,167 60,698,120 63,240,489 Interest Payments 88,713,740 92,162,372 93,110,050 91,653,482 91,877,835 91,337,541 88,973,004 86,491,387 83,886,425 78,505,529 (Less) Capitalized Interest (13,317,950) (13,317,950) (1,701,738) - - - - - - - WWE New/Proposed Debt:

Principal Payments - - - - 11,236,359 20,042,448 33,453,075 45,075,872 46,859,539 61,923,129 Interest Payments 1,707,145 21,758,412 37,890,542 63,089,898 82,010,471 84,142,166 113,023,219 111,505,655 109,721,988 110,236,302 (Less) Capitalized Interest (1,707,145) (21,758,412) (37,890,542) (51,139,883) (52,826,711) (34,252,338) (41,314,097) (32,618,072) (13,590,863) (2,665,846) Total Wastewater 113,544,275 119,789,072 135,629,553 149,895,478 183,965,407 215,035,186 250,100,796 268,728,009 287,575,208 311,239,603 Power Existing Debt:

Principal Payments 1,972,764 1,589,797 3,598,606 3,747,524 3,896,555 3,760,097 3,638,432 3,810,635 3,997,869 4,175,134 Interest Payments 7,062,693 6,999,335 6,885,114 6,712,902 6,533,618 6,341,934 6,157,975 5,972,380 5,787,108 5,592,733 (Less) Capitalized Interest (5,130,050) (5,130,050) - - - - - - - - Power New/Proposed Debt:

Principal Payments - - - 2,415,745 2,506,335 2,600,323 8,128,211 8,446,595 8,777,461 13,829,913 Interest Payments 2,055,750 4,111,500 4,111,500 9,190,464 14,213,573 14,119,586 19,309,221 24,363,387 24,032,520 23,601,199 (Less) Capitalized Interest (2,055,703) (4,111,406) (4,111,406) (5,113,636) (10,227,273) (10,227,273) (5,372,515) (10,745,031) (10,745,031) - Total Power 3,905,454 3,459,176 10,483,814 16,952,998 16,922,809 16,594,667 31,861,323 31,847,967 31,849,929 47,198,980 Total Existing Debt
Principal Payments 170,375,906 182,648,801 193,374,393 207,089,746 218,370,451 225,873,625 235,364,417 246,461,947 255,702,415 267,320,863 Interest Payments 300,505,945 298,254,988 293,120,818 284,963,482 277,827,991 269,498,290 258,937,418 247,806,070 236,654,283 222,782,256 (Less) Capitalized Interest (18,448,000) (18,448,000) (1,701,738) - - - - - - - Total New/Proposed Debt
Principal Payments - - - 10,523,324 22,160,117 37,936,211 57,476,228 78,014,931 81,104,668 102,234,781 Interest Payments 12,385,411 40,651,369 64,522,002 100,175,808 133,222,346 141,530,638 174,999,822 177,751,793 183,794,842 210,307,934 (Less) Capitalized Interest (12,385,364) (40,651,275) (63,290,120) (69,519,526) (84,627,188) (60,615,665) (61,477,996) (43,363,103) (33,468,680) (39,242,802) Total Projected Debt Service 452,433,897 462,455,883 486,025,355 533,232,834 566,953,717 614,223,098 665,299,890 706,671,638 723,787,527 763,403,032 Reference OVR1

Page 3 ends

Water Enterprise
Scenario 1 - Result of 3% retail rate change in FYE 23
FY23 Plan
FYE 23
0% retail rate change
5% drought rates
FY23 Plan
FYE 24
5% retail rate change
5% drought rates
FYE 23
3% retail rate change
5% drought rates
FYE 24
5% retail rate change *
5% drought rates
FYE 23
Change from
FY23 Plan
FYE 24
Change from
FY23 Plan
Retail revenue 326.0 368.8 334.2 378.0 8.2 9.2 Scenario 2 - Result of no drought rates in FYE 23, FYE 24 FY23 Plan
FYE 23
0% retail rate change
5% drought rates
FY23 Plan
FYE 24
5% retail rate change
5% drought rates
FYE 23
0% retail rate change
No drought rates
FYE 24
5% retail rate change
No drought rates
FYE 23
Change from
FY23 Plan
FYE 24
Change from
FY23 Plan
Retail revenue 326.0 368.8 312.9 339.4 (13.1) (29.3) Scenario 3 - Result of no drought rates in FYE 23, FYE 24 AND 3% retail rate change in FYE 23 FY23 Plan
FYE 23
0% retail rate change
5% drought rates
FY23 Plan
FYE 24
5% retail rate change
5% drought rates
FYE 23
3% retail rate change
No drought rates
FYE 24
5% retail rate change *
No drought rates
FYE 23
Change from
FY23 Plan
FYE 24
Change from
FY23 Plan
Retail revenue 326.0 368.8 320.8 348.0 (5.2) (20.8) All else equal, if the 0% rate change for FYE 23 was modeled at a 3% retail rate change, AND the 5% drought rates remained in place, the resulting retail revenues would be $8.2 million higher in FYE 23 when compared to the FY23 Plan. The question was posed as to how this impacts the capital plan, and the simple response is that the value of the 0% vs. an alternative retail rate increase is not directly tied to a specific impact in the 10 year capital plan. While total Enterprise projected revenues provide the are a source for the 10 year capital plan, the development of the 10 year financial plan forward projection of revenues is done independently of the initial development and drafting of the 10 year capital plan. *while 5% retail rate change is consistent with the FY23 Plan assumption for FYE24, part of the change in FYE 24 dollar values is also from the compounding effect of the 3% modeled rate change in FYE 23
Reference OVR2 & OVR4

Page 4 ends

Wastewater Enterprise
Scenario 1 - Result of 3% retail rate change in FYE 23
FY23 Plan
FYE 23
0% retail rate change
5% drought rates
FY23 Plan
FYE 24
8% retail rate change
5% drought rates
FYE 23
3% retail rate change
5% drought rates
FYE 24
8% retail rate change *
5% drought rates
FYE 23
Change from
FY23 Plan
FYE 24
Change from
FY23 Plan
Retail revenue 368.3 428.5 379.3 441.3 11.0 12.8 Scenario 2 - Result of no drought rates in FYE 23, FYE 24 FY23 Plan
FYE 23
0% retail rate change
5% drought rates
FY23 Plan
FYE 24
8% retail rate change
5% drought rates
FYE 23
0% retail rate change
No drought rates
FYE 24
8% retail rate change
No drought rates
FYE 23
Change from
FY23 Plan
FYE 24
Change from
FY23 Plan
Retail revenue 368.3 428.5 352.5 392.4 (15.8) (36.2) Scenario 3 - Result of no drought rates in FYE 23, FYE 24 AND 3% retail rate change in FYE 23 FY23 Plan
FYE 23
0% retail rate change
5% drought rates
FY23 Plan
FYE 24
8% retail rate change
5% drought rates
FYE 23
3% retail rate change
No drought rates
FYE 24
8% retail rate change *
No drought rates
FYE 23
Change from
FY23 Plan
FYE 24
Change from
FY23 Plan
Retail revenue 368.3 428.5 363.0 404.1 (5.3) (24.5) All else equal, if the 0% rate change for FYE 23 was modeled at a 3% retail rate change, AND the 5% drought rates remained in place, the resulting retail revenues would be $11 million higher in FYE 23 when compared to the FY23 Plan. The question was posed as to how this impacts the capital plan, and the simple response is that the value of the 0% vs. an alternative retail rate increase is not directly tied to a specific impact in the 10 year capital plan. While total Enterprise projected revenues provide a revenue source for the 10 year capital plan, the development of the 10 year financial plan forward projection of revenues is done independently of the initial development and drafting of the 10 year capital plan. *while 8% retail rate change is consistent with the FY23 Plan assumption for FYE24, part of the change in FYE 24 dollar values is also from the compounding effect of the 3% modeled rate change in FYE 23

Page 5 ends

Wastewater Uses of Funds
FY 2017-18 to FY 2023-24
FY 2017-18
Adopted
FY 2018-19
Adopted
FY 2019-20
Adopted
FY 2020-21
Adopted
FY 2021-22
Adopted
FY 2022-23
Requested
FY 2023-24
Requested
General Reserve - - - 0.4 - - -
Programmatic Proj ects 7.3 8.2 7.3 8.7 8.6 6.7 6.7
Services of SFPUC Bureaus 28.7 28.4 29.9 33.0 36.4 34.8 36.0 Cap ital Projects 47.5 112.8 113.0 107.9 110.3 83.0 93.0 Non-Personnel Operating Costs 63.0 62.1 66.9 74.6 79.4 75.1 77.8 Personnel 70.2 71.6 75.8 76.3 82.1 84.7 87.3
Debt Service 78.6 65.6 70.7 85.0 95.2 113.1 119.3
Total Uses of Funds $295.3 $348.6 $363.6 $385.8 $411.9 $397.3 $420.2 -

50.0 100.0
150.0
200.0
250.0
300.0
350.0
400.0
450.0
$ Millions
Reference OVR3

Page 6 ends

Water Uses of Funds
FY 2017-18 to FY 2023-24
FY 2017-18
Adopted
FY 2018-19
Adopted
FY 2019-20
Adopted
FY 2020-21
Adopted
FY 2021-22
Adopted
FY 2022-23
Requested
FY 2023-24
Requested
Programmatic Proj ects 18.7 20.3 33.2 37.1 32.0 32.8 32.5 Cap ital Projects 33.6 62.1 51.8 47.6 55.7 46.6 48.9
Services of SFPUC Bureaus 45.7 46.8 49.3 54.4 59.8 58.5 60.4 Non-Personnel Operating Costs 54.2 59.2 61.2 66.8 68.8 71.3 72.1 Personnel 93.5 97.9 102.8 102.3 110.0 114.0 117.7
Debt Service 263.6 292.9 306.3 304.2 307.7 335.0 339.2
Total Uses of Funds $509.2 $579.2 $604.6 $612.5 $634.0 $658.2 $670.8 -

50.0 100.0
150.0
200.0
250.0
300.0
350.0
400.0
450.0
500.0
550.0
600.0
650.0
700.0
750.0
$ Millions

Page 7 ends

Hetch Hetchy Water & Power Uses of Funds
FY 2017-18 to FY 2023-24
FY 2017-18
Adopted
FY 2018-19
Adopted
FY 2019-20
Adopted
FY 2020-21
Adopted
FY 2021-22
Adopted
FY 2022-23
Requested
FY 2023-24
Requested
Debt Service 6.1 6.0 4.7 4.4 3.9 3.9 3.5
Programmatic Proj ects 10.9 11.2 13.0 16.2 14.5 14.1 14.3 Services of SFPUC Bureaus 14.5 15.5 17.8 19.7 21.8 22.4 23.2 Cap ital Projects 35.1 43.5 40.5 6.2 2.4 4.9 7.6
Non-Personnel Operating Costs 35.7 41.1 40.0 53.8 53.3 58.0 62.1 Personnel 42.6 45.0 48.3 49.0 51.4 54.6 57.3
Purchase of Power 59.6 60.8 65.7 59.8 82.4 89.1 97.0
Total Uses of Funds $204.5 $223.1 $230.1 $209.1 $229.6 $247.1 $265.0 -

50.0 100.0
150.0
200.0
250.0
300.0
$ Millions

Page 8 ends

CleanPowerSF Uses of Funds
FY 2017-18 to FY 2023-24
FY 2017-18
Adopted
FY 2018-19
Adopted
FY 2019-20
Adopted
FY 2020-21
Adopted
FY 2021-22
Adopted
FY 2022-23
Requested
FY 2023-24
Requested
Debt Service - - - 1.0 - - -
General Reserve - - - 15.5 - - -
Cap ital Projects - - - 1.9 2.4 1.6 2.2
Programmatic Proj ects - - 0.3 0.7 1.0 - -
Services of SFPUC Bureaus 1.2 2.0 2.1 2.5 2.7 5.1 5.3
Personnel 2.2 4.7 6.6 6.8 8.0 8.0 8.3
Non-Personnel Operating Costs 3.6 13.2 15.9 16.1 15.9 16.6 16.7 Purchase of Power 25.0 119.1 164.6 181.9 197.9 251.0 238.0 Total Uses of Funds $32.0 $139.1 $189.4 $226.5 $227.9 $282.3 $270.5 -

50.0 100.0
150.0
200.0
250.0
300.0
$ Millions

Page 9 ends

1 SFPUC Exit Interview Process & Data (as of 12/2021)
Reference HRS1

Page 10 ends

2 This Deck
• Overview of process (pages 3-5)
• High level data from exit surveys provided by Quantum Workplace (pages 6- 9) • Appendix: additional data from QW (pages 10-18)

Page 11 ends

3 Exit Interview Process – Goals
• The objective of the exit survey is to:
• Collect actionable data that provides insight on why employees are leaving • Use that data to make changes to address organizational issues • Measure and monitor effectiveness of engagement efforts and other initiatives

Page 12 ends

4 Exit Interview Process – High Level
• The exit survey launches automatically through Quantum Workplace (via daily integration file) when ELC Team inputs an employee’s separation date in Position Control System (PCS), and reminders are scheduled automatically from there.
• Surveys are sent to employee’s secondary/personal emails. • Employees have 28 days to take the survey. Reminders are sent after 7 and 21 days. • Only employees who voluntary leave receive the survey.

Page 13 ends

5 Exit Interview Process – Details
• ELC will only enter the separation date once it has passed (not ahead of time). • The separation date is the employee’s last paid date, and not their last working date. It is very common for employees to use up accrued time when they separate, and therefore their last paid date is much later than their actual last working date. The impact this has is that the exit survey may not be sent to an employee for weeks or months after they have had their last working day. Therefore, they are less likely to respond.
• It is best practice to send the exit survey before or on their last day. A possible solution for this is to explore using Deprovision Assistant data as a trigger instead of PCS data. • There are multiple sections throughout the exit survey that allow separated employees to leave a comment or to further elaborate on their response. Open text fields elicit rich detail and nuances about an employee’s decision to leave.
• Sensitive comments left in the open text fields are shared with Employee Labor Relations (ELR) team.

Specifically, this information should be sent to the HRS Chief People Officer (CPO), and the Employee Labor Relations Manager to ensure confidentiality or any sensitive information.

Page 14 ends

6 SFPUC Exit Interview Data (as of 12/2021)
Provided by Quantum Workplace

Page 15 ends

Survey Overview
7 vs. 25.0% Overall

25.0%
15 of 60
Response Rate
SurveyOverview

Page 16 ends

FavorabilityCompareTo

53.7% Overall53.7%
Favorable
% of total responses that are
either Agree or Strongly Agree
for all items.

Favorable
Overall % Favorable
8

Page 17 ends

Category vs Overall
9 % Favorable Overall
Career Growth & Development
Diversity & Inclusion
Communication & Resources
Individual Needs
Uncategorized
Engagement Outcomes
Manager Effectiveness
0% 20% 40% 60% 80% 100%

Page 18 ends

Item % Favorable
I felt accepted by my immediate coworkers. 87%
My immediate manager cared about me as a person. 80%
I was adequately trained for my job. 80%
I was paid fairly. 73%
I received all assignments with adequate resources and materials to execute it. 67% This job was in alignment with my career goals. 40%
My job allowed me to utilize my strengths. 40%
I recommend this organization as a great place to work. 40% I understood the organization's plans for future success. 27% I saw professional growth and career development opportunities for myself in this organization. 20% Most and Least Favorable
10

Page 19 ends

Appendix
11

Page 20 ends

Item % Favorable Δ Overall
Everyone here is treated fairly regardless of race, gender, age, ethnic background, disability, sexual orientation, or other differences. 43% 0.0%
Goals and accountabilities were clear to everyone on my team. 50% 0.0% I felt accepted by my immediate coworkers. 87% 0.0%
I felt valued by leaders at this organization. 47% 0.0% I received all assignments with adequate resources and materials to execute it. 67% 0.0% Trending Since Overall
12

Page 21 ends

Item %
Favorable Overall
I saw professional growth and career development opportunities for myself in this organization. 20% 0.0% This job was in alignment with my career goals. 40% 0.0% My job allowed me to utilize my strengths. 40% 0.0%
Career Growth & Development Breakout
13

Page 22 ends

Item %
Favorable Overall
My opinions seemed to count at work. 53% 0.0%
Communication & Resources Breakout
14

Page 23 ends

Item %
Favorable Overall
Everyone here is treated fairly regardless of race, gender, age, ethnic background, disability, sexual orientation, or other differences. 43% 0.0%
Diversity & Inclusion Breakout
15

Page 24 ends

Item %
Favorable Overall
I felt accepted by my immediate coworkers. 87% 0.0%
I recommend this organization as a great place to work. 40% 0.0% Engagement Outcomes Breakout
16

Page 25 ends

Item %
Favorable Overall
I was paid fairly. 73% 0.0%
My job gave me flexibility to meet the needs of both my work and personal life. 60% 0.0% I felt valued by leaders at this organization. 47% 0.0% If I contributed to the organization's success, I knew I would be recognized. 40% 0.0% Individual Needs Breakout
17

Page 26 ends

Item %
Favorable Overall
My immediate manager cared about me as a person. 80% 0.0% My immediate manager regularly gave me constructive feedback on my job performance. 60% 0.0% Manager Effectiveness Breakout
18

Page 27 ends

Item %
Favorable Overall
I was adequately trained for my job. 80% 0.0%
I received all assignments with adequate resources and materials to execute it. 67% 0.0% This job gave me considerable opportunity for independence and freedom in how I do the work. 60% 0.0% Goals and accountabilities were clear to everyone on my team. 50% 0.0% I understood the organization's plans for future success. 27% 0.0% Uncategorized Breakout
19

Page 28 ends

External Affairs FY 2022-23 Position Changes
Indicator Position Position Title
AN 0923 Manager II 1 122,994 1 122,994
1820 Junior Administrative Analyst 1 64,431 1 64,431 AS 1842 Management Assistant -1 (101,268) -1 (101,268) 1844 Senior Management Assistant 1 116,067 1 116,067 AT 0923 Manager II -1 (159,732) -1 (159,732) 1314 Public Relations Officer -1 (130,343) -1 (130,343) 5408 Coordinator of Citizen Involvement -1 (141,018) -1 (141,018) 9252 Communications Specialist 1 137,103 1 137,103 9251 Public Relations Manager 2 353,916 2 353,916 OT 1314 Public Relations Officer -1 (130,343) -1 (130,343) 9252 Communications Specialist 1 137,103 1 137,103 Grand Total 0 66,686 2 202,224 2 268,910
AN Operating New Position
AS Operating Position Substitution
AT Position Substitution used to identify an existing (Operating budget) OT Off-budget Position substitution used to identify an existing TX'd position(Operating budget) External Affairs FY 2023-24 Position Changes
Indicator Position Position Title
AN 1823 Senior Administrative Analyst 1 101,952 1 101,952 Grand Total 1 101,952 1 101,952
AN Operating New Position
Communications Legislative Affairs Grand Total
Grand TotalLegislative Affairs
Reference EA2

Page 29 ends

San Francisco Public Utilities
Commission
Response to Commissioner Questions
from January 14, 2022
January 20, 2022
Reference OVR7

Page 30 ends

Jan. 14, 2022 Public Hearing Topics
• FY23 Water/Wastewater 0% Rate Change
• Capital Plan Development Approach
• What is driving the “unfunded” portion of the plan?
• What are we going to do about it?
• Financial Plan Details

Page 31 ends

FY23 0% Water/Wastewater Rate
Change
• Decision made last summer to pause retail
water/wastewater rate change for FY23 as the agency
works on 2023 Cost of Service Study
• CFO Sandler presented this to Commission at 9/28
Budget Kickoff
• Decision wasn’t made lightly; balanced issues of agency resource needs, public trust and ratepayer affordability • Expect FY24 rate increase to “catch up” with roughly
double inflationary increase at 5%-6% for each enterprise • Allows GM Herrera to provide direction and guidance for PUC rate development, policy and strategy

Page 32 ends

Capital Planning Goals
Meet investment needs
Plan for
investments
needed to
maintain our
system and
become a
utility of the
future
Efficient use of funds
Budget funds
in the period
they will be
spent
Customer affordability
Constrain
long-term rate
increases to
keep cost of
essential
utilities
affordable

Page 33 ends

Capital Planning Challenges
Accumulated
unspent
funds
Uncertainty
on
deliverability
Significant
growth in
capital plan
costs
Prioritize
projects
within
constraints

Page 34 ends

Capital Planning Competing Priorities
- Deliverability
review
- Rate affordability
- Efficient
budgeting
- Growing needs
- Inflation
- Difficulty in
prioritizing

Page 35 ends

“Unfunded” Portion of Capital Plan
10-Year Capital
Plan
FYE 2023-2032
Uses
FYE 2023-2032
Sources
Unfunded
amount Unfunded %
Wastewater 6,127,170,930 5,152,295,552 (974,875,378) 15.10% Water 2,118,034,993 1,907,753,549 (210,281,444) 10.00%
Hetch Hetchy
Water 974,442,212 974,442,212 - -
Hetch Hetchy
power 611,055,026 506,567,646 (104,487,380) 17.10%
CleanpowerSF 62,388,446 62,388,446 - -
Total 9,893,091,607 8,603,447,405 1,289,644,202 13.00%

Page 36 ends

Implication of “Unfunded” Portion of
Capital Plan
• All capital plans are a snapshot in time; they change and evolve as needs change and cost estimates are refined
• Reflects imbalance between available sources and
spending; FY23 is balanced
• Allows agency to describe important infrastructure needs on the planning horizon
• Highlights project deliverability and affordability
considerations as constraints to project planning
• Capital Costs as the largest component of spending and growing, critical we flag areas that need attention

Page 37 ends

Implication of “Unfunded” Portion of
Capital Plan (Cont.)
• Project areas that may be scaled back or deferred as a result could be:
• Wastewater:
• Reduce biosolids scope or find efficiencies
• Defer the start of new projects
• Slow pace of R&R work
• Water:
• Reduction of main replacement in outer years of plan
• Deferral of meter replacements
• Power:
• Reduction in retail distribution investments that connect new customers/expand services

Page 38 ends

What will we do about Capital Plan
“Unfunded” portion?
 During 2022, review and implement recommendations
from recent consulting study on capital project planning improvements with Executive Team sponsorship
 Rollout agency workgroup to review and develop
necessary policy and procedural changes effort
 Goal: refine agency capital plan and FY 2023-24 capital budget informed by:
 Prudent project prioritization and/or phasing
 Project deliverability review
 Understanding resources we have (or don’t have) to
implement our plan
 Bringing down cost of debt (e.g. low cost loans) and
pursuing alternative funding mechanisms

Page 39 ends

Capital: Where Are We Now?
• This is a snapshot of a capital planning process
change that will optimize capital spending around
project delivery capacity as well as ratepayer
affordability
• It ultimately means a more efficient use of ratepayer funds, and more affordable rates for our customers
• What we are asking you to approve with this budget
is an important step as we become a utility of the
future through effective and efficient infrastructure
planning and execution

Page 40 ends

Water Sales Volumes
Historical and Projected

Page 41 ends

Water
FY23 10 YFP Draft 1.13.2022
• 2.3% 10 yr average annual retail rate change

Page 42 ends

Wastewater Sales Volumes
Historical and Projected

Page 43 ends

Wastewater
FY23 10YFP Draft 1.13.2022
• 5.8% 10 yr average annual retail rate change
($M) FYE 2023 FYE 2024 FYE 2025 FYE 2026 FYE 2027 FYE 2028 FYE 2029 FYE 2030 FYE 2031 FYE 2032 Beginning Fund Balance 160.3 $ 124.6 $ 125.9 $ 115.4 $ 126.8 $ 131.1 $ 131.2 $ 118.6 $ 114.4 $ 114.2 $ Sources
Sewer Charges 368.3 428.5 467.8 513.2 549.3 585.5 617.5 654.7 687.7 730.4 Interest Income 0.8 0.6 0.6 0.6 0.6 0.9 0.9 0.8 1.1 1.1 Federal Bond Interest Subsidy 4.0 3.9 3.7 3.6 3.4 3.2 3.1 2.9 2.7 2.5 Other Miscellaneous Income 10.4 10.5 10.5 10.6 10.7 10.8 10.9 10.9 11.0 11.1 Total Sources 383.5 $ 443.5 $ 482.7 $ 527.9 $ 564.0 $ 600.3 $ 632.3 $ 669.3 $ 702.5 $ 745.0 $ Uses
Operations & Maintenance 217.0 223.6 229.3 235.8 242.5 249.3 256.4 263.7 271.2 279.0 Debt Service 113.5 119.8 135.6 149.9 184.0 215.0 250.1 268.7 287.6 311.2 Revenue-Funded Projects 88.7 98.7 128.4 130.8 133.3 135.9 138.5 141.1 143.8 146.6 Total Uses 419.2 $ 442.1 $ 493.3 $ 516.5 $ 559.7 $ 600.2 $ 645.0 $ 673.5 $ 702.6 $ 736.8 $ Net Revenues (35.7) $ 1.4 $ (10.6) $ 11.4 $ 4.3 $ 0.1 $ (12.6) $ (4.2) $ (0.1) $ 8.2 $ Ending Fund Balance 124.6 $ 125.9 $ 115.4 $ 126.8 $ 131.1 $ 131.2 $ 118.6 $ 114.4 $ 114.2 $ 122.5 $ Retail Rate Increase 0.0% 8.0% 7.0% 7.0% 7.0% 6.0% 6.0% 6.0% 5.0% 6.0% Fund Balance as % of Op. Expenses 57% 56% 50% 54% 54% 53% 46% 43% 42% 44% Debt Service Coverage (Current) 1.60 2.06 2.07 2.14 1.89 1.75 1.60 1.60 1.58 1.55 Debt Service Coverage (Indenture) 3.16 3.24 3.10 2.99 2.64 2.41 2.16 2.07 2.00 1.94 Revenue-Funded % of Capital 20%
Billed Discharge Volumes (MGD) 44.1 45.5 46.5 47.7 47.8 47.9 47.8 47.8 47.8 47.8

Page 44 ends

Projected Combined Water and Wastewater
Utility Costs Within Current SFPUC
Affordability Goals

Page 45 ends

Projected Combined Water & Wastewater
Bill Growth Significant

Page 46 ends

Hetch Hetchy Power Sales Volumes
Historical and Projected

Page 47 ends

Hetch Hetchy Water & Power
FY23 10 YFP Draft 1.13.2022

Page 48 ends

CleanPowerSF Power Sales Volumes
Historical and Projections

Page 49 ends

CleanPowerSF
FY23 10 YFP Draft 1.13.2022

Page 50 ends

1 David Pilpel

San Francisco CA 94116-1730

Anson Moran, President, and Commission Members
Public Utilities Commission
525 Golden Gate Ave Fl 13
San Francisco CA 94102-3220

January 21, 2022

Re: PUC Operating Budget and Capital Plan for Fiscal Years 2022-23 and 2023-24

Dear President Moran and Commission Members,

I write to provide notes from my prepared comments for the January 7, 14, and 20, 2022 Commission Budget Meetings, to assist you and PUC staff in considering and following-up. I think the shorthand I used here is clear enough based on the context. In any event, thank you, as always, for listening to me and considering my thoughts. I look forward to further discussion on the budget at the February 8, 2022 Commission meeting.

A. PUC Comm 1-7-22 Item 3 PUC Budget Priorities for FY 2022-23 and 2023-24 comments:

1. I have reviewed the slides made available to the public this week and I may send written comments.

2. I don't recall a slide that listed the various Commission policies, i.e. debt and ratepayer assurance.

3. I would add to the staff presentation a request to not increase total PUC authorized FTE positions.

4. I also request a copy, by mail, of organization charts for the entire PUC, to inform my comments.

5. We should assess asset management and SGR, including condition assessment and depreciation.

6. I think I understand that the 10-Year Capital Plan is not fully funded but the 2-Year CIP is balanced.

7. I don't see the details on capital projects, the 2-Year CIP, or the 10-Year Capital and Financial Plans.

8. When does the next 5-year W and WW rate process start, with the rate consultant, RFB review, etc.?

9. I heard a proposed pause on previously approved W and WW rate increases; I don't support that.

10. As you may know, I have followed PUC for over 40 years and budget hearings for almost that long.

B. PUC Comm 1-7-22 Item 4 PUC Bureaus Operating Budget FY 2022-23 and 2023-24 comments:

1. As I alluded to earlier, I have reviewed and considered the PUC organizational structure over time.

2. I would consolidate and restructure to some degree. Ultimately, I would have a smaller Infrastructure Bureau, providing centralized common services to the Enterprises, with a Chief Engineer and staff in each Enterprise; this change contemplates moving Katie Miller to Water and Stephen Robinson to WW.

3. I have said many times that we should reduce the amount of contracted work and hire more in-house.

4. I would move Human Resources back to Business Services, consistent with most City departments.

5. In HR, I'd probably have three divisions: Workforce, Workplace, and a third box (payroll / admin.).

6. I would move External Affairs functions under the new (and very capable) Chief of Staff; no AGM.

7. I challenge the Data Maturity Initiative; either delete it or just fund an initial study; $100K maximum.

8. I will study the slides more carefully and intend to submit these comments (maybe more) in writing.

9. Otherwise, I support the thoughtful work presented here and the various managers and their staff.

C. PUC Comm 1-14-22 Item 3 Summary of 1-7-22 Budget Hearing # 1 Questions comments:

1. I agree strongly with Commissioner Harrington; MTA also has too big a capital program, so what?

2. Rates were set several years ago based on the budget and capital plan at the time; costs aren't less.

3. As we heard on Tuesday, water sales and wastewater use are down; trends that likely will continue.

4. Combination of less use and rate freeze leads to less rate revenue; are we back to the 1990's again?

5. Today's conversation marks a substantial change in tone on organizational capacity and priorities.

6. I would review existing Commission policies, including Asset Management, as applies to budget.

7. Item 7 should read Thursday 1-20-22; please be clear with the public on the continuance. Thanks.

2 8. I assume that my request for a full set of organization charts is underway and will be coming soon.

D. PUC Comm 1-14-22 Item 4 Water Enterprise Operating Budget and Capital Plan comments:

1. I am pretty supportive of the Water Enterprise budget, including new positions and capital projects.

2. One of Commissioner Harrington's great accomplishments was increasing water (and sewer) I&M.

3. On the issue of maintaining new assets and capital projects, I would identify O&M costs of projects.

4. I would find a way to show the public a summary of asset conditions that drive the capital program.

5. I had a discussion recently about Peninsula facilities maintenance work; we need an ID work group.

6. Please check project manager names; Mary Ellen Carroll is on page 149 and Carol Isen on page 219.

E. PUC Comm 1-14-22 Item 5 Hetch Hetchy Water Operating Budget and Capital Plan comments:

1. I still think that HHWP should be under the Power Enterprise; would better balance the 3 enterprises.

2. I think that CAISO power cost formulas should have meaningful incentives to maintain assets (lines).

3. I'm also a big fan of the Old Moccasin Powerhouse and hope to see it put to a new use again someday.

4. I don't understand why page 124 is there with financing costs; all bond projects have financing costs.

5. Decentralizing some of Infrastructure might allow some staff to spend more time directly on projects.

F. PUC Comm 1-14-22 Item 6 Wastewater Enterprise Operating Budget and Capital Plan comments:

1. The reference to debt service reminded me of former AGM Todd Rydstrom's score cards; bring back?

2. I would reduce vacant positions and salary savings; make the budget more accurate for all audiences.

3. How much asset management and IT support should be in enterprises and how much in Bus Services?

4. To Commissioner Harrington's point, OH includes enterprises, Infrastructure, and DPW; it's too much.

5. To AGM Ritchie's point, what are the O&M costs with new WW facilities like the SEP Digesters?

6. On page 230, 237 to 239, and others, those projects have all zeroes; please update or remove them.

7. I think page 273 should be in BS Customer Service; it doesn't seem to me like a WW-specific project.

8. I'm happy to talk to staff about the WW CIP, including some thinking from 10 years ago (WW CAC).

9. We should think more about O&M, capital, project delivery, staff, organizational capacity, and rates.

G. PUC Comm 1-20-22 Item 3 Summary of 1-14-22 Budget Hearing # 2 Questions comments:

1. I'm stunned at Commissioner Harrington's resignation. He's a great public servant and a good friend.

2. I looked at the 9-28-21 agenda and minutes (Item 7b); no rate freeze referred to; post or send the PPT.

3. I still don't know the fiscal impact of the proposed rate freeze, along with less Water and WW use.

4. In some previous year I asked a question in a budget hearing and it ended up on the tracking chart.

H. PUC Comm 1-20-22 Item 5 Power Enterprise Operating Budget and Capital Plan comments:

1. Thanks to Barbara's great team, including Pam Husing, Rich Stephens, Barbara Carr, and Rosie Scott.

2. I already commented at last week's meeting on moving HHWP under Power, and CAISO power costs.

3. On the capital program, I agree that the Sunset Reservoir South Basin should have solar generation.

4. I'd also like to see a new power line from Newark to San Francisco, either on land or under water.

5. I'm no electrical engineering expert, but I think transmission loss argues for more in-City generation.

6. Is the new SEP Digester Project included, reducing long-term Wastewater Enterprise power needs?

7. There should be a proportional approach to intervening facilities; greater load needs more protection.

8. I support increasing General Use rates to achieve at least cost of service (or fully allocated costs).

9. To promote conservation, all power rates should default to time-of-use rates with limited exceptions.

10. I'll think about the new position requests; similar comments on pages 123 to 125; 157 Julia Allman.

11. If I had time, I'd discuss streetlight acquisition and PG&E's demand for all metered connections.

Sincerely,

/s/
David Pilpel

cc: Dennis Herrera, General Manager

155 Bovet Road, Suite 650, ⚫ San Mateo, CA 94402 ⚫ ph 650 349 3000 ⚫ fx 650 349 8395 ⚫ www.bawsca.org January 31, 2022
Via email

The Hon. Anson Moran, President
and Members of the Commission
San Francisco Public Utilities Commission
525 Golden Gate Avenue, 13th Floor
San Francisco, CA 94102

RE: BAWSCA Review of the SFPUC Bi-Annual 10-Yr Capital Improvement Plan for the Water Enterprise and Hetch Hetchy Water for FY 2022-32 through FY 2032-33

Dear President Moran and Members of the Commission,
Created by the California Legislature through AB2058 in 2002, the Bay Area Water Supply & Conservation Agency (BAWSCA) represents the interests of 24 cities and water districts, and two private utilities that serve over 1.8 million residential customers and 40,000 businesses in Alameda, San Mateo, and Santa Clara Counties. A primary role of BAWSCA is to monitor the San Francisco Public Utilities Commission's (SFPUC) operation and long-term maintenance of the San Francisco Regional Water System (RWS) that provides two-thirds of the water supply delivered by BAWSCA's 26 member agencies to their customers. The SFPUC's 10-year Capital Improvement Program (10-year CIP) presents the critical projects necessary to ensure long- term water supply reliability for the BAWSCA member agencies and their customers.

The 2018 Amended and Restated Water Supply Agreement (WSA) between the City/County of San Francisco and its Wholesale Customers includes a requirement for BAWSCA’s input to SFPUC’s CIP development process (see WSA Section 6.09). In this current CIP development cycle, the amount of engagement with BAWSCA represented a significant departure from the previous 10-year CIP development cycle, during which more meetings with BAWSCA were held and additional materials were provided well in advance of the SFPUC’s budget hearings.

BAWSCA received a briefing meeting with SFPUC staff on 12/6/2021 at which time only a partial set of preliminary materials was shared. While additional materials were received on January 6, 2022, they were in draft form. In conversations with SFPUC staff, they have committed to meeting the obligations of the WSA with significantly more engagement moving forward and with future 10-year CIP cycles.

BAWSCA offers the following comments, which are relevant for both the Water Enterprise 10- year CIP and the Hetch Hetchy Water 10-year CIP:

1. The SFPUC should review and make changes to its CIP planning and project delivery efforts to address its trend in not meeting its CIP delivery targets. As with the prior 10-year CIP, the SFPUC’s approach to funding the first two years of the CIP is to use the already appropriated funds to maintain progress and minimize new appropriation requests in those fiscal years. The need for this approach at this time has been explained to BAWSCA. However, this method should not be standard practice in The Hon. Anson Moran, President
January 31, 2022

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CleanPowerSF Sfpuc CommissionFebruary 8, 2022

CleanPowerSF Sfpuc Commission
February 8, 2022