525 Golden Gate Ave.
San Francisco, CA 94102
(415) 554-3155
sfpuc.gov
September 1, 2026
Assembly Member John Harabedian – Chair
Senator Christopher Cabaldon – Vice-Chair
Joint Legislative Audit Committee
1020 N Street, Room 107
Sacramento, CA 95814
Debra Garnes, Chair
David Rabbitt, Vice Chair
Alfred E. Alquist Seismic Safety Commission
3650 Schriever Avenue
Mather, CA 95655
Mr. Stefan Cajina, Chief
North Coastal Section, Division of Drinking Water
State Water Resources Control Board
850 Marina Bay Parkway, Building P, Second Floor
Richmond, CA 94804
Subject: Fiscal Year (FY) 2025-26 Annual Report
Water System Improvement Program
San Francisco Public Utilities Commission
Dear Ass embly Memb er Harabedi an, Sena tor Cabaldon , Commission er Garnes , Commissioner Rabbitt, and Chief Cajina,
In accordance with Section 73502(c) of the California Water Code, the San Francisco Public Utilities Commission (SFPUC) is pleased to submit the enclosed Annual Report describing progress made on the implementation of the Water System Improvement Program (WSIP) during Fiscal Year (FY) 2025-2026.
SFPUC remains committed to working collaboratively with its Regional Wholesale and Retail customers and all program stakeholders and partners to ensure the successful delivery of the WSIP. Please do not hesitate to contact me at (415) 554- 1600 if you have questions or need additional information.
Sincerely,
Dennis J. Herrera, General Manager
San Francisco Public Utilities Commission
OUR MISSION: To provide our customers with high-quality, efficient, and reliable water, power and sewer services in a manner that values environmental and community interests and sustains the resources entrusted to our care.
September 1, 2026
Fiscal Year (FY) 2025-26 Annual Report
Water System Improvement Program
San Francisco Public Utilities Commission
Enclosure
cc: The Honorable Joshua Arce, President, SFPUC Commission The Honorable Stephen E. Leveroni, Vice President, SFPUC Commission The Honorable Avni Jamdar, Commissioner, SFPUC Commission The Honorable Kate H. Stacy, Commissioner, SFPUC Commission The Honorable Meghan Thurlow, Commissioner, SFPUC Commission Tom Smegal, Chief Executive Officer and General Manager, Bay Area Water Supply & Conservation Agency
Thomas (Tom) Francis, Water Resources Manager, Bay Area Water Supply & Conservation Agency
Vlad Rakhamimov, Staff Engineer, North Coastal Section, Division of Drinking Water, State Water Resources Control Board
Marco Pacheco, San Francisco District Engineer, Division of Drinking Water, State Water Resources Control Board
Darrin Polhemus, Deputy Director, Division of Drinking Water, State Water Resources Control Board
Daniel Newton, Assistant Deputy Director Northern California Drinking Water Field Operations Branch Division of Drinking Water State Water Resources Control Board
Dr. Sara K. McBride, Executive Director, Alfred E. Alquist Seismic Safety Commission
Jia Wang-Connelly, Senior Structural Engineer, Seismic Safety Commission
Louis Vella, Chair, BAWSCA
Karen Hardy, Vice-Chair, BAWSCA
BAWSCA Member Agencies (distributed by BAWSCA)
2025-2026
Annual Report
Water System Improvement Program
September 1, 2026
Rebuilding Today For a Better Tomorrow
WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
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i Executive Summary | WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) FY 2025-26 ANNUAL REPORT
WATER SYSTEM IMPROVEMENT PROGRAM
EXECUTIVE SUMMARY
Pursuant to the reporting requirements of the Wholesale Regional Water System Security and Reliability Act, the San Francisco Public Utilities Commission (SFPUC) submits this report documenting the progress achieved on the Water System Improvement Program (WSIP) during Fiscal Year (FY) 2025 -26 (July 1, 2025 through June 30, 2026). This report addresses only the WSIP Regional projects (referred to as the Regional Program). These are the projects that benefit both San Francisco retail customers and the SFPUC’s suburban wholesale customers. The Wholesale Regional Water System Security and Reliability Act does not require the SFPUC to report on the WSIP Local projects (referred to as the Local Program), which primarily benefit San Francisco retail customers.
The WSIP is a $4.8 billion -dollar, multi-year program to upgrade the SFPUC’s Regional and Local Water Systems. The program is delivering capital improvements that enhance the SFPUC’s ability to provide reliable, affordable, high quality drinking water in an environmentally sustainable manner to its 26 wholesale customers and regional retail customers in Alameda, Santa Clara, and San Mateo Counties, and to 800,000 retail customers in the City and County of San Francisco. The WSIP is structured to cost -effectively meet water quality requirements, improve seismic and delivery reliability goals through the year 2030, and fulfill water supply objectives through the year 2018.
Progress was made on the implementation of the WSIP during FY 2025 -26. Between July 1, 2025 and June 30, 2026, the overall completion of the Regional Program is at 99.3%. As of the end of the reporting period, planning, environmental, design, and construction phases were 91.3%,
99.9%, 100.0%, and 99.5% complete, respectively. The focus of the program continued to be planning and construction of the two remaining projects and administrative closeout of projects that recently completed construction. As of June 30, 2026, planning and construction were in progress on two (2) Regional projects valued at $214 million, while construction was in close-out or had been completed on 49 Regional projects valued at $3,582 million.
Support programs that were continued during FY 2025 -26 included environmental compliance and public outreach. All status updates in this Annual Report are referenced to the latest baseline scope, budget and schedule, approved on April 9, 2024, which is referred to as the “March 2024 Revised WSIP Baseline.”
The scope of the WSIP is based on the primary Level of Service (LOS) goals used to determine project design criteria as follows: water quality (maintain high water quality); seismic reliability (reduce vulnerability to earthquakes); delivery reliability (increase delivery reliability and improve ability to maintain the system); and water supply (meet customer water needs in non -drought and drought periods). In addition, two overarching program goals include sustainability (enhance sustainability in all system activities); and cost effectiveness (achieve a cost -effective, fully operational system). The LOS Goals and Objectives have been maintained and were expanded in November 2023, including a few new and more detailed objectives.
The LOS Goals and Objectives have continued to be foundational for prioritizing capital program ii Executive Summary | WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) needs and defining project-level performance criteria. Each WSIP project that reaches construction substantial completion contributes to increasing the overall reliability of the system and achieving progress towards meeting the LOS goals and objectives. As of end of FY 2025 -26, 41 of the 43 Regional WSIP projects with specific LOS goals had achieved their LOS goals and objectives. The two Regional WSIP projects with water supply as a primary LOS goal that have not yet been completed are the Alameda Creek Recapture Project (ACRP) and the Regional Groundwater Storage and Recovery Project (RGSRP). The other Regional WSIP projects (support projects and WSIP Closeout projects) do not have specific LOS goals.
The status of schedule forecasts and variances for all WSIP Regional Projects as of June 30, 2026 is provided in the report. As of June 30, 2026, the overall WSIP is forecasted to complete in June 2032, which is consistent with the current baseline schedule approved as part of the March 2024 Revised WSIP Baseline. Any future proposed schedule changes will be noticed to the public and approved by the SFPUC Commission, in accordance with the requirements of California State Law AB1823.
All WSIP Regional Projects are currently forecasted to be completed on budget in accordance with the March 2024 Revised WSIP Baseline, and there is remaining construction and Director’s Reserve cost contingencies of $12.9 million to mitigate potential future risks. Potential cost increases for completing the Alameda Creek Recapture Project are being reviewed; any future proposed budget changes will be noticed to the public and approved by the SFPUC Commission along with any corresponding proposed schedule changes.
Significant achievements in FY 2025-26 included the Regional Groundwater Storage and Recovery Project Phase 2A construction contract achieving final completion and the Phase 2B construction continuing its progress.
For the other active Regional project, Alameda Creek Recapture Project, the project made progress in its two phases. For Phase A: WD -2825R Alameda Creek Recapture Project construction contract, which was previously terminated and closed out, the project Closeout Document and Dossier were completed. For Phase B: the project team evaluated multiple facility alternatives and developed a draft Alternative Analysis Report. Also, the project team has coordinated with the quarry operator on development of the erosion repair plan for the pond banks.
As it would generally be overly conservative to plan for 100% of future potential risks, the SFPUC has elected to use the “80% confidence level” as a relatively conservative estimate of future construction cost risk for the WSIP. Namely, the “80% confidence level” represents the amount of construction cost for which one can be 80% confident that future cost risk will not exceed this level.
The construction cost risk exposure at the “80% confidence level” at the end of the reporting period was $0.3M, which compares to $0.5M at the end of last year’s reporting period. This decrease is the result of the expiration of all remaining Regional Groundwater Storage and Recovery Project construction cost risks.
iii Executive Summary | WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) The remaining forecast construction contingency as of June 30, 2026 was $0.04 million after all current trends have been considered. In addition, the current forecast WSIP Director’s Reserve Fund was $12.9 million. Therefore, a total of approximately $12.9 million is available to fund potential future project or program changes and future risks, including both construction risks and unforeseen soft (non -construction) costs. If one conservatively assumes that up to $1.0 million is needed for future soft cost risk, this will leave approximately $11.9 million available to fund potential future construction risks as well as potential future project or program changes that would be noticed appropriately in a future program revision.
At 99.3% completion and with 41 of 43 Regional WSIP projects with specific LOS goals and objectives currently in service, the overall WSIP is in the Closeout Phase. It is essential to continue to implement best practices that have helped to make the WSIP successful to date and to continue to look for opportunities to become more efficient as the SFPUC strives to bring the WSIP to completion.
iv Executive Summary | WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Page intentionally left blank
WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
Table of Contents
LIST OF ACRONYMS
1.0 2.0
3.0 4.0
5.0 6.0
7.0 8.0
9.0 OVERALL PROGRAM PROGRESS
PROGRAMMATIC INITIATIVES (FY2025-26)
LEVEL OF SERVICE (LOS) GOALS
PROJECT SCHEDULES
PROJECT BUDGETS
ACHIEVEMENT AND CHALLENGES
RISK MANAGEMENT
PROGRAM DELIVERY STRATEGY FOR CLOSEOUT PHASE
STATUS OF AB 1823 PROJECTS
APPENDIX A – WSIP Quarterly Report Regional Projects (Q4/FY 2025-2026) WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
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WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
LIST OF ACRONYMS
AB Assembly Bill
ACRP Alameda Creek Recapture Project
ARM Active Risk Management
BAWSCA Bay Area Water Supply and Conservative Agency
BDPL Bay Division Pipelines
BHR Bioregional Habitat Restoration
CDRP Calaveras Dam Replacement Project
CEQA California Environmental Quality Act
CIP Capital Improvement Program
CM Construction Management
CMIS Construction Management Information System
DRB Dispute Resolution Board
EBMUD East Bay Municipal Utility District
EIR Environmental Impact Report
FY Fiscal Year
HTWTP Harry Tracy Water Treatment Plant
JOC Job Order Contract
LOS Level of Service
MGD Million Gallons per Day
PCCP Pre-stressed Concrete Cylinder Pipe
RBOC Revenue Bond Oversight Committee
RGSRP Regional Groundwater Storage and Recovery Project SCADA Supervisory Control and Data Acquisition
SFPUC San Francisco Public Utilities Commission
SJPL San Joaquin Pipeline
SSF South San Francisco
SVWTP Sunol Valley Water Treatment Plant
WSIP Water System Improvement Program
WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
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1 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
1.0 OVERALL PROGRAM PROGRESS
1.1 Program Status Summary
Steady progress has been made on the implementation of the Water System Improvement Program (WSIP) during Fiscal Year (FY) 2025 -2026 (July 1, 2025 through June 30, 2026) with overall progress on the Regional Program at 99.3% complete.
As indicated in Table 1-1, planning, environmental, design, and construction phase are 91.3%,
99.9%, 100.0%, and 99.5% complete respectively. Note that Planning phase completion appeared to decrease over the year. This is because the Alameda Creek Recapture Project, which was returned to the planning phase, extended its forecast for completing the planning phase during the past year, resulting in an overall decrease in percent completion within the planning phase for the program. The project’s budget and schedule will be re -evaluated at the completion of the Alternatives Analysis phase, which is currently underway.
Table 1-1: WSIP Regional Program Performance1
Phase June 30, 2025
% Planned
June 30, 2025
% Actual
June 30, 2026
% Planned2
June 30, 2026
% Actual
Planning 100.0% 94.5% 100.0% 91.3%
Environmental 100.0% 99.9% 100.0% 99.9%
Design 100.0% 99.9% 100.0% 100.0%
Bid & Award 100.0% 99.9% 100.0% 100.0%
Construction 99.9% 99.4% 99.9% 99.5%
Closeout 99.4% 94.6% 99.4% 95.7%
Program Cumulative 99.9% 99.3% 99.9% 99.3%
1 Percent completion does not include Support Projects in the WSIP Regional Program. 2 Incorporates the March 2024 Revised WSIP Baseline schedule and budget revisions.
In recent years, the focus of the program has been on construction activities and administrative closeout of completed projects. Table 1-2 compares the number of projects in each phase and their corresponding total approved value at the beginning of the reporting period (June 30, 2025) to those at the end of the reporting period (June 30, 2026). As of the end of the reporting period, planning and construction were in progress on two Regional projects valued at $214 million, and 49 additional projects with a total value of $3,582 million were in close -out or have been completed.
2 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Table 1-2: Status of WSIP Regional Projects
Project Phase
Number of
Projects
(June 30,2025 Status)
Total Project
Value ($M)
(June 30,2025 Status)
Number of
Projects
(June 30,2026 Status)
Total Project Value
($M)
(June 30,2026 Status)
Planning 1 $51 1 $51
Design 0 $0 0 $0
Bid & Award 0 $0 0 $0
Construction 1 $164 1 $164
Closeout 1 $96 1 $96
Completed 48 $3,485 48 $3,485
Not Applicable1 1 $12 1 $12
Total 52 $3,808 52 $3,808
1. The "Not Applicable" category is for a project that does not include construction: the Long-Term Mitigation Endowment.
1.2 Program Baseline Budget and Schedule
The program budget and schedule were originally adopted by the SFPUC on March 1, 2003. The program at the time was referred to as the Capital Improvement Program (CIP). The scope of the CIP was changed significantly following the adoption of Level of Service (LOS) goals in early 2005.
The program changes were so substantial that the program was renamed the WSIP, and a new program budget and schedule were adopted on November 29, 2005. Since the scope of the 2005 Revised WSIP is in general representative of the program being implemented today, the 2005 budget and schedule are considered the original “Baseline Budget and Schedule.” Subsequently, the WSIP Baseline Budget and Schedule were revised in 2007, 2009, 2011, 2013, 2014, 2015, 2016, 2017, 2018, 2020, 2022, 2024 and these revisions were approved by the SFPUC on February 26, 2008, July 28, 2009, July 12, 2011, April 23, 2013, April 22, 2014, December 8, 2015, April 26, 2016, February 14, 2017, April 10, 2018, April 14, 2020, April 26, 2022, and April 9, 2024, respectively. All status updates in this Annual Report are referenced to the latest Baseline Budget and Schedule, approved on April 9, 2024, which is referred to as the “March 2024 Revised WSIP.”
3 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
2. PROGRAMMATIC INITIATIVES (FY2025-26)
This section describes some of the more important programmatic initiatives undertaken during FY 2025-26.
2.1 Environmental Program
California Environmental Quality Act (CEQA)
CEQA environmental review for all WSIP Regional projects is complete. The total number of CEQA documents approved for WSIP Regional projects is: 17 Environmental Impact Reports certified, seven Initial Study/Mitigated Negative Declarations approved, and 13 Categorical Exemptions issued.
Resource Agency Permits
Permitting is complete for all WSIP Regional projects. One hundred and one (101) permits were obtained from the resource agencies (U.S. Army Corps of Engineers, U.S. Fish and Wildlife Service, California Department of Fish and Wildlife, National Marine Fisheries Service, State Water Resources Control Board, Regional Water Quality Control Board, the State Historic Preservation Office, and the Bay Conservation and Development Commission). Completion of California Department of Fish and Wildlife Incidental Take Permit compensation requirements for the San Joaquin Pipeline Project has not yet been achieved due to a lack of available mitigation bank credits for purchase. SFPUC is awaiting a final agency approval for a new mitigation bank to sell credits and anticipates completing the purchase of the remaining mitigation bank credits by the end of 2026.
Environmental Construction Compliance
During FY 2025 -26, the WSIP environmental construction compliance staff, led by the Environmental Management Group, participated in construction of one San Francisco Regional project, the Regional Groundwater Storage and Recovery Project. Environmental construction compliance activities included contractor training; biological resources surveys and monitoring; archeological monitoring, stormwater management; coordination with San Francisco Planning Department and other resource agencies; compliance inspection activities; and implementation of required local, State, and Federal reporting procedures.
The WSIP continues through this year to have no resource agency permit violations.
Environmental inspections on the Regional Groundwater Storage and Recovery Project – Phase 2B began during FY 2025 -26 and were typically performed bi -weekly. There were no significant environmental compliance events during the year on this project. Construction of the habitat compensation sites under the Bioregional Habitat Restoration Project in the Sunol and Peninsula Regions is complete. In addition, on-site revegetation continued on WSIP project sites in areas that were only temporarily affected by construction, as required by CEQA mitigation measures and resource agency permits. As reported last year, on -site revegetation was completed at Crystal Springs/San Andreas Transmission Upgrade, but the project permits require continued long -term site monitoring and as -needed remedial action to prevent the removed invasive tree species from reestablishing, which continued last year.
4 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Revegetation activities also continued and will continue next year at the Calaveras Dam Replacement Project and Lower Crystal Springs Dam Stilling Basin Connecting Channel projects.
These are the remaining three WSIP projects with ongoing on -site revegetation requirements.
Revegetation activities were initially performed under the Vegetation Restoration of WSIP Post Construction Sites Project (CUW 38803) and are now continuing under Water Enterprise operations budget but are being managed by the Environmental Management Group. 1 As reported in FY 2023-24, the construction contract for the Alameda Creek Recapture Project in the Sunol Region project was terminated.
As such, Environmental Inspections on this project have been suspended.
2.2 Public Outreach Program
The Communications and Public Outreach Teams continued to build public awareness and support for the WSIP and its projects in FY 2025-26.
Tours
Tours are a tremendous resource to educate stakeholders about our projects. Escorted tours of our local, regional, and Sierra Nevada systems include portions devoted to the Water System Improvement Program. Board members and staff of the Bay Area Water Supply and Conservation Agency (BAWSCA), members of the Revenue Bond Oversight Committee, Civil Grand Jury, and local elected officials’ offices have attended past system tours and observed completed Water System Improvement Program projects and facilities.
Continued Project Promotion on sfpuc.gov
The WSIP Communications Team continued to create and update a new suite of WSIP project pages as part of the new SFPUC website: SFPUC.gov/construction. These project updates include streamlined pages that highlight the WSIP projects and their benefits.
Government Relations – Regional Groundwater Project
The WSIP Communications Team continued to act as liaison between the Regional Groundwater Storage and Recovery Project team and the neighborhoods and municipalities in which the groundwater wells are located regarding access and construction issues.
Industry Awards
The WSIP program has received 66 industry awards since 2010.
5 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
3.0 LEVEL OF SERVICE (LOS) GOALS
3.1 WSIP Goals and Objectives
Table 3 -1 provides a summary of the WSIP goals and objectives that were included in the Programmatic Environmental Impact Report for the WSIP that was adopted and approved in 2008.
On November 28, 2023, the SFPUC Commission approved Amended and Updated Water Enterprise LOS Goals and Objectives. The previous LOS Goals and Objectives that are listed below are still the fundamental goals for the remaining WSIP projects. These goals have been maintained and expanded, and a few new and more detailed objectives have been added that are listed in Table 3 -2 below. The Water Enterprise LOS Goals and Objectives have continued to be foundational for prioritizing capital program needs and defining project-level performance criteria.
Table 3-1: WSIP Goals and Objectives
Program Goal System Performance Objective
WATER QUALITY
Maintain
high water quality
• Design improvements to meet current and foreseeable future federal and state water quality requirements.
• Provide clean, unfiltered water originating from Hetch Hetchy Reservoir and filtered water from local watersheds.
• Continue to implement watershed protection measures.
SEISMIC RELIABILITY
Reduce vulnerability to
earthquakes
• Design improvements to meet current seismic standards. • Deliver basic service to the three regions in the service area (East/South Bay, Peninsula, and San Francisco) within twenty - four (24) hours after a major earthquake. Basic service is defined as average winter -month usage, and the performance objective for design of the regional system is 229 mgd. The performance objective is to provide delivery to at least 70 percent of the turnouts in each region, with 104, 44, and 81 mgd delivered to the East/South Bay, Peninsula, and City of San Francisco,
respectively.
• Restore facilities to meet average -day demand of up to 300 mgd within thirty (30) days after a major earthquake.
DELIVERY
RELIABILITY
Increase delivery
reliability and improve
ability to maintain the
system
• Provide operational flexibility to allow planned maintenance shutdown of individual facilities without interrupting customer service.
• Provide operational flexibility to minimize the risk of service interruption due to unplanned facility upsets or outages. • Provide operational flexibility and system capacity to replenish local reservoirs as needed.
• Meet the estimated average annual demand of up to 300 mgd under the conditions of one planned shutdown of a major facility for maintenance concurrent with one unplanned facility outage due to a natural disaster, emergency or facility failure/upset.
6 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Program Goal System Performance Objective
WATER SUPPLY
Meet customer water
needs in non-drought
and drought periods
• Meet an average annual water demand of 265 mgd from the SFPUC watersheds for retail and wholesale customers during non–drought years for system demands through 2019.
• Meet dry-year delivery needs through 2019 while limiting rationing to a maximum 20 percent system -wide reduction in water service during extended droughts.
• Diversify water supply options during non -drought and drought periods.
• Improve use of new water sources and drought
management, including groundwater, recycled water,
conservation, and transfers.
SUSTAINABILITY
Enhance sustainability in
all system activities.
• Manage natural resources and physical systems to protect watershed ecosystems.
• Meet, at a minimum, all current and anticipated legal requirements for protection of fish and wildlife habitat. • Manage natural resources and physical systems to protect public health and safety.
COST-
EFFECTIVENESS
Achieve a cost-effective,
fully operational system
• Ensure cost-effective use of funds.
• Maintain gravity-driven system.
• Implement regular inspection and maintenance program for all facilities.
Note that the first four goals, Water Quality, Seismic Reliability, Delivery Reliability, and Water Supply, are the goals that are used to determine project design criteria. The last two goals, Sustainability and Cost -Effectiveness, are overarching program goals that are not applied to specific criteria at the project level. Thus, these last two goals are infrequently referred to in project and program documents.
7 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
3.2 Progress Towards Meeting LOS Goals
The scope of the WSIP is based on the first four LOS goals described above – Seismic Reliability, Delivery Reliability, Water Quality, and Water Supply. Each project that reaches construction substantial completion contributes to increasing the overall reliability of the system and achieving progress towards meeting the LOS goals. The SFPUC remains committed to achieving all the LOS goals established for the system.
Table 3 -2 lists the projects with their individual contributions to LOS goals and indicates which projects have been substantially completed. This tabulation demonstrates the progress that has been achieved in the WSIP toward meeting these goals. As of the end of FY2025 -26, 41 of the 43 Regional WSIP projects with specific LOS goals have achieved their LOS goals and objectives.
The other nine Regional WSIP projects (Support projects and WSIP Closeout projects) do not have specific LOS goals.
Table 3-2: Progress Towards Meeting LOS Goals
Project Number Project Name / Construction
Contract
Actual /
Approved
Substantial
Completion
Date
Water
Quality2
Seismic
Reliability2
Delivery
Reliability2
Water
Supply2
Actual
Operational
Service Start
Construction Progress
Toward LOS Goals
San Joaquin
Projects
CUW36401
Lawrence Livermore Water
Quality Improvement
(Completed)
08/31/10 P 08/31/10 100%
CUW37301
San Joaquin Pipeline System
(Completed)
(A) HH935A Crossovers
(B) HH935B Western Segment
(C) HH935C Eastern Segment
(A) 01/06/12
(B) 05/27/13
(C) 06/21/13
P
(A) 01/06/12
(B) 05/27/13
(C) 06/21/13
100%
CUW37302
Rehabilitation of Existing San
Joaquin Pipelines (Roselle
Crossover; Completed)
05/13/11 P 05/13/11 100%
CUW38401
Tesla Treatment Facility
(Completed)
(A) DB116 Tesla Treatment
Facility Design-Build Contract
(B) HH953 Tesla Portal Protection
(A) 06/24/11
(B) 08/05/13 P S S
(A)06/24/11
(B)08/05/13 100%
Sunol Valley
Projects
CUW35201 Alameda Creek Recapture 11/18/22 P 0%
CUW35501
Standby Power Facilities -
Various Locations (Completed)
(A) WD-2553 East Bay -
Standby Power Facilities
(B) WD-2511 Peninsula -
Standby Power Facilities
(A) 09/11/08
(B) 04/15/10
P S
(A)09/11/08
(B)04/15/10 100%
CUW35901 New Irvington Tunnel
(Completed) 09/19/15 S P 02/27/15 100%
CUW35902 Alameda Siphon #4 (Completed) 12/16/11 P S 12/16/11 100% CUW37001
Pipeline Repair & Readiness
Improvements (Completed)
(A) WD-2530 Phase A 8 Pipe
Storage Sites
(B) WD-2530 Phase B Pipe
Rolling Machine Facility @ Sunol
Yard
(A) 02/09/07
(B) 07/14/08
P S
(A) 02/09/07
(B) 07/14/08 100%
8 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Project Number Project Name / Construction
Contract
Actual /
Approved
Substantial
Completion
Date
Water
Quality
Seismic
Reliability
Delivery
Reliability
Water
Supply
Actual
Operational
Service Start
Construction Progress
Toward LOS Goals
CUW37401
Calaveras Dam Replacement
(Completed)
(A) WD-2551 Calaveras Dam
Replacement
(B) WD-2729 Alameda Creek
Diversion Dam
(A) 04/12/19
(B) 02/15/19
S P S (A) 04/12/19
(B) 02/15/19
(A) 100%
(B) 100%
CUW37402 Calaveras Reservoir Upgrades
(Completed) 10/06/05 P 10/06/05 100%
CUW37403 San Antonio Backup Pipeline
(Completed) 12/31/14 P 12/31/14 100%
CUW38101 SVWTP Expansion & Treated
Water Reservoir (Completed) 05/17/13 P P 05/17/13 100% CUW38601 San Antonio Pump Station
Upgrade (Completed) 06/30/11 P 06/30/11 100%
Bay Division
Projects
CUW35301
BDPL Nos. 3&4 Crossover/
Isolation Valves (Completed) 11/15/07 P 11/15/07 100% CUW35302
Seismic Upgrade of BDPL Nos.
3 & 4 (Completed) 10/26/15 P 06/20/14 100%
CUW36301
SCADA System - Phase II
(Completed) 11/29/10 P 11/29/10 100%
CUW36801
BDPL Reliability Upgrade -
Tunnel (Completed) 05/20/15 P S 10/15/14 100%
CUW36802
BDPL Reliability Upgrade –
Pipeline (Completed)
(A) WD-2541 East Bay
(B) WD-2542 Peninsula
(C) WD-2665 Cordilleras
(A) 12/09/11
(B) 06/13/12
(C) 03/05/13
P S
(A) 12/09/11
(B) 06/13/12
(C) 03/05/13
100%
CUW36803
BDPL Reliability Upgrade -
Relocation of BDPL Nos. 1 & 2
(Completed)
05/28/10
P
05/28/10 100%
CUW38001
BDPL Nos. 3 & 4 – Crossovers
(Completed) 08/15/12 P S 08/15/12 100%
CUW38901
SFPUC/EBMUD Intertie
(Completed) 09/07/07 P 09/07/07 100%
CUW39301
BDPL No. 4 Condition
Assessment PCCP Sections
(Completed)
02/06/09 P S 02/06/09 100%
Peninsula
Projects
CUW35401
Lower Crystal Springs Dam
Improvements (Completed) 11/20/11 P S 11/20/11 100%
CUW35601
New Crystal Springs Bypass
Tunnel (Completed) 07/14/11 P S 07/14/11 100%
CUW35701
Adit Leak Repair - Crystal
Springs/Calaveras (Completed) 11/30/07 P 11/30/07 100% CUW36101
Pulgas Balancing – Inlet / Outlet
Work (Completed) 02/02/06 P S 02/02/06 100%
CUW36102
Pulgas Balancing - Discharge
Channel Modifications
(Completed)
10/23/09 P 10/23/09 100%
9 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Project Number Project Name / Construction
Contract
Actual /
Approved
Substantial
Completion Date
Water
Quality
Seismic
Reliability
Delivery
Reliability
Water
Supply
Actual
Operational
Service Start
Construction Progress
Toward LOS Goals
CUW36103
Pulgas Balancing - Structural
Rehabilitation & Roof
Replacement (Completed)
07/26/11 P S 07/26/11 100%
CUW36105
Pulgas Balancing -
Modifications of Existing
Dechloramination
Facility (Completed)
08/27/12 P S 08/27/12 100%
CUW36501 Cross Connection Controls
(Completed) 11/26/08 P 11/26/08 100%
CUW36601
HTWTP Short-Term
Improvements - Demo Filters
(Completed)
01/11/06 P S 01/11/06 100%
CUW36603
HTWTP Short-Term
Improvements - Coagulation &
Flocculation/Remaining Filters
(Completed)
12/21/09 P S 12/21/09 100%
CUW36701
HTWTP Long -Term
Improvements
(Completed)
09/08/15 P S 09/08/15 100%
CUW36702 Peninsula Pipelines Seismic
Upgrade (Completed) 10/30/15 P 10/30/15 100%
CUW36901
Capuchino Valve Lot
Improvements
(Completed)
02/14/08 P 02/14/08 100%
CUW37101
Crystal Springs/San Andreas
Transmission Upgrade
(Completed)
06/30/14 P S 09/02/14 100%
CUW37801
Crystal Springs Pipeline No. 2
Replacement (Completed) 01/31/13 P S 01/31/13 100%
CUW37901
San Andreas Pipeline No.
3 Installation (Completed) 03/29/11 P S 03/29/11 100% CUW39101 Baden & San Pedro Valve Lots
Improvements (Completed) 03/31/11 P S 03/31/11 100%
San
Francisco
Regional
Projects
CUW30103
Regional Groundwater Storage
and Recovery
(A) WD-2600 Test Well
Drilling
(B) WD-2668 Regional
Groundwater Storage
and Recovery
(C) Regional Groundwater
Storage and Recovery
(Phase 2A)
(D) Regional Groundwater
Storage and Recovery
(Phase 2B)
(A) 07/23/12
(B) 12/31/17
(C) 12/22/23
(D) 10/31/25
P (A) 07/23/12
(B) 07/27/22
(A) 100%
(B) 100%
(C) 100%
(D) 40%
CUW35801 Sunset Reservoir - North Basin
(Completed) 09/19/08 P S 09/19/08 100%
CUW37201 University Mound Reservoir -
North Basin (Completed) 05/25/11 P S 05/25/11 100%
1 Support projects and WSIP Closeout projects are not listed in the table above since these projects do not have specific Level of Service (LOS) goals.
2 LOS Goals (P =Primary, S =Secondary)
Of the two remaining projects that contribute to LOS goals, Alameda Creek Recapture Project and Regional Groundwater Storage and Recovery Project, one was in planning and the other in construction phase, respectively, at the end of the reporting period and forecasted to complete on schedule under the approved March 2024 Revised WSIP.
10 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
4.0 PROJECT SCHEDULES
As of June 30, 2026, the overall WSIP is forecast to be complete in June 2032, which is consistent with the current baseline schedule approved as part of the March 2024 Revised WSIP. The March 2024 Revised WSIP extended the overall approved completion date from February 1, 2027 to June 30, 2032. Any future proposed schedule changes would need to be noticed to and approved by the San Francisco Public Utilities Commission, in accordance with the requirements of AB1823.
4.1 Tracking and Controlling Project Schedules
The WSIP Management Team continues to pro -actively monitor and control program and project schedules. Detailed business processes, well defined procedures, and best practices are in place to support early identification of schedule issues and timely development of recovery plans to mitigate any forecast delays as required.
The WSIP uses best practices common in the industry and best available information to forecast dates at the time of publication of the WSIP Quarterly Reports. It is important to note that forecast dates can move each month based on the latest, best available data from the individual project teams (including information from the construction contractor in the field).
4.2 Project Schedule Forecast and Variances
The status of schedule forecasts and variances for WSIP Regional Projects is shown in Table 4 -1 as of the end of FY 2025 -26. The table provides the original 2005 baseline and the current approved completion dates for each project. Additionally, the current forecast completion date for each project is provided. As can be seen in the table, two active Regional WSIP Projects are currently forecasted to be completed on schedule in accordance with the current approved completion dates. Other support projects that do not involve construction and the Program Management Project are forecasted to complete on schedule, with the exception of the Long -Term Mitigation Endowment, which is an ongoing endowment fund to support sustainable environmental mitigation efforts, and thus it is not associated with a schedule.
11 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Table 4.1: Project Schedule Forecast and Variances
Project
Number Project Name
2005
Approved
Completion
Current
Approved
Completion
1 June 2026
Forecasted
Completion
Schedule Variance
(Calendar Days)
San Joaquin
Region
CUW36401 Lawrence Livermore Water
Quality Improvement (Completed)
11/7/2011 7/31/2013 7/31/2013 -
CUW37301 San Joaquin Pipeline System
(Completed)
3/25/2014 3/31/2016 3/31/2016 -
CUW37302 Rehabilitation of Existing San
Joaquin Pipelines (Completed)
6/30/2014 10/31/2014 10/31/2014 -
CUW38401 Tesla Treatment Facility
(Completed)
7/1/2011 1/30/2015 1/30/2015 -
CUW38701 Tesla Portal Disinfection Station
(Combined with CUW38401)
9/2/2011 6/29/2007 6/29/2007 -
CUWSJI0101 WSIP Closeout - San Joaquin
(Completed)
- 3/31/2021 3/31/2021 -
Sunol Valley
Region
CUW35201 Alameda Creek Recapture Project 5/25/2012 6/30/2032 6/30/2032 - CUW35501 Standby Power Facilities -
Various Locations (Completed) 12/6/2010 12/22/2010 12/22/2010 - CUW35901 New Irvington Tunnel (Completed) 9/17/2013 3/31/2018 3/31/2018 - CUW35902 Alameda Siphon #4 (Completed) 4/14/2011 6/28/2013 6/28/2013 - CUW37001 Pipeline Repair & Readiness
Improvements (Completed) 3/30/2007 4/16/2009 4/16/2009 - CUW37401 Calaveras Dam Replacement
(Completed) 5/25/2012 3/31/2022 3/31/2022 -
CUW37402 Calaveras Reservoir Upgrades
(Completed) 2/17/2006 7/28/2006 7/28/2006 -
CUW37403 San Antonio Backup Pipeline
(Completed) 6/29/2012 6/30/2016 6/30/2016 -
CUW38101 SVWTP Expansion & Treated
Water Reservoir (Completed) 7/9/2013 10/31/2014 10/31/2014 - CUW38102 SVWTP Calaveras Road
(Eliminated) - 12/14/2007 12/14/2007 -
CUW38201 SVWTP Treated Water Reservoir
(Combined with CUW38101) 12/21/2010 3/2/2007 3/2/2007 - CUW38601 San Antonio Pump Station
Upgrade (Completed) 12/12/2011 6/29/2012 6/29/2012 -
CUWSVI0101 WSIP Closeout - Sunol Valley
(Completed) - 12/31/2022 12/31/2022 -
12 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Project
Number Project Name
2005
Approved
Completion
Current
Approved
Completion
1 June 2026
Forecasted
Completion
Schedule Variance
(Calendar Days)
Bay Division
Region
CUW35301 BDPL Nos. 3 & 4 Crossover/
Isolation Valves (Completed) 9/30/2008 7/31/2009 7/31/2009 - CUW35302 Seismic Upgrade of BDPL Nos. 3
& 4 (Completed) 10/15/2012 7/30/2018 7/30/2018 -
CUW36301 SCADA System - Phase II
(Completed) 2/24/2012 5/28/2013 5/28/2013 -
CUW36801 BDPL Reliability Upgrade / Tunnel
(Completed) 1/31/2014 8/30/2016 8/30/2016 -
CUW36802 BDPL Reliability Upgrade -
Pipeline (Completed) 1/31/2014 3/31/2016 3/31/2016 -
CUW36803
BDPL Reliability Upgrade -
Relocation of BDPL Nos. 1 & 2
(Completed)
- 5/28/2010 5/28/2010 -
CUW38001 BDPL Nos. 3 & 4 Crossovers
(Completed) 4/24/2013 6/30/2014 6/30/2014 -
CUW38901 SFPUC/EBMUD Intertie
(Completed) 2/7/2007 3/20/2014 3/20/2014 -
CUW39301
BDPL No. 4 Condition
Assessment PCCP Sections
(Completed)
5/1/2008 2/6/2009 2/6/2009 -
CUWBDP0101 WSIP Closeout - Bay Division
(Completed) - 3/31/2021 3/31/2021 -
Peninsula
Region
CUW35401 Lower Crystal Springs Dam
Improvements (Completed) 8/16/2011 12/28/2012 12/28/2012 - CUW35601 New Crystal Springs Bypass
Tunnel (Completed) 10/28/2010 8/17/2012 8/17/2012 -
CUW35701 Adit Leak Repair - Crystal
Springs/Calaveras (Completed) 7/3/2008 7/31/2008 7/31/2008 - CUW36101 Pulgas Balancing - Inlet/Outlet
Work (Completed) 5/11/2006 5/11/2006 5/11/2006 -
CUW36102
Pulgas Balancing - Discharge
Channel Modifications
(Completed)
8/5/2013 7/30/2010 7/30/2010 -
CUW36103
Pulgas Balancing – Structural
Rehabilitation and Roof
Replacement (Completed)
1/29/2013 12/28/2012 12/28/2012 -
CUW36104 Pulgas Balancing - Laguna Creek
Sedimentation (Eliminated) - 12/31/2007 12/31/2007 -
CUW36105
Pulgas Balancing - Modifications
of the Existing Dechloramination
Facility (Completed)
- 3/20/2013 3/20/2013 -
CUW36501 Cross Connection Controls
(Completed) 5/15/2009 4/30/2009 4/30/2009 -
13 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Project
Number Project Name
2005
Approved
Completion
Current
Approved
Completion
1 June 2026
Forecasted
Completion
Schedule Variance
(Calendar Days)
CUW36601
HTWTP Short-Term
Improvements (Demo Filters)
(Completed)
7/3/2006 11/14/2006 11/14/2006 -
CUW36602
HTWTP Short-Term
Improvements - Remaining Filters
(Combined with CUW36603)
9/8/2010 2/22/2008 2/22/2008 -
CUW36603
HTWTP Short-Term
Improvements - Coagulation &
Flocculation/ Remaining Filters
(Completed)
9/8/2010 7/28/2010 7/28/2010 -
CUW36701 HTWTP Long-Term
Improvements (Completed) 4/8/2014 12/30/2016 12/30/2016 - CUW36702 Peninsula Pipelines Seismic
Upgrade (Completed) - 7/6/2016 7/6/2016 -
CUW36901 Capuchino Valve Lot
Improvements (Completed) 7/24/2009 8/19/2008 8/19/2008 - CUWPWI0101 WSIP Closeout – Peninsula
(Completed) - 12/30/2021 12/30/2021 -
San Francisco
Regional
CUW30103 Regional Groundwater Storage
and Recovery 2/27/2014 12/7/2027 12/7/2027 -
CUW35801 Sunset Reservoir - North Basin
(Completed) 5/6/2009 9/10/2010 9/10/2010 -
CUW37201 University Mound Reservoir -
North Basin (Completed) 3/10/2011 3/29/2013 3/29/2013 - Support
Projects
CUW36302 System Security Upgrades
(Completed) - 4/19/2019 4/19/2019 -
CUW38801 Programmatic EIR (Completed) 6/20/2007 6/30/2009 6/30/2009 - CUW38802 Bioregional Habitat Restoration - 12/30/2027 12/30/2027 - CUW38803 Vegetation Restoration of WSIP
Construction Sites (Completed) - 6/30/2016 6/30/2016 -
CUW38804 Long Term Mitigation Endowment - 10/1/2024 12/24/2026 814 CUW39201 Program Management Project 6/29/2014 6/30/2032 6/30/2032 - CUW39401
Watershed and Environmental
Improvement Program
(Completed)
6/28/2013 6/30/2022 6/30/2022 -
1 Incorporates the March 2024 Revised WSIP schedule
14 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
5.0 PROJECT BUDGETS
As of June 30, 2026, the forecasted overall WSIP total program cost (regional and local projects) is $4,792.8M, which is the same as the current Commission Approved Budget (March 2024 Revised WSIP). As of the end of FY 2025-26, the current forecasted remaining construction contingency is $0.04M, not including contingency budget reserved to cover the June 2026 forecasted construction change orders (approved, potential, and pending change orders) and anticipated trends on currently active construction contracts. In addition to the remaining contingency for active projects, there is currently $12.9M in the WSIP Director’s Reserve to cover future potential project/program risks.
5.1 Tracking and Controlling Project Budgets
The WSIP Management Team pro -actively monitors and controls program and project budgets.
The following business processes, procedures, and best practices are in place to allow for the identification of budget issues early and to ensure measures are taken to control potential cost increases whenever required.
Monthly Statusing and Monthly Progress Meetings
According to WSIP Procedures, PM5.05 (Monthly Statusing) and PM5.07 (Monthly Progress Meetings), WSIP project teams prepare monthly budget updates/forecasts for all project phases, and review and analyze them to identify cost issues and projected cost overruns at project completion. These updates allow for the measurement of performance against baseline. In quarterly standing review meetings, all current and projected cost overruns are discussed and evaluated, and project teams are expected to address the issues and come up with a plan to mitigate project variances.
Change Management
WSIP Procedure PM5.02 (Change Management) is used by the WSIP Management Team to control any scope changes that may cause cost overruns. According to this procedure, no project- level scope, budget, and/or schedule changes can be implemented without review and approval of the Change Control Board and the WSIP Director.
Management of Construction Costs
Construction cost changes are governed by the Contract General Conditions, Section 00700, Article 6 – Clarifications and Changes in the Work, together with the Supplementary Conditions, Section 00800, as applicable. The Contract requirements, together with the supporting CM Business Processes, CM Plan and CM Procedures, are enforced to ensure diligent and pro -active management of WSIP construction costs. Unlike the progress schedules, which are updated monthly, WSIP cost information is tracked and updated on a near -real-time basis in the construction management information system (CMIS). Construction progress invoices are processed monthly, and all actual costs are summed at the program, regional, and project levels.
15 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Control of Remaining Delivery Costs
The WSIP Management Team, with the support of SFPUC upper management, has been Implementing significant reductions in both City and consultant resources at the program and project levels in recent years to reduce and better control the remaining delivery costs of the WSIP.
5.2 Project Budget Forecast and Variances
The status of cost forecasts for WSIP Regional Projects is shown in Table 5 -1 as of the end of FY 2025-26. The Table provides the original 2005 baseline budget and the current approved budget for each project. Additionally, the current forecast cost for each project (or final accrued cost for completed projects) is provided. As can be seen in the table, all WSIP Regional Projects are currently forecasted to be completed on budget. Additional detail regarding the forecasts presented below may be found in the WSIP Quarterly Report for the 4th Quarter of FY 2025 -26 (Appendix A).
16 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Table 5.1: Project Budget Forecast and Variances
Project
Number Project Name
2005
Approved
Cost
Current
Approved Cost
1 June 2026
Forecasted
Cost
Cost Variance
San Joaquin
Region
CUW36401
Lawrence Livermore
Water Quality
Improvement
(Completed)
$4,235,258 $4,198,247 $4,198,247 -
CUW37301 San Joaquin Pipeline
System (Completed) $352,732,000 $203,177,750 $203,177,750 - CUW37302
Rehabilitation of Existing
San Joaquin Pipelines
(Completed)
$80,000,000 $21,168,797 $21,168,797 -
CUW38401 Tesla Treatment Facility
(Completed) $101,643,001 $113,225,331 $113,225,331 -
CUW38701
Tesla Portal Disinfection
Station(Combined with
CUW38401)
$20,731,270 $2,081,278 $2,081,278 -
CUWSJI0101 WSIP Closeout - San
Joaquin (Completed) - $2,015,908 $2,015,908 -
Sunol Valley
Region
CUW35201 Alameda Creek
Recapture Project $18,809,304 $48,967,395 $48,967,395 - CUW35501
Standby Power Facilities
- Various Locations
(Completed)
$9,949,735 $12,950,566 $12,950,566 -
CUW35901 New Irvington Tunnel
(Completed) $214,650,004 $339,945,523 $339,945,523 -
CUW35902 Alameda Siphon #4
(Completed) $78,577,000 $64,730,538 $64,730,538 -
CUW37001
Pipeline Repair &
Readiness Improvements
(Completed)
$5,591,770 $5,178,466 $5,178,466 -
CUW37401
Calaveras Dam
Replacement
(Completed)
$256,511,407 $794,059,379 $793,940,522 $188,857
CUW37402 Calaveras Reservoir
Upgrades (Completed) $1,740,055 $1,690,552 $1,690,552 - 17 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Project
Number Project Name
2005
Approved
Cost
Current
Approved
Cost
1 June 2026
Forecasted
Cost
Cost
Variance
CUW37403 San Antonio Backup
Pipeline (Completed) $7,677,000 $53,562,178 $53,562,178 - CUW38101
SVWTP Expansion &
Treated Water Reservoir
(Completed)
$133,108,002 $129,593,674 $129,593,674 -
CUW38102 SVWTP Calaveras Road
(Eliminated) - $34,654 $34,654 -
CUW38201
SVWTP Treated Water
Reservoir (Combined
with CUW38101)
$102,436,436 $5,056,596 $5,056,596 -
CUW38601
San Antonio Pump
Station Upgrade
(Completed)
$41,854,000 $12,886,140 $12,886,140 -
CUWSVI0101 WSIP Closeout - Sunol
Valley (Completed) - $5,558,385 $5,297,216 $261,169
Bay Division
Region
CUW35301
BDPL Nos. 3 & 4
Crossover/Isolation
Valves (Completed)
$27,600,158 $27,045,626 $27,045,626 -
CUW35302 Seismic Upgrade of BDPL
Nos. 3 & 4 (Completed) $66,792,849 $70,524,332 $70,524,332 - CUW36301 SCADA System - Phase II
(Completed) $36,098,999 $9,473,039 $9,473,039 -
CUW36801 BDPL Reliability Upgrade
/ Tunnel (Completed) $572,022,634 $272,364,089 $272,364,089 - CUW36802 BDPL Reliability Upgrade
– Pipeline (Completed) - $216,795,625 $216,795,625 -
CUW36803
BDPL Reliability Upgrade
- Relocation of BDPL
Nos. 1 & 2 (Completed)
- $3,046,981 $3,046,981 -
CUW38001 BDPL Nos. 3 & 4
Crossovers (Completed) $36,616,911 $29,913,049 $29,913,049 - CUW38901 SFPUC/EBMUD Intertie
(Completed) $8,598,851 $9,167,306 $9,167,306 -
18 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Project
Number Project Name
2005
Approved
Cost
Current
Approved Cost
1 June 2026
Forecasted
Cost
Cost Variance
CUW39301
BDPL No. 4 Condition
Assessment PCCP
Sections (Completed)
$2,000,000 $1,937,599 $1,937,599 -
CUWBDP0101 WSIP Closeout - Bay
Division (Completed) - $3,322,156 $3,322,156 -
Peninsula
Region
CUW35401
Lower Crystal Springs
Dam Improvements
(Completed)
$27,752,222 $34,860,072 $34,860,072 -
CUW35601
New Crystal Springs
Bypass Tunnel
(Completed)
$83,222,790 $81,435,610 $81,435,610 -
CUW35701
Adit Leak Repair -
Crystal
Springs/Calaveras
(Completed)
$3,748,452 $2,787,322 $2,787,322 -
CUW36101
Pulgas Balancing -
Inlet/Outlet Work
(Completed)
$1,667,532 $1,765,938 $1,765,938 -
CUW36102
Pulgas Balancing -
Discharge Channel
Modifications
(Completed)
$8,111,422 $2,910,007 $2,910,007 -
CUW36103
Pulgas Balancing -
Structural Rehabilitation
and Roof Replacement
(Completed)
$36,712,846 $20,227,447 $20,227,447 -
CUW36104
Pulgas Balancing -
Laguna Creek
Sedimentation
(Eliminated)
- $505,127 $505,127 -
CUW36105
Pulgas Balancing -
Modifications of the
Existing
Dechloramination
Facility (Completed)
- $5,391,353 $5,391,353 -
CUW36501 Cross Connection
Controls (Completed) $6,111,779 $3,948,727 $3,948,727 - CUW36601
HTWTP Short-Term
Improvements (Demo
Filters) (Completed)
$4,381,375 $3,067,903 $3,067,903 -
19 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Project
Number Project Name
2005
Approved
Cost
Current
Approved Cost
1 June 2026
Forecasted
Cost
Cost Variance
CUW36602
HTWTP Short-Term
Improvements -
Remaining Filters
(Combined with
CUW36603)
$16,079,372 $1,424,510 $1,424,510 -
CUW36603
HTWTP Short-Term
Improvements -
Coagulation &
Flocculation/ Remaining
Filters (Completed)
$9,741,617 $18,604,937 $18,604,937 -
CUW36701
HTWTP Long-Term
Improvements
(Completed)
$167,570,000 $273,894,602 $273,894,602 -
CUW36702
Peninsula Pipelines
Seismic Upgrade
(Completed)
- $38,779,772 $38,779,772 -
CUW36901
Capuchino Valve Lot
Improvements
(Completed)
$3,573,782 $2,803,153 $2,803,153 -
CUW37101
Crystal Springs/San
Andreas Transmission
Upgrade (Completed)
$148,582,655 $189,649,573 $189,649,573 -
CUW37801
Crystal Springs Pipeline
No. 2 Replacement
(Completed)
$93,926,000 $56,070,509 $56,070,509 -
CUW37901
San Andreas Pipeline
No. 3 Installation
(Completed)
$42,029,941 $27,519,716 $27,519,716 -
CUW39101
Baden and San Pedro
Valve Lots
Improvements
(Completed)
$47,319,999 $24,993,478 $24,993,478 -
CUWPWI0101 WSIP Closeout –
Peninsula (Completed) - $13,560,086 $13,556,312 $3,774
San Francisco
Regional
Region
CUW30103 Regional Groundwater
Storage and Recovery $39,233,443 $158,350,433 $158,350,433 - 20 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Project
Number Project Name
2005
Approved
Cost
Current
Approved Cost
1 June 2026
Forecasted
Cost
Cost Variance
CUW35801 Sunset Reservoir - North
Basin (Completed) $61,975,999 $64,270,725 $64,270,725 - CUW37201
University Mound
Reservoir - North Basin
(Completed)
$102,882,610 $43,266,312 $43,266,312 -
Support
Projects
CUW36302 System Security
Upgrades (Completed) - $14,397,894 $14,397,894 -
CUW38801 Programmatic EIR
(Completed) $9,271,001 $10,734,567 $10,734,567 -
CUW38802 Bioregional Habitat
Restoration - $93,341,983 $93,341,983 -
CUW38803
Vegetation Restoration
of WSIP Construction
Sites (Completed)
- $2,111,546 $2,111,546 -
CUW38804 Long Term Mitigation
Endowment $12,000,000 $12,000,000 -
CUW39201 Program Management
Project $52,076,000 $121,642,048 $122,025,847 ($383,799) CUW39401
Watershed
Environmental
Improvement Program
(Completed)
$20,000,000 $20,079,150 $20,079,150 -
21 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
6.0 ACHIEVEMENTS AND CHALLENGES
WSIP implementation is organized geographically to make program delivery more manageable and to take into account project adjacency issues. This section highlights the achievements and challenges of the Program’s five regional teams.
6.1 San Joaquin Region
The status of all regional projects in the San Joaquin Region as of the end of FY 2025-26 is summarized in Table 6-1.
Table 6-1: Status of San Joaquin Regional Projects as of June 30, 2026 Project/Contract Name Status
Lawrence Livermore Water Quality Improvement Completed
SJPL System – Crossovers Completed
SJPL System - Western Segment Completed
SJPL System - Eastern Segment Completed
Rehabilitation of Existing SJPLs - Roselle Completed
Tesla Treatment Facility Completed
Tesla Portal Protection Completed
WSIP Closeout - San Joaquin Completed
All of the San Joaquin Region’s eight projects were completed in prior reporting periods. 22 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
6.2 Sunol Valley Region
The status of all regional projects in the Sunol Valley Region as of the end of FY 2025 -26 is summarized in Table 6-2.
Table 6-2: Status of Sunol Valley Regional Projects as of June 30, 2026 Project/Contract Name Status
Alameda Creek Recapture Project Planning
Standby Power Facilities - Various Locations Completed
New Irvington Tunnel Completed
Alameda Siphon #4 Completed
Pipeline Repair & Readiness Improvements Completed
Calaveras Dam Replacement Completed
Calaveras Reservoir Upgrades Completed
San Antonio Backup Pipeline Completed
SVWTP Expansion & Treated Water Reservoir Completed
San Antonio Pump Station Upgrade Completed
WSIP Closeout - Sunol Valley Completed
As of June 30, 2026, 10 projects have been completed and one project was in planning.
Alameda Creek Recapture Project
Achievements
The project includes two phases: Phase A: WD -2825R Alameda Creek Recapture Project construction contract was terminated and closed out. The project Closeout Document and Dossier were completed. Phase B: the project team evaluated multiple facility alternatives and developed a draft Alternative Analysis Report. The project team provided comments to the quarry operator on the erosion repair plan for the pond banks.
Challenges
Future challenges as the project requirements are better defined will be identified and tracked. Any potential future changes to project scope, schedule or budget will be appropriately forecasted, publicly noticed, and brought to the Commission for approval, and any additional budget requirements will be requested in a future SFPUC 10-Year Capital Plan budget process. 23 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
6.3 Bay Division Region
The status of all regional projects in the Bay Division Region as of the end of FY2025 -26 is summarized in Table 6-3.
Table 6-3: Status of Bay Division Regional Projects as of June 30, 2026 Project/Contract Name Status
BDPL Nos. 3 & 4 Crossover/Isolation Valves Completed
Seismic Upgrade of BDPL Nos. 3 & 4 Completed
SCADA System - Phase II Completed
BDPL Reliability Upgrade – Tunnel (Bay Tunnel) Completed BDPL Reliability Upgrade - Pipeline Completed
BDPL Reliability Upgrade - Relocation of BDPL Nos. 1 &
2 Completed
BDPL Nos. 3 & 4 Crossovers Completed
SFPUC/EBMUD Intertie Completed
BDPL No. 4 Condition Assessment PCCP Sections Completed BDPL Nos. 3 & 4 Crossover/Isolation Valves Completed
WSIP Closeout - Bay Division Completed
All of the Bay Division Region’s 11 projects were completed in previous reporting periods. 24 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
6.4 Peninsula Region
The status of all regional projects in the Peninsula as of the end of FY2025-26 is summarized in Table 6-4.
Table 6-4: Status of Peninsula Regional Projects as of June 30, 2026 Project/Contract Name Status
Lower Crystal Springs Dam Improvements Completed
New Crystal Springs Bypass Tunnel Completed
Adit Leak Repair - Crystal Springs/Calaveras Completed
Pulgas Balancing - Inlet/Outlet Work Completed
Pulgas Balancing - Discharge Channel Modifications Completed Pulgas Balancing - Structural Rehabilitation and Roof
Replacement Completed
Pulgas Balancing - Modifications of the Existing
Dechloramination Facility Completed
Cross Connection Controls Completed
HTWTP Short-Term Improvements - Demo Filters Completed
HTWTP Short-Term Improvements - Coagulation &
Flocculation/ Remaining Filters Completed
HTWTP Long-Term Improvements Completed
Peninsula Pipelines Seismic Upgrade (Phases 1 / 2 /
3) Completed
Capuchino Valve Lot Improvements Completed
Crystal Springs/San Andreas Transmission Upgrade Completed Crystal Springs Pipeline No. 2 Replacement Completed
San Andreas Pipeline No. 3 Installation Completed
Baden and San Pedro Valve Lots Improvements Completed
WSIP Closeout – Peninsula Region Completed
All of the Peninsula Region’s 18 projects were completed in previous reporting periods.
25 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
6.5 San Francisco (Regional) Region
The status of all regional projects in the San Francisco Region as of the end of FY 2025-26 is summarized in Table 6-5.
Table 6-5: Status of San Francisco Regional Projects as of June 30, 2026 Project/Contract Name Status
Regional Groundwater Storage & Recovery
(A) Phase 1 Test Wells: Completed
(B) Phase 1 Construction: Completed
(C) Phase 2A: Construction: 100%
complete1
(D) Phase 2B: Construction: 50% complete
Sunset Reservoir - North Basin Completed
University Mound Reservoir - North Basin Completed
1. Status of construction percentage complete is based on original contract cost plus approved cost change orders.
As of June 30, 2026, only one of the three San Francisco Regional projects is still active, the Regional Groundwater Storage and Recovery Project, which includes four construction contracts.
The first and second were completed in an earlier reporting period; the third achieved Final Completion this reporting period and closeout is continuing; the fourth is in construction as all encroachment permits, easements and access agreements are in place.
Regional Groundwater Storage and Recovery
Achievements
The remaining project, Regional Groundwater Storage and Recovery, is split into two phases, and as noted above, four construction contracts, identified under this project as Contracts A, B, C, and D. Contract A of Phase 1, to build test wells, was completed in a previous reporting period. For Phase 1 Contract B, to build 13 production wells and treatment facilities, construction was completed in a previous reporting period. The remaining work under Phase 1 includes providing power to a remote analyzer for the Treasure Island Well Station and installing fencing and gates at several well stations. For the Treasure Island Well Station remote analyzer, a new easement is needed for PG&E to provide power, but the property owner where the easement is needed has been uncooperative and negotiations are continuing. Construction of some miscellaneous fencing/gate work through a Job Order Contract (JOC) task order (TO) has been completed and design for remaining miscellaneous fencing/gate work has been completed and a new JOC TO is being initiated.
For Phase 2A (Contract C), Final Completion was achieved this reporting period, but during testing of the flowmeter that was repaired and reinstalled by the contractor, it was discovered that the flowmeter may not provide the necessary accuracy. The project team is working with a consultant to design a new replacement flowmeter to be installed through a separate JOC TO.
For Phase 2B (Contract D), all easements, encroachment permits, and access agreements were procured, and construction is in progress. For the Linear Park Well and Treatment Facility, a draft 100% design for the raw water ammonia removal system was completed and being routed for review. This ammonia treatment work will be completed through a change order to this construction contract.
26 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Challenges
For Phase 2A (Contract C) WD -2878A, a new flowmeter is being designed and will be installed through a JOC TO. Construction to replace the flowmeter may not be completed until next year.
For Phase 2B (Contract D), a proposed PG&E interrupter switch vault that is required for electrical service for the well station was found to be in conflict with the Sunset Supply Pipeline, which PG&E required a redesign of the interrupter switch location and distribution conduits. This will delay construction completion, and the duration of the delay may not be fully known until PG&E completes their design in late 2026.
27 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
7.0 RISK MANAGEMENT
7.1 WSIP Risk Management Protocol
Risk registers for a project’s construction contract are developed with the project team, comprised of the project construction manager, operations analyst, project engineer, QA inspector, communications/public outreach personnel, environmental personnel, safety personnel, and scheduler. These individuals identify the specific risks to the project, and then meet with the risk analyst/risk manager in order to provide a qualitative assessment of all risks, propose mitigation methods to prevent risks from becoming realized, and address the potential impacts from the risks should they materialize. Once the qualitative assessment of the risk register is completed, a smaller team, consisting of the project manager, project engineer, and project construction manager, reviews each individual risk thoroughly in order to identify the probability of occurrence along with the probable cost and schedule impacts. Once the risk register has been finalized with these values, meetings to update the risk register occur between the project construction manager, project manager, and risk analyst on a monthly basis.
As it would generally be overly conservative to plan for 100% of future potential risks, the SFPUC has elected to use the “80% confidence level” as a relatively conservative estimate of future cost risk for the WSIP. Namely, the “80% confidence level” represents the amount of cost for which one can be 80% confident that future cost risk will not exceed this level. The “80% confidence level” is determined with the use of the Active Risk Manager (ARM) software in which the software takes the identified project/program risks and performs a Monte Carlo simulation. This takes the likelihood of each risk along with the minimum, most likely, and maximum cost of each risk and performs 1000 iterations of the risk calculation to produce probable cost impact of the risks for the project. This probable cost impact can be expressed in terms of confidence level (confidence level vs. probable cost curve).
7.2 Status of Risk to Active Construction Projects
During FY 2025 -26, the WSIP team continued to implement and refine its Risk Management Program. A total of eight construction risks became inactive during the reporting period. All three remaining risks for the Regional Groundwater Storage and Recovery Project - Phase 2A expired in July 2025, and five risks for the Regional Groundwater Storage and Recovery Project - Phase 2B were no longer active by November 2025.
As of June 30, 2026, seven construction risks were included in the Phase 2B reporting, including six open risks and one mitigated risk. This brought the total number of active construction risk registers and the total number of individual risks managed through ARM and included in this report as of the end of the reporting period to one and seven, respectively.
Whenever new risk registers are developed, cost impact estimates are prepared to quantify each risk. Risk assessment workshops are held with the project teams responsible to update and track the risk registers. Table 7 -1 summarizes the WSIP’s active construction risk registers loaded into the ARM software application as of the end of the reporting period. 28 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Table 7-1: Summary of Active Construction Risk Registers as of June 30, 2026 Construction Contract1 Date2 Number
of Risks3
Risk Value
($M)4
Regional Groundwater Storage and Recovery Phase 2B Oct-24 7 0.3 Cumulative active risks at 80% confidence level 7 0.3
1. Excludes WSIP Local Region, Bioregional Habitat Restoration, and Security contracts.
2. Date when construction risk register was first created and loaded in ARM.
3. Number of individual risks recorded in register as of June 30, 2026.
4. Total value of all risks at 80% confidence level as of June 30, 2026.
Figure 7 -1 shows that the reporting period began with cumulative risk exposure at the 80% confidence level of approximately $0.4M in July 2025, down from $0.5M in June 2025 due to the expiration of all remaining risks for the Regional Groundwater Storage and Recovery Project - Phase 2A. Risk exposure remained at approximately $0.4M through October 2025. In November 2025, risk exposure decreased to $0.3M after two Phase 2B risks were no longer active, including the risk related to acquiring permits. This decrease was partially offset by an increase in the probability and estimated cost of PG&E startup delays. Risk exposure remained at approximately $0.3M through May 2026. In June 2026, it decreased slightly from $303K to $295K due to a reduction in the probability of encountering unknown utilities from 30% to 10%. The reporting period ended with cumulative risk exposure at the 80% confidence level of approximately $0.3M.
Figure 7-1: WSIP 80% Confidence Level Construction Risks for FY 2025-26
29 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) The WSIP Risk Management System ranks construction contract risks based on a combination of the likelihood of occurrence and the potential cost impact to the SFPUC should they occur. Table 7-2 provides a description of the program’s 10 largest risks.
Mitigation plans are developed for each risk identified in the risk register for active construction projects. Mitigation plans may change over the life of the risk until the risk is closed due to not having occurred. Action items derived from the risk mitigation plans are individually assigned to construction management (CM) team members and tracked in the ARM software through completion.
All seven of the current top risks for active WSIP construction contracts, based on likelihood of occurrence and potential cost impact, belong to the Regional Groundwater Storage and Recovery Project - Phase 2B. The current highest risk relates to PG&E startup delays. The second highest risk relates to scope changes. The third highest risk pertains to unexpected challenges during startup and testing. Table 7 -2 below lists the top seven risks along with their cost impacts and mitigation strategies.
30 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26) Table 7-2: Top 10 WSIP Risks as of June 30, 2026
Project Risk Description Occurrence
Probability
Risk Value1
($K) Mitigation
Regional Groundwater
Storage and Recovery
Phase 2B
PG&E Startup Delays 75% 100 Consider bringing a
generator.
Regional Groundwater
Storage and Recovery
Phase 2B
Scope changes 70% 75
Acquire earlier
direction from WE
and management.
Regional Groundwater
Storage and Recovery
Phase 2B
Unexpected challenges
during startup and testing 70% 60 Start the startup and testing plan early.
Regional Groundwater
Storage and Recovery
Phase 2B
Cal Water not ready to
accept equipment to
operate and maintain
upon turnover
30% 40
Coordinate with Cal
Water regarding staff
augmentation or a
service contract.
Regional Groundwater
Storage and Recovery
Phase 2B
Security issues resulting
in vandalism and/or loss
of stored equipment
30% 50 Contractor to secure
equipment.
Regional Groundwater
Storage and Recovery
Phase 2B
Possible delays in delivery
of critical equipment due
to supply chain issues
25% 50
Obtain early
submission from the
contractor for long
lead items.
Regional Groundwater
Storage and Recovery
Phase 2B
Encountering unknown
utilities 10% 40 Early potholing.
1. Most likely cost of each risk. The lowest and highest costs of each risk are also recorded in ARM
31 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
8.0 PROGRAM DELIVERY STRATEGY FOR CLOSEOUT PHASE
At 99.3 percent completion as of June 30, 2026 and with 41 of 43 regional WSIP projects with specific Level of Service (LOS) goals and objectives currently in service, the overall WSIP is in the Closeout Phase. Nevertheless, there are still two active projects with potential current or future risks that, should these risks be realized, could have a negative schedule and/or budget impact to the program. Therefore, it is essential to continue to implement the best practices that have helped to make the WSIP successful to date, and to continue to look for opportunities to become increasingly efficient as the SFPUC strives towards bringing the WSIP to successful completion.
8.1 Plan to Ensure Ongoing and Increasing Cost-Efficient Practices As has been the practice since the program was established, the WSIP Director will continue to meet with project teams on a rotation at least quarterly in order to review status of every project. As a result of these meetings, staffing adjustments are made in real time to ensure project teams work within the existing budgets, and where appropriate, budget forecasts and resources are adjusted as necessary to help ensure successful completion of every project. Staffing levels will continue to be tracked, and appropriate staff adjustments made accordingly to ensure staffing levels stay within the remaining available budget.
In addition, industry best practice Construction Management (CM) Business Processes and Procedures continue to be implemented to ensure the available funds are used efficiently and effectively, with emphasis on identification of cost savings wherever possible. The primary features of the best practice processes and procedures that facilitate monitoring and control of WSIP construction are summarized below.
• Change Management - All Owner-requested changes require approval by a Change Control Board, with final approval by the WSIP Director. All changes are required to support Level of Service (LOS) goals and objectives, and independent cost estimates are required for large changes in advance of contractor pricing.
• Trends Management - Project Teams are required to re-assess trend values monthly to ensure accurate cost forecasting. Trends are also audited by the Program CM Management Team and discussed and reviewed monthly with the WSIP Director. • Risk Management - SFPUC continues to proactively monitor and manage construction risk on all active projects. Risk registers are updated monthly by each Project Team, and thorough review and discussion of the Risk Register is periodically conducted by the Program CM Management Team. Discussion includes review of mitigation measures as well as probabilities and potential impacts (cost and time) to reflect up-to-date overall project risk exposure.
• Schedule Management – SFPUC continues to aggressively apply strong schedule control on construction activities and continuously evaluate contractor schedules to ensure approved milestones are met. Project schedule forecasts are reported every month and reviewed and discussed with the Program CM Management Team. Mitigation measures are applied to delays incurred beyond the contractor's contract due to unforeseen conditions . Schedule recoveries are enforced by the Project Teams.
• Quarterly Proj ect Review Meetings – Quarterly review meetings are conducted with the WSIP Director to review overall project budget & s chedule forecasts as measured against the approved baseline.
32 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
8.2 Adequacy of Current Approved Schedules and Budget Contingencies The schedule forecasts presented in this report show that the two remaining construction projects in the program are forecast to be complete by the current approved program completion date of June 30, 2032. As discussed in Section 7 of this report, the program -level risk analysis shows that the remaining program risk exposure at the “80 confidence level” is $0.3 million for active construction contracts as of June 30, 2026.
The remaining forecast construction contingency as of June 30, 2026 is $0.04 million after all current trends have been considered. In addition, the current forecast WSIP Director’s Reserve Fund is $12.9 million. Therefore, a total of approximately $12.9 million is available to fund future risks, including both construction risks and unforeseen soft (non-construction) costs. 33 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
9.0 STATUS OF AB 1823 PROJECTS
The status of the 10 projects identified in Assembly Bill (AB) 1823 is summarized in Table 9 -1. As of June 30, 2026, all 10 projects have been completed.
Table 9-1: Status of AB 1823 Projects as of June 30, 2026 Project Name Status
New Irvington Tunnel Completed
Alameda Siphon #4 Completed
Calaveras Dam Replacement Completed
BDPL Nos. 3 & 4 Crossover/ Isolation Valves Completed
Seismic Upgrade of BDPL Nos. 3 & 4 Completed
BDPL Reliability Upgrade – Tunnel (Bay Tunnel) Completed BDPL Reliability Upgrade - Pipeline Completed
BDPL Nos. 3 & 4 Crossovers Completed
New Crystal Springs Bypass Tunnel Completed
Crystal Springs/San Andreas Transmission
Upgrade Completed
It should be noted that the original list of projects in AB 1823 includes the BDPL Nos. 1 & 2 - Repair of Caissons/Pipe Bridge Project. That project was removed from the WSIP following completion of a facilities condition assessment that led to the addition of a fifth conduit parallel to BDPL Nos. 1 & 2 to the SFPUC capital program. The conduit, referred to as BDPL No. 5, was completed as part of the BDPL Reliability Upgrade - Tunnel and BDPL Reliability Upgrade - Pipeline projects.
Half of the ten projects listed in AB 1823 contributed to the construction of a new seismically designed lifeline that carries water from the Sunol Valley in the East Bay to the mid -Peninsula.
That lifeline involves six segments contracted out separately that have all achieved substantial construction completion in past reporting periods and are in service: Alameda Siphon #4, New Irvington Tunnel, BDPL Reliability Upgrade (East Bay Reaches), BDPL Reliability Upgrade – Tunnel (Bay Tunnel), BDPL Reliability Upgrade (Peninsula Reaches) and New Crystal Springs Bypass Tunnel.
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35 WSIP Annual Report | FY2025-2026 (07/01/25–06/30/26)
APPENDIX A
WSIP Quarterly Report
Regional Projects (Q4/FY 2025-2026)
Report available on the SFPUC Website at the following address:
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