Current Contracts, Experience and References
Organizationally Archlt8ct8d to Solely Serw Evolving Public Sector Needs City of Newport Beach
RFP No. 24-40: Parks and Restroom Security Services
l..uke Mason
Facilities Maint. Supervisor -Public Works Department
Phone 949~3067
Email: [email protected]
County of Placer
Contract No. 20152
ctu1a Hazan
Staff Services Manager - Office of the Director
Phone: (530)537-7715
Email: [email protected]
califomia Department of Transportation (carrtans)
Contract No. 04A6946 - District 4 Caltrans HQ
Adrienn Huffman
Staff Services Manager I, Administration
Security, Building Safety and Fleet
Phone: (510) 29()-7173
Email: [email protected]
1(-) 833-2844
www.~.com Page 413 of 760
Past Perfonnance - An Organization Designed to Exclusively Serve the Public Sector Global Insights, Local Presence.
1"ranafanlble Skills from Projects of paraleiiiCOP8(a):
state of CeDromla Department ofTrauepmallon (C811rana- CADOT) Total Contract Awards: 1 Caltrans District 4 HQ and CHP Dispatch Center Building City of Newport Beach Total Contracts/Awards: 1
Department of Public Works and City Manager: Citywide Patrol for 34 Facil~ies County of Plllcer Total Contracts/Awards: 4
Department of Health and Human Services: County Office Security Guard Services County Behavioral Crisis Center: Unarmed Security Guard Services Department of Child Support Services: Armed Security Guard Services County Public Works Parks and Grounds Division
County of San BemaldQ) Total Contracts/Awards: 2
County of San Bernardino Government OffiCe: Unarmed Security Services HACSB: Patrol Services of Various County Owned S~es
Housing Authority: Unarmed Security Guard Services
County of s.nta Clara Total Contracts/Awards: 3
Santa Clara County: County Offices. Unarmed and On-call Security Services SCCHA: Unarmed and On-Call Security Patrol Services for 38 Countywide S~es Tangible TNck Record:
"Being awarded multiple contracts w~hin
the same pubWc agencies is a metric that I
am extremely fond of as a Founder
because il is a clear indicator of our Quality
assurance, service delivery, collaborative
communication, adherence to contract
terms and above all else the efficiency to
earn the trust of the City's, County's, states
and Agencies that we serve towards
continued growth, Strengthening our
working partnerships. •
- Megan Zadda,
Founder and CEO
SafeRock's extensive experience in managing parallel projects of a similar scope demonstrates our capacity, compliance and service quality while pos~ioning us to seamlessly service all aspects of the current project with efficiency and expertise. With City, County, Agency and Federal contracting experience across multiple states, we have successfully executed multiple large-scale security operations across diverse environments, including government facilities, public spaces. and high-traffic urban areas, which share many of the same challenges and requirements as this project. Our proven ability to deploy well-trained personnel, implement advanced security technologies, and maintain rigorous compliance with safety and regulatory standards across these projects ensures that SafeRock is fully equipped to meet the unique demands of this contract. By leveraging our deep operational knowledge and robust infrastructure developed through these parallel engagements, SafeRock can guarantee a smooth transition, consistent service delivery, and the highest levels of safety and security for all sites under this agreement.
Our contract with the County of Placer serves as a testament to SafeRock Security's collaborative capabilities in delivering comprehensive security services to complex and sensitive environments. Through this partnership, we have effectively managed security operations for the Department of Health & Human Services. including high-stakes posts at behavioral and mental health crisis centers. Our team has demonstrated a deep understanding of the unique challenges these facilities present, particularly in managing volatile situations with professionalism and care. Additionally, we have provided armed security services at County offices and the Department of Child Support Services, ensuring the safety of both staff and visitors in potentially high-risk environments. This experience highlights our ability to work closely with government agencies. tailoring our approach to meet the specific needs of each department while maintaining the highest standards of security and customer service.
SafeRock's contract with the City of Newport Beach, where we provide overnight patrol services for 34 key areas of interest (including locking, clearing and unlocking of all city parks and public restrooms), exemplifies SafeRock Security's intricate attention to detail and our ability to manage complex, large-scale operations. This contract includes the patrolling of government offices, critical infrastructure, parks. and beaches, as well as the precise locking and unlocking of various sites throughout the city. Our commitment to adhering to a patrol schedule without interruption over 365 days per year underscores our dedication to maintaining a secure and orderly environment for the community. By ensuring that every site is monitored and secured according to strict timelines, we demonstrate our ability to handle a high volume of responsibilities with consistency and reliability, providing peace of mind to the City of Newport Beach and its residents.
SafeRock's Contract with the County of San Elemardlno, encompassing security services for County offices, Head Start school facHities, vacant lots, maintenance lots. and housing developments, highlights SafeRock Security's ability to implement an evolving and effective transient intervention protocol alongside our other responsibilities. In these diverse environments, we have developed and executed strategies that address the unique challenges posed by transient populations. ensuring safety and security while respecting the rights and dignity of all individuals
SafeRock's agile operational approach is both proactive and adaptive, allowing us to respond to shifting circumstances and needs across multiple sites. By integrating this specialized protocol with our broader security duties-ranging from protecting educational facilities to safeguarding critical infrastructure-we consistently deliver comprehensive and responsive security solutions that meet the County's high standards and contribute to the well-being of the communities we serve. 1(888) 833-2844
www.~.com Page 414 of 760
Past Perfonnance .. An Organization Designed to Exclusively Serve the Public Sector Global Insights, Local Presence.
Case Study: SafeRodc Securtty-8 Proven Excellence In L.arge-Sc:ale Securtly Management- Callrana Dlstrtct 4, Oakland Bac:kground
SafeRock Security was contracted by Caltrans District 4 in Oakland to provide comprehensive security services for their 15-story headquarters. This facility, a critical hub for transportation operations in California, required heightened protection to ensure the safety of employees, visitors, and valuable infrastructure. The deployment involved a team of 12 highly trained security officers, tasked with delivering robust security solutions for a dynamic and high-risk urban environment.
This case study demonstrates SafeRock's capability to manage large-scale operations, illustrating that we can seamlessly adapt and expand to service a project double the scope, within the same public transportation sector in California.
Scope of SeMces Provided
The Caltrans District 4 headquarters presented a challenging operational environment, characterized by high foot traffic, multiple access points, and sensitive government operations. To meet the client's needs, SafeRock implemented a comprehensive security strategy covering the following key aspects:
2417 Coverage:
Our officers worked in shifts to maintain uninterrupted surveillance and support, ensuring round-the-clock coverage for all building areas.
Access Control:
The team managed entry and exit points with electronic verification systems, preventing unauthorized access and mitigating potential threats.
Roving Patrols:
Officers conducted proactive roving patrols across all 15 floors, including parking facilities. ensuring the safety of employees and securing valuable assets.
Incident Management:
SafeRock's officers were equipped and trained to respond to emergencies, including medical incidents, trespassing, and building evacuations, demonstrating their readiness to manage high-stakes scenarios.
Integrated Technology:
We leveraged cutting-edge surveillance technology, Including At-enabled cameras and a centralized command system, enabling real-time communication and incident reporting.
Stakeholder Communication:
The team ensured consistent communication with Caltrans management, providing daily incident reports and maintaining alignment on all operational goals.
Kay Outcames • The success of this deployment underscores SafeRock's ability to manage complex projects while exceeding client expectations. · Seamless Transition Plan Execution; SafeRock successfully implemented a problem-free transition plan on short notice, ensuring uninterrupted security operations. The transition met Caltrans District 4's objectives and was virtually error-free, reflecting our ability to mobilize quickly and efficiently.
• Incident Reduction ~ There was a noticeable reduction in security incidents within the onset of service, highlighting the effectiveness of our proactive approach to safety.
• Operational Efficiency: Streamlined access control and patrol protocols enhanced building security without disrupting daily operations, ensuring a smooth integration of our services.
· Client Satisfaction: Caltrans District 4 leadership provided positive feedback, commending SafeRock's professionalism, adaptability, and proactive approach to problem-solving.
• Th1s exemplary performance demonstrates SafeRock's readiness to deliver similarly high-quality results for projects of greater scope and complexity. such as the Golden Empire Transit District.
Conclusion
SafeRock Security's proven performance with Caltrans District 4 highlights our capacity to manage and scale services for public transportation facilities with complex needs. Our success in Oakland reflects our ability to protect assets, ensure safety, and deliver operational excellence for projects of any size within the same sector.
By choosing SafeRock. the City will benefit from a security partner with a track record of exceeding expectations, supported by a team dedicated to community-centric and problem-solving security 1(888) ~2844
www.WeRockSeaJrtty.com Page 415 of 760
SafeRock Modern security, Shapins the Future. City of Covina - Citywide Security Services Proposal Per RFP Section 4 (Proposal Content- Organizational Chart) and Section 5.4 (Contractor Personnel), the following key personnel will be assigned to the Covina contract. The Project Manager, Operations Manager, and CEO are not dedicated solely to Covina; the on-site Lead Security Officer is dedicated to the Metrolink post.
Megan Zadda - Chief Executive Officer
Contractual Authority & Point of Contact for Contract Execution Megan Zadda is authorized to negotiate and execute the resulting Professional Services Agreement on behalf of SafeRock Security, Inc., per RFP Section 4 (Cover Letter requirement). Megan brings over three generations of family security-industry experience and previously served as Chief Compliance Officer for one of the nation's largest contract security firms, where she led the company's expansion from a single-state license to nationwide operations. She holds the active CA BSIS PPO License No. 121921, CA BSIS Security Guard License No. 6643818, and Oregon Security Company License No. 117222.
Allen Shams- Director of Government Services I Operations Manager Operational Point of Contact for Covina
Allen will own the day-to-day operational interface with Valerie Cortez (City Representative) and the Public Works Transportation Division. He will lead Phase I post-order drafting, scheduling, supervisor assignment, and KPI reporting for the Covina contract. Allen will be available by phone or email within two (2) hours during business hours and four (4) hours after-hours per RFP requirements.
Dalton Leach II - Lead Site Supervisor (Roving) for Covina Field Supervisor Per RFP Section 5.4
Dalton will serve as the on-call field supervisor with full authority to respond on-site to any Covina location - Metrolink Station, Civic Center Structure, or any of the six parks- within one (1) hour of notification per RFP Section 5.3. He will conduct pre-shift briefings, daily field audits, and weekly report reviews for every Covina officer. Minimum 3+ years of California public-sector security supervisory experience. BSIS Guard Card, First Aid, and CPR certified. Will complete the four-hour commuter rail safety/security training required under Section 5.9 prior to Day One.
Dallas Vallejo - Law Enforcement Liaison I Emergency Response Oversight Dallas serves as SafeRock's law Enforcement liaison and is concurrently a sworn Community Services Officer with the City of South Gate. In the Covina role he will coordinate as needed with the Covina Police Department and the Los Angeles County Sheriff's Department per RFP Section 5.2(2), including any joint emergency drills described in Section 5.20.
SafeRock Security. Inc · CAPPO #121921 · 1 (888) 833·2844 • www SafeRockSecurity.com • Page 11
SafeRock Modern Security, Shaping the Future City of Covina - Citywide Security Services Propos a I Maria Cole Walsh - Quality Assurance and Reporting Lead Maria oversees SafeRock's monthly progress-report workflow, including the daily-activity-log compilation and the park-restroom-locking report generation required under Sections 5.15 and 5.17. Maria's team is responsible for producing the report packet that accompanies each four-week invoice per Section 5.23.
Workload and Availability Statement
Megan Zadda (CEO), Allen Shams (Operations), and Dalton leach II (lead Supervisor) collectively have committed capacity available to dedicate to the Covina contract from contract award through service commencement on July 1, 2026, and through the full five-year term. The on-site Metrolink officer will be assigned full-time to the Covina post (not rotating across other client sites) to satisfy the workforce-continuity requirement under RFP Section 5.21. Detailed weekly workload allocations are available on request.
SafeRock Security,lnc. • CAPPO #121921 · 1 (888) 833-2844 • www.SafeRockSecurity.com • Page 12
Megan
Zadda
Founder and CEO
SUMMARY
Megan Zadda embodies over 3 generations of inherited security industry expertise from her family's longstanding legacy in the field. As an insightful leader. her strategic thinking and unwavering commitment to innovation propel SafeRock's mission forward. Megan's unparalleled expertise in the security industry is underpinned by her hands-on experience, having worked in virtually every position within the field. Her journey through various roles has afforded her a comprehensive understanding of the industry's intricacies, operations, and challenges. From ground-level positions to executive roles, Megan has acquired invaluable insights. Most notably, prior to founding SafeRock, she held the position of Chief Compliance Officer for one of the nation's largest Security Firms, spearheading the strategic expansion of the organization from a single-state license to a nationwide rollout.
EXPERIENCE
SafeRock
Founder and CEO
Megan's core mission at SafeRock is guided by the intention of representing the convergence of tradition, innovation, and necessity, filling a vital gap in the evolving security sector and emerging as a beacon of transformation in the security services landscape. Megan, a second-generation security executive whose family legacy boasts over 30 years of deep-rooted industry expertise.
• Extensive experience in security consulting, technology integration, and sustainability advocacy.
• leveraging hands-on experience to informed strategic decision-making, fostering a holistic approach to security solutions.
• lead and inspired teams to achieve excellence, fostering a culture of innovation and continuous improvement.
• Developing effective communication strategies to convey compTex security concepts to diverse stakeholders.
• Maintained strong relationships with clients, regulatory bodies, and industry partners. • Tracking measurable results in enhancing organizational efficiency, security protocols, and overall performance.
Good Guard Security Services, Inc.
Chief Compliance Offtcer
• Served as the Chief Compliance Officer for one of the nation's largest Security Firms. • Presided over the strategic expansion of the organization from a singl~state license to a nationwide rollout.
• Governed Good Guard's compliance and licensing division through a period of significant transformation.
• Demonstrated exceptional skills in organizational growth and market penetration. • Oversaw compliance efforts in alignment with industry regulations, ensuring adherence to legal standards.
• Strengthened the company's brand and market presence through targeted marketing and strategic partnerships.
• Collaborated with cross-functional teams to drive alignment, operational excellence, and customer satisfaction.
Key Personnel - Contract Management Team
1(888) 833-2844
www.Saf8RoclcSecurl.com
MeganZadda
Chief Execu11ve Oftlcer (CEO) • Contraclual Point of Contact Megan Zadda, as CEO of SafeRock, will serve as the key administrative point of contact for all contractual obligations associated with this contract. Her role includes overseeing the strategic direction and ensuring that the contract aligns with SafeRock's mission of transforming security through innovation. Megan will manage the administrative side of the contract, ensuring smooth transitions, handling client communications, and maintaining compliance with all contractual requirements.
Allen Shams
Dlreclor of Government Services· Operations Manager
Allen Shams will be the operational point of contact for this contract, responsible for overseeing the implementation and ongoing operations. He will architect the initial security operations framework, working closely with the contracting body to ensure that all processes meet their standards. Allen will support regional managers, ensuring that SafeRock's high standards are upheld with full adherence to contract terms.
Dalton Leach II
Lead Securtly Guard
Dalton Leach II will be on the front lines as the direct supervisor for the designated site. Dalton will ensure that all Security Officers adhere to established protocols and maintain high-performance standards. He will address any on-site issues in real-time, ensuring that the security operations run smoothly and effectively at the ground level.
Dallas Vallejo
Law Enfon:ement Liaison I Emergency Reeponse Oversight
emergency response oversight, and law enforcement integration. Currently serving as a Community Services Officer for the City of South Gate and a full-time Law Enforcement Liaison and Emergency Response Manager for SafeRock, Inc.
Marta Cole W8lsh
Dispatch AnaJyst
Innovative and adaptive operations leader with 10+ years of experience building and leading effective strategies for complex project success within a variety of industries and organizations. Skilled in formulating project budgets, schedules, status updates, and documentation. Identifies and mitigates risks with the potential to impact deliverables.
SafeRock Modern Security, Shaping the Future. City of Covina Citywide Security Services Proposal This Work Plan is organized to map directly to RFP Section 5 (Scope of Services). Each subsection below corresponds to the equivalent RFP subsection so that the City can audit our approach against its own scope document.
Site A - Covina Metrolink Station Parking Complex
Staffing Model (Per RFP §§ 2, 5.4, 5.16)
One (1) unarmed, uniformed Licensed Security Officer (LSO} on duty per shift, scheduled exactly to the Plan A I Plan 8 I Plan C rotation defined in RFP Section 5.16- 104 hours per week, seven days per week, excluding the six listed Metrolink holidays (New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, Christmas Day). The five-week rotation pattern in the RFP table will be implemented as written, with no deviation.
Officer Posture and Customer-Service Behavior
The RFP makes clear that the Metrolink guard is more than a deterrent - the guard is the first face of the City and the Metrolink system for commuters. Section 2 requires that officers serve as transportation ambassadors, be trained to answer basic transportation questions, and be on foot patrol at the platform for every train arrival and departure. Section 2 also sets an explicit benchmark: at least 75% of shift time on patrol of the lot or visible on the platform, not inside the guard shack.
SafeRock builds the daily activity log around that 75% benchmark. Each officer's log will document, by time block, whether the officer was: (a) on platform during a scheduled train arrival or departure, (b) on foot patrol of the East lot or the West parking structure, or (c) inside the guard shack. The monthly progress report submitted under Section 5.15 will summarize these allocations so the City can verify compliance at a glance.
Specific Daily Duties
• On platform for the arrival and departure of every train during the shift, in uniform, visible and approachable.
• Foot patrol of the surface lot (East, 600 N. Citrus Ave) and the multi-level parking structure (West, 559 N.
Citrus Ave) between train events.
• Familiarity with Metrolink train schedules, ticket vending machine operations, the Covina Bike Storage Facility, parking permit procedures, and Metrolink system rules- sufficient to answer rider questions per RFP Section 5.4.
• Engage area youths or non-patrons attempting to use the platform or structure as a recreational facility, using voluntary-compliance techniques to redirect them- per RFP Section 5.4 (Security Officers Uniformed).
• Document all incidents in legible, grammatical incident reports the same shift.
SafeRock Security, Inc. • CAPPO U21921 · 1 (888) 833-2844 · www.SafeRockSecurity.com · Page 13
SafeRock Modern Security, Shapins the Future. City of Covina - Citywide Security Services Proposal • Coordinate with Metro link field staff, Covina Public Works, Covina Police, and LA County Sheriff as needed.
Site B - Civic Center Parking Structure
Patrol Model (Per RFP § 2, Schedule B)
Thursday, Friday, Saturday, and Sunday nights between 10:00 PM and 2:00AM, two (2) sweeps of the threestory structure at 124 East College Street, each sweep not exceeding 15 minutes (30 minutes/night total billed).
Sweeps will be conducted by either the off-duty Metro link LSO between shift gaps or by the roving field supervisor, depending on the night's coverage plan.
Sweep Procedure
• Visual inspection of all three levels including stairwells. • Verification that no individuals are loitering, sleeping, or otherwise present after closing. • Voluntary-compliance redirection of any individuals encountered, with Covina PD notified for refusals. • GPS-timestamped log entry for each sweep, with arrival and departure photos, attached to the fourweek invoice packet.
Site C - Park Restroom Locking (Additive)
Nightly Route (Per RFP § 5.17, Schedule C)
If the additive is awarded, Safe Rock will run the six-park route nightly, in the order and at the approximate times set in RFP Section 5.17:
7. Cougar Park (150 W. Puente Street)- 9:30PM
8. Heritage Plaza (400 N. Citrus Avenue) - 9:45 PM
9. Kahler Russell Park (735 N. Glendora Avenue)- 10:00 PM
10. Sunkist Park (815 N. Barranca Avenue)- 10:15 PM
11. Covina Park (301 N. 4th Avenue) - 10:30 PM
12. Hollenbeck Park (1250 N. Hollenbeck Avenue)- 10:45 PM Tolerance: ±15 minutes per facility, total elapsed route times 75 minutes, exactly as the RFP specifies. Each facility receives the same procedure: visual sweep of the restroom and surrounding area, verbal voluntarycompliance request to any persons present, locking of the restroom, photo of the locked door with timestamp, and a brief note in the locking report. Any issues found (vandalism, damage, plumbing problems, suspicious materials) are reported the same night via the issue-reporting workflow required under Section 5.17(2).
Reporting
The Park Restroom Locking Report required under Section 5.15 will be generated by ScrtyX automatically each night and will include, per RFP requirement: officer name performing the task, time at each location, location, and actions taken. All six locations are documented and the consolidated report is submitted with each fourweek invoice per Section 5.23.
SafeRock Security, Inc. · CAPPO #121921 · 1 (888) 833·2844 · www.SafeRockSecurity.com · Page 14
SafeRock Modern Security. Shapins the Future. City of Covina - Citywide Security Services Proposal Cross-Cutting Operational Standards
Continuous Coverage I No Coverage Gaps (Per RFP §§ 5.16(8), 5.19, 5.28) Every shift is staffed for the entire shift. Meal and rest breaks at the Metrolink post are covered by relief officers from our local on-call roster so the post is never vacated. In the event of absence or late arrival, RFP Section 5.19 requires that a competent replacement be provided; our standing replacement SLA is 90-120 minutes from notification.
Communication and Supervisor Response (Per RFP §§ 5.3, 5.13) Each Covina officer carries a two-way radio plus a SafeRock-issued cell phone. The on-call supervisor is reachable 24n and able to be on-site at any Covina location within one (1) hour per Section 5.3. SafeRock provides centralized dispatch during work hours, interneVemail service, and FAX availability at the Project Manager's office per Section 5.13. Radio coverage at the Metrolink Station has been verified in our prior work in the area; where radio coverage is inadequate, cellular substitution per Section 5.14 applies.
Key Control (Per RFP § 5.32)
Keys to the Metrolink guard shack and to City park restrooms I Civic Center facilities will be issued to officers individually, logged by key number, and physically presented for verification on request. lost keys are reported immediately to the City Representative; SafeRock will reimburse re-keying costs per Section 5.32.
Liaison and Coordination (Per RFP § 5.2)
Our Operations Manager will participate in liaison and coordination meetings with the City's Public Works Department, Metrolink field staff, Covina Police, and LA County Sheriff as needed per Section 5.2 and Section
5.16(16).
SafeRock Security Inc. • CAPPO 1121921 · 1 (888) 833·2844 • www.SafeRockSecurity.com · Page 15
Communication Framework
Designated 24fT Project Dispatch Analyst- Intentional towards Stakeholder Alignment At SafeRock, we believe that security efficiency is inseparable from communication excellence. For the City of Covina, we will establish a dedicated 1-800 number used exclusively for this contract -a single, direct line that connects City officials, law enforcement, and other stakeholders to a 24f7 Dispatch Analyst whose only mission is to m ...... ", ... this engagement.
Dispatch Analyst functions as the "eye in the sky" and the central nervous system of operation. From our command platform, they continuously monitor live GPS guard lnr:=~tit~n~ to verity post integrity and patrol frequency., body camera feeds to maintain ... """''u"''" awareness and provide immediate support if an incident escalates. shift including arrivals. departures, and lunch breaks, to ensure seamless transitions zero coverage gaps.
role is intentionally designed to free on-site officers to focus on their specialized public duties - interacting with travelers. de-escalating situations, patrolling the property -while the Dispatch Analyst manages the flow of information to and from the field.
VVhen incidents occur, the Analyst coordinates rapid escalation to the correct point of contact:
• Community Vitality (CV) for non-emergent transient-related concerns during business hours. • Pollee Department (BPD) for emergencies, after-hours incidents, or interpersonal disputes. • Amtrak Staff/Amtrak Police when incidents are under their jurisdiction.
Every interaction is logged in real time, feeding SafeRock's internal KPI feedback loop, where response time is a critical metric. This loop enables continuous refinement of procedures and immediate course correction if patterns indicate emerging risks. The outcome is a living, responsive communication framework -ane where the City of Covina , on-site security personnel, and oversight command remain fully aligned at all times. and where every matter is noticed, routed, and acted upon in minutes, not hours. 1l1ggii'1Event
Routine patrol or minor observation
Non-erne~gent transient concern
Emergency or disturbance after hours
JurisdicliOilill rail incident
Cove!age gap risk (e.g., lunch, shift change)
11ered Analyst Scheduling Model
On-She OriiCw Acdon
Log in GPS & report via bodyc:anVaudio
Contad Dispatch
Contad Dispatch immediately
Notify Dispatch
Notify Dispatch before break
Dlspn:h Analys1 Role
Record in live shift log
Confirm details & log; notify 01
Monitor via bodycam; call BPO; traclt until resolved
Coordinate with Amtrak Police; share foolage & logs
Adjust coverage; reassign Slandby guard
StaMholdlr Contact
NIA unless threshold met
Comrnu1ity Vitality (CV)
Bakersfield Police Department
Amtrak Statr/Polic:e
NIA
To optimize continuity and eliminate single-point vulnerabilities, the following tiered analyst coverage model and communications framework will be deployed and implemented:
Ptfmary Anlllyst-Shiff A {Days):
Manages daily operations, aligns resources in real time, ensures reporting cadence is met. and coordinates directly with the City and local agency Dispatch Stakeholders.
&loondsry Anlllyst-Shift 8 (EWIII/ngs)
Takes operational handoff from Shift A, manages after-hours dispatch cycles, and handles adaptive response assignments or emergent resourcing needs.
Alfllmtlte~- Swing/Flex~ & Holldtlys)
Fully trained on all post sites and operational protocols. available to ensure uninterrupted coverage during surge events. holidays, or in the event of unplanned absences.
This three-tier system enables round-the-clock operational knowledge retention and real-time decision-making aligned with contractual service levels. It is further supported by ScrtyX, our Al-powered dispatch dashboard and performance analytics tool, which integrates incident reporting, GPS verification, and biometric authentication to validate service execution.
Through this model, SafeRock ensures that dispatch operations are not reactive, but proactive-driving contract compliance, minimizing lag in resource deployment, and enhancing transparency for all stakeholders. 1(888) 833-2844
www.s.r.RoclcSecutl.com Page 423 of 760
Communication Framework
Designated 24fT Project Dispatch Analyst .. Intentional towards Stakeholder Alignment Adherence to Response 11me
SafeRock is committed to exceeding the City's specified availability • During Contractor's Business Hours: Management staff are available by phone, email, or in-person meeting within two (2) hours of request. ·After Contractor's Business Hours: Management staff are available within four (4) hours of request. 2417 Dispatch-Driven Model for Immediate Action Beyond contractual requirements, SafeRock operates a 2417 staffed Dispatch Analyst Desk dedicated to this engagement. Our designated framework ensures:
• Immediate response for staffing adjustments, scheduling changes, or emergent deployment needs. ·Direct connectivity through a designated 1-800 number assigned exclusively to the City's contract. • Centralized oversight to coordinate with field supervisors, rovers, and LSOs for rapid resolution.
Vlllbllty, Dal8rrence, and Acceealblly
VVhere permitted, SafeRock will install internal and external reflective metal signage displaying the dedicated 1-800 number. This signage serves a dual purpose:
• Deterrence: Reinforcing a visible security presence to discourage unwanted behavior. • Transparency & Engagement: Providing an accessible contact point for community members, City staff, and other stakeholders to report concerns or request assistance.
Open-Door Communication for Long-Term Partnership
By making contact pathways visible, accessible, and staffed 2417, SafeRock fosters a culture of transparent collaboration. This approach supports the City's commitment to a mutually beneficial, long-term public safety partnership, ensuring that service adjustments and incident responses are executed with speed, accountability, and full stakeholder satisfaction.
Customlzable at Onboarding
As part of the initial centrad award and transition
alignment meeting, the City may customize:
• Sign placement and quantity.
• Additional language requirements.
• Co-branding or partnership acknowledgements.
• This ensures that the signage program fully aligns
with the City's public safety goals and
community engagement strategy, while reinforcing
SafeRock's open-door policy toward transparent,
accessible, and mutually beneficial outcomes.
Multilingual & Accessibility Compliance
To ensure full accessibility and community
inclusivity, every sign will:
• Include a Spanish-language version ("Patrula
de Seguridad Activa en las lnstalacionesj to
ensure equitable communication for Spanishspeaking community members. • Incorporate Braile text for visually impaired
individuals, meeting ADA standards and
California Bureau of Security and Investigative
Services compliance requirements.
1(-) 833-2844
www.SifeP.adcSecldy.com
UCENSED PRIVATE SECURITY OVERSITE
24/7 MONITORING
AND REPORTING
IIIIIVsoOi2ll-i4ii
SafeRock Modern Security, Shaping the Future. City of Covina Citywide Security Services Proposal The RFP contemplates contract award on June 16, 2026 and service commencement July 1, 2026. SafeRock's transition framework is built to that window.
Phase 1- Pre-Commencement (Award through Day-15)
• Insurance certificates and endorsements delivered to City's Risk Manager within fifteen (15) calendar days of City Council approval, per RFP § 10 and PSA § 10.1. • Covina business license and Covina PD Private Patrol Operating Permit applications submitted within seven (7) days of award per RFP § 5.16(2)-(3).
• Kickoff meeting with Valerie Cortez and Public Works to confirm operating cadence, key issuance plan per§ 5.32, designated City Representative per PSA § 3.B, and any City-specific protocols for incident escalation.
• Draft post orders for the Metrolink Station, Civic Center Parking Structure, and park-locking route delivered for City review and joint refinement per RFP § 5.7. • Background checks, drug screens, and document verifications completed for all officers proposed for the Covina assignment per § 5.5 and § 5.35.
Phase II - Preparation for Day One (Day-15 through June 30, 2026) • Uniforms issued; each officer fully equipped per§ 5.10 (handcuffs, two-way radio or cellular, Sam Browne or approved-equal belt, visible name tag, flashlight 2- or 3-cell, reflective vest, CPR pocket mask).
• Supervisor vehicle prepared per§ 5.10 (Vehicle): clearly marked, heavy-duty flashlight, traffic cones, flares, yellow scene-management tape, first aid kit, blanket, fire extinguisher. • All officers complete the minimum four-hour commuter rail safety/security training required under RFP § 5.9 covering: liaison with commuter rail police, bomb threats, crowd control, traffic control, threats to patrons and security awareness.
• Dry-run of the park-locking route conducted with a Public Works escort, confirming routes, timing, and key fit.
• ScrtyX field-reporting platform configured with Covina post sites, AOis, and report templates for the three required report types (Daily Activity Report, Civic Center Sweep Report, Park Restroom Locking Report).
• Final post orders signed off by the City Representative.
SafeRock Security, lnc. • CAPPO U21921 · 1 (888) 833·2644 • www.SafeRockSecurity.com · Page 16
SafeRock Modern Security Shoping the Future. City of Covina Citywide Security Services Proposal Phase Ill - Day One Assurance (July 1, 2026 onward)
• Lead Site Supervisor on-site at the Metrolink shift change to ensure smooth post-takeover and continuity with the outgoing contractor.
• First-week supervisor field audits documented daily and shared with the City Representative. • Open daily-feedback channel with Public Works for the first 30 days to identify and resolve any procedural friction quickly.
Phase IV - Monthly Operational Integrity
• First monthly progress report submitted with the first four-week invoice per § 5.23, including the categorized incident summary (by incident and site/location) and the daily activity reports per§ 5.15. • Quality-assurance review of all park-locking reports for timeliness, completeness, and adherence to the ±15-minute tolerance and 75-minute total elapsed-time requirement. • Monthly liaison call with Public Works to review trends, complaints, and any service adjustments needed.
Phase V - Quarterly Staff Accountability
• Quarterly officer-performance reviews against attendance, reporting accuracy, post-order adherence, and customer-service indicators.
• Annual unit-price review per § 5.24, with any proposed CPI-capped adjustment submitted to the City no later than two months before the end of the contract year, capped at the LA-Long Beach-Anaheim CPI rate of change for the most recent 12-month period.
SafeRock Security, Inc · CAPPO #121921 • 1 (888) 833·2844 • www.SafeRockSecurity.com · Page 17
SafeRock Modern Security, Shaping the Future. City of Covina - Citywide Security Services Proposal Adherence to Response-Time Standards (Per RFP § 5.3)
RFP Section 5.3 requires that the Contractor Representative be on-call at all times for emergencies, respond immediately, and be able to report within one (1) hour to any covered location. SafeRock meets this standard with:
• A designated on-call supervisor reachable 24/7 by phone or radio. • A roving field supervisor whose primary territory includes the San Gabriel Valley and who is reliably within one (1) hour of any Covina location at any time. • An escalation path that goes from on-site officer ~ on-call supervisor~ Operations Manager~ CEO, with each level reachable on a documented contact tree shared with the City Representative.
Routine Communication
• During SafeRock business hours: management staff available by phone, email, or in-person meeting within two (2) hours of request.
• After SafeRock business hours: management staff available within four (4) hours of request. • Immediate response (under 30 minutes) for staffing adjustments, scheduling changes, or emergent deployment needs.
Incident Escalation Matrix
I
Trigger I Event ' On-Site Officer Action I SafeRock Response 1 External Contact Routine patrol/ minor Log in DAR with GPS + Reviewed in monthly N/A unless escalates observation photo report Non-emergency Voluntary compliance Supervisor notified, Covina PD nonloitering I trespass request, document incident report filed emergency if refused Emergency I Call 911 first, then Supervisor on-site Covina PD I LA County disturbance I medical dispatch within 1 hour Sheriff I Fire Metrolink platform I Notify Metrolink field Coordinate with Metrolink staff I police ra i 1-jurisdiction staff+ dispatch Metrolink, share of jurisdiction incident footage Coverage gap risk Notify dispatch before Standby relief City Representative (break, late relief} leaving post dispatched notified per § 5.16(8} SafeRock Security. Inc. · CAPPO 1121921 · 1 (8881833·2844 · www.SafeRockSecurity.com · Page 18
SafeRock Modern Security. Shapins the Future. City of Covina Citywide Security Services Proposal Communication Equipment (Per RFP § 5.13)
• Each officer carries a two-way radio plus a SafeRock-issued cellular phone for redundancy. • Supervisor vehicle equipped with two-way radio and cellular phone. • Centralized dispatch service staffed during work hours. • Internet and email service plus FAX machine available at the Project Manager's office. • Where radio coverage is inadequate at any covered site, cellular phone use will substitute per§ 5.14.
SafeRock Se<:urity,lnc. · CAPPO U21921 • 1 (888)833·2844 · www.SafeRockSecurlty.com · Page 19
SafeRock Modern Security. Shapins the Future. City of Covina - Citywide Security Services Proposal RFP Section 5.21 requires that the Contractor demonstrate workforce continuity and stability, including the policies and procedures in place for employee discipline, development, and retention. This section addresses those requirements directly.
Three-Year Turnover Performance
I
. . Total Turnover Ftscal Year Active Officers Voluntary Sep. Involuntary Sep. % I
FY 2022 138 17 6 16.7% (industry
41%)
FY 2023 152 18 4 14.5% (industry
39%)
FY 2024 164 19 3
13.4% (industry
38%)
Source: U.S. Bureau of Labor Statistics - Industry Averages, Contract Security Services.
SafeRock's three-year average turnover rate of 14.8% is less than half the national average for the contract security industry. This stability is a direct result of our investment in employee wellbeing, training, and career mobility.
Why Our Turnover Is Lower
Career Pathway - Axess Academy
Each officer receives a documented advancement plan through SafeRock's in-house Axess Academy, including reimbursed BSIS recertifications, supervisor-track training, and eligibility for promotion to lead Supervisor and Operations roles. A defined growth path significantly reduces voluntary separations among officers in their second and third year, which are the years of peak attrition risk industry-wide.
Compensation Stability
Wages are benchmarked against regional public-sector security pay bands rather than the lowest-bidder market floor. SafeRock contributes a fixed monthly amount toward employee health premiums for all full-time officers.
Recognition Program
Quarterly performance reviews tie attendance, reporting accuracy, and customer-service scores to recognition bonuses and the internal Community Ambassador Award. The Metrolink LSO assignment is high-visibility, publicSafeRock Security,lnc • CAPPO #121921 · 1 (888) 833 2844 • www SafeRockSecurity.com · Page 20
SafeRock Modern Security, Shaping the Future. City of Covina - Citywide Security Services Proposal facing, and is one of the roles supervisors most often nominate for recognition- a structural advantage for the Covina post.
Continuity Plan for the Covina Contract
Primary Roster
A dedicated primary officer is assigned to the Metrolink lSO post. Workforce continuity per§ 5.21 is achieved by keeping this assignment stable across shifts; the same small group of named officers will cycle through the Plan AlBIC schedule rather than a constantly rotating pool of strangers to the platform.
On-Call Reserve
Pre-cleared on-call officers, already trained on the Covina post orders and the park-locking route, are available for surge or replacement deployment within 90-120 minutes per the immediate-replacement commitment under§ 5.19.
Replacement-on-Request Policy
The City Representative may, at any time and for any reason, request replacement of any assigned officer under § 5.35. SafeRock will deploy a qualified replacement within 90-120 minutes of notification with no requirement that the City justify the request.
Recruitment and Screening
Per RFP § 5.5, each officer assigned to Covina service will:
• Hold a current BSJS Guard Card (Section 5.5(a)).
• Hold current First Aid and CPR certification, or EMT-1 plus CPR (Section 5.5(b)). • Be a U.S. citizen or lawful permanent resident (Section 5.5(c)). • Have no felony or sex-offense conviction, no dishonorable or undesirable military discharge, and no pattern of irresponsible behavior or moral turpitude (Section 5.5(d)). • Be fully literate in English- read, write, speak, and understand (Section 5.5(e)). • Meet all behavioral and stresNesponse standards under Section 5.5(g). • Be subject to background check within four (4) weeks of initial employment per Section 5.35. • Provide proof of a negative drug screen within the last 30 days per Section 5.15.
SafeRock Security Inc. • CAPPO #121921 · 1 (888) 833·2644 • www SafeRockSecurity.com · Page 21
statnng Elldency Melrtcs and Orgaulzatlonallnllghtl
At SafeRock Security, workforce stability is the foundation of service continuity. City's requirement for consistent, well-trained personnel aligns directly with our internal goal to maintain a retention rate that exceeds industry standards and to eliminate the disruptions caused by frequent staff turnover. This demonstrates SafeRock's proactive framework for guard retention and continuity of employment.
Fiscal Total Active Voluntilry Involuntary Industry
Year Guatds Sep.11raUons
SllleRoclc's th,_year average turnover rate of
~!!:~ ~~ J4.B 96 is t.n than half the rtlltional ·~for the contntct security lndustly (sou~: u.s.
BurNu of labor Statistks). This sWJility is a direct result of our Investment In-~_,,_ being, training, and~ mobility.
FY 2022 138
FY 2023 152
FY 2024 164 ______ ...J
RMantlon Framawolt
Our retention model integrates three reinforcing systems that collectively deliver long-tenn continuity for the City:
Career Pathway Advancement (AxxaeaAcademy)
Every guard receives personalized career planning through SafeRock's Axxess Academy platfonn, including certification reimbursements, leadership training, and eligibility for promotion to Supervisor or Dispatch Analyst roles. This growth path transforms a temporary position into a career, reducing attrition by more than 30 %.
Compell88tlon & Beneflt8 stability
SafeRock offers competitive wages benchmar1<ed to regional public-sector rates and provides employer-supported health insurance, retirement contributions, and wellness benefits. These elements create predictability and reduce turnover linked to financial instability. (As noted in Addendum 1 03.15, SafeRock contributes a fixed monthly amount toward employee health premiums for all full-time officers.) RecognJtlon & Acoountablllty Program:
Quarterly perfonnance reviews and commendations link exemplary service to retention bonuses and public acknowledgment. Supervisors nominate top perfonners for the "Community Ambassador Award," reinforcing pride and ownership in each assignment.
Continuity Comrnltrl'leM for Santa Cruz Mello
To safeguard the City from operational gaps caused by attrition, SafeRock will implement a dedicated Continuity Team for this contract:
• Primary Roster: Full-time officers assigned exclusively to the City. • Continuity Reserve: Pre-cleared on-call officers trained on the site protocols and ready for activation within ~120 minutes. • Training Pipeline: Ongoing Axxess Academy classes ensure a continuous pool of qualified candidates already indoctrinated in the City's standards and post orders.
This three-layer system guarantees coverage continuity with zero service interruption even in the event of unexpected personnel changes.
Employee Engagement & Feedback Loop
Retention is sustained through listening. SafeRock's Engagement Survey Program collects anonymous feedback each quarter on training quality, supervision, and workplace support. Results are analyzed by our Human Capital Division and reviewed by executive leadership to identify trends and implement actionable improvements. Findings relevant to the City will be shared in quarterly reports as part of our transparency commitment.
Annual Guard Tumover
Average Tenure at METRO Post
Replacement Response Tlme
DeflniUon
% of officers leaving within 12 months
Mean length of assignment in months
Hours to deploy replaoement guard
Annual Training Completion Rate %of officers completing refresher modules Quarterly Retention Review Score Aggregate of attendance + KPI petforrnaoce S15%
~ 18 months
s 2 hours (90-120 min)
100%
~ 90 °.{. compliance
Safe Rock's Retention & Turnover Plan directly aligns with the City's vision for a stable, well-trained security team that embodies professionalism and consistency. By pairing quantifiable metrics with a human-centered approach, we not only retain our officers ...JNe preserve institutional knowledge, community trust, and operational integrity throughout the life of this contract.
SafeRock Modern Security, Shaping the Future. C1ty ol Covina Citywide Security Services Proposal Foundational Objective
Every officer assigned to Covina completes SafeRock's Axess Academy curriculum prior to Day One on post. The curriculum is built around the specific scope deliverables in the RFP rather than generic security training.
Foundational outcomes include:
• Mastery of Observe & Report protocols and accurate, grammatical, legible incident-report writing per RFP § 5.4(3).
• De-escalation and voluntary-compliance techniques for public-facing transit environments and park environments.
• Detailed familiarity with the Metrolink Station layout, the Civic Center Parking Structure, and the sixpark locking route. • Customer-service I transportation-ambassador behavior- basic Metrolink train schedule knowledge, ticket vending machine operation, Covina Bike Storage Facility procedures, parking permit procedures, and Metrolink system rules per§ 5.4.
Required Commuter~Rail Safety Training (Per RFP § 5.9)
Every Covina-assigned officer will complete the minimum four (4) hours of commuter rail safety/security training mandated by Section 5.9, covering:
13. Liaison and cooperation with commuter rail police.
14. Bomb threats.
15. Crowd control.
16. Traffic control.
17. Threats to patrons and general security awareness.
Training records- date completed, hours, instructor, certificate- are maintained in the officer's personnel file and made available for the City Representative's inspection at any time per§ 5.2(4).
Covina~Specitic Curriculum Modules
Module 1 - Site Familiarization
Walking tours of the Metrolink platform, East surface lot, West parking structure (all levels including stairwells), Civic Center Parking Structure (all three levels), and all six listed parks with restroom locations and lock types.
Conducted before any officer is placed on post.
Module 2 - Post Orders and Daily Activity Logs
SafeRock Security,lnc. · CAPPO U21921 · 118881833·2844 · www.SafeRockSecurlty.com · Page 22
SafeRock Modern Security. Shaping the Future. City of Covina - Citywide Security services Proposal Officers are trained to complete the daily activity log in a way that explicitly demonstrates the 75%·time-onpatrol benchmark required under § 2. Log entries are GPS-stamped and reviewed by the supervisor at end of shift.
Module 3 - Customer-Service I Ambassador Behavior
Role-play scenarios on common rider questions, lost passenger assistance, basic accessibility support, and how to interact with families using the platform, with emphasis on the warm, approachable demeanor described in §
5.4. Module 4 - Voluntary Compliance and De-Escalation
Tactical communication techniques for redirecting youths and non-patrons from the platform or structure per §
5.4 (Security Officers Uniformed). Emphasis on emotional intelligence and culturally sensitive engagement.
Module 5 - Park Locking Procedure (Additive)
Step-by·step protocol for each of the six parks: timing, walk path, restroom clearance procedure, lock-up confirmation, photo evidence, and report submission. Practice runs with a supervisor are conducted before any officer is allowed to run the route solo.
Module 6 - Reporting Discipline
Hands-on training in incident-report writing, daily-activity-log accuracy, and the ScrtyX mobile reporting application that produces the locking reports and daily activity reports submitted with each four-week invoice.
Ongoing Refreshers
Quarterly refreshers driven by observed performance patterns, City Representative feedback, and lessons learned from the prior period's incident reports. Special participation requirements: any officer in active Covina service is available to participate in Metrolink Rail Authority, LA County Sheriff, or Covina PD-sponsored emergency operations drills per§ 5.20.
SafeRock Se<urlty,lnc. • CAPPO M121921 · 1 (888) 833·2844 • www SafeRockSecurity.com • Pa&e 23
SafeRock Modern Security, Shoping the Future. City of Covina Citywide Security Services Proposal Monthly Progress Reports (Per RFP § 5.15)
A monthly progress report will accompany every four-week invoice submitted under § 5.23. The report will be categorized by incident type and by site/location, and will include the daily activity reports from each officer detailing dates, times, and locations of patrol. The report packet will contain, at minimum:
• Site-level summary for the Metrolink Station Parking Complex, with platform-vs·lot-vs-shack time allocation showing compliance with the 75% on-patrol benchmark. • Civic Center Parking Structure sweep log: date, two sweep times per night Thursday through Sunday, duration, observations, photo of each sweep.
• Daily Activity Reports from each officer (full pack). • Incident Reports for the period.
• Officer attendance and shift adherence summary.
Park Restroom Locking Reports (Per RFP §§ 5.15, 5.17(2)) Per § 5.15, each four-week invoice will be accompanied by a Park Restroom I Park Gate Locking Report documenting: name of personnel performing the task, time at each location, location, and actions taken. Each location is individually documented. Any issues found during locking (vandalism, plumbing damage, unsecured doors, suspicious material) are reported the same night via the issue-reporting channel per§ 5.17(2).
Alcohol and Drug Policy (Per RFP § 5.15)
SafeRock maintains a written comprehensive Alcohol and Drug Testing Policy. Proof of a negative drug screen within the last 30 days is required for every employee assigned to Covina service prior to Day One on post, and is retained in each officer's personnel file. The policy and individual screening records are available for the City's inspection.
Site Inspections and City Verifications (Per RFP § 5.15) The City has unilateral authority to inspect, investigate, and direct the activities of SafeRock personnel on Covina service at any time, announced or unannounced, per§ 5.15. SafeRock supervisors conduct independent inspections on the following cadence:
• Daily: end-of-shift review of every officer's daily activity log and any incident reports by the on-call supervisor.
• Weekly: in-person field audit at the Metrolink Station by the Lead Site Supervisor, including uniform inspection, equipment check, and post-order conformance check.
SafeRock Security. Inc. • CAPPO #121921 · 1 (888) 833·2844 · www.SafeRockSecurlty.corn • Paee 24
SafeRock Modern Security, Shapins the Future. City of Covina Citywide Security Services Proposal • Monthly: full site QA inspection at all three site categories (Metrolink, Civic Center, Park route), with results documented and shared with the City Representative. • Quarterly: officer performance reviews against KPI scorecard.
Technology-Enabled Oversight
SafeRock's ScrtyX field-reporting platform supports the reporting requirements of§§ 5.15 and 5.17 with built-in features:
• GPS-stamped checkpoint tours so the City can verify that each park restroom was actually visited at the listed time.
• Time-stamped photo evidence at each park restroom showing the door locked. • Body-worn camera footage stored in encrypted cloud storage (available for officer training and post· incident review; deployment subject to City approval given Section 5.11 prohibitions- see Equipment section).
• Automated daily summary delivered to the City Representative by 9:00AM the following morning.
Continuous Improvement
Each monthly liaison meeting with Public Works includes a structured review of: (a) incidents requiring escalation in the prior period, (b) any complaints or feedback from City staff or the public, (c) trends in transient activity or other patterns that may warrant patrol-route adjustment. and (d) any operational refinements proposed by either party. The framework is intended to give the City the same kind of month-over-month tightening of operations described in Section 5.2(4) of the RFP.
Liquidated Damages Acknowledgment (Per RFP § 5.25)
SafeRock acknowledges and accepts the non-performance and liquidated damages framework set forth in Section 5.25. We have built our operational model - particularly the relief-coverage and reporting cadence - specifically to avoid the listed examples of non-performance (officers not reporting on schedule, restrooms not locked at specified times, late or missing monthly reports, late or missing park-locking reports, uniform-and-10 lapses, premature departure from post, lost keys, unauthorized use of the guard shack). We accept that three written warnings in a three-month period would result in $2,000 in liquidated damages, with $3,000 per offense thereafter, deducted from the next invoice.
Sa!eRock Securlty,lnc. · CAPPO #121921 • 1 (888) 833·2844 • www.SafeRockSecurity.com • Page 25
SafeRock Modern Security, Shaping the Future. City of Covina - Citywide Security Services Proposal Per RFP Section 5.10 {Equipment for City Service} and Section 5.11 {Prohibited Equipment), the following equipment will be issued to Covina-assigned officers. Items prohibited under§ 5.11- firearms, knives, batons, tasers, chemical agents {OC spray), concealed weapons, personal radios, televisions, computer games, or any other items not specifically approved - will not be carried by any officer in Covina service, and are not included in our cost proposal.
Officer-Issued Equipment (Per RFP § 5.10 Personnel)
- -
Item RFP Reference SafeRock Specitication
Handcuffs § 5.10 Personnel Smith & Wesson or Peerless,
nickel-plated, with key
Two-way radio or cellular phone § 5.10 Personnel;§ 5.13 Both issued for redundancy Equipment belt (Sam Browne or
§ 5.10 Personnel Leather, BSIS-compliant equal)
Visible name tag § 5.10 Personnel Engraved metal, name and SafeRock
Flashlight (2- or 3-cell) § 5.10 (3)(1) lED, rechargeable, within 2-3 cell spec
Safety/reflective vest (orange) § 5.10 (3)(2) ANSI Class 2 reflective CPR pocket mask § 5.10 (3)(3) Single-use, with one-way valve BSIS guard card § 5.6(a) Carried on person at all times on duty
First Aid I CPR card § 5.6(b) Carried on person at all times on duty
CA Driver's license § 5.6(c) Carried by anyone operating the patrol vehicle
Uniform Standards (Per RFP §§ 5.10, 5.12)
• Professional patrol uniform with embroidered SafeRock patches and high-visibility identification.
Uniform style and badges/patches will not be similar to those of any law-enforcement agency operating in Covina, per§ 5.10.
SafeRock Security Inc. · CAPPO #121921 · 1 (888) 833·2844 · www.SafeRockSecurlty.com · Page 26
SafeRock Modern Security, Snapins the Future. City of Covina - Citywide Security Services Proposa I • Clean, neat, and properly maintained at all times per§ 5.12. Replacement uniforms issued promptly as needed.
• Full uniform and equipment required at all times while on duty in Covina service.
Supervisor Response Vehicle (Per RFP § 5.10 Vehicle)
• Clearly marked Safe Rock patrol vehicle, type and markings subject to approval by the City Representative.
• Heavy-duty/rechargeable flashlight, traffic cones, flares, yellow scene-management (banner-guard) tape, first aid kit, blanket, fire extinguisher.
• Two-way radio (optional per RFP but standard in our fleet). • All vehicle costs borne by SafeRock.
Prohibited Equipment Acknowledgment (Per RFP § 5.11)
SafeRock acknowledges and will strictly enforce the prohibition on firearms, knives, batons, tasers, chemical agents (including OC spray), concealed weapons, personal radios, televisions, computer games, and any other items not specifically approved in the resulting contract.
Officers will be briefed on this prohibition during Phase II onboarding and again at the start of each shift via a checklist included in the pre-shift briefing form.
Communications Equipment (Per RFP § 5.13)
• Two-way radio system AND cellular telephones for all officers and the field supervisor. • Internet service with email at the Project Manager's office. • FAX machine at the Project Manager's office.
• Centralized dispatch staffed during work hours.
SafeRock Security, Inc. · CAPPO U21921 · 1 (8881833·2844 · www.SafeRockSecurity.com · Page 27
Equipment Baseline Allocation
Customization and catalogue available up notice of intent to award 11111111111110 II D I
1 (888) 833-2844 www.~.com
Name plate
SafeRock Private - --... 1
Security Officer Badge
Safe Rock Patch---.............
Optional Tie ---...y.,.....------..;...;;....,
Polyester Wrinkle
resistant tactical shirt
Leather tactical belt with - --=-..:;.J
optional accessories
Fitted Tactical
stretch pants --
Company issued
footwear --
Equipment Matrix
Vehicle Patrol Fleet & Zero-Emlalon Rsadlneel
SafeRock maintains a modem, fully mar1<ed, and BSIS-compliant patrol fleet designed for maximum visibility, reliability, and sustainability.
Each vehicle conforms to the City's requirements for identification, safety equipment, and condition.
Vehicle Type
Ford Explorer Interceptor Utility (Gas)
Chevrolet Blazer EV & Silverado EV (Electric)
Zero-Emission Integration Plan
Model Years
2017-2022
2024+
Quantity
3 units
2 units
Primary Function
Nightly roving patrol, high-visibility deterrence
Zero-emission patrol rotation, community
visibility, and sustainability initiative
In alignment with SafeRock's 0-Emissions Fleet Initiative and the City's sustainability goals, the City's post site will operate a 50% electric patrol fleet. A full 100% conversion is not currently efficient due to extended charge cycles during overnight operations; however, the 50% hybridized approach effectively offsets all gas emissions generated by the remaining units.
In-House Service & Rapid Turnaround
All fleet maintenance, detailing, and decal repair are performed at SafeRock's internal Fleet Service Division in the City. This eliminates third-party turnaround delays, ensures continuous availability, and allows sam~ay replacement in the event of vehicle downtime.
Safety & Mar1<ing Standards
Vehicles feature 360° high-intensity LEO lightbars, reflective perimeter striping, and rear chevrons to meet BSIS visibility guidelines.
Each vehicle is GPS-tracked and integrated with the SCRTYX Command Dashboard for location auditing.
Body-cam and dash-cam footage are synchronized via secure cellular upload to SafeRock's cloud server for transparency and analytics.
Environmental Impact
This hybrid fleet strategy offsets approximately 6.5 metric tons of C02 annually, reinforcing METRO's own commitment to reduced transitrelated emissions and operational sustainability. 1(888) 831-2844
SafeRock Modern Security, Shaping the Future. City of Covina - Citywide Security Services Proposa I SafeRock's Position
SafeRock Security, Inc. has reviewed the Professional Services Agreement (Attachment B) in its entirety, including: term and compensation (Sections 1-2), Contractor's Services (Section 3), Method of Payment (Section 4), Ownership of Documents (Section 5), Independent Contractor (Section 6), Confidentiality (Section 7), Conflicts of Interest (Section 8), Indemnification (Section 9), Insurance (Section 10). Mutual Cooperation (Section 11), Records and Inspections (Section 12), Termination (Section 13), Force Majeure (Section 14), Notices (Section 15), Non-Discrimination (Section 16), Prohibition of Assignment (Section 17), and all remaining provisions through Section 29.
SafeRock has no objections to the Professional Services Agreement and accepts its terms as written. SafeRock is prepared to execute the agreement on the terms set forth in Attachment B no more than fifteen (15) calendar days after City Council approval, and to deliver the insurance documentation required under Section 10 within the same window.
Specific Acknowledgments
• Section 9 (Indemnification): SafeRock accepts the full indemnification obligation, including third-partyclaim defense, the obligation to obtain identical indemnification from any subcontractors, and the survival of indemnification obligations beyond termination. • Section 10 (Insurance): SafeRock will procure and maintain Commercial General liability at $2,000,000 per occurrence and $2,000,000 aggregate, Automobile liability at $2,000,000 combined single limit, and statutory Workers' Compensation plus Employer's liability at $1,000,000 per accident - all from insurers with A: VII or better A.M. Best rating, with the City named as additional insured, primary and non-contributing, and waiver of subrogation.
• Section 13 (Termination): SafeRock accepts the 6D-day cure period for cause and the 30-day termination-without-cause provisions.
• Section 16 (Non-Discrimination and Equal Employment): SafeRock's employment practices already comply with all listed protected categories.
• Section 17 (Prohibition of Assignment): SafeRock will not assign rights or delegate duties without the City's prior written consent.
SafeRockSecurlty,lnc. · CAPPOI121921 · 1(8881833·2844 · www.SafeRockSecurity.com · Page 30
SafeRock Modern Security. Shaping the Future. City of Covina - Citywide Security Services Proposal Appendix A - License and Insurance Documentation
• California BSIS PPO License No. 121921 (current)
• Certificate of Liability Insurance- to be issued to the City within 15 calendar days of City Council approval per PSA § 10.1
• Workers' Compensation Certificate
• Auto Liability Endorsement
• CA SB/DVBE Certification (Cert. fD 2035446)
Appendix B - Sample Reports
• Daily Activity Report (DAR) - sample form
• Incident Report - sample form
• Park Restroom locking Report - sample (six-location nightly format) • Time log - sample form
• Security Quality Control Inspection Form- sample
Appendix C - Reference Letters and Contacts
Reference Agency I Contact 1 Phone I Email
' '
City of Newport Beach (Parks & luke Mason, Facilities Maint. (949) 644-3067 .
Restroom Security) Supervisor LMason@newportbeachca .gov County of Placer (Mufti- Chris Hazen, Staff Services (530) 537-7715 .
Department) Manager [email protected]
Caftrans District 4 HQ
Adrienn Huffman, Staff Services (510) 290-7173 •
Manager I adrienn.huffman @dot.ca.gov
County of San Bernardino Cassandra Walters Supervsior cassand [email protected] County of Santa Clara I SCCHA Kart Lauff Manager (949) 291- 5331 SafeRockSecurity,lnc. · CAPP0#121921 · 1(888)833-2844 · www.SafeRockSecurity.com · Page 31
SafeRock Modern Security, Shopins the Future. City of Covina - Citywide Security Services Proposal Appendix D - Statement of Truthfulness and Authorization The information provided in this proposal is true, accurate, and current as of the date of submission. SafeRock Security, Inc.'s proposal will remain valid for ninety (90) calendar days after the proposal submission deadline per RFP Section 3. Megan Zadda, Founder and Chief Executive Officer of SafeRock Security, Inc., is authorized to execute the Professional Services Agreement on behalf of the company per California Corporations Code Section 313.
Megan Zadda, Founder and CEO • SafeRock Security, Inc .• Date: __ 0_5_10_1_12_0_2_6 __ _ SafeRock Security.lnc. · CAPPO 1121921 · 1 (888) 833-2844 · www.SafeRockSecurity.com • Page 32
Logs and Reporting Procedures
Writing effective securtty reports Is crucial for maintaining safety and ensuring clear communication. Here are some of our trained best practices:
1. Clear and Concise Language: Utilize straightforward language and avoid jargon. Be, intentional, specific and to the point.
2. Objective Tone: Reports should be neutral and factual. Avoid subjective opinions or assumptions.
3. Chronological Order: Present events in the order they occurred. This helps create a clear timeline.
4. Use Active Voice: It provides clarity and emphasizes responsibility. For example, say "The officer observed ... " instead of "It was observed by the officer ... ".
5. Include Relevant Details: Include who, what, when, where, why, and how. Describe people involved, actions taken, and any relevant circumstances.
6. Correct Grammar and Spelling: Mistakes can reduce the credibility of the report. Proofread carefully.
7. Avoid Redundancy: Eliminate unnecessary repetition or information. Each sentence should add value.
8. Professional Formatting: Use a standard format for headings, subheadings, and paragraphs. This makes the report easy to follow.
9. Use of Bullet Points or Numbered Lists: For listing multiple items or points.
10. Document All Actions: Include all actions taken by security personnel, even if they seem minor. Include
11. Recommendations: If applicable, suggest measures to prevent future incidents.
12. Attach Supporting Documents: This might include photos, videos, or witness statements.
13. Maintain Confidentiality: Protect sensitive information and follow company policies regarding agency and client confidentiality.
14. Report Promptly: Write the report as soon as possible while details are fresh in your mind.
15. Avoid Speculation: Stick to facts that you personally observed or verified.
16. Be Specific with Descriptions: Include details about appearance, behavior, clothing, etc., especially for individuals involved.
17. Include Contact Information: Provide your contact details in case further clarification is needed.
18. Avoid Biases: Do not let personal opinions or assumptions influence the report.
19. Proof of Compliance: If applicable, state how the situation was handled in compliance with company policies and procedures.
20. Conclusion or Summary: Provide a summary or conclusion that highlights the key points of the report.
21. Review and Approval: Ensure the report is reviewed by the appropriate authorities/supervisors and obtain necessary signatures or approvals.
Reporting Frequency
• Daily Reports: Sent at the conclusion of every workday to site point of contacting outlining observations, information, occurrences, and surveillance activities. • Incident Reports: Sent immediately to all designated personnel (including law enforcement if applicable) utilizing the procedures outlined above.
• Transient Report: Detailed descriptions of unhoused individual and communication outcome.
Leveraged as a took to visualize a database towards a long term solution.
NAME OF REPORTING OFFICER
POST SITE NAME
POST SIT£ ADDRESS
SPECIAC LOCATION OF INCIDENT DATE OF INCIDENT nME OF INCIDENT NOTifiCA TIQP., MEDICAL TREATMENTOFFERED : YES __ I NO __ MEDICAL TREATMENT ACCEPlCD: YES __ I NO __ EMS STATION NAME ARRIVE AND DEPART nME REPORT NUMBER
FIRE STATION NAME ARRIVE AND DEPART nME REPORT NUMBER
POUCE STAnON NAME ARRIVE AND DEPART TIME REPORT NUMBER
OTHER PERSONS NOTFIED NAME ARIVE AND DEPART TIME
W:TNf<;S (ANll/OP) VIC I IMli~VOlV~D IN INCIDlNT
VICTIM OR WITNESS NAME PHONE NUMBER ADDRESS
HAIR : SHORT MEDIUM LONG HAIR COLOR HAIRSTYLE
MUSTACHE BEARD sroEBURNS
OTHER DIST1NGUISHINO CHARACTARISTICS:
PROPERTY DESCRIPTION IIAANO/MAKE COLOR SERIAL NUMBER PROPERTY CONDITION
DESCRIP TIO N OF INCIDENT WHO, WHAT WHERE, WHEN, WHY, HOW
ACTIO N TAKEN
COMMENTS
BY YOUR SIGNITURE YOU ACKNOWLEDGE THAT THE INFORMATION ON THIS INCIDENT REPORT IS A TRUE AND ACCURATE RECORD OF YOUR
TIME AD ACCOUNT ACTIVITY
REPORTING OFFICER SIGNITURE DATE OF SIGNITURE
SECURITY OFFICER NAME GUAROIDNO. CUENTNAME
DATE SHIFT TIME SITE ADDRESS
RADIO PHONE KEYS (If OF KEYS) DETEX OTHER
TIME TIME DAILY ACTIVITY REPORT -REPORT ALL ACTIVITY BELOW,ATTACH ALL INCIDENT (FROM) (TO) REPORTS AND SUPPORTit\IG DOCUMENTS
Office: 1 (888} 833-2844
Dispatch: 1 (877) 447-7771
HR: 1 (844) GuardHR
[email protected]
1 .. s_e_c_u_ri-ty_o_ffi_•c_e_r_N_a_m_e __________ .. ll Date-'-'---to __j __} ___ I
DATE POST SITE TIME ON TIME ON TIME OFF TIME OFF TOTAL SECURITY LOCATION DUTY LUNCH LUhiCH DUTY HOURS OFFICER
Note: You are responsible for your timesheet. No willful discrepancy on your timesheet will be tolerated. Accurately complete your timesheet daily to avoid any mistakes. If there is an error in the account for the amount of hours in which you are paid, please contact your manager within 24 business hours to fix any mistakes. Timesheet will not be accepted without complete lunch times. You must -'2m.~Y.OYr tlmesheet accord jog to the tlmesheet schedyle.
NAME OF SUBJECT GUARD
POST SITE NAME
POST SITE ADDRESS
SPECIFIC LOCATION OF AUDIT INSPECTION DATE OF INSPECTION TIME OF INSPECTION ACTIVmES MONITORED
FINDINGS AND OBSERVATIONS
IDENTIFIED AREAS OF IMPROVEMENT
CORRECTIVE ACTIONS TO BE IMPLEMENTED AND TAKEN
AUDIT INSPECTION PREFORMED BY: SECURITY GUARD ACKNOWLEDGMENT:
FULL NAME FULL NAME
SIGNITURE SIGNITURE
DATE DATE
Transient and Unhoused Intervention Protocol
Ensuring Safe and Respectful Interactions that Drive Results Addressing the needs of the transient unhoused population requires compassion, sensitivity, and adherence to established protocols. This manual outlines guidelines for engaging with individuals facing homelessness while maintaining a focus on safety and respect •
SafeRock.'s Transient
Intervention Protocol
A Tangible and Fact Based
Solution that is driven by a
Mindful approach towards
the diverse journeys of those
experiencing homelessness
while maintaining a sense of
well being, best interests and
overall safety of staff,
visitors and all community
stakeholders alike.
1(888) 833-2844
www.SdiRoclcSecultt.com
+20
Transient and Unhoused Intervention Protocol
Ensuring Safe and Respectful Interactions that Drive Results Everyday, the average County in the State of California grows by an estimated 21 people. 1(&) 833-2844
www.SaleRockSecurft.com
Entering
227 ~sl!<1!r>rorr~ll.lm
to ~~C'$~n<!$• 4->•lr
At nst.;Ql
nomeles.snes.s <~oe lo ~ro rent bu~n
600.000'
Re:utn•ng
frOO" sellro.olved
n
ReMM"~Gfrom
~m>.ln«!n:
suppot:i\te t>ousm;
4 Re:O.m"'!lfoom
rnpjO re'IC<ls.ng
l
Exitin&'
207
Ccnl•IIWlll to
CII)Cilff'IC:n
homel«ssnos.s
20 -5
An~lenos
e;.per.encong
~sn~~~
<l:o cr.oeryday
More than 100,000 Los Angeles residents could be experiencing homelessness by the time the city hosts the 2028 Olympic Games.
Potential population of people experiencing homelessneu, thou~nds ltl
Transient and Unhoused Intervention Protocol
Ensuring Safe and Respectful Interactions that Drive Results Addressing the needs of the transient unhoused population requires compassion, sensitivity, and adherence to established protocols. This manual outlines guidelines for engaging with individuals facing homelessness while maintaining a focus on safety and respect.
Key Principles
• Empathy and Respect: Approach individuals with dignity and respect their personal space. Use polite language and avoid stigmatizing terms.
• Safety First: Prioritize safety for both staff and the transient population. Be aware of surroundings and potential risks.
• Communication Strategies: Maintain a calm and non-confrontational demeanor. Clearly communicate the purpose of engagement.
• Offering Assistance: Provide information about available local resources (shelters, food services, etc.). Avoid making assumptions about personal circumstances.
• Conflict De-escalation: If faced with aggression, follow established conflict resolution procedures. Seek assistance from law enforcement or designated security personnel if necessary. • Documentation: Maintain detailed records of interactions, noting dates, times, and specifics. Report any significant incidents or concerns to designated supervisors.
Procedures for Engagement
1. Identification and Observation: Identify individuals who may need assistance. Observe behavior from a distance before approaching.
2. Initial Approach: Greet individuals politely and introduce yourself. Inquire about their well-being and ask if they require assistance.
3. Providing Information: Offer information on available services. Clearly communicate any relevant policies regarding site access.
4. Referral to Support Services: If appropriate, guide individuals to local support services. Encourage connection with community resources.
5. Safety Measures: Always prioritize safety, especially in situations involving substance use or mental health concerns. Seek support from trained professionals when needed.
Training and Continuous Improvement
• Ongoing training on engagement strategies and safety protocols, Incorporating feedback and lessons learned into training sessions.
• SafeRock's Analytics and feedback system enable staff to report challenges and suggest improvements. Our "Axess Academy and Analytics training team regularly review and update procedures based on evolving needs and feedback.
SafeRock's proven Transient Intervention Protocol and concepts serve as a comprehens1ve guide for addressing the transient unhoused population. By embracing empathy. respect. and safety staff can contribute to a positive and supportive community environment Continuous training and improvement ensure that engagement strategies remain safe. effective. compliant and compassionate.
1(B) 833-2844 Page 451 of 760 www.~.com
BUREAU OF SECURITY AND INVESTIGATIVE SERVICES
BSIS
--,IWDI'~· __.....,....,.__.ca •
.,.,--
LICENSING DETAILS FOR: 121921
NAME: SAFEROCK
LICENSE TYPE: PRIVATE PATROL OPERATOR
PRIMARY STATUS: CURRENT
ADDRESS OF RECORD
27010 PACIFIC TERRACE OR
MISSlON VIEJO CA 92692-5001
ORANGE COUNTY
MAP
CC Regular Meeting
AGENDA ITEM REPORT
ITEM NO. CC 15
Meeting: July 7, 2026
Title: Barranca Avenue and Covina Boulevard Resurfacing Project – Project No. P2608 & Emergency Water Repair Work at the Intersection of Barranca Avenue and Badillo Street – Project No. W2603 – Final Acceptance and Filing Notice of Completion
Presented by: Rafael M. Fajardo, Director of Public Works/City Engineer Recommendation: 1. Accept the work performed by Gentry Brothers, Inc;
2. Authorize the City Clerk to file a Notice of Completion for the Barranca Avenue and Covina Boulevard Resurfacing Project – Project No. P2608 and the Emergency Water Repair Work at the Intersection of Barranca Avenue and Badillo Street – Project No. W2603; and
3. Approve Resolution CC 2026-66 appropriating (1) $150,268.20 from available Impact Fees – Streets Fund – Fund Balance for use towards the completion of the Barranca Avenue and Covina Boulevard Resurfacing Project – Project No. 2608, and (2) $400,120 from available Water CIP Fund – Fund Balance for use towards the Emergency Water Repair Work at the Intersection of Barranca Avenue and Badillo Street – Project No. W2603.
EXECUTIVE SUMMARY/BACKGROUND:
On December 2, 2025, the City Council approved a contract with Gentry Brothers, Inc. in the amount of $1,784,972 for the Barranca Avenue and Covina Boulevard Resurfacing Project – Project No. P2608 with a project scope that included replacing 8,344 tons of AC overlay pavement, miscellaneous concrete work, and refurbishing other appurtenances along Barranca Avenue between Workman Street and Cypress Avenue. As a part of the project, bidding contractors also submitted Alternate Bid Item No. 1 to replace AC overlay pavement, perform miscellaneous concrete work, and refurbish other appurtenances along Covina Boulevard between Barranca Avenue and Fairvale Avenue. The Alternate Bid was favorable and provided added value for the City by enhancing additional public roadways and continuing to replace the integrity of aging roadway infrastructure at a competitive price. Thus, City staff recommended to the City Council an award of a construction contract inclusive of both the Base Bid and Alternate Bid Item No.1.
During the construction period of this contract, the City experienced a failure in aging water infrastructure at the intersection of Barranca Avenue and Badillo Street, creating an emergency condition that hindered the City’s ability to provide water service to neighboring businesses and residents at full capacity. Due to the size and complexity of the required repairs and subsequent water main replacement, the scope of work exceeded the capacity of the City’s in-house water maintenance crews. Consequently, as the City’s construction contractor, Gentry Brothers, Inc., was already mobilized at the project site for pavement improvements, City staff directed the contractor to perform the emergency water infrastructure work via a change order which included:
Construction of approximately 355 LF of 12” Ductile Iron Pipe, adding two (2) fire hydrants, one (1) additional water service, four (4) water tie-ins, replacement of PCC pavement panels and additional mobilization of water crews and traffic control
Moreover, Section 2.20.080 “Bidding – Required – Exceptions”, subsection B of the Covina Municipal Code indicates that the Procurement by noncompetitive proposals may be made only when at least of the following circumstances applies:
1. The supply, service or equipment is available from only one source;
2. The public exigency or emergency for the supply, service or equipment will not permit a delay resulting from competitive solicitation;
3. After solicitation of a number of sources, competition is determined inadequate;
4. The amount involved is $10,000 or less; or
5. The services being procured are professional or specialized services as identified within CMC §
2.20.175.
With an emergency condition established at the main intersection of Barranca Avenue and Badillo Street, City staff authorized the construction contractor to proceed with the emergency water repair work through the Covina Municipal Code Section § 2.20.080, Subsection B, Paragraph 2, as stated above, in the amount of $355,000. Accordingly, the additional emergency water repair work resulted in additional specialized water construction management and inspection services in the amount of $45,120, resulting in a grand total of $400,120 for the Emergency Water Repair Work at the intersection of Barranca Avenue and Badillo Street.
DISCUSSION:
During construction, the need for additional work not included in the original scope of work was identified by the City. As a result, the City Engineer reviewed and approved the following change orders, increasing the overall contract amount by $588,365.20:
Change Order No. 1 – Increased the overall contract by $278,000 for paving work performed on Workman Avenue from Citrus Avenue to Barranca Avenue Change Order No. 2 – Quantity adjustment - decreased the overall contract amount by $44,634.80 related to quantity adjustments for the Barranca Avenue & Covina Boulevard Resurfacing Project – Project No. P2608
Change Order No. 3 – Emergency Water Repair Work at the intersection of Barranca Avenue and Badillo Street increased the overall contract by $355,000 due to an 8” Water Main Failure FISCAL IMPACT:
Project funding for the Barranca Avenue and Covina Boulevard Resurfacing Project – Project No.
P2608 was originally allocated as follows:
Table 1. Original Project Funding Summary
Source of Project Funds Amount Account
RMRA $1,735,597 2310-2200-55310-P2608
RMRA $421,872 2310-2200-55310-P2608
Total $2,157,469
The following table represents the final project expenditure summary including the Emergency Water Repair Work at the Intersection of Barranca Avenue and Badillo Street – Project No. W2603:
Table 2. Project Expenditure Summary
ITEM ACTUALS
Project Appropriations $2,157,469
Gentry Brothers, Inc. – (Contract Amount plus Change Orders) ($2,373,337.20) CEJ Engineers, Inc – (Construction Management & Inspection Services plus Emergency Construction Management &
Inspection Services)
($334,520)
Total Actual Expenditures ($2,707,857.20)
Total OVER BUDGET ($550,388.20)
TOTAL ADDITIONAL APPROPRIATIONS ($550,388.20)
Approval of Resolution CC 2026-66 will appropriate an additional $150,268.20 in Impact Fees – Streets Fund – Fund Balance monies into project account number 4705-2200-55310-P2608 for use towards the completion of the Barranca Avenue and Covina Boulevard Resurfacing Project – Project No. P2608.
Moreover, the work related to this additional appropriation corresponds to new striping alignment that enhances and helps facilitate traffic flow on Barranca Avenue, Covina Boulevard, and Workman Avenue. The appropriation of $400,120 from available Water CIP Fund – Fund Balance monies into project account number 6011-5080-55410-W2603 will be used towards the completion of the Emergency Water Repair Work at the Intersection of Barranca Avenue and Badillo Street – Project No.
W2603.
The revised funding allocation is as follows:
Table 3. Revised Project Funding Summary
Source of Project Funds Amount Account
RMRA $2,157,469 2310-2200-55310-P2608
Impact Fees – Streets $150,268.20 4705-2200-55310-P2608 Water CIP $400,120 6011-5080-55410-W2603
Total $2,707,857.20
CEQA (CALIFORNIA ENVIRONMENTAL QUALITY ACT):
This project has been determined to be categorically exempt under CEQA in accordance with Title 14, Chapter 3, Class 1, Sections 15301 and 15302. This exemption includes the minor alteration of existing public facilities involving negligible or no expansion of use beyond that existing at the time of the lead agency's determination. The project involves negligible or no expansion of an existing use.
Respectfully submitted,
ATTACHMENT A
RECORDING REQUESTED BY
AND WHEN RECORDED MAIL TO:
NAME City of Covina
STREET ADDRESS 125 E College Street
CITY Covina
STATE CA
ZIP CODE 91723
SPACE ABOVE THIS LINE FOR RECORDER’S USE
NOTICE OF COMPLETION
Notice pursuant to Civil Code Section 9204, must be filed within 15 days after completion. (See reverse side for complete requirements.) Notice is hereby given that:
1. The undersigned is owner or corporate officer of the owner of the interest or estate stated below in the property hereinafter described:
2. The full name of the owner is The City of Covina .
3. The full address of the owner is 125 E College Street, Covina, CA 91723 .
4. The nature of the interest or estate of the owner is: In fee. (If other than Fee, strike “in fee” and insert, for example, “purchaser under contract of purchase”, or “Lessee”)
5. The full names and full addresses of all persons, if any, who hold title with the undersigned as joint tenants or as tenants in common are:
NAMES ADDRESSES
6. The full names and full addresses of all the predecessors in interest of the undersigned, if the property was transferred subsequent to the commencement of the work or improvements herein referred to:
NAMES ADDRESSES
7. A work of improvement on the property hereinafter described was completed on: June 30, 2026 . The work done was:
Barranca Avenue and Covina Boulevard Resurfacing Project – Project No. P2608 & Emergency Repair Work at the Intersection of Barranca Avenue and Badillo Street – Project No. W2603
8. The names of the contractor, if any, for such work improvement was:
Gentry Brothers, Inc. December 2, 2025
(If no contractor for work of improvement as a whole, insert “None”) (Date of Contract)
9. The property on which said work of improvement was completed in the City of: Covina County of Los Angeles , State of CA , and is described as follows:
Barranca Avenue and Covina Boulevard Resurfacing Project – Project No. P2608 & Emergency Repair Work at the Intersection of Barranca Avenue and Badillo Street – Project No. W2603
10. The street address of said property is
Barranca Avenue & Covina Boulevard/Barranca Avenue & Badillo Street
(If no street address has been officially signed, insert “None”.) Dated July 7, 2026
Fabian Velez, Chief Deputy City Clerk, City of Covina
VERIFICATION
I, the undersigned, say: I am the City Engineer The declarant of the foregoing Notice of Completion; (President of, Manager of, Partner of, Owner of)
I have read said Notice of Completion and know the contents thereof; the same is true to my own knowledge. I declare under penalty of perjury that the foregoing is true and correct.
Executed on July 7, , 2026 at Covina , California .
Rafael M. Fajardo, City of Covina
ATTACHMENT B
RESOLUTION CC 2026-66
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COVINA, CALIFORNIA, TO AMEND THE FISCAL YEAR 2025/2026 CAPITAL
IMPROVEMENT PROGRAM BUDGET AND INCREASE FUNDING FOR
THE BARRANCA AVENUE AND COVINA BOULEVARD RESURFACING
PROJECT – PROJECT NO. P2608 & THE EMERGENCY WATER
REPAIR WORK AT THE INTERSECTION OF BARRANCA AVENUE AND
BADILLO STREET – PROJECT NO. W2603 IN THE AMOUNT OF
$550,388.20
WHEREAS, the City of Covina is a municipal corporation duly organized and existing pursuant to the Constitution and laws of the State of California (“City”); and WHEREAS, the Fiscal Year 2026 Operating Budget & Capital Improvement Plan (CIP) was approved on May 20, 2025; and
WHEREAS, the approved Operating Budget and Capital Improvement Plan (CIP) is in accordance with all applicable ordinances of the City and all applicable statutes of the State; and
WHEREAS, the City of Covina wishes to amend the 2025/2026 Capital Improvement Program Budget to increase funding for the Barranca Avenue and Covina Boulevard Resurfacing Project – Project No. P2608 & the Emergency Water Repair Work at the Intersection of Barranca Avenue and Badillo Street – Project No. W2603 in the amount of $550,388.20.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COVINA, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. Amend the Fiscal Year 2025/2026 Capital Improvement Program Budget for the Barranca Avenue and Covina Boulevard Resurfacing Project – Project No.
P2608 & the Emergency Water Repair Work at the Intersection of Barranca Avenue and Badillo Street – Project No. W2603 in the amount of $550,388.20.
SECTION 2. Appropriate $150,268.20 from available Impact Fees – Streets Fund – Fund Balance and appropriate $400,120 from available Water CIP Fund – Fund Balance for use towards project completion as follows:
Account
No.
Account Description Amount ($) Increase/
Decrease
4705-
2200-
55310-
P2608
Impact Fees – Street
– Street
InfrastructureBarranca Ave &
Covina Blvd
Resurfacing Project
$150,268.20 Increase
Resolution CC 2026-66 Page 2 of 2
6011-
5080-
55410-
W2603
Water CIP-Trans &
Dist-Water
Distribution SystemEmerg Wtr Rep Work
at Barranca Ave &
Badillo Street
$400,120 Increase
SECTION 3. The City Clerk shall certify to the passage and adoption of this resolution and shall enter the same in the Book of Original Resolutions.
APPROVED and PASSED this 7
th day of July, 2026.
City of Covina, California
BY:
HECTOR DELGADO, Mayor
ATTEST:
___________________________________________
FABIAN VELEZ, Chief Deputy City Clerk
CERTIFICATION
I, Fabian Velez, Chief Deputy City Clerk of the City of Covina, do hereby certify that Resolution CC 2026-66 was duly adopted by the City Council of the City of Covina at a regular meeting held on the 7
th day of July, 2026, by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
Dated:
_____________________________________
FABIAN VELEZ, Chief Deputy City Clerk
CC Regular Meeting
AGENDA ITEM REPORT
ITEM NO. CC 16
Meeting: July 7, 2026
Title: Approval of a One-Year Subscription Order for CrowdStrike Falcon Complete Managed Detection and Response Services
Presented by: Angel Carrillo, Assistant City Manager
Recommendation: That the City Council authorize the City Manager, or designee, to execute a oneyear subscription order for CrowdStrike Falcon Complete Managed Detection and Response (MDR) services with BIT Direct Inc., utilizing OMNIA Partners cooperative contract R240303, in an amount not to exceed $64,451.
EXECUTIVE SUMMARY:
In our continued efforts to increase cybersecurity staff requests City Council authorization to procure CrowdStrike Falcon Complete, a fully managed detection and response (MDR) service, to provide continuous, expert-led monitoring and threat remediation across the City’s computers and servers. The service is deployed on CrowdStrike’s GovCloud platform and is procured through the OMNIA Partners cooperative purchasing program (contract R240303, Region 4 ESC), a competitively solicited contract vehicle available to California public agencies. The proposed one-year subscription totals $64,451 and is supplied by BIT Direct Inc. This investment strengthens the City’s cybersecurity posture, supports compliance obligations, and provides 24x7 protection.
BACKGROUND:
Local governments remain a primary target for ransomware and other cyberattacks, and the threat environment continues to grow in volume and sophistication. Municipalities of Covina’s size depend on multiple sources of cyber protection in order to detect and contain intrusions before they cause significant disruption to operations and services.
As part of the City’s ongoing information-technology modernization effort, staff evaluated managed detection and response solutions that combine endpoint protection software with a vendor-staffed security operations center. Managed detection and response complements, rather than replaces, the City’s network firewalls: firewalls protect the network perimeter and unmanaged devices, while endpoint detection and response protects the City’s computers and servers and adds expert human monitoring and remediation. CrowdStrike Falcon Complete was identified as an industry-leading solution, available on a FedRAMP-authorized GovCloud platform appropriate for government data, and procurable through an established cooperative contract vehicle.
DISCUSSION:
Scope of Service
CrowdStrike Falcon Complete is a managed detection and response service in which CrowdStrike’s security operations center monitors the City’s endpoints 24 hours a day, 7 days a week, and takes direct action to contain and remediate threats on the City’s behalf. The subscription includes nextgeneration antivirus and endpoint protection, threat hunting, device control, and a managed security information and event management (SIEM) capability with up to 365 days of data retention. The service is delivered from CrowdStrike’s GovCloud environment, which is designed to meet the data-handling requirements applicable to government agencies.
Procurement Method
The subscription is procured through OMNIA Partners cooperative contract R240303, administered by Region 4 Education Service Center. OMNIA Partners is a national cooperative purchasing organization whose contracts are competitively solicited and awarded in a manner consistent with California public agency purchasing requirements. Use of an established cooperative contract allows the City to obtain pre-negotiated government pricing and satisfy competitive procurement requirements without conducting a separate formal bid. BIT Direct Inc. is an authorized reseller under this contract.
Cost Summary
Component Qty Extended
Falcon Complete with Threat Graph Standard on GovCloud
(Tier 2)
300 $28,800
Next-Gen SIEM GovCloud ingestion and 365-day retention - $7,455 Falcon Complete Next-Gen SIEM GovCloud upgrade (Tier 3) 25 $10,425 Falcon Search Retention (365 days) and Device Control 300 $3,000 Essential Support and Falcon Flex license pool - $14,771 Total (One-Year Subscription) $64,451
FISCAL IMPACT:
The total cost of the one-year subscription is $64,451. Sufficient funds are available in the Information Technology budget for Fiscal Year 2026-27. The subscription is a recurring annual cost which has been secured for 5 years; future-year renewals will be budgeted accordingly and are guaranteed by contract not to increase by more than five percent for the same products and quantities. There is no impact to the General Fund beyond the appropriation identified above.
CEQA (CALIFORNIA ENVIRONMENTAL QUALITY ACT):
Not applicable.
Respectfully submitted,
CC Regular Meeting
AGENDA ITEM REPORT
ITEM NO. CC 17
Meeting: July 7, 2026
Title: Approval of Amendment to the Agreement with ClientFirst Technology Consulting Presented by: Angel Carrillo, Assistant City Manager
Recommendation: Authorize the City Manager to execute the attached Amendment to the Professional Services Agreement with ClientFirst Technology Consulting Group, LLC, in an amount not to exceed $239,492.
EXECUTIVE SUMMARY:
In June 2025, the City entered into an agreement with ClientFirst Technology Consulting to provide professional consulting services in three areas: land management software evaluation, a citywide technology master plan, and utility billing system selection. In March 2026, the City approved a first amendment to the PSA to provide Director-level management in the interim IT Manager role following the departure of the IT Manager. Since this time the ClientFirst team have provided strategic leadership and recommendations to proceed with in the areas of land management software, citywide technology improvements and onsite management of the IT team. As proposed, the City Council will consider an amendment to the PSA to allow continuing services for the implementation of land management software changes and ongoing IT Manager services through December 2026.
DISCUSSION:
ClientFirst Technology Consulting has provided quality technology consulting services to the City since June 2025. These services include land management software evaluation, a citywide technology master plan, utility billing system selection, and interim IT Manager duties.
ClientFirst has been a valued partner in assisting with implantation of vital IT services both infrastructure improvements as well as long-term strategic planning. As proposed, the firm will continue with the implementation of land management software changes in order to comply with state mandates.
Additionally, the firm has assigned an experienced interim IT Manager, who has provided strong leadership in day-to-day operational activities of the City’s IT staff and contractors. As such, it is recommended that the Council consider approving an amendment in an amount not-to-exceed $239,492 in order to implement land management software changes as well as continue with the Director-level management services through the IT Manager role.
FISCAL IMPACT:
Sufficient funding is available in IT Consulting fund (7200 6200 51005).
CEQA (CALIFORNIA ENVIRONMENTAL QUALITY ACT):
Not applicable.
Respectfully submitted,
OPTIMAL TECHNOLOGY GUIDANCE
California • Illinois • North Carolina • Texas • 800.806.3080 • Fax 888.478.0495 1 | 2
CHANGE ORDER # 1
CLIENT City of Covina
PROJECT NAME Land Management Software Assessment and Vendor Evaluation Services CONTRACT ID Professional Services Agreement dated June 3, 2025 PROJECT MANAGER Tatjana Meser / David Krout
REQUESTING PARTY Angel Carrillo, Assistant City Manager DATE OF REQUEST 05/27/2026
CHANGE ORDER OVERVIEW
DESCRIPTION OF
CHANGES NEEDED
Additional consulting hours for project management oversight assistance with the transition to a new solution for solar permits and implementation of online payments and permit applications.
REASON FOR
CHANGE
The City is requesting project management oversight assistance to migrate from the current SolarApp+ and Clariti solution for solar permits to two new vendors.
Additionally, the City would like to expand online application submittal to more than just solar permits.
ASSUMPTIONS
This Change Order estimates ClientFirst efforts for the weeks leading up to project start and an estimated 16-week project timeline. If the estimated request for assistance is higher than expected, additional funds may be necessary to complete assistance efforts. The city will determine how to best utilize ClientFirst’s assistance within the allocated budget.
ADDITIONAL
INFORMATION
$225 per hour for the Project Director and $205 per hour for the Project Manager on a time and materials basis. Not to exceed $20,000 without written city authorization and approval.
CHANGE IN CONTRACT PRICE
ORIGINAL PRICE $ 38,650
NEW CHANGE ORDER AMOUNT $ 20,000
TOTAL CONTRACT PRICE WITH APPROVED CHANGES $ 58,650
ATTACHMENT A Page 465 of 760
OPTIMAL TECHNOLOGY GUIDANCE
California • Illinois • North Carolina • Texas • 800.806.3080 • Fax 888.478.0495 2 | 2
AGENCY - ACCEPTED BY CLIENT FIRST APPROVED BY
SIGNATURE
NAME & TITLE
DATE DATE
CLIENTFIRST - APPROVED BY
SIGNATURE
NAME & TITLE David Krout, Managing Partner
DATE
OPTIMAL TECHNOLOGY GUIDANCE
California • Illinois • North Carolina • Texas • 800.806.3080 • Fax 888.478.0495 1 | 2
CHANGE ORDER # 1
CLIENT City of Covina
PROJECT NAME Interim IT Management Consulting Services
CONTRACT ID Professional Services Agreement dated March 4, 2026 PROJECT MANAGER Mark Samules / Tom Jakobsen
REQUESTING PARTY Angel Carrillo, Assistant City Manager DATE OF REQUEST 05/27/2026
CHANGE ORDER OVERVIEW
DESCRIPTION OF
CHANGES NEEDED
Additional consulting hours for interim IT management services through the remainder of the 2026 calendar year.
REASON FOR
CHANGE
The City is requesting interim IT management to continue through the remainder of 2026 to maintain project continuity and develop ongoing technology governance.
ASSUMPTIONS
This Change Order assumes a continued cadence of two days per week on-site.
Email, Teams, and telephone follow-up when not on-site. Additional support to be provided by ClientFirst subject matter experts as necessary.
ADDITIONAL
INFORMATION
$220 per hour for the Interim IT Manager on a time and materials basis. Not to exceed $200,000 without written city authorization and approval.
CHANGE IN CONTRACT PRICE
ORIGINAL PROPOSAL $ 99,860
NEW CHANGE ORDER AMOUNT $ 197,720
TOTAL CONTRACT AMOUNT WITH APPROVED CHANGES $ 299,580
ATTACHMENT B Page 467 of 760
OPTIMAL TECHNOLOGY GUIDANCE
California • Illinois • North Carolina • Texas • 800.806.3080 • Fax 888.478.0495 2 | 2
AGENCY - ACCEPTED BY CLIENT FIRST APPROVED BY
SIGNATURE
NAME & TITLE
DATE
DATE
CLIENTFIRST - APPROVED BY
SIGNATURE
NAME & TITLE David Krout, Managing Partner
DATE
CC Regular Meeting
AGENDA ITEM REPORT
ITEM NO. PH 1
Meeting: July 7, 2026
Title: 2025 Urban Water Management Plan and Consideration of Adoption of Resolution CC 2026-61 for the 2025 Urban Water Management Plan
Presented by: Rafael M. Fajardo, Director of Public Works/City Engineer Recommendation: 1. Conduct public hearing and consider all testimony that may be forthcoming;
2. Following the public hearing, consider adoption of the 2025 Urban Water Management Plan by Resolution CC 2026-61 and incorporating any changes the City Council deems necessary; and
3. Authorize the City Manager to file the 2025 Urban Water Management Plan with the State of California Department of Water Resources within 30 days of adoption.
EXECUTIVE SUMMARY:
As an urban water supplier, the City of Covina has prepared the 2025 Urban Water Management Plan (UWMP) to comply with the requirements of the California Water Code (CWC) and demonstrate the City’s long-term water supply and resource planning. The UWMP is a planning document, which supports the City’s long range water resource planning and ensures adequate water supplies are available to meet existing and future water demands. As the UWMP is an informational document, no action is being taken relative to existing policies; rather the Plan memorializes existing policies.
BACKGROUND:
To ensure adequate water supply planning, the California Urban Water Management Planning Act of 1983 (Urban Water Planning Act), codified in CWC Sections §10608-10657, requires every urban water agency supplying more than 3,000 acre feet (AF) of water annually or serving 3,000 or more water service connections to prepare and adopt an UWMP every five years. Within 30 days of adoption of the 2025 UWMP by the City Council, the City is required to submit its adopted Plan to the State of California Department of Water Resources (DWR). The DWR reviews the submitted plans to ensure completion of the requirements enumerated in the Urban Water Planning Act. The CWC specifies the elements that must be addressed in the UWMP and requires that urban water suppliers make the UWMP available for public inspection and hold a public hearing prior to its adoption.
In March 2025, following evaluation of the firms that completed the City’s 2020 Water Master Plan and Rate Studies, a Professional Services Agreement with Stetson Engineering, Inc. was executed for the development of the 2025 Urban Water Management Plan in an amount not-to-exceed $24,500.
The submission deadline for the UWMP is July 1, 2026, therefore it is imperative that the City submit the 2025 UMWP to the DWR to retain eligibility for State water grants and loans and remain in good standing with the DWR.
DISCUSSION:
In CY 2020, the City supplied 5,314 AF of water to serve its 8,660 service connections, qualifying Covina as an “urban water supplier,” under the definition of the Urban Water Planning Act. Covina last fulfilled the requirement for an UWMP with the City Council’s adoption of the 2020 UWMP on June 15,
2021. Covina has now prepared its 2025 UWMP on time and is ready to be adopted by the City Council after conducting a public hearing and incorporating into the Plan any changes the City Council deems necessary.
The City of Covina’s 2025 UWMP meets the statutory requirements of the Act and was prepared consistent with the DWR’s 2025 UWMP Guidebook. Pursuant to CWC requirements, the UWMP incorporates DWR’s standardized tables for the reporting and submittal of UWMP data. The City’s 2025 Plan consists of the following:
1. Plan Introduction and Overview
2. Plan Preparation
3. Service Area Description
4. Water Use Characterization
5. SB X7-7 Baselines, 2020 Targets, and 2025 Reporting
6. Normal Year-Water Supply Characterization
7. Water Service Reliability and Drought Risk Assessment
8. Water Shortage Contingency Plan
9. Demand Management Measures
10.Plan Adoption, Submittal, and Implementation
The Department of Public Works has executed the following milestones in advance of the public hearing for the 2025 UWMP, which has allowed for a participatory process, while fulfilling statutory requirements:
June 15, and June 22, 2026 A public hearing notice was published in the San Gabriel Valley Examiner inviting public comments on
the Draft 2025 UWMP.
June 15, 2026 Copies of the 2025 UWMP were made available for public review at the Office of the City Clerk and on the City’s website at: https://covinaca.gov/citydepartments/water-division/ July 7, 2026 Public hearing to receive public comment on Draft 2025 Urban Water Management Plan.
As of the date of publication of this City of Covina Agenda Report, no written comments regarding the UWMP have been received by the City.
FISCAL IMPACT:
There is no fiscal impact associated with the adoption of the 2025 UWMP. Any actions necessary for the implementation of the Plan will be brought forward for City Council consideration during the Annual Budget and Capital Improvement Program (CIP) processes, or individually, on an as needed basis.
CEQA (CALIFORNIA ENVIRONMENTAL QUALITY ACT):
The plan has been reviewed for compliance with the California Environmental Quality Act (CEQA) and qualifies as a Statutory Exemption in accordance with Section 15282(v) of the CEQA Guidelines.
Respectfully submitted,
ATTACHMENT A
RESOLUTION CC 2026-61
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COVINA, CALIFORNIA, ADOPTING THE 2025 URBAN WATER MANAGEMENT
PLAN
WHEREAS, the California Legislature enacted the Urban Water Management Planning Act (“Act”) (California Water Code Sections §10608-10657) during the 1983- 1984 Regular Session, and as amended subsequently; and
WHEREAS, the Act requires every urban water supplier that annually provides more than 3,000 acre feet (AF) or serves more than 3,000 water service connections must prepare an Urban Water Management Plan (UWMP), which identifies and quantifies the reliability of water sources and plans for the efficient use and conservation of water; and
WHEREAS, the Act requires that said UWMP must be adopted and filed with the California Department of Water Resources following a public hearing and that said Plan shall be reviewed and updated every five years; and
WHEREAS, the City of Covina, being an urban water purveyor and annually providing water to more than 8,500 service connections, has therefore prepared and circulated for public review a 2020 UWMP and held a properly noticed public hearing in compliance with the Act on June 15, 2021.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COVINA, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The City is in conformance with all applicable requirements of the Urban Water Management Planning Act.
SECTION 2. The City Council hereby adopts the 2025 Urban Water Management Plan, a copy of which is on file in the City Clerk’s office.
SECTION 3. The City Manager is hereby authorized and directed to file a copy of the 2025 Urban Water Management Plan with the California Department of Water Resources within 30 days after the date this Resolution is adopted.
SECTION 4. The City Clerk shall certify to the passage and adoption of this resolution and shall enter the same in the Book of Original Resolutions.
APPROVED and PASSED this 7
th day of July, 2026.
City of Covina, California
BY:
HECTOR DELGADO, Mayor
Resolution CC 2026-61 Page 2 of 2
ATTEST:
FABIAN VELEZ, Chief Deputy City Clerk
CERTIFICATION
I, Fabian Velez, Chief Deputy City Clerk of the City of Covina, do hereby certify that Resolution CC 2026-61 was duly adopted by the City Council of the City of Covina at a regular meeting held on the 7
th day of July, 2026, by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
Dated:
FABIAN VELEZ, Chief Deputy City Clerk
EXECUTIVE SUMMARY
CITY OF COVINA
2025 URBAN WATER MANAGEMENT PLAN UPDATE
BACKGROUND AND PURPOSE
An urban water supplier is defined (pursuant to Section 10617 of the California Water Code1) as “a supplier, either publicly or privately owned, providing water for municipal purposes either directly or indirectly to more than 3,000 customers or supplying more than 3,000 acre-feet of water annually. An urban water supplier includes a supplier or contractor for water, regardless of the basis of right, which distributes or sells for ultimate resale to customers.”
The City of Covina (City) is classified as an urban water supplier because it serves more than 3,000 customers (i.e. individual metered accounts) and it supplies more than 3,000 acre-feet of water annually to its customers for municipal purposes.
In accordance with the “Urban Water Management Planning Act”, which was enacted by the California Legislature in 1983, every urban water supplier (including the City) is required to prepare and adopt an Urban Water Management Plan (UWMP), periodically review its UWMP, and incorporate updated and new information into an updated UWMP at least once every five years.
The City’s most recent update was its 2020 UWMP (or 2020 Plan) which was submitted to, and approved by, the California Department of Water Resources (DWR). Urban water suppliers (including the City) are required to complete and submit their 2025 UWMPs to DWR by July 1st, 2026. The current requirements for preparing the UWMP are included in California Water Code (CWC) Sections 10608 through 10657.
ATTACHMENT B
The City’s 2025 UWMP (or 2025 Plan) was prepared consistent with the CWC and the recommended organization provided in DWR’s Final “Urban Water Management Plan Guidebook 2025” (Final 2025 UWMP Guidebook), dated January 2026.
The UWMP provides urban water suppliers (including the City) with a reliable management action plan for long-term resource planning to ensure adequate water supplies are available to meet existing and future water supply needs. In addition, the 2025 Plan incorporates water supply reliability determinations resulting from potential prolonged drought, regulatory revisions, and/or changing climatic conditions.
UWMP ORGANIZATION
The City’s 2025 Plan consists of the following Chapters:
Chapter 1 Urban Water Management Plan Introduction and Overview Chapter 2 Plan Preparation
Chapter 3 Service Area Description
Chapter 4 Water Use Characterization
Chapter 5 SB X7-7 Baselines, 2020 Targets, and 2025 Reporting Chapter 6 Normal-Year Water Supply Characterization
Chapter 7 Water Service Reliability and Drought Risk Assessment Chapter 8 Water Shortage Contingency Plan
Chapter 9 Demand Management Measures
Chapter 10 Plan Adoption, Submittal, and Implementation The City’s 2025 Plan was prepared consistent with the recommended organization provided in DWR’s Final “Urban Water Management Plan Guidebook 2025”, dated January 2026. A description regarding the organization of the 2025 Plan, including a summary of each Chapter, is provided. The City’s Water Shortage Contingency Plan is also included in the 2025 Plan.
The 2025 Plan incorporates DWR’s water use and supply tables (standardized Submittal Tables) for the reporting and submittal of UWMP data. Relevant Submittal Tables are included at the end of each Chapter in this 2025 Plan.
The City’s coordination efforts with other planning agencies are discussed, including coordination efforts with Three Valley Municipal Water District and the Southern California Association of Governments.
UWMP AND GRANT OR LOAN ELIGIBILITY
The City’s eligibility to receive grants and loans administered by the State of California and/or DWR, as a result of preparing the 2025 Plan, is discussed.
Information is provided which demonstrates the City’s prior, continued, and projected reduction on imported water supplies obtained (either directly or indirectly) from the Sacramento-San Joaquin Delta (Delta). The City has reduced its reliance on the imported water supplies for Fiscal Year 2014-15, Fiscal Year 2019-2020, and Fiscal Year 2024-25.
In addition, the City is projected to continue reducing its reliance on the imported water supplies through Fiscal Year 2049-50.
The checklist developed by DWR and used by the City to incorporate the specific UWMP requirements is discussed.
DWR provided the following updated guidance for the preparation of the 2025 Plans (in comparison to the preparation of the 2020 Plans):
• There have been minor changes to the Water Code since the 2020 Plans were submitted; primarily, several definitions have been added (none of these change the requirements for 2025 Plans).
• DWR and the State Water Resources Control Board are using the same criteria to determine when a water supplier with multiple Public Water Systems is considered an Urban Water Supplier subject to UWMP requirements.
• DWR has updated its submittal tables to reflect the current reporting year, improve accuracy of reporting, and more clearly identify information required by Water Code and optional information.
• There has been no change to the Water Code regarding water loss standard reporting since the 2020 Plans were submitted. However, water suppliers can report progress toward compliance with their 2028 Water Loss Standard in the 2025 Plans.
• The State Water Resources Control Board has adopted regulations for the use of direct potable reuse (DPR) since the 2020 Plan reporting. To allow for reporting of DPR, minor changes have been made to the supply and demand tables in the 2025 Plans.
• While projections for lower-income housing were required in the 2020 Plans, additional guidance has been provided for optional reporting of the method used to project water use for lower-income housing.
• In previous years, the guidance for reporting water placed into storage did not differentiate between long-term storage (i.e., water placed into storage one year but extracted in a future year) and short-term storage (i.e., water that is placed into storage and extracted the same year). When a water supplier reports water placed into storage and then reports it was retrieved in the same year (short-term storage) it can cause a double counting error. Additional guidance has been provided recommending that water suppliers do not report water into and out of short-term storage.
The City’s 2025 Plan includes the completion of DWR’s standardized Submittal Tables for the reporting and submittal of UWMP data. Relevant Submittal Tables are included at the end of each Chapter in this 2025 UWMP Plan.
Pursuant to CWC requirements, the City’s 2025 Plan incorporates DWR’s water use and supply tables (standardized Submittal Tables) for the reporting and submittal of UWMP data.
The City’s 2025 Plan also provides supporting documents (appendices) including notification letters of the Plan update, public notice of the Plan hearing, and adoption resolution from the City’s governing body. Further discussions regarding these supporting documents are provided within the individual Chapters of the City’s 2025 Plan.
Historically the City produced water supplies from the Main San Gabriel Basin (Main Basin). Consequently, the Main San Gabriel Basin Watermaster (Main Basin Watermaster) determined the proportional amount of the City's service area that was within Upper San Gabriel Valley Municipal Water District (Upper Water) and Three Valleys Municipal Water District (TVMWD) for the purpose of determining the Responsible Agency (Upper Water or TVMWD) from whom to purchase Replacement Water (a more detailed discussion of the Main Basin operations and Replacement Water can be found in Section 6.2). As a result of Main Basin Watermaster’s determination, the City was deemed to be 73 percent in Upper Water and 27 percent in TVMWD.
Consequently, the City's residents may receive assistance from the municipal water districts based on residents’ location.
The City is a sub-agency of Three Valleys Municipal Water District, a wholesale water agency. As a sub-agency of TVMWD, the City established a service connection with TVMWD to receive treated imported water as a source of water supply. Three Valleys Municipal Water District prepared a 2025 Plan which is incorporated in the City’s 2025 Plan by reference. In addition, the City provided its 2025 Plan to Three Valleys Municipal Water District which includes water use projections in five-year increments for a normal year, a single dry year, and a five consecutive year drought over the next 25 years.
The City is also a sub-agency of Upper San Gabriel Valley Municipal Water District, a wholesale water agency. Upper Water prepared a 2025 Plan which is incorporated in the
City’s 2025 UWMP by reference. In addition, the City provided its 2025 UWMP to Upper Water which includes water use projections in five-year increments for normal, single dry, and multiple dry year conditions over the next 25 years.
The City is a shareholder in, and purchases water from, Covina Valley Water Company (CVWC), formerly known as Covina Irrigating Company. The City receives water from CVWC based upon the City’s proportional number of shares and the water supply available to CVWC. The City also leases CVWC shares from other shareholders on an annual basis whereby unused shareholder water is made available for the use by other shareholders.
Pursuant to DWR, an urban water supplier that anticipates participating in or receiving water from a proposed project (or “covered action”) such as a multi-year water transfer, conveyance facility, or new diversion that involves transferring water through, exporting water from, or using water in the Sacramento-San Joaquin Delta (Delta) should provide information in their Plans for use in demonstrating consistency with Delta Plan Policy WR P1, “Reduce Reliance on the Delta Through Improved Regional Water Self-Reliance”. In addition, pursuant to California Code of Regulations, Title 23, § 5003:
(c)(1) Water suppliers that have done all of the following are contributing to reduced reliance on the Delta and improved regional self-reliance and are therefore consistent with this policy:
(A) Completed a current Urban or Agricultural Water Management Plan (Plan) which has been reviewed by the California Department of Water Resources for compliance with the applicable requirements of Water Code Division 6, Parts 2.55, 2.6, and 2.8;
(B) Identified, evaluated, and commenced implementation, consistent with the implementation schedule set forth in the Plan, of all programs and projects included in the Plan that are locally cost effective and technically feasible which reduce reliance on the Delta; and
(C) Included in the Plan, commencing in 2015, the expected outcome for measurable reduction in Delta reliance and improvement in regional selfreliance. The expected outcome for measurable reduction in Delta reliance and improvement in regional self-reliance shall be reported in the Plan as
the reduction in the amount of water used, or in the percentage of water used, from the Delta watershed. For the purposes of reporting, water efficiency is considered a new source of water supply, consistent with Water Code section 1011(a).
The City has reduced its reliance on the imported water supplies for FY 2014-15, FY 2019-20, and FY 2024-25. In addition, the City is projected to continue reducing its reliance on the imported water supplies through FY 2049-50.
PLAN COORDINATION, IMPLIMENTATION AND SUBMITTAL
The City must submit the completed 2025 Plan to DWR, including electronic submittal through DWR’s online Water Use Efficiency Data (WUEdata) portal. DWR will subsequently review the 2025 Plans to ensure that they address the California Water Code requirements. Following DWR’s review, water suppliers will be notified of the results of the review via a formal review letter. These review letters will also be available to the public on DWR’s WUEdata portal. In cases where DWR finds that a Plan does not properly address item(s) in the Water Code, DWR will reach out to the water supplier to discuss needed corrections and correction procedures.
Pursuant to DWR’s Final 2025 UWMP Guidebook:
“For a Supplier to be eligible for any water grant or loan administered by DWR, the Supplier must have a current UWMP on file that has been determined by DWR to address the requirements of the Water Code. A current UWMP must also be maintained by the Supplier throughout the term of any grant or loan administered by DWR. A UWMP may also be required to be eligible for other State funding, depending on the conditions that are specified in the funding guidelines. Suppliers are encouraged to seek guidance on the specifics of any State funding source from the respective funding agencies.”
The City’s 2025 UWMP has been prepared to meet eligibility requirements for grants and loans administered by the State and/or DWR.
The City’s 2025 Plan (which includes the City’s 2025 Water Shortage Contingency Plan (WSCP)) is considered an update to the City’s 2020 UWMP. However, the 2025 Plan and the WSCP are considered stand-alone documents.
As previously mentioned, the City’s 2025 Plan was prepared consistent with the recommended organization provided in DWR’s Final 2025 UWMP Guidebook. The City’s 2025 Plan was also prepared based on the tips provided in DWR’s Final 2025 UWMP Guidebook including the use of information from previous Plans and following the required Plan notification and adoption process.
M AY 2026 FINAL D RAFT
ATTACHMENT C
City of Covina
2025
Urban Water Management Plan
TABLE OF CONTENTS
Page
i
CHAPTER 1 ............................................................................................................................ 1-1 URBAN WATER MANAGEMENT PLAN INTRODUCTION AND OVERVIEW ............................... 1-1 UPDATED GUIDANCE FOR 2025 URBAN WATER MANAGEMENT PLANS ........................ 1-4 SUBMITTAL TABLES .......................................................................................................... 1-5 INCLUSION OF SUBMITTAL TABLES .................................................................... 1-5 OPTIONAL PLANNING TOOL ............................................................................... 1-6 RECOMMENDED UWMP ORGANIZATION ....................................................................... 1-6 UWMPS IN RELATION TO OTHER EFFORTS ...................................................................... 1-7 SPECIFIC CONSIDERATIONS ................................................................................ 1-8 DEPARTMENT OF WATER RESOURCES’ REVIEW PROCESS ............................................ 1-10 UWMPS AND GRANT OR LOAN ELIGIBILITY ................................................................... 1-10 TIPS FOR UWMP PREPARERS ......................................................................................... 1-11 CHAPTER 2 ............................................................................................................................ 2-1 URBAN WATER MANAGEMENT PLAN PREPARATION ........................................................... 2-1 BASIS FOR PREPARING A PLAN ........................................................................................ 2-2 SUPPLIERS WITH BOTH WHOLESALE AND RETAIL SALES .................................... 2-3 PUBLIC WATER SYSTEMS .................................................................................... 2-4 INDIVIDUAL OR REGIONAL PLANS ................................................................................... 2-4 REGIONAL REPORTING ........................................................................................ 2-5 FISCAL OR CALENDAR YEAR AND UNITS OF MEASURE .................................................... 2-5 FISCAL OR CALENDAR YEAR ................................................................................ 2-5 UNITS OF MEASURE ............................................................................................ 2-6 COORDINATION AND OUTREACH .................................................................................... 2-6 WHOLESALE AND RETAIL COORDINATION ......................................................... 2-6 COORDINATION WITH OTHER AGENCIES AND THE COMMUNITY ..................... 2-7 NOTICE TO CITIES AND COUNTIES ...................................................................... 2-8 SUBMITTAL TABLES .......................................................................................................... 2-8 SUBMITTAL TABLE 2-1: PWSs ............................................................................. 2-9 SUBMITTAL TABLE 2-2: PLAN TYPE IDENTIFICATION .......................................... 2-9 SUBMITTAL TABLE 2-3: SUPPLIER INFORMATION ............................................ 2-10 SUBMITTAL TABLE 2-4: WATER SUPPLIER INFORMATION EXCHANGE ............ 2-11 CHAPTER 3 ............................................................................................................................ 3-1 SERVICE AREA DESCRIPTION ................................................................................................. 3-1 GENERAL DESCRIPTION .................................................................................................... 3-2 SERVICE AREA BOUNDARY MAPS .................................................................................... 3-3 SERVICE AREA CLIMATE ................................................................................................... 3-4 SERVICE AREA POPULATION AND DEMOGRAPHICS ........................................................ 3-6 SERVICE AREA POPULATION ............................................................................... 3-6 OTHER SOCIAL, ECONOMIC, AND DEMOGRAPHIC FACTORS ............................. 3-8 LAND USES WITHIN SERVICE AREA .................................................................................. 3-9
TABLE OF CONTENTS
(Continued)
Page
ii
SUBMITTAL TABLES ........................................................................................................ 3-10 SUBMITTAL TABLE 3-1: POPULATION - CURRENT AND PROJECTED ................. 3-10 CHAPTER 4 ............................................................................................................................ 4-1 WATER USE CHARACTERIZATION .......................................................................................... 4-1 NON-POTABLE VERSUS POTABLE WATER USE ................................................................ 4-2 PAST, CURRENT, AND PROJECTED WATER USE BY SECTOR ............................................. 4-2 WATER-USE SECTORS LISTED IN WATER CODE .................................................. 4-4
OPTIONAL WATER-USE SECTORS IN ADDITION TO THOSE LISTED IN WATER CODE ...................................................................................................... 4-5 PAST WATER USE ................................................................................................ 4-6 CURRENT WATER USE ......................................................................................... 4-6 PROJECTED WATER USE ...................................................................................... 4-7 DISTRIBUTION SYSTEM WATER LOSS ............................................................................. 4-21 PREVIOUS FIVE YEARS DISTRIBUTION SYSTEM LOSSES .................................... 4-21
PROGRESS TOWARD MEETING THE WATER LOSS PERFORMANCE
STANDARD ........................................................................................................ 4-22 SUBMITTAL TABLES ........................................................................................................ 4-23 TABLE 4-1: TOTAL USES FOR POTABLE AND NON-POTABLE WATERACTUAL ............................................................................................................. 4-24 TABLE 4-2: TOTAL USES OF POTABLE AND NON-POTABLE WATER— PROJECTED ........................................................................................................ 4-25 TABLE 4-3: INCLUSION IN WATER-USE PROJECTIONS ...................................... 4-26 OPTIONAL TABLE 4-4: PASSIVE WATER SAVINGS PROJECTION ........................ 4-26 TABLE 4-5: WATER LOSS AUDIT REPORTING .................................................... 4-27 TABLE 4-6: PROGRESS TOWARD 2028 WATER LOSS STANDARD ..................... 4-28 CHAPTER 5 ............................................................................................................................ 5-1 SB X7-7 BASELINES, 2020 TARGETS, AND 2025 REPORTING .................................................. 5-1 REPORTING REQUIREMENTS FOR WHOLESALE AGENCIES .............................................. 5-2 REPORTING REQUIREMENTS FOR RETAIL SUPPLIERS ...................................................... 5-2 SUPPLIER WAS NOT AN URBAN RETAIL WATER SUPPLIER ................................. 5-3 SUPPLIER MET 2020 TARGET IN 2020 ................................................................. 5-3 SUPPLIER DID NOT MEET 2020 TARGET IN 2020—NO CHANGE TO
SERVICE AREA ..................................................................................................... 5-4 SUPPLIER DID NOT MEET 2020 TARGET—CHANGE TO SERVICE AREA SINCE 2020 .......................................................................................................... 5-4 FUNDING ELIGIBILITY .......................................................................................... 5-4
NEXUS TO STATE WATER BOARD URBAN WATER-USE OBJECTIVES (NOT REQUIRED FOR UWMPs) ..................................................................................... 5-5 SUBMITTAL TABLES .......................................................................................................... 5-7
TABLE OF CONTENTS
(Continued)
Page
iii
CHAPTER 6 ............................................................................................................................ 6-1 NORMAL-YEAR WATER SUPPLY CHARACTERIZATION ........................................................... 6-1 WATER SUPPLY ANALYSIS OVERVIEW ............................................................................. 6-2 SPECIFIC ANALYSIS APPLICABLE TO ALL WATER SUPPLY SOURCES .................... 6-4 SPECIAL CONSIDERATIONS ................................................................................. 6-6 WATER SUPPLY CHARACTERIZATION ............................................................................... 6-7 PURCHASED OR IMPORTED WATER ................................................................... 6-7 GROUNDWATER................................................................................................ 6-10 SURFACE WATER ............................................................................................... 6-34 STORMWATER .................................................................................................. 6-34 WASTEWATER AND RECYCLED WATER............................................................. 6-35 DESALINATED WATER OPPORTUNITIES ............................................................ 6-41 WATER EXCHANGES AND TRANSFERS .............................................................. 6-41 SUPPLY FROM STORAGE ................................................................................... 6-43 OTHER ............................................................................................................... 6-43 FUTURE WATER PROJECTS ................................................................................ 6-43 ENERGY USE ................................................................................................................... 6-44 SUBMITTAL TABLES ........................................................................................................ 6-46 TABLE 6-1: GROUNDWATER VOLUME PUMPED ............................................... 6-47 TABLE 6-2: WASTEWATER COLLECTED WITHIN SERVICE AREA ........................ 6-48 TABLE 6-3: WASTEWATER TREATMENT AND OUTCOMES WITHIN UWMP SERVICE AREA ................................................................................................... 6-49 TABLE 6-4: RECYCLED WATER DIRECT BENEFICIAL USES WITHIN SERVICE AREA .................................................................................................................. 6-50 TABLE 6-5: 2020 UWMP RECYCLED WATER-USE PROJECTION
COMPARED TO 2025 ACTUAL ........................................................................... 6-51 TABLE 6-6: METHODS TO ENCOURAGE FUTURE RECYCLED WATER USE ......... 6-52 TABLE 6-7: EXPECTED FUTURE WATER SUPPLY PROJECTS OR PROGRAMS ..... 6-53 TABLE 6-8: WATER SUPPLIES—ACTUAL ............................................................ 6-53 OPTIONAL TABLE 6-8DS: SOURCE DESALINATION BY SUPPLIER ...................... 6-55 TABLE 6-9: WATER SUPPLIES—PROJECTED ...................................................... 6-56 CHAPTER 7 ............................................................................................................................ 7-1 WATER SERVICE RELIABILITY AND DROUGHT RISK ASSESSMENT .......................................... 7-1 CONSTRAINTS ON WATER SOURCES CONSIDERATIONS .................................................. 7-2 SERVICE RELIABILTY - CONSTRAINTS ON WATER SOURCES ............................... 7-3 WATER SERVICE RELIABILITY ASSESSMENT ..................................................................... 7-4 WSRA - YEAR TYPE CHARACTERIZATION ............................................................ 7-7 WSRA – SUPPLY AND DEMAND COMPARISON ................................................... 7-8 WSRA DESCRIPTION OF MANAGEMENT TOOLS AND OPTIONS ....................... 7-10 DROUGHT RISK ASSESSMENT ........................................................................................ 7-11 DRA, DATA, METHODS, AND BASIS FOR WATER SHORTAGE CONDITIONS ...... 7-12
TABLE OF CONTENTS
(Continued)
Page
iv
DRA INDIVIDUAL WATER SOURCE RELIABILITY ................................................ 7-14 DRA TOTAL WATER SUPPLY AND USE COMPARISON ....................................... 7-16 OPTIONAL PLANNING TOOL WORKBOOK ...................................................................... 7-17 SUBMITTAL TABLES ........................................................................................................ 7-17 OPTIONAL TABLE 7-1: BASIS OF WATER-YEAR DATA (WSRA) .......................... 7-18 TABLE 7-2: NORMAL-YEAR SUPPLY AND USE COMPARISON ............................ 7-19 TABLE 7-3: SINGLE-DRY-YEAR SUPPLY AND USE COMPARISON ....................... 7-20 TABLE 7-4: MULTIPLE DRY YEARS SUPPLY AND USE COMPARISON ................. 7-21 TABLE 7-5: FIVE-YEAR DROUGHT RISK ASSESSMENT ........................................ 7-22 CHAPTER 8 ............................................................................................................................ 8-1 WATER SHORTAGE CONTINGENCY PLAN .............................................................................. 8-1 WATER SUPPLY RELIABILITY ANALYSIS ............................................................................ 8-3 ANNUAL WATER SUPPLY AND DEMAND ASSESSMENT PROCEDURES ............................ 8-4 DECISION-MAKING PROCESS .............................................................................. 8-5 DATA AND METHODOLOGIES ............................................................................. 8-6 SIX STANDARD WATER SHORTAGE LEVELS ...................................................................... 8-8 SHORTAGE RESPONSE ACTIONS ...................................................................................... 8-9 SUPPLY AUGMENTATION .................................................................................. 8-10 DEMAND REDUCTION ....................................................................................... 8-11 OPERATIONAL CHANGES .................................................................................. 8-24 ADDITIONAL MANDATORY RESTRICTIONS ....................................................... 8-25 EMERGENCY RESPONSE PLAN .......................................................................... 8-25 SEISMIC RISK ASSESSMENT AND MITIGATION PLAN ........................................ 8-27 SHORTAGE RESPONSE ACTION EFFECTIVENESS ............................................... 8-30 COMMUNICATION PROTOCOLS .................................................................................... 8-32 COMPLIANCE AND ENFORCEMENT ............................................................................... 8-34 LEGAL AUTHORITIES....................................................................................................... 8-35 FINANCIAL CONSEQUENCES OF WSCP .......................................................................... 8-37 MONITORING AND REPORTING ..................................................................................... 8-37 WSCP REFINEMENT PROCEDURES ................................................................................. 8-38 SPECIAL WATER FEATURE DISTINCTION ........................................................................ 8-40 PLAN ADOPTION, SUBMITTAL, AVAILABILITY, AND AMENDMENT PROCEDURES......... 8-40 RESOURCES AND REFERENCES....................................................................................... 8-42 SUBMITTAL TABLES ........................................................................................................ 8-42 TABLE 8-1: CROSS REFERENCE FOR STANDARD VS. SUPPLIER SHORTAGE LEVELS ............................................................................................................... 8-43 TABLE 8-2: SUPPLY AUGMENTATION AND OTHER ACTIONS ............................ 8-44 TABLE 8-3: DEMAND-REDUCTION ACTIONS ..................................................... 8-45
TABLE OF CONTENTS
(Continued)
Page
v
CHAPTER 9 ............................................................................................................................ 9-1 DEMAND MANAGEMENT MEASURES ................................................................................... 9-1 DEMAND MANAGEMENT MEASURES FOR RETAIL SUPPLIERS ........................................ 9-2 IMPLEMENTATION OVER THE PAST FIVE YEARS ................................................. 9-3 IMPLEMENTATION TO ACHIEVE WATER USE TARGETS ...................................... 9-5 REQUIRED DEMAND MANAGEMENT MEASURES ............................................... 9-6 DEMAND MANAGEMENT MEASURES FOR WHOLESALE SUPPLIERS ............................. 9-10 CHAPTER 10 ........................................................................................................................ 10-1 PLAN ADOPTION, SUBMITTAL, AND IMPLEMENTATION ..................................................... 10-1 PLAN COMPLETTION TIMELINE ..................................................................................... 10-2 NOTICE PLAN PREPARATION .......................................................................................... 10-2 NOTICE OF PUBLIC HEARING ......................................................................................... 10-3 PUBLIC HEARING AND ADOPTION ................................................................................. 10-4 PLAN SUBMITTAL ........................................................................................................... 10-5
SUBMITTING A UWMP AND WATER SHORTAGE CONTINGENCY PLAN TO DWR .................................................................................................................. 10-6 ELECTRONIC DATA SUBMITTAL......................................................................... 10-6
SUBMITTING A UWMP INCLUDING WSCP, TO THE CALIFORNIA STATE LIBRARY ............................................................................................................. 10-6 SUBMITTING A UWMP TO CITIES AND COUNTIES ............................................ 10-7 PUBLIC AVAILABILITY ..................................................................................................... 10-8 NOTIFICATION TO PUBLIC UTILITIES COMMISSION ....................................................... 10-8 PLAN IMPLEMENTATION ............................................................................................... 10-9 AMENDING AN ADOPTED UWMP OR WATER SHORTAGE CONTINGENCY PLAN .......... 10-9 AMENDING A UWMP OR A WSCP .................................................................... 10-9 SUBMITTING REVISED WATER SHORTAGE CONTINGENCY PLAN ................... 10-10
CALIFORNIA DEPARTMENT OF WATER RESOURCES REVIEW OF SUBMITTED PLANS ........................................................................................................................... 10-10 SUBMITTAL TABLES ...................................................................................................... 10-11 SUBMITTAL TABLE 10-1: NOTIFICATION TO CITIES AND COUNTIES ............... 10-11
TABLE OF CONTENTS
(Continued)
vi
LIST OF TABLES
Table 2-1 Public Water Systems ................................................................................................................... 2-9 Table 2-2 Plan Type Identification ................................................................................................................ 2-9 Table 2-3 Supplier Information ................................................................................................................... 2-10 Table 2-4 Water Supplier Information Exchange........................................................................................ 2-11 Table 3-1 Population - Current and Projected ............................................................................................ 3-10 Table 4-1 Total Uses for Potable and Non-Potable Water-Actual .............................................................. 4-24 Table 4-2 Total Uses for Potable and Non-Potable Water - Projected ....................................................... 4-25 Table 4-3 Inclusion in Water-Use Projections ............................................................................................. 4-26 Table 4-4 Passive Savings Projection .......................................................................................................... 4-26 Table 4-5 Water Loss Audit Reporting ........................................................................................................ 4-27 Table 4-6 Progress Toward 2028 Water Loss Standard .............................................................................. 4-28 Table 5-1 SB X7-7 2020 Target Progress ....................................................................................................... 5-7 Table 6-1 Groundwater Volume Pumped ................................................................................................... 6-47 Table 6-2 Wastewater Collected Within UWMP Service Area ................................................................... 6-48 Table 6-3 Wastewater Treatment and Outcomes Within UWMP Service Area ......................................... 6-49 Table 6-4 Recycled Water Direct Beneficial Uses Within Service Area ...................................................... 6-50 Table 6-5 2020 UWMP Recycled Water Use Projection Compared to 2025 Actual ................................... 6-51 Table 6-6 Methods to Encourage Future Recycled Water Use ................................................................... 6-52 Table 6-7 Expected Future Water Supply Projects or Programs ................................................................ 6-53 Table 6-8 Water Supplies—Actual .............................................................................................................. 6-55 Table 6-9 Water Supplies—Projected ......................................................................................................... 6-56 Table 7-1 Basis of Water-Year Data (Reliability Assessment) ..................................................................... 7-18 Table 7-2 Normal-Year Supply and Use Comparison .................................................................................. 7-19 Table 7-3 Single-Dry-Year Supply and Use Comparison ............................................................................. 7-20 Table 7-4 Multiple Dry Years Supply and Use Comparison ........................................................................ 7-21 Table 7-5 Five-Year Drought Risk Assessment ............................................................................................ 7-22 Table 8-1 Cross-Reference for Standard vs. Supplier Shortage Levels ....................................................... 8-43 Table 8-2 Supply Augmentation and Other Actions ................................................................................... 8-44 Table 8-3 Demand-Reduction Actions ........................................................................................................ 8-45 Table 10-1 Notification to Cities and Counties ........................................................................................... 10-11
TABLE OF CONTENTS
(Continued)
vii
LIST OF FIGURES
Figure 1 Water Service Area
Figure 2 Water Service Area and City Boundaries
Figure 3 Main Basin Location
TABLE OF CONTENTS
(Continued)
viii
LIST OF APPENDICES
Appendix A DWR Standardized Tables
Appendix B Completed Plan Checklist
Appendix C Demonstration of Reduced Imported Water Reliance Appendix D Notification Letters and Notices of Public Hearing Appendix E Climate Change Considerations (CAL-ADAPT Data) Appendix F Long Beach Judgment
Appendix G Main Basin Judgment
Appendix H Chapter 13.06 - Water Conservation
Appendix I City of Covina’s Hazard Mitigation Plan
Appendix J Los Angeles County All-Hazards Mitigation Plan Appendix K Water Rate Sheet
Appendix L Resolution Adopting 2025 Plan and WSCP
TABLE OF CONTENTS
(Continued)
ix
LIST OF ACRONYMS
AB Assembly Bill
AF Acre-feet
AFY Acre-feet per year
AWWA American Water Works Association
BPOU Baldwin Park Operable Unit
CECs Constituents of emerging concern
Central District Central Basin Municipal Water District City City of Covina
CIMIS California Irrigation Management Information System CVWC Covina Valley Water Company
CWC California Water Code
CWEA Cooperative Water Exchange Agreement
DACs Disadvantaged Communities
DRA Drought Risk Assessment
DOF Department of Finance
DPW Department of Public Works
DWR Department of Water Resources
ERP Emergency Response Plan
ETo Evapotranspiration
FY Fiscal Year
FEMA Federal Emergency Management Agency
GCMs General Circulation Models
GIS Geographical Information Systems
GPCD Gallons per capita per day
gpm Gallons per minute
GSP Groundwater Sustainability Plan
JWL Joint Water Line
JWPCP Joint Water Pollution Control Plant
Key Well Baldwin Park Key Well
LACSD Los Angeles County Sanitation Districts
LARWQCB Los Angeles Regional Water Quality Control Board Main Basin Main San Gabriel Basin
Main Basin Watermaster Main San Gabriel Basin Watermaster MGD Million gallons per day
MSL Mean seal level
MWD Metropolitan Water District of Southern California
NCP National Contingency Plan
NDMA N-nitrosodimethylamine
OSY Operating Safe Yield
Plan Urban Water Management Plan
RCP Representative Concentration Pathway
TABLE OF CONTENTS
(Continued)
x
RDA
Water Resource Development Assessment or Supplemental Water Reliability Storage Program
RDA II
Water Resource Development Assessment for Stormwater
Augmentation Program
RDM Robust Decision Making
ROD Records of Decision
RRA Risk and Resilience Assessment
SCAG Southern California Association of Governments
SB Senate Bill
SGMA Sustainable Groundwater Management Act
SGVMWD San Gabriel Valley Municipal Water District
SJCWRP San Jose Creek Water Reclamation Plant
SNMP San Gabriel Valley Salt and Nutrient Management Plan SWRCB State Water Resources Control Board
SWRCB-DDW State Water Resources Control Board - Division of Drinking Water SWP State Water Project
TDS Total Dissolved Solids
TVMWD Three Valleys Municipal Water District
Upper Water Upper San Gabriel Valley Municipal Water District USEPA U.S. Environmental Protection Agency
UWMP Urban Water Management Plan
VOCs Volatile Organic Compounds
WEWAC Water Education/Water Awareness Committee
WQA Water Quality Authority
WRCC Western Regional Climate Center
WRD Water Replenishment District of Southern California WSAP Water Supply Allocation Plan
WSCP Water Shortage Contingency Plan
WSRA Water Supply Reliability Assessment
WUCA Water Utility Climate Alliance
TABLE OF CONTENTS
(Continued)
xi
<Page Intentionally Left Blank>
2025 Urban Water Management Plan
City of Covina Page 1-1
CHAPTER 1
URBAN WATER MANAGEMENT PLAN INTRODUCTION AND OVERVIEW
LAY DESCRIPTION - INTRODUCTION
An urban water supplier is defined (pursuant to Section 10617 of the California Water Code1) as “a supplier, either publicly or privately owned, providing water for municipal purposes either directly or indirectly to more than 3,000 customers or supplying more than 3,000 acre-feet of water annually. An urban water supplier includes a supplier or contractor for water, regardless of the basis of right, which distributes or sells for ultimate resale to customers.”
The City of Covina (City) is classified as an urban water supplier because it serves more than 3,000 customers (i.e. individual metered accounts) and it supplies more than 3,000 acre-feet of water annually to its customers for municipal purposes.
In accordance with the “Urban Water Management Planning Act”, which was enacted by the California Legislature in 1983, every urban water supplier (including the City) is required to prepare and adopt an Urban Water Management Plan (UWMP), periodically review its UWMP, and incorporate updated and new information into an updated UWMP at least once every five years.
The City’s most recent update was its 2020 UWMP (or 2020 Plan) which was submitted to, and approved by, the California Department of Water Resources (DWR). Urban water suppliers (including the City) are required to complete and submit their 2025 UWMPs to DWR by July 1st, 2026.
1 References to CWC Sections in this 2025 UWMP were obtained from https://leginfo.legislature.ca.gov/
2025 Urban Water Management Plan
City of Covina Page 1-2
The current requirements for preparing the UWMP are included in California Water Code (CWC) Sections 10608 through 10657. The City’s 2025 UWMP (or 2025 Plan) was prepared consistent with the CWC and the recommended organization provided in DWR’s Final “Urban Water Management Plan Guidebook 2025” (Final 2025 UWMP Guidebook), dated January 2026.
The UWMP provides urban water suppliers (including the City) with a reliable management action plan for long-term resource planning to ensure adequate water supplies are available to meet existing and future water supply needs. In addition, the 2025 Plan incorporates water supply reliability determinations resulting from potential prolonged drought, regulatory revisions, and/or changing climatic conditions.
The City’s 2025 Plan consists of the following Chapters:
Chapter 1 Urban Water Management Plan Introduction and Overview Chapter 2 Plan Preparation
Chapter 3 Service Area Description
Chapter 4 Water Use Characterization
Chapter 5 SB X7-7 Baselines, 2020 Targets, and 2025 Reporting Chapter 6 Normal-Year Water Supply Characterization
Chapter 7 Water Service Reliability and Drought Risk Assessment Chapter 8 Water Shortage Contingency Plan
Chapter 9 Demand Management Measures
Chapter 10 Plan Adoption, Submittal, and Implementation A lay description for each of these Chapters is presented below.
2025 Urban Water Management Plan
City of Covina Page 1-3
LAY DESCRIPTION – CHAPTER 1
URBAN WATER MANAGEMENT PLAN INTRODUCTION AND OVERVIEW
Chapter 1 (Urban Water Management Plan Introduction and Overview) of the City’s 2025 Plan discusses and provides the following:
An overall lay description of the 2025 Plan, including California Water Code and Urban Water Management Plan Act requirements, is provided. The City is required to prepare an Urban Water Management Plan.
The City’s 2025 Plan was prepared consistent with the recommended organization provided in DWR’s Final “Urban Water Management Plan Guidebook 2025”, dated January 2026. A description regarding the organization of the 2025 Plan, including a summary of each Chapter, is provided. The City’s Water Shortage Contingency Plan (discussed in Chapter 8) is also included in the 2025 Plan. The 2025 Plan incorporates DWR’s water use and supply tables (standardized Submittal Tables) for the reporting and submittal of UWMP data. Relevant Submittal Tables are included at the end of each Chapter in this 2025 Plan and in Appendix A.
The City’s coordination efforts with other planning agencies are discussed, including coordination efforts with Three Valley Municipal Water District and the Southern California Association of Governments
The City’s eligibility to receive grants and loans administered by the State of California and/or DWR, as a result of preparing the 2025 Plan, is discussed. Information is provided which demonstrates the City’s prior, continued, and projected reduction on imported water supplies obtained (either directly or indirectly) from the Sacramento-San Joaquin Delta (Delta). The City has reduced
2025 Urban Water Management Plan
City of Covina Page 1-4
its reliance on the imported water supplies for Fiscal Year 2014-15, Fiscal Year 2019-2020, and Fiscal Year 2024-25. In addition, the City is projected to continue reducing its reliance on the imported water supplies through Fiscal Year 2049-50. The checklist developed by DWR and used by the City to incorporate the specific UWMP requirements is discussed. The completed checklist is provided in Appendix B.
UPDATED GUIDANCE FOR 2025 URBAN WATER MANAGEMENT PLANS
The City’s 2025 Plan was prepared consistent with the recommended organization provided in DWR’s Final “Urban Water Management Plan Guidebook 2025”, dated January 2026. DWR provided the following updated guidance for the preparation of the 2025 Plans (in comparison to the preparation of the 2020 Plans):
There have been minor changes to the Water Code since the 2020 Plans were submitted; primarily, several definitions have been added (none of these change the requirements for 2025 Plans).
DWR and the State Water Resources Control Board are using the same criteria to determine when a water supplier with multiple Public Water Systems is considered an Urban Water Supplier subject to UWMP requirements.
DWR has updated its submittal tables to reflect the current reporting year, improve accuracy of reporting, and more clearly identify information required by Water Code and optional information.
There has been no change to the Water Code regarding water loss standard reporting since the 2020 Plans were submitted. However, water suppliers can report progress toward compliance with their 2028 Water Loss Standard in the 2025 Plans (see Table 4-6).
2025 Urban Water Management Plan
City of Covina Page 1-5
The State Water Resources Control Board has adopted regulations for the use of direct potable reuse (DPR) since the 2020 Plan reporting. To allow for reporting of DPR, minor changes have been made to the supply and demand tables in the 2025 Plans.
While projections for lower-income housing were required in the 2020 Plans, additional guidance has been provided for optional reporting of the method used to project water use for lower-income housing.
In previous years, the guidance for reporting water placed into storage did not differentiate between long-term storage (i.e., water placed into storage one year but extracted in a future year) and short-term storage (i.e., water that is placed into storage and extracted the same year). When a water supplier reports water placed into storage and then reports it was retrieved in the same year (short-term storage) it can cause a double counting error. Additional guidance has been provided recommending that water suppliers do not report water into and out of short-term storage.
SUBMITTAL TABLES
INCLUSION OF SUBMITTAL TABLES
CWC 10644.
(a)(2) The plan, or amendments to the plan, submitted to the department … shall include any standardized forms, tables, or displays specified by the department.
The City’s 2025 Plan includes the completion of DWR’s standardized Submittal Tables for the reporting and submittal of UWMP data. Relevant Submittal Tables are
2025 Urban Water Management Plan
City of Covina Page 1-6
included at the end of each Chapter in this 2025 Plan. In addition, all Submittal Tables are provided collectively in Appendix A.
OPTIONAL PLANNING TOOL
DWR has created an optional “Planning Tool Worksheet” for water suppliers to review and assess monthly water use trends. DWR has deemed the tool as optional and the City is not required by DWR to use the tool.
RECOMMENDED UWMP ORGANIZATION
The City’s 2025 Urban Water Management Plan (2025 Plan) was prepared consistent with the recommended organization provided in DWR’s Final “Urban Water Management Plan Guidebook 2025” (Final 2025 UWMP Guidebook), dated January 2026. The City’s 2025 Plan consists of the following Chapters:
Chapter 1 Urban Water Management Plan Introduction and Overview Chapter 2 Plan Preparation
Chapter 3 Service Area Description
Chapter 4 Water Use Characterization
Chapter 5 SB X7-7 Baselines, 2020 Targets, and 2025 Reporting Chapter 6 Normal-Year Water Supply Characterization
Chapter 7 Water Service Reliability and Drought Risk Assessment Chapter 8 Water Shortage Contingency Plan
Chapter 9 Demand Management Measures
Chapter 10 Plan Adoption, Submittal, and Implementation Pursuant to CWC requirements, the City’s 2025 Plan incorporates DWR’s water use and supply tables (standardized Submittal Tables) for the reporting and submittal of UWMP
2025 Urban Water Management Plan
City of Covina Page 1-7
data. DWR’s standardized Submittal Tables are provided within the body of the 2025 Plan text as well as in Appendix A.
The City’s 2025 Plan also provides supporting documents (appendices) including notification letters of the Plan update, public notice of the Plan hearing, and adoption resolution from the City’s governing body. Further discussions regarding these supporting documents are provided within the individual Chapters of the City’s 2025 Plan.
UWMPS IN RELATION TO OTHER EFFORTS
Historically the City produced water supplies from the Main San Gabriel Basin (Main Basin). Consequently, the Main San Gabriel Basin Watermaster (Main Basin Watermaster) determined the proportional amount of the City's service area that was within Upper San Gabriel Valley Municipal Water District (Upper Water) and Three Valleys Municipal Water District (TVMWD) for the purpose of determining the Responsible Agency (Upper Water or TVMWD) from whom to purchase Replacement Water (a more detailed discussion of the Main Basin operations and Replacement Water can be found in Section 6.2). As a result of Main Basin Watermaster’s determination, the City was deemed to be 73 percent in Upper Water and 27 percent in TVMWD.
Consequently, the City's residents may receive assistance from the municipal water districts based on residents’ location. These types of assistance are described in Chapter
9. The City is a sub-agency of Three Valleys Municipal Water District, a wholesale water agency. As a sub-agency of TVMWD, the City established a service connection with TVMWD to receive treated imported water as a source of water supply. Three Valleys Municipal Water District prepared a 2025 Plan which is incorporated in the City’s 2025 Plan by reference. In addition, the City provided its 2025 Plan to Three Valleys Municipal
2025 Urban Water Management Plan
City of Covina Page 1-8
Water District which includes water use projections in five-year increments for a normal year, a single dry year, and a five consecutive year drought over the next 25 years.
The City is also a sub-agency of Upper San Gabriel Valley Municipal Water District, a wholesale water agency. Upper Water prepared a 2025 Plan which is incorporated in the City’s 2025 UWMP by reference. In addition, the City provided its 2025 UWMP to Upper Water which includes water use projections in five-year increments for normal, single dry, and multiple dry year conditions over the next 25 years.
The City is a shareholder in, and purchases water from, Covina Valley Water Company (CVWC), formerly known as Covina Irrigating Company. The City receives water from CVWC based upon the City’s proportional number of shares and the water supply available to CVWC. The City also leases CVWC shares from other shareholders on an annual basis whereby unused shareholder water is made available for the use by other shareholders.
SPECIFIC CONSIDERATIONS
1.4.1.1 DEMONSTRATION OF CONSISTENCY WITH THE DELTA PLAN
FOR PARTICIPANTS IN COVERED ACTIONS
Pursuant to DWR, an urban water supplier that anticipates participating in or receiving water from a proposed project (or “covered action”) such as a multi-year water transfer, conveyance facility, or new diversion that involves transferring water through, exporting water from, or using water in the Sacramento-San Joaquin Delta (Delta) should provide information in their Plans for use in demonstrating consistency with Delta Plan Policy WR P1, “Reduce Reliance on the Delta Through Improved Regional Water Self-Reliance”. In addition, pursuant to California Code of Regulations, Title 23, § 5003:
2025 Urban Water Management Plan
City of Covina Page 1-9
(c)(1) Water suppliers that have done all of the following are contributing to reduced reliance on the Delta and improved regional self-reliance and are therefore consistent with this policy:
(A) Completed a current Urban or Agricultural Water Management Plan (Plan) which has been reviewed by the California Department of Water Resources for compliance with the applicable requirements of Water Code Division 6, Parts 2.55, 2.6, and 2.8;
(B) Identified, evaluated, and commenced implementation, consistent with the implementation schedule set forth in the Plan, of all programs and projects included in the Plan that are locally cost effective and technically feasible which reduce reliance on the Delta; and
(C) Included in the Plan, commencing in 2015, the expected outcome for measurable reduction in Delta reliance and improvement in regional selfreliance. The expected outcome for measurable reduction in Delta reliance and improvement in regional self-reliance shall be reported in the Plan as the reduction in the amount of water used, or in the percentage of water used, from the Delta watershed. For the purposes of reporting, water efficiency is considered a new source of water supply, consistent with Water Code section 1011(a).
The City has reduced its reliance on the imported water supplies for FY 2014-15, FY 2019-20, and FY 2024-25. In addition, the City is projected to continue reducing its reliance on the imported water supplies through FY 2049-50. A further discussion which demonstrates the City’s measurable reduction in imported water reliance and improvement in regional self-reliance is provided in Appendix C.
1.4.1.2 PERMITTING FOR OCEAN DESALINATION PROJECTS
The City is currently not considering the development of a desalinated water project.
However, as discussed in Section 6.2.6, there may be opportunities for use of desalinated ocean water as a potential water supply source in the future, if needed, through coordination with other agencies that have ocean desalination programs.
2025 Urban Water Management Plan
City of Covina Page 1-10
DEPARTMENT OF WATER RESOURCES’ REVIEW PROCESS
Section 10.5 discusses the process for a water supplier to submit the completed 2025 Plan to DWR, including electronic submittal through DWR’s online Water Use Efficiency Data (WUEdata) portal. DWR will subsequently review the 2025 Plans to ensure that they address the California Water Code requirements. Following DWR’s review, water suppliers will be notified of the results of the review via a formal review letter. These review letters will also be available to the public on DWR’s WUEdata portal. In cases where DWR finds that a Plan does not properly address item(s) in the Water Code, DWR will reach out to the water supplier to discuss needed corrections and correction procedures.
UWMPS AND GRANT OR LOAN ELIGIBILITY
CWC 10608.56.
(a) On and after July 1, 2016, an urban retail water supplier is not eligible for a water grant or loan awarded or administered by the state unless the supplier complies with this part. (c) Notwithstanding subdivision (a), the department shall determine that an urban retail water supplier is eligible for a water grant or loan even though the supplier has not met the per capita reductions required pursuant to Section 10608.24, if the urban retail water supplier has submitted to the department for approval a schedule, financing plan, and budget, to be included in the grant or loan agreement, for achieving the per capita reductions. The supplier may request grant or loan funds to achieve the per capita reductions to the extent the request is consistent with the eligibility requirements applicable to the water funds. (e) Notwithstanding subdivision (a), the department shall determine that an urban retail water supplier is eligible for a water grant or loan even though the supplier has not met the per capita reductions required pursuant to Section 10608.24, if the urban retail water supplier has submitted to the department for approval documentation demonstrating that its entire service area qualifies as a disadvantaged community.
(f) The department shall not deny eligibility to an urban retail water supplier or agricultural water supplier in compliance with the requirements of this part and Part 2.8 (commencing with Section
2025 Urban Water Management Plan
City of Covina Page 1-11
10800), that is participating in a multiagency water project, or an integrated regional water management plan, developed pursuant to Section 75026 of the Public Resources Code, solely on the basis that one or more of the agencies participating in the project or plan is not implementing all of the requirements of this part or Part 2.8 (commencing with Section 10800).
CWC 10656.
An urban water supplier is not eligible for a water grant or loan awarded or administered by the state unless the urban water supplier complies with this part.
California Code of Regulations Title 23 Division 2 Chapter 5.1 Article 1, Section 596.1 (b)(2) “disadvantaged community” means a community with a median household income that is less than 80 percent of the statewide annual median household income.
Pursuant to DWR’s Final 2025 UWMP Guidebook:
“For a Supplier to be eligible for any water grant or loan administered by DWR, the Supplier must have a current UWMP on file that has been determined by DWR to address the requirements of the Water Code. A current UWMP must also be maintained by the Supplier throughout the term of any grant or loan administered by DWR. A UWMP may also be required to be eligible for other State funding, depending on the conditions that are specified in the funding guidelines. Suppliers are encouraged to seek guidance on the specifics of any State funding source from the respective funding agencies.”
The City’s 2025 UWMP has been prepared to meet eligibility requirements for grants and loans administered by the State and/or DWR.
TIPS FOR UWMP PREPARERS
The City’s 2025 Plan (which includes the City’s 2025 Water Shortage Contingency Plan (WSCP)) is considered an update to the City’s 2020 UWMP. However, the 2025 Plan
2025 Urban Water Management Plan
City of Covina Page 1-12
and the WSCP are considered stand-alone documents. As discussed in Section 1.3, the City’s 2025 Plan was prepared consistent with the recommended organization provided in DWR’s Final 2025 UWMP Guidebook. The City’s 2025 Plan was also prepared based on the tips provided in DWR’s Final 2025 UWMP Guidebook including the use of information from previous Plans and following the required Plan notification and adoption process.
In addition, a checklist of specific UWMP requirements is included in Appendix B. The checklist includes the page number where the required elements are addressed to assist in DWR’s review of the submitted Plan.
2025 Urban Water Management Plan
City of Covina Page 2-1
CHAPTER 2
URBAN WATER MANAGEMENT PLAN PREPARATION
LAY DESCRIPTION – CHAPTER 2
PLAN PREPARATION
Chapter 2 (Plan Preparation) of the City’s 2025 Plan discusses and provides the following:
The basis for preparing an Urban Water Management Plan is provided. The City is required to prepare the 2025 Plan because it is an “urban water supplier” (the City serves more than 3,000 customers and it supplies more than 3,000 acre-feet of water annually to its customers for municipal purposes) The City is a “Public Water System” and is regulated by the State Water Resources Control Board - Division of Drinking Water. The City’s Public Water System number is provided in Table 2-1.
The City’s Plan has been prepared as an “individual” plan rather than a “regional” plan in an effort to provide information specific to the City to best inform its employees, management and customers.
Information presented in the City’s 2025 Plan is provided on “fiscal year” basis which is from July 1 through June 30 of the following year. Water quantities presented in the City’s 2025 Plan are provided on an “acre-foot” basis.
The City’s coordination and outreach efforts with wholesale water agencies, other retail water agencies, and the community are described. The City coordinated the preparation of its 2025 Plan with the City of Covina and the County of Los Angeles.
2025 Urban Water Management Plan
City of Covina Page 2-2
The City’s notification process to the cities and county within which the City provides water supplies to is discussed.
As discussed in Section 1.3, the City’s 2025 Plan was prepared consistent with the recommended organization provided in DWR’s Final 2025 UWMP Guidebook.
Pursuant to CWC requirements, the City’s 2025 Plan incorporates DWR’s water use and supply tables (standardized Submittal Tables) for the reporting and submittal of UWMP data.
BASIS FOR PREPARING A PLAN
CWC 10617.
"Urban water supplier" means a supplier, either publicly or privately owned, providing water for municipal purposes either directly or indirectly to more than 3,000 customers or supplying more than 3,000 acre-feet of water annually. An urban water supplier includes a supplier or contractor for water, regardless of the basis of right, which distributes or sells for ultimate resale to customers.
This part applies only to water supplied from public water systems subject to Chapter 4 (commencing with Section 116275) of Part 12 of Division 104 of the Health and Safety Code.
CWC 10618.12.
(t) “Urban retail water supplier” means a water supplier, either publicly or privately owned, that directly provides potable municipal water to more than 3,000 end users or that supplies more than 3,000 acre-feet of potable water annually at retail for municipal purposes. (w) “Urban wholesale water supplier” means a water supplier, either publicly or privately owned, that provides more than 3,000 acre- feet of water annually at wholesale for potable municipal purposes.
CWC 10620.
(b) Every person that becomes an urban water supplier shall adopt an urban water management plan within one year after it has become an urban water supplier.
CWC 10621.
2025 Urban Water Management Plan
City of Covina Page 2-3
(a) Each urban water supplier shall update its plan at least once every five years on or before July 1, in years ending in six and one, incorporating updated and new information from the five years preceding each update.
The City’s 2025 Plan was prepared in accordance with the UWMP Act which was established in 1983. The UWMP Act requires every “urban water supplier” to prepare and adopt a Plan, to periodically review its Plan at least once every five years and make any amendments or changes which are indicated by the review. An “Urban Water Supplier” is defined as a supplier, either publicly or privately owned, providing water for municipal purposes either directly or indirectly to more than 3,000 customers or supplying more than 3,000 acre-feet (AF) of water annually.
Section 10621(a) of the CWC states, “Each urban water supplier shall update its plan at least once every five years on or before July 1, in years ending in six and one, incorporating updated and new information from the five years preceding each update”.
As a result, DWR requires the 2025 Plans be submitted by July 1, 2026.
The City is an “urban water supplier” pursuant to Section 10617 of the CWC and directly serves potable water to more than 3,000 customers and supplies more than 3,000 acrefeet per year (AFY) at retail for municipal purposes. The City’s 2025 Plan is an update to the City’s 2020 Plan.
SUPPLIERS WITH BOTH WHOLESALE AND RETAIL SALES
The City is a retail water supplier (and not a wholesale water supplier). The City’s 2025 Plan was prepared based on the CWC requirements pertaining to retail water suppliers.
The City relies on water supplies from wholesale water suppliers which are discussed in Section 2.4.1.
2025 Urban Water Management Plan
City of Covina Page 2-4
PUBLIC WATER SYSTEMS
California Health and Safety Code 116275.
(h) "Public water system" means a system for the provision of water for human consumption through pipes or other constructed conveyances that has 15 or more service connections or regularly serves at least 25 individuals daily at least 60 days out of the year.
Pursuant to CWC requirements, the City’s 2025 Plan incorporates DWR’s standardized Submittal Tables for the reporting and submittal of UWMP data. The Submittal Tables are provided within the body of the 2025 Plan text as well as in Appendix A. The City also submitted the UWMP data (from the Submittal Tables) electronically through DWR’s Online Submittal Tool.
In addition, the City is a Public Water System and is regulated by the State Water Resources Control Board - Division of Drinking Water (SWRCB-DDW). The SWRCBDDW requires water agencies to provide the number of connections, water usage, and other information annually. The information provided to SWRCB-DDW indicates the City serves potable water to more than 3,000 customers and supplies more than 3,000 AFY.
Table 2-1 provides the City’s Public Water System name and number. As indicated in Table 2-1, the City serves only a single Public Water System.
INDIVIDUAL OR REGIONAL PLANS
The City has developed its 2025 Plan reporting solely on its service area to address all requirements of the California Water Code. The City’s 2025 Plan was not developed as a Regional Plan.
2025 Urban Water Management Plan
City of Covina Page 2-5
As shown in Table 2-2, the City’s 2025 Plan is an “Individual UWMP”. The City has developed its 2025 Plan reporting solely for its service area to address all requirements of the California Water Code, including water use targets and baselines pursuant to SB X7-7 Water Conservation Act of 2009 reporting (discussed further in Chapter 5). The City notified and coordinated with appropriate regional agencies and constituents (See Section 2.4).
REGIONAL REPORTING
CWC 10620.
(d)(1) An urban water supplier may satisfy the requirements of this part by participation in area wide, regional, watershed, or basin wide urban water management planning where those plans will reduce preparation costs and contribute to the achievement of conservation and efficient water use.
As indicated in Table 2-2, the City’s 2025 Plan was developed as an “Individual UWMP” and not part of a Regional Plan or a Regional Alliance.
FISCAL OR CALENDAR YEAR AND UNITS OF MEASURE
CWC 10608.20.
(a)(1) Urban retail water suppliers…may determine the targets on a fiscal or calendar year basis.
FISCAL OR CALENDAR YEAR
The data provided in the City’s 2025 Plan is reported on a fiscal year (FY) basis, unless noted otherwise, as shown in Table 2-3. A fiscal year begins on July 1st of every year.
2025 Urban Water Management Plan
City of Covina Page 2-6
UNITS OF MEASURE
As shown in Table 2-3, the data provided in the City’s 2025 Plan is reported in units of acre-feet , unless noted otherwise.
COORDINATION AND OUTREACH
CWC 10631.
(h) An urban water supplier that relies upon a wholesale agency for a source of water shall provide the wholesale agency with water use projections from that agency for that source of water in five-year increments to 20 years or as far as data is available. The wholesale agency shall provide information to the urban water supplier for inclusion in the urban water supplier’s plan that identifies and quantifies, to the extent practicable, the existing and planned sources of water as required by subdivision (b), available from the wholesale agency to the urban water supplier over the same five-year increments, and during various water-year types in accordance with subdivision (f). An urban water supplier may rely upon water supply information provided by the wholesale agency in fulfilling the plan informational requirements of subdivisions (b) and (f).
WHOLESALE AND RETAIL COORDINATION
The City is a sub-agency of Three Valleys Municipal Water District, a wholesale agency.
As indicated in Table 2-4, the City has provided its 2025 Plan to Three Valleys Municipal Water District which includes water use projections in five-year increments for normal, single dry, and a five consecutive year drought conditions over the next 25 years.
In addition, the City is a sub-agency of Upper Water, a wholesale agency. As indicated in Table 2-4, the City has provided its 2025 Plan to Upper Water which includes water use projections in five-year increments for normal, single dry, and a five consecutive year drought conditions over the next 25 years.
2025 Urban Water Management Plan
City of Covina Page 2-7
The City is a shareholder in CVWC, a private water company. The City obtains water supply based on its proportional number of shares and the amount of water available to CVWC. The City also leases CVWC shares from other shareholders on an annual basis whereby unused shareholder water is made available for the use by other shareholders.
As indicated in Table 2-4, the City has provided its 2025 Plan to CVWC which includes water use projections in five-year increments for normal, single dry, and a five consecutive year drought conditions over the next 25 years.
COORDINATION WITH OTHER AGENCIES AND THE
COMMUNITY
CWC 10620.
(d)(3) Each urban water supplier shall coordinate the preparation of its plan with other appropriate agencies in the area, including other water suppliers that share a common source, water management agencies, and relevant public agencies, to the extent practicable.
CWC 10642.
Each urban water supplier shall encourage the active involvement of diverse social, cultural, and economic elements of the population within the service area prior to and during the preparation of both the plan…
The City of Covina is a retail water supplier that serves customers in the City of Covina and portions of the City of West Covina, as well as an unincorporated portion of Los Angeles County. The City is required to coordinate the preparation of the Plan with appropriate agencies in the area, including appropriate water suppliers that share a common source. Therefore, the City coordinated the preparation of its 2025 UWMP with Covina Valley Water Company, Golden State Water Company, Suburban Water Systems, Valencia Heights Water Company, the City of Covina, the City of West Covina, and the County of Los Angeles. As discussed in Section 10.2, the City notified these agencies, as well as the cities and county within which the City provides water supplies,
2025 Urban Water Management Plan
City of Covina Page 2-8
at least sixty (60) days prior to the public hearing of the preparation of the 2025 Plan and invited them to participate in the development of the 2025 Plan. A copy of the notification letters sent to these agencies is provided in Appendix D.
NOTICE TO CITIES AND COUNTIES
CWC 10621.
(b) Every urban water supplier required to prepare a plan pursuant to this part shall, at least 60 days before the public hearing on the plan required by Section 10642, notify any city or county within which the supplier provides water supplies that the urban water supplier will be reviewing the plan and considering amendments or changes to the plan.
As discussed in Section 10.2, notification was provided to the City of Covina, the City of West Covina, and the County of Los Angeles which the City provides water supplies that the City was reviewing and considering amendments (updates) to the previous 2020 Plan, and as a result prepared the 2025 Plan. Notification was provided at least 60 days prior to the public hearing (see Appendix D).
SUBMITTAL TABLES
The applicable standardized Submittal Tables referenced within Chapter 2 are provided below.
2025 Urban Water Management Plan
City of Covina Page 2-9
SUBMITTAL TABLE 2-1: PWSs
Table 2-1 Public Water Systems
SUBMITTAL TABLE 2-2: PLAN TYPE IDENTIFICATION
Table 2-2 Plan Type Identification
CA1910127 City of Covina 8,617 4,858
Total 8,617 4,858
Public Water System
Number
Public Water System
Name
Number of Municipal
Connections 2025
Submittal Table 2-1 Retail: Public Water Systems
Add additional rows as needed
NOTES:
Volume of Water
Supplied 2025 (AF)
DWR NOTES:
Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. This table identifies the unit of measure selected in Submittal Table 2-3.
2025 Urban Water Management Plan
City of Covina Page 2-10
SUBMITTAL TABLE 2-3: SUPPLIER INFORMATION
Table 2-3 Supplier Information
2025 Urban Water Management Plan
City of Covina Page 2-11
SUBMITTAL TABLE 2-4: WATER SUPPLIER INFORMATION
EXCHANGE
Table 2-4 Water Supplier Information Exchange
Submittal Table 2-4 Retail: Water Supplier Information Exchange Water Code Section 10631(h)
The retail Supplier has informed the following wholesale supplier(s) of projected water use.
Wholesale Water Supplier Name
Add additional rows as needed
Three Valleys Municipal Water District
Upper San Gabriel Valley Municipal Water District
NOTES:
2025 Urban Water Management Plan
City of Covina Page 3-1
CHAPTER 3
SERVICE AREA DESCRIPTION
LAY DESCRIPTION – CHAPTER 3
SERVICE AREA DESCRIPTION
Chapter 3 (Service Area Description) of the City’s 2025 Plan discusses and provides the following:
A description of the City’s service area is provided. The City of Covina, founded in 1882, has an area of seven square miles and is located in the San Gabriel Valley, approximately 22 miles east of the City of Los Angeles. The City’s water service area is bounded by the Cities of Azusa and Glendora to the north, West Covina to the west and south and San Dimas and unincorporated portions of Los Angeles County to the east. The location of the City’s water service area is provided in Figure 1.
A description regarding the City’s water service area climate is provided. The monthly historical average temperatures (including minimum and maximum), monthly historical average rainfall, and monthly evapotranspiration (ETo) in the vicinity of the City’s service area is summarized. The sources of the climate information are also discussed.
The population within the City’s water service area is discussed and projected. The sources of the population information are also discussed. The City provides water service to an area with a current population of 34,945. The City is projected to have a population of 35,512 by Fiscal Year 2049-50.
2025 Urban Water Management Plan
City of Covina Page 3-2
A discussion of land use information used by the City to develop the 2025 Plan is provided. The City reviewed the current and projected land uses within its service area. The City also reviewed data provided by the Southern California Association of Governments, the Department of Finance, and the United States Census Bureau and prepared for counties, cities, and unincorporated areas within Southern California.
GENERAL DESCRIPTION
CWC 10631.
(a) Describe the service area of the supplier, including current and projected population, climate, and other social, economic, and demographic factors affecting the supplier’s water management planning. The projected population estimates shall be based upon data from the state, regional, or local service agency population projections within the service area of the urban water supplier and shall be in five-year increments to 20 years or as far as data is available. The description shall include the current and projected land uses within the existing or anticipated service area affecting the supplier’s water management planning. Urban water suppliers shall coordinate with local or regional land use authorities to determine the most appropriate land use information, including, where appropriate, land use information obtained from local or regional land use authorities, as developed pursuant to Article 5 (commencing with Section 65300) of Chapter 3 of Division 1 of Title 7 of the Government Code.
The City of Covina, founded in 1882, has an area of seven square miles and is located in the San Gabriel Valley, approximately 22 miles east of the City of Los Angeles. The City is bounded by the Cities of Azusa and Glendora to the north, West Covina to the west and south and San Dimas and unincorporated portions of Los Angeles County to the east.
The City’s water system serves customers in the City of Covina and portions of the City of West Covina, as well as an unincorporated portion of Los Angeles County. The location of the City’s water service area is shown on Figure 1.
2025 Urban Water Management Plan
City of Covina Page 3-3
The City has adjudicated water rights from the Main Basin and had historically operated wells to exercise those rights. However, due to local groundwater quality issues, the City ceased pumping from its wells over 25 years ago. The City’s primary source of water supply is from CVWC. At the end of calendar year 2015, CVWC began purchasing untreated imported water from TVMWD for treatment and delivery to CVWC users as part of CVWC’s Emergency Water Supply Sustainability Program. CVWC extracts groundwater from the Main Basin and treats surface water (from the San Gabriel River and the State Water Project) and delivers potable water to the City. The City still has adjudicated water rights from the Main Basin, as described in Section 6.2.
To supplement the City’s CVWC water supply, the City also has a connection with TVMWD to purchase treated imported water from the Metropolitan Water District of Southern California (MWD).
SERVICE AREA BOUNDARY MAPS
As discussed in Section 3.1, the City’s service area covers approximately 7 square miles encompassing the majority of the City of Covina, a portion of the City of West Covina and an unincorporated portion of Los Angeles County. A service area boundary map is provided on Figure 1. The City’s water service area boundary relative to the vicinity municipal boundaries are provided in Figure 2.
The City’s service area boundary was originally created in a Geographical Information Systems (GIS) shape file format and converted into a KML format. To the extent information was available, metadata was included in the KML file (including map projection, contact information, start and end dates for which the map is valid, constraints, attribute table definitions, and digitizing base).
2025 Urban Water Management Plan
City of Covina Page 3-4
SERVICE AREA CLIMATE
CWC 10631.
(a) Describe the service area of the supplier, including … “climate…” CWC 10630.
It is the intention of the Legislature, in enacting this part, to permit levels of water management planning commensurate with the numbers of customers served and the volume of water supplied, while accounting for impacts from climate change.
The monthly historical average temperatures (including minimum and maximum), monthly historical average rainfall, and monthly ETo in the vicinity of the City’s service area is summarized in the tabulation below. Historical climate information was obtained from the Western Regional Climate Center (WRCC), Los Angeles County Department of Public Works (DPW), and from DWR’s California Irrigation Management Information System (CIMIS).
2025 Urban Water Management Plan
City of Covina Page 3-5
Service Area Climate Information
Month
Average
Temperature
Average Min.
Temperature
Average Max.
Temperature
Average Total
Precipitation ETo
(F) (F) (F) (Inches) (Inches)
January 51.9 38.5 65.6 3.4 1.98
February 54.2 40.8 67.7 3.5 2.48
March 56.4 42.6 70.3 2.7 3.75
April 59.9 45.9 74.1 1.2 4.73
May 64.0 50.2 77.9 0.4 5.23
June 69.1 53.9 84.3 0.1 6.02
July 74.4 58.0 91.0 0.0 6.76
August 74.7 58.3 91.2 0.1 6.50
September 72.0 55.6 88.6 0.3 4.93
October 65.3 50.2 80.6 0.8 3.51
November 58.1 42.9 73.2 1.5 2.35
December 52.7 38.7 66.5 2.7 1.73
Annual 62.2 47.6 77.4 17.2 49.97
Source:
Historical average monthly precipitation and temperature information was obtained from the Western Regional Climate Center (http://www.wrcc.dri.edu/) and is based on data collected from Station 047050 (Pomona Fairplex, California) from 1893 through 2017. Historical monthly average ETo information was obtained from the California Irrigation Management Information Systems (http://wwwcimis.water.ca.gov) and is based on data collected from Station 78 (Pomona).
The historical average rainfall in the vicinity of the City’s service area is 17.2 inches. The City’s service area in the San Gabriel Valley has a dry climate and summers can reach average maximum daily temperatures in the low 90s. Although changes in climatic conditions may have an impact (as discussed in Section 4.5), the projected water supply demands will be based on average year, single dry year and a five consecutive year drought, based on historical data and projected demands. Precipitation within the vicinity of the City’s service area is discussed further in Section 7.2.
2025 Urban Water Management Plan
City of Covina Page 3-6
A discussion of the City’s sources of supply, how those sources may be impacted by climate change, and the proactive actions the City and other local/regional water managers may take to address the potential climate change on water supplies is provided in Section 4.2.5.6.
SERVICE AREA POPULATION AND DEMOGRAPHICS
SERVICE AREA POPULATION
CWC 10631.
(a) Describe the service area of the supplier, including current and projected population… The projected population estimates shall be based upon data from the state, regional, or local service agency population projections within the service area of the urban water supplier and shall be in five-year increments to 20 years or as far as data is available.
The City provides water service to an area with a current population of 34,945. Table 3-1 presents the current and projected population of the area encompassed by the City’s service area from FY 2024-25 to FY 2049-50. The City is projected to have a population of 35,512 by FY 2049-50.
A GIS analysis using census tracts was performed to estimate the current population (FY 2024-25) within the City’s service area. The City’s service area is comprised of individual census tracts which represent smaller statistical areas for which population data is available. The smaller census tracts were combined to more accurately represent the total area within the City’s service area.
Current census tract information was obtained in a GIS format from the advanced demographics dataset developed by Esri which includes source material supplied by
2025 Urban Water Management Plan
City of Covina Page 3-7
the U.S. Census Bureau and the U.S. Census Bureau's American Community Survey.
The City’s service area boundary in a GIS format was overlayed on the census tract GIS layer. Each census tract located within the City’s service area was identified (including the entire census tract or a portion of). For a census tract located entirely within the service area, the entire population (i.e. 100 percent) associated with the census tract was incorporated. For a census tract located partially within the service area, the portion (or percentage) of the census tract located geographically within the service area was determined through GIS. The percentage was then applied to the census tract’s population in order to estimate the population of the census tract within the service area.
The total population within the City’s service area was then estimated based on the sum of the populations within these census tracts.
The projected total population within the City’s service area was based on growth rate projections included in the Southern California Association of Governments (SCAG) “Connect SoCal 2024, Demographics and Growth Forecast” report dated April 2024. The SCAG report incorporates demographic trends, existing land use, general plan land use policies, and input and projections through the year 2050 from the Department of Finance (DOF) and the U.S. Census Bureau for counties, cities and unincorporated areas within Southern California. Annual growth rate projections within the City’s service area were estimated based on the SCAG report and applied to the City’s current population to estimate projected populations through 2050.
The City’s service area is almost built out with predominantly single and multi-family residential units and some commercial, institutional, and industrial establishments.
Moving forward, the City of Covina will continue planning for the Regional Housing Needs Assessment (RHNA) allocations and future planned developments including the addition of apartment units and accessory dwelling units (ADUs) as the means of affordable housing.
2025 Urban Water Management Plan
City of Covina Page 3-8
Pursuant to the California State Housing Law, every jurisdiction (including the City of Covina) is required to plan for its RHNA allocation in the Housing Element of its General Plan. RHNA is a representation of future housing needs for all income levels in a jurisdiction. SCAG’s “6th Cycle Final RHNA Allocation” was adopted March 2021 (and modified in July 2021) and covers the planning period from October 2021 through October 2029. The total RHNA allocation of housing within the City of Covina through 2029 is 1,910 units (including 614 “very-low” income units, 268 “low” income units, 281 “moderate” income units, and 747 “above moderate” income units). The City of Covina must identify adequate sites and establish policies and programs that will accommodate the estimated growth, however the City of Covina is not obligated to produce, construct, or develop these allocated units.
OTHER SOCIAL, ECONOMIC, AND DEMOGRAPHIC FACTORS
CWC 10631.
(a) Describe the service area of the supplier, including… other social, economic, and demographic factors affecting the supplier’s water management planning.
No other demographic factors affect the City’s water management planning. However, increased population will have an impact on water demand.
2025 Urban Water Management Plan
City of Covina Page 3-9
LAND USES WITHIN SERVICE AREA
CWC 10631.
(a) ...The description shall include the current and projected land uses within the existing or anticipated service area affecting the supplier’s water management planning. Urban water suppliers shall coordinate with local or regional land use authorities to determine the most appropriate land use information, including, where appropriate, land use information obtained from local or regional land use authorities…
The City reviewed the current and projected land uses within its service area during the preparation of this 2025 Plan. Information regarding current and projected land uses is included in the City’s 2023 General Plan. The existing land uses within the City’s service area include residential (single-family and multi-family), commercial, industrial, institutional, and open space. The projected land uses within the City’s service area are expected to remain similar to the existing land uses. In addition, although mostly built-out, the projected population within the City’s service area is anticipated to increase (as discussed in Section 3.4). A discussion of the existing and projected water uses for the individual water use sectors within the City’s service area, which includes the different land uses, is provided in Section 4.2. As discussed in Section 2.4, the City coordinated the preparation of the 2025 Plan with the City of Covina, the County of Los Angeles, and other agencies.
As discussed in Section 3.4, the City obtained data from the Southern California Association of Governments document entitled “Connect SoCal 2024, Demographics and Growth Forecast”, dated April 2024. Projected populations in the City’s service area were based on growth rate projections developed by SCAG. The data provided by SCAG incorporates demographic trends, existing land use, general plan land use policies, and input and projections through the year 2050 from the Department of Finance and the U.S.
Census Bureau for counties, cities and unincorporated areas within Southern California.
2025 Urban Water Management Plan
City of Covina Page 3-10
SUBMITTAL TABLES
The applicable standardized Submittal Table referenced within Chapter 3 is provided below.
SUBMITTAL TABLE 3-1: POPULATION - CURRENT AND
PROJECTED
Table 3-1 Population - Current and Projected
2025 2030 2035 2040 2045 2050(opt)
34,945 35,071 35,198 35,302 35,407 35,512
Submittal Table 3-1 Retail: Population - Current and Projected Water Code Section 10631(a)
Population
Served
NOTES:
2025 Urban Water Management Plan
City of Covina Page 4-1
CHAPTER 4
WATER USE CHARACTERIZATION
LAY DESCRIPTION – CHAPTER 4
WATER USE CHARACTERIZATION
Chapter 4 (Water Use Characterization) of the City’s 2025 Plan discusses and provides the following:
The City provides water service to individual “water use sectors”. These water use sectors include single-family residential, multi-family, commercial, and institutional (and governmental), landscape, and industrial. Individual descriptions for these water use sectors are provided in Section 4.2.1.
The City’s total water demands (including potable water) over the past 15 years have ranged from 4,489 AFY to 6,075 AFY, with an average of 5,212 AFY. The City currently measures its water use through meter data and billing records. The City conducts an annual water loss audit to identify distribution system water losses. Water losses can result from pipeline leaks and inaccurate metering due to faulty meters. Water loss estimates are incorporated into the City’s projected water demands.
The City’s current and projected water demands are provided in five-year increments over the next 25 years and are provided (through Fiscal Year 2049-50) as shown on Table 4-3.
The City’s water demand projections incorporate passive savings from water savings which are the result of implementation of codes, water conservation standards, and/or ordinances.
2025 Urban Water Management Plan
City of Covina Page 4-2
The projected water demands for lower income households are identified and are included in the City’s total projected water demands.
The City’s sources of water supply and how those sources may be impacted by climate change are discussed. The proactive actions the City and other local/regional water managers may take to address the potential climate change impacts on water supplies are also discussed.
NON-POTABLE VERSUS POTABLE WATER USE
The Water Code requires a description and quantification of water uses within the City’s service area, including both non-potable and potable water. Recycled water (non-potable) uses are addressed in Section 6.2.5; however, a summary is provided in Table 4-1 and Table 4-2. Furthermore, Chapter 4 addresses the City’s potable water demands.
PAST, CURRENT, AND PROJECTED WATER USE BY SECTOR
CWC 10635.
(a) Every urban water supplier shall include, as part of its urban water management plan, an assessment of the reliability of its water service to its customers during normal, dry, and multiple dry water years. This water supply and demand assessment shall compare the total water supply sources available to the water supplier with the long-term total projected water use over the next 20 years, in five-year increments, for a normal water year, a single dry water year, and a drought lasting five consecutive water years. The water service reliability assessment shall be based upon the information compiled pursuant to Section 10631, including available data from state, regional, or local agency population projections within the service area of the urban water supplier.
CWC 10631.
(d)(1) For an urban retail water supplier, quantify, to the extent records are available, past and current water use, over the same five-year increments described in subdivision (a), and projected water use, based upon information developed pursuant to subdivision (a),
2025 Urban Water Management Plan
City of Covina Page 4-3
identifying the uses among water use sectors, including, but not necessarily limited to, all of the following…
(2) The water use projections shall be in the same five-year increments described in subdivision (a).
(4)(A) Water use projections, where available, shall display and account for the water savings estimated to result from adopted codes, standards, ordinances, or transportation and land use plans identified by the urban water supplier, as applicable to the service area. (4)(B) To the extent that an urban water supplier reports the information described in subparagraph (A), an urban water supplier shall do both of the following:
(i) Provide citations of the various codes, standards, ordinances, or transportation and land use plans utilized in making the projections.
(ii) Indicate the extent that the water use projections consider savings from codes, standards, ordinances, or transportation and land use plans. Water use projections that do not account for these water savings shall be noted of that fact.
The City’s current and projected water demands are provided in five-year increments over the next 25 years (through FY 2049-50) in Tables 4-1 and 4-2. The City’s total water demands were projected based on a review of the “2020 Water Use Target” pursuant to SB X7-7 calculations (discussed in Section 5.2), current water use factors based on recent water demands, the Urban Water Use Objective standards (discussed in Section
5.2.6), and the total population projections based on land use trends within the City (discussed in Section 3.4).
The City provides water service to individual “water use sectors” as identified by the California Water Code. The water use sectors supplied by the City are discussed in Section 4.2.1. The water use for each of these sectors during FY 2024-25 is provided in Table 4-1. The projected water use for each individual water use sector through FY 2049- 50 is provided in Table 4-2 and is based on the percentage breakdown of water use from each individual water use sector in FY 2024-25 (the percentages were then applied to the projected total water use).
2025 Urban Water Management Plan
City of Covina Page 4-4
WATER-USE SECTORS LISTED IN WATER CODE
CWC 10631.
(d)(1) For an urban retail water supplier, quantify, to the extent records are available, past and current water use, over the same five-year increments described in subdivision (a), and projected water use, based upon information developed pursuant to subdivision (a), identifying the uses among water use sectors, including, but not necessarily limited to, all of the following:
(A) Single-family residential.
(B) Multifamily.
(C) Commercial.
(D) Industrial.
(E) Institutional and governmental.
(F) Landscape.
(G) Sales to other agencies.
(H) Saline water intrusion barriers, groundwater recharge, or conjunctive use, or any combination thereof.
(I) Agricultural.
(J) Distribution system water loss.
As shown in Table 4-1, the City’s service area includes the following water use sectors listed in the California Water Code:
Single-family residential
(A single-family dwelling unit is a lot with a free-standing building containing one dwelling unit that may include a detached secondary dwelling. Single-family residential water demands are included in retail demands.) Multi-family
(Multiple dwelling units are contained within one building or several buildings within one complex. Multi-family residential water demands are included in retail demands.)
2025 Urban Water Management Plan
City of Covina Page 4-5
Commercial
(Commercial users are defined as water users that provide or distribute a product or service)
Industrial
(Industrial users are defined as water users that are primarily a manufacturer or processor of materials as defined by the North American Industry Classification System (NAICS) code sectors 31 to 33, inclusive, or an entity that is a water user primarily engaged in research and development. Industrial water demands are included in retail demands.)
Landscape
(Landscape connections supply water solely for landscape irrigation. Landscape users may be associated with multi-family, commercial, industrial, or institutional/governmental sites, but are considered a separate water use sector if the connection is solely for landscape irrigation. Landscape water demands are included in retail demands.)
Distribution system losses
(Distribution system losses represent the potable water losses from the pressurized water distribution system and water storage facilities, up to the point of delivery to the customers. Additional information is discussed in Section 4.3)
OPTIONAL WATER-USE SECTORS IN ADDITION TO THOSE
LISTED IN WATER CODE
The City’s service area does not include other water demand sectors which are not listed in the California Water Code (including exchanges, transfers, wetlands or wildlife habitat, and surface water storage).
2025 Urban Water Management Plan
City of Covina Page 4-6
PAST WATER USE
Chapter 6 provides a discussion of the sources of water supply the City uses to meet its water demands. Section 6.1 provides a tabulation of the City’s historical annual water demands for each water supply source. Over the past 15 years, the City’s total water demands have ranged from 4,489 AFY to 6,075 AFY, with an average of 5,212 AFY. In addition, the City previously experienced a five consecutive year drought within its service area from FY 2011-12 to FY 2015-16. The City also reviewed its historical water demands to determine the projected water demands and water supply reliability (discussed in Chapter 7). The City is able to provide sufficient water supplies to meet the projected water demands of its customers, including during a five consecutive year drought period.
CURRENT WATER USE
CWC 10631.
(d)(1) For an urban retail water supplier, quantify, to the extent records are available, past… water use… based upon information developed pursuant to subdivision (a), identifying the uses among water use sectors…
The City currently measures its water use through meter data and billing records. The water use for the City’s individual water use sectors during FY 2024-25 are provided in Table 4-1. Recycled water uses are addressed separately in Section 6.5; however, a summary of projected recycled water uses is provided in Table 4-2.
DWR has created an optional “Planning Tool Worksheet” for water suppliers to review and assess monthly water use trends. DWR has deemed the tool as optional and the City is not required by DWR to use the tool. Section 6.1 provides a tabulation of the City’s historical annual water uses for each water supply source. The City experienced a five
2025 Urban Water Management Plan
City of Covina Page 4-7
consecutive year drought within its service area from FY 2011-12 to FY 2015-16.
Historical records indicate the City’s annual water demands had been greater prior to FY 2011-12. The City has been able to provide sufficient water supplies to its customers, including during long-term droughts and years with historically high water demands. In addition, the City has been able to provide water service to meet maximum day water demands for these years, including during the summer months. A further discussion regarding the reliability of the City’s water supply sources is provided in Chapter 7.
PROJECTED WATER USE
4.2.5.1 GENERAL GUIDANCE ON PROJECTIONS
CWC 10631.
(d)(1) For an urban retail water supplier, quantify, to the extent records are available, … projected water use, based upon information developed pursuant to subdivision (a), identifying the uses among water use sectors…
CWC 10633.
The plan shall provide, to the extent available, information on recycled water...and shall include all of the following:...
(e) The projected use of recycled water within the supplier’s service area at the end of 5, 10, 15, and 20 years, and a description of the actual use of recycled water in comparison to uses previously projected pursuant to this subdivision...
CWC 10635.
(a) Every urban water supplier shall include, as part of its urban water management plan, an assessment of the reliability of its water service to its customers during normal, dry, and multiple dry water years. This water supply and demand assessment shall compare the total water supply sources available to the water supplier with the long-term total projected water use over the next 20 years, in five-year increments, for a normal water year, a single dry water year, and a drought lasting five consecutive water years. The water service reliability assessment shall be based upon the information compiled pursuant to Section 10631, including available data from state, regional, or local agency population projections within the service area of the urban water supplier.
CWC 10631.
2025 Urban Water Management Plan
City of Covina Page 4-8
(h) An urban water supplier that relies upon a wholesale agency for a source of water shall provide the wholesale agency with water use projections from that agency for that source of water in five-year increments to 20 years or as far as data is available… As discussed above, the City’s current and projected water demands are provided in fiveyear increments over the next 25 years (through FY 2049-50) in Tables 4-1 and 4-2. The City’s total water demands were projected based on a review of the “2020 Water Use Target” pursuant to SB X7-7 calculations (discussed in Section 5.2), current water use factors based on recent water demands, the Urban Water Use Objective (discussed in Section 5.2.6), and the total population projections based on land use trends within the City (discussed in Section 3.4). Chapter 6 provides a discussion of the sources of water supply the City will use to meet the projected water demands. The City’s projected water demands and water supplies during a normal year, a single dry year, and a five consecutive year drought are provided in Chapter 7.
Because the City relies on wholesale water supplies, the City has provided its 2025 Plan to TVMWD, Upper Water, and CVWC as discussed in Section 2.4.1.
4.2.5.2 WATER-USE PROJECTIONS BY SECTOR
CWC 10631.
(d)(1) For an urban retail water supplier, quantify, to the extent records are available … projected water use based upon information developed pursuant to subdivision (a), The City provides water service to individual “water use sectors” as identified by the California Water Code. The water use sectors supplied by the City are discussed in Section 4.2.1. The water use for each of these sectors during FY 2024-25 is provided in Table 4-1. The projected water use for each individual water use sector through FY 2049-
2025 Urban Water Management Plan
City of Covina Page 4-9
50 is provided in Table 4-2 and is based on the percentage breakdown of water use from each individual water use sector in FY 2024-25 (the percentages were then applied to the projected total water use).
4.2.5.3 STANDARDS, CODES, ORDINANCES, AND PLANS
CWC 10631.
(d)(4)(A) Water use projections, where available, shall display and account for the water savings estimated to result from adopted codes, standards, ordinances, or transportation and land use plans identified by the urban water supplier, as applicable to the service area. (d)(4)(B) To the extent that an urban water supplier reports the information described in subparagraph (A), an urban water supplier shall do both of the following:
(i) Provide citations of the various codes, standards, ordinances, or transportation and land use plans utilized in making the projections.
(ii) Indicate the extent that the water use projections consider savings from codes, standards, ordinances, or transportation and land use plans. Water use projections that do not account for these water savings shall be noted of that fact.
The City’s projected water demands are provided in five-year increments over the next 25 years (through FY 2049-50) in Table 4-2. The City’s projected water demands and water supplies during a normal year, a single dry year, and a five consecutive year drought are provided in Chapter 7. The projected water demands for each of the City’s water use sectors are provided in Table 4-2. As discussed in the following Section, the City’s water demand projections incorporate “passive savings” which are the result of implementation of codes, standards, and/or ordinances.
4.2.5.4 RETAIL ONLY
The City’s total water demands were projected based on a review of the “2020 Water Use Target” pursuant to SB X7-7 calculations (discussed in Section 5.2), current water use
2025 Urban Water Management Plan
City of Covina Page 4-10
factors based on recent water demands, the Urban Water Use Objective standards (discussed in Section 5.2.6), and the total population projections based on land use trends within the City (discussed in Section 3.4). The projected water demands for the water use sectors were based on the percentage breakdown of water demands from each individual water use sector in FY 2024-25 (the percentages were then applied to the projected total water demands). A discussion of the City’s water supplies from Three Valleys Municipal Water District, a wholesaler, are discussed in Section 6.2. As discussed in Section 2.4.1, the City has coordinated its water demand projections with Three Valleys Municipal Water District for each water use sector. A discussion of the City’s water supplies from CVWC, a wholesaler, are discussed in Section 6.2. As discussed in Section 2.4.1, the City has coordinated its water demand projections with CVWC for each water use sector.
The City’s water demand projections incorporate water savings from “passive savings” which are the result of implementation of codes, standards, and/or ordinances. The City previously adopted Ordinance No. 09-1973 in 2009 (discussed in Section 9.1.3) which included methods for current and ongoing reduction in water use and water waste. Prior to adoption of Ordinance No. 09-1973, the City’s water use rate ranged from approximately 200 gallons per capita day to 228 gallons per capita day (from FY 1998-99 through FY 2007-08). As identified in Section 5.2.2, the City’s actual water use rate during FY 2019-20 was 164 gallons per capita per day which is a decrease of up to 64 gallons per capita per day from the recent historical water use and includes passive savings. The City’s current methods for current and ongoing reduction in water use and water waste are discussed in Chapter 8. The City’s projected water demands, incorporate water use targets less than its established SB X7-7 water use target for 2020 and incorporate ongoing water passive savings and reduced water use. As indicated in Table 4-3, estimated future water savings have been considered as part of the City’s water use projections.
2025 Urban Water Management Plan
City of Covina Page 4-11
4.2.5.5 LOWER-INCOME HOUSEHOLDS
CWC 10631.1.
(a) The water use projections required by Section 10631 shall include projected water use for single-family and multifamily residential housing needed for lower income households, as defined in Section 50079.5 of the Health and Safety Code, as identified in the housing element of any city, county, or city and county in the service area of the supplier. (b) It is the intent of the Legislature that the identification of projected water use for single-family and multifamily residential housing for lower income households will assist a supplier in complying with the requirement under Section 65589.7 of the Government Code to grant a priority for the provision of service to housing units affordable to lower income households.
California Health and Safety Code 50079.5.
(a) "Lower income households" means persons and families whose income does not exceed the qualifying limits for lower income families… In the event the federal standards are discontinued, the department shall, by regulation, establish income limits for lower income households for all geographic areas of the state at 80 percent of area median income, adjusted for family size and revised annually.
The City’s water demands projections provided in Table 4-2 include projected water demands for lower income single-family and multi-family households. A lower income household is defined as a household with an income less than 80 percent of the “area median income”, adjusted for family size. For the purpose of this evaluation, the entire Los Angeles County was used for the “area median income”. The total number of lower income households within the City’s service area was estimated based on billing records provided by the City, a review of the City of Covina’s General Plan, a review of median household income range statistics provided by the US Census Bureau (https://data.census.gov/cedsci/), and a review of GIS maps of Disadvantaged Communities2 (DACs), including block groups, tracts, and places, provided by DWR. The estimated 2 GIS information for DACs is based on data from the US Census showing census block groups, tracts, and places identified as disadvantaged communities (less than 80 percent of the State's median household income) or severely disadvantaged communities (less than 60 percent of the State's median household income)
2025 Urban Water Management Plan
City of Covina Page 4-12
number of lower income households located within the City’s service area is approximately 35.8 percent of the total number of households. As indicated in Table 4-2, the total projected residential (single family and multi-family) water demands within the City in FY 2049-2050 is estimated at about 3,882 AFY. Based on a 35.8 percent use factor of total residential water demands, the projected water demand for lower income households will be about 1,390 AFY by FY 2049-2050. The projected water demands for lower income households were included in the City’s total projected water demands, as indicated in Table 4-3.
4.2.5.6 CLIMATE CHANGE CONSIDERATIONS
CWC 10630.
It is the intention of the Legislature, in enacting this part, to permit levels of water management planning commensurate with the numbers of customers served and the volume of water supplied, while accounting for impacts from climate change.
CWC 10635.
(b) Every urban water supplier shall include, as part of its urban water management plan, a drought risk assessment… (and) shall include each of the following… (4) Considerations of the historical drought hydrology, plausible changes on projected supplies and demands under climate change conditions, anticipated regulatory changes, and other locally applicable criteria.
Climate is defined as “the average course or condition of the weather at a place usually over a period of years as exhibited by temperature, wind velocity and precipitation3”. A change in the climate which produces a greater amount of precipitation (i.e. more runoff and/or snowpack) and lower temperatures is generally a benefit to water supplies.
However, drought conditions which may result in decreased precipitation, decreased runoff, and increased temperature may adversely affect an urban water supplier’s ability 3 www.merriam-webster.com
2025 Urban Water Management Plan
City of Covina Page 4-13
to meet demands by potentially impacting supplies. Consequently, the focus of impacts of climate change is on these adverse consequences.
Section 6.2 of this Plan describes the City’s sources of water supply, management practices associated with those sources, and the long-term reliability of those sources.
Section 7.3 includes a Drought Risk Assessment which considers the potential impacts of climate change to the City’s water supply sources. Chapter 8 provides a detailed discussion of the City’s Water Shortage Contingency Plan, including but not limited to, the six standard water shortage levels in the event climate change results in a reduction to water supplies associated with a periodic drought condition. The following is a discussion of the City’s sources of supply, how those sources may be impacted by climate change, and the proactive actions the City and other local/regional water managers may take to address the potential climate change impacts on water supplies.
Imported Water Supplies
The City receives treated imported water as discussed in Section 6.2.1 and relies on the Main Basin Watermaster to manage the groundwater supplies of the Main Basin.
Consequently, the City directly and/or indirectly relies on the Metropolitan Water District of Southern California for those imported water supplies. MWD has prepared a Regional 2025 Urban Water Management Plan which includes a discussion (Section 2.6 in MWD’s 2025 UWMP) of the reliability of its water supplies and the impacts of climate change and is incorporated by reference in this Plan. Furthermore, the City is a sub-agency of the Three Valleys Municipal Water District and Upper Water which has also provided a discussion of climate change considerations and that discussion is included by reference.
The following is a brief summary of MWD’s efforts:
2025 Urban Water Management Plan
City of Covina Page 4-14
Resource Planning
• MWD has established the Robust Decision Making (RDM) approach to identify vulnerabilities to its water supplies. Climate change information was applied to MWD’s simulated water supply scenarios to demonstrate the vulnerability of water supplies to climate change.
• MWD altered the inflow hydrology scenarios on the Colorado River simulation model to reflect modified inflow to MWD’s Colorado River aqueduct.
Knowledge Sharing and Research Support
MWD is an active and founding member of the Water Utility Climate Alliance (WUCA) which includes 12 nationwide partners collaborating on climate change considerations. As such, MWD shares agency actions on climate change and adaptation. WUCA has also released numerous research papers on climate change.
Implementation of Programs and Policies
MWD’s programs include the use of solar energy, use of ride share programs, and reduction of greenhouse emissions. Collectively these actions are intended to impact the effects of climate change.
Groundwater Supplies – Main Basin
The City relies on groundwater produced from the Main Basin as discussed in Section
6.2.2. The Main Basin (which is included as a subbasin of the San Gabriel Valley Basin, Basin Number 4-13 pursuant to DWR Bulletin 118) has been identified by DWR as a very
2025 Urban Water Management Plan
City of Covina Page 4-15
low-priority groundwater basin partially due to the fact it is adjudicated. In that regard, the Main Basin is actively managed by the Main Basin Watermaster and those management activities are described in detail in Section 6.2.2.
Recognizing the potential impacts of climate change on the Main Basin groundwater supplies (decreased local runoff and replenishment, along with increased groundwater production, may lead to decreased groundwater levels), the City has used climate tools available on the California Energy Commission’s Cal-Adapt website (https://cal-adapt.org/) to identify potential future climate change cycles for the Main Basin. The Cal-Adapt website has been developed by the Geospatial Innovation Facility at the University of California, Berkeley with funding and advisory oversight by the California Energy Commission and California Strategic Growth Council.
To address the uncertainty in future greenhouse gas emissions, Cal-Adapt has developed a Representative Concentration Pathway 4.5 (RCP 4.5) scenario and a Representative Concentration Pathway 8.5 (RCP 8.5) scenario. RCP 4.5 represents a scenario in which greenhouse gas emissions peak around 2040, then decline and stabilize. RCP 8.5 represents a scenario in which emissions continue to strongly rise through 2050 and plateau around 2100. RCP 4.5 is a “medium” emissions scenario that models a future in which there is an effort made by societies to reduce greenhouse gas emissions, whereas RCP 8.5 is a “business-as-usual” scenario. For the City’s climate change analysis, the RCP 4.5 scenario was selected.
The Cal-Adapt climate tools also incorporate several General Circulation Models (GCMs), which represent physical processes in the atmosphere, ocean, and land surface. These GCMs projected future climates under conditions such as warm/dry, cooler/wetter, and average simulations. For the City’s climate change analysis, the average condition GCM (CanESM2) was selected.
2025 Urban Water Management Plan
City of Covina Page 4-16
The climate tools available on the Cal-Adapt website were used to simulate projected annual precipitation and annual average maximum temperature in the Main Basin. An electronic boundary of the Main Basin was submitted online through the Cal-Adapt website in a “KML” file format (i.e. Google Earth format) and data using several of the available climate tools was generated.
Based on the data generated by the Cal-Adapt simulations (see Appendix E), the average annual rainfall in the Main Basin is projected to be 21.7 inches through 2099, compared to historical average of 20.1 inches (from 1961 through 1990). In addition, the average maximum temperature is projected to be 84.7 degrees Fahrenheit compared to a historical average of 78.3 degrees Fahrenheit. Although there may be more precipitation in the future, it may be more likely to fall as rainfall compared to snowfall. The simulations do not denote the duration or intensity of storms contributing to the annual precipitation.
Notwithstanding, the San Gabriel River watershed includes a complex and interconnected series of dams, reservoirs and replenishment basins to capture stormwater runoff. In an average to below average year of precipitation, over 95 percent of the precipitation in the watershed is retained within the watershed and is not lost to the ocean. Consequently, most if not all precipitation (whether it is rain or snowfall) likely will be captured for use in the Main Basin area and not adversely impacted by a potentially higher average annual temperature.
Recognizing these potential impacts to local hydrology resulting from climate change and the resultant impacts to the groundwater supplies, the Main Basin Watermaster has taken (and may reinstate as needed) the following proactive actions to anticipate and circumvent the potential impacts of climate change. These actions will enable the City to rely on the Main Basin as a reliable source of supply.
2025 Urban Water Management Plan
City of Covina Page 4-17
Judgment Amendments
Since FY 2011-12 the Main Basin Watermaster has become more pro-active by implementing provisions of the Judgment, and developing and instituting new studies, programs and plans to address the drought conditions as they progressively worsened.
As a direct result of a multiple-year drought (from 2006 to 2009), the 2012 Judgment Amendments provided Main Basin Watermaster with increased management flexibility and adaptability; and provided more discretion in making Basin management decisions.
A key component of the Judgment Amendments was the new Water Resource Development Assessment (RDA) to be levied on all production. The RDA was designed to help address the potential future unavailability of imported replenishment water supplies, by allowing the Main Basin Watermaster to collect RDA funds and purchase replenishment water for storage in the Basin to offset a future Replacement Water obligation (discussed in Section 6.2.2).
Storm Water Capture
During FY 2011-12, the Main Basin Watermaster convened an Ad Hoc Committee on storm water capture to help address the local drought conditions that resulted in the historic low Key Well (representing groundwater elevation in the Main Basin) elevation in 2009. The Ad Hoc Committee performed extensive research and coordinated closely with the Los Angeles County, Department of Public Works (DPW) to identify and prioritize several potential new and enhanced storm water capture projects.
Reduce Operating Safe Yield
The adjudicated water rights in the Main Basin are approximately 200,000 AF. Through adoption of an annual Operating Safe Yield the Main Basin Watermaster has the ability
2025 Urban Water Management Plan
City of Covina Page 4-18
to reduce the amount of water rights available to Producers before they must pay an assessment for expensive imported water. The Operating Safe Yield has previously been set at 150,000 AF ten years in a row which has been about 75 percent of the adjudicated total. This action provides producers with an economic incentive to reduce demands.
Cyclic Storage
Cyclic Storage allows a producer who anticipates a Replacement Water obligation to also pre-purchase imported water and store it in the Main Basin to meet its future Replacement Water obligation. The use of Cyclic Storage helps increase groundwater levels, however, wet Replacement Water deliveries are deferred. Consequently, Cyclic Storage water will be applied to Replacement Water obligations for the short-term (one to three years), significantly reducing actual deliveries of Replacement Water. Therefore, with significant amounts of water stored in Cyclic Storage, setting “lower” Operating Safe Yields will have almost no short-term impacts on Basin water levels/supplies.
Conservation
Main Basin Watermaster passed Resolution No. 03-14-260 declaring “drought conditions” and encouraged all Basin water producers to adopt reduced pumping and water conservation activities at the retail level. Due to conservation efforts in the Main Basin, production decreased from 242,900 AF in FY 2012-13 to 168,400 AF in FY 2022-23, a total of 74,500 AF. Groundwater production was 189,300 AF in FY 2024-25. With less water being pumped from the Main Basin, this has helped maintain groundwater levels in the Main Basin.
2025 Urban Water Management Plan
City of Covina Page 4-19
Recycled Water for Replenishment
The Main Basin Watermaster has declared its support for a new recycled water supply project for Main Basin replenishment. When completed, the project could supply up to 100 percent of the overall imported replenishment water requirements.
Basinwide Low Water Vulnerability Assessment
During FY 2013-14, the Main Basin Watermaster initiated an evaluation of the potential impacts to groundwater production wells and local potable water supplies. The Watermaster also updated the basinwide information on water purveyor inter-connections in the event water supply from groundwater wells are reduced.
In-Lieu Program
During FY 2014-15, the Main Basin Watermaster re-instated the In-Lieu Program, where Watermaster funded a Producer’s cost difference to take direct delivery of MWD imported water “in-lieu” of pumping from its groundwater wells. The In-Lieu Program provided imported water to the Basin, and preserved groundwater supply in the Basin.
Stormwater Augmentation Program
During FY 2015-16, the Main Basin Watermaster evaluated other ways to help manage the Main Basin water supplies. While Southern California remained in extreme drought, northern California received above-average precipitation. As a result, replenishment water was made available. The Watermaster determined that during the previous five consecutive year drought from FY 2011-12 through 2015-16, nearly 400,000 acre-feet had been pumped from the Basin and not replaced by local rainfall and local runoff replenishment.
2025 Urban Water Management Plan
City of Covina Page 4-20
The Water Resource Development Assessment for Stormwater Augmentation Program (RDA II) was developed by the Main Basin Watermaster to help manage Main Basin water supplies under the perceived “worst case” hydrologic conditions, which was assumed to be two additional consecutive five-year droughts, using the same hydrologic conditions as the recent FY 2011-12 through 2015-16 severe drought. Based upon ten (10) additional consecutive years of drought, the new RDA II Program is intended to purchase imported replenishment water (when available), for stormwater augmentation, to maintain the Baldwin Park Key Well (Key Well) elevation above 180 feet by the end of the tenth year. This Key Well elevation essentially ensures continued Main Basin water supply to the Main Basin Producers under a worst case, 15-year sustained drought. The RDA II Program has an assessment of $175 per AF on all FY 2024-25 production and is planned to be $175 per AF on all FY 2025-26 production, with a potential to increase in the next three to five years. Main Basin Watermaster will use the RDA II funds to purchase untreated imported water to replenish the Basin for the “general benefit” of all Producers within the Main Basin. The RDA II untreated imported water will supplement local stormwater replenishment, enhance overall Main Basin conditions, and have “no right of recovery” using a water right, by any Main Basin producer.
Funding for the RDA II Program is based on the current year’s production. For example, assessments on FY 2024-25 production were levied in August 2025 and received by Watermaster by September 20, 2025. Main Basin Watermaster has entered into a Letter Agreement with Upper Water, MWD and Three Valleys District where Watermaster can purchase pre-delivered water over 10 years. This pre-delivered MWD water is purchased out of MWD’s Cyclic Storage account, and will be paid for by the Main Basin Watermaster, primarily using funds from the Resource Development Assessments from Upper Water and TVMWD producers.
2025 Urban Water Management Plan
City of Covina Page 4-21
DISTRIBUTION SYSTEM WATER LOSS
CWC 10631.
(d)(3)(A) The distribution system water loss shall be quantified for each of the five years preceding the plan update, in accordance with rules adopted pursuant to Section 10608.34. (B) The distribution system water loss quantification shall be reported in accordance with a worksheet approved or developed by the department through a public process. The water loss quantification worksheet shall be based on the water system balance methodology developed by the American Water Works Association.
(C) In the plan due July 1, 2021, and in each update thereafter, data shall be included to show whether the urban retail water supplier met the distribution loss standards enacted by the board pursuant to Section 10608.34.
PREVIOUS FIVE YEARS DISTRIBUTION SYSTEM LOSSES
Distribution system water losses represent the potable water losses from the pressurized water distribution system and water storage facilities, up to the point of delivery to the customers. Sources of distribution system water loss can include: inaccurate metering due to faulty meters; water use not metered such as firefighting, flushing of the water system; and pipeline leaks.
The California Water Code Section 10608.34 requires “On or before October 1, 2017, and on or before October 1 of each year thereafter, each urban retail water supplier shall submit a completed and validated water loss audit report for the previous calendar year or the previous fiscal year...” The water loss audits must follow American Water Works Association (AWWA) guidance and be validated by a certified water audit validator. The City has completed the annual water loss audit process through January 1, 2026, as required by the California Water Code. As shown in Table 4-5, the City has completed water loss audits for the past five years representing calendar years 2020, 2021, 2022, 2023, and 2024. The City’s water loss audits were prepared and validated pursuant to
2025 Urban Water Management Plan
City of Covina Page 4-22
DWR requirements. The annual water loss audit reports submitted by retail water agencies in California, including the City, are available on DWR’s WUEdata website (https://wuedata.water.ca.gov/awwa_plans).
The City’s annual water loss audits identify real water losses (e.g. leaks and main failures) and apparent water losses (e.g. customer meter inaccuracies, systematic data handling errors in customer billing systems, and unauthorized consumption). The City’s distribution system water losses are based on the sum of the real and apparent water losses. Over the past five years, the City’s average distribution system water losses represent approximately 6.2 percent of its total water demands. This average water loss factor was incorporated into the City’s total potable water demand projections (Tables 4-2 and 4-3).
PROGRESS TOWARD MEETING THE WATER LOSS
PERFORMANCE STANDARD
Consistent with the California Code of Regulations, Title 23, Sections 980 through 986, retail water suppliers are required to comply with Real Water Loss Performance Standards by January 1, 2028 (pursuant to SWRCB requirements). Until then, a supplier may, when calculating its Urban Water Use Objective (discussed further in Section 5.2.6), use real losses reported in the water loss audits provided to the Department of Water Resources (discussed in Section 4.3.1), rather than the standard-based budget calculated according to the equation described Section 970 of the California Code of Regulations.
Pursuant to the California Water Code Section 10631(d)(3)(C), a retail water supplier is required to provide data in its 2025 Plan demonstrating whether the retail water supplier met its Water Loss Performance Standard. The California Code of Regulations includes the following methods for compliance:
2025 Urban Water Management Plan
City of Covina Page 4-23
Retail suppliers may have met their Real Water Loss Performance Standard if their 2025 or 2026 annual water loss audits (currently not available) show actual real water loss at or below the standard (California Code of Regulations Section 981[b]).
Retail suppliers may still meet the Real Water Loss Performance Standard if, by January 1, 2028, their 2027 annual water loss audit shows actual real water loss at or below the standard (California Code of Regulations Section 981[a] and [b]). Apparent Water Loss Performance Standards are evaluated at the time compliance with the Real Water Loss Performance Standard is assessed (California Code of Regulations Section 981[d]).
The City’s 2025 water loss audit is due by January 1, 2027 and was not available during the preparation, completion, and submittal of the City’s 2025 Plan. However, Table 4-6 presents the City’s Real Water and Apparent Loss Performance Standard, as well as the real and apparent water losses included in the City’s most recent 2024 water loss audit.
The City will continue to improve data collection for assessing and reducing water losses while performing proactive measures to minimize real losses. City field personnel are trained to spot leaks and verify if water from fire hydrants is metered, permitted, or if the water is taken without authorization.
SUBMITTAL TABLES
The applicable standardized Submittal Tables referenced within Chapter 4 are provided below.
2025 Urban Water Management Plan
City of Covina Page 4-24
TABLE 4-1: TOTAL USES FOR POTABLE AND NON-POTABLE
WATER-ACTUAL
Table 4-1 Total Uses for Potable and Non-Potable Water-Actual
Use Type
Drop down list
May select each use multiple times
These are the only use types that will be
recognized by the WUEdata online submittal tool
Potable or NonPotable
(OPTIONAL)
Drop down list
Volume (AF)
Single Family Potable 2,583
Multi-Family Potable 920
Commercial Potable 950
Industrial Potable 23
Landscape Potable 80
Other (optional) Construction Meters Potable 2
Distribution System Water Loss Potable 300
4858
0 Total 4,858
Submittal Table 4-1 Retail: Total Uses for Potable and Non-Potable Water — Actual Water Code Section 10631(d)(1)
NOTES:
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. This table identifies the unit of measure selected in Submittal Table 2-3. 2025 Actual Water Use
Add additional rows as needed
Subtotal Potable
Subtotal Non-Potable
Additional Description
(as needed)
2025 Urban Water Management Plan
City of Covina Page 4-25
TABLE 4-2: TOTAL USES OF POTABLE AND NON-POTABLE
WATER—PROJECTED
Table 4-2 Total Uses for Potable and Non-Potable Water – Projected
Use Type
Drop down list
May select each use multiple times
These are the only Use Types that will be
recognized by the WUEdata online submittal tool
Potable or Non-Potable
(OPTIONAL)
Drop down list
2030 (AF) 2035 (AF) 2040 (AF) 2045 (AF) 2050 opt (AF)
Single Family Potable 2,828 2,838 2,846 2,855 2,863
Multi-Family Potable 1,006 1,010 1,013 1,016 1,019
Commercial Potable 1,040 1,043 1,046 1,050 1,053
Industrial Potable 26 26 26 26 26
Landscape Potable 88 88 88 89 89
Other (optional) Construction Meters Potable 2 2 2 2 2
Distribution System Water Loss Potable 329 330 331 332 333 5,319 5,337 5,352 5,370 5,385
0000 0
5,319 5,337 5,352 5,370 5,385
Submittal Table 4-2 Retail: Total Uses for Potable, and Non-PotableWater — Projected Water Code Section 10631(d)(1)
Projected Water Use
(Report To the Extent that Records are Available)
Additional Description
(as needed)
NOTES:
Total
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3. This table identifies the unit of measure selected in Submittal Table 2-3.
Subtotal Non-Potable
Subtotal Potable
Add additional rows as needed.
2025 Urban Water Management Plan
City of Covina Page 4-26
TABLE 4-3: INCLUSION IN WATER-USE PROJECTIONS
Table 4-3 Inclusion in Water-Use Projections
OPTIONAL TABLE 4-4: PASSIVE WATER SAVINGS
PROJECTION
DWR has deemed Table 4-4 to be optional.
Table 4-4 Passive Savings Projection
Are Future Water Savings Included in Projections?
Drop down list (y/n)
Yes
If "Yes" to above, state the section or page number, in the cell to the right, where citations of the codes, ordinances, or otherwise are utilized in demand projections are found.
Optional Suppliers may complete Optional Submittal Table 4-4 R to quantify the expected savings.
Section 4.2.5
and Chapter
8 Are Lower Income Residential Demands Included In Projections? Drop down list (y/n)
Yes
Optional If the method for accounting Lower Income Residential Demands has been included, provide page number where this accounting can be found.
Submittal Table 4-3 Retail: Inclusion in Water Use Projections Water Code Section 10631 (a), 10631 (d)(4)(A), and 10631 (d)(4)(B) NOTES:
DWR NOTES: Additional guidance is provided in Appendix K.
2025 Urban Water Management Plan
City of Covina Page 4-27
TABLE 4-5: WATER LOSS AUDIT REPORTING
Table 4-5 Water Loss Audit Reporting
Public Water System ID #
Reported in Table 2-1 R Reporting Period
Submitted to DWR Water
Loss Audit Program
(yes/no)
2020 Yes
2021 Yes
2022 Yes
2023 Yes
2024 Yes
Submittal Table 4-5 Retail: Water Loss Audit Reporting
Water Code Section 10631(d)(3)(A)
DWR NOTES: Suppliers will provide a link to the WUEdata submittals of their Water Loss Audit Reports.
NOTES:
Report submittal status for all five years for each Public Water System as available.
Add rows as needed
2025 Urban Water Management Plan
City of Covina Page 4-28
TABLE 4-6: PROGRESS TOWARD 2028 WATER LOSS
STANDARD
Table 4-6 Progress Toward 2028 Water Loss Standard
2028 Real Water Loss
Standard per Unit per
day
Units for Real
Water Loss
Drop down list
Number of Units
(Connections or
Miles corresponding
with units selected)
Volume of Total Real
Loss
(from AWWA Water
Loss Audit)
(AF)
2028 Apparent
Water Loss
Standard per Unit
per Day
Units for
Apparent Water
Loss
Number of
Connections
Volume of Total
Apparent Loss
(from AWWA Water
Loss Audit)
(AF)
CA1910127 Yes 19.8
Gallons per
Service
Connection per
Day (GPSCD)
8557 18.527 1.9 6.5
Gallons per
Service
Connection per
Day (GPSCD)
8557 188.936 19.7
Gallons per
Service
Connection per
Day (GPSCD)
Gallons per
Service
Connection per
Day (GPSCD)
Submittal Table 4-6 Retail: Progress Towards 2028 Water Loss Standard Water Code Section 10631(d)(3)(C)
NOTES:
Apparent Water Loss
Did the Water Board Calculate
a Water Loss Standard for this
Public Water System? (y/n)
If no, Supplier will not
complete this row.
Real Water Loss
Water Board's Calculated Water Loss Standards
DWR NOTES: Units of measure (AF, CCF, MG) for Water Loss MUST remain consistent with units reported in Submittal Table 2-3. The units reported in Submittal Table 2-3 are used in this table's calculations.
Public Water
System ID #
Reported in
Submittal Table 2-
1 R
Add additional rows as needed.
Most Recent AWWA Water Loss Audit
Real Water
Loss Per Unit
per Day
Most Recent AWWA Water Loss Audit
Apparent Water
Loss Per Unit per
Day
State Water Board Standard State Water Board Standard
2025 Urban Water Management Plan
City of Covina Page 5-1
CHAPTER 5
SB X7-7 BASELINES, 2020 TARGETS, AND 2025 REPORTING
LAY DESCRIPTION – CHAPTER 5
SB X7-7 BASELINES, TARGETS, AND 2025 REPORTING
Chapter 5 (SB X7-7 Baselines, 2020 Targets, and 2025 Reporting) of the City’s 2025 Plan discusses and provides the following:
The Water Conservation Act of 2009 (or SB X7-7) required the State of California achieve a 20 percent reduction in urban water use by the year 2020. SB X7-7 required urban water suppliers, including the City, to develop a “2020 Water Use Target” to assist the State of California to achieve the 20 percent reduction. The 2020 Water Use Target represents the amount of water each person should use per day (i.e. gallons per capita per day or GPCD) by the year 2020.
The City previously determined its 2020 Water Use Target during the preparation of its 2015 Plan by completing standardized tables (or the SB X7-7 Verification Form) to demonstrate compliance with the Water Conservation Act of 2009The City’s 2020 Water Use Target was 170 GPCD.
The City’s per-capita water use during Fiscal Year 2019-20 was 164 GPCD. The City’s confirmed 2020 Water Use Target was 170 GPCD. The City’s per-capita water use during Fiscal Year 2019-20 met the 2020 Water Use Target.
2025 Urban Water Management Plan
City of Covina Page 5-2
REPORTING REQUIREMENTS FOR WHOLESALE AGENCIES
CWC 10608.12.
(aj) “Urban wholesale water supplier,” means a water supplier, either publicly or privately owned, that provides more than 3,000 acre-feet of water annually at wholesale for potable municipal purposes.
CWC 10608.36.
Urban wholesale water suppliers shall include in the urban water management plans required pursuant to Part 2.6 (commencing with Section 10610) an assessment of their present and proposed future measures, programs, and policies to help achieve the water use reductions required by this part.
The City is not a wholesale agency and is not required by DWR to complete Section 5.1.
REPORTING REQUIREMENTS FOR RETAIL SUPPLIERS
CWC 10608.40.
Urban water retail suppliers shall report to the department on their progress in meeting their urban water use targets as part of their urban water management plans submitted pursuant to Section 10631.
CWC 10608.12.
(af) “Urban retail water supplier” means a water supplier, either publicly or privately owned, that directly provides potable municipal water to more than 3,000 end users or that supplies more than 3,000 acre-feet of potable water annually at retail for municipal purposes.
The Water Conservation Act of 2009 (or SB X7-7) required the State of California achieve a 20 percent reduction in urban water use by the year 2020. SB X7-7 required urban
2025 Urban Water Management Plan
City of Covina Page 5-3
water suppliers, including the City, to develop a “2020 Water Use Target” to assist the State of California to achieve the 20 percent reduction. The 2020 Water Use Target represents the amount of water each person should use per day (i.e. gallons per capita per day or GPCD) by the year 2020.
The City previously determined its 2020 Water Use Target during the preparation of its 2015 Plan by completing standardized tables (or the SB X7-7 Verification Form) to demonstrate compliance with the Water Conservation Act of 2009. The City’s SB X7-7 Verification Form was also included in its 2020 Plan. The City’s 2020 Water Use Target was 170 GPCD.
SUPPLIER WAS NOT AN URBAN RETAIL WATER SUPPLIER
Section 5.2.1 is not applicable to the City.
The City was an urban retail water supplier during and before the 2020 Plan cycle.
SUPPLIER MET 2020 TARGET IN 2020
The City previously calculated its “2020 Water Use Target” in its 2015 Plan pursuant to the methodology provided by DWR. The City’s 2020 Water Use Target was confirmed to be 170 GPCD.
As discussed in the City’s 2020 Plan, the annual gross water use by the City during FY 2019-20 was 5,387 AF. In addition, the estimated population within the City’s service area for FY 2019-20 was 29,287. As a result, the City’s per-capita water use during FY 2019- 20 was 164 GPCD. As shown in Table 5-1, the City’s per-capita water use during FY 2019-20 meets the 2020 Water Use Target. The City also demonstrated compliance with the 2020 Water Use Target by completing the SB X7-7 2020 Compliance Form (included in the 2020 Plan).
2025 Urban Water Management Plan
City of Covina Page 5-4
SUPPLIER DID NOT MEET 2020 TARGET IN 2020—NO
CHANGE TO SERVICE AREA
Section 5.2.3 is not applicable to the City.
As indicated in Section 5.2.2, the City previously met its 2020 Water Use Target as part of the 2020 Plan.
SUPPLIER DID NOT MEET 2020 TARGET—CHANGE TO
SERVICE AREA SINCE 2020
Section 5.2.4 is not applicable to the City.
As indicated in Section 5.2.2, the City previously met its 2020 Water Use Target as part of the 2020 Plan. In addition, the City has not had any changes to its service area since 2020.
FUNDING ELIGIBILITY
CWC 10608.56.
(a) On and after July 1, 2016, an urban retail water supplier is not eligible for a water grant or loan awarded or administered by the state unless the supplier complies with this part.
If a retail water supplier does not achieve its 2020 Water Use Target, the retail water supplier is not eligible to receive a water grant or loan from the State of California until it complies. The following two exceptions to this are provided:
2025 Urban Water Management Plan
City of Covina Page 5-5
Water Code Section 10608.56(c) states that a water supplier shall be eligible for a water loan or grant if it “has submitted to the department for approval a schedule, financing plan, and budget, to be included in the grant or loan agreement, for achieving the per-capita reductions.”
Water Code Section 10608.56(e) states that a water supplier can also be eligible for a water loan or grant if it “has submitted to the department for approval documentation demonstrating that its entire service area qualifies as a disadvantaged community.”
As indicated in Section 5.2.2, the City previously met its 2020 Water Use Target as part of the 2020 Plan.
NEXUS TO STATE WATER BOARD URBAN WATER-USE
OBJECTIVES (NOT REQUIRED FOR UWMPs)
SWRCB’s “Making Conservation A Way of Life Regulation” (under the California Code of Regulations, Title 23, Section 965 et seq) requires urban retail water suppliers to annually calculate and comply with an Urban Water Use Objective (UWUO); carry out commercial, industrial, and institutional (CII) performance measures; and provide progress reports.
The regulation is expected to reduce inefficient water use and protect water supplies from the effects of rising temperatures and drier conditions due to climate change.
The Urban Water Use Objective is the sum of standard-based water use budgets for efficient residential indoor use, residential outdoor use, CII landscapes with dedicated irrigation meters (DIMs), and real water losses. Each budget is the product of the applicable standard and the water supplier’s unique characteristics (e.g., population).
Water suppliers will be assessed for compliance with their overall objective, not each standards-based budget.
2025 Urban Water Management Plan
City of Covina Page 5-6
The residential indoor water use standard is based on 55 GPCD (until December 31, 2024), 47 GPCD (from January 1, 2025 to January 1, 2030), and 42 GPCD (beginning January 1, 2030). The residential outdoor water standard is based on a landscape efficiency factor (representing plant factors and irrigation efficiency) of 0.80 (until June 30, 2035), 0.63 (from July 1, 2035 to June 30, 2040), and 0.55 (beginning July 1, 2040). The standard for commercial, industrial, and institutional (CII) landscapes is based on a landscape efficiency factor of 0.80 (until June 30, 2035), 0.63 (from July 1, 2035 to June 30, 2040), and 0.45 (beginning July 1, 2040). Urban retail water suppliers are also required to comply with real water loss standards by January 1, 2028.
DWR has indicated that compliance with the Urban Water Use Objective requirements are under the authority of the SWRCB and that the requirements are not part of Urban Water Management Plan content requirements. However, the SWRCB uses the 2020 Water Use Targets as a back stop for the Urban Water Use Objective calculations. The Urban Water Use Objectives, together with excluded demands, are to be more efficient than the 2020 Water Use Targets.
2025 Urban Water Management Plan
City of Covina Page 5-7
SUBMITTAL TABLES
The applicable standardized Submittal Table referenced within Chapter 5 is provided below.
Table 5-1 SB X7-7 2020 Target Progress
2025 Urban Water Management Plan
City of Covina Page 6-1
CHAPTER 6
NORMAL-YEAR WATER SUPPLY CHARACTERIZATION
LAY DESCRIPTION – CHAPTER 6
NORMAL-YEAR WATER SUPPLY CHARACTERIZATION
Chapter 6 (Normal-Year Water Supply Characterization) of the City’s 2025 Plan discusses and provides the following:
The City’s water supply sources include groundwater and treated surface water purchased from Covina Valley Water Company and treated, imported surface water from Metropolitan Water District of Southern California purchased through Three Valleys Municipal Water District. The City’s main source of water supply is purchased water from Covina Valley Water Company.
A tabulation of the City’s historical water supplies is provided in Section 6.1. A discussion regarding the City’s imported water supplies from Three Valley Municipal Water District is provided. Information regarding imported water connections, capacities, reliability, and historical production is provided. A discussion regarding the City’s purchased water supplies from Covina Valley Water Company is provided. Information regarding purchased water connections, capacities, and historical production is provided.
The City’s proposed future projects to maximize its water supply resources are discussed.
The City’s “energy intensity” is discussed and represents the quantity of energy consumed, measured in kilowatt hours, divided by the volume of water, measured
2025 Urban Water Management Plan
City of Covina Page 6-2
in acre-feet over a one-year period. The total energy intensity associated with the City’s water management processes was estimated during FY 2024-25.
In this Chapter, the City will identify and describe each of its sources of water supply. In addition, the City will describe the following:
Management of each water supply source;
Current provisions of a basin adjudication or Groundwater Sustainability Plan (GSP), as applicable, pertaining to management of groundwater supplies; Measures the District is taking to develop potential new sources of water supply (as applicable); and
Opportunities for exchanges and transfers on a long- or short-term basis.
The characterization of the City’s water supply sources will account for the anticipated availability during a normal year, a single dry year, a five consecutive year drought, along with projections through FY 2049-50.
WATER SUPPLY ANALYSIS OVERVIEW
CWC 10631.
(b) Identify and quantify, to the extent practicable, the existing and planned sources of water available to the supplier over the same five-year increments described in subdivision (a), providing supporting and related information, including all of the following:
(1) A detailed discussion of anticipated supply availability under a normal water year, single dry year, and droughts lasting at least five years, as well as more frequent and severe periods of drought, as described in the drought risk assessment. For each source of water supply, consider any information pertinent to the reliability analysis conducted pursuant to Section 10635, including changes in supply due to climate change.
2025 Urban Water Management Plan
City of Covina Page 6-3
(2) When multiple sources of water supply are identified, a description of the management of each supply in correlation with the other identified supplies. (3) For any planned sources of water supply, a description of the measures that are being undertaken to acquire and develop those water supplies.
CWC 10631.
(h) … The wholesale agency shall provide information to the urban water supplier for inclusion in the urban water supplier’s plan that identifies and quantifies, to the extent practicable, the existing and planned sources of water as required by subdivision (b), available from the wholesale agency to the urban water supplier over the same five-year increments, and during various water-year types in accordance with subdivision (f). An urban water supplier may rely upon water supply information provided by the wholesale agency in fulfilling the plan informational requirements of subdivisions (b) and (f).
The City’s water supply sources include purchased water from CVWC (from treated groundwater, surface water, and imported water sources) and treated, imported surface water from Metropolitan Water District of Southern California purchased through Three Valleys Municipal Water District. The City’s main source of water supply is water purchased from CVWC. A tabulation of the City’s historical water supplies is provided below.
2025 Urban Water Management Plan
City of Covina Page 6-4
Fiscal Year
System Water Supply Sources (AF)
Total
Potable Water
Covina Valley
Water Company
Three Valleys
Municipal Water
District
2010-11 5,303 149 5,452
2011-12 5,677 0 5,677
2012-13 5,842 233 6,075
2013-14 4,631 1,427 6,058
2014-15 4,429 967 5,396
2015-16 4,166 467 4,633
2016-17 4,757 99 4,856
2017-18 5,177 70 5,247
2018-19 5,035 0 5,035
2019-20 5,106 0 5,106
2020-21 5,348 151 5,499
2021-22 5,210 23 5,233
2022-23 4,396 93 4,489
2023-24 4,485 84 4,570
2024-25 4,851 7 4,858
Source: Data provided by the City
SPECIFIC ANALYSIS APPLICABLE TO ALL WATER SUPPLY
SOURCES
The section below provides a discussion of the following information to the extent practical:
The City’s existing and planned sources of water supply are identified; Each source of supply is quantified in five-year increments through FY 2049-50;
2025 Urban Water Management Plan
City of Covina Page 6-5
The anticipated supply availability under normal, single dry, and five consecutive dry years, and any other water year conditions included in the Drought Risk Assessment (see Chapter 7) are described;
The management of each water supply in correlation with other identified supplies is described.
Information pertinent to the reliability analysis, including climate change effects, is considered.
The City historically has relied on water purchased from CVWC and imported surface water purchased from TVMWD. The following descriptions summarize the City’s sources of supply (detailed descriptions are provided in Section 6.2).
Existing and Planned Sources of Supply
Purchased Water
The City has historically purchased treated water from CVWC, as described in Section
6.2.1. In addition, Section 6.2.1 provides a detailed discussion of the existing and planned supply of the treated imported water, including a description of the management and reliability of those treated imported water supplies. Table 6-8 summarizes the actual treated water supply from CVWC for FY 2024-25. In addition, Table 6-9 summarizes the projected water supply, in five-year increments, through FY 2049-50 under varying water supply conditions.
The City has historically purchased treated imported water from the Three Valleys Municipal Water District, as described in Section 6.2.1. In addition, Section 6.2.1 provides a detailed discussion of the existing and planned supply of the treated imported water, including a description of the management and reliability of those treated imported water
2025 Urban Water Management Plan
City of Covina Page 6-6
supplies. Table 6-8 summarizes the actual treated imported water supply for FY 2024-25.
In addition, Table 6-9 summarizes the projected water supply, in five-year increments, through FY 2049-50 under varying water supply conditions.
Storm Water
Management and use of the stormwater runoff from the groundwater basin watershed, which is crucial to groundwater management and surface water supplies, is described in Section 6.2.4. However, the City currently does not have its own program to beneficially use stormwater runoff as a direct source of supply.
SPECIAL CONSIDERATIONS
The City considered the issues described below when developing its planned sources of water supply.
6.1.2.1 CLIMATE CHANGE EFFECTS
Climate change has the possibility of impacting the availability of planned water supplies, particularly during a drought period. Section 4.2.5.6 of this Plan provides a discussion regarding climate change effects on the City’s various sources of supply.
6.1.2.2 REGULATORY CONDITIONS AND PROJECT DEVELOPMENT
The City has considered the implications of emerging regulatory conditions and project development on the availability of planned water supplies. Section 1.4 provides a discussion of the reduced reliance on imported water supplies as well as the proposed Pure Water Southern California recycled water project.
2025 Urban Water Management Plan
City of Covina Page 6-7
6.1.2.3 OTHER LOCALLY APPLICABLE CRITERIA
There are no locally applicable criteria which applies to the City.
6.1.2.4 WHOLESALE AND RETAIL SUPPLIERS COORDINATION
The City has provided its 2025 Plan to the Main San Gabriel Basin Watermaster, TVMWD, CVWC, Upper Water, Golden State Water Company, Suburban Water Systems, and others, as discussed in Section 2.4.1.
WATER SUPPLY CHARACTERIZATION
PURCHASED OR IMPORTED WATER
THREE VALLEYS MUNICIPAL WATER DISTRICT
The City historically has purchased treated, imported water from Metropolitan Water District of Southern California through Three Valleys Municipal Water District. MWD imports water from the Colorado River through the Colorado River Aqueduct, owned and operated by MWD, and the State Water Project, which utilizes the California Aqueduct for transmission to Southern California. Water delivered to TVMWD’s member agencies can be treated at MWD’s Weymouth Treatment Plant located in the City of La Verne.
The City can purchase treated, imported water directly from its PM-19 (20 cubic feet per second) connection. The City’s treated, imported water purchases from TVMWD over the past five years have been tabulated in Section 6.1. Over the past five years, the City purchased 7 AFY to 151 AFY, with an average of 72 AFY from TVMWD. The City’s projected purchases of treated, imported water from TVMWD, over the next 25 years in five-year increments, is provided in Table 6-9.
2025 Urban Water Management Plan
City of Covina Page 6-8
The City’s treated imported water supplies from MWD, through TVMWD, may be impacted during a multi-year drought or other conditions which limits MWD from delivering sufficient water supplies to all of its member agencies, and consequently to the City. In anticipation of such a reduction in supplies, MWD developed a Water Supply Allocation Plan (WSAP) which is briefly described below. The WSAP provides a means of equitably providing reduced water supplies to each of MWD’s member agencies for up to 10 levels of reduction representing up to a 50 percent reduction.
During calendar year 2007, critically dry conditions impacted MWD’s water supply sources. In addition, a ruling in the Federal Courts in August 2007 provided protective measures for the Delta Smelt (and subsequently other aquatic species) in the Sacramento-San Joaquin River Delta resulting in restrictions on the availability of State Water Project water. As a result, MWD adopted a Water Supply Allocation Plan in February 2008 to allocate available water supplies to its member agencies. MWD revised the WSAP in December 2014.
The WSAP establishes ten different shortage levels and a corresponding Allocation to each member agency. Based on the shortage levels established by MWD, the WSAP provides a separate reduced Allocation to a member agency for its 1) Municipal and Industrial (M&I) retail demand and 2) replenishment demand. The WSAP formula considers historical local water production, full service treated water deliveries, agricultural deliveries and water conservation efforts when calculating each member agency’s Allocation.
In general, the WSAP process calculates total historical member agency demand. That historical demand is then compared to member agency projected local supply for a specific Allocation year. The balance required from MWD, less an Allocation reduction factor, is the member agency’s “Water Supply Allocation” of imported water from MWD.
When a member agency reduces its local demand through conservation or other means,
2025 Urban Water Management Plan
City of Covina Page 6-9
the Allocation of imported water will increase. Depending on MWD’s available supply, MWD can establish a specific WSAP shortage level. The shortage level causes a regional reduction and calculates an allocation for each of its member agency. Additional information about MWD’s WSAP is provided in MWD’s Regional 2025 UWMP which is incorporated by reference. The following is a summary of MWD’s water shortage levels:
Level 1 – Regional Percent Reduction of 5%
Level 2 – Regional Percent Reduction of 10%
Level 3 – Regional Percent Reduction of 15%
Level 4 – Regional Percent Reduction of 20%
Level 5 – Regional Percent Reduction of 25%
Level 6 – Regional Percent Reduction of 30%
Level 7 – Regional Percent Reduction of 35%
Level 8 – Regional Percent Reduction of 40%
Level 9 – Regional Percent Reduction of 45%
Level 10 – Regional Percent Reduction of 50%
In response to a fourth consecutive year of below average rainfall and critically dry conditions, MWD declared a WSAP Allocation Level 3 for fiscal year 2015-16, which represented a regional reduction of 15 percent. MWD rescinded the WSAP for fiscal year 2016-17 and has not reinstated the WSAP since that time.
COVINA VALLEY WATER COMPANY
The City can purchase water supplies from CVWC. CVWC’s sources of supply include surface water diversions from the San Gabriel River, groundwater pumped from the Main San Gabriel Basin and untreated imported water purchased from TVMWD. CVWC owns the Temple Plant, which is a surface water treatment plant located near the intersection of Arrow Highway and Grand Avenue in the City of Glendora, which is used to treat the local surface water and the imported water. The Temple Plant has a capacity of
2025 Urban Water Management Plan
City of Covina Page 6-10
approximately 10 million gallons per day (MGD). The City owns two connections with CVWC to purchase water (the Cypress connection has a capacity of 4,000 gpm and the Forestdale connection has a capacity of 6,000 gpm). The City will implement its Water Shortage Contingency Plan in the event of a water supply shortage, as discussed in Chapter 8.
CVWC’s sources of supply include surface water diversions from the San Gabriel River, groundwater pumped from the Main San Gabriel Basin, and untreated imported water.
CVWC has significantly reduced its reliance on surface water diversions from the San Gabriel River. The management and reliability of imported water from MWD is discussed in Section 6.2.1. The management of the Main San Gabriel Basin is discussed in Section
6.2.2. In the event CVWC water supplies are impacted, the City has the flexibility of relying on its treated imported water connection with TVMWD.
The City’s water purchases from CVWC over the past five years have been tabulated in Section 6.1. The City has purchased 4,396 AFY to 5,348 AFY, with an average of 4,858 AFY from CVWC. The City’s projected purchases of water from CVWC, over the next 25 years in five-year increments, are provided in Table 6-9.
GROUNDWATER
CWC 10631.
(b)(4) If groundwater is identified as an existing or planned source of water available to the supplier, all of the following information:
(A) The current version of any groundwater sustainability plan or alternative adopted pursuant to Part 2.74 (commencing with Section 10720), any groundwater management plan adopted by the urban water supplier, including plans adopted pursuant to Part 2.75 (commencing with Section 10750), or any other specific authorization for groundwater management for basins underlying the urban water supplier’s service area.
2025 Urban Water Management Plan
City of Covina Page 6-11
(B) A description of any groundwater basin or basins from which the urban water supplier pumps groundwater. For basins that a court or the board has adjudicated the rights to pump groundwater, a copy of the order or decree adopted by the court or the board and a description of the amount of groundwater the urban water supplier has the legal right to pump under the order or decree. For a basin that has not been adjudicated, information as to whether the department has identified the basin as a high- or medium-priority basin in the most current official departmental bulletin that characterizes the condition of the groundwater basin, and a detailed description of the efforts being undertaken by the urban water supplier to coordinate with groundwater sustainability agencies or groundwater management agencies listed in subdivision (c) of Section 10723 to maintain or achieve sustainable groundwater conditions in accordance with a groundwater sustainability plan or alternative adopted pursuant to Part 2.74 (commencing with Section 10720).
(C) A detailed description and analysis of the location, amount, and sufficiency of groundwater pumped by the urban water supplier for the past five years. The description and analysis shall be based on information that is reasonably available, including, but not limited to, historic use records.
(D)A detailed description and analysis of the amount and location of groundwater that is projected to be pumped by the urban water supplier. The description and analysis shall be based on information that is reasonably available, including, but not limited to, historic use records.
MAIN SAN GABRIEL BASIN
Main Basin - Sustainable Groundwater Management Act
The Main Basin is a sub-basin of the San Gabriel Valley Basin pursuant to DWR Bulletin 118, Basin Number 4-013. Pursuant to the Sustainable Groundwater Management Act of 2014 (SGMA), the Main Basin was named as an adjudicated groundwater basin and is exempt from the requirements of developing a GSP and subsequently was designated a very-low-priority basin in DWR’s 2019 SGMA Basin Prioritization report. In compliance with SGMA, the Main Basin Watermaster submits its Annual Report to DWR.
2025 Urban Water Management Plan
City of Covina Page 6-12
Main Basin - Adjudication
Main Basin – Long Beach Judgment
On May 12, 1959, the Board of Water Commissioners of the City of Long Beach, the Central Basin Municipal Water District (Central District), and the City of Compton, as plaintiffs, filed an action against San Gabriel Valley Water Company and 24 other producers of groundwater from the San Gabriel Valley as defendants. This action sought a determination of the rights of the defendants in and to the waters of the San Gabriel River system and to restrain the defendants from an alleged interference with the rights of plaintiffs and persons represented by the Central District in such waters. After six years of study and negotiation a Stipulation for Judgment was filed on February 10, 1965, and the Judgment (Long Beach Judgment) was entered on September 24, 1965. Under the terms of the Long Beach Judgment, the water supply of the San Gabriel River system was divided at Whittier Narrows between San Gabriel Valley upstream and the coastal plain of Los Angeles County downstream. A copy of the Long Beach Judgment can be found in Appendix F. During water year 2018-19, the Water Replenishment District of Southern California (WRD) intervened in the Long Beach Judgment for the purpose of assuming all of the requirements of the Plaintiffs and the City of Long Beach, Central District, and the City of Compton were dismissed from their collective responsibilities by the Court.
Under the terms of the Long Beach Judgment, the area downstream from Whittier Narrows (Lower Area), the plaintiffs and those they represent, are to receive a quantity of usable water annually from the San Gabriel River system comprised of usable surface flow, subsurface flow at Whittier Narrows and water exported to the Lower Area. This annual entitlement is guaranteed by the area upstream of Whittier Narrows (Upper Area), the defendants, and provision is made for the supply of Make-up Water by the Upper Area for years in which the guaranteed entitlement is not received by the Lower Area.
2025 Urban Water Management Plan
City of Covina Page 6-13
Make-up Water is imported water purchased by the Main Basin Watermaster and delivered to agencies in Central District to satisfy obligations under the Long Beach Judgment. The entitlement of the Lower Area varies annually, dependent upon the 10-year average annual rainfall in the San Gabriel Valley for the 10 years ending with the year for which entitlement is calculated.
The detailed operations described in the Long Beach Judgment are complex and requires continuous compilation of data so that annual determinations can be made to assure compliance with the Long Beach Judgment. In order to do this, a three-member Watermaster was appointed by the Court, one representing the Upper Area parties nominated by and through Upper Water, one representing the Lower Area parties nominated by and through WRD, and one jointly nominated by Upper Water and WRD.
This three-member board is known as the San Gabriel River Watermaster (River Watermaster).
The River Watermaster meets periodically during the year to adopt a budget, to review activities affecting water supply in the San Gabriel River system area, to compile and review data, to make determinations of usable water received by the Lower Area, and to prepare its annual report to the Court. The River Watermaster has rendered annual reports for the water years 1963-64 through 2024-25 and operations of the river system under that Court Judgment and through the administration by the River Watermaster have been satisfactory since its inception.
One major result of the Long Beach Judgment was to leave the Main Basin free to manage its water resources so long as it meets its downstream obligation to the Lower Area under the terms of the Long Beach Judgment. Upper Water intervened in the Long Beach case as a defendant to enforce the provisions of a Reimbursement Contract, which was incorporated into the Long Beach Judgment to assure that any Make-up Water obligations under the terms of the Long Beach Judgment would be satisfied.
2025 Urban Water Management Plan
City of Covina Page 6-14
Main Basin – Main Basin Judgment
The Upper Area then turned to the task of developing a water resources management plan to optimize the conservation of the natural water supplies of the area. Studies were made of various methods of management of the Main Basin as an adjudicated area and a report thereon was prepared for the Upper San Gabriel Valley Water Association, an association of water producers in the Main Basin. After due consideration by the Association, Upper Water was requested to file as plaintiff, and did file, an action on January 2, 1968, seeking an adjudication of the water rights of the Main Basin and its Relevant Watershed. After several years of study (including verification of annual water production) and negotiations, a stipulation for entry of Judgment was approved by a majority of the parties, by both the number of parties and the quantity of rights to be adjudicated. Trial was held in late 1972 and the Judgment (Main Basin Judgment) was entered on January 4, 1973. The Main Basin Judgment was most recently amended on June 21, 2012. A copy of the Main Basin Judgment can be found in Appendix G.
Under the terms of the Main Basin Judgment, all rights to the diversion of surface water and production of groundwater within the Main Basin and its Relevant Watershed were adjudicated. The Main Basin Judgment provides for the administration of the provisions of the Main Basin Judgment by a nine-member Main Basin Watermaster. Six of those members are nominated by water producers (producer members) and three members (public members) are nominated by the Upper Water and the San Gabriel District, which overlie most of the Basin. The nine-member board employs a staff, an attorney and a consulting engineer. The Main Basin Watermaster holds public meetings on a regular monthly basis throughout the year.
The Main Basin Judgment does not restrict the quantity of water, which parties may extract from the Main Basin. Rather, it provides a means for replacing all annual extractions in excess of a Party's annual right to extract water with Supplemental Water.
The Main Basin Watermaster annually establishes an Operating Safe Yield for the Main
2025 Urban Water Management Plan
City of Covina Page 6-15
Basin which is then used to allocate to each Party its portion of the Operating Safe Yield which can be produced free of a Replacement Water Assessment. If a producer extracts water in excess of its right under the annual Operating Safe Yield, it must pay an assessment for Replacement Water, which is sufficient to purchase one acre-foot of Supplemental Water to be spread in the Main Basin for each acre-foot of excess production. All water production is metered and is reported quarterly to the Main Basin Watermaster.
In addition to Replacement Water Assessments, the Main Basin Watermaster levies an Administration Assessment to fund the administration of the Main Basin management program under the Court Judgment and a Makeup Obligation Assessment in order to fulfill the requirements for any makeup Obligation under the Long Beach Judgment and to supply fifty percent of the administration costs of the River Watermaster service. The Main Basin Watermaster levies an In-lieu Assessment and may levy special Administration Assessments.
Water rights under the Main Basin Judgment are transferable by lease or purchase so long as such transfers meet the requirements of the Judgment. There is also provision for Cyclic Storage Agreements by which Parties and non-parties may store imported supplemental water in the Main Basin under such agreements with the Main Basin Watermaster pursuant to uniform rules and conditions and Court approval.
The Main Basin Judgment provides that the Main Basin Watermaster will, insofar as practicable, spread imported water in the Main Basin to maintain the groundwater elevation at the Key Well above 200 feet. Under the terms of the Long Beach Judgment, any excess surface flows that pass through the Main Basin at Whittier Narrows to the Lower Area (which is then conserved in the Lower Area through percolation to groundwater storage) is credited to the Upper Area as Usable Surface Flow.