Agenda, regular meeting — El Monte City Council, March 15, 2022 (part 1 of 2)

LOCATION:

El Monte City Hall – East
City Council Chambers
11333 Valley Boulevard
El Monte, CA 91731

DATE AND TIME:

Tuesday,
March 15, 2022
6:00 p.m.

REGULAR MEETING AGENDA
OF THE

CITY COUNCIL OF THE CITY OF EL MONTE

MEETING JOINTLY AND REGULARLY WITH THE EL MONTE HOUSING AUTHORITY; EL MONTE PUBLIC FINANCING AUTHORITY; EL MONTE WATER AUTHORITY; EL MONTE PARKING AUTHORITY; SUCCESSOR AGENCY TO THE FORMER EL MONTE COMMUNITY REDEVELOPMENT AGENCY; HOUSING SUCCESSOR AGENCY; AND, FROM TIME TO TIME, SUCH OTHER BODIES OF

THE CITY WHOSE MEMBERSHIP IS COMPOSED EXCLUSIVELY OF THE MEMBERSHIP OF THE CITY

COUNCIL

COUNCILMEMBERS/AUTHORITY MEMBERS:

Jessica Ancona, Mayor
♦ Alma D. Puente, Mayor Pro Tem ♦ Martin R. Herrera, Councilmember ♦ Victoria Martinez Muela, Councilmember ♦ Dr. Maria Morales, Councilmember

This meeting shall be conducted in compliance with the procedures set forth under AB361 which allows local legislative bodies to continue conducting virtual meetings under certain emergency circumstances without strictly complying with traditional Brown Act teleconferencing requirements, so long as there is a live comment option for public comments, meetings are paused for any technical difficulties that affect public participation, and each agenda contains information on how to access the meeting as well as how to participate in public comment virtually. The El Monte City Council (“City Council”) has availed itself of the procedures of AB361 for this meeting by resolution last approved at its meeting of February 1, 2022.

Members of the public wishing to observe the meeting may do so in any of the following ways:
(1) Turn your TV to Channel 3; or
(2) City’s website at http://www.elmonteca.gov/378/Council-Meeting-Videos; or (3) In person.

Persons wishing to offer public comment for this meeting may do so:
(1) By directly addressing the City Council in person at the time(s) allotted on the agenda for such comment. Persons wishing to address the City Council in person are asked to fill-out a blue speaker card providing their name and indicating whether they wish to address the Council on an item(s) of business appearing under (i) the Closed Session portion of the agenda; (ii) the Public Hearing portion of the agenda; (iii) any item of business appearing under any other portion of the agenda; and/or (iv) a non-agendized matter that is within the subject matter jurisdiction of the City Council. Speaker City Council Meeting of March 15, 2022

El Monte City Council ♦ El Monte Housing Authority ♦ El Monte Financing Authority ♦ El Monte Parking Authority ♦ El Monte Water Authority

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cards should be submitted to the City Clerk or the Sergeant at Arms (a uniformed El Monte Police Officer) before the City Council’s approval of the agenda, if possible; or

(2) By calling-in to the conference line at (888) 204-5987; Code 8167975 by or before any of the specific times allotted on the agenda for public comment. At each point of the agenda at which public comment is received, the City Council, through the pr esiding officer, will ask the City Clerk if there are any members of the public who have called in who wish to address the City Council on a particular matter or grouping of matters. When calling in, members of the public shall inform the attendant which item(s) of business they wish to speak on, and callers will be connected by telephone when the time for commenting on such items is commenced.

As described in greater detail below, members of the public may address the City Council (i) on agendized closed session items of business prior to the City Council going into closed session; (ii) on items of business listed under the heading Public Hearings when the public hearing on the item the speaker/caller wishes to speak on is opened; and (iii) on all other items of agendized and non- agendized business during the portion of the agenda entitled General Public Comment. The City Council shall be under no obligation to entertain comments from persons who (i) submit a speaker card after the City Council closes the applicable commenting period; or (ii) call-in after the City Council closes the applicable commenting period. With this in mind, speakers are strongly encouraged to submit cards or call in as early as possible to avoid missing the opportunity to speak. The City Council shall be under no obligation to respond to or deliberate upon any specific questions or comments posed by a speaker or take action on any issue raised by a speaker beyond such action as the City Council may be lawfully authorized to take on an agendized matter pursuant to the Brown Act (Govt. Code Section 54950 et seq.) (“Brown Act”) Members of the City Council may provide brief clarifying responses to any comment made or questions posed. Persons who wish to address the City Council are asked to state their name and address for the record. Speakers may not lend any portion of their speaking time to other persons or borrow additional time from other persons. All comments or queries presented by a speaker/caller shall be addressed to the City Council as a body and not to any specific member thereof. No questions shall be posed to any member of the City Council except through the presiding official of the meeting, the Mayor and/or Chair. The City Council may not engage in any sort of prolonged discussion or deliberation with any speaker or group of speakers on matters that are not listed on this agenda, nor may the City Council take action an any non-agendized items of business, except as specifically authorized under the Brown Act.

Enforcement of Decorum: The Chief of Police, or such member, or members of the Police Department as the Chief of Police may designate, s hall serve as the Sergeant-at-Arms of any City Council meeting. The Sergeant-at-Arms shall carry out all orders and instructions given by the presiding official for the purpose of maintaining order and decorum at the meeting. While members of the public are free to level criticism of City policies and the action(s) or proposed action(s) of the City Council or its members, members of the public may not engage in behavior that is disruptive to the orderly conduct of the proceedings, including, but not limited to, conduct that prevents other members of the public from being heard when it is their opportunity to speak or which prevents members of the audience from hearing or seei ng the proceedings; speaking off topic or speaking beyond the speakers allotted time limit. Members of the public may not threaten any person with physical harm or act in a manner that may reasonably be interpreted as an imminent threat of physical harm. All persons participating in the meeting must adhere to the City’s policy barring harassment based upon a person’s race, religious creed, color, national origin, ancestry, physical handicap, medical condition, marital status, gender, sexual orientation, or age.

City Council Meeting of March 15, 2022

El Monte City Council ♦ El Monte Housing Authority ♦ El Monte Financing Authority ♦ El Monte Parking Authority ♦ El Monte Water Authority

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Instruction regarding accommodation under the Am ericans with Disabilities Act can be found on the last page of this Agenda.

1. CALL TO ORDER:

2. ROLL CALL FOR CITY COUNCIL AND AUTHORITY BODIES:

Jessica Ancona, Mayor/Chair
Alma D. Puente, Mayor Pro Tem/Authority Member
Martin R. Herrera, Councilmember/Authority Member
Victoria Martinez Muela, Councilmember/Authority Member Dr. Maria Morales, Councilmember/Authority Member

3. APPROVAL OF AGENDA:

4. CLOSED SESSION:

The City Council and the various legislative bodies whose membership is composed exclusively of the membership of the City Council will attempt to address and complete all Closed Session business between 6:00 p.m. and 7:00 p.m. If the City Council completes all Closed Session business prior to 7:00 p.m., the City Council will take a short recess and commence all Open Session proceedings promptly at 7:00 p.m. In the event the City Council is unable to address or complete all agendized Closed Session items by 7:00 p.m., the City Council will hear all such remaining items toward the end of the meeting, immediately following Council Communications. Should any member of the public wish to address the City Council on any agendized Closed Session matter, the City Council shall allow such person to address the City Council on such matter(s) prior to going into Closed Session, provided that all persons wishing to address the Council on an agendized Closed Session matter shall (i) call-in or submit a speaker card in the manner prescribed on page 1 of this agenda, above, prior to the City Council going into closed session; and (ii) be subject to a single speaker time allotment of three (3) continuous minutes total per speaker to address the City Council on any or all closed session items of business.

4.1 Closed Session Pursuant to Government Code Section 54956.9(d)(1) – Conference with Legal Counsel – Existing Litigation – Workers Compensation Case Nos.

ADJ12949014 and ADJ14497052.

4.2 Closed Session Pursuant to Government Code Section 54956.9(a), 54956.9(c), and 54956.9(d)(1) – Conference with Legal Counsel – Pending Litigation – Dronatherapy, LLC vs. City of El Monte, LASC Case No. 20STCP04067.

4.3 Closed Session Pursuant to Government Code Section 54956.9(d)(1) – Conference with Legal Counsel – Existing Litigation - El Monte v. Wells Fargo Bank, National Association, LASC Case No. 21PSCV00476.

City Council Meeting of March 15, 2022

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4.4 Closed Session Pursuant to Government Code Section 54956.9(d)(1) – Conference with Legal Counsel – Existing Litigation – El Monte v. Crown Estate Holdings LLC et al., LASC Case No. 21STCV26110.

4.5 Closed Session Pursuant to Government Code Section 54956.9(d)(1) – Conference with Legal Counsel – Existing Litigation – El Monte v. A. Luong, Y.M. Ling and Y. Liam et al., LASC Case No. 20PSCV00796.

4.6 Closed Session Pursuant to Government Code Section 54956.9(d)(1) – Conference with Legal Counsel – Existing Litigation – El Monte v. C. Yun and A. Luong et al., LASC Case No. 20PSCV00886.

4.7 Closed Session Pursuant to Government Code Section 54956.9(d)(1) – Conference with Legal Counsel – Existing Litigation – El Monte v. A. Luong and C.Y. Xia et al., LASC Case No. 21PSCV00381.

OPEN SESSION PROCEEDINGS

(Commencing at 7:00 p.m. or as soon thereafter as the City Council reconvene from Closed Session/Short Recess).

5. INVOCATION: City Council.

6. FLAG SALUTE: City Council.

7. RECOGNITIONS, HONORS AND COMMUNITY INTEREST PRESENTATIONS:

8. GENERAL PUBLIC COMMENT:

This time has been set aside for members of the public to directly address the City Council on agendized items of business (other than those agendized as public hearing or closed session items) or on any other matter of interest to the speaker/caller that is within the subject matter jurisdiction of the City Council, the Housing Authority, the Financing Authority and/or the Water Authority (collectively, the “Council”). Each speaker/caller will be limited to a single allotment of three (3) continuous minutes total to address the Council on any or all matters covered by this section. As explained more specifically under the Public Hearing portion of this agenda, members of the public wishing to offer comment on items of business agendized under the Public Hearing portion of the agenda shall have a separate allotment of three (3) continuous minutes per speaker per public hearing item. Except as otherwise provided under the Brown Act (Gov. Code Section 54950 et seq.), the Council may not deliberate or take action upon any matter not listed on this posted agenda but may order that any such matter be placed on the agenda for a subsequent meeting. The Council may also direct staff to investigate certain matters for consideration at a future meeting. Persons City Council Meeting of March 15, 2022

El Monte City Council ♦ El Monte Housing Authority ♦ El Monte Financing Authority ♦ El Monte Parking Authority ♦ El Monte Water Authority

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wishing to address the Council on matters covered under General Public Comment shall call in or submit a speaker card in the manner prescribed on page 1 of this agenda, above, by or before the General Public Comment portion of the agenda is closed. The City Council shall be under no obligation to entertain comments from speakers/callers wh o submit cards or call in to speak on matters covered by the section after the General Public Comment portion of the agenda is closed.

9. CITY TREASURER’S REPORT:

10. DEMAND RESOLUTION NO. D-661

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EL MONTE, CALIFORNIA,

ALLOWING CERTAIN CLAIMS AND DEMANDS AND SPECIFYING THE FUNDS OUT OF WHICH THE SAME ARE TO BE PAID.

THE CITY COUNCIL OF THE CITY OF EL MONTE, CALIFORNIA, DOES RESOLVE AS FOLLOWS: SECTION 1. That the attached list of claims and demands totaling $5,696,889.18 have been examined by the City Treasurer and that warrant numbers 1104269 through 1104674, and the payroll period February 1, 2022 through February 15, 2022 inclusive are hereby allowed in the amounts and ordered paid out of the respective funds as set forth.

11. APPROVAL OF MINUTES: Regular Meeting Minutes of February 15, 2022; Special Meeting Minutes of February 16, 2022; and Regular Meeting Minutes of March 1, 2022.

12. CONSENT CALENDAR:

All matters listed under the Consent Calendar are considered to be routine in nature and may be enacted by one motion approving the recommendation listed on the Agenda. One or more items may be removed from the Consent Calendar so that they may be discussed, considered, and voted upon individually by the Council. A matter may be removed from the Consent Calendar and taken up separately by way of a seconded motion of any member of the Council with the approval of a majority of the Council quorum.

12.1 Waiver of Full Reading of Ordinance(s).

RECOMMENDATION OF BUSINESS ITEM UNDER CONSIDERATION:

It is recommended that the City Council:

1. Approval to waive full reading (except tit le) of all ordinances appearing on the City Council agenda as authorized under Government Code Section 36934, unless otherwise directed by the City Council.

Total Cost: N/A Account No: N/A
Is the cost of this item budgeted? N/A

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12.2 Receive and File the City of El Mont e’s Upgraded Standard and Poor’s (S&P Global) Rating.

RECOMMENDATION OF BUSINESS ITEM UNDER CONSIDERATION:

It is recommended that the City Council:

1. Receive and file the City of El Monte’s upgraded Standard and Poor’s (S&P Global) rating issued on March 10, 2022.

Total Cost: N/A Account No.: N/A
Is the cost of this item budgeted? N/A

12.3 Approval of a Resolution Designating Ap ril 21, 2022, as the 2022 Commemoration of Arbor Day in the City of El Monte.

RECOMMENDATION OF BUSINESS ITEM UNDER CONSIDERATION:

It is recommended that the City Council:

1. Adopt a Resolution approving the commemoration of Arbor Day.

Total Cost: N/A Account No: N/A
Is the cost of this item budgeted? N/A

Resolution No. 10345

12.4 Approval of Recommendation to Accept the 1.0 MG Tank Rehabilitation Project as Complete and Authorize Staff to File the Notice of Completion with the Los Angeles County Recorder’s Office.

RECOMMENDATION OF BUSINESS ITEM UNDER CONSIDERATION:

It is recommended that the City Council:

1. Consider and accept the 1.0 MG Tank Rehabilitation as completed; and

2. File the Notice of Completion with the Los Angeles County Recorder’s Office.

Total Cost: N/A Account No: N/A
Is the cost of this item budgeted? N/A

12.5 Approval of Request to Advertise and Publish the Notice Inviting Bids for the Sidewalk & Curb Ramp Reconstruction Project, CIP No. 052.

RECOMMENDATION OF BUSINESS ITEM UNDER CONSIDERATION:

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It is recommended that the City Council:

1. Authorize staff to advertise and publish the Notice of Inviting Bids for the Sidewalk & Curb Ramp Reconstruction Project – CIP No. 052.

Total Cost: N/A Account No: N/A
Is the cost of this item budgeted? N/A

12.6 Approval of a Second Amendment to the Professional Services Agreement with Pipe Pros to Provide Plumbing Maintenance and Repair Services for the Homekey Program Sites.

RECOMMENDATION OF BUSINESS ITEM UNDER CONSIDERATION:

It is recommended that the City Council:

1. Approve a Second Amendment to the Professional Services Agreement with Pipe Pros to increase the contract amount from $45,000 by an additional $24,572 for a total not-to- exceed amount of $69,572 to provide onsite plumbing services for the El Monte Homekey Program; and

2. Authorize the City Manager, or her designee, to execute the Second Amendment and approve additional unforeseen work that may be necessary in an amount not-to-exceed twenty percent (20%) of the Professional Services Agreement.

Total Cost: $74,486 Account No: HCD CDBG-CV
Is the cost of this item budgeted? Yes

12.7 Approval of a Contract Services Agreement with Air-Ex Air Conditioning, Inc. to Replace HVAC Units for the Homekey Program Budget Inn Site.

RECOMMENDATION OF BUSINESS ITEM UNDER CONSIDERATION:

It is recommended that the City Council:

1. Approve the award of a contract agreement with Air-Ex Air Conditioning, Inc. in the amount not-to-exceed $31,585 plus a contingency budget of 15% to replace HVAC units for the Homekey Program Budget Inn Site, by no less than four-fifths (4/5) vote; and

2. Authorize the City Manager, or her designee, to make all conforming modifications and edits and execute all implementing documents and approve change orders that may be necessary to cover any unforeseen conditi ons in an amount not-to-exceed 15% of the contract.

Total Cost: $36,323 Account No.: ESG-CV
Is the cost of this item budgeted? Yes

City Council Meeting of March 15, 2022

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13. PUBLIC HEARINGS:

Members of the public wishing to address the Council on any item of business agendized under this Public Hearing portion of the agenda are asked to c all in or submit a speaker card in the manner prescribed on page 1 of this agenda, above, by or before the time at which the City Council closes the public comment portion of each public hearing matter listed under this section. The City Council shall be under no obligation to entertain comments from speakers/callers who submit cards or call in after the public comment portion of the public hearing matter they wish to speak on has been closed. Each speaker will be allotted three (3) continuous minutes per Public Hearing item.

13.1 A Third Public Hearing Required by Elections Code Section 10010(a) to Receive Public Input Regarding the Content of Draft Di strict Maps Prepared by Demographer, the Proposed Sequence of Elections and Other General Comment Regarding the Proposed Transition from At-Large to District-Based Elections.

RECOMMENDATION OF BUSINESS ITEM UNDER CONSIDERATION:

It is recommended that the City Council:

1. Open the public hearing and receive the updated presentation from staff and the City’s demographer regarding draft maps prepared by the demographer firm and the districting process in general;

2. Receive public comment and input regarding the content of draft district maps prepared by demographer, the proposed sequence of elections and other general comment on the transition from at-large to district-based elections;

3. Pose City Council questions to staff, the demographer and outreach consultant; and

4. Provide further direction on the refinement of district maps and then close the public hearing.

Total Cost: N/A Account No.: N/A
Is the cost of this item budgeted? N/A

14. REGULAR AGENDA:

14.1 Consideration and Approval of a Professional Services Agreement for Raftelis to Provide Technical and Preparation Services for the Sewer Rate Study for a Not-to- Exceed Amount of $100,068.

RECOMMENDATION OF BUSINESS ITEM UNDER CONSIDERATION:

It is recommended that the City Council:

1. Consider and approve a Professional Services Agreement for Raftelis to provide technical and preparation services for the Sewer Rate Study for an Agreement amount of $90,971 plus a ten percent (10%) contingency amount of $9,097 for a total not-to- exceed Agreement amount of $100,068; and

2. Authorize the City Manager, or her designee, to execute the Agreement with Raftelis.

Total Cost: $100,068 Account No: 650-67-693-6111
Is the cost of this item budgeted? Yes Sewer Fund
City Council Meeting of March 15, 2022

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14.2 Consideration and Approval of a Contract Ch ange Order to OakWest Services, Inc. to Increase the Contract Amount from $1,663,083 by an Additional $253,731 for a Total Not-to-Exceed Amount of $1,916,814 for the Rehabilitation of the Homekey Program Budget Inn Site.

RECOMMENDATION OF BUSINESS ITEM UNDER CONSIDERATION:

It is recommended that the City Council:

1. Approve a contract change order to OakWest Services, Inc. to increase the contract amount from $1,663,083 by an additional $253,731 for a total not-to-exceed amount of $1,916,814 to undertake additional rehabilitation improvements for the Homekey Program Budget Inn Site; and

2. Authorize the City Manager, or her designee, to execute the change order and approve additional unforeseen work that may be necessary during construction for an amount not- to-exceed twenty-five percent (25%) of the construction contract.

Total Cost: $317,164 Account No.: HCD CDBG-CV
Is the cost of this item budgeted? Yes

14.3 Consideration and Approval of a Professional Services Agreement with Sirius Environmental to Provide Environmental Review and Contract Planning Services for the Proposed Affordable Housing and Mixed-Use Development of the MacLaren Hall Property Owned by the County of Los Angeles, Located at 4024 Durfee Avenue.

RECOMMENDATION OF BUSINESS ITEM UNDER CONSIDERATION:

It is recommended that the City Council:

1. Waive the Competitive Bidding Procedures of the City of El Monte Purchasing Policy and Procedures Manual pursuant to Section 15: Exemptions From Competitive Bidding Procedures, Subsection E. Professional Services;

2. Approve a professional services agreement with Sirius Environmental to provide environmental review and contract planning services in the amount not-to-exceed $221,900 plus a contingency budget of 15% for the proposed affordable housing and mixed-use development of the MacLaren Hall property owned by the County of Los Angeles, located at 4024 Durfee; and

3. Authorize the City Manager, or her designee, to make all conforming modifications and edits and execute all implementing documents and approve change orders that may be necessary to cover any unforeseen conditi ons in an amount not-to-exceed 15% of the professional services agreement.

Total Cost: $255,185 Account No: ARPA
Is the cost of this item budgeted? Yes

City Council Meeting of March 15, 2022

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14.4 Consideration and Approval of a Professional Services Agreement with RAND Corporation to Administer and Provide an Evaluation Report for the City of El Monte Guaranteed Income Pilot Program.

RECOMMENDATION OF BUSINESS ITEM UNDER CONSIDERATION:

It is recommended that the City Council:

1. Approve a Professional Services Agreement with the RAND Corporation to administer and provide an evaluation report for the City of El Monte Guaranteed Income Pilot Program in the amount not-to-exceed $489,944; and

2. Authorize the City Manager, or her designee, to make all conforming modifications and edits and execute all implementing documents.

Total Cost: $489,944 Account No.: ARPA
Is the cost of this item budgeted? Yes

14.5 Consideration and Approval of a Resolution Updating the Citywide Classification and Compensation Plan and Repealing and Replacing Resolution No. 10344.

RECOMMENDATION OF BUSINESS ITEM UNDER CONSIDERATION:

It is recommended that the City Council:

1. Consider and approve the attached Resolution updating the Citywide Classification and Compensation Plan, effective March 15, 2022.

Total Cost: ($52,900) Account No: Various
Cost Savings
Is the cost of this item budgeted? Yes

Resolution No. 10346

15. CITY ATTORNEY’S AGENDA:

15.1 Presentation Regarding Supplemental Measur es and Strategies for the Restriction of Cannabis Business Activities in the City.

16. CITY MANAGER’S AGENDA:

16.1 Provide Follow-Up Information on the 2021-2029 General Plan Housing Element Regarding Policies and Objectives on Workforce Housing and Local Hire.

City Council Meeting of March 15, 2022

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17. DISCUSSION ITEMS

17.1 Update, Discussion and Direction Regarding Development of City Council Meeting Procedures, Including Potential Approval of Draft Resolution.

18. WRITTEN COMMUNICATIONS:

19. COUNCIL COMMUNICATIONS/REPORTS:

19A. Mayor Ancona

19A.1 Update on Council Chambers Audio System.

19A.2 Update on Chamber of Commerce Contract.

19A.3 Update and Discussion on Parks: Pioneer Park and Additional Amenities.

19A.4 Update on Job Fair.

19B. Mayor Pro Tem Puente

19B.1 Update Regarding Street Vendors Enforcement Efforts.

19B.2 Update Regarding Food Fest.

19C. Councilman Herrera

19C.1 Update from Public Works on the Status of Street Light Conditions on Garvey Boulevard and Santa Anita Avenue and City Limits.

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19D. Councilwoman Martinez Muela

19D.1 Discussion and Action on Smoke Free Outdoor Ordinance, Discussed March 2021.

19D.2 Discussion and Action Regarding Citywide Employee Survey of Workplace Satisfaction and Recommendations, Discussed February 2021.

19D.3 Discussion and Action Regarding Staff Report Regarding the Sale of the El Monte Water System.

19D.4 Update on Federal and State Funding for Project Homekey-Report Requested.

19D.5 Discussion and Action Regarding Citizen Based District Election Commission.

19E. Councilwoman Dr. Morales

19E.1 Discussion on Community Based Policing and Crime Statistics/Updates.

19E.2 Discussion Regarding the Creation of a Diversity, Equity, and Inclusion (DEI) Program Coordinator, a New Position to Support the City’s Diversity, Equity, and Inclusion Initiatives.

City Council Meeting of March 15, 2022

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20. ADJOURNMENT:

The next Regular Meeting of the City Council will be held on April 5, 2022 at 6:00 p.m. This Agenda will be posted on the City’s website, www.ci.el-monte.ca.us, and physically posted no less than 72 hours prior to the start of the subject regular meeting. Although it is the City’s practice and desire to electronically post a copy of this Agenda along with supporting material as part of its website posting, the size or formatting of certain supporting mate rials may render their website posting infeasible.

Nevertheless, all supporting materials related to any item on this Agenda, that is made available to the members of the council may be inspected by me mbers of the public at the City Clerk’s Office located at 11333 Valley Boulevard, El Monte, M onday through Thursday, 7:00 am – 5:30 pm. For more information, please call the City Clerk’s Office at 626-580-2016.

All public meetings and events sponsored or conduc ted by the City of El Monte are held in sites accessible to persons with disabilities. Requests for accommodations may be made by calling the office of the City Clerk at (626) 580-2016 at least three (3) working days prior to the event, if possible.

This Agenda and copies of documents distributed at the meeting are available in alternative formats upon request.

Posted: March 12, 2022 at 11:35 a.m.

City Council Meeting of March 15, 2022

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AGENDA CALENDAR 2022

CITY OF EL MONTE IN PARTNERSHIP WITH OUR

SISTER CITY ZAMORA, MICHOACAN MEXICO
Dreams on Wheels
Donate Your Wheelchair, Cane and Walker
Collection for seniors and the disabled
Drop off location: El Monte Police Department Lobby
El Monte Police Department
11333 Valley Boulevard, El Monte
8:00 a.m. – 5:00 p.m.

February 25, 2022 – March 25, 2022
For additional information: EMPD Lobby 626-580-2155

CITY OF EL MONTE IN PARTNERSHIP WITH AMERICAN SAFETY GROUP (ASG) &

LA COUNTY SUPERVISOR

HILDA SOLIS
COVID-19 SCREENING/TESTING

BEHIND THE JACK CRIPPEN SENIOR CENTER
3120 Tyler Avenue, El Monte
FEBRUARY 14, 2022 – MARCH 14, 2022

MONDAYS & WEDNESDAYS
9:00 A.M. – 7:00 P.M.

Walk-ups only!

CITY OF EL MONTE COMMUNITY AND ECONOMIC

DEVELOPMENT DEPARTMENT
COVID-19 EMERGENCY RENTAL ASSISTANT PROGRAM
Rental assistance available for residents who are low income, have been financially impacted by the pandemic and in need for rental assistance. Assistance is offered on a first come-first serve basis for as long as funding for the program is still available.

To apply contact City of El Monte HOUSING Division:
626-580-2070 or online at elmonte.gov/236/Housing

CITY OF EL MONTE IN PARTNERSHIP WITH SNAPHEALTHCARE &

LA COUNTY SUPERVISOR

HILDA SOLIS
COVID-19 PCR TESTING SITES

ZAMORA PARK

MONDAYS, WEDNESDAYS, & FRIDAYS
8:00 A.M. – 5:00 P.M.
3820 Penn Mar Avenue, El Monte

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ARCEO PARK

THURSDAYS
8:00 A.M. – 5:00 P.M.
2125 Tyler Avenue, El Monte

ARCEO PARK

FRIDAYS
2:00 P.M. – 6:00 P.M.
2125 Tyler Avenue, El Monte
To pre-register: https://grco.de/bcgJXJ

L.A. CARE & BLUE SHIELD PROMISE

EL MONTE COMMUNITY RESOURCE CENTER

FREE FOOD PANTRY

WEDNESDAYS
1:00 P.M. – 4:00 P.M.

Community resource center
3570 Santa Anita Avenue, El Monte
Walk-ins welcome – no appointment needed.

COVID-19

EL MONTE TESTING CENTERS
Mondays
Aquatic Center 11001 Mildred St. (on Mildred Street)
1:00 p.m.-7:00 p.m.

Tuesday
Mt. View Park 12127 Elliott Ave. (Elliott Parking Lot) 12:00 p.m.– 6:00 p.m.

Wednesday
Fletcher Park 3404 Fletcher Park Way (In parking lot)
Thursday
11:30 a.m. – 5:30 p.m.

Gibson Mariposa Park 4140 Gibson Road (In parking lot)
Friday
Lambert Park 11431 McGirk Ave. (In parking lot)
12:00 p.m. – 6:00 p.m.

COVID-19

EL MONTE RAPID TESTING CENTERS
Wednesday – Lambert Park 11431 McGirk Ave (In parking lot) 9:00 a.m. – 6:00 p.m.

Rapid testing only on Wednesdays at Lambert Park.

New testing sites to be announced.

City Council Meeting of March 15, 2022

El Monte City Council ♦ El Monte Housing Authority ♦ El Monte Financing Authority ♦ El Monte Parking Authority ♦ El Monte Water Authority

Page 16 of 17 ends

COUNTY OF LOS ANGELES & NEIGHBORHOOD HOUSING SERVICES – THE CENTER

FOR ECONOMIC RECOVERY
Foreclosure Prevention & Mortgage Relief Program
Program eligible applicants can receive up to $20,000.00 to help offset mortgage delinquencies
For more information and to sign up for the upcoming workshops:
nhslacounty.org/mortgagereliefprogram
1-888-895-2647 or 1-213-381-2862

CITY OF EL MONTE PARKS, RECREATION & COMMUNITY SERVICES COVID-19

VACCINE REGISTRATION ASSISTANCE FOR RESIDENTS
65 & OLDER
If you are 65 or older and need assistance registering, please contact the Jack Crippen Senior Center at 626-580-2210
Appointments Are Limited
VACCINATELACOUNTY.COM

CITY OF EL MONTE PARKS, RECREATION & COMMUNITY SERVICES DEPARTMENT -

COMMUNITY INFORMATION AND ASSISTANCE PROGRAM
To register for the program or schedule an appointment please contact the Jack Crippen Multipurpose Senior Center at 626-580-2210
This program provides information on public benefits, legal referrals and assistance for families residing in the City of El Monte.

Eligibility Requirements: El Monte Resident and must meet Income Guidelines

SATURDAY, MARCH 12
th
10:00 A.M – 11:30 A.M.

City of El Monte & LA County Supervisor Hilda Solis
Maclaren Property Community Information Meeting

MOUNTAIN VIEW PARK
12127 Elliott Avenue, El Monte

SUNDAY, MARCH 13
TH
2:00 A.M. DAYLIGHT SAVING TIME

SUNDAY, MARCH 13
TH
9:00 A.M. – 2:00 P.M.

FREE PET VACCINES – PROVIDED BY CITY OF EL MONTE

PET LOVE CARE, STRAY PAWS ANIMAL HAVEN, SAN GABARIEL VALLEY ANIMAL

ADVOCATE WELLNESS CLINIC & LONGO TOYOTA LEXUS

LONGO TOYOTA LEXUS
3534 Peck Road, El Monte

City Council Meeting of March 15, 2022

El Monte City Council ♦ El Monte Housing Authority ♦ El Monte Financing Authority ♦ El Monte Parking Authority ♦ El Monte Water Authority

Page 17 of 17 ends

TUESDAY, MARCH 15TH
6:00 P.M. CLOSED SESSION
7:00 P.M. OPEN SESSION

REGULAR CITY COUNCIL MEETING
El Monte City Hall Council Chamber
11333 Valley Boulevard, El Monte

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
P NET PAYROLL 2/1/22 ‐ 2/15/22 1,085,531.00
P 1,085,531.00
P AFLAC 01268 110460 0 3/3/2022 DEC 2021 2/23/2022 AC#AAX41 INV#554505 DEC 2021 INS.‐ HR/RM 1,391.8 6 P AFLAC 01268 110460 0 3/3/2022 NOV 2021 2/23/2022 AC#AAX41 INV#165920 NOV 2021 INS.‐ HR/RM 1,391.8 6 P AFLAC 01268 1104601 3/3/2022 NOV 2021 2/23/2022 AC#AAX41 INV#165920 NOV 2021 INS.‐ HR/RM 138.26 P AFLAC 01268 1104601 3/3/2022 DEC 2021 2/23/2022 AC#AAX41 INV#554505 DEC 2021 INS.‐ HR/RM 138.26 3,060.24 P AMERICAN FIDELITY ASSURANCE 1231 4 1104277 2/24/2022 P/E: 02/15/22 2/24/2022 SEC. 125 DEPENDENT CARE: PAYMENT 3,243.30 P AMERICAN FIDELITY ASSURANCE 12375 1104603 3/3/2022 D400322 12/31/202 1 INV #D400322 DEC 2021 AO, CANCR, CRITI, LIFE INS. ‐ HR/R 38,148.40 41,391.70 P CALIF STATE DISBURSEMENT/UNIT 04723 022320221 2 2/24/2022 P/E:02/15/22 2/24/2022 3,698.5 0 3,698.50 P CATALYST CORPORATE FEDERAL CU 04610 022320220 7 2/24/2022 P/E:02/15/22 2/24/2022 EL MONTE CREDIT UNION: PAYMENT 47,031.28 47,031.28 P CITY OF EL MONTE 04622 110429 0 2/24/2022 P/E: 02/15/22 2/24/2022 GARNISHMENT FEE/LOAN: PAYMENT 143.33 143.33 P DEPARTMENT OF TREASURY 04731 022320220 1 2/24/2022 P/E:02/15/22 2/24/2022 FEDERAL TAX: PAYMENT 202,876.63 P DEPARTMENT OF TREASURY 04732 022320220 2 2/24/2022 P/E:02/15/22 2/24/2022 MEDICARE TAX: PAYMENT 46,587.0 8 249,463.71 PE L MONTE CITY EMPLOYEES CR UN 06796 022320221 1 2/24/2022 P/E:02/15/22 2/24/2022 CREDIT UNION YARD ACCOUNT: PAYMENT 228.00 PE L MONTE CITY EMPLOYEES CR UN 04613 022320221 3 2/24/2022 P/E:02/15/22 2/24/2022 POLICE CREDIT UNION: PAYMENT 105.00 333.00 PE L MONTE POLICE ASSOCIATION 04631 110429 6 2/24/2022 P/E: 02/15/22 2/24/2022 ADMINISTRATOR PD DUES: PAYMENT 9,865.42 PE L MONTE POLICE ASSOCIATION 04630 110429 7 2/24/2022 P/E: 02/15/22 2/24/2022 LONG TERM DISABILITY ‐ POLICE: PAYMENT 1,626.86 11,492.28 P EMPLOYMENT DEVELOPMENT 04730 022320220 4 2/24/2022 P/E:02/15/22 2/24/2022 STATE WITHOLDING TAX: PAYMENT 81,557.43 81,557.43 P FRANCHISE TAX BOARD 04616 110430 4 2/24/2022 P/E: 02/15/22 2/24/2022 STATE OF CAL FRAN TAX BOARD: PAYMENT 150.00 150.00 P KAISER FOUNDATION HEALTH PLAN 12263 1104633 3/3/2022 DEC 2021 10/25/202 1 BILLING UNIT #348905 DEC 2021 HEALTH INS FOR ACA ELIG 2,052.20 2,052.20 PL A COUNTY SHERIFF'S DEPT. 08162 1104322 2/24/2022 P/E: 02/15/22 2/24/2022 LOS ANGELES COUNTY SHERIFF DEP: PAYMENT 1,535.29 1,535.29 P NATIONAL DEFERRED 04633 022320220 3 2/24/2022 P/E:02/15/22 2/24/2022 PART TIME DEF. COMPENSATION: PAYMENT 5,400.6 4 5,400.64 P NATIONWIDE RETIREMENT SOLUTION 11991 022320220 6 2/24/2022 P/E:02/15/22 2/24/2022 401 (A) EXECUTIVE PLAN: PAYMENT 7,366.01 P NATIONWIDE RETIREMENT SOLUTION 04635 022320220 8 2/24/2022 P/E:02/15/22 2/24/2022 457 DEFERRED COMP CITY EMPLOYEES : PAYMENT 66,996.95 74,362.96 P PARS SUPPLEMENTAL RETIREMENT 03734 0223202209 2/24/2022 P/E:02/15/22 2/24/2022 PARS SUPPLEMENTAL RETIREMENT: PAYMENT 16,016.63 16,016.63 P PERS LONG TERM CARE PROGRAM 04612 110433 6 2/24/2022 P/E: 02/15/22 2/24/2022 LONG TERM CARE‐MID MANAGEMENT: PAYMENT 516.32 516.32 P PUBLIC EMPLOYEES' RETIREMENT 03047 100203602 2 1/31/2022 P/E: 12/31/21 1/10/2022 PENSION PLAN (PERS): PAYMENT 320,169.44 P PUBLIC EMPLOYEES' RETIREMENT 03047 100204763 0 2/16/2022 P/E: 01/15/22 1/25/2022 PENSION PLAN (PERS): PAYMENT 402,718.40 P PUBLIC EMPLOYEES' RETIREMENT 03047 100205621 5 3/3/2022 P/E: 01/31/22 2/10/2022 PENSION PLAN (PERS): PAYMENT 339,684.10 1,062,571.94 P SEIU LOCAL #721 04628 022320220 5 2/24/2022 P/E:02/15/22 2/24/2022 SEIU DUES, FEES, COPE: PAYMENT 7,430.66 7,430.66 P Payroll Vendor Total 1,608,208.11
R1 0 ‐8 RETROFIT INC 03655 1104269 2/24/2022 18328 2/2/2022 FRONT AND REAR LIGHTS FOR PW‐54 VEH. 3,495.39 3,495.39 R A.C LOCK & KEY 09621 110427 0 2/24/2022 1391 1/27/2022 KEY COPY FOR PW 38.50 R A.C LOCK & KEY 09621 1104599 3/3/2022 13916 2/2/2022 NEW IGNITION KEYS FOR PW VEH PW‐49, PW‐15 71.50 110.00 R ACOSTA 0043 4 1104370 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 530.78 530.78 R ACTION LANES 14111 1104271 2/24/2022 02.16.22 2/16/2022 AWARD FOR BUSINESS GRANT IN RESPONSE TO COVID‐19 P 10,000.00 10,000.00 R ADVANCED CHEMICAL TECH., INC. 05672 1104272 2/24/2022 0382750 ‐IN 1/28/2022 JAN 2022 WATER TREATMENT SERVICES FOR PW MAINT. 155.00 155.00 R AGUIRRE 10431 1104371 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 530.78 530.78 R AIR ‐EX AIR CONDITIONING, INC. 12991 1104273 2/24/2022 SD2423 8/24/2021 REPAIRS TO A/C UNIT AT EL MONTE WATER SITE #12 ‐ PW 413.51 R AIR ‐EX AIR CONDITIONING, INC. 12991 1104602 3/3/2022 SD2808 12/31/202 1 REMOVED AND REPLACED CHILLED WATER VALVE IN PD ‐ P 4,212.28 R AIR ‐EX AIR CONDITIONING, INC. 12991 1104602 3/3/2022 SD2922 1/31/2022 CHILLER IN ALARM CITY HALL ‐ PW 1,835.17

Page 1 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R AIR ‐EX AIR CONDITIONING, INC. 12991 1104602 3/3/2022 SD2906 1/28/2022 PD CONTROLS ISSUE WITH UNITS ‐ PW 1,280.0 0 R AIR ‐EX AIR CONDITIONING, INC. 12991 1104602 3/3/2022 SD2903 1/28/2022 COUNCIL CHAMBERS UNIT NOT WORKING ‐ PW 801.51 R AIR ‐EX AIR CONDITIONING, INC. 12991 1104602 3/3/2022 SD2813 12/31/202 1 WEST AREA TOO COLD ‐ CHW ‐PW 475.00 R AIR ‐EX AIR CONDITIONING, INC. 12991 1104602 3/3/2022 SD281 4 12/31/2021 HEAT NOT WORKING COMM CTR ‐ PW 440.00 R AIR ‐EX AIR CONDITIONING, INC. 12991 1104602 3/3/2022 SD289 4 1/28/2022 HEATER NOT WORKING IN CHE ‐ PW 365.00 R AIR ‐EX AIR CONDITIONING, INC. 12991 1104602 3/3/2022 SD2822 12/31/202 1 PD ADMIN AREA TOO COLD ‐ PW 281.81 R AIR ‐EX AIR CONDITIONING, INC. 12991 1104602 3/3/2022 SD280 4 12/31/2021 CHILLER LINE IN PD LEAKING WATER ON ELECTRICAL PANEL 255.00 R AIR ‐EX AIR CONDITIONING, INC. 12991 1104602 3/3/2022 SD2831 12/31/202 1 SENIOR CTR UNITS NOT WORKING‐ PW 255.00 10,614.28 R ALFARO COMMUNICATIONS CONST. 13836 110427 4 2/24/2022 02 11/19/202 1 PERIOD ENDING 11/19/21 SANTA ANITA/ MCGIRK TRAFFIC 29,925.00 R ALFARO COMMUNICATIONS CONST. 13836 110427 4 2/24/2022 03 11/19/202 1 PERIOD ENDING 11/19/21 SANTA ANITA/ MCGIRK TRAFFIC 15,670.97 45,595.97 R ALL STAR ELITE SPORTS 14112 1104275 2/24/2022 2738 1/27/2022 JERSEYS, SHORTS FOR PARKS/REC 1,034.95 1,034.95 R ALTA PLANNING + DESIGN 1118 4 1104276 2/24/2022 00‐2020‐272‐11 2/14/2022 PROF. SVCS THRU 01.29.22 EL MONTE MERCED AVE TRAFF 10,541.50 10,541.50 R ALVA 08000 1104372 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R ALVAREZ, ANTHONY 05577 1104373 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,263.0 4 1,263.04 R ALVAREZ, ANTONIO 03271 110437 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R AMERICAN PLANNING ASSOCIATION 01316 110460 4 3/3/2022 352393‐2212 1/7/2022 04.01.22 ‐03.31.23 APA MEMBERSHIP CATEGORY F CALIF LA 434.00 434.00 R ANCHETA 03236 1104375 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 105.65 105.65 R ANDREOLI 03260 110437 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,263.0 4 1,263.04 R ANKENY 03239 110437 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,750.0 0 1,750.00 R ANTONITIS 05580 110437 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,263.0 4 1,263.04 R ARELLANO, SARA 03286 1104379 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 579.01 579.01 R ARELLANO, THEODORE 03270 110438 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R ARMSTRONG, AARON 11671 1104381 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R ARMSTRONG, THOMAS 07045 1104382 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,586.49 1,586.49 R ARRIETA 13736 1104383 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 530.78 530.78 RA T & T 0139 4 1104278 2/24/2022 9391026239‐12/21 1/13/2022 BILL PAYER (BAN) 9391026239 INV#17620151 ‐ PW 125.59 RA T & T 0139 4 1104605 3/3/2022 9391026243 ‐02/22 2/13/2022 BILL PAYER (BAN) 9391026243 INV#17764657 2,255.48 2,381.07 R ATLAS BACKFLOW INC. 12160 1104279 2/24/2022 37100 2/2/2022 BACKFLOW TEST ‐ PWMD 1,647.91 1,647.91 R AUCAS GROUP 14120 110460 6 3/3/2022 24155 1/21/2022 KN95 FACE MASKS ‐ PD 1,925.0 0 1,925.00 R AUGUST JR 03298 110438 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 96.43 96.43 R AVALOS 1397 4 1104280 2/24/2022 02.12.22 2/12/2022 BALLOON DECORATIONS FOR LUNAR NEW YAR EVENT ‐ DE 300.00 300.00 R AVENU INSIGHTS & ANALYTICS 14118 110460 7 3/3/2022 INV06‐013471 1/21/2022 SUTA CA ‐ Q3, 2021 ‐ SUTA SVCS FOR TAX QTR ENDING SEP 1,194.38 1,194.38 R BALLINGER 08690 1104385 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 557.02 557.02 R BANK OF AMERICA 12063 022220220 1 2/22/2022 Jan 2022 to Jan 31, 1/5/2022 AC#0946 ‐ Pub Wks Div ‐ Mendez, Salvador 35.42 R BANK OF AMERICA 12063 022220220 1 2/22/2022 Jan 2022 to Jan 31, 1/13/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason ‐ Credit (8.78) R BANK OF AMERICA 12063 022220220 2 2/22/2022 Jan 2022 to Jan 31, 1/6/2022 AC#1191 ‐ Transportation Div ‐ Zadok, Sarah 40.00 R BANK OF AMERICA 12063 022220220 3 2/22/2022 Jan 2022 to Jan 31, 1/6/2022 AC#1191 ‐ Transportation Div ‐ Zadok, Sarah 140.00 R BANK OF AMERICA 12063 022220220 3 2/22/2022 Jan 2022 to Jan 31, 1/13/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason ‐ Credit (52.67) R BANK OF AMERICA 12063 022220220 4 2/22/2022 Jan 2022 to Jan 31, 1/6/2022 AC#1191 ‐ Transportation Div ‐ Zadok, Sarah 100.00 R BANK OF AMERICA 12063 022220220 5 2/22/2022 Jan 2022 to Jan 31, 1/10/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 372.37 R BANK OF AMERICA 12063 022220220 6 2/22/2022 Jan 2022 to Jan 31, 1/10/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 600.60 R BANK OF AMERICA 12063 022220220 8 2/22/2022 Jan 2022 to Jan 31, 1/11/2022 AC#2545 ‐ CMO ‐ Valdivia, Erik 492.05 R BANK OF AMERICA 12063 022220220 9 2/22/2022 Jan 2022 to Jan 31, 1/12/2022 AC#9478 ‐ CMO ‐ Martinez, Alma 118.78

Page 2 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R BANK OF AMERICA 12063 022220221 0 2/22/2022 Jan 2022 to Jan 31, 1/13/2022 AC#5088 ‐ Comm Svcs Div ‐ Zuniga, Jessica 25.29 R BANK OF AMERICA 12063 022220221 1 2/22/2022 Jan 2022 to Jan 31, 1/13/2022 AC#8211 ‐ Finc Dept ‐ Blakeley, Anne 51.68 R BANK OF AMERICA 12063 022220221 2 2/22/2022 Jan 2022 to Jan 31, 1/13/2022 AC#9027 ‐ IT ‐ Tran, Anh 53.60 R BANK OF AMERICA 12063 022220221 3 2/22/2022 Jan 2022 to Jan 31, 1/13/2022 AC#9027 ‐ IT ‐ Tran, Anh 63.80 R BANK OF AMERICA 12063 022220221 4 2/22/2022 Jan 2022 to Jan 31, 1/13/2022 AC#2545 ‐ CMO ‐ Valdivia, Erik 174.11 R BANK OF AMERICA 12063 022220221 6 2/22/2022 Jan 2022 to Jan 31, 1/13/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 45.87 R BANK OF AMERICA 12063 022220221 7 2/22/2022 Jan 2022 to Jan 31, 1/13/2022 AC#2039 ‐ HR ‐ Nguyen, John 159.6 4 R BANK OF AMERICA 12063 022220221 8 2/22/2022 Jan 2022 to Jan 31, 1/13/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 65.69 R BANK OF AMERICA 12063 022220221 9 2/22/2022 Jan 2022 to Jan 31, 1/13/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 61.45 R BANK OF AMERICA 12063 022220222 1 2/22/2022 Jan 2022 to Jan 31, 1/13/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 186.55 R BANK OF AMERICA 12063 022220222 2 2/22/2022 Jan 2022 to Jan 31, 1/13/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 131.07 R BANK OF AMERICA 12063 022220222 3 2/22/2022 Jan 2022 to Jan 31, 1/14/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 924.00 R BANK OF AMERICA 12063 022220222 4 2/22/2022 Jan 2022 to Jan 31, 1/14/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 72.44 R BANK OF AMERICA 12063 022220222 5 2/22/2022 Jan 2022 to Jan 31, 1/14/2022 AC#2545 ‐ CMO ‐ Valdivia, Erik 79.29 R BANK OF AMERICA 12063 022220222 6 2/22/2022 Jan 2022 to Jan 31, 1/14/2022 AC#9405 ‐ Pub Wks Div ‐ Drevdahl, Frank 51.75 R BANK OF AMERICA 12063 022220222 7 2/22/2022 Jan 2022 to Jan 31, 1/17/2022 AC#2039 ‐ HR ‐ Nguyen, John 607.20 R BANK OF AMERICA 12063 022220222 8 2/22/2022 Jan 2022 to Jan 31, 1/17/2022 AC#3455 ‐ Comm Svcs Div ‐ Crippen, Sheila 6.99 R BANK OF AMERICA 12063 022220222 9 2/22/2022 Jan 2022 to Jan 31, 1/19/2022 AC#0946 ‐ Pub Wks Div ‐ Mendez, Salvador 625.00 R BANK OF AMERICA 12063 022220223 0 2/22/2022 Jan 2022 to Jan 31, 1/19/2022 AC#9027 ‐ IT ‐ Tran, Anh 40.66 R BANK OF AMERICA 12063 022220223 1 2/22/2022 Jan 2022 to Jan 31, 1/19/2022 AC#9027 ‐ IT ‐ Tran, Anh 301.00 R BANK OF AMERICA 12063 022220223 1 2/22/2022 Jan 2022 to Jan 31, 1/20/2022 AC#9027 ‐ IT ‐ Tran, Anh ‐ Credit (63.80) R BANK OF AMERICA 12063 022220223 3 2/22/2022 Jan 2022 to Jan 31, 1/20/2022 AC#9027 ‐ IT ‐ Tran, Anh 249.99 R BANK OF AMERICA 12063 022220223 4 2/22/2022 Jan 2022 to Jan 31, 1/20/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 138.40 R BANK OF AMERICA 12063 022220223 5 2/22/2022 Jan 2022 to Jan 31, 1/20/2022 AC#3215 ‐ Pub Wks Div ‐ Moreno, Jerry M 120.00 R BANK OF AMERICA 12063 022220223 6 2/22/2022 Jan 2022 to Jan 31, 1/20/2022 AC#1151 ‐ Pub Wks Div ‐ Perrine, Randy 120.00 R BANK OF AMERICA 12063 022220223 7 2/22/2022 Jan 2022 to Jan 31, 1/21/2022 AC#3588 ‐ CMO ‐ Aguilar, Leticia 87.38 R BANK OF AMERICA 12063 022220223 8 2/22/2022 Jan 2022 to Jan 31, 1/24/2022 AC#9027 ‐ IT ‐ Tran, Anh 166.00 R BANK OF AMERICA 12063 022220223 9 2/22/2022 Jan 2022 to Jan 31, 1/25/2022 AC#9027 ‐ IT ‐ Tran, Anh 11.98 R BANK OF AMERICA 12063 022220224 0 2/22/2022 Jan 2022 to Jan 31, 1/25/2022 AC#3588 ‐ CMO ‐ Aguilar, Leticia 1,982.37 R BANK OF AMERICA 12063 022220224 0 2/22/2022 Jan 2022 to Jan 31, 1/26/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason ‐ Credit (372.37) R BANK OF AMERICA 12063 022220224 1 2/22/2022 Jan 2022 to Jan 31, 1/25/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 157.10 R BANK OF AMERICA 12063 022220224 3 2/22/2022 Jan 2022 to Jan 31, 1/26/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 19.75 R BANK OF AMERICA 12063 022220224 4 2/22/2022 Jan 2022 to Jan 31, 1/26/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 47.27 R BANK OF AMERICA 12063 022220224 5 2/22/2022 Jan 2022 to Jan 31, 1/26/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 742.49 R BANK OF AMERICA 12063 022220224 6 2/22/2022 Jan 2022 to Jan 31, 1/26/2022 AC#3588 ‐ CMO ‐ Aguilar, Leticia 96.03 R BANK OF AMERICA 12063 022220224 7 2/22/2022 Jan 2022 to Jan 31, 1/26/2022 AC#3588 ‐ CMO ‐ Aguilar, Leticia 19.99 R BANK OF AMERICA 12063 022220224 8 2/22/2022 Jan 2022 to Jan 31, 1/26/2022 AC#3588 ‐ CMO ‐ Aguilar, Leticia 53.25 R BANK OF AMERICA 12063 022220224 9 2/22/2022 Jan 2022 to Jan 31, 1/27/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 99.95 R BANK OF AMERICA 12063 022220225 0 2/22/2022 Jan 2022 to Jan 31, 1/27/2022 AC#9027 ‐ IT ‐ Tran, Anh 16.95 R BANK OF AMERICA 12063 022220225 0 2/22/2022 Jan 2022 to Jan 31, 1/28/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason ‐ Credit (14.21) R BANK OF AMERICA 12063 022220225 2 2/22/2022 Jan 2022 to Jan 31, 1/28/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 20.36 R BANK OF AMERICA 12063 022220225 3 2/22/2022 Jan 2022 to Jan 31, 1/28/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 72.71 R BANK OF AMERICA 12063 022220225 4 2/22/2022 Jan 2022 to Jan 31, 1/28/2022 AC#3588 ‐ CMO ‐ Aguilar, Leticia 25.00

Page 3 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R BANK OF AMERICA 12063 022220225 5 2/22/2022 Jan 2022 to Jan 31, 1/31/2022 AC#4656 ‐ Pub Wks Div ‐ Ortiz, Christopher 1,201.43 R BANK OF AMERICA 12063 022220225 6 2/22/2022 Jan 2022 to Jan 31, 1/31/2022 AC#3215 ‐ Pub Wks Div ‐ Moreno, Jerry M 392.80 R BANK OF AMERICA 12063 022220225 7 2/22/2022 Jan 2022 to Jan 31, 1/31/2022 AC#2771 ‐ Pub Wks Div ‐ Montanez, Richard 1,500.0 0 R BANK OF AMERICA 12063 022220225 8 2/22/2022 Jan 2022 to Jan 31, 1/31/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 100.00 R BANK OF AMERICA 12063 022220225 9 2/22/2022 Jan 2022 to Jan 31, 1/31/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 24.99 R BANK OF AMERICA 12063 022220226 0 2/22/2022 Jan 2022 to Jan 31, 1/31/2022 AC#9027 ‐ IT ‐ Tran, Anh 379.96 R BANK OF AMERICA 12063 022220226 1 2/22/2022 Jan 2022 to Jan 31, 1/31/2022 AC#9405 ‐ Pub Wks Div ‐ Drevdahl, Frank 1,201.43 R BANK OF AMERICA 12063 202220220 7 2/22/2022 Jan 2022 to Jan 31, 1/10/2022 AC#1965 ‐ Econ Dev Div ‐ Mikaelian, Jason 373.76 14,535.81 R BANK OF NEW YORK MELLON 12410 030220220 1 3/1/2022 01.27.22 1/27/2022 EL MONTE WATER AUTH. REVENUE BOND SERIES 2018A 417,337.34 417,337.34 R BARRIENTOS 14116 110460 8 3/3/2022 04.25 ‐29.22 2/17/2022 REIMB FOR MEALS, MILEAGE & LODGING FOR CAPE 2022 T 1,378.56 1,378.56 R BEACON MEDIA INC. 08350 1104281 2/24/2022 A82443 2/10/2022 NOTICE: RUN DATE 02/10/22 REF: 3464 PECK RD, 11612 VA 336.00 R BEACON MEDIA INC. 08350 1104282 2/24/2022 A82442 2/10/2022 02.10.22 REF:PUBLIC HEARING ‐ PLANNING DIV. 407.00 R BEACON MEDIA INC. 08350 1104609 3/3/2022 A82470 2/24/2022 NOTICE: RUN DATE 02/24/22 REF:TESTIMONY AND COMM 384.00 1,127.00 R BILLINGSLE Y 03225 110438 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R BIOMETRICS4ALL INC 01485 1104283 2/24/2022 ELMON006 0 2/1/2022 JAN 2022 RELAY FEES HR/RM 3.00 3.00 R BOORE, MONIQUE MARIE 13585 110461 0 3/3/2022 112921 2/16/2022 NOV 2021 USA TAE KWON DO CENTER 234.00 R BOORE, MONIQUE MARIE 13585 110461 0 3/3/2022 122721 2/16/2022 DEC 2021 USA TAE KWON DO CENTER 136.50 R BOORE, MONIQUE MARIE 13585 110461 0 3/3/2022 012422 2/16/2022 JAN 2022 USA TAE KWON DO CENTER 19.50 390.00 R BRIDGESTONE HOSEPOWER, LLC. 12275 1104611 3/3/2022 69094657 ‐00 2/15/2022 6X50 CRIMPED W/GENUINE BAUER SET ‐ PW UTIL. 2,021.3 6 2,021.36 R BROWN 07047 110438 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 393.49 393.49 R BUEHLER 10166 110438 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R BULLINGTON 03317 1104389 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,609.85 1,609.85 R BUNNEL L 03322 110439 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 873.31 873.31 R BURKHART 03233 1104391 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,544.6 6 1,544.66 R BURLINGHAM 08881 1104392 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,749.2 8 1,749.28 R BUSTILLOS 03200 1104393 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R CALIFORNIA AMERICAN WATER 01565 1104612 3/3/2022 999601 ‐01/22 2/16/2022 AC#1015‐210018999601 (01/14/22 ‐ 02/12/22) 3790 BALD 1,013.64 R CALIFORNIA AMERICAN WATER 01565 1104612 3/3/2022 510355 ‐02/22 2/15/2022 AC#1015‐220036510355 (01/14/22 ‐ 02/11/22) M‐MOTEL 853.52 R CALIFORNIA AMERICAN WATER 01565 1104612 3/3/2022 510348 ‐02/22 2/15/2022 AC#1015‐220036510348 (01/14/22 ‐ 02/11/22) M‐MOTEL 606.37 R CALIFORNIA AMERICAN WATER 01565 1104612 3/3/2022 510362 ‐02/22 2/15/2022 AC#1015‐220036510362 (01/14/22 ‐ 02/11/22) BUDGET IN 91.72 R CALIFORNIA AMERICAN WATER 01565 1104612 3/3/2022 941916 ‐02/22 2/15/2022 AC#1015‐210018941916 (01/14/22 ‐ 02/11/22) 9513 VALLE 27.50 2,592.75 R CANNON CORPORATION 13192 110428 4 2/24/2022 79096 1/12/2022 SRVC THRU 12/31/21 CIVIL PLAN CHECK & SURVEYS PERMI 1,601.25 R CANNON CORPORATION 13192 110428 4 2/24/2022 79097 1/12/2022 SRVC THRU 12/31/21 CIVIL PLAN CHECK & SURVEYS ROW P 1,597.00 R CANNON CORPORATION 13192 110428 4 2/24/2022 79063 1/11/2022 SRVC THRU 12/31/21 CIVIL PLAN CHECK & SURVEYS 3911 C 1,156.25 R CANNON CORPORATION 13192 110428 4 2/24/2022 79062 1/11/2022 SRVC THRU 12/31/21 CIVIL PLAN CHECK & SURVEYS 11525 260.00 R CANNON CORPORATION 13192 110428 4 2/24/2022 79060 1/11/2022 SRVC THRU 12/31/21 CIVIL PLAN CHECK & SURVEYS 11312 9,301.25 R CANNON CORPORATION 13192 1104613 3/3/2022 79417 2/10/2022 SRVC THRU 01/31/22 CIVIL PLAN CHECK & SURVEYS 3911 C 815.00 R CANNON CORPORATION 13192 1104613 3/3/2022 79416 2/10/2022 SRVC THRU 01/31/22 CIVIL PLAN CHECK & SURVEYS 11312 617.50 R CANNON CORPORATION 13192 1104613 3/3/2022 79415 2/10/2022 SRVC THRU 01/31/22 CIVIL PLAN CHECK & SURVEYS 531 BU 365.00 R CANNON CORPORATION 13192 1104613 3/3/2022 79061 1/11/2022 SRVC THRU 12/31/21 CIVIL PLAN CHECK & SURVEYS 11730 245.00 R CANNON CORPORATION 13192 1104613 3/3/2022 79413 2/10/2022 SRVC THRU 01/31/22 CIVIL PLAN CHECK & SURVEYS 11730 35.00 15,993.25 R CANO, RICHARD 08882 110439 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,263.0 4 1,263.04 R CANO, RODRIGO 03249 1104395 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53

Page 4 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R CARLSON 05121 110439 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,097.65 1,097.65 R CARTER 0165 4 1104397 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,283.1 6 1,283.16 R CASSETTA 11053 110439 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R CASTRUITA 03202 1104399 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R CAZARES 1141 4 1104285 2/24/2022 148 3/1/2022 MAR 2022 EVENT COORDINATOR ‐ DEMBA 3,000.00 R CAZARES 1141 4 1104285 2/24/2022 02.22.22 2/22/2022 REIMB SUPPLIES FOR THE LUNAR NEW YEAR EVENT ‐ DEMB 143.72 3,143.72 R CEBALLOS 1295 4 1104400 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 517.02 517.02 R CEDENO 14097 110428 6 2/24/2022 02.16.22 2/16/2022 MOD 10‐21 APPLICATION REFUND ‐ ECON DEV DIV. 790.96 790.96 R CHAN 11670 1104401 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 530.78 530.78 R CHAVEZ 11931 1104402 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 530.78 530.78 R CHAVIRA 08069 110428 7 2/24/2022 02.07.22 2/7/2022 REIMB. CWEA COLECTION SYS MAINT. GRADE #2 FEES 195.00 195.00 R CHEN 14099 110428 8 2/24/2022 195714 2/15/2022 BOND RELEASE REFUND 1,000.0 0 1,000.00 R CHON 14108 1104289 2/24/2022 195755 193122 2/15/2022 BOND RELEASE REFUND 3,450.0 0 3,450.00 R CLAYTON 03227 1104403 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 801.22 801.22 R COBIAN 03267 110440 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R COLANTUONO, HIGHSMITH & 13325 1104291 2/24/2022 50870 2/10/2022 SRVC THRU 01/31/22 RE: UNDER COLLECTION OF UUT (SHA 524.63 524.63 R COLEMAN 0323 4 1104405 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R COLLARI, FAITH 03320 110440 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 262.53 262.53 R COLLARI, JOHN 03235 110440 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 483.38 483.38 R CRAMER 13689 110440 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 859.55 859.55 R CWEA (CALIF WATER ENVIRONMENT 09041 1104292 2/24/2022 ID: 42863 1/26/2022 RENEW CWEA ASSOC. MEMBERSHIP FOR LEWIS JOHN RUD 192.00 192.00 R DAHL 03248 1104409 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,130.93 1,130.93 R DARROW 01813 110441 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 391.63 391.63 R DAVE'S TROPHIES 01819 1104293 2/24/2022 51886 2/8/2022 2022 VALENTINE CONTEST AWARDS ‐ PARKS/REC 176.88 176.88 RD E LA FUENTE 04392 1104411 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 105.65 105.65 R DELL MARKETING LP C/O DELL USA 01832 110429 4 2/24/2022 10544818530 12/16/2021 OPTIPLEX 3080 SFF XCTO ‐ PLANNING DIV. 2,948.6 8 2,948.68 R DEMERJIAN 09296 1104412 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R DEPARTMENT OF TOXIC SUBSTANCES 0184 4 1104614 3/3/2022 21SM2029 2/16/2022 OCT ‐ DEC 2021 ‐ EL MONTE GATEWAY SPECIFIC PLAN ‐ PR 149.00 149.00 R DIAZ 10702 1104615 3/3/2022 03.07 ‐11.22 2/22/2022 REIMB. FOR MILEAGE AND SUBSISTENCE FOR CHILD ABUSE 906.36 906.36 R DOMINGUEZ 06471 1104413 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R DOYLE 03195 110441 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 72.10 72.10 RD R MARTIN FAMILY DENTISTRY 14109 1104295 2/24/2022 02.16.22 2/16/2022 AWARD FOR BUSINESS GRANT IN RESPONSE TO COVID‐19 P 10,000.00 10,000.00 R DURAN, BRUCE 06362 1104415 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 105.65 105.65 R DURAN, CLAYTON 12927 110461 6 3/3/2022 02.28 ‐03.04.22 2/17/2022 RIEMB FOR MEALS FOR ROLLING SURVEILLANCE ‐ PALM SP 175.00 175.00 R ECKLER 03221 110441 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 621.16 621.16 RE L MONTE UNION HIGH SCHOOL 01969 110429 8 2/24/2022 2475 1/19/2022 TRIP 16584 FROM CITY OF EL MONTE PARKS/REC TO SANTA 315.40 315.40 R ELKIN 01929 110461 7 3/3/2022 02.01.22 2/1/2022 RIEMB FOR MEALS 1 DAY X $8.00, MILEAGE 68.8 X $0.585 48.25 48.25 R ELKIN JR 03321 110441 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,126.03 1,126.03 R ELLIS 0330 4 1104418 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R ESCALANTE 12579 1104419 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 274.87 274.87 R ESPINOSA 04386 110442 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 145.65 145.65 R ESRI (ENVIRONMENTAL SYSTEMS 01899 1104299 2/24/2022 9418558 4 1/26/2022 ARCGIS DESKTOP BASIC SINGLE USE TERM LICENSE 01.28.2 800.00 800.00 R EUGENIO 09966 1104421 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 323.63 323.63

Page 5 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R EVARI GIS CONSULTING, INC. 14012 110430 0 2/24/2022 1251 1/31/2022 GIS SIDEWALK INVENTORY AND REPAIRS PROG ‐ ENG. 600.00 600.00 R EVERETT 03223 1104422 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 456.06 456.06 R EXPRESS MOBILE WELDING SUPPLY 02006 1104301 2/24/2022 105979 1/26/2022 THURNDERBOLT STICK WELDER FOR PW 1,024.65 R EXPRESS MOBILE WELDING SUPPLY 02006 1104301 2/24/2022 106027 1/27/2022 CABLE FT PIG TALE W/ CS6365EX PLUG ‐ PW UTIL. 143.00 R EXPRESS MOBILE WELDING SUPPLY 02006 1104301 2/24/2022 105977 1/26/2022 FRONT COVER, INSIDE LENS COVER FOR PW UTIL. 60.50 1,228.15 R FENTRESS 03245 1104423 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R FETNER 05123 110442 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,543.2 8 1,543.28 R FIESTA COOPERATIVE INC. 13195 1104302 2/24/2022 1308 4 12/31/2021 CAB SVCS FOR ELMONTE RESIDENTS TO ESSENTIAL BUSINE 7.35 7.35 R FISCHER 02048 1104425 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R FISHER 03306 110442 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 796.26 796.26 R FISK 03247 110442 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R FLORES 05255 110442 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R FONSECA 06361 1104429 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R FOOTHILLS PSYCHOLOGICAL 02062 1104303 2/24/2022 01.24.22 1/24/2022 01.24.22 PRE‐EMPLOYMENT PSYCHOLOGICAL SCREENING 450.00 450.00 R FORCE FIELD SAFETY, LLC. 14121 110461 8 3/3/2022 02.23.22 2/23/2022 AWARD FOR BUSINESS GRANT IN RESPONSE TO COVID‐19 P 10,000.00 10,000.00 R FOURR 12000 110443 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R FRASER 11932 1104431 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R FRY 10726 1104432 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R FULLINGTON, CHARLES 03250 1104433 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 796.26 796.26 R FULLINGTON, JEFFREY 02084 1104619 3/3/2022 03.07 ‐11‐22 2/22/2022 REIMB MILEAGE & SUBSISTENCE FOR THE CHILD ABUSE INV 906.36 906.36 R GALINDO 10577 110443 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 400.9 4 400.94 R GALLARDO 03207 1104435 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R GALLEGOS 10548 1104305 2/24/2022 02.07.22 2/7/2022 REIMB. CWEA COLECTION SYS MAINT. GRADE #2 FEES 195.00 195.00 R GARCIA 14071 110443 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R GARLICK 13639 110443 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R GARNER 03279 110443 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 202.40 202.40 R GARVEY PET HOSPITAL 12868 110430 6 2/24/2022 01.31.22 1/31/2022 OPOSSUM EUTHANASIA ‐ ANIMAL CONTROL DIV. 75.00 75.00 R GCR MARKETING NETWORK 11705 110430 7 2/24/2022 08 1/5/2022 DEC 2022 UPDATE OF RETAIL OFFICE AND INDUSTRIAL SPA 1,400.00 1,400.00 R GEE 03287 1104439 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 456.06 456.06 R GEORGE, LESLIE E 03212 110444 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R GEORGE, RICKIE D 1097 4 1104441 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,203.9 6 1,203.96 R GERONIMO 02137 1104442 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R GIBBONEY 03280 1104443 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 932.26 932.26 R GIRGLE, JEFF A 13503 110444 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R GIRGLE, ADAM 02143 110462 0 3/3/2022 03.08 ‐10.22 2/23/2022 REIMB FOR MEALS AND LODGING FOR 2022 POLICE K‐9 CO 480.43 480.43 R GLASS 05578 1104445 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 873.31 873.31 R GLICK 14072 110444 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,263.0 4 1,263.04 R GLUSKOTER 08277 110444 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 512.23 512.23 R GMS ELEVATOR SERVICES INC 02090 110430 8 2/24/2022 109099 2/1/2022 SERVICE BILLING HYDRAULIC ELEVATOR CHW ‐ PW 141.50 141.50 R GONDEK 08689 110444 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 456.06 456.06 R GONZALES 08691 1104449 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 447.58 447.58 R GONZALEZ 05748 1104621 3/3/2022 03.07 ‐18.22 2/23/2022 REIMB MILEAGE, SUBSISTENCE FOR ICI CORE COURSE, SAN 1,833.78 1,833.78 R GOODWIN 10578 110445 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43

Page 6 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R GREER 03231 1104451 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 96.71 96.71 R GROSSO 02199 1104452 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R GUYETT GEOMATICS INC (GGI) 11105 110431 0 2/24/2022 2328 1/21/2022 1ST MAP CHECK WO NO.19 JN 19021‐019 TRACT NO. 8268 2,320.00 R GUYETT GEOMATICS INC (GGI) 11105 110462 4 3/3/2022 2337 2/17/2022 STREET CENTERLINE SURVEY ‐ ORCHARD ST, CLARK AVE, CY 6,870.00 9,190.00 R GUZMAN, ALEX 03310 1104453 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 530.78 530.78 R GUZMAN, DAVID 04478 110445 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 105.65 105.65 R HAAKER EQUIPMENT CO 02221 1104311 2/24/2022 C75868 12/20/202 1 MATERIALS FOR PW UTIL DIV. 622.31 622.31 R HAGER, IRENE 03229 1104455 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 106.58 160.58 R HAGER, STEPHEN 03316 110445 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R HAIDET 03300 110445 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,543.2 8 1,543.28 R HAJOCA CORPORATION 07418 1104312 2/24/2022 S16911396.00 1 1/26/2022 SUPPLIES FOR PW 125.4 4 R HAJOCA CORPORATION 07418 1104625 3/3/2022 S163885898.00 1 1/24/2022 CHICAGO FAUCET FOR PW 365.5 4 R HAJOCA CORPORATION 07418 1104625 3/3/2022 S163834197.00 1 1/18/2022 BALL VALVE, DEG ELBOW, TAIL PIECE NUT DOWN FOR CHW 233.67 R HAJOCA CORPORATION 07418 1104625 3/3/2022 S163730230.00 2 1/24/2022 INSTALLED NEW TOILET PD ADMIN ‐ PW 112.76 837.41 R HAWKINSON 03268 110445 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R HAYES 03242 1104459 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R HELLEIN 07060 110446 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R HERNANDEZ, JESSE 04541 1104461 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R HERNANDEZ, SANTOS 09967 1104462 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R HERNANDEZ, VICTOR 02263 1104463 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R HIGA 08331 110446 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,263.0 4 1,263.04 R HINDERLITER, DE LLAMAS & ASSOC 10885 1104313 2/24/2022 SIN01475 0 2/18/2022 Q3/2021 CONTRACT SERVICES ‐ SALES TAX (JAN‐ MAR 2022 6,660.44 6,660.44 R HOANG VAN HO 14103 110431 4 2/24/2022 193192 2/15/2022 BOND RELEASE REFUND 1,000.0 0 1,000.00 R HOME DEPOT 13854 1104316 2/24/2022 3350980 1/24/2022 BATTERIES, GAS CAN, FUEL STABILIZER, GLOVES, VINYL LTR 99.13 R HOME DEPOT 13854 1104628 3/3/2022 1283462 2/15/2022 SUPPLIES FOR WELL #12 ‐ PW UTIL. 198.59 R HOME DEPOT 13854 1104628 3/3/2022 0615663 2/16/2022 DIGITAL MULTIMETER FOR PW UTIL. 92.33 390.05 R HOPKINS 02290 1104465 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,263.0 4 1,263.04 R HORIZON MECHANICAL CONTRACTORS 02295 1104629 3/3/2022 11251 1/26/2022 LOCHINVAR ARMOR BOILER ANNUAL SRVC ‐ PW 2,197.0 0 R HORIZON MECHANICAL CONTRACTORS 02295 1104629 3/3/2022 11253 1/26/2022 LOCHINAR BOILER ANNUAL SRVC FOR CITY POOL ‐ PW 2,197.0 0 R HORIZON MECHANICAL CONTRACTORS 02295 1104629 3/3/2022 11252 1/26/2022 LOCHINVAR HEATER ANNUAL SRVC ‐ PW 1,229.0 0 R HORIZON MECHANICAL CONTRACTORS 02295 1104629 3/3/2022 1125 4 1/26/2022 LOCHINVAR SLIDE POOL ANNUAL SRVC ‐ PW 1,229.0 0 R HORIZON MECHANICAL CONTRACTORS 02295 1104629 3/3/2022 11313 1/26/2022 FILTER BACKWASH VALVE OVERHAUL FOR CITY POOL ‐ PW 1,140.0 0 R HORIZON MECHANICAL CONTRACTORS 02295 1104629 3/3/2022 1131 4 1/26/2022 ELECRICAL PLUG REPLACEMENT FOR CITY POOL ‐ PW 530.00 8,522.00 R HUBBEL L 03167 110446 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 456.06 456.06 R HUERTAS 04475 110446 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R HUNT 03259 110446 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R HUTSEL L 07048 1104469 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R INDUSTRIAL CLEANING SYSTEMS 10296 110463 0 3/3/2022 39514 1/27/2022 FILTERS, FUEL PUMP, MOTOR KIT FOR PW 958.83 958.83 R INFOSEND, INC. 12193 110431 7 2/24/2022 207674 2/16/2022 JAN 2022 MONTHLY EBPP MAINT., ENROLLED CUSTOMER F 600.35 R INFOSEND, INC. 12193 110431 7 2/24/2022 206328 1/31/2022 JAN 2022 PAST DUE REMINDERS DATA PROCESSING QC MA 373.80 974.15 R INFRASTRUCTURE ENGINEERS 10967 110431 8 2/24/2022 26625 1/31/2022 JAN 2022 SCHMIDT ROAD STREET IMPROVEMENT PROJ. ‐ E 954.60 954.60 R INTERWEST CONSULTING GROUP INC 02371 1104319 2/24/2022 75820 2/9/2022 JAN 2022 CIP PROJECT MANAGEMENT DESIGN SERVICES ‐ E 11,190.00 R INTERWEST CONSULTING GROUP INC 02371 1104319 2/24/2022 75819 2/9/2022 JAN 2022 PERMIT TECHNICIAN SVCS FOR ENGINEERING DIV 9,750.00

Page 7 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R INTERWEST CONSULTING GROUP INC 02371 1104319 2/24/2022 75818 2/9/2022 JAN 2022 LAND DEVELOPMENT ENGINEERING SVCS FOR EN 8,120.00 R INTERWEST CONSULTING GROUP INC 02371 1104319 2/24/2022 75817 2/9/2022 JAN 2022 TRAFFIC ENGINEERING SVCS ‐ ENG DIV. 7,350.0 0 36,410.00 R INX BUILDING MAINTENANCE 11700 1104631 3/3/2022 967098 2/1/2022 FEB 2022 JANITORIAL SVCS FOR CITY HALL EAST/WEST 3,808.99 R INX BUILDING MAINTENANCE 11700 1104631 3/3/2022 96709 6 2/1/2022 FEB 2022 JANITORIAL SVCS FOR PW 2,232.99 6,041.98 R ISHIGAKI 0328 4 1104470 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 42.30 42.30 R JARAMILLO 11057 1104471 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 530.78 530.78 R JAUREGUI 02396 1104632 3/3/2022 03.07 ‐11.22 2/22/2022 REIMB MILEAGE & SUBSISTENCE FOR TRAINING: SAN DIEGO 906.36 906.36 R JENKINS, JACK 11054 1104472 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 145.65 145.65 R JENKINS, THOMAS 05787 1104473 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R JESKE 03289 110447 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 456.06 456.06 R JIMENEZ, ALEX RENE 14106 110432 0 2/24/2022 195705 2/15/2022 BOND RELEASE REFUND 6,000.0 0 6,000.00 R JIMENEZ, FRANCISCO 02399 1104475 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R JOHANSON 0325 4 1104476 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,546.42 1,546.42 R JOHNSON 04839 110447 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 145.65 145.65 R JOHNSTON 03238 110447 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R KELLE Y 03261 1104479 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 105.65 105.65 R KENNY 03206 110448 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R KLEMS 03285 1104481 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R KNIGHT 02450 110463 4 3/3/2022 03.07 ‐11‐22 2/23/2022 REIMB SUBSISTENCE 4 X $128 PER DAY FOR TRAINING: DAN 562.00 562.00 R KOA CORPORATION 1194 4 1104321 2/24/2022 JC06022 ‐17 1/31/2022 12/27/21 ‐ 01/31/22 6344 EL MONTE ‐ RAMONA RESURF. 4,070.00 R KOA CORPORATION 1194 4 1104635 3/3/2022 JC11158 ‐2 1/12/2022 11.29.21 ‐ 12.31.21 CITY OF EL MONTE SAMS CLUB GAS SA 1,666.96 R KOA CORPORATION 1194 4 1104635 3/3/2022 JC11158 ‐1 12/8/2021 11.15.21 ‐ 11.28.21 CITY OF EL MONTE SAMS CLUB GAS SA 1,562.78 7,299.74 R KRIGBAUM 0329 4 1104482 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R KULM 04838 1104483 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R LAE ASSOCIATES, INC. 11943 1104323 2/24/2022 22 ‐145 2/3/2022 JAN 2022 ‐ SENIOR PROJ MGR ‐ SCHMIDT RD ‐ ENG. DIV. 3,150.0 0 R LAE ASSOCIATES, INC. 11943 1104323 2/24/2022 22 ‐150 2/3/2022 JAN 2022 ‐ BALDWIN AVE AND EL MONTE AVE STREET REH 2,700.00 R LAE ASSOCIATES, INC. 11943 1104323 2/24/2022 22 ‐140 2/3/2022 JAN 2022 ‐ SENIOR PROJ MGR ‐ CLORA PLACE ‐ ENG. DIV. 750.00 6,600.00 R LAGUNAS 1410 4 1104324 2/24/2022 192628 2/15/2022 BOND RELEASE REFUND 2,000.0 0 2,000.00 R LANGAN 03232 110448 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R LARRIVA 11055 1104485 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 307.06 307.06 R LARSEN 02488 110448 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R LAST 05991 110448 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R LAZZARINI 03290 110448 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R LEBLANC 04387 1104489 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 66.58 66.58 R LEGERE 03318 110449 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R LEONARD 03303 1104491 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 456.06 456.06 R LIBERTY INDUSTRIES 14122 110463 6 3/3/2022 02.23.22 2/23/2022 AWARD FOR BUSINESS GRANT IN RESPONSE TO COVID‐19 P 10,000.00 10,000.00 R LIGHT BULB CITY / LBC LIGHTING 07343 1104325 2/24/2022 349418 2/2/2022 OWP ‐SL‐101‐LED‐2700L‐MVOLT‐50K‐BZ LIGHTS FOR PW 352.36 352.36 R LINDA R. BEATTIE MATA 13702 110463 7 3/3/2022 021022 2/16/2022 DIY SWEETHEART COOKIE KITS 222.00 222.00 R LING ZHAO 14102 110432 6 2/24/2022 193112 2/15/2022 BOND RELEASE REFUND 3,000.0 0 3,000.00 R LINN 08259 1104492 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 119.89 119.89 R LOPEZ, CARLOS 04760 1104493 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R LOPEZ, FRANK 11933 110449 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78

Page 8 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R LUJAN 06507 1104495 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 513.96 513.96 R MACHLIS 05256 110449 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 145.65 145.65 R MACKINTOSH 03226 110449 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 302.03 302.03 R MAGANA 03266 110449 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R MALONE 04390 1104499 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 105.65 105.65 R MARIN 09312 110450 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R MARQUEZ 08255 1104639 3/3/2022 03.07 ‐18.22 2/23/2022 REIMB MILEAGE 468 X $0.585 & SUBSISTENCE 10 X $156 PR 1,833.78 1,833.78 R MARRUJO 04389 1104501 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R MARSH USA INC 02643 110464 0 3/3/2022 759733602969 1/21/2022 AVIATION HULL AND LIAB. RENEWAL HELICOPTER INS. EFFC 66,280.00 66,280.00 R MASTERSON 03168 1104502 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 97.28 97.28 R MATTHEWS 03277 1104503 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,043.41 1,043.41 R MEDINA 03282 110450 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R MENART 1033 4 1104505 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R MENDEZ 12001 110450 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R MENDOZA 08001 110450 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R METOYER 11697 110450 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R MGT OF AMERICA CONSULTING LLC 11583 110432 8 2/24/2022 43160 2/16/2022 Q3: SB 90 CLAIMS & ICRP PREP FOR FINC. DIV. 1,875.0 0 1,875.00 R MILLER 0331 4 1104509 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R MIRELES 03255 1104511 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,812.61 1,812.61 R MIRELES JR. 03191 110451 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R MITCHELL 0327 4 1104512 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R MOLINA 12632 1104641 3/3/2022 02.28.22 2/28/2022 SETTLEMENT AGREEMENT AND GENERAL RELEASE EXECUT 25,000.00 25,000.00 R MONTIERTH 13861 1104513 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082915 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE WELL 12 ‐PW 502.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082916 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE EMOU ‐PW 483.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082914 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE EMOU ‐ DE 437.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082921 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE EMOU‐ DEE 437.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082922 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE EMOU‐ DEE 437.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082928 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE EMOU‐DEE 437.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082913 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE GENERAL P 42.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082926 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE COLIFORM 105.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082929 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE COLIFORM 105.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082912 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE GENERAL P 98.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082906 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE WELL 10 ‐PW 86.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082907 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE WELL 13 ‐P 86.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082931 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE EMOU ‐PW 63.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082917 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE COLIFORM 120.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082903 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE WELL 3 ‐PW 106.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082920 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE WELL 3 ‐PW 106.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082923 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE WELL 3 ‐PW 106.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082924 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE WELL 2A ‐P 106.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082918 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE COLIFORM 105.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082904 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE WELL 3 ‐PW 381.00

Page 9 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082905 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE WELL 2A ‐P 381.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082927 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE EMOU ‐PW 189.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082900 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE WELL 12 ‐PW 159.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082919 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE WELL 12 ‐PW 159.00 R MONTROSE ENVIRONMENTAL GROUP 13598 1104642 3/3/2022 CINV ‐082925 1/31/2022 01/31/22 WATER QUALITY SAMPLE EL MONTE WELL 12 ‐PW 159.00 5,395.00 R MORALES 03281 110451 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R MORAZA 02742 1104515 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R MOSELE Y 04955 110451 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,140.4 6 1,140.46 R MOY 07049 110451 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R MUNICIPAL WASTE SOLUTIONS INC 14065 1104643 3/3/2022 1095 1/2/2022 NOV ‐ DEC 2021 CONSULTANT SUPPORT TO ENVIRONMENT 16,100.00 R MUNICIPAL WASTE SOLUTIONS INC 14065 1104643 3/3/2022 1100 2/7/2022 JAN 2022 CONSULTANT SUPPORT TO ENVIRONMENTAL SVC 10,250.00 R MUNICIPAL WASTE SOLUTIONS INC 14065 1104643 3/3/2022 1090 11/8/2021 OCT 2021 CONSULTANT SUPPORT TO ENVIRONMENTAL SV 5,400.00 R MUNICIPAL WASTE SOLUTIONS INC 14065 1104643 3/3/2022 1085 10/15/202 1 SEPT 2021 CONSULTANT SUPPORT TO ENVIRONMENTAL SV 4,400.00 36,150.00 R MUSE 09373 110451 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R MUSSENDEN 05550 1104519 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,351.81 1,351.81 R NAFARRATE 14119 110452 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 2,581.12 2,581.12 R NATIONAL CONSTRUCTION RENTALS 02801 110464 4 3/3/2022 6430925 1/26/2022 01.28.22 ‐ 02.24.22 DELUXE UNIT WITH SINK STN RENTAL ‐ 181.00 181.00 R NATIONAL DATA & SURVEYING SVCS 11306 1104329 2/24/2022 21 ‐020301 10/1/2021 BI‐ DIRECTIONAL VOLUME AND SPEED TUBE MACHINE COU 89.00 89.00 R NAVISITE, LLC 13568 1104645 3/3/2022 374997 2/28/2022 03/01/22 ‐ 03/31/22 MANAGED SQL DBA SRVCS ‐ REMOTE 2,499.98 2,499.98 R NEUMEYER 05307 1104521 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R NOVA ELECTRIC 12226 110433 0 2/24/2022 122 1/31/2022 INSTALLED POLE AND 2 LED 200W POLE LIGHT FIXTURES AT 2,075.00 R NOVA ELECTRIC 12226 110433 0 2/24/2022 057 1/31/2022 REPLACED 2 CEILING FIXTURES IN PD WOMENS RESTROOM 1,900.00 R NOVA ELECTRIC 12226 1104331 2/24/2022 053 11/16/202 1 RETRO FITTED 18 PARKING LOG POLES W/26 200 WATT LED 15,760.00 19,735.00 R NOVA FINANCIAL & INS. CORP. 14110 1104332 2/24/2022 02.16.22 2/16/2022 AWARD FOR BUSINESS GRANT IN RESPONSE TO COVID‐19 P 10,000.00 10,000.00 R NUNEZ 04516 1104522 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R NV5, INC. 12935 1104333 2/24/2022 252623 2/20/2022 DEC 2021 GRADING PLAN EL MONTE 3825 RIVERVIEW AVE 450.00 450.00 R OCCUPATIONAL HEALTH CTRS OF CA 1398 4 1104334 2/24/2022 74269733 2/2/2022 EXAMS PERFORMED PER HR 65.00 R OCCUPATIONAL HEALTH CTRS OF CA 1398 4 1104334 2/24/2022 74122644 1/19/2022 EXAMS PERFORMED PER HR 45.00 110.00 R OGDEN 03192 1104523 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 440.30 440.30 R OLIVA 07050 110452 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R OLIVAREZ MADRUGA 09855 030320220 1 3/3/2022 18272 1/31/2022 JAN 2022 ‐ MONTHLY BASE RETAINER 59,800.0 0 R OLIVAREZ MADRUGA 09855 030320220 2 3/3/2022 18256 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ 2017 METROLINK TO 470.44 R OLIVAREZ MADRUGA 09855 030320220 3 3/3/2022 18269 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ AREA Y DEVELOPER E 1,292.50 R OLIVAREZ MADRUGA 09855 030320220 4 3/3/2022 18266 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ BROCKWAY PROPERT 4,547.50 R OLIVAREZ MADRUGA 09855 030320220 5 3/3/2022 18261 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ DRONA THERAPY V. 1,740.00 R OLIVAREZ MADRUGA 09855 030320220 6 3/3/2022 18271 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ FEAH V. EL MONTE 360.00 R OLIVAREZ MADRUGA 09855 030320220 7 3/3/2022 18267 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ CANNABIS GENERAL 15,157.34 R OLIVAREZ MADRUGA 09855 030320220 8 3/3/2022 18258 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ CANNABIS/9860 GID 452.50 R OLIVAREZ MADRUGA 09855 030320220 9 3/3/2022 18262 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ NEROCANNA V. EL M 1,180.00 R OLIVAREZ MADRUGA 09855 030320221 0 3/3/2022 18257 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ CANNABIS REGULAT 2,042.50 R OLIVAREZ MADRUGA 09855 030320221 1 3/3/2022 18259 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ CHANNEL PROPERTY 67.50 R OLIVAREZ MADRUGA 09855 030320221 2 3/3/2022 18251 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ COUNCIL ‐ AD HOC C 3,364.78 R OLIVAREZ MADRUGA 09855 030320221 3 3/3/2022 18407 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ CITY COUNCIL ‐ INITI 135.00

Page 10 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R OLIVAREZ MADRUGA 09855 030320221 4 3/3/2022 18273 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ CITY MANAGER PERF 1,725.00 R OLIVAREZ MADRUGA 09855 030320221 5 3/3/2022 18268 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ COVID 19 LEGAL RES 4,597.50 R OLIVAREZ MADRUGA 09855 030320221 6 3/3/2022 18250 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ FLETCHER PARK UNL 1,597.50 R OLIVAREZ MADRUGA 09855 030320221 7 3/3/2022 18278 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ GATEWAY GRAPEVIN 697.50 R OLIVAREZ MADRUGA 09855 030320221 8 3/3/2022 18252 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ HOME/HUD DISBURS 6,962.50 R OLIVAREZ MADRUGA 09855 030320221 9 3/3/2022 18260 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ PROJECT HOMEKEY 2,327.50 R OLIVAREZ MADRUGA 09855 030320222 0 3/3/2022 18263 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ HR ‐ EMPLOYEE DISCI 3,987.50 R OLIVAREZ MADRUGA 09855 030320222 1 3/3/2022 18264 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ HR ‐ LABOR NEGOTIA 2,295.00 R OLIVAREZ MADRUGA 09855 030320222 2 3/3/2022 18265 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ HR ‐ POLICE EMPLOY 350.00 R OLIVAREZ MADRUGA 09855 030320222 3 3/3/2022 18255 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐MACLAREN HALL 6,132.50 R OLIVAREZ MADRUGA 09855 030320222 4 3/3/2022 18274 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ MOBILEHOME PARKS 310.00 R OLIVAREZ MADRUGA 09855 030320222 5 3/3/2022 18275 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ OPERABLE UNIT 2,627.50 R OLIVAREZ MADRUGA 09855 030320222 6 3/3/2022 18276 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ PACIFIC TOWERS 18,850.00 R OLIVAREZ MADRUGA 09855 030320222 7 3/3/2022 18270 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ PRE LIT. ‐ STATE ADM 595.00 R OLIVAREZ MADRUGA 09855 030320222 8 3/3/2022 18277 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ PUBLIC RECORDS REQ 3,280.00 R OLIVAREZ MADRUGA 09855 030320222 9 3/3/2022 18254 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ RIDDLE FREEWAY SIG 8,400.00 R OLIVAREZ MADRUGA 09855 030320223 0 3/3/2022 18253 1/31/2022 JAN 2022 ‐ SPECIAL LEGAL SERVICES ‐ TYLER RAMONA/DOM 57,190.00 212,535.06 R OLIVER 03169 1104525 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 145.65 145.65 R OSORIO 14107 1104335 2/24/2022 19319 4 2/15/2022 BOND RELEASE REFUND 480.00 480.00 R PARS 02987 110464 6 3/3/2022 50022 2/11/2022 PARS TRUST ADMIN FEE MO. END 12/31/21 PLAN ID: AE‐RE 9,393.94 9,393.94 R PAWASARAT 03299 110452 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 697.83 697.83 R PENNEY 05306 110452 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 873.31 873.31 R PEREA JR 0324 4 1104528 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R PEREZ 14117 110464 7 3/3/2022 189369 2/16/2022 DAMAGE DEPOSIT REFUND FOR COMM CTR USE ON 02.12 800.00 800.00 R POLANCO JR 11056 1104529 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R POLLARD WATER 03016 110464 8 3/3/2022 0206007 1/12/2022 8X10 T‐270 BOOM SORBENT 4/CS, 4X10 T‐280 BOOM SORB 1,679.70 R POLLARD WATER 03016 110464 8 3/3/2022 0204345‐1 1/25/2022 8X10 T‐270 BOOM SORBENT 4/CS, 4X10 T‐280 BOOM SORB 559.90 R POLLARD WATER 03016 110464 8 3/3/2022 0206007‐1 2/1/2022 4X10 T‐280 BOOM SORBENT 4/CS ‐ PW UTIL. 554.95 2,794.55 R POMONA VALLEY PLUMBING, 13988 1104649 3/3/2022 11666RWH 2/1/2022 PLUMBING REPAIRS IN MT VIEW PK RESTROOM ‐ PW 334.00 334.00 R POPPERWEL L 03278 110453 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R POTIKOM 03292 1104531 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R PRES T 07051 1104532 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 79.89 79.89 R PRIETO 03218 1104533 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 557.02 557.02 R PRINT & MAIL CONCEPTS 08036 110433 7 2/24/2022 22175 2/2/2022 REIMB. FOR POSTERS FOR LUNAR NEW YEAR EVENT 222.39 222.39 R PROVIDENTE 06673 110453 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 476.70 476.70 R PUENTE READY MIX, INC. 11252 110433 8 2/24/2022 102440 2/1/2022 READY MIX DELIVERED TO PW 1,669.8 0 R PUENTE READY MIX, INC. 11252 110433 8 2/24/2022 102425 1/31/2022 READY MIX DELIVERED TO PW 711.70 2,381.50 R QUALITY AUTO SUPPLY 08931 1104339 2/24/2022 248689 ‐1 1/24/2022 F PREM SEMI MET FOR PW‐22 PW WATER DEPT 235.43 235.43 R QUINTERO JR. 14098 110434 0 2/24/2022 192259 2/15/2022 BOND RELEASE REFUND 1,299.03 1,299.03 R QUIROZ 10432 1104535 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R R&S OVERHEAD DOORS OF COMMERCE 12065 1104341 2/24/2022 1 ‐24‐603751 1/24/2022 SWING GATE OPEATOR REPAIRS FOR M‐ MOTEL ‐ ECON DE 380.00 380.00 R RAMIREZ 03241 110453 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R REGIONAL TAP SERVICE CENTER 05275 1104342 2/24/2022 6015311 12/31/202 1 DEC 2021 BUS PASS SUBSIDY PROGRAM 129.30 129.30

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3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R RELIABLE TRANSLATIONS CORP. 14066 1104343 2/24/2022 21163 2/15/2022 DOC: DISCONTINUATION POLICY COVER PAGE FOR SB998 I 465.00 465.00 R RENDON, MARIE E 0705 4 1104537 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R RENDON, MICHAEL 07053 110453 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R RENEER 05579 1104539 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 456.06 456.06 R REQUEST CHEMICAL & SAFETY 08071 110434 4 2/24/2022 1393 10/27/202 1 N‐DEX NIGHT HAWK LG AND XL ‐ PW UTIL. 877.57 877.57 R REYBURN 03230 110454 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 456.06 456.06 R REYES 03319 1104541 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 105.65 105.65 R RICOH USA INC 08128 1104345 2/24/2022 902947598 9 2/5/2022 CONTRACT #300‐3211733‐100 (02/01/22 ‐ 02/28/22) PERIO 232.24 232.24 R RIOS 10311 1104542 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R ROACH 0744 4 1104543 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R RODARTE, DANIEL 1187 4 1104544 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 530.78 530.78 R RODARTE, OLIVIA 03217 1104545 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R RODRIGUEZ, JACK 13075 110454 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R RODRIGUEZ, JESUS M 11185 110454 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R ROMAN 03305 110454 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 689.95 689.95 R ROMERO 04476 1104549 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 105.65 105.65 R ROSARIO 13800 110455 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 530.78 530.78 R RRM DESIGN GROUP 0900 4 1104346 2/24/2022 2083‐01‐0122 2/9/2022 JAN 2022 EL MONTE HOUSING ELEMENT UPDATE (2021‐20 15,767.25 15,767.25 R RUDNICK 13457 1104551 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R SAM'S CLUB DIRECT 03362 110465 0 3/3/2022 7754 2/16/2022 PACKING SUPPLIES FOR ELDERLY NUTRITION PROG 379.7 4 R SAM'S CLUB DIRECT 03362 110465 0 3/3/2022 3791 2/9/2022 CHOC FAVES, VALENTINE'S DAY PARTY FAVORS FOR ELDER 68.92 448.66 R SANCHEZ 03175 1104552 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R SANTANA 09313 1104553 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 RS C FUELS 10059 110434 8 2/24/2022 0502630 1/31/2022 PUB WKS FUEL (01/15/22‐01/31/22) 7,956.62 RS C FUELS 10059 1104349 2/24/2022 0502551 1/31/2022 TRANSPORTATION DIV FUEL (01/16/22‐ 01/31/22) 160.20 RS C FUELS 10059 1104349 2/24/2022 0489553 12/31/202 1 TRANSPORTATION DIV FUEL (12/15/21‐ 12/31/21) 108.87 RS C FUELS 10059 1104349 2/24/2022 0495251 1/15/2022 TRANSPORTATION DIV FUEL (01/01/21‐ 01/15/22) 79.22 RS C FUELS 10059 1104652 3/3/2022 0509305 2/15/2022 COMM SVCS FUEL (02/01/22 ‐ 02/15/22) 56.68 RS C FUELS 10059 1104652 3/3/2022 050933 4 2/15/2022 NEIGHBORHOOD SVCS FUEL (02/01/22 ‐ 02/15/22) 43.66 8,405.25 R SCANTRON CORPORATION 0342 4 1104350 2/24/2022 14773525 8/6/2021 INSIGHT 20 PLUS SCANNER ‐ HR/RM 411.00 411.00 R SCATCHARD 03222 110455 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R SCHIRMER 1011 4 1104555 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 497.1 4 497.14 R SCHUSTER, MARGARET 0326 4 1104556 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 557.02 557.02 R SCHUSTER, STEVEN E 10149 110455 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 573.1 4 573.14 R SEPULVEDA 10975 110455 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 530.78 530.78 R SHERWOOD 03456 1104559 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R SHIMAZU 13456 110456 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R SIEDENTOPP 10113 1104561 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R SIGN FOR YOU 1383 4 1104653 3/3/2022 2510 1/20/2022 NEW NUMBER DECAL FOR PW VEH. 66.00 66.00 R SINNIG 03293 1104562 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 557.02 557.02 R SMART & FINAL 0348 4 1104351 2/24/2022 4301 12/29/202 1 FARMER JOHN SLICED COOKED HAM, AMERICAN SINGLES, 14.27 R SMART & FINAL 0348 4 1104654 3/3/2022 999277 2/18/2022 FRUIT PUNCH, CHOC CHEWY DIPPS, M&MS, PEANUT BUTT 121.95 R SMART & FINAL 03487 1104655 3/3/2022 762922 2/14/2022 FIRST STREET REUSABLE BAGS ‐ SENIOR CTR. 131.97

Page 12 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R SMART & FINAL 03487 1104655 3/3/2022 197677 2/18/2022 YOGURT FOR PACKING BAGS FOR THE ELDERTLY NUTRITION 71.63 339.82 R SNAP ON TOOLS/PAUL PORRETTA 03496 110465 6 3/3/2022 0201224512 2/1/2022 2 RED ALUM RECH FLASH‐ 800LM ‐ PW 710.60 710.60 R SNOOK 03291 1104563 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 932.26 932.26 R SOSA 07371 110456 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 483.83 483.83 R SOTO 14105 1104352 2/24/2022 19571 6 2/15/2022 BOND RELEASE REFUND 2,000.0 0 2,000.00 R SOUTHEAST CONST PRODUCTS 03516 110465 7 3/3/2022 2110‐019039 10/23/2021 SILICA SAND FOR PW 521.42 521.42 R SOUTHERN CALIFORNIA GAS CO 03527 110435 7 2/24/2022 12.01.21 ‐ 01.01.22 12/20/2021 AC#096‐176‐5242 6 (12.01.21‐01.01.22) CYPRESS CNG STAT 12,299.36 12,299.36 R SOUTHERN TIRE MART LLC 1392 4 1104660 3/3/2022 7070005529 2/11/2022 11R22.5/16 DL11 CSD TIRES FOR PW UTIL. 2,106.2 6 2,106.26 R SOUTHLAND TRANSIT INC 03538 110435 8 2/24/2022 ELMTR‐12‐2021 1/1/2022 DEC 2021 FIXED‐ROUTE TRANSIT SERVICES CONTRACT FOR 101,423.05 R SOUTHLAND TRANSIT INC 03538 110435 8 2/24/2022 ELMDR‐12‐2021 1/1/2022 DEC 2021 DIAL‐A‐RIDE SERVICE CONTRACT FOR TRANSP. 40,558.3 8 141,981.43 R SPERRY 03307 1104565 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 824.31 824.31 R STACY 03257 110456 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R STANLEY 12592 110456 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R STATES 10139 110456 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R STEVENS 12166 1104569 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R STRATIS 13211 110457 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,686.65 1,686.65 R SULLIVAN 03295 1104571 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 859.55 859.55 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20727 2/2/2022 UNIT 424 COOLANT, OIL FILTERS, TRANSMISSION FLUID ‐ P 1,089.53 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20716 1/28/2022 UNIT 285 OIL FILTERS, PRESSURE SWITCH, INSTRUMENT CL 718.80 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20730 2/4/2022 UNIT 428 AIR FILTERS, OIL FILTERS, DDRAIN PLUG, GAS COO 573.69 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20736 2/7/2022 UNIT 415 OIL FILTERS FOR PD 435.23 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20692 1/20/2022 UNIT 288 BATTERY, REMOVED AND REPLACED TIMER ‐ PD 353.62 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20700 1/25/2022 UNIT 245 DRIVE BELT, REPLACED ALTERNATOR ‐ PD 313.56 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20691 1/20/2022 OIL FILTERS, FIXED FRONT LOWER COVER AND INSTALLED C 126.93 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20703 1/27/2022 UNIT 305 WIPER BLADES ‐ PD 68.00 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20705 1/27/2022 UNIT 291 PATCHED RIGHT FRONT TIRE ‐ PD 35.00 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20715 1/28/2022 UNIT 233 FILTERS, WIPER BLADES, SERPENTINE BELT ‐ PD 284.16 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20726 2/1/2022 UNIT 247 OIL FILTERS, TRANSMISSION FLUID ‐ PD 239.3 4 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20725 2/1/2022 UNIT 312 BATTERY ‐ PD 218.05 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20667 1/12/2022 NAPA BATTERY FOR PD VEH. UNIT 213 203.78 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20707 1/27/2022 UNIT 418 FILTERS, VEH INSPECTION ‐ PD 154.90 R SUPER UNIQUE AUTO REPAIR 12311 1104359 2/24/2022 20701 1/25/2022 UNIT 315 FILTERS, INSPECTION ‐ PD 139.23 4,953.82 R TAFOYA 13688 1104572 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 530.78 530.78 R TALAMANTEZ 07055 1104573 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R TCHARKHOUTIAN 05845 110457 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 323.63 323.63 R TED JOHNSON PROPANE 10543 1104661 3/3/2022 284272 2/1/2022 STORAGE TANK GAL RENTAL TANK W/PUMP, MOTOR ‐ PW 20.00 20.00 R THE BUS DOCTOR 1 13451 110436 0 2/24/2022 1723 1/10/2022 TR ‐8 REPLACED FRONT TURN SIGNAL ‐ TRANSP DIV. 139.77 R THE BUS DOCTOR 1 13451 110436 0 2/24/2022 1724 1/10/2022 REPLACED DECALS ON VEH. ‐ TRANSP DIV. 56.70 R THE BUS DOCTOR 1 13451 110436 0 2/24/2022 1690 12/21/202 1 TR‐8 REPLACED BODY FLUID KIT ‐ TRANSP DIV. 40.16 R THE BUS DOCTOR 1 13451 110436 0 2/24/2022 1689 12/21/202 1 TR‐95 REPLACED FIRST AID KIT, CNG TANK INSPECTION ‐ TR 3,525.40 R THE BUS DOCTOR 1 13451 110436 0 2/24/2022 1694 12/21/202 1 TR‐2B REPLACED FIRST AID KIT, CNG TANK INSPECTION ‐ TR 1,260.05 R THE BUS DOCTOR 1 13451 110436 0 2/24/2022 1688 12/21/202 1 TR‐15B REPLACED FIRST AID KIT, BATTERY AND CNG TANK I 1,100.66 R THE BUS DOCTOR 1 13451 110436 0 2/24/2022 1693 12/21/202 1 TR‐17B REPLACED FIRST AID KIT, CNG TANK INSPECTION ‐ T 820.66

Page 13 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R THE BUS DOCTOR 1 13451 110436 0 2/24/2022 1692 12/21/202 1 TR‐1B REPLACED FIRST AID KIT, CNG TANK INSPECTION ‐ TR 780.05 R THE BUS DOCTOR 1 13451 110436 0 2/24/2022 1691 12/21/202 1 TR‐9 REPLACED FIRST AID KIT AND BODY FLUID KIT ‐TRANS 184.25 R THE BUS DOCTOR 1 13451 1104662 3/3/2022 1671 12/17/202 1 TR‐9 INSPECTION FOR CHP ‐TRANSP DIV. 200.00 R THE BUS DOCTOR 1 13451 1104662 3/3/2022 1670 12/17/202 1 TR‐17B REPLACED SEAL DOOR FRAME, HANGER, AND CLEA 575.00 R THE BUS DOCTOR 1 13451 1104662 3/3/2022 1669 12/17/202 1 TR‐14B REPLACED FRAME SEAL AND HANGER FOR TRANSP 530.00 R THE BUS DOCTOR 1 13451 1104662 3/3/2022 1513 10/1/2021 TR ‐36 DIAGNOSIS AND REPAIR ‐ TRANSP DIV. 400.00 R THE BUS DOCTOR 1 13451 1104662 3/3/2022 1673 12/17/202 1 TR‐15B REPLACED SEAL FRAME ‐ TRANSP DIV. 400.00 R THE BUS DOCTOR 1 13451 1104662 3/3/2022 1512 10/1/2021 TR ‐14B DOOR SWITCH DIAGNOSIS AND REPAIR ‐ TRANSP D 300.00 R THE BUS DOCTOR 1 13451 1104662 3/3/2022 1672 12/17/202 1 TR‐8 INSPECTION FOR CHP ‐ TRANSP DIV. 200.00 R THE BUS DOCTOR 1 13451 1104662 3/3/2022 1668 12/17/202 1 TR‐1B REPLACED VEH FRAME, BREAK PADS AND FRONT SEA 785.00 R THE BUS DOCTOR 1 13451 1104662 3/3/2022 1687 12/21/202 1 TR‐14B REPLACED FIRST AID KIT, TRANGLE KIT AND CNG TA 780.50 R THE BUS DOCTOR 1 13451 1104662 3/3/2022 1633 11/21/202 1 TR‐79 REPLACED FIRE SUPPRESSION BATTERY AND REPLAC 750.00 12,828.20 R THE TRUST FOR PUBLIC LAND 12539 1104663 3/3/2022 1007 4 2/17/2022 08/01/21‐ 01/31/22 ZAMORA PARK REVITALIZATION PROJ 41,307.50 41,307.50 R THOMAS 06701 1104575 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,000.3 6 R THOMAS 06701 110466 4 3/3/2022 MAR 2022 2/24/2022 MAR 2022 SPOUSAL RETIREE MEDICARE REIMBURSEMENT 544.30 1,544.66 R THOMPSON 03208 110457 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R TIME WARNER CABLE 03671 1104665 3/3/2022 001670302162 2 2/16/2022 ACCT#8448 20 899 0016703 CITYWIDE CABLE TV & INTERN 2,040.74 2,040.74 R TIMKEN II 09283 110457 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 557.02 557.02 R TLC ANIMAL REMOVAL SERVICES 13238 110466 6 3/3/2022 0001143 11/18/202 1 OCT 2021 ANIMAL REMOVAL SVCS ‐ NEIGH SVCS DIV. 1,000.0 0 R TLC ANIMAL REMOVAL SERVICES 13238 110466 6 3/3/2022 0001204 12/29/2021 NOV 2021 ANIMAL REMOVAL SVCS ‐ NEIGH SVCS DIV. 1,000.0 0 2,000.00 R TOM'S CLOTHING & UNIFORMS INC 03682 110466 7 3/3/2022 19217 2/11/2022 TACT SQUAD POLY PANTS FOR J SALDANA CODE ENF. DIV. 123.48 123.48 R TREASURER AND TAX COLLECTOR / 13392 1104361 2/24/2022 C0010255 1/31/2022 MAR 2022 FIRE PROTECTION SERVICE 1,336,533.4 7 1,336,533.47 R TROMP 08260 110457 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 456.06 456.06 R TULA 05251 1104579 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R TURNER 03297 110458 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R UNDERGROUND SERVICE ALERT OF 03732 1104362 2/24/2022 12022024 0 2/1/2022 ELMO1/ELMO2 NEW TICKET CHARGES FOR PW UTIL DIV 773.95 R UNDERGROUND SERVICE ALERT OF 03732 1104362 2/24/2022 dsb2021013 4 2/1/2022 CALIF. STATE FEE FOR REGULATORY COSTS DIG SAFE BRD O 95.88 869.83 R UNIFIRST CORP. 13523 110466 8 3/3/2022 325 1763501 2/8/2022 UNIFORM AND LAUNDERING SERVICES FOR PWMD 244.46 R UNIFIRST CORP. 13523 110466 8 3/3/2022 325 1760852 2/1/2022 UNIFORM AND LAUNDERING SERVICES FOR PWMD 227.62 R UNIFIRST CORP. 13523 110466 8 3/3/2022 325 1760867 2/1/2022 UNIFORM AND LAUNDERING SERVICES FOR PWMD 74.50 R UNIFIRST CORP. 13523 110466 8 3/3/2022 325 1763517 2/8/2022 UNIFORM AND LAUNDERING SERVICES FOR PWMD 74.50 R UNIFIRST CORP. 13523 110466 8 3/3/2022 325 17603514 2/8/2022 UNIFORM AND LAUNDERING SERVICES FOR PWMD 66.24 R UNIFIRST CORP. 13523 110466 8 3/3/2022 325 1760864 2/1/2022 UNIFORM AND LAUNDERING SERVICES FOR PWMD 47.21 R UNIFIRST CORP. 13523 110466 8 3/3/2022 325 1760866 2/1/2022 UNIFORM AND LAUNDERING SERVICES FOR PWMD 40.90 R UNIFIRST CORP. 13523 110466 8 3/3/2022 325 1763516 2/8/2022 UNIFORM AND LAUNDERING SERVICES FOR PWMD 40.90 R UNIFIRST CORP. 13523 110466 8 3/3/2022 325 1760865 2/1/2022 UNIFORM AND LAUNDERING SERVICES FOR PWMD 33.34 R UNIFIRST CORP. 13523 110466 8 3/3/2022 325 1763515 2/8/2022 UNIFORM AND LAUNDERING SERVICES FOR PWMD 33.34 R UNIFIRST CORP. 13523 110466 8 3/3/2022 325 1760853 2/1/2022 UNIFORM AND LAUNDERING SERVICES FOR PWMD 27.41 R UNIFIRST CORP. 13523 110466 8 3/3/2022 325 1763502 2/8/2022 UNIFORM AND LAUNDERING SERVICES FOR PWMD 27.41 937.83 R UNIVAR USA INC. 07113 1104669 3/3/2022 49605042 11/10/202 1 SOD HYPO 12.5% LIQUICHLOR FOR PW 1,857.93 R UNIVAR USA INC. 07113 1104669 3/3/2022 4973543 4 12/2/2021 SOD HYPO 12.5% LIQUICHLOR FOR PW 1,618.34 3,476.27 R USA BLUE BOOK 03725 1104363 2/24/2022 680067 7/30/2021 SUPPLIES FOR PW UTIL DIV. 2,700.41 2,700.41 R VAIL 06360 1104581 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78

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3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
R VALENTI ‐COHEN 03189 1104582 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R VALENZUELA 03778 1104583 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,290.5 6 1,290.56 R VAUTRIN 13212 110458 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R VOLUNTEERS OF AMERICA OF 08233 110467 0 3/3/2022 67208‐0521 6/30/2021 MAY 2021 COST REIMB. FOR PROF SVCS PROVIDED TO BUD 12,427.31 R VOLUNTEERS OF AMERICA OF 08233 110467 0 3/3/2022 67208‐0621 7/29/2021 JUNE 2021 COST REIMB. FOR PROF SVCS PROVIDED TO BUD 12,293.20 R VOLUNTEERS OF AMERICA OF 08233 1104671 3/3/2022 12 2/2/2022 DEC 2021 ESG HOMELESSNESS PREVENTION PROG (COVID) 6,624.08 R VOLUNTEERS OF AMERICA OF 08233 1104671 3/3/2022 6 (DEC 2021) 2/2/2022 DEC 2021 ESG STREET OUTREACH PROG ‐ HOUSING 3,574.77 R VOLUNTEERS OF AMERICA OF 08233 1104671 3/3/2022 6 (DEC. 2021) 2/2/2022 DEC 2021 ESG RAPID RE‐HOUSING PRG ‐ HOUSING 643.93 35,563.29 R VULCAN MATERIALS COMPANY 0382 4 1104672 3/3/2022 7318305 6 1/28/2022 ENVIRO FEE AGG & ASPHALT FOR PW MAINT. 192.73 192.73 R WALTERS WHOLESALE ELECTRIC CO. 06406 1104365 2/24/2022 S119837549.00 1 1/20/2022 MERSEN TRM10 25V 10A 1‐1/2X PHOTO CELLS FOR STREET 230.85 230.85 R WATERMAN 03256 1104585 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 614.88 614.88 R WATERWORKS TECHNOLOGY, INC. 12899 1104673 3/3/2022 6801 11/8/2021 OCT 2021 OPERATION SVCS ‐ ADMIN SUPPORT ‐ PW UTIL. 19,800.0 0 R WATERWORKS TECHNOLOGY, INC. 12899 1104673 3/3/2022 6809 12/1/2021 NOV 2021 OPERATIONS SERVICES ‐ ADMIN SUPPORT ‐ PW 19,800.00 R WATERWORKS TECHNOLOGY, INC. 12899 1104673 3/3/2022 6811 11/23/202 1 SEPT 2021 OPERATIONS SERVICES ‐ ADMIN SUPPORT ‐ PW 9,900.00 49,500.00 R WAXIE SANITARY SUPPLY 03846 110436 6 2/24/2022 80459575 11/16/202 1 CLEAN AND SOFT 2PLY ‐ TRANSP DIV. 327.38 R WAXIE SANITARY SUPPLY 03846 110436 6 2/24/2022 80408292 10/27/202 1 CLEAN AND SOFT 2 PLY, MIC NAT CORELESS ‐ TRANSP DIV. 308.00 R WAXIE SANITARY SUPPLY 03846 110436 6 2/24/2022 80415840 10/29/2021 MIC NAT CORELESS FOR TRANSP DIV. 43.04 678.42 R WEINTRAUB 05640 110458 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 796.26 796.26 R WELCH 03258 110458 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 726.9 4 726.94 R WELDON, ALAN K. 10976 110458 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 153.53 153.53 R WELDON, KENNETH 05180 1104589 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,838.2 6 1,838.26 R WEN LE LEI 14100 110436 7 2/24/2022 192616 2/15/2022 BOND RELEASE REFUND 8,856.37 8,856.37 R WENRICK 12233 110459 0 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 487.48 487.48 R WHARY II 03312 1104591 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,173.6 6 1,173.66 R WILLDAN ENGINEERING 03897 110467 4 3/3/2022 622647 2/17/2022 SRVC THRU 01/28/22 11330‐11356 VALLEY BLVD VMT/TRIP 570.00 570.00 R WILLIAMS 14013 1104593 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,722.43 1,722.43 R WILLIAMS JR. 07056 1104592 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R WILLS 03903 110459 4 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 530.78 530.78 R WING KWONG CHOW 14101 110436 8 2/24/2022 195768 2/15/2022 BOND RELEASE REFUND 1,000.0 0 1,000.00 R WONG, ALAN K 13687 1104595 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 530.78 530.78 R WONG, CLARA 03309 110459 6 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 1,635.4 8 1,635.48 RY O FIRE 12271 1104369 2/24/2022 2014525 1/31/2022 SUPPLIES FOR PW UTIL DIV. 3,313.4 0 3,313.40 R YOUNGQUIS T 03953 110459 7 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM 570.78 570.78 R ZINK 03301 110459 8 3/8/2022 SUBSDY MAR 22 3/8/2022 INS PREMIUM & RETIREE CONTRIBUTION 113.53 113.53 R Regular Vendor Total 2,945,257.87
T GRAINGER 02183 1104309 2/24/2022 919227714 4 1/26/2022 SPLIT JAW CLAMP, VOLTAGE DETECTOR ‐ PW UTIL. 973.25 T GRAINGER 02183 1104622 3/3/2022 914377708 5 12/7/2021 IR THERM FOR PW UTIL. 486.29 T GRAINGER 02183 1104622 3/3/2022 913119073 9 11/24/2021 FULL BODY HARNESS AIRCORE ‐ PW UTIL. 743.37 2,202.91 T GRANT'S TRUE VALUE HARDWARE 02186 1104623 3/3/2022 A264459 1/19/2022 HOUSE KEY, SINGLE CUT KEY, DUP KEY, SMALL CARABINER 245.70 T GRANT'S TRUE VALUE HARDWARE 02186 1104623 3/3/2022 A264200 1/13/2022 SPLIT KEY RING, SINGLE CUT KEY ‐ PARKS/REC DIV. 43.18 T GRANT'S TRUE VALUE HARDWARE 02186 1104623 3/3/2022 A264599 1/24/2022 SNGLE CUT KEY, HARDWARE ‐ PARKS/REC DIV. 16.89 305.77 T HOME DEPOT 06479 1104315 2/24/2022 22056 1/7/2022 KILZ PRIMER, GAP FILLER, SPEED HUB FLAP DISC, PATCH, CA 499.10

Page 15 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
T HOME DEPOT 06479 1104315 2/24/2022 31107 1/7/2022 HOMER BUCKETS, MAKITA PLANR BLD, TUB & FLOOR WHT 252.20 T HOME DEPOT 06479 1104315 2/24/2022 962225 8 1/18/2022 PAINT, ANCHORS FOR RELOCATION OF BUS SHELTERS AND 203.97 T HOME DEPOT 06479 1104315 2/24/2022 9534429 1/8/2022 GROUT FLOAT, TILE ADHESIVE, SWIFFER WET, TROWEL, SW 147.08 T HOME DEPOT 06479 1104315 2/24/2022 7621539 1/10/2022 SPONGE, HEX BOLT, SHT DUPLEX WALLPLT ‐ PW 110.37 T HOME DEPOT 06479 1104315 2/24/2022 754216 8 1/10/2022 WHT MIDWAY DECOR WALL PLT ‐ PW 11.00 T HOME DEPOT 06479 1104315 2/24/2022 551420 0 1/12/2022 LOCKS FOR PW 5.76 T HOME DEPOT 06479 1104315 2/24/2022 151324 0 1/6/2022 PASSAGE KNOB, BLOCK PLANE ‐ PW 54.84 T HOME DEPOT 06479 1104315 2/24/2022 553519 0 1/12/2022 HOMER BUCKETS, BUCKY JOCKEY FOR PW 49.34 T HOME DEPOT 06479 1104315 2/24/2022 402474 0 2/2/2022 ENG MAX D8 ‐ PW 49.07 T HOME DEPOT 06479 1104315 2/24/2022 454257 4 1/13/2022 MISSION RCYLD DOORMAT ‐ PW 36.27 T HOME DEPOT 06479 1104315 2/24/2022 2270862 1/25/2022 HARDWARE CLOTH ‐ PW 28.60 T HOME DEPOT 06479 1104315 2/24/2022 251310 6 1/5/2022 FEIT DIM LED 2 PKS ‐ PW 26.33 T HOME DEPOT 06479 1104315 2/24/2022 551083 0 2/1/2022 ENG MAX D8 ‐ PW 98.14 T HOME DEPOT 06479 1104315 2/24/2022 853010 8 1/19/2022 MED CLICK BIN SET, LG CLICK BIN, COMP SLEEVE BRASS, AD 88.83 T HOME DEPOT 06479 1104315 2/24/2022 453536 0 1/13/2022 RAC IV SINGLE SEAL, ALEX PLUS WHT PLUS ‐ PW 88.57 T HOME DEPOT 06479 1104315 2/24/2022 40187 1/7/2022 SINGLESHOT WALL TEXTURE ‐PW 87.74 T HOME DEPOT 06479 1104315 2/24/2022 954329 0 1/18/2022 CARBIDE GRIT CUT OFF WHEEL, DISCS, SPLICER BRASS, DISP 82.75 T HOME DEPOT 06479 1104315 2/24/2022 8202675 2/8/2022 RAT GLUE TRAPS ‐ PW 56.77 T HOME DEPOT 06479 110462 6 3/3/2022 3024778 2/3/2022 CONCRETE PATCHER, PAIL LID, SPREADER FOR PW 84.79 T HOME DEPOT 06479 110462 6 3/3/2022 2041375 1/25/2022 BIT SET, CEMENT, BUCKET, TROWEL, PAINT PAIL LID ‐ PW 68.56 T HOME DEPOT 06479 110462 7 3/3/2022 3031727 1/24/2022 LUMBER FOR GIBSON PARK ‐ PW 1,174.27 T HOME DEPOT 06479 110462 7 3/3/2022 8025176 2/8/2022 LUMBER FOR GIBSON PARK ‐ PW 1,071.65 T HOME DEPOT 06479 110462 7 3/3/2022 8025207 2/8/2022 CANVAS FOR OVER STRAY GIBSON PARK ‐ PW 89.05 T HOME DEPOT 06479 110462 7 3/3/2022 5470068 2/11/2022 FLOOR ADHESIVE REMOVAL TOOL ‐ PW 73.67 4,538.72 T MAINTEX INC 02625 110432 7 2/24/2022 882512‐00 1/19/2022 TOWEL ROLL WHI HICH CAP, GLASS CLEANER, DRIP DRY CA 1,058.31 T MAINTEX INC 02625 110432 7 2/24/2022 869340‐00 10/25/2021 TOWEL ROLL WHI HIGH CAPACITY ‐ TRANSP DIV. 211.33 T MAINTEX INC 02625 110432 7 2/24/2022 861710‐02 9/2/2021 DRIP DRY CAR WAH ‐ TRANSP DIV. 161.1 4 T MAINTEX INC 02625 110432 7 2/24/2022 861710‐01 9/2/2021 GLASS CLEANER, DRIP DRY CAR WASH ‐ TRANSP DIV. 82.83 T MAINTEX INC 02625 110463 8 3/3/2022 879727‐01 1/31/2022 INSECTICIDE, VACUUM UPRIGHT ‐ PW 341.18 1,854.79 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 622700‐02/22 2/1/2022 AC#1‐1‐005‐6227‐0‐0 (12/28‐01/28/22) 635.31 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 442900‐02/22 2/2/2022 AC#1‐1‐013‐4429‐0‐0 (12/30‐02/01/22) 469.24 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 412700‐02/22 2/2/2022 AC#1‐1‐013‐4127‐0‐0 (12/30‐02/01/22) 458.14 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 440300‐02/22 2/2/2022 AC#1‐1‐013‐4403‐0‐0 (12/30‐02/01/22) 451.97 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 738500‐02/22 2/1/2022 AC#1‐1‐005‐7385‐0‐0 (12/28‐01/28/22) 433.32 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 621760‐02/22 2/1/2022 AC#1‐1‐005‐6217‐6‐0 (12/28‐01/28/22) 282.90 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 614130‐02/22 2/1/2022 AC#1‐1‐005‐6141‐3‐0 (12/28‐01/28/22) 26.49 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 950701‐02/22 2/1/2022 AC#1‐1‐009‐9507‐0‐1 (12/29‐01/31/22) 66.26 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 591701‐02/22 2/1/2022 AC#1‐1‐005‐5917‐0‐1 (12/28‐01/28/22) 66.25 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 951951‐02/22 2/1/2022 AC#1‐1‐009‐9519‐5‐1 (12/29‐01/31/22) 39.75 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 201000‐02/22 2/2/2022 AC#1‐1‐011‐2010‐0‐0 (12/30‐02/01/22) 26.50 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 614000‐02/22 2/1/2022 AC#1‐1‐005‐6140‐0‐0 (12/28‐01/28/22) 26.49 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 614100‐02/22 2/1/2022 AC#1‐1‐005‐6141‐0‐0 (12/28‐01/28/22) 26.49 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 274800‐02/22 2/2/2022 AC#1‐1‐011‐2748‐0‐0 (12/30‐02/01/22) 74.90

Page 16 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 202501‐02/22 2/2/2022 AC#1‐1‐011‐2025‐0‐1 (12/30‐02/01/22) 74.90 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 579301‐02/22 2/1/2022 AC#1‐1‐005‐5793‐0‐1 (12/28‐01/28/22) 74.85 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 264500‐02/22 2/2/2022 AC#1‐1‐011‐2645‐0‐0 (12/30‐02/01/22) 70.58 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 508000‐02/22 2/1/2022 AC#1‐1‐005‐5080‐0‐0 (12/28‐01/28/22) 70.55 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 926501‐02/22 2/1/2022 AC#1‐1‐009‐9265‐0‐1 (12/29‐01/28/22) 66.26 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 105200‐02/22 2/2/2022 AC#1‐1‐011‐1052‐0‐0 (12/30‐02/01/22) 148.29 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 440500‐02/22 2/2/2022 AC#1‐1‐013‐4405‐0‐0 (12/30‐02/01/22) 145.46 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 140401‐02/22 2/2/2022 AC#1‐1‐011‐1404‐0‐1 (12/30‐02/01/22) 141.14 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 365501‐02/22 2/2/2022 AC#1‐1‐013‐3655‐0‐1 (12/30‐02/01/22) 132.51 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 920651‐02/22 2/1/2022 AC#1‐1‐009‐9206‐5‐1 (12/29‐01/31/22) 132.50 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 595651‐02/22 2/1/2022 AC#1‐1‐005‐5956‐5‐1 (12/28‐01/28/22) 132.48 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 412900‐02/22 2/2/2022 AC#1‐1‐013‐4129‐0‐0 (12/30‐02/01/22) 270.65 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 200410‐02/22 2/2/2022 AC#1‐1‐011‐2004‐1‐0 (12/30‐02/01/22) 225.02 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 140603‐02/22 2/2/2022 AC#1‐1‐011‐1406‐0‐3 (12/30‐02/01/22) 216.38 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 123501‐02/22 2/1/2022 AC#1‐1‐001‐1235‐0‐1 (12/27‐01/27/22) 212.01 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 241101‐02/22 2/2/2022 AC#1‐1‐011‐2411‐0‐1 (12/30‐02/01/22) 184.31 T SAN GABRIEL VALLEY WATER CO 03406 110434 7 2/24/2022 604800‐02/22 2/1/2022 AC#1‐1‐005‐6048‐0‐0 (12/28‐01/28/22) 184.05 T SAN GABRIEL VALLEY WATER CO 03406 1104651 3/3/2022 518000 ‐02/22 2/15/2022 AC#1‐1‐023‐5180‐0‐0 (01/12‐02/14/22) 132.53 5,698.48 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 6395555 ‐0222 2/10/2022 AC#700036395555 (11/10‐02/09/22) 16.51 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 6467697 ‐0222 2/10/2022 AC#700036467697 (11/10‐02/09/22) 16.51 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 5094527 ‐0222 2/9/2022 AC#700335094527 (11/09‐02/08/22) 12.11 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 5904393 ‐0222 2/9/2022 AC#700585904393 (11/09‐02/08/22) 35.46 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 9544324 ‐0222 2/9/2022 AC#700169544324 (11/09‐02/08/22) 30.81 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 8060292 ‐0222 2/9/2022 AC#700348060292 (11/09‐02/08/22) 21.19 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 6264203 ‐0222 2/10/2022 AC#700036264203 (11/10‐02/09/22) 16.86 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 8147592 ‐0222 2/9/2022 AC#700348147592 (11/09‐02/08/22) 16.52 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 6329473 ‐0222 2/10/2022 AC#700036329473 (11/10‐02/09/22) 16.51 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 1030817 ‐0222 2/9/2022 AC#700631030817 (11/09‐02/08/22) 1,343.94 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 6816357 ‐0222 2/9/2022 AC#700086816357 (11/09‐02/08/22) 118.35 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 8073935 ‐0222 2/9/2022 AC#700348073935 (11/09‐02/08/22) 88.03 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 7034419 ‐0222 2/9/2022 AC#700347034419 (11/09‐02/08/22) 71.23 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 5764506 ‐0222 2/10/2022 AC#700375764506 (11/10‐02/09/22) 57.13 T SOUTHERN CALIFORNIA EDISON 03520 1104353 2/24/2022 8047966 ‐0222 2/9/2022 AC#700348047966 (11/09‐02/08/22) 55.78 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 9198247‐0222 2/8/2022 AC#700319198247 (11/08‐02/07/22) 16.41 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 9627438‐0222 2/8/2022 AC#700089627438 (11/08‐02/07/22) 11,310.25 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 8401093‐0222 2/8/2022 AC#700088401093 (11/08‐02/07/22) 5,673.63 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 0140594‐0222 2/7/2022 AC#700550140594 (11/05‐02/06/22) 462.91 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 6994104‐0222 2/8/2022 AC#700346994104 (11/08‐02/07/22) 21.05 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 2817595‐0222 2/7/2022 AC#700132817595 (11/05‐02/06/22) 19.43 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 5272554‐0222 2/7/2022 AC#700345272554 (11/05‐02/06/22) 17.55 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 6207922‐0222 2/7/2022 AC#700036207922 (11/05‐02/06/22) 17.55 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 1417110‐0222 2/8/2022 AC#700201417110 (11/08‐02/07/22) 16.79 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 4051216‐0222 2/8/2022 AC#700134051216 (11/08‐02/07/22) 16.41

Page 17 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 2000274‐0222 2/8/2022 AC#700542000274 (11/08‐02/07/22) 55.13 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 7601695‐0222 2/8/2022 AC#700027601695 (11/08‐02/07/22) 40.21 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 5285486‐0222 2/7/2022 AC#700345285486 (11/05‐02/06/22) 34.07 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 7529674‐0222 2/8/2022 AC#700137529674 (11/08‐02/07/22) 32.15 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 9903978‐0222 2/8/2022 AC#700379903978 (11/08‐02/07/22) 25.01 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 6984101‐0222 2/8/2022 AC#700346984101 (11/08‐02/07/22) 21.63 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 7966622‐0222 2/7/2022 AC#700357966622 (11/05‐02/06/22) 79.79 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 6734426‐0222 2/7/2022 AC#700346734426 (11/05‐02/06/22) 74.16 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 6743722‐0222 2/7/2022 AC#700346743722 (11/05‐02/06/22) 71.65 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 6765950‐0222 2/7/2022 AC#700346765950 (11/05‐02/06/22) 70.67 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 3512127‐0222 2/7/2022 AC#700453512127 (11/05‐02/06/22) 68.34 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 6956516‐0222 2/8/2022 AC#700346956516 (11/08‐02/07/22) 60.08 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 6941560‐0222 2/8/2022 AC#700346941560 (11/08‐02/07/22) 198.33 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 0045461‐0222 2/7/2022 AC#700070045461 (11/05‐02/06/22) 118.78 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 8474335‐0222 2/7/2022 AC#700248474335 (11/05‐02/06/22) 112.21 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 9234066‐0222 2/8/2022 AC#700249234066 (11/08‐02/07/22) 91.73 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 6971266‐0222 2/8/2022 AC#700346971266 (11/08‐02/07/22) 86.88 T SOUTHERN CALIFORNIA EDISON 03520 110435 4 2/24/2022 6929436‐0222 2/8/2022 AC#700346929436 (11/08‐02/07/22) 84.55 T SOUTHERN CALIFORNIA EDISON 03520 1104355 2/24/2022 1952420 ‐0222 2/14/2022 AC#700351952420 (01/14‐02/13/22) 67.06 T SOUTHERN CALIFORNIA EDISON 03520 110465 8 3/3/2022 2340421‐02/22 2/8/2022 AC#700212340421 (01/11‐02/08/22) 5,856.91 T SOUTHERN CALIFORNIA EDISON 03520 110465 8 3/3/2022 4003894‐0222 2/17/2022 AC#700454003894 (01/20‐02/16/22) 5,628.94 T SOUTHERN CALIFORNIA EDISON 03520 110465 8 3/3/2022 1590286‐0222 2/15/2022 AC#700071590286 (01/13‐02/10/22) 1,962.49 T SOUTHERN CALIFORNIA EDISON 03520 110465 8 3/3/2022 4013901‐0222 2/19/2022 AC#700454013901 (01/21‐02/17/22) 1,557.62 T SOUTHERN CALIFORNIA EDISON 03520 110465 8 3/3/2022 5748237‐0222 2/19/2022 AC#700375748237 (01/21‐02/17/22) 64.61 T SOUTHERN CALIFORNIA EDISON 03520 110465 8 3/3/2022 5724086‐0222 2/17/2022 AC#700375724086 (01/20‐02/16/22) 59.96 T SOUTHERN CALIFORNIA EDISON 03520 110465 8 3/3/2022 4540933‐0222 2/17/2022 AC#700454540933 (01/20‐02/16/22) 761.94 T SOUTHERN CALIFORNIA EDISON 03520 110465 8 3/3/2022 6072985‐0222 2/17/2022 AC#700096072985 (01/20‐02/16/22) 305.17 T SOUTHERN CALIFORNIA EDISON 03520 110465 8 3/3/2022 0948303‐0222 2/17/2022 AC#700580948303 (01/20‐02/16/22) 128.51 T SOUTHERN CALIFORNIA EDISON 03520 110465 8 3/3/2022 5736618‐0222 2/19/2022 AC#700375736618 (01/21‐02/17/22) 107.52 T SOUTHERN CALIFORNIA EDISON 03520 110465 8 3/3/2022 5710750‐0222 2/17/2022 AC#700375710750 (01/20‐02/16/22) 72.56 T SOUTHERN CALIFORNIA EDISON 03520 110465 8 3/3/2022 5494947‐0222 2/15/2022 AC#700345494947 (01/18‐02/14/22) 70.43 37,458.01 T SOUTHERN CALIFORNIA GAS CO 03525 110435 6 2/24/2022 196719‐02/22 2/11/2022 AC#196 719 3600 3 (01/10‐02/09/22) 119.87 T SOUTHERN CALIFORNIA GAS CO 03525 110435 6 2/24/2022 198819‐02/22 2/11/2022 AC#198 819 3600 9 (01/10‐02/09/22) 30.36 T SOUTHERN CALIFORNIA GAS CO 03525 110435 6 2/24/2022 138117‐02/22 2/14/2022 AC#138 117 3615 9 (01/11‐02/10/22) 17.90 T SOUTHERN CALIFORNIA GAS CO 03525 1104659 3/3/2022 179517 ‐02/22 2/16/2022 AC#179 517 8900 1 (01/13‐02/14/22) 84.70 T SOUTHERN CALIFORNIA GAS CO 03525 1104659 3/3/2022 169419 ‐02/22 2/18/2022 AC#169 419 0200 5 (01/18‐02/16/22) 50.18 T SOUTHERN CALIFORNIA GAS CO 03525 1104659 3/3/2022 192117 ‐02/22 2/17/2022 AC#192 117 9900 2 (01/14 ‐02/15/22) 27.22 T SOUTHERN CALIFORNIA GAS CO 03525 1104659 3/3/2022 160617 ‐02/22 2/17/2022 AC#160 617 7600 7 (01/14‐02/15/22) 15.78 T SOUTHERN CALIFORNIA GAS CO 03525 1104659 3/3/2022 171519 ‐02/22 2/18/2022 AC#171 519 0200 8 (01/18‐02/16/22) 14.30 360.31 T VALLEY BRAKE & WHEEL SERVICE 03780 110436 4 2/24/2022 1075802 1/21/2022 TR ‐2B PMI @ 11,110 MILES, BRAKE INSPECTION, REPLACED 1,683.88 T VALLEY BRAKE & WHEEL SERVICE 03780 110436 4 2/24/2022 1075904 2/1/2022 TR ‐8 BRAKE INSPECTION AND REBUILD STEERING GEAR BOX 1,453.07 T VALLEY BRAKE & WHEEL SERVICE 03780 110436 4 2/24/2022 1075837 1/26/2022 TR‐17B PMI @ 62,707 MILES, OIL, LUBE, FILTER, BRAKE INS 760.41 T VALLEY BRAKE & WHEEL SERVICE 03780 110436 4 2/24/2022 1075674 1/6/2022 TR ‐14B REPLACED RADIATOR HOSE ‐ TRANSP DIV. 432.90

Page 18 of 19 ends

3/10/2022 5:11 PMAP DRN Check List
DRN 661 Ending 03/03/2022
Vendor
Type
Vendor Name Vendor
Code
Check # Check
Date
Invoice # Invoice
Date
Description Amount Vendor Total
T VALLEY BRAKE & WHEEL SERVICE 03780 110436 4 2/24/2022 1075650 12/29/2021 TR‐14B ENGINE DIAGNOSTIC AND COIL REPLACEMENT ‐ TRA 236.32 T VALLEY BRAKE & WHEEL SERVICE 03780 110436 4 2/24/2022 1075651 12/30/202 1 TR‐1B ENGINE DIAGNOSTIC AND COIL REPLACEMENT ‐ TRA 230.19 T VALLEY BRAKE & WHEEL SERVICE 03780 110436 4 2/24/2022 1075933 2/3/2022 TR ‐2B PMI @ 71,164 MILES, OIL, LUBE, AND FILTER ‐ TRANS 205.72 T VALLEY BRAKE & WHEEL SERVICE 03780 110436 4 2/24/2022 1075833 1/25/2022 TR ‐2B PMI @ 71,110 MILES, OIL, LUBE AND FILTER ‐ TRANS 105.72 T VALLEY BRAKE & WHEEL SERVICE 03780 110436 4 2/24/2022 1075879 1/28/2022 TR ‐1B BRAKE INSPECTION FOR TRANSP DIV. VEH. 105.00 T VALLEY BRAKE & WHEEL SERVICE 03780 110436 4 2/24/2022 1075867 1/27/2022 TR‐14B BRAKE INSPECTION FOR TRANSP DIV. VEH. 100.00 T VALLEY BRAKE & WHEEL SERVICE 03780 110436 4 2/24/2022 1075901 1/31/2022 TR ‐15B BRAKE INSPECTION FOR TRANSP DIV. VEH. 100.00 T VALLEY BRAKE & WHEEL SERVICE 03780 110436 4 2/24/2022 1075696 1/6/2022 TR ‐36 REPLACED BRAKE LIGHT SWITCH ‐ TRANSP DIV. 60.00 5,473.21 T Top Vendor Total 57,892.20
Grand Total 5,696,889.18

Page 19 of 19 ends

11 12.2

Summary:

El Monte, California; Appropriations;
General Obligation
Primary Credit Analyst:

Chris Morgan, San Francisco + 1 (415) 371 5032; [email protected] Secondary Contact:

Bianca Gaytan-Burrell, Centennial + 303-721-4617; [email protected] Table Of Contents
Rating Action
Stable Outlook
Credit Opinion
Related Research
WWW.STANDARDANDPOORS.COM/RATINGSDIRECT MARCH 10, 2022 1 Summary:

El Monte, California; Appropriations; General
Obligation
(Editor's Note: In the original report published March 10, 2022, the issuance types were misstated in the first paragraph. A corrected version follows.)
Credit Profile
El Monte GO (AGM)
Unenhanced Rating A+(SPUR)/Stable Outlook Revised
El Monte Pub Fin Auth, California
El Monte, California
El Monte Pub Fin Auth (El Monte) lse rev bnds (federally taxable) (El Monte) ser 2020A due 06/01/2041 Long Term Rating A/Stable Outlook Revised
El Monte Pub Fin Auth (El Monte) APPROP
Long Term Rating A/Stable Outlook Revised
El Monte Pub Fin Auth (El Monte) APPROP
Long Term Rating A/Stable Outlook Revised
Many issues are enhanced by bond insurance.

Rating Action
S&P Global Ratings revised the outlook to stable from negative and affirmed its 'A+' underlying rating (SPUR) on El Monte, Calif.'s previously issued pension obligation bonds and its 'A' long-term rating on the city's appropriation obligations.

The outlook revision reflects our view of the city's resilient financial performance in the face of stresses associated with the recent recession and the COVID-19 pandemic.

We calculate that the city will have about $181 million in direct governmental debt outstanding at the end of fiscal 2022.

The city's pension obligation bonds are an absolute and unconditional obligation, which we consider a form of general fund/non-ad valorem obligation. Despite a lack of a specific full-faith-and-credit GO pledge, our rating is equivalent to our view of the city as obligor because our assessment of the city already includes our view of its ability to raise revenue. The city has concurrently covenanted to levy an existing special ad valorem tax that it can use only for qualifying pension purposes, including pension obligation bond debt service, associated with its California Public Employees Retirement System (CalPERS) plans. Payments by the city, as lessee, for the use of facilities secures its appropriation obligations, and our rating is set one notch below our view of the city's creditworthiness as obligor to reflect appropriation risk.

WWW.STANDARDANDPOORS.COM/RATINGSDIRECT MARCH 10, 2022 2 Credit overview
El Monte appears to have effectively navigated the budgetary effects of the COVID-19 pandemic and related recession. Sales tax performance has held up despite regional job losses, and the city was able to leverage one-time proceeds from a pension obligation bond issuance during fiscal 2020 and federal grants during fiscal 2021 to largely balance general fund operations. Management thinks the city is positioned to balance its budget without these stabilizers, and we see its reserves standing at about double its policy minimum as representing a significant financial cushion against future stressors. Moreover, with sales tax revenue trending above recent years' performance, the city may have more room to maneuver than before the pandemic. However, because sales tax revenue is a function of the city's prominent auto dealership cluster, we think planning for and responding to fluctuations from this source will be an enduring challenge.

The rating further reflects our view of the city's:
• Very weak economic profile, with a projected per capita effective buying income at 49% of the national level but a community well embedded in a broad and diverse region;
• Adequate management, with standard financial policies and practices under our financial management assessment methodology; and
• Very strong budgetary flexibility, with an adjusted available fund balance in fiscal 2021 of 36% of operating expenditures, bolstered by a minimum reserve policy.

Environmental, social and governance
We analyzed the city's environmental, social and governance risks relative to its economy, management, financial measures, and debt and liability profile. We view environmental risks as elevated as a result of significant seismic risks in the region and social risks as above average, with low per capita effective buying income suggesting housing affordability challenges in this high-cost area that may give the city difficulty exercising levy rate flexibility associated with a special ad valorem tax that supports payments on the bulk of its pension liability, including debt service payments on its previously issued pension obligation bonds. We view governance risks as in line with the sector standard.

Stable Outlook
Downside scenario
Although we view threats to balanced financial performance as having largely receded, we see a significant weakening in net results as the most likely scenario to lead to a lower rating, potentially stemming from difficulty operating in the absence of one-time federal grants mostly affecting fiscal years 2021 and 2022 or if a significant contraction in automobile sales sharply reduces sales tax revenue. However, should such events occur, we would take into account the city's formal efforts to bring operations back to balance and remain in compliance with its minimum reserve policy.

Upside scenario
We could raise the rating during the next two years if the city continued to show balanced operations and if either new data showed a significant strengthening in the local income profile or the city institutionalized multiple new policies and practices as inventoried in our financial management assessment, such as adopting both intrayear budgetary WWW.STANDARDANDPOORS.COM/RATINGSDIRECT MARCH 10, 2022 3 Summary: El Monte, California; Appropriations; General Obligation updates to identify potential revenue disruptions and long-term financial planning to put near-term decisions in perspective.

Credit Opinion
Established economic base has been adding housing through redevelopment, but low income profile continues to weigh on credit quality
El Monte, situated 12 miles east of Los Angeles in the San Gabriel Valley, came into the recent recession with a buoyant real estate market driving multifamily housing and industrial development. We understand that most of these projects have continued in the context of strong regional demand for both land use types and, should additional development opportunities materialize, we see potential for the city's income profile to approach the regional median.

We understand that supply chain disruptions in the automobile industry have on balance helped the city's automobile dealership cluster, as strong demand amid a supply shortage has increased the dealers' margins.

Budget-building process reflects robust analytical methods, but a lack of regular intrayear budget updates and long-term financial planning are weaknesses given potential sales tax revenue volatility The city's financial management policies and practices include:
• Budget-building process that includes a detailed examination and reporting on revenue and expenditure trends, along with the use of third-party data on economic and revenue performance to build assumptions; • No intrayear financial updates to the city council, although management reports on investment holdings and performance quarterly under a formal investment policy; • Lack of a robust formal long-term planning practice, with no long-term operating forecasting and with capital planning that covers three fiscal years (which falls short of the five-year benchmark we use for a standard capital planning horizon);
• Formal debt management policy that provides process guidance to management and elected officials but lacks what we consider material quantitative restrictions; and
• Multilayered reserve policy that sets a 15%-of-operating expenditures reserve minimum with two-year replenishment requirement to manage the occasional one-time capital spending needs, supplemented by designations for certain purposes such as economic uncertainty.

The city lacks a formal cybersecurity policy but was recently tested with a determined hacking attempt in March 2021 that appeared to be unsuccessful and spurred the city to bring in an external consultant to evaluate its defenses. The city has since updated software and migrated more data to cloud services to improve resiliency.

Resilient tax revenue, federal grants have helped the city weather the budgetary effects of the pandemic
El Monte's revenue structure is comparable at first glance to those of state peers, with sales tax revenue 33% of the fiscal 2022 general fund budget total and property tax revenue 31%, but we see potential volatility lurking, with about half of sales tax revenue coming from automobile sales, which can dip in recessions when household buying power weakens. The 2020 recession and its aftermath have been an exception, with demand remaining strong and volume sufficient to keep sales tax revenue up despite well-publicized automotive supply chain disruptions. This has magnified WWW.STANDARDANDPOORS.COM/RATINGSDIRECT MARCH 10, 2022 4 Summary: El Monte, California; Appropriations; General Obligation the city's advantage under the state's allocation system for surging internet sales, with allocations within a given county proportional to a local agency's brick-and-mortar sales.

Also helping the city balance operations was budget relief through negotiated furlough days for most employees in fiscal 2021. This, coupled with grants under the American Rescue Plan Act, leads us to calculate that the city experienced virtually balanced operations that year after a negative 6% general fund net result excluding a one-time infusion from a pension obligation bond financing. We see positive sales tax performance to date as pointing to general fund performance slightly improving.

The city is still in the early stages of realizing fee and tax revenue associated with a voter-approved cannabis cultivation and retailing tax that launched in March 2020, because just two stores have opened under the new framework, but management is optimistic that such revenue will eventually reach the original projection of 5% of general fund revenue by mid-decade because all but one other city in the San Gabriel Valley sub region has allowed such businesses.

Debt service on the bulk of direct governmental debt does not put pressure on governmental operations
We calculate that about four-fifths of direct governmental debt consists of pension obligation bonds and tax increment obligations institutionally linked to the city, neither of which is likely to put pressure on general operations given a special ad valorem property tax for the first and the allocation of otherwise unavailable tax increment revenue for the second. Management has confirmed that the city has no alternative financing obligations and does not view an additional governmental debt issuance as likely for the foreseeable future, although the city also has considerable capital ambitions that include improving street maintenance and developing affordable housing.

Pension and other postemployment benefits (OPEB) carrying charges substantially decreased after recent pension obligation bond issuance
The 2020 POB issuances structured to fully fund the pension liability were fortuitously timed, with a bull market in 2021 adding to assets such that management estimates funded ratios now approximate 110% of its actuarial liabilities.

We don't see the small OPEB liability as representing a material credit risk.

The city participated in the following plans as of June 30, 2020:
• CalPERS safety: 96% funded with a net pension liability of $13.3 million • CalPERS miscellaneous: 97% funded with a net pension liability of $4.6 million • Public Agency Retirement Services: 97% funded with a net pension liability of $1.1 million El Monte's required pension and actual OPEB contributions dropped to 7.7% for fiscal 2021 from a sizable 21% of total governmental fund expenditures in fiscal 2019 following the pension obligation financings. OPEB costs remain small.

CalPERS' has been ratcheting its discount rate down in recent years, but the target of 6.8% approved in November 2021 remains above our baseline 6.0% assumption, suggesting potential above-baseline volatility in contributions during the amortization period. But a 2019 move to shorten the amortization by 10 years will provide faster recoveries following investment performance downturns.

WWW.STANDARDANDPOORS.COM/RATINGSDIRECT MARCH 10, 2022 5 Summary: El Monte, California; Appropriations; General Obligation Strong institutional framework
The institutional framework score for California municipalities required to submit a federal single audit is strong.

Key Credit Metrics - El Monte
Most recent Historical information
2021 2020 2019
Very weak economy
Projected per capita EBI % of U.S. 49
Market value per capita ($) 79,508
Population 116,465 115,574 116,676
County unemployment rate(%) 12.8 4.4
Market value ($000) 9,189,078 8,820,501 8,380,940 7,879,939 Ten largest taxpayers % of taxable value 7.4
Strong budgetary performance
Operating fund result % of expenditures 0.0 (5.9) (0.5) Total governmental fund result % of expenditures 2.8 (11.1) 2.4 Very strong budgetary flexibility
Available reserves % of operating expenditures 36.0 34.0 27.8 Total available reserves ($000) 25,912 26,062 19,963
Very strong liquidity
Total government cash % of governmental fund expenditures 85 69 82 Total government cash % of governmental fund debt service 1,903 2,177 2,975 Adequate management
Financial Management Assessment Standard
Weak debt & long-term liabilities
Debt service % of governmental fund expenditures 4.5 3.1 2.8 Net direct debt % of governmental fund revenue 140
Overall net debt % of market value 4.4
Direct debt 10-year amortization (%) 26
Required pension contribution % of governmental fund expenditures 5.9 OPEB actual contribution % of governmental fund expenditures 1.8 Strong institutional framework
EBI--Effective buying income. OPEB--Other postemployment benefits.

Data points and ratios may reflect analytical adjustments.

Related Research
• U.S. Local Governments Credit Brief: California Counties and Municipalities, Oct. 15, 2021 • Outlook For U.S. Local Governments: Risks Remain Despite Support From Stimulus, Jan. 5, 2022 • S&P Public Finance Local GO Criteria: How We Adjust Data For Analytic Consistency, Sept. 12, 2013 WWW.STANDARDANDPOORS.COM/RATINGSDIRECT MARCH 10, 2022 6 Summary: El Monte, California; Appropriations; General Obligation • Criteria Guidance: Assessing U.S. Public Finance Pension And Other Postemployment Obligations For GO Debt, Local Government GO Ratings, And State Ratings, Oct. 7, 2019 • Pension Spotlight: California, July 13, 2021
• 2021 Update Of Institutional Framework For U.S. Local Governments Certain terms used in this report, particularly certain adjectives used to express our view on rating relevant factors, have specific meanings ascribed to them in our criteria, and should therefore be read in conjunction with such criteria. Please see Ratings Criteria at www.standardandpoors.com for further information. Complete ratings information is available to subscribers of RatingsDirect at www.capitaliq.com. All ratings affected by this rating action can be found on S&P Global Ratings' public website at www.standardandpoors.com. Use the Ratings search box located in the left column.

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CITY OF EL MONTE

PUBLIC WORKS DEPARTMENT

CITY COUNCIL AGENDA REPORT
CITY COUNCIL MEETING OF MARCH 15, 2022
March 7, 2022
The Honorable Mayor and City Council
City of El Monte
11333 Valley Boulevard
El Monte, CA 91731
Dear Mayor and City Council:

ADOPT A RESOLUTION DESIGNATING THURSDAY, APRIL 21, 2022 AS THE 2022

COMMEMORATION OF ARBOR DAY IN THE CITY OF EL MONTE
IT IS RECOMMENDED THAT THE CITY COUNCIL:

1. Adopt a resolution approving the commemoration of Arbor Day.

PROJECT BACKGROUND/JUSTIFICATION OF RECOMMENDED ACTION
The City of El Monte (the "City") has been designated a Tree City USA community since 2012. The Tree City USA Program (the "Program") is sponsored by the Arbor Day Foundation in cooperation with the USDA Forest Service and the National Association of State Foresters. California Department of Forestry and Fire Protection (CAL FIRE) reviews and approves Tree City USA applications for municipalities in California. The Program provides direction, technical assistance, public attention, and national recognition for urban and community forestry programs in cities across America.

MAINTENANCE OF TREE CITY USA DESIGNATION
To qualify and maintain designation as a Tree City USA community, the City must meet four (4) standards established by the Arbor Day Foundation and the National Association of State Foresters. The four (4) standards are:

1. Form a Tree Board or Department: The Public Works Department (the "Department") manages the urban forest, maintains 7,000 City-owned trees and oversees the work performed by tree contractors. The Economic Development Department administers the City's Tree Protection and Preservation Ordinance.

Additionally, the Planning Commission reviews development projects to ensure conformity with the City's Tree Protection and Preservation Ordinance as well as the Urban Forest Management Plan.

12.3 12.4

12.5 12.6

12.7 13.1

14.1 ATTACHMENT 1

RAFTELIS PROPOSAL

Sewer Rate Study
PROPOSAL / SEPTEMBER 10, 2021
El Monte
City of

Table of
Contents
01 Cover Letter

02 Executive Summary

07 Approach to the Project

14 Experience

46 Qualifications

48 References

49 Project Schedule

50 Copy of a Rate Study

Raftelis is registered with
the U.S. Securities and
Exchange Commission
(SEC) and the Municipal
Securities Rulemaking
Board (MSRB) as a
Municipal Advisor.

Registration as a Municipal Advisor is a
requirement under the Dodd-Frank Wall
Street Reform and Consumer Protection Act.

All firms that provide financial forecasts that
include assumptions about the size, timing,
and terms for possible future debt issues, as
well as debt issuance support services for
specific proposed bond issues, including
bond feasibility studies and coverage
forecasts, must be registered with the SEC
and MSRB to legally provide financial
opinions and advice. Raftelis’ registration as
a Municipal Advisor means our clients can be
confident that Raftelis is fully qualified and
capable of providing financial advice related
to all aspects of financial planning in
compliance with the applicable regulations of
the SEC and the MSRB.

Diversity and inclusion
are an integral part of
Raftelis’ core values.

We are committed to doing our part to fight
prejudice, racism, and discrimination by
becoming more informed, disengaging with
business partners that do not share this
commitment, and encouraging our employees
to use their skills to work toward a more just
society that has no barriers to opportunity.

RAFTELIS 1

445 S. Figueroa Street, Suite 1925, Los Angeles, CA 90071

www.raftelis.com
September 10, 2021

Mr. George Cambero
City of El Monte Public Works
11333 Valley Boulevard
El Monte, CA 91731

Subject: Proposal for Sewer Rate Study

Dear Mr. Cambero:

Raftelis is excited to submit this proposal to provide financial planning and rate-setting services for the City of El Monte (City). We are experts in developing cost-based rates which meet Proposition 218 requirements. Our firm has conducted hundreds of successful rate studies in California. In 2019, we successfully completed the City's water rate study.

Steve Gagnon, PE (AZ), who led the City's 2019 water rate study, will serve as our Project Director. He is a registered professional engineer with over 20 years of utility financial consulting experience and a Registered Municipal Advisor Representative. Steve has successfully completed rate studies for dozens of California municipal utilities.

John Wright, CPA, will serve as our Project Manager. John has over 25 years of utility industry experience and most recently served as the lead consultant for the City of San Diego's wastewater cost-of-service study completed by Raftelis.

John is also a Registered Municipal Advisor Representative and is a contributing author to the Water Environment Federation publication, Manual of Practice, No. 27, Financing and Charges for Wastewater Systems.

Rounding out the Raftelis team is Seth Garrison who will lead our review of the City's asset management program to assess your repair and replacement capital requirements. Seth has more than 25 years of industry experience with expertise that includes utility asset management, capital improvement program planning, and operational assessments. He is a member of the American Water Works Association (AWWA) Benchmarking Advisory Committee and is a contributing author of the bi-annual AWWA publication, Benchmarking Performance Indicators for Water and Wastewater Utilities.

Our proposal also includes requested modifications to the City's Professional Service Agreement that we request the City to consider. If you have any questions, please contact us using the contact information below.

Sincerely,

Steve Gagnon, PE (AZ)
Senior Manager
Office: 213.262.9308 / Mobile: 714.351.2013
Email: [email protected]
445 S. Figueroa Street, Suite 1925
Los Angeles, CA 90071

John Wright, CPA
Senior Manager
Office: 951.395.1674 / Mobile: 303.909.5575
Email: [email protected]
24640 Jefferson Avenue, Suite 207
Murrieta, CA 92562

COVER LETTER
RAFTELIS 2

WHO IS
Raftelis

HELPING LOCAL

GOVERNMENTS AND

UTILITIES THRIVE

Local government and utility leaders partner with Raftelis to transform their organizations by enhancing performance, planning for the future, identifying top talent, improving their financial condition, and telling their story. We’ve helped more than 600 organizations in the last year alone. We provide trusted advice, and our experts include former municipal and utility leaders with decades of hands-on experience running successful organizations. People who lead local governments and utilities are innovators—constantly seeking ways to provide better service to the communities that rely on them. Raftelis provides management consulting expertise and insights that help bring about the change that our clients seek.

+ VISIT RAFTELIS.COM TO LEAR N MORE

EXECUTIVE SUMMARY
RAFTELIS 3

Statement affirming the firm’s ability and willingness to execute the City’s Professional Services Agreement (Attachment A). Identify any conditions or terms of the Agreement with which the firm does not agree, including terms which the firm wishes to negotiate.

Provide any proposed substitute language.

We request that the City consider making the following modifications, shown in red below, to the Professional Services Agreement. Please contact us if you have any questions or concerns about these modifications.

1.5 ACCOUNTING RECORDS:

CONSULTANT will maintain complete and accurate records with respect to all matters covered under this Agreement for a period of three (3) years after the expiration or termination of this Agreement. CITY will have the right to access and examine such records, without charge, during normal business hours. CITY will further have the right to audit such records, to make transcripts therefrom and to inspect all program data, documents, proceedings, and activities during normal business hours.

Explanation: Self-explanatory

2.4 STANDARD OF CARE; PERFORMANCE OF EMPLOYEES:

B. CONSULTANT will perform all Work skillfully, competently and to the highest standards of CONSULTANT’s profession at the time and the place the Work is performed.

Explanation: States the proper standard of care.

G. All of CONSULTANT’s employees and agents (including, but not limited to, subcontractors and subconsultants) possess all licenses, permits, certificates, qualifications and approvals of whatever nature that are legally required to perform the tasks and services contemplated under this Agreement and all such licenses, permits, certificates, qualifications and approvals will be maintained throughout the term of this Agreement and made available to CITY for copying and inspection.

The Parties acknowledge and agree that CONSULTANT will perform, at CONSULTANT’s own cost and expense and without any reimbursement from CITY, any services necessary to correct any errors or omissions caused by CONSULTANT’s failure to comply with the standard of care set forth under this Section or by any like failure on the part of CONSULTANT’s employees, agents, contractors, subcontractors and subconsultants. Such effort by CONSULTANT to correct any errors or omissions will be commenced immediately upon their discovery by either Party and will be completed within seven (7) calendars days from the date of written notice to CONSULTANT after discovery or such other extended period of time authorized by the CITY Representative

Explanation: Provides that we have notice of any correction that is needed.

IV. INDEMNIFICATION

4.1 The Parties agree that CITY and CITY’s elected and appointed officials, officers, employees, agents and volunteers (hereinafter, the “CITY Indemnitees”) should, to the fullest extent permitted by law, be protected from any and all loss, injury, damage, claim, lawsuit, cost, expense, attorneys’ fees, litigation costs, or any other cost arising out of or in any way related to the caused by the failure to perform or negligent performance of this Agreement the Work. Accordingly, the provisions of this indemnity provision are intended by the Parties to be interpreted and construed to provide the CITY Indemnitees with the fullest protection possible under the law. CONSULTANT acknowledges that CITY would not enter into this Agreement in the absence of CONSULTANT’s commitment to indemnify, defend and protect CITY as set forth herein.

RAFTELIS 4

Explanation: The changes to 4.1 make the indemnity insurable. Together with 4.3, it gives a full indemnification for our breach of professional performance and our negligence.

4.2 WORK OF CONSULTANT’S DESIGN PROFESSIONALS SERVICES: The duty to indemnify, defend and hold harmless as set forth under this subsection shall apply to the negligence, recklessness or willful misconduct of any individual who qualifies as a “design professional” within the meaning of subsection (c)(2) of Section 2782.8 of the California Civil Code in so far as such negligence, recklessness or willful misconduct occurs in the performance, work or activities that must be performed by a “design professional.” Subject to the limitation of the preceding sentence, to the fullest extent permitted by law, CONSULTANT shall immediately defend and indemnify and hold harmless the City Indemnities, defined above, from and against any and all liability, loss, damage, expense, cost (including without limitation reasonable attorneys’ fees, expert fees and all other costs and fees of litigation) of every nature arising out of the negligence, recklessness, or willful misconduct of CONSULTANT or any of CONSULTANT’s officers, employees, servants, agents, contractors, subcontractors or authorized volunteers or any other person or entity involved by, for, or with or on behalf of CONSULTANT in the performance of design professional services under this Agreement. The Parties understand and agree that the duty of CONSULTANT to indemnify, defend and hold harmless pursuant to this subsection includes the duty to defend as set forth in Section 2778 of the California Civil Code. CONTRACTOR’s obligation to indemnify applies unless it is finally adjudicated that the liability was caused by the sole active negligence or sole willful misconduct of an indemnified party. If it is finally adjudicated that liability is caused by the comparative active negligence or willful misconduct of an indemnified party, then CONSULTANT’s indemnification obligation shall be reduced in proportion to the established comparative liability.

Explanation: We are not a design professional and are not performing design services, so 4.2 is inapplicable.

4.3 WORK OF ALL OTHER PERSONS/NON-DESIGN PROFESSIONALS: Except as otherwise provided under Section 4.2 of this Article, above, to the fullest extent permitted by law, CONSULTANT shall indemnify, defend and hold harmless the CITY Indemnitees from and against all third-party liability, loss, damage, expense, cost (including without limitation reasonable attorneys’ fees, expert fees and all other costs and fees of litigation) of every nature to the extent caused by CONSULTANT’s negligent performance under this Agreement, including but not limited to the negligent acts, errors or omissions, gross negligence or willful misconduct of CONSULTANT or CONSULTANT’s officers, employees, agents, servants, contractors, subcontractors or subconsultants or the failure of the same to comply with any of the duties, obligations or standards of care set forth herein. The duty to indemnify, defend and hold harmless under this subsection shall not encompass a duty to indemnity, defend or hold harmless for liability, loss, suit, damage, expense, or cost caused by the negligence or willful misconduct of any or all of the City Indemnitees. The duty to indemnify, defend and hold harmless as set forth under this subsection is intended to encompass liabilities, losses, damages, expense and costs not otherwise

Explanation: See explanation for 4.1.

4.8 As to the duties to indemnify under Sections 4.1 and 4.2 of this Article, above, the duties to indemnify, defend and hold harmless as set forth under this Section, shall survive the early termination or normal expiration of this Agreement for a period of three (3) years and shall be in addition to any other rights or remedies which the CITY may have at law or in equity.

Explanation: Self-explanatory

RAFTELIS 5

V. TERMINATION

5.1 TERMINATION WITHOUT CAUSE: CITY may immediately terminate this Agreement at any time for convenience and without cause by giving prior written notice of CITY’s intent to terminate this Agreement which notice shall specify the effective date of such termination. Upon such termination for convenience, CONSULTANT will be compensated only for those services and tasks which have been performed by CONSULTANT up to the effective date of the termination. CONSULTANT may not terminate this Agreement except for cause as provided under Section 5.2, below. If this Agreement is terminated as provided herein, CITY may require CONSULTANT to provide all finished or unfinished Documents and Data, as defined in section 6.1 below, and other information of any kind prepared by CONSULTANT in connection with the performance of the Work. CONSULTANT will be required to provide such Documents and Data within fifteen (15) calendar days of CITY’s written request upon payment of all sums due to CONSULTANT as provided herein above. No actual or asserted breach of this Agreement on the part of CITY pursuant to Section 5.2, below, will operate to prohibit or otherwise restrict CITY’s ability to terminate this Agreement for convenience as provided under this Section.

Explanation: Self-explanatory

5.2 EVENTS OF DEFAULT; BREACH OF AGREEMENT
F(iv). The CITY may exercise any other available and lawful right or remedy. CONSULTANT will be liable for all legal fees plus other costs and expenses that CITY incurs upon a breach of this Agreement or in the CITY’s exercise of its remedies under this Agreement. The prevailing party in any litigation under or pursuant to this Agreement shall be entitled to recover reasonable attorney’s fees incurred.

Explanation: Self-explanatory

G. Except as provided in Section 6.1 below, In the event CITY is in breach of this Agreement, CONSULTANT’s sole remedy will be the suspension or termination of this Agreement and/or the recovery of any unpaid sums lawfully owed to CONSULTANT under this Agreement for completed services and tasks.

Explanation: Self-explanatory

VI. MISCELLANEOUS PROVISIONS

6.1 DOCUMENTS & DATA; LICENSING OF INTELLECTUAL PROPERTY: All Documents and Data will be and remain the property of CITY without restriction or limitation upon their use or dissemination by CITY. For purposes of this Agreement, the term “Documents and Data” means and includes all reports, analyses, correspondence, plans, designs, notes, summaries, strategies, charts, schedules, spreadsheets, calculations, lists, data compilations, documents or other materials developed and/or assembled by or on behalf of CONSULTANT in the performance of this Agreement and fixed in any tangible medium of expression, including but not limited to Documents and Data stored digitally, magnetically and/or electronically. This Agreement creates, at no cost to CITY, a perpetual license for CITY to copy, use, reuse, disseminate and/or retain any and all copyrights, designs, and other intellectual property embodied in all Documents and Data. CONSULTANT will require all subcontractors and subconsultants working on behalf of CONSULTANT in the performance of this Agreement to agree in writing that CITY will be granted the same right to copy, use, reuse, disseminate and retain Documents and Data prepared or assembled by any subcontractor or subconsultant as applies to Documents and Data prepared by CONSULTANT in the performance of this Agreement.

Any use by the CITY of the Documents and Data, other than as contemplated in this Agreement, or modification of the Documents and Data, shall be at the sole risk of CITY, and CITY shall indemnify, defend and hold CONSULTANT harmless from all liabilities, loss, damage, expense, costs, including reasonable attorney’s fees and expert witness fees, from litigation arising from such use or modification.

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Explanation: This makes it clear that Raftelis will not be responsible for any use of our work other than for the purposes for which it is provided.

6.2 CONFIDENTIALITY: Subject to the California Public Record Act or any other public record statute or regulation, or as required by law, all data, documents, discussion, or other information developed or received by CONSULTANT or provided for performance of this Agreement are deemed confidential and will not be disclosed by CONSULTANT without prior written consent by CITY. CITY will grant such consent of disclosure as legally required. Upon request, all CITY data will be returned to CITY upon the termination or expiration of this Agreement. CONSULTANT will not use CITY’s name or insignia, photographs, or any publicity pertaining to the Work in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of CITY.

Explanation: This is to clarify that we are not in violation if we are required to produce documents pursuant to court order or by law.

Legal Issues – Provide details of any past or pending litigation, or claims filed, against your firm, principals of the firm, or each of your key consultants, related to services performed for public agencies, or in actions that may affect its performance under a contract with the City.

Raftelis has been joined as a third-party defendant in a lawsuit filed by local developers against the Town of Fuquay- Varina, North Carolina. The subject of this currently pending litigation is development impact fees assessed by the Town and developed by Raftelis. This is the only legal case in which Raftelis has been joined as a party in the history of our firm. Raftelis intends to vigorously defend the allegations and claim.

Disclosures - Provide information on whether your firm or any principal of the firm has been, or currently is, the subject of any investigation by the County, State, and/or Federal agencies within the past five years. If so, identify the agency, contact person, the nature of the investigation, and any determination over the outcome of said investigation.

Failure to provide the information may result in disqualification.

Raftelis or any principal of the firm has not been, nor currently is, the subject of any investigation by the County, State, and/or Federal agencies within the past five years.

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Project Understanding
The City of El Monte (City) Public Works Department owns and operates a sewer collection system located within District 15 of the Los Angeles County Sanitation Districts (LACSD) service area. The system consists of 130 miles of sewer mains and seven lift stations and serves approximately 115,000 people. The City is a member of the regional and interconnected Joint Outfall System (JOS) that includes the main Joint Water Pollution Control Plant in Carson and six satellite water reclamation plants. Wastewater generated within the City is conveyed to the JOS satellite Whittier Narrows Water Reclamation plant for treatment.

The City levies an annual sewer service charge on each real property connected to the sewer collection system. The annual sewer service charge is patterned after the methodology used by the LASCD to assess the hydraulic flows and strength characteristics of different land use types. The City seeks a qualified consultant to conduct a sewer rate study that includes the following primary components:
• The development of a comprehensive 10-year financial plan • A five-year projection of Proposition 218 compliant sewer rates • The analysis of potential alternative rate sewer structures • An analysis/update of the City's sewer connection fees • An assessment of the City's sewer customer fee structure with recommendations for the implementation of potential additional charges

Project Approach
We have developed the following proposed scope services based on our extensive experience in completing wastewater rate studies for other utilities while taking into account the considerations identified by the City in its Request for Proposals (RFP). Our approach has been tailored to address the specific objectives and concerns identified in the RFP while maintaining those elements that we believe are essential for a successful project. We have used a similar project approach on many of our rate study projects for utilities throughout California and the U.S.

Task 1: Project Initiation and Management
A productive kick-off meeting is the most effective way to begin a rate study. Prior to the meeting, we will prepare an agenda that will seek to achieve the following goals:
• Introducing our project team
• Establishing goals and objectives
• Finalizing work plan and schedule
• Discussing pricing objectives including, equity, affordability, and revenue stability • Discussing the data request and any additional data requirements • Determining the requirements of the financial models that Raftelis will create for the project

To successfully complete the sewer rate study, Raftelis will be in frequent communication with City staff throughout the entire duration of the project. As specified in the RFP, this will include a weekly virtual project update meeting with City staff. Our efforts to maintain continuous communication will provide for consistent and competent project management to ensure that all deadlines and objectives are met in a timely and efficient manner.

APPROACH TO THE PROJECT
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MEETINGS:
• One one-site or virtual kick-off meeting with City staff • Weekly virtual project updated meetings with City staff

DELIVERABLES:
• Kick-off meeting agenda, presentation materials, and meeting minutes

Task 2: Information Review
Prior to the kick-off meeting, we will prepare a detailed data request. If possible, we will review any data provided by the City and prepare questions to be asked at the kick-off meeting. After the kick-off meeting, we will continue to review all information as we receive them and discuss any questions with City staff. Our review will include but not be limited to the following information:
• The sewer service charge assessment schedule for FY 2021-2022 and calculation methodology documentation • Existing connection fee schedule and calculation methodology documentation • The FY 2021-2022 Sewer Fund Budget
• The 2018 Wastewater Collection System Management Plan • The sewer system five-year capital improvement plan (CIP) • City financial reserve and debt management policies
• Bond covenants and other contractual requirements related to the operation so the sewer system • Existing sewer-related customer service fees (miscellaneous fees)

MEETINGS:
• None

DELIVERABLES:
• Data request and review of all information provided by the City

Task 3: Financial Planning and Revenue Requirement Projection The financial planning process will allow the City to identify a capital funding strategy over the 10-year financial planning horizon. The capital financing strategy will accomplish the following:
• Ensures financial sufficiency to meet operating and capital costs as well as prudent reserves • Complies with the City's cash reserve policies and target debt service coverage objectives • Fairly distributes Sewer Fund cost recovery responsibility between current and future customers • Results in an appropriate capital structure so that the City can attract additional external debt financing as required

The specific tasks that will be completed by Raftelis as part of the Task 3 financial planning process are described below.

Task 3.1: Determination of Sewer Enterprise Fund Direct Costs Raftelis will analyze utility billing costs and other joint and common costs shared with other City entities. The purpose of this review will be to identify those costs that are appropriate to include in the Sewer Fund revenue requirement and appropriately recoverable from the charges paid by sewer service customers.

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Task 3.2: Projection of Revenues and Costs
• Projection of revenues under existing annual sewer service charge assessments based projected customer account growth by land use type
• Projection of capacity fee receipts under both existing and proposed capacity fees • Projection of O&M and CIP expenditures using the appropriate inflationary assumptions • Development and recommendations regarding the appropriate cash reserve and debt service coverage targets • Determination of the funding gap between projected revenues under existing sewer service charges and projected costs

Task 3.3: Analysis of Repair and Replacement CIP Funding As part of the financial planning process, Raftelis will review the City's projected capital improvement expenditures. This will include a review of the City's asset management plan to understand the age and condition of the City's sewer infrastructure. The result of this review will be determination of whether the City is accumulating adequate funds for its repair and replacement capital needs. This analysis will be conducted by our capital improvement plan subject matter expert, Seth Garrison, and our Project Director, Steve Gagnon, PE (AZ).

Task 3.4: Determination of the Optional Capital Funding Strategy During this part of the financial planning process, Raftelis will work with City staff to identify a capital funding strategy that consists of the appropriate combination of increased sewer service charges, capacity fees, and external debt financing.

Task 3.5: Development of a User-Friendly Financial Planning Model Raftelis rate models consist of three modules: financial planning, cost-of-service allocations, and service charge design.

The model developed by Raftelis will include an easy-to-use financial planning model with variable input assumptions and scenario planning capabilities.

Task 3.6: Revenue Requirement Forecasting
The outcome of the financial planning process will provide a forecast of the revenue requirement from rates, with associated cash reserve balances and achieved debt service coverage, for the five-year period FY 2022-2023 through FY 2030-2031.

PLANNED MEETINGS:
• Weekly virtual project updated meetings with City staff

DELIVERABLES:
• 10-year financial planning model and revenue requirement projection for FY 2022-2023 through FY 2030-2031

Task 4: Benchmarking to Comparable Utilities
As specified in the City's RFP, Raftelis will provide a comparison of current sewer system costs (operations, capital improvements, bonded debt) against appropriate industry benchmarks, for up to five comparable municipal entities in Southern California. This effort will be led by our capital improvement subject matter expert, Seth Garrison, who is a member of the AWWA Benchmarking Advisory Committee and is a contributing author of the bi-annual AWWA publication, Benchmarking Performance Indicators for Water and Wastewater Utilities.

PLANNED MEETINGS:
• Weekly virtual project updated meetings with City staff RAFTELIS 10

DELIVERABLES:
• Benchmarking comparison for up to five comparable municipal entities

Task 5: Cost Recovery Methodology
The City's annual sewer service charge assessments are patterned after a methodology used by LACSD to assess the hydraulic flows and strength characteristics of different land use types. The use of this methodology is required by City Ordinance 3.01.020 - Calculation of sewer service charge - Changes in use classification. The specific tasks that will be completed by Raftelis as part of Task 5 will include the following:

Task 5.1: Review of the Existing Sewer Service Charge Assessment Methodology Raftelis will review the City's FY 2021 - FY 2022 sewer service charges for each land use type to determine whether the service charge appropriately reflects differentials in hydraulic flows and strength loadings of different customer classes.

Raftelis will review whether the City's current sewer service charge methodology is fully compliant with Proposition 218.

This assessment will be made in consultation with the City's legal counsel.

Task 5.2: Annual Inflationary Increases for Annual Sewer Service Charge Assessments City Ordinance 3.01.020 - Calculation of sewer service charge - Changes in use classification allows annual sewer service charges to be increased by an amount equal to the lesser of 4% or the percentage change in the Consumer Price Index for all items for the Los Angeles-Riverside-Orange County area during the preceding year. Raftelis will assess whether this approach remains appropriate and, in consultation with the City's legal counsel, determine if it remains fully compliant with Proposition 218.

Task 5.3: Cost of Service - Conceptual Identification of Alternative Rate Structures Raftelis will review alternative rate structures to recover Sewer Fund collection system costs and the wholesale treatment services provided by the LACSD. Our review will focus on identifying alternative sewer rate structures that meet the following requirements:
• Capable of full compliance with Proposition 218 as measured by whether the alternative rate structure results in rates that are proportional to the costs that different customer types impose on the City's sewer system • Capable of being billed by the City's current utility billing/customer information system

Optional Task 5.4: Full Cost-of-service Study for Alternative Rate Structures In order to calculate projected rates (i.e., monthly fixed charges and commodity usage charges) for the alternative rate structures identified in Task 5.3, it may be necessary for Raftelis to complete a traditional cost-of-service study. The cost- of-service study will allocate costs to different types of customers based on their specific hydraulic flow and strength loading characteristics.

At the option of the City, Raftelis will conduct a cost-of-service study using the industry standard principles identified in the Water Environment Federation publication, Manual of Practice, No. 27, Financing and Charges for Wastewater Systems.

The outcome of the optional cost-of-service study will be the identification of customer classed revenue requirements and proposed rates for the alternative rate structures considered.

PLANNED MEETINGS:
• Weekly virtual project updated meetings with City staff

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DELIVERA BLES:
• Review of the City's existing sewer service charge methodology • Conceptual identification of alternative sewer rate structures • Optional traditional sewer cost-of-service study that results in proposed rates under up to two alternative rate structures

Task 6: Proposed Sewer Service Charges and Rates Under Alternative Structures
Based on the outcome of Task 3 (Financial Planning) and Task 5 (Cost Recovery Methodology), Raftelis will develop proposed Proposition 218 compliant annual sewer service charges and, at the option of the City, alternative sewer rates for the period FY 2022 - 2023 through FY 2026 - 2027.

PLANNED MEETINGS:
• Weekly virtual project updated meetings with City staff

DELIVERABLES:
• Projected annual sewer service charges for the period FY 2022 - 2023 through FY 2026 - 2027 • Projected Proposition 218 compliant sewer rates under the alternative rate structure(s) specified by the City for the period FY 2022 - 2023 through FY 2026 – 2027

Task 7: Evaluation of the City's Connection Fees
The City's current connection fees are shown below:

Land Use Amount Assessment Basis
Single Family Residence $1,550.00 Each
Multi-Family Residence $1,407.00 Each
Non Residential
Commercial $425.00 Per 1,000 Sq. Ft.

Office $425.00 Per 1,000 Sq. Ft.

Industrial $708.00 Per 1,000 Sq. Ft.

Car Wash $954.00 Per Stall
Laundromat $1,018.00 Per Washer
Auto Repair $463.00 Per 1,000 Sq. Ft.

Restaurant - Fixed Seat $232.00 Per Seat
Restaurant - Take Out $1,388.00 Per 1,000 Sq. Ft.

As part of Task 7, Raftelis will review the buy-in methodology used by the City to calculate the above connection fees.

We will determine if the buy-in methodology remains appropriate given the City's projected mix of repair and replacement versus growth-related capital improvement projects. Raftelis will update the City's current connection fees using the appropriate industry standard methodology (buy-in, incremental, hybrid). The capacity fees calculated by Raftelis will be in full compliance with AB 1600 and State of California Government Code Sections 6600 - 66023.

PLANNED MEETINGS:
• Weekly virtual project updated meetings with City staff

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DELIVERABLES:
• Updated connection fees that are fully compliant with the requirements of with AB 1600 and State of California Government Code Sections 6600 - 66023

Task 8: Customer Service/Billing Fees and Other Miscellaneous Fees As specified in the City's RFP, Raftelis will assess the existing Sewer Fund customer service fee structure and identify the potential for the implementation of new miscellaneous fees. For both existing fees and any newly identified fees, Raftelis will calculate the cost basis for each fee and the resulting proposed charges.

PLANNED MEETIN GS:
• Weekly virtual project update meetings with City staff

DELIVERABLES:
• Updated connection fees that are fully compliant with the requirements of with AB 1600 and State of California Government Code Sections 6600 - 66023

Task 9: Financial Model
Raftelis creates user-friendly financial/rate models in a Microsoft Excel format. We do not create one-size-fits-all models that may be overly complex or too simplistic for the needs of our clients. Instead, each model we develop is tailored to the unique requirements and specifications of each client. Our models feature variable user inputs that allow for virtually unlimited scenario planning.

At the start of the project, Raftelis will consult with City staff do determine if it is appropriate to modify the City's existing sewer financial models or create entirely new models. Throughout the project, staff will have the opportunity to comment on the financial models being developed by Raftelis. Our proposed consulting fee includes four hours of on-site model training for staff.

PLANNED MEETINGS:
• Weekly virtual project updated meetings with City staff

DELIVERABLES:
• User-friendly Microsoft Excel financial model designed to staff specifications

Task 10: Reports and Presentations
Raftelis will prepare a report for review by City staff that complies with the specifications contained in RFP item #30a - 30q (RFP page 5). Our proposed consulting fee includes the following on-site meetings and presentations as specified in items 25 - 27 on page 4 of the RFP:
• Two meetings with the City Council at a Council Meeting to present the study result if needed and obtain their input
• Coordination of two community meetings to discuss proposed sewer rates (we will be prepared to present the study to the residents in a public format)
• Attend up to two public hearings on the proposed sewer rates.

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PLANNED MEETINGS:

On-site meetings and presentations as specified in items 25 - 27 on page 4 of the RFP

DELIVERABLES:
• Reports and presentations as specified in RFP

Raftelis will develop a customized financial model for the City that incorporates a dashboard to allow you to easily run scenarios and see the impacts in real time.

Shown below is a sample dashboard that we developed for another project.

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Experience

RAFTELIS HAS THE MOST EXPERIENCED PUBLIC UTILITY FINANCIAL AND MANAGEMENT CONSULTING PRACTICE IN THE NATION.

Our staff has assisted more than 1,200 public agencies and utilities across the U.S., including some of the largest and most complex agencies in the nation. In the past year alone, Raftelis worked on more than 1,000 financial/organizational/technology consulting projects for over 600 agencies in 46 states, the District of Columbia, and Canada.

EXPERIENCE
Raftelis has provided financial/
organizational/technology assistance to
utilities serving more than

25 %

of the U.S.
population

THIS MAP AND THE MATRIX ON

THE FOLLOWING PAGES SHOW

SOME OF THE UTILITY CLIENTS
THAT WE HAVE ASSISTED.

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Below, we have provided descriptions of projects that our project team have worked on that are similar in scope to the City’s project.

City of San Diego CA
The City of San Diego (City) provides water and wastewater service to approximately 1.4 million people in San Diego County. In 2017, the City retained the services of Raftelis to conduct a comprehensive rate study for its water, wastewater, and recycled water operations. The services provided by Raftelis included:
• Assisting the City in the development of water and wastewater financial planning models • The creation of new water and wastewater cost-of-service and rate design models that included the allocation of Pure Water program and recycled water costs
• The development of proposed Proposition 218 compliant water, wastewater, and recycled water rates for the period of FY2021-22 through FY 2024-25
• Public presentations to the City’s Independent Rate Oversight Committee • Coordination with the City's public outreach team

The City's wastewater utility system consists of two sub-systems: Municipal and Metropolitan. The Municipal sub-system is a sewage collection system for retail customers served within the City's jurisdictional boundaries. It consists of the piping and pumping systems required for the collection and conveyance of the wastewater generated in the City's municipal service area. The sewage collected by the Municipal sub-system is ultimately discharged into the Metropolitan sub-system.

The Metropolitan sub-system is a regional sewage treatment and disposal system that operates under the auspices of the Metro Wastewater Joint Powers Authority (San Diego Metro). San Diego Metro serves the City and 12 participating agencies that consist of other municipalities and wastewater districts in the County of San Diego. The City, as operator of the regional metropolitan wastewater system, is the holder of two National Pollutant Discharge Elimination System (NPDES) permits. One NPDES permit is associated with the discharge of sewage from the Point Loma Wastewater Treatment Plant, which includes flows received from the City's North City Water Reclamation Plant. The City also holds an NPDES permit for wastewater discharges from its South Bay Water Reclamation Plant.

The distinct services performed by Raftelis as part of the wastewater rate study included:
• The inclusion of Pure Water capital improvement expenditure and operating costs to be included in the water and wastewater financial planning models
• An analysis of the methodology used to allocate operating and capital costs between the City and the participating agencies in the Metro Wastewater Joint Powers Authority (San Diego Metro) • The development of a comprehensive mass balance analysis that reconciled the wastewater flow and strength loadings contributed by City wastewater customers to the influent and strength loadings recorded at the Point Loma, North City, and South Bay treatment facilities
• The identification of wastewater costs appropriately allocable to recycled water service such as tertiarily treatment costs
• The development of Proposition 218 compliant wastewater and recycled water rates for the period based on the proportionate contribution of volumes and strength loadings for the following customer classes: residential, multi- family residential, commercial and industrial, the United States Navy, trucked waste, and stormwater transportation
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Trabuco Canyon Water District CA
Raftelis completed a water, wastewater, and recycled water rate study for Trabuco Canyon Water District (District).

Raftelis revised the District’s tier rate structure from an eight-tiered rate structure to a four-tiered rate structure that is based on the cost to serve water in those tiers. Raftelis also developed drought rates to recover lost revenue from reduced sales. The wastewater rates had not been updated since the mid-1990s. Therefore, a significant revenue adjustment was needed to align rates with true costs. Raftelis worked with District staff to minimize both water and wastewater rate impacts by funding consistent levels of capital infrastructure. Raftelis conducted a water, wastewater, and recycled water rate study for the second time. This engagement maintained the rate structures of the prior Raftelis rate study but included updated capital expenses and water and wastewater use characteristics. The recycled water rate study included a revised rate structure that better reflected the way each customer class causes costs on the recycled water system. The study’s public hearing occurred in mid-December 2020.

City of El Monte CA
In 2019, the City of El Monte (City) engaged Raftelis to perform a water rate study. The City had a few goals for the study which included:

1. Performing a Cost Allocation Plan to properly allocate City’s central services to the water utility,

2. Planning for an increase in capital spending,

3. Repaying the general fund for a prior loan,

4. Meet debt coverage requirements.

Raftelis included these goals in a financial plan and created a tiered rate structure. Raftelis presented the financial plan and rates at a City Council meeting at which the Council directed staff to proceed with a public hearing. Raftelis prepared a public hearing notice. At the public hearing the City Council voted to implement the rates.

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Project Team

WE HAVE EXPERIENCE WORKING WITH THE CITY AND COMPLETED
THE 2019 WATER RATE STUDY.

Our team includes senior-level professionals to provide experienced project leadership with support from talented consultant staff. This close-knit group has frequently collaborated on similar successful projects, providing the City with confidence in our capabilities.

Here, we have included an organizational chart showing the structure of our project team. On the following pages, we have included resumes for each of our team members as well as a description of their role on the project.

CAPTIAL IMPROVEMENT PLAN

SUBJECT MATTER EXPERT
Seth Garrison

CITY OF

EL MONTE

STAFF CONSULTANTS
Charles Diamond
Arisha Ashraf

PROJECT DIRECTOR
Steve Gagnon, PE (AZ)

PROJECT MANAGER
John Wright, CPA
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Steve Gagnon PE (AZ)

PROJECT DIRECTOR
Senior Manager

ROLE
Steve will be responsible for overall project accountability and will be available to provide quality assurance and control, industry perspective, and insights into the project.

PROFILE
Steve has 20 years of experience in financial analysis and environmental engineering. His broad range of experience includes water and wastewater rate studies, capacity fees, and utility valuations. Steve has also performed strategic financial analysis of water sourcing alternatives and costing of ground water remediation alternatives, asset inventory and condition assessments, utility performance metrics, and earned value analysis. He has also managed the construction and installation of water treatment equipment and overseen Superfund remediation for the U.S. Army.

KEY PROJECT EXPERIENCE
Trabuco Canyon Water District (CA)
Steve helped the Trabuco Canyon Water District (District) establish water, wastewater and recycled water rates. The Trabuco Canyon Water District’s revenue plummeted significantly during the recent drought. Steve helped the District established rates, including drought rates, that fully funded operations, capital expenses and reserves. The District previously had a 7-tier rate structure.

Steve helped the district establish a 4-tier rate structure in which the rates were based on the supply costs and peaking costs to serve water in each tier - as required by Proposition 218. The study started with a pricing objectives exercise so that the Board could communicate its most important rate setting goals. Steve presented financial plan options and rate study results and a public hearing.

City of Pomona (CA)
Steve is currently helping the City of Pomona (City) establish water, recycled water and wastewater rates. He is establishing defensible tiered rates based on the City’s multiple sources of water and use characteristics. He is also establishing pumping charges based on the costs associated with serving water to high elevation customers. The engagement includes working with rate committee members, Staff and council members to ascertain their rate setting goals. It also includes a 10-year financial plan and modeling rates under industry standard reserve targets.

City of Orange (CA)
Steve is helping the City of Orange (City) update its water rates and rate structure to ensure that rates are based on cost-of-service principles. The study includes a Specialties
• Utility cost-of-service & rate
structure studies
• Conservation rate studies
• Economic feasibility studies
• Capital budgeting studies
• Wastewater rate studies
• Capital recovery/capacity fee
studies
• Survey research of water &
wastewater utility characteristics &
rates
Professional History
• Raftelis: Senior Manager (2020-
present); Manager (2017-2019);
Senior Consultant (2014-2016)
• APTwater, Inc. (Now Ultura): project
manager (2011-2014)
• PBS&J (now ATKINS): project
manager - Utility Finance (2005-
2011)
• Earth Tech (now AECOM): Senior
project manager (2004-2005)
• Malcolm Pirnie, Inc. (now
ARCADIS): Consultant (2002-2003)
• National Parks Conservation
Association - Business Plan
Initiative: Business Plan Consultant
(2000)
• U.S. Army Corps of Engineers -
New England Division: project
manager (1995-1999)
• Geophex, Limited: Graduate
Research Assistant (1994)
Education
• Master of Business Administration -
University of Southern California
(2001)
• Master of Science in Environmental
Engineering - University of
Massachusetts (1995)
• Bachelor of Science in Civil
Engineering - University of
Massachusetts (1994)
Certifications
• Registered Professional
Environmental Engineer in Arizona
• Series 50 Municipal Advisor
Representative
Professional Memberships
• AWWA

RAFTELIS 22

financial plan to fully fund operational and capital expenses and reserves. Steve also helped the City establish wastewater rates for its sanitation enterprise. The rates were revised to reflect sewer whereas they were previously based on water use.

Channel Islands Beach Community Services District (CA)
Steve helped the Channel Islands Beach Community Services District (District) establish equitable water and wastewater rates. Particularly noteworthy in this study was a class of customers that required the District to reserve capacity in the water treatment plant for possible future growth. Steve explained the cost causation-based rate for this customer class at Board meetings and the Public Hearing. Steve also held special web-based workshops with this customer class to explain cost-of-service principles and the basis for the rates.

Running Springs Water District (CA)
Steve is assisting the Running Springs Water District (District) establish water and wastewater rates and evaluate the financial health of the Fire and Ambulance Department. The District is unique in that many residents are absentee owners of vacation homes. As such, the District is maintaining a higher than average level of fixed charges for both water and sewer to equitably distribute costs among full-time and part time residents. Steve also prepared a 10-year financial plan for the Fire and Ambulance Department showing its financial health under different property tax, other revenue and expenses assumptions, including fire engine replacement.

City of Redlands (CA)
Steve updated the City of Redland's (City) water and wastewater rates and development impact fees. The rate study process included workshops with the City’s Utility Advisory Committee in which he presented the basics of rate setting and the financial environment of the utilities. The interactive workshops solicited input from committee members and staff regarding revenue adjustments and rates.

Encina Wastewater Authority (CA)
Steve is helping the Encina Wastewater Authority (Authority) analyze the Net Present Value of three large capital investments: 1) their co-generation facility, 2) the heat dryer and 3) the fats, oils and greases (FOG) receiving facility that supports Encina’s co-digestion facility operation. For the co-gen facility, the analysis involves calculating the Net Present Value of electricity purchase costs with and without the co-gen facility. The heat dryer analysis involves calculating the equivalent annual cost of operating solely the centrifuge (with the associated disposal cost of sludge) versus operating the heat dryer and its reduced sludge disposal costs. Lastly, he is helping the Authority analyze its options for alternative digester fuels for co-digestion to enhance digester gas production - FOG versus beer waste - based on the tipping fees and associated maintenance costs of each.

Hi-Desert Water District (CA)
Steve is helping the Hi-Desert Water District (District) establish defensible and affordable water rates for a District with a high number of low-income residents. The study includes an update of their miscellaneous fees. The District has one main source of water, which limits the rate differentiation between tiers. The study includes an extensive outreach program to educate customers as to the need for rate adjustments.

City of Port Hueneme (CA)
The City of Port Hueneme (City) has some of the highest water rates in the area due to the amount of capital reinvestment needed to maintain the system. Steve is helping City Council and Staff assess the impacts of their decisions, including capital reinvestment, loan refinancing and fixed charge pricing on customer bills. The study included a rate workshop with City Council to show the Council the effects of their decisions.

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Mesa Water District (CA)
Mesa Water District (District) prides itself on the fact that it is no longer dependent on imported water. Steve helped the District revise their water and recycled water rates in a few months during a fast-paced rate study. The study included over 10 financial plan options for the Board to select from.

City of Lakewood (CA)
Steve helped the City of Lakewood (City) develop cost-of-service based tiered water rates. Of note, Steve recommended revising the current practice of providing free water for the first four units of water in single family first tier. To ease the impacts of this change, the City decided to transition the rates over a 5-year period. The study included a full five-year financial plan and a review and recommendations on reserve levels.

City of Shasta Lake (CA)
The City of Shasta Lake’s (City) water revenue dropped significantly during the recent drought - while their water costs increased due to emergency water purchases from expensive sources. In addition, the City’s infrastructure was over 80 years old which necessitated significant capital expenditures. Steve worked with City staff to develop a water financial plan that fully funded their capital program, reserves and operational expenses. The financial plan called for a 30% revenue increase in one year. Steve presented the basis for revenue adjustments and rate development at a well-attended public hearing at City Hall.

Santa Fe Irrigation District (CA)
Santa Fe Irrigation District (District) has one of the largest per capita water use rates in the State due to its large lots, many of which have orchards and other agriculture requiring irrigation. Steve worked with City Staff and Board members to establish water cost-of-service based rates which included a complete restructuring of their fixed charges so that the District could pass through their fixed wholesaler charges. The consumption rates were based on the peaking characteristics of each class. Steve presented at a contentious Public Hearing, in which that rates were adopted, to answer Board and the Public’s questions.

City of Encinitas (San Dieguito Water District, CA)
Steve helped the City of Encinitas (City) establish water rates that are based on cost-of-service principles. Cost-of-service based rates creates large bill impacts for the agricultural class. Steve worked with City staff and the Board rate setting committee to evaluate rates and explain rate setting basics to the committee and public in a Proposition 218 public hearing.

Sweetwater Authority (CA)
Steve is evaluated water rates, including drought rates, for the Sweetwater Authority in light of recent legal concerns over their current rate structure. The evaluation includes a cost-of-service study to clearly demonstrate the nexus between the rate for each single-family tier and the associated costs to serve that tier. The study started by soliciting input from Board members regarding their water pricing objectives so that rates could be designed accordingly. Steve concluded the study with presentations to the District Board of Directors and the Public.

Moulton Niguel Water District (CA)
Steve prepared water and wastewater capacity fees and miscellaneous fees in June of 2016. The water and wastewater capacity fees were calculated using the buy-in methodology and varied by meter size. The Moulton Niguel Water District (District) also decided to implement a water demand offset fee for new water connections based on the premise that the recycled water system offsets potable water use and benefits potable water users. Steve attended Board meetings to help staff explain the rationale and basis for the capacity fees.

RAFTELIS 24

Steve also helped calculate miscellaneous fees by interviewing staff to assess the time and effort involved with the fees, benefit burden rates and material charges to properly calculate over three dozen fees for the water and wastewater systems. The deliverable included an excel model with which the District could update the miscellaneous fees in the future.

Rainbow Municipal Water District (CA)
Steve created water conservation-based sewer rates to complement the Rainbow Municipal Water District’s (District) conservation-based water rate structure. These rates will be based on the actual water usage of each customer within the District. In addition, appropriate sewage strengths will be incorporated into the District’s sewer user rates.

County of San Diego (CA)
Steve prepared integrated financial models for a landmark study for the County of San Diego. The study will not only be updating the sewer user, capacity, and annexation fees for the nine dependent sewer districts but will also include the economic analysis of creating one “super sanitation district." Long-range financial plans will be prepared for all of the districts as well as the super district including 10 years of operational and capital costs.

Walnut Valley Water District (CA)
Steve performed the Walnut Valley Water District’s (District) first professional rate study which included updating the rate structure. Steve created a three-tier residential rate structure to help decrease discretionary consumption and ensure the District avoids or reduces water purchase surcharges from the Metropolitan Water District. He presented his findings to District staff and the District’s Board of Directors.

Fallbrook Public Utility District (CA)
With water shortages looming in Southern California, this progressive water and sewer district asked for help creating water conservation-based sewer rates to complement their conservation-based water structure. Steve created rates based on the actual water usage of each customer within the Fallbrook Public Utility District (District). In addition, appropriate sewage strengths were incorporated into the District’s sewer user rates.

Rowland Water District (CA)
Steve updated the Rowland Water District’s (District) water rates for the second time. The District had several concerns for the most recent study which included a large debt issue for a recycled water system as well as staff increases and wholesale water rate increases. The model helped the district size its debt issue by performing a rate sensitivity analysis to the size of the debt issue.

Olivenhain Municipal Water District (CA)
Steve created a drought rate model to help the Olivenhain Municipal Water District (District) develop a drought rate ordinance. The model calculated commodity rate adjustments for four drought stages. It allowed for customer voluntary cutbacks in consumption as well as cutbacks due to higher water prices using the price elasticity of water. The model will help ensure the District maintains adequate revenue in times of drought.

Steve helped the District update their wastewater rates and developed a customized model for its unique rate structure.

The District’s residential rates are a flat charge per Equivalent Dwelling Unit (EDU) and the commercial rate structure includes a service charge per EDU and a variable rate based on measured water consumption.

Steve also prepared valuation calculations for the system capacity required for update of water and wastewater connection and annexation fees for the District. The analysis showed that the District would benefit by changing capacity RAFTELIS 25

fee calculation methodologies from a growth method to a combined method, thereby imposing less restrictions on the use of capacity fee revenue.

Steve modeled the long-term cost of several different water sources for the District. Options included purchasing treated water, expanding their water treatment plant and purchasing untreated water from the Metropolitan Water District or partnering with other local agencies to desalinate ocean water. The model contained many variable inputs to allow “what-if” scenario analysis. Although purchasing treated water was the least costly option, the authority favored plant expansion due to other benefits such as reliability of water supply.

City of Poway (CA)
Steve completely rebuilt the City of Poway’s water and wastewater rate models to reflect the latest rate setting practices.

City of Anaheim (CA)
Steve prepared a commercial and residential wastewater rate study for the City of Anaheim (City). The proposed rate structure was based on water consumption to replace the antiquated structure based on the number of toilets. Proper water use and wastewater return to sewer analysis is required to ensure proper revenue generation for the City.

City of Coronado (CA)
Steve is helping restructure the City of Coronado’s wastewater rates from a flat parcel-based fee for residential users to one with a consumption-based charge and a fixed charge.

City of Lemon Grove (CA)
Steve helped update the commercial and residential wastewater rates for the City of Lemon Grove. The rate structure included 20 different user classes for residential, commercial, and institutional customers.

Western Municipal Water District (CA)
Steve prepared a long-range financial plan to help ensure the Western Municipal Water District’s (District) financial health. Based on the District’s five-year CIP, inflationary water rate adjustments, and reserve policies, the plan showed that a debt issue was needed to execute the CIP and maintain adequate reserves.

Julian and Pine Valley Sanitation Districts (CA)
Steve updated the wastewater rates and connection fees for both sanitation districts. The wastewater fees had not been updated for several years in one district and over 15 years in the other necessitating large rate increases. He developed a few different scenarios which included postponing CIP projects or lowering reserve balances, to ease ratepayers into higher rates.

City of La Habra (CA)
Steve helped prepare the City of La Habra’s (City) first professional sewer user rate study. This study followed industry standards and an EPA approved rate structure. The City plans to create a formal enterprise fund for their sewer utility to properly finance their sewer operations and maintenance. He developed the long-range financial plan modeled year-end cash reserves to ensure execution of the City’s $21 million capital improvement program and to fund operations and maintenance.

RAFTELIS 26

John Wright CPA

PROJECT MANAGER
Senior Manager

ROLE
John will manage the day-to-day aspects of the project ensuring it is within budget, on schedule, and effectively meets the City’s objectives. He will also lead the consulting staff in conducting analyses and preparing deliverables for the project. John will serve as the City’s main point of contact for the project.

PROFILE
John has more than 25 years of professional experience in financial management and economic analysis positions involving water, wastewater, energy, and telecommunications utilities. Prior to joining Raftelis in 2010, he served as the Manager of Rate Administration at Denver Water, one of the largest and most complex municipal water utilities in the western United States. In this role, John supervised the completion of Denver Water's annual financial planning, cost-of- service, and capacity fee studies. He also served as the liaison on financial issues to Denver Water’s retail and wholesale outside-city customers.

Prior to joining Denver Water, John served as a Senior Economist at the Portland Bureau of Environmental Services, a nationally recognized leader in water pollution control and sustainable stormwater management programs. He assisted in the development of the annual financial plan and was responsible for preparing the annual sewer and stormwater cost-of-service and capacity fee studies.

John has also served as a Senior Analyst at the both the Colorado and Oregon public utility commissions. His work at the Colorado PUC included testifying as an expert witness in electric power and natural gas utility rate cases. At the Oregon PUC, John specialized in telecommunications utility issues and served as an expert witness in regulatory proceedings.

Since joining Raftelis, John has served as the project manager or lead consultant for numerous water and wastewater utility consulting engagements, primarily focusing on financial planning, cost of service, rate design, and capacity fees.

KEY PROJECT EXPERIENCE
City of San Diego (CA)
The City of San Diego (City) provides retail water, wastewater, and recycled water service to approximately 1.4 million people in metropolitan San Diego.

Raftelis is currently completing comprehensive rate studies for the City's water, wastewater, and recycled water utilities.

John is serving as the lead consultant on the project with the primary responsibility for: 1) completing the cost of service and rate structure analysis for the City's retail wastewater and recycled water utility operations; public presentations to the City’s Independent Rate Oversight Committee; and 3) coordinating stakeholder messaging with the City's public outreach team. The City's wastewater utility system consists of two sub-systems: Municipal and Metropolitan. The Municipal sub- Specialties
• Cost-of-service studies
• Capacity fee studies
• Financial & economic analysis
• Public speaking and presentations
• Expert witness testimony
• Litigation support
Professional History
• Raftelis: Senior Manager (2020-
present); Manager (2017-2019);
Senior Consultant (2010-2016)
• Denver Water: Manager of Rate
Administration (2006-2009)
• Portland Bureau of Environmental
Services: Senior Economist (2004-
2006)
• Public Utility Commission of Oregon:

Senior Utility Analyst (2002-2004)
• Positions in the Competitive
Telecommunications Industry (1997
-
2002)
• Colorado Public Utilities
Commission: Senior Financial
Analyst (1991-1997)
Education
• Master of Science in Finance -
University of Colorado, Denver
• Bachelor of Science in Accounting -
Metropolitan State University of
Denver
Certifications
• Certified Public Accountant, State of
Colorado #11959
• Series 50 Municipal Advisor
Representative
Professional Memberships
• AWWA - Rates & Charges
Committee, Finance Accounting &
Management Controls Committee,
Asset Management Committee
• WEF Utility Management Committee

RAFTELIS 27

system is a wastewater collection and conveyance system for retail customers served within the City's jurisdictional boundaries. The water collected by the Municipal sub-system is ultimately discharged into the Metropolitan sub-system.

The Metropolitan sub-system is a regional wastewater treatment and disposal system that operates under the auspices of the San Diego Metro Wastewater Joint Powers Authority (San Diego Metro). San Diego Metro provides regional wastewater treatment and disposal services to the City and 15 other participating agencies composed of municipalities and wastewater districts in the County of San Diego. These services are provided via three City-owned wastewater treatment facilities, the Point Loma Wastewater Treatment Plant, the North City Water Reclamation Plant, and the South Bay Water Reclamation Plant. Under John's leadership, the services performed by Raftelis include: 1) the analysis of the methodology used to allocate Municipal and Metropolitan subsystem operating and capital costs to the City's retail wastewater and recycled water customers; 2) and the development of a comprehensive mass balance analysis that reconciles the wastewater flow and strength loadings contributed by the City to the influent and strength loadings recorded all three City-owned wastewater treatment facilities; and, 3) the development of updated rates and charges for wastewater and recycled water service provided to retail customers.

City of Solana Beach (CA)
The City of Solana Beach (City) operates a wastewater collection and conveyance system that provides services to customers located within its boundaries. The City is a member of the San Elijo Joint Power Authority and customer wastewater discharges are transported to this agency for treatment. Raftelis is currently completing a wastewater cost-of- service study for the City and John is serving as the project manager in this consulting engagement.

Irvine Ranch Water District (CA)
The Irvine Ranch Water District (District) serves a 181 square mile area that includes all of the City of Irvine and portions of the cities of Tustin, Newport Beach, Costa Mesa, Orange, and Lake Forest, as well as certain unincorporated areas of Orange County. The total estimated daytime population served is approximately 600,000 people through approximately 118,000 water and 113,000 sewer connections. Raftelis is currently completing a cost of service and rate design study for the District with John serving as the project manager. The overarching objective of the Study was to conduct a comprehensive review of the methods used by the District to develop the rates it charges for water, sewer, and recycled water service in order to confirm compliance with Proposition 218 and other applicable legal requirements.

Eastern Municipal Water District (CA)
Raftelis is currently in the process of completing long-term financial planning models for the water, sewer, and recycled water operations of the Eastern Municipal Water District (District). The District provides service to a population of approximately 850,000 in Riverside County. John is serving as the project manager on this consulting engagement overseeing the development of financial planning models that allow for long-term scenario analysis over a fifteen year planning horizon.

City of Coronado (CA)
The City of Coronado (City) operates a wastewater collection and conveyance system that provides services to customers located within its boundaries. The City is a member of the San Diego Metro Regional Wastewater Joint Powers Authority (San Diego Metro) and customer wastewater discharges are transported to this agency for treatment. Raftelis is currently completing a wastewater cost-of-service study for the City and John is serving as the project manager in this consulting engagement.

City of Long Beach (CA)
Raftelis recently completed an analysis for the City of Long Beach (City) regarding the potential implementation of water capacity fees. John served as the project manager on this consulting assignment which included the valuation of City's water infrastructure, the identification of calculation methodologies, and the development of proposed capacity fees.

RAFTELIS 28

City of Pico Rivera (CA)
Raftelis, with John in the role of project manager, is currently serving the City of Pico Rivera as a subcontractor to the engineering firm IMEG. IMEG was retained by the City to complete master plans for the City's water, wastewater, and stormwater infrastructure. For the City's water utility, Raftelis is developing a financial plan featuring IMEG's proposed capital improvement program (CIP) expenditures, a water cost-of-service study, and alternative water rate structures. The City's wastewater collection and conveyance system is maintained by the Los Angeles County Consolidated Sewer Maintenance District (CSMD). Raftelis is currently developing financial plans that analyze the customer impacts of IMEG's proposed wastewater CIP expenditures and whether the City should continue as a member of the CSMD. Raftelis is also assisting the City analyze the funding required to support IMEG's proposed stormwater CIP expenditures.

Rancho California Water District (CA)
Rancho California Water District (District) serves approximately 43,000 water and wastewater customers in Temecula, CA. The City has a sophisticated water budget rate structure that was developed by Raftelis. John is currently serving as the project manager for an update of the District's rates for FY 2021 - FY 2023.

Santa Clara County Water District (CA)
The Santa Clara Valley Water District (District) is the primary water resources agency for almost 2 million people in Santa Clara County. The District is responsible for water supply, watershed stewardship, and flood management. In 2019, the District completed an updated zone of benefit study for its groundwater management activities. Based on this updated study, Raftelis assisted the District modify its cost-of-service allocations to reflect this update. John served as the lead consultant on this project.

Austin Water (TX)
Austin Water (AW) provides water and wastewater service to a population of over one million in metropolitan Austin. In 2017, AW undertook a comprehensive review of its water and wastewater cost-of-service models to ensure the maximum possible equity in customer class revenue requirement determination and to aid regulatory analysis of AW’s wholesale rates by the Public Utility Commission of Texas. As part of this process, John has played a lead role in the redesign of AW’s water and wastewater cost-of-service models to enhance their transparency and ease of usage. He has also made numerous presentations to stakeholder groups composed of AW retail and wholesale customers.

Puerto Rico Aqueduct and Sewer Authority (Puerto Rico)
The Puerto Rico Aqueduct and Sewer Authority (PRASA) provides water and wastewater service to approximately three million people in the Commonwealth of Puerto Rico. John was a member of the Raftelis project team retained to provide an independent third-party Professional Opinion regarding operations and financial position of PRASA. The Raftelis professional opinion report was prepared in light of the on-going economic and fiscal challenges facing Puerto Rico and was specifically intended to identify opportunities for cost reductions and revenue increases to ultimately position PRASA to access capital markets. John’s role in this consulting assignment was the development of financial planning models used to assess PRASA’s projected financing gap without the restructuring of existing debt or the acquisition of new external debt financing.

Metropolitan Water District of Southern California (CA) John served as the lead consultant on a project with the Metropolitan Water District of Southern California (MWD) to develop a recommended alternative rate design for the recovery of wholesale water treatment costs from MWD’s member agencies. John is also assisted MWD in the economic/financial analysis of a potential regional water recycled program with the Los Angeles County Sanitation District.

RAFTELIS 29

City of Calgary Utilities and Environmental Protection Department (AB, Canada) John served as the lead consultant of a comprehensive financial review of the water, wastewater and stormwater utilities operated by the City of Calgary’s Utilities and Environmental Protection Department (UEP). The objective of the financial review was to assess UEP’s current and projected levels of financial risk and to make recommendations regarding how to mitigate these risks by modifying UEP’s financial policies, financial management practices, governance structure, and financial management organizational structure. John’s activities included conducting detailed interviews with UEP senior executives and high-level management personnel; reviewing UEP financial, engineering and planning documents; analyzing the assumptions used in UEP’s long-range financial planning models; and comparing UEP financial and managerial performance to metrics to the benchmarks used by U.S. credit ratings agencies to assess the default risk of water and wastewater utility debt.

Portland Water Bureau (OR)
The Portland Water Bureau (PWB) operates a regional water supply system that delivers drinking water to approximately 950,000 people in the Portland metropolitan area. The PWB provides service to wholesale customers under the terms of a standardized wholesale water supply contract that defines the specific ratemaking methodology that must be used. Per the requirements of this contract, the wholesale rate model is subject to a comprehensive audit every five-years to determine its continued compliance with contract requirements and industry standard cost-of-service methodologies as contained in AWWA Manual M1. John served as Raftelis’ lead consultant on this project and was responsible for auditing all aspects of the wholesale rate model in order to assess the appropriateness of the PWB’s revenue requirement calculation for wholesale customers under the utility basis method of revenue requirement determination and the commodity-demand method of cost allocations.

Milwaukee Water Works (WI)
Milwaukee Water Works (MWW) provides water service to a population of approximately 860,000 in metropolitan Milwaukee including nine wholesale customers. Municipal utilities in the State of Wisconsin are subject to economic regulation by the Public Service Commission of Wisconsin (PSCW). Raftelis represented MWW in a litigated rate case before the PSCW (Docket No. 3720-WR-108) that was opposed by MWW’s wholesale customers who account for approximately 20% of total treated water sales. John served as the lead consultant responsible for the development of a cost-of-service model filed with the PSCW. John also provided both written and oral expert testimony on cost-of-service issues including the allocation of water main costs between the retail and wholesale service functions, the provision of public fire protection services to wholesale customers, and the rate of return on rate base assets paid by outside city customers.

City of Westminster (CO)
The City of Westminster (City) is a northern suburb of Denver with a population of over 120,000. The City has a sophisticated asset management process and plans to make large capital expenditures for the repair and replacement of existing water and wastewater underground infrastructure. The City also plans to construct a new water treatment facility to enhance system reliability. John served as the project manager for a comprehensive consulting engagement with the City that includes the development of water and wastewater utility financial plans, the completion of water and wastewater cost-of-service and capacity fee studies, and the development of alternative water and wastewater rate designs.

John continues to serve the City on water and wastewater financial issues on an on-call consulting basis.

East Larimer County Water District (CO)
The East Larimer County Water District (District) provides water service to approximately 9,000 customer accounts in Fort Collins, CO. In 2018, John served as the project manager who led the completion of a financial plan, cost of service, and capacity fee study for the District. As part of the project, Raftelis developed a new rate structure that was adopted and successfully implemented by then District.

RAFTELIS 30

Ken Caryl Ranch Water and Sanitation District (CO)
The Ken Caryl Ranch Water and Sanitation District (District) is serves approximately 6,000 customer accounts in the southwest portion of metropolitan Denver. The District purchases water supplies from Denver Water and wastewater treatment services from the South Platte Water Renewal Partners. John served as the project manager for a study that included financial planning, a cost-of-service study, and modifications to the District's inclining TIER water rate design.

Fort Collins Loveland-Water District (CO)
The Fort Collins-Loveland Water District (District) serves approximately 17,000 water service customers in the City of Fort Collins, CO and surrounding areas. In 2018, John served as the project manager who led a water rate study for the District that included the development of a financial plan and long-term capital financing strategy for the District’s share of the costs for the Northern Integrated Supply Project (NISP). NISP will provide up to 40,000 acre feet of additional water supplies to 15 water agencies in northern Colorado. The District’s share of NISP is 3,000 acre feet at an estimated cost of approximately $75 million. Traditionally, the District has used the same volumetric rate structure to bill all customer classes. Raftelis conducted a cost-of-service study and recommended the development of customer class specific rate structures that were implemented by the District in 2019. Raftelis also developed a new tap fee assessment schedule for single family residential customers based on gross lot size. This new assessment schedule was implemented by the District in September 2018. As part of the rate study, Raftelis developed a comprehensive strategic communications strategy for outreach to key stakeholders on financial planning, cost of service and rate design issues.

South Fort Collins Sanitation District (CO)
The South Fort Collins Sanitation District (District) operates a 5 MGD wastewater treatment facility and serves approximately 14,000 customer accounts on the eastern side of the City of Fort Collins, CO. In 2018, John served as the project manager for a consulting engagement that included the completion of a financial plan, cost-of-service study and capacity fee update. Key issues faced by the District that were addressed by Raftelis included whether the current residential flat rate structure should be converted to volumetric rates and whether multi-family and single family residential capacity fees should reflect different estimated discharge volumes.

City of Norman (OK)
The City of Norman (City) retained the services of Raftelis to update the water and wastewater capacity fees paid by developers and assist in the development of a long-term CIP financing strategy for the City’s water, wastewater and planned future reuse water options. John served as the project manager on this consulting engagement.

City of Chandler (AZ)
John served as the project manager for a cost-of-service study update of the potable water, reuse water, and wastewater services provided by the City of Chandler (City). The City’s water supply includes underground aquifers augmented by a large scale aquifer storage and recovery program, purchases from the Central Arizona Project and exchanges with the nearby Gila River Indian Reservation. The City’s water and wastewater supply infrastructure must not only meet State of Arizona and U.S. EPA requirements, but the exacting standards imposed by large semiconductor manufacturing facilities located in the City.

City of Thornton (CO)
John served as the project manager for a financial planning and cost-of-service study consulting engagement with the City of Thornton (City). The City, located in the fast growing northern suburbs of metropolitan Denver, currently provides water service for a population of 125,000 with a projected service territory population of approximately 250,000 at full system build-out. The City plans to invest approximately $560 million in new water resource and treatment facilities over the next fifteen years to meet this projected long-term demand growth. As part of the consulting engagement, John RAFTELIS 31

assisted in the development of a long-range financial plan and updated capacity fees in addition to performing a comprehensive cost-of-service study.

Strathcona County (AB, Canada)
John served as the project manager and lead consultant on water and wastewater utility cost-of-service study engagements with Strathcona County (County), Alberta. The County is located in a fast growing region located east of Edmonton, Alberta that includes urban, suburban, and rural land use areas. The County provides differing levels of retail water and wastewater service to customers in each land use area. The County, which purchases its water supplies from the City of Edmonton, also serves four different wholesale water customers. As part of the water cost-of-service study, John developed cost allocations and customer class demand ratios that allowed the County to consolidate its retail water customer classes while maintaining rate equity and the adherence to industry cost-of-service principles. The County’s wastewater utility provides wastewater collection and conveyance services to its retail customers. Wastewater discharges from these customers are conveyed to treatment facilities operated by the City of Edmonton and the Alberta Capital Region Wastewater Treatment Commission. As part of the wastewater cost-of-service study, John assisted in the development of a new rate design applied to residential wastewater customers in the County’s urban and suburban land use areas.

City of Corvallis (OR)
John served as the project manager on a cost-of-service consulting engagement with the City of Corvallis (City). The City’s water rate structure includes separate inclining block rate designs for its single-family residential, multi-family residential, commercial, and irrigation rate classes. As part of the consulting engagement John completed a comprehensive cost-of-service study that resulted in a significant revenue requirement reallocation between each customer classes to reflect the maximum day and maximum hour loads they impose on the City’s water system. John’s cost-of-service recommendations were fully and successfully implemented by the City without the use of a multiyear transition to cost-of-service-based rates.

City of Wichita (KS)
John served as the lead consultant water and wastewater cost-of-service study for the City of Wichita (City). The City operates water and wastewater utilities that serve approximately 140,000 customers with combined annual revenues of more than $100 million. Key challenges faced by the City included ensuring adequate funding for major capital improvements in water supply infrastructure that are forecast to cost more than $400 million over the next 10 years and the need to reduce the water rate revenue volatility associated with the conservation-oriented demand management rate structure. John prepared long-range financial plans for the City’s water and wastewater utilities; conducted water and wastewater cost-of-service studies; modified the forecast base and peak demand costs recovered in each consumption block of the water rate structure; and developed a modeling tool that allows monthly comparisons of budgeted versus actual water and wastewater rate revenues.

City of Naperville (IL)
As lead consultant on a consulting engagement with the City of Naperville’s Department of Public Utilities (City), John prepared cost-of-service rate studies for the City’s water and wastewater utilities. The City was confronted by the challenges of deficit cash reserve balance in its utility operating fund, rapidly escalating purchased water costs, and the need to make significant capital investments in its wastewater treatment facilities to meet regulatory requirements. As part of this engagement, John developed a water rate structure that separately identified purchased water costs, assisted in the review of a large wholesale wastewater service contract, and the review of the depreciation rates used by the City for water and wastewater infrastructure.

RAFTELIS 32

PUBLICATIONS
• “Financing and Charges for Wastewater Systems,” WEF Manual of Practice No. 27 Second Edition, 2018 • “Principles of Water Rates, Fees and Charges,” AWWA Manual M1, Sixth and Seventh Edition, 2012 and 2017 • “Water Utility Capital Financing,” AWWA Manual M29, Fourth Edition, 2017 • “AWWA Asset Management Definitions Guidebook,” Version 1.0, 2018 • “WEF Effective Water Professional,” First Edition, 2015 • “WEF User-Fee Funded Stormwater Programs,” Second Edition, 2013 • “WEF The Energy Roadmap: A Water & Wastewater Utility Guide to More Sustainable Energy Management,” First Edition, 2013
• “Water and Wastewater Finance and Pricing, The Changing Landscape,” CRC Press, Fourth Edition, 2015

PRESENTATIONS
• "Developing a Financial Plan to Support Deferred Maintenance Funding," AWWA/WEF Utility Management Conference, 2019
• "Water System Development Charges Tailored to Land Use," AWWA/WEF Utility Management Conference, 2019 • “Utility Financial Risk Assessment - The Calgary Experience,” AWWA Annual Conference, 2017 • “Water Profession: Current Issues and Future Challenges,” Guest Lecturer at the University of Colorado-Boulder, Civil Engineering Class No. 5574, 2017 and 2018
• “Community Involvement Committees from a Municipal Utility Perspective,” Colorado GFOA Conference, 2016 • “Securing Thornton’s Water Future,” RMSAWWA/RMWEA Annual Joint Conference, 2015 • “Financial Strategies to Prepare for the Next Economic Crises,” AWWA Annual Conference, 2014 • “Weathering Economic Crises: Creating a Resilient Financial Plan for Your Utility,” AWWA Webinar, 2014 • “Wichita Water Utilities Financial Restructuring,” KWEA/KAWWA Annual Joint Conference, 2013 • “Capital Planning - A Business Case Process,” AWWA Annual Conference, 2013 • “Declining Revenues and Your Rate Structure,” AWWA Annual Conference, 2012

RAFTELIS 33

Seth Garrison

CAPITAL IMPROVEMENT PLAN SUBJECT

MATTER EXPERT
Senior Manager

ROLE
Seth will lead our analysis of the City's capital improvement program.

PROFILE
Seth has over 25 years of experience leading, providing consulting to, and regulating utilities and public agencies of all sizes, both public and private, domestically and internationally. He combines over 15 years of hands-on experience as the former General Manager/Executive Director of a regional utility and as an elected board member of two water and wastewater utilities, with an additional overlapping 15 years of consulting experience advising several of the largest and best-known utilities in the U.S., the U.S.

Agency for International Development (USAID), and several foreign governments on management, organizational development, operations and maintenance practices, and strategy. Seth has extensive knowledge of performance management techniques, advanced operations and maintenance practices, and change management frameworks.

Seth has a history of seeking challenging assignments where he can apply his extensive public sector experience and multi-disciplinary education in management, economics, and engineering to complex problems. He began his career as a regulator, leading
implementation of the complex and enormously expensive Surface Water Treatment Rule as part of the Safe Drinking Water Act amendment of 1986. He became the General Manager/Executive Director of a failing utility that was teetering on the edge of financial insolvency at the age of 24. He turned the utility into an award- winning organization. Seth has worked internationally, helping the governments of Afghanistan, Jordan, Guam, and Mozambique implement management practices and environmental policy at the national level, while simultaneously assisting various development agencies with the implementation of more than $500 million in infrastructure and programmatic spending. In addition, he has assisted well-known utilities in the U.S. like Pittsburgh Water and Sewer Authority, Metro Water Services (Nashville), Boston Water and Sewer Commission, New York City DEP, Denver Water,
Philadelphia Water, North Texas Municipal Water District, and Specialties
• Utility and asset management
• Performance management (measurement,
benchmarking, dashboarding, etc.)
• Operational efficiency and effectiveness
• Organizational and operations assessments
• Capital planning and budgeting
• Organizational capacity building
• Utility governance and policy
Professional History
• Raftelis: Senior Manager (2016-present)
- Portland Water District: Board of Trustees -
Administration & Finance Committee Chair
(2014-present)
- Scarborough Sanitary District: Board of Trustees
Member (2013-2016)
• Woodard & Curran, Inc.: Vice President/Utility
Management Practice Leader (2012-2016)
• CDM Smith, Inc.: Senior Management Consultant
(2004-2012)
• Bath Water District: General Manger / Superintendent
• (1995-2004)
• State of Maine: Drinking Water Program: Surface
Water Treatment Coordinator (1993-1995)
Education
• Master of Public Policy & Management - University of
Maine (2010)
- Masters Certificate in Performance
Management - University of Maine (2009)
- Masters Certificate in Non-Profit (Public Sector)
Management - University of Maine (2008)
• Bachelor of Science in Engineering (Minor
Economics) - Rensselaer Polytechnic Institute (1993)
Certifications
• Certified Lean Six Sigma Master Black Belt
• BAMI-I (CTAM) Certification in Infrastructure Asset
Management (Indiana University)
• Class IV Water System Operator (lapsed)
• Conflict Resolution Program - Harvard Business
School
Professional Memberships
• AWWA: Past Chair of Strategic Management
Practices Committee & Member of the Benchmarking
Committee
• WEF: Utility Management Committee
• New England Water Environment Association: Utility
Management Committee
• New England Water Works Association
• Maine Water Utilities Association: Past Board of
Directors Member

RAFTELIS 34

PRASA (Puerto Rico) solve complex management and infrastructure strategic challenges.

Seth is the recent past Chair of the AWWA’s Strategic Management Practices Committee, is responsible for writing the M5 Utility Management Manual − the industry guide for utility management practices. He participates bi-annually on producing AWWA’s Benchmarking Performance Indicators for Water and Wastewater as a member of the Benchmarking Advisory Committee.

KEY PROJECT EXPERIENCE
Management and Performance Improvement Experience
City of Corona – Department of Water and Power (CA)
The City of Corona (Corona) is a community of 172,000 that lies on the northeastern edge of the Santa Ana Mountains about 70 miles southeast of Los Angeles. Wedged between affluent areas of Orange County and more rural areas to the west, the city and its Department of Water and Power (DWP) must find the right equilibrium between the levels of service provided and affordability. Traditionally, there has been an uneasy balance between customers wanting leaner service offerings at a lower cost and a similar-sized group of customers wanting more services at a moderate additional cost. A recent rate increase after a seven-year pause was the catalyst to reignite the debate over service levels and costs. In response, the DWP hired Seth (Project Director) and Raftelis to perform a comprehensive independent audit of the services and the associated value customers receive.

The audit reviewed all the major aspects of how the DWP operates from its organization and management through its business processes, relationships with other departments, and operations. Using Raftelis’ tested Engage-Assess-Compare- Enhance methodology, the DWP learned how it compares with similar entities using a series of benchmarks, as well as national utility data. Raftelis looked beyond the numbers at business processes and practices to see how DWP aligns with industry best practices. Raftelis layered its analysis with Lean techniques to review the efficiency and effectiveness of practices, and an assessment of technologies such as the city’s ERP, departmental Computerized Maintenance Management System (CMMS), and other major platforms. The results of the audit showed the DWP how much value it provides compared to other utilities and where it can provide more value.

Because the DWP provides water, water reclamation, reclaimed water (wastewater), and electricity services, under the larger city government umbrella, there are multiple opportunities for additional resources sharing and efficiency gains.

Raftelis identified changes in procurement practices, for example, to better utilize the already lean number of staff in the department. Changes associated with leasing payments between the enterprise funds of the DWP utilities and the city’s general fund are also being explored, in addition to a variety of specific workflow changes and the addition of business analysis and project management resources to support DWP strategic efforts.

Southern California Edison – Catalina Operations (CA)
Since 1962, Southern California Edison (SCE) has owned and operated the water system on Santa Catalina Island, which serves approximately 2,000 accounts associated with over 4,000 full-time residents and over one million annual visitors.

Catalina is situated roughly twenty-nine miles southwest of the port of Long Beach and. The only incorporated city on the island, the City of Avalon, accounts for roughly 4% of Catalina’s land area, 91% of its population, and over 80% of its water use. Approximately 88% of the island is protected by the conservancy, a nonprofit organization whose mission is to preserve the island’s natural resources, provide education and offer recreation. Catalina is completely isolated from mainland water sources and relies upon local groundwater wells which produces approximately 75% of the potable water and using two desalination plants producing the remaining 25% to meet customer water demands. In the event of emergencies or drought, potable water must be shipped to the island via barge.

RAFTELIS 35

SCE hired Seth (Project Director) and the team from Raftelis to perform a comprehensive organization and operations assessment of the Catalina operations as part of a multiphase planning effort. The project included a review of major operations practices, encompassing asset management strategies, staffing, organization, and management of the utility.

Raftelis found that island staff struggled with many resource and logistics issues associated with the unique conditions on the island. Many assets were in poor condition. Raftelis recommended several changes including enhancing the use of the SAP Computerized Maintenance Management System (CMMS), adopting SCADA, and providing additional equipment and training for operations personnel before considering additional staff. Raftelis also recommended that the Catalina operations have a “champion” to represent their interests to the larger SCE organization; currently there are several SCE groups that have various interests in the operation.

Sacramento Region Water Utility Collaboration/Consolidation Study (CA) Water resources are becoming harder to obtain and more complex to allocate, regulations are more burdensome, and budgets are increasingly tight in many areas of the U.S., particularly in California. In this environment, there simply are not enough resources to meet every need if utilities adhere to the same old ways of doing business. Innovation and improvement are critical. The Sacramento Region Water Utility Collaboration/Consolidation Study led by Seth and Raftelis is providing an opportunity for collaboration to help address many of these issues. Seven participating water agencies in the Sacramento Region are seeking to build successful collaborative efforts to benefit all agencies and their customers. The agencies include Sacramento Suburban Water District, San Juan Water District, Carmichael Water District, Citrus Heights Water District, City of Folsom, Del Paso Manor Water District, and Rio Linda/Elverta Community Water District.

The study identified and nurtured mutually beneficial opportunities that is leading to cost savings for customers, providing economies of scale, beneficial integration of resources, improved services, and more efficient use of staff, equipment, and capital resources. Sacramento Suburban Water District and San Juan Water District, two of the participating entities, have already identified opportunities to improve collaboration and potentially merge operations into one consolidated district as part of past studies. Seth (Project Manager) and Raftelis are worked closely with the participating agencies to through the following activities:
• Benchmarking and programs comparisons across entities • Identifying and studying collaboration opportunities
• Building financial models to evaluate different delivery approaches and financial implications, including potential rate impacts
• Reviewing legislation, policies, and standard operating procedures (SOP) facilitate better resource sharing across entities
• Stakeholder engagement and communication

The project has produced a detailed assessment of seven areas where the participating agencies could potentially achieve benefits through additional collaboration. They include paving services, distribution system Preventative Maintenance (PM) activities, Human Resources (HR), on-call/emergency services (after normal business hours), water resources, leak detection and water conservation programs.

Montecito Water District (CA)
The Montecito Water District (District) engaged Seth (Project Director) and Raftelis to perform a market compensation analysis for its full-time positions. Raftelis obtained current and relevant salary structure and selected pay information from published surveys representing peer California utilities, national water-sector utility data, and other employers in the relevant market areas for this analysis. The data is supplemented with additional information to reflect general economic trends related to compensation levels. The objectives of the analysis were to provide the District with information and recommendations to assist in ensuring the District’s ability to attract and retain qualified staff and to ensure staff are compensated fairly, in a manner commensurate with their job duties and responsibilities.

RAFTELIS 36

Based on industry, national, regional, and peer utility comparisons, Raftelis noted that the cost of living in Santa Barbara County is roughly equal to median levels across California, but the cost of living in Montecito, mainly driven by housing prices, is significantly higher than those in most other areas of Santa Barbara County and California. District salaries appear to be broadly in line with surveyed peers and the 2019 American Water Works Association (AWWA) salary survey, based on the cost of living in Santa Barbara County, which includes both higher and lower cost areas. A couple of positions appear undercompensated as compared to similar positions at other utilities, though there are very limited peer comparisons. Raftelis recommended that the District review its job descriptions and/or compensation for certain positions.

San Gabriel Valley Water Company (CA)
San Gabriel Valley Water Company started as a small family-business amid the Great Depression. It has grown steadily, now serving over 90,000 accounts in two Division in and around Los Angeles. In recent years, the rapid pace of development and the scarcity of water supplies have challenged San Gabriel, a utility heavily regulated by the State of California Public Utility Commission (PUC), to increase efficiency and effectiveness. San Gabriel hired Seth and the team from Raftelis to assist in the performance improvement process by conducting an in-depth analysis of engineering and capital delivery functions. The team examined staffing levels, work flows and resources, and then benchmarked metrics and practices against peer utilities and national utility data. The study resulted in San Gabriel justifying to the PUC the addition of several new staff in their Engineering Department, streamlined processes for design review and project management, and a redesigned organizational structure.

Anchorage Water and Wastewater Utility (AK)
Seth has worked on several projects over the years with Anchorage Water and Wastewater Utility (AWWU). These efforts have included a comprehensive organizational study as well as asset management projects. The organizational and operations assessment included a detailed look at how the utility operates, considering staffing, work processes and potential partial consolidation with other municipal department such as solid waste. This work included interviews with senior staff, as well as managers and supervisors through the organization. Benchmarking and business process work was done to highlight areas for improvement. The project produced a revised organizational design and decision-making process to help meet desired levels of service affordably.

In partnership with CDM Smith, he performed a comprehensive assessment of all the assets at two major AWWU facilities, the Ships Creek Water Treatment Facility and Asplund Wastewater Treatment Facility, to determine asset renewal priorities and implementation strategies for advanced risk-based Asset Management practices. These elements were incorporated into an overall facilities master plan. The project identified maintenance strategies, data collection methods, new approaches, and capital prioritization techniques to ensure sustainability at the lowest lifecycle cost.

Implementing risk-based Asset Management practices was especially important for AWWU given the additional challenges of a harsh climate, the relative remoteness of the facilities, and the seismic hazards in the region.

Asset Management and Strategic Planning Experience
City of Westminster (CO)
The City of Westminster (City) is a thriving suburb of Denver with a well-balanced mix of commercial and residential properties and a growing population, who like many other western U.S. communities, struggles with limited water resources and projected infrastructure costs. Raftelis assisted Westminster by developing detailed utility financial and cost-of-service projections, allowing the City to justify a series of rate adjustments and capture adequate revenue to address system needs. A critical part of the engagement was validating and helping Westminster adjust utility capital renewal and growth projections. This involved carefully examining lifecycle cost projections and renewal intervals. With hundreds of millions of dollars at stake, Raftelis was able to help Westminster find the optimal mix to minimize rate adjustments, while maintaining levels of services and managing lifecycle costs.

RAFTELIS 37

Cobb County-Marietta Water Authority (GA)
Seth led a team that assessed the full spectrum of asset management activities at Cobb County-Marietta Water Authority, the second largest water supplier in Georgia, serving 800,000 people through 13 wholesale contracts. With nearly $500 million in assets including dams; reservoirs; over 200 miles of transmission mains; and two treatment plants with a combined capacity of 180 million gallons per day, developing an efficient and cost-effective asset management strategy is imperative. The project included an assessment of financial, operation and maintenance activities, capital planning and the methods for cataloging and tracking information through their Computerized Maintenance Management System (CMMS). Using a series of quantitative and qualitative review steps, the team identified opportunities for improvement.

Using multiple assessment methods in a coordinated manner revealed not only which practices were strong and weak, but also illuminated potential reasons for the scoring. Recommendations are targeted to save the organization tens of millions over the then next 5 years.

Anchorage Water and Wastewater Utility (AK)
In partnership with CDM Smith, Seth performed a comprehensive assessment of all the assets at two major AWWU facilities, the Ships Creek Water Treatment Facility and Asplund Wastewater Treatment Facility, to determine asset renewal (rehabilitation and replacement) priorities and implementation strategies for advanced risk-based Asset Management practices. These elements were incorporated into an overall facilities master plan. The project identified maintenance strategies, data collection methods, new approaches, and capital prioritization techniques to ensure plant sustainability at the lowest lifecycle cost. Implementing risk-based Asset Management practices was especially important for AWWU given the additional challenges of a harsh climate, the relative remoteness of the facilities, and the seismic hazards in the region.

Polk County Utilities Department (FL)
Seth served as project manager on an organizational and operations assessment of Polk County Utilities Department (PCUD) Water and Wastewater Utilities Division. He worked with JSK Consulting to assess Polk County’s water and wastewater Operations and Maintenance Division’s organizational structure, maintenance practices, staffing and cost structures to determine where there are areas for efficiency improvement, cost savings and organizational enhancement.

Where applicable, Operations and Maintenance Division information was benchmarked against operations and performance data from similar utilities. The assessment recommended implementable ways to save money, improve services and maximize resources.

City of Portland (ME)
Seth helped Portland increase efficiency and minimize the lifecycle cost of sanitary sewer, stormwater and combined sewer systems through a comprehensive organizational assessment, Capital Improvement Plan (CIP), and process enhancement program. The effort applied performance improvement, Capacity, Management, Operations and Maintenance (CMOM) principals as well as advanced asset management and effective utility management (EUM) technics that were developed in larger municipalities like Boston and Philadelphia to minimizing operations, maintenance and capital renewal costs. The nearly $1 million consulting effort will generate both short and long-term CIP, operations and organizational plans, as well as improve the value of their GIS and computerized maintenance management system (CMMS) - CityWorks systems. Seth also worked with a team of City and sub-consultant staff from Amec to develop a new stormwater fee and wastewater rate that will more equitably allocate stormwater and combined sewer costs. The new fee rectifies the issues associated with high volume wastewater users that contribute little to the stormwater system, paying for the bulk for the stormwater and combined sewer improvements. Cost are reallocated to those users that contribute the most stormwater.

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Water Research Foundation (CO)
Seth was project manager for a major international research effort for the Water Research Foundation to address the people, organizational and cultural problems commonly cited as obstacles to adopting Asset Management (AM) practices at utilities. In addition to a comprehensive research document the project generated a “toolkit” to help utility managers change the culture and organization of their organizations to make them more receptive to major new initiatives like AM.

Seth and the research team tested the tools with the help of 30 major utilities. Participating utilities included providers for the cities of Las Vegas, Anchorage, Seattle, Boston (MWRA), San Jose, Colorado Springs, Chicago, as well as utilities in Australia and New Zealand.

HONORS
• New England Water Works Leadership Award
• USEPA Consumer Awareness Award
• Maine Water Utilities Association Leadership Award
• Maine Water Utility Association President’s Award
• CDMU Contributor Award
• Quick Hit Award for the OCU Water CMOM
• Team Values in Action Award for the MCC Mozambique Due-Diligence Project • Team Values in Action Award for the Afghanistan Urban Water & Sanitation Program

PUBLICATIONS
• “The Art of Advanced Capital Planning to Control Risk,” NEWWA Journal Vol. 125, 4, 2011

PRESENTATIONS
• “How Are You Handling the People Component of Performance Improvement?” presented at the AWWA/WEF Utility Management Conference, February 2018 in Austin, TX. • “Growing Along Successfully: Benchmarking Performance at the Rapidly Growing North Texas Municipal Water District” presented with Thomas W. Kula, Executive Director, and Brian Brooks, Process Improvement Advisor, NTMWD at the AWWA/WEF Utility Management Conference, February 2018 in Austin, TX. • “Employing an Organizational Profiling Tool to Understand Your Organization” presented with Toby Fedder, Woodard & Curran, at the AWWA Annual Conference & Exhibition, June 2016 in Chicago, IL. • “Making Real Progress in Organizational Improvement: Moving from a Study to Results” presented with M.

Lowenstine, Polk County Utilities, at the AWWA Annual Conference & Exhibition, June 2015 in Anaheim, CA. • “Utilities Improve Performance Using Private Business Techniques” presented with Brian Pena, City of Lawrence Water and Sewer Commissioner, at the AWWA Annual Conference & Exhibition, June 2015 in Anaheim, CA, the AWWA/WEF Utility Management Conference, February 2015, and at the NEWEA Annual Conference, January 2015.
• “Asset Management for Sanitary Sewer Systems - Beyond CMOM and Asset Management,” APWA Congress, 2014 • “Establishing Levels of Service for Your Utility,” GAWP Conference, 2014 • “Effective Asset Management Can Save You Money” NHPWA Annual Meeting, 2014 • “Effective Asset Management Can Save You Money” Connecticut Operator Forum, 2013-2014 • “Effective Asset Management Can Save You Money” Maine Wastewater Control Association Annual Meeting, 2013 • “Creating Change Starts with an Organizational Assessment: A Field-Tested Approach,” NEWEA Annual Conference, 2014
• “Paying for CSO Mitigation and Aging Infrastructure: Are Stormwater Fees the Answer?” AWWA/WEF UMC, 2013
• “Cobb County-Marietta Water Authority (CCMWA) Building on Past Successes to Streamline Operations and Optimize Asset Management,” AWWA ACE, 2013
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Charles Diamond

STAFF CONSULTANT
Senior Consultant

ROLE
Charles will work at the direction of John in conducting analyses and preparing deliverables for the project.

PROFILE
Charles has a background in natural resource economics and water resources management. His expertise lies in financial modeling and data analysis. He joined Raftelis initially in 2017 as an associate consultant upon receiving a master’s degree from the University of California, Santa Barbara’s Bren School of Environmental Science & Management. Charles has developed financial models and conducted analyses for water and wastewater rate studies as well as capacity fee studies.

KEY PROJECT EXPERIENCE
City of El Monte (CA)
The City of El Monte (City) engaged Raftelis in 2019 to conduct a water rate study. Charles attended meetings with City staff, collected and reviewed necessary data for the study, developed a user-friendly five-year financial plan model, and developed a proposed rate schedule over a five-year period.

Additionally, Charles developed water shortage rates to be implemented by the City during times of declared water supply shortages. He also developed a Cost Allocation Plan model in concurrence with the water rate study to assist the City in allocating personnel costs associated with providing water service to the City’s water utility.

City of Brentwood (CA)
The City of Brentwood (City) engaged Raftelis to conduct a water and wastewater rate study. In 2017, Raftelis helped the City evaluate the current water and wastewater utilities’ cost-of-service and adjusted rates accordingly. Recently Charles updated a financial plan model and performed a cost-of-service analysis for the City’s wastewater utility. Charles assisted with the update of existing rates as well as the development of a proposed alternative rate structure and rates.

City of Long Beach (CA)
The City of Long Beach (City) engaged Raftelis in 2018 to develop an updated financial plan model for the City’s water and wastewater utilities. Raftelis had previously conducted a comprehensive water and wastewater cost-of-service rate study in 2016 for the City. Charles developed an updated financial plan model to be used by City staff in future financial planning efforts. The financial plan model was designed specifically to facilitate ease of use and understanding while providing for convenient and flexible scenario analysis. Charles worked with City staff to provide customized model features with specific functionalities based on requests and input from City staff.

Specialties
• Utility financial analysis
• Data collection & analysis
• Statistical analysis
Professional History
• Raftelis: Senior Consultant (2021-
present); Consultant (2019-2020);
Associate Consultant (2017-2018)
• UC Santa Barbara Department of
Economics: Teaching Assistant
(2017)
• The Nature Conservancy: Science &
Stewardship Practitioner (2013-
2015)
Education
• Master of Environmental Science &
Management (Water Resources
Management) - University of
California, Santa Barbara (2017)
• Bachelor of Science in
Environmental Economics & Policy -
University of California, Berkeley
(2013)

RAFTELIS 40

City of Watsonville (CA)
Raftelis was engaged to develop 10-year financial plans for the City of Watsonville’s (City) water, wastewater, and solid waste enterprise funds. The goal was to develop a financial plan model that could be used as a financial planning tool to determine the necessary rate adjustments and bond issuances for maintaining operations as well as handling several large capital projects. Charles assisted with developing a water, wastewater, and solid waste financial plan and cost-of-service rate model as part of the study.

Rancho California Water District (CA)
Rancho California Water District (District) engaged Raftelis in 2017 to conduct a water capacity fees study. Raftelis reviewed and updated the existing methodology for calculating the District’s water capacity fees, developed a water capacity fee model for use in calculating updated capacity fees. As part of the study, Charles developed the water capacity fee model, calculated updated water capacity fees, and drafted the study report.

The District engaged Raftelis in 2018 to conduct a two-year water, recycled water, and wastewater rate study. Raftelis developed a cost-of-service rate model to allocate costs and calculate rates for fiscal years 2019 and 2020. Charles assisted with rate model revisions, prepared presentation materials for meetings with the District’s Board of Directors, and drafted the rate study report.

Alameda County Water District (CA)
Alameda County Water District (ACWD) engaged Raftelis in 2017 to provide multi-year rate design and financial advisory services. Charles provided ACWD staff with technical support in updating the existing financial plan model that Raftelis had developed for ACWD’s previous financial plan update. Additionally, Charles designed alternative inclining tiered rates for consideration by the ACWD Board and developed drought rates to be activated during ACWD’s varying drought stages as defined in the agency’s Urban Water Management Plan. Charles developed a study report for ACWD staff that outlined the financial plan update and the newly proposed drought rates. Charles also assisted other Raftelis staff in conducting a facility capacity fee study for ACWD during this time.

Antelope Valley-East Kern Water Agency (CA)
The Antelope Valley-East Kern Water Agency (Agency) engaged Raftelis in 2019 to provide an annual update of the Agency’s five-year financial plan and to propose rates for 2020. Charles served as lead analyst on the study update. He updated the existing financial plan model, and also worked with Agency staff to evaluate potential rate structure alternatives to be considered in future years. Charles developed a study report to document the key results of the study.

Antelope Valley State Water Contractors Association (CA) The Antelope Valley State Water Contractors Association (AVSWCA) engaged Raftelis in 2018 to conduct a financial analysis study to develop a proposed replacement water assessment for groundwater users in the area. Charles conducted financial analyses necessary to develop an equitable and defensible replacement water assessment that accounts for State Water Project costs incurred by AVSWCA’s member agencies. As the lead analyst on the project, Charles developed an Excel-based replacement water assessment model and drafted a study report for AVSWCA staff.

City of Dixon (CA)
The City of Dixon (City) engaged Raftelis in 2018 to conduct a water rate study to develop updated water rates for the City’s water utility. Charles developed a 10-year financial plan model, performed a cost-of-service analysis, and developed a five-year schedule of proposed water rates. Charles also assisted in the preparation of presentation materials for water rate workshops with the City Council.

RAFTELIS 41

Goleta Water District (CA)
The Goleta Water District (District) engaged Raftelis in 2019 to conduct a water rate study. Charles developed a multi- year financial plan model, performed a cost-of-service analysis, and developed a five-year schedule of proposed water rates as Raftelis’ lead analyst on the study. Additionally, Charles prepared presentation materials for meetings with the District’s Board of Directors tings and the rate study report and drafted the study report to serve as an administrative record.

La Cañada Irrigation District (CA)
La Cañada Irrigation District (District) engaged Raftelis to conduct a water rate study. Since the last rate study was performed in 2008, Raftelis helped the District evaluate the cost-of-service and adjusted rates accordingly. In 2017, Charles developed a financial plan model for the District to support the financial plan development for fiscal years 2018 to 2027. Charles also recently performed a cost-of-service analysis to assist with the update of the District’s rates.

Olivenhain Municipal Water District (CA)
Olivenhain Municipal Water District (District) engaged Raftelis in 2019 to conduct a comprehensive water rate study. As a member agency of the San Diego County Water Authority (SDCWA), the District provides water service to over 80,000 people in northern San Diego County. Raftelis had conducted the previous cost-of-service analysis and rate study for the District in 2014. As part of the rate study effort, Charles developed a new financial plan model for the District’s water enterprise, performed a cost-of-service analysis, and developed updated tiered rates based on current customer usage characteristics. Additionally, Charles assisted in redesigning the District’s water supply shortage rates, which are activated during periods of reduced water demand in order to recover reduced revenues from volumetric rates.

National Water and Sewerage Authority of Grenada (Eastern Caribbean) The National Water and Sewerage Authority of Grenada (NAWASA) engaged Raftelis in 2019 to conduct a water and sewer rate study for the eastern Caribbean country of Grenada’s national water and sewer utility. Charles developed a water and wastewater financial plan and rate model in Microsoft Excel and travelled out to Grenada for a week of onsite meetings with NAWASA staff. Charles worked directly with NAWASA staff to develop and refine model results, and assisted with the development of a study report to document the key results of the study.

Santa Ana Watershed Project Authority (CA)
The Santa Ana Watershed Project Authority (Authority) engaged Raftelis in 2017 to develop a rate model for the Inland Empire Brine Line, which is a pipeline used to divert non-reclaimable wastewater of high brine content from the upper Santa Ana River Basin. Raftelis reviewed and recommended changes to the Authority’s reserve policies, developed a 10- year financial plan for the Brine Line Enterprise Fund, performed a multi-year cost-of-service analysis, and developed a rate model for use in calculating rates assessed to the Brine Line’s dischargers. Additionally, Raftelis assessed and recommended potential methodologies to be used in the development of long-term capacity leasing rates and rental charges. Charles developed the financial plan, assisted with the cost-of-service analysis and rate calculation, drafted the study report, and attended multiple meeting with the Authority’s staff.

City of Simi Valley (CA)
The City of Simi Valley (City) engaged Raftelis in 2019 to conduct a water rate study for the City’s water utility. The Study included the development of a five-year financial plan, a cost-of-service analysis, and the development of proposed water rates over a five-year period. Charles served as lead analyst and conducted the vast majority of the technical analyses required for the study.

RAFTELIS 42

City of Sonoma (CA)
The City of Sonoma (City) engaged Raftelis in 2018 to conduct a water rate study for the City’s water utility. The study included the development of a five-year financial plan, a cost-of-service analysis, and the development of proposed water rates for fiscal years 2019-2023. Charles processed and analyzed account level billed water consumption data, assisted in development of the water rate model, and drafted the water rate study report.

PROJECT LIST
• Borrego Water District (CA) – Water affordability assessment • Castaic Lake Water Agency (CA) – Facility capacity fee update study • Cucamonga Valley Water District (CA) –Multi-year water and drought rate study • City of Huntington Beach (CA) – Water rate study update • County of Inyo (CA) – Water rate study
• Las Virgenes Municipal Water District (CA) – Water and wastewater rate study • City of Lincoln (CA) – Water rate study
• Marin Municipal Water District (CA) – Miscellaneous fee study • Mojave Water Agency (CA) – Strategic financial plan
• Sacramento Suburban Water District (CA) – Water rate study • Santa Rosa Plain, Sonoma Valley, & Petaluma Valley Groundwater Sustainability Agencies (CA) – Groundwater sustainability agency fee analysis and rate setting services • South Mesa Water Company (CA) – Water rate study and connection fee update • South Mesa Water Company (CA) – Water rate study
• City of Thousand Oaks (CA) – Water financial plan update and wastewater cost-of-service rate study • City of Ventura (CA) – Water and wastewater rate study • Victor Valley Wastewater Reclamation Authority (CA) – Wastewater rate study and capacity fee study

RAFTELIS 43

Arisha Ashraf PhD

STAFF CONSULTANT
Consultant

ROLE
Arisha will work at the direction of John in conducting analyses and preparing deliverables for the project.

PROFILE
Arisha is an applied environmental economist who, in both her academic and professional career, has specialized in the analysis of water demand from both a quantitative and policy perspective. Prior to joining Raftelis in 2019, she completed her doctorate in environmental economics at the University of California, Riverside.

Her academic program included extensive use of inferential statistics and econometric modeling. Arisha has also served in positions with domestic and international non- profit organizations responsible for analyzing critical environmental issues. Since joining Raftelis, Arisha has served as a consultant on numerous water and wastewater utility projects involving financial planning, cost of service, and utility system valuation studies.

KEY PROJECT EXPERIENCE
City of San Bernardino (CA)
Lead consultant on a comprehensive cost-of-service analysis for the City of San Bernardino, which includes treatment and collection services. We are developing a new rate structure to streamline treatment and collection rates. She will author a detailed report on the financial planning and cost-of-service analysis that documents how wastewater rates were developed.

City of El Monte CA)
Arisha served as lead analyst on the valuation of water utility using the cost and market approach. She authored a detailed report on the analysis.

Eastern Municipal Water District (CA)
Developed a 50-year financial forecasting tool for water, wastewater, and recycled water enterprises. This included enterprise-level financial forecasting metrics as well as agency-wide, consolidated metrics to assist the District with high- level operational and capital planning. She is drafting a high-level report on the forecasting tool to ensure staff ownership of the tool for future use.

City of Pico Rivera (CA)
Arisha served as lead analyst on financial plans for the water and wastewater utilities. She also developed a cost-of-service and rate design study for the water enterprise. In addition, she developed a financial planning tool for stormwater services that may ultimately serve as a precursor to developing stormwater rates. The City currently has a flat rate for all customer classes. Arisha performed a comprehensive billing analysis with the Raftelis Data Team to identify customer types based on public assessor data. The City will use this analysis to categorize customers by type moving forward. She is currently drafting detailed reports for all three analyses.

Specialties
• Statistical data analysis
• Natural resource economics
• Financial modeling
Professional History
• Raftelis: Consultant (2019-present)
• California Data Collaborative:

Research Fellow (2018-2019)
• UC Riverside Environmental
Science Department: Graduate
Researcher (2010-2018)
• World Resources Institute: Africa
Program Coordinator (2007-2010)
• Galilee Society (2005-2006)
Education
• Doctor of Philosophy in
Environmental Economics & Policy -
University of California, Riverside
(2018)
• Master of Arts in International
Development Studies - Brown
University (2005)
• Bachelor of Science in Biology &
International Relations - Boston
University (2001)

RAFTELIS 44

City of Seal Beach (CA)
Arisha was the lead analyst on a comprehensive cost-of-service analysis for the City. The rate design was fundamentally altered for more equitable cost sharing across customer classes. It also allowed for easier comprehension by customers, and ultimately less administrative burden. She performed a billing analysis to identify multi-family customers using public assessor data. She also conducting detailed bill frequency and impact analyses for individual customer classes to identify specific customers most impacted. She authored a comprehensive report on the financial plan, cost-of-service analysis, and restructured rates for both the water and wastewater enterprises.

City of San Jacinto (CA)
Arisha developed the financial plan and cost-of-service analysis for the wastewater enterprise for the City of San Jacinto.

This was part of a larger study that included the water and wastewater enterprises. She co-authored the report on the financial plan and cost-of-service analysis, with attention to the wastewater enterprise.

Vallecitos Water District (CA)
Arisha assisted with the cost-of-service analysis and rate design for the District’s water enterprise. She will author a comprehensive report on the analysis, detailing the derivation of the finalized water rates.

Olivenhain Municipal Water District (CA)
Arisha updated the District’s financial plan and cost-of-service analysis conducted by Raftelis in 2015. She authored a detailed report on the financial plan, cost of service, and updated rates. This report includes customer impact analysis and rate comparison with other agencies.

Vista Irrigation District (CA)
Arisha updated wastewater capacity fees for the District based on the prior analysis conducted by Raftelis in 2017. She developed a fee calculator tool to allow the District to adjust assumptions as needed. She co-authored a report detailing the calculations and assumptions to arrive at the recommended wastewater capacity fees.

City of Lynwood (CA)
Arisha served as lead analyst on a valuation of water and wastewater utilities using three methods: cost approach, market approach, and income approach. She authored a comprehensive report explaining each valuation methodology, including step-by-step calculations to arrive at the final valuation under each methodology.

Long Beach Water Department (CA)
Miscellaneous Fee Cost Analysis: Arisha served as lead analyst to develop a cost appropriate fee structure consistent with Proposition 26. As part of this effort, Arisha developed a user-friendly fee calculator tool for the Department to easily update.

She also authored a technical user guide on the tool for Department staff.

Capacity Fee Development: Arisha served as lead analyst in developing water capacity fees for the Department. This is a new revenue stream for the Department as they do not currently assess water capacity fees. She co-authored a report detailing the calculations used to develop the capacity fees. This report included three recommended approaches to calculate the water capacity fee.

Municipal Water District of Orange County (CA)
Arisha reviewed analytical framework and provided insight to the lead consultant and project manager. This was a multivariate regression analysis on factors influencing single-family residential household water use for the Municipal Water District of Orange County.

RAFTELIS 45

RELEVANT PROFESSIONAL EXPERIENCE
California Data Collaborative: Research Fellow (2018-2019) The California Data Collaborative is an innovative start-up organization made up of a network of water professionals collaborating to create tools and applied research on California’s domestic water supply. Arisha worked with the Data Collaborative to analyze water conservation behavior in Southern California water utility data for over 30K single-family accounts. Her work included the development of multi-level econometric models to isolate in impact of price, temperature, precipitation, regional economic conditions on water rebate program participation.

UC Riverside Environmental Sciences Department (2010-2018) UC Riverside Environmental Sciences Department produces real-world research on water pricing, urban water demand, and the efficacy of water conservation programs. Arisha surveyed Southern California farmers on their water management practices and the impact of climate change. She performed econometric analysis on her survey data with a team of 4 undergraduate students. She is in the process of publishing her research results. Arisha also served as a Teaching Assistant for undergraduate classes in environmental economics and environmental science classes. As a Graduate Researcher, her accomplishments included:
• Multinomial logistic regression on the likelihood that farmers adopt efficient water management practices • Multivariate regression analysis on the extent to which short-run weather shocks influence the value of agricultural parcels in Riverside County
• Graduate coursework in econometric theory and application of multiple regression (e.g., topics in inferential statistics, estimation, hypothesis testing) and time series (e.g., stationary and non-stationary processes) • Comprehensive reviews of economics literature, including one published in a peer-reviewed economics journal

World Resources Institute: Africa Program Coordinator (2007-2010) World Resources Institute is a Washington-DC based think tank that has focused on critical environmental issues for almost 40 years. Arisha managed budgets totaling $3M for resource conservation and poverty reduction projects in Senegal, Uganda, Cameroon, and the Democratic Republic of Congo. In addition, she wrote proposals and developed public outreach strategy. Her accomplishments included:
• Co-authoring a paper on water resource policy scenarios for the African Development Bank • Authoring evaluation reports for the World Bank, Gates Foundation, and the German International Development Fund.

Galilee Society (2005-2006)
The Galilee Society is a non-profit research environmental science and policy research institute based in Shefa-Amr, Israel. Arisha analyzed the social impacts of a USAID-funded water reuse project involving both Israeli and Palestinian researchers.

PUBLICATIONS
• Ashraf A, Dinar A, Gonzalez-Rivera G, Khan T, and R Amin. (Projected submission: March 2019). Water Management Decisions under Drought Conditions: Results from a Farm-Level Survey in Southern California. • Ashraf A, Dinar A, Khan T, and J Gonzalez. (Submitted December 2018). Farm-level Ricardian Analysis of Desert and Southern Regions of California.
• Dinar A, Ashraf A, and J Reints. (2017). Farmer Adoption of Water Management Practices in Response to Recurrent Drought. American Association of Agricultural Economics Choices Magazine, 32(4). • Ashraf A, Dinar A, Montiero E, and T Gaston. (2016). Adaptation in California Agriculture: What Have We Been Assessing for Two and a Half Decades? Climate Change Economics, 7(2). • Ashraf A and P Veit. (2010). Assessing Sub-Saharan Africa’s Water Future under Alternative Policy Scenarios.

Background Report to the 2010 African Development Report.

RAFTELIS 46

Qualifications
We believe that Raftelis is the right fit for this project. We provide several key factors that will benefit the City and help to make this project a success.

RESOURCES & EXPERTISE - Specialized and highly experienced utility rate consultants that all stakeholders can have confidence in. With more than 120 consultants, Raftelis has the largest public utility financial and management consulting practice in the nation. Our depth of resources will allow us to provide the City with the technical expertise necessary to meet your objectives. In addition to having many of the industry’s leading rate consultants, we also have experts in key related areas, like stakeholder engagement and data analytics, to provide additional insights as needed.

DEFENSIBLE RECOMMENDATIONS - Industry knowledge to ensure methodologies reflect best practices. Our senior staff is involved in shaping industry standards by chairing various committees within AWWA and the Water Environment Federation (WEF). Raftelis’ staff members have also co-authored many industry standard books regarding utility finance and rate setting. Being so actively involved in the industry will allow us to keep the City informed of emerging trends and issues and to be confident that our recommendations are insightful and founded on sound industry principles. In addition, with Raftelis’ registration as a Municipal Advisor, you can be confident that we are fully qualified and capable of providing financial advice related to all aspects of utility financial planning in compliance with federal regulations.

HISTORY OF SIMILAR SUCCESSES - A long history of project experience to ensure successful execution. Raftelis staff has assisted 1,000+ utilities throughout the U.S. with financial and rate consulting services with wide-ranging needs and objectives. Our extensive experience will allow us to provide innovative and insightful recommendations to the City and will provide validation for our proposed methodology ensuring that industry best practices are incorporated.

USER-FRIENDLY MODELING - Powerful and easy-to-use tools for ongoing financial management success. Raftelis has developed some of the most sophisticated yet user-friendly financial/rate models available in the industry. Our models are tools that allow us to examine different policy options and cost allocations and their financial/customer impacts in real time. Our models are non-proprietary and are developed with the expectation that they will be used by the client as a financial planning tool long after the project is complete.

EXPERTS ON CALIFORNIA REGULATORY REQUIREMENTS - Expertise providing confidence that our recommendations take into account all of the applicable regulatory requirements. The regulatory environment in California has become more stringent due to Proposition 218. Besides developing well-thought-out financial plans, Raftelis staff members are very knowledgeable about these regulations and have made presentations on this subject at various industry conferences. In addition, we are frequently called on to be expert witnesses regarding these regulatory matters.

QUALIFICATIONS

RAFTELIS 47

Raftelis staff shape industry standards
for water and wastewater utility finance
and management through our active
leadership in AMWA, AWWA, WEF, and
EPA. Leadership positions for these
organizations include:

AWWA
• Immediate Past President
• Asset Management Committee - 1 member
• Benchmarking Committee - 1 member
• Finance, Accounting, and Management Controls
Committee - Chair and 2 members
• Rates and Charges Committee - 4 members

WEF
• Finance and Administration Subcommittee - Chair
• Government Affairs Committee - 1 member
• Technical Practices Committee - 1 member
• Utility Management Committee - 5 members
• WEFTEC Conference Planning Committee - 1 member

EPA
• Environment Financial Advisory Board - 1 member
Leading
the industry
Raftelis staff have co-authored many of
the industry’s leading guidebooks
regarding water and wastewater financial
and management issues, including:
• Affordability of Wastewater Service (WEF)
• Manual of Practice No. 27, Financing and Charges for
Wastewater Systems (WEF)
• Manual M1, Principles of Water Rates, Fees and Charges (AWWA)
• Manual M5, Water Utility Management (AWWA)
• The Effective Water Professional (WEF)
• Water and Wastewater Finance and Pricing: The Changing Landscape
• Water and Wastewater Rate Survey (conducted and published in collaboration with AWWA)
• INSIGHT database and survey (conducted in collaboration with AMWA)
• Water Rates, Fees, and the Legal Environment (AWWA)
We wrote
the book
RAFTELIS 48

References
We have included references for each of the clients described in the Experience section and urge you to contact them to better understand our capabilities and the quality of service that we provide.

City of San Diego CA
Reference: Jill Friedman, Supervising Analyst, Finance and IT Division Public Utilities Department
525 B Street, San Diego, CA 92101
P: 858.654.4446 / E: [email protected]

Trabuco Canyon Water District CA
Reference: Fernando Paludi, General Manager
32003 Dove Canyon Drive, Trabuco Canyon, CA 92679
P: 949.858.0277 / E: [email protected]

City of El Monte
CA
Reference: Bret Kadel, Utilities Manager
11333 Valley Boulevard, El Monte, CA 91731
P: 951.202.6604 / E: [email protected]

REFERENCES
RAFTELIS 49

Project Schedule
Raftelis will complete the scope of services within the timeframe shown in the table below. The proposed schedule assumes a notice-to-proceed by the beginning of October 2021 and that Raftelis will receive the needed data in a timely manner and be able to schedule meetings as necessary. Project completion is estimated for March 30, 2022.

PROJECT SCHEDULE
Tasks Begin End
Task 1: Project Initiation and Management 10/01/21 10/01/21 Task 2: Information Review 10/01/21 10/15/21
Task 3: Financial Planning and Revenue Requirement Projection 10/15/21 10/31/21 Task 4: Benchmarking to Comparable Utilities 10/15/21 10/31/21 Task 5: Cost Recovery Methodology 11/01/21 11/15/21
Optional Task 5.4: Full Cost of Service Study for Alternative Rate Structures 11/15/21 12/01/21 Task 6: Proposed Sewer Service Charges and Rates Under Alternative Struct 11/15/21 12/01/21 Task 7: Evaluation of the City's Connection Fees 11/01/21 11/30/21 Task 8: Customer Service/Billing Fees and Other Miscellaneous Fees 11/15/21 12/01/21 Task 9: Financial Model
Task 10: Reports and Presentations
Draft Report Provided to Staff for Review and Comment
First Meeting with City Council
Final Report
Second Meeting with City Council
First Public Hearing
Second Public Hearing
Two Community Meetings
Specified by City Staff
d Throughout the Project
03/30/22
02/07/22
01/23/22
01/07/22
12/20/21
01/15/22
RAFT ELIS 50
Copy of a Rate Study
On the following pages, we have provided a copy of the City of San Diego Wastewater Financial Plan, Cost of Service, and Rate Study.

COPY OF A RATE STUDY

Wastewater Financial Plan, Cost of
Service, and Rate Study

Final Report / March 23, 2021

Addendum to Final Report / July 7, 2021

CITY OF
San Diego

227 W. Trade Street, Suite 1400
Charlotte, NC 28202

www.raftelis.com

March 23, 2021

Ms. Lisa Celaya
Assistant Director
City of San Diego
9192 Topaz Way
San Diego, CA 92123

Subject: Wastewater Financial Plan, Cost of Service and Rate and Fee Study Final Report

Dear Ms. Celaya,

Raftelis is pleased to provide this Wastewater Financial Plan, Cost of Service, and Rate Study Report (Report) for the City of San Diego (City). The Water Financial Plan, Cost of Service, and Rate Study Report is provided under a separate cover.

The major objectives of the wastewater study included the following:
 Develop financial plans for the City's Sewer Revenue Fund to ensure financial sufficiency, meet operations and maintenance (O&M) costs, ensure sufficient funding for capital replacement and refurbishment (R&R) needs, and improve the financial health of the enterprises.  Develop a comprehensive cost of service analysis to ensure equity between classes.  Develop cost of service-based rates which meet the City’s policy objectives and comply with legal and statutory requirements.
 Develop a rate model for use by the City.

The Report summarizes the key findings and recommendations related to the development of the financial plan for the wastewater utility and the development of updated wastewater rates and fees.

It has been a pleasure working with you, and we thank you and the City staff for the support provided during the course of this study.

Sincerely,

John Wright
Senior Manager

CITY OF SAN DIEGO WASTEWATER FINANCIAL PLAN, COST O F SERVICE, AND RATE STUDY REPORT

Table of Contents

EXECUTIVE SUMMARY ........................................................................ 1 STUDY OBJECTIVES ...........................................................................................................1 STUDY FINDINGS AND RECOMMENDATIONS ..................................................................1 Financial Plan ....................................................................................................................1 Cost of Service Analysis ....................................................................................................2 Wastewater Rate Design ...................................................................................................2 Recycled Water Design .....................................................................................................3 Capacity Fees ....................................................................................................................4 INTRODUCTION ..................................................................................... 5 STUDY BACKGROUND ........................................................................................................5 REPORT CONTENTS ............................................................................................................5 LEGAL AND STATUTORY CONSIDERATIONS ..................................................................6 THE RATE SETTING PROCESS ..........................................................................................6 Revenue Requirements .....................................................................................................6 Cost of Service ...................................................................................................................7 Rate Design .......................................................................................................................7 Capacity fees .....................................................................................................................7 RELIANCE ON CITY PROVIDED DATA ...............................................................................7 FINANCIAL PLAN .................................................................................. 9 INTRODUCTION ....................................................................................................................9 CAPITAL IMPROVEMENT PROGRAM ................................................................................9 Sources of Funds ...............................................................................................................9 Uses of Funds .................................................................................................................. 10 OPERATING FUND ............................................................................................................. 11 Beginning Fund Balance .................................................................................................. 11 Target Reserves .............................................................................................................. 12 Revenues ......................................................................................................................... 12 REVENUE REQUIREMENTS .............................................................................................. 13 Operations and Maintenance Expenses .......................................................................... 13 Debt Service .................................................................................................................... 14 PAYGO Capital Transfers ................................................................................................ 15 Operating Fund Financial Plan ......................................................................................... 16 COST OF SERVICE ............................................................................. 17 INTRODUCTION .................................................................................................................. 17 Projected FY22 Revenue at Existing Rates ..................................................................... 18 Test Year FY22 Revenue Requirement ........................................................................... 18 Revenue Requirement Cost Allocations .......................................................................... 19 Assignment of Costs to Functions .................................................................................... 19 Allocation of Functionalized Costs to Demand Parameters ............................................. 23 Volume-Related Costs ..................................................................................................... 23 Customer-Related Costs .................................................................................................. 23 Recycled Water Costs ..................................................................................................... 24 Summary of FY22 Allocations to Demand Parameters .................................................... 24 Units of Service Determination ......................................................................................... 32 Allocation of inflow and infiltration (I/I) .............................................................................. 34 Unit Cost of Service ......................................................................................................... 37

CITY OF SAN DIEGO WASTEWATER FINANCIAL PLAN, COST O F SERVICE, AND RATE STUDY REPORT

Distribution of Costs to Customer Classes ....................................................................... 37 Class Cost of Service versus Revenues at Existing Rates .............................................. 38 RATE DESIGN ...................................................................................... 40 INTRODUCTION .................................................................................................................. 40 Proposed Rates - Monthly Service Charge ...................................................................... 40 Proposed Commodity Rates ............................................................................................ 40 Projected Rates ............................................................................................................... 42 RECYCLED WATER ............................................................................ 43 INTRODUCTION .................................................................................................................. 43 Recycled System Revenue Requirement ........................................................................ 43 Recycled Water Monthly Service Charges ....................................................................... 43 CAPACITY FEES ................................................................................. 46 INTRODUCTION .................................................................................................................. 46 VALUATION METHODOLOGIES........................................................................................ 46 Buy-In Method .................................................................................................................. 46 Incremental ...................................................................................................................... 47 Combined Method ............................................................................................................ 47 Credits and Offsets .......................................................................................................... 47 ESTIMATING SYSTEM CAPACITY .................................................................................... 48 UNIT COST OF CAPACITY ................................................................................................. 48 EQUIVALENT DWELLING UNIT DEMAND ANALYSIS ..................................................... 48 ASSESSMENT SCHEDULE ................................................................................................ 48 PROPOSED WASTEWATER CAPACITY FEE ................................................................... 49 System Valuation ............................................................................................................. 49 System Capacity .............................................................................................................. 49 Unit Cost of Capacity ....................................................................................................... 49 Capacity Fee Calculation ................................................................................................. 49 ADDENDUM TO THE FINAL REPORT JULY 07, 2021 ........................ 1 CHANGES SINCE THE ISSUANCE OF THE ORIGINAL FINAL REPORT ON MARCH 23, 2021 .......................................................................................................................................1 DISCUSSION OF THE CHANGE IN PROJECTED IWCP REVENUES ................................2 ALLOCATION OF TRUNK SEWERS AND MUNICIPAL PUMPING COSTS .......................3

ADDITION TO THE DISCUSSION OF CAPACITY FEES IN THE ORIGINAL FINAL REPORT ISSUED ON MARCH 23, 2021 ..............................................................................6 Economic framework for capacity fees ..............................................................................6 LEGAL FRAMEWORK - RATIONTAL NEXUS TEST ...........................................................7

LIST OF TABLES

Table 1: Projected Required Rate Revenue Adjustments .............................................................................. 1 Table 2: Test Year FY 2022 Cost of Service Summary ($/millions) ............................................................... 2 Table 3: Current and Proposed Wastewater Monthly Service Charges ....................................................... 3 Table 4: Current and Proposed Wastewater Commodity Rates ................................................................... 3 Table 5: Current and Proposed Recycled Water Monthly Meter Service Charges ..................................... 3 Table 6: Current and Proposed Recycled Water Commodity Rates ............................................................. 4 Table 7: Capital Funding Summary ($ millions) ............................................................................................ 10 Table 8: Capital Improvement Program Summary ($ millions) ................................................................... 11

CITY OF SAN DIEGO WASTEWATER FINANCIAL PLAN, COST O F SERVICE, AND RATE STUDY REPORT

Table 9: Operating Fund Detail ($ millions) ................................................................................................... 12 Table 10: Revenue Summary ($ millions) ...................................................................................................... 13 Table 11: Operations and Maintenance Expense Summary ($ millions) ................................................... 14 Table 12: Debt Service Summary ($ millions) ............................................................................................... 15 Table 13: PAYGO Transfers to Fund Capital Projects ($ millions) ............................................................. 15 Table 14: Operating Fund Financial Plan Summary ($ millions) ................................................................. 16 Table 15: Summary of Projected Revenue Requirement from Rates ($ millions) ..................................... 17 Table 16: Projected FY22 Wastewater Revenue at Existing FY21 Rates ................................................... 18 Table 17: FY22 Revenue Requirement Detail ................................................................................................ 19 Table 18: Functional Cost Components ........................................................................................................ 20 Table 19: Functional Assignment of FY22 O&M Costs ................................................................................ 21 Table 20: Functional Assignment of FY22 Revenue Requirement Offsets ................................................ 22 Table 21: Functional Assignment of FY22 Capital Costs ............................................................................ 23 Table 22: Allocation Percentages for Municipal Sub-System O&M Costs ................................................ 24 Table 23: FY22 Dollar Allocations of Municipal Sub-System O&M Costs ................................................. 25 Table 24: Allocation Percentages for Metropolitan Sub-System O&M Costs ........................................... 26 Table 25: FY22 Dollar Allocations of Metropolitan Sub-System O&M Costs ............................................ 27 Table 26: Allocation Percentages for Municipal Sub-System Revenue Requirement Offsets ................ 28 Table 27: FY22 Dollar Allocations for Municipal Sub-System Revenue Requirement Offsets ................ 29 Table 28: Allocation Percentages for Metropolitan Sub-System Revenue Requirement Offsets ........... 29 Table 29: FY22 Dollar Allocations for Metropolitan Sub-System Revenue Requirement Offsets........... 30 Table 30: Allocation Percentages for Municipal Sub-System Capital Costs ............................................. 30 Table 31: FY22 Dollar Allocation for Municipal Sub-System Capital Costs .............................................. 31 Table 32: Allocation Percentages for Metropolitan Sub-System Capital Costs ........................................ 31 Table 33: FY22 Dollar Allocations for Metropolitan Sub-System Capital Costs ....................................... 31 Table 34: Summary of FY22 Revenue Requirement Allocations ................................................................ 32 Table 35: FY22 Flow and Volume Loadings Used to Determine Units of Service..................................... 33 Table 36: Detail FY22 Allocation of I/I to Customer Classes ....................................................................... 35 Table 37: Summary of FY 22 Units of Service ............................................................................................... 36 Table 38: FY22 Unit Cost of Service Calculation .......................................................................................... 37 Table 39: FY22 Wastewater Customer Class Cost of Service - Before I/I Allocation ............................... 38 Table 40: FY22 Wastewater Customer Class Cost of Service - After I/I Allocation .................................. 38 Table 41: Comparison of FY22 Customer Class Cost of Service to Revenue at Existing Rates ............ 39 Table 42: Detail of Proposed FY22 Monthly Service Charges ..................................................................... 40 Table 43: Detail Proposed FY 22 Residential Commodity Rates ................................................................ 41 Table 44: Detail of Proposed FY22 Commercial / Industrial Commodity Rates ........................................ 41 Table 45: Detail of Proposed FY22 Trucked Waste and Imported Flows Rates ........................................ 41 Table 46: Detail of Proposed FY22 Stormwater Transportation ................................................................. 42 Table 47: Proposed Wastewater Rates for FY22 - FY25 ............................................................................... 42 Table 48: Test Year FY22 Recycled Water Revenue Requirement ............................................................. 43 Table 49: FY22 Recycled Water Monthly Service Charge Unit Cost ........................................................... 44 Table 50: Proposed FY22 Recycled Water Monthly Service Charges ........................................................ 44 Table 51: FY22 Recycled Water Commodity Revenue Requirement .......................................................... 44 Table 52: Proposed FY22 Recycled Water Commodity Rate....................................................................... 45 Table 53: Proposed Recycled Water Rates FY22 - FY25 .............................................................................. 45 Table 54: Wastewater Capacity Fee Calculation ........................................................................................... 49 Table 55: Revised Table 3 - Current and Proposed Wastewater Monthly Service Charges ...................... 1 Table 56: Revised Table 4 - Current and Proposed Wastewater Commodity Rates ................................... 1

CITY OF SAN DIEGO WASTEWATER FINANCIAL PLAN, COST O F SERVICE, AND RATE STUDY REPORT

Table 57: Revised IWCP Revenues .................................................................................................................. 2 Table 58: Change in Cash Reserves and Debt Service Due to Revised IWCP Revenues .......................... 2 Table 59: Rate Impacts of the Change in IWCP Revenues (Assuming No Other Changes) ...................... 3 Table 60: Revised Table 30 - Allocation Percentages for Municipal Subsystem Capital Costs ................ 3 Table 61: Revised Table 31 - FY22 Dollar Allocation for Municipal Subsystem Capital Costs ................. 3 Table 62: Revised Table 34 - Summary of FY22 Revenue Requirement Allocations ................................. 4 Table 63: Revised Table 38 - FY22 Unit Cost of Service Calculation ........................................................... 4 Table 64: Revised Table 39 - FY22 Wastewater Customer Class Cost of Service - Before I/I Allocation . 5 Table 65: Revised Table 40 - FY22 Wastewater Customer Class Cost of Service - After I/I Allocation .... 5 Table 66: Revised Table 42 - Detail of Proposed FY22 Monthly Service Charges ...................................... 5 Table 67: Revised Table 43 - Detail of Proposed FY22 Residential Commodity Rates .............................. 6 Table 68: Revised Table 44 - Detail of Proposed FY22 Commercial / Industrial Commodity Rates ......... 6 Table 69: Revised Table 45 - Detail of Proposed FY22 Truck Waste and Imported Flows Rates ............. 6 Table 70: Revised Table 46 - Detail of Proposed FY22 Stormwater Transportation Rates ........................ 6

APPENDICES
Appendix A: Wastewater Financial Plan
Appendix B: Wastewater Cost of Service and Rate Design Appendix C: Recycled Water and Rate Design

CITY OF SAN DIEGO WASTEWATER FINANCIAL PLAN, COST O F SERVICE, AND RATE STUDY REPORT

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WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 1 CITY OF SAN DIEGO Executive Summary

Study Objectives
The City of San Diego (City) retained Raftelis to conduct a comprehensive financial planning, cost of service, and rate design analysis for its wastewater utility. The City’s overall objectives for this study included:

 Development of a financial plan for the wastewater utility to ensure financial sufficiency, meet operations and maintenance (O&M) costs, ensure adequate funding for capital replacement and refurbishment (R&R) needs, and sustain the financial health of the utility for the period FY 2022 through FY 2025.  Development of a comprehensive wastewater financial model for the City's future financial planning and rate analysis needs.
 Conduct a comprehensive cost of service (COS) for the wastewater utility to ensure that costs are equitably assigned to customer classes for the period FY 2022 through FY 2025.  Design rates for the period FY 2022 through FY 2025 which maintain fair and equitable cost recovery from each customer class.
 Comply with Proposition 218, Proposition 26, California Government Code Section 66013, and other regulatory requirements.
 Provide appropriate education and public outreach to the City Council, the general public, and other stakeholders to ensure successful implementation of current and upcoming rate cases.

Raftelis applied industry best practice cost of service methodologies supported by the Water Environment Federation (WEF) in its Manual of Practice No. 27, Financing and Charges for Wastewater Systems, 4th Edition, 2018 (WEF Manual No. 27).

Study Findings and Recommendations

FINANCIAL PLAN
The Sewer Revenue Fund incurs all of the costs necessary to provide wastewater service and a portion of the costs necessary to provide recycled water service (the Water Enterprise Fund also incurs costs to provide recycled water service). If the City's current wastewater rates remain unchanged, projected rate revenues will be inadequate to meet the wastewater utility's annual revenue requirements throughout the period FY22 through FY25. Table 1 illustrates the recommended rate revenue adjustments. These adjustments are required to pay for future wastewater utility operations and maintenance expenses, fund the capital improvement program, provide adequate reserves, and satisfy debt service coverage requirements throughout the study period.

Table 1: Projected Required Rate Revenue Adjustments
Year Effective Date % Rate Revenue Increase
FY 2022 January 1st 5.00%
FY 2023 January 1st 4.00%
FY 2024 January 1st 4.00%
FY 2025 January 1st 3.00%

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 2 CITY OF SAN DIEGO

COST OF SERVICE ANALYSIS
The cost of service analysis is a method of allocating the test year annual revenue requirement to customer classes based on the principle of cost causation. The test year is the year in which the cost of service rates will be effective.

Customer classes are assigned costs to operate the system based on the demands they place on the system. The allocation processes used in the cost of service analysis considers the volume and strength of wastewater discharges and the number of customers in each customer classes. As shown in Table 2, the total FY22 wastewater revenue requirement is approximately $292.0 million. Of this amount, approximately $282.1 million is associated with the provision of wastewater service. Approximately $10.0 million is associated with wastewater costs that have been identified as being incurred to provide recycled water service.

Table 2: Test Year FY 2022 Cost of Service Summary ($/millions)

WASTEWATER RATE DESIGN
In the development of wastewater rate schedules, a basic consideration is to establish equitable charges to customers commensurate with the cost of providing service. The cost of service analysis determines the cost of serving each customer class based on the service requirements (i.e., demands) they place on the wastewater utility system. The City’s customer classes reflect groups of customers that have similar service characteristics.

The City has the following wastewater service customer classes: Single Family Residential, Multi-Family Residential, Commercial/Industrial, Other (Navy/Prisons), Trucked Waste and Imported Flows, and Stormwater Transportation. Tables 3 and 4 show a comparison of current and proposed service charges and current and proposed commodity rates for the typical customer classes. Service charges and commodity rates for the Other (Navy/Prisons) customer class are not shown in Tables 3 and 4 because these rates are set via a contractual arrangement. These contractually agreed to rates reflect the estimated costs that the Other (Navy/Prisons) customer class impose on the City's sewer system based on its its flow and strength loading characteristics.

Customer Class
FY 2022 Cost of
Service
Revenue at Existing
Rates
Required Change in
Revenue Recovery from
Existing Rates
Percentage
Change in
Revenue
Recovery
Wastewater Customer Classes
Single Family Residential $125,935,543 $106,632,771 $1 9,302,772 18.1% Multi-Family Residential $71,361,452 $75,752,500 ($4,391 ,048) -5.8% Non-Residential $71,538,149 $82,326,763 ($10,788,614) -1 3.1% Total Regular Wastewater Service $268,835,144 $264,712, 034 $4,123,110 1.6% Other (Navy, Prisons) $7,950,535 $7,257,235 $693,299 9.6 % Total Other (Navy, Prisons) $7,950,535 $7,257,235 $693,2 99 9.6% Trucked Waste and Imported Flows $3,941,475 $4,500,00 0 ($558,525) -12.4% Total Trucked Waste $3,941,475 $4,500,000 ($558,525) -12. 4% Stormwater Transportation $1,360,433 $1,667,940 ($307,507 ) -18.4% Total Stormwater Transportation $1,360,433 $1,667,940 ($ 307,507) -18.4% Total Wastewater Service $282,087,586 $278,137,209 $3,95 0,376 1.4% Recycled Service $9,956,484 $9,956,484
Total $292,044,070 $278,137,209 $13,906,860 5.0%

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 3 CITY OF SAN DIEGO Table 3: Current and Proposed Wastewater Monthly Service Charges

Table 4: Current and Proposed Wastewater Commodity Rates

RECYCLED WATER DESIGN
As noted previously, the Sewer Revenue Fund incurs expenses to provide recycled water service. As part of this study, Raftelis developed the proposed recycled water rates shown in Tables 5 and 6. It is important to note that the recycled water rates shown below include both the recycled water costs incurred by the Sewer Revenue Fund and the Water Revenue Fund (i.e., the total recycled water revenue requirement).

Table 5: Current and Proposed Recycled Water Monthly Meter Service Charges

Customer Class
Current
Charge FY 2022 FY 2023 FY 2024 FY 2025
Single Family Residential $15.33 $15.11 $15.71 $16.34 $1 6.83 Multi-Family Residential $15.33 $15.11 $15.71 $16.34 $16 .83 Commercial / Industrial $15.33 $15.11 $15.71 $16.34 $16. 83 Customer Class Unit
Current
Charge FY 2022 FY 2023 FY 2024 FY 2025
Residential
Single Family Residential ($ / hcf) $3.598 $4.720 $4.90 9 $5.105 $5.258 Multi-Family Residential ($ / hcf) $5.028 $4.720 $4.909 $5.105 $5.258 Commercial / Industrial
Flow Charges ($ / hcf) $3.767 $3.122 $3.247 $3.377 $3.478 COD Charges ($ / lb) $0.224 $0.208 $0.216 $0.225 $0.232 TSS Charges ($ / lb) $0.552 $0.469 $0.488 $0.507 $0.522 Trucked Waste
Flow Charges ($ / hcf) $3.900 $3.068 $3.191 $3.318 $3.418 COD Charges ($ / lb) $0.232 $0.208 $0.216 $0.225 $0.232 TSS Charges ($ / lb) $0.571 $0.469 $0.488 $0.507 $0.522 Stormwater Transportation
Flow ($/hcf) $7.676 $3.740 $3.890 $4.045 $4.167
Meter Size
Current
Charge FY 2022 FY 2023 FY 2024 FY 2025
5/8", 3/4" $21.55 $19.01 $19.77 $20.56 $21.18
1" $21.55 $29.33 $30.50 $31.72 $32.68

1.5" $39.05 $55.15 $57.36 $59.65 $61.44
2" $60.06 $86.13 $89.58 $93.16 $95.95
3" $126.52 $184.24 $191.61 $199.27 $205.25
4" $224.50 $328.83 $341.98 $355.66 $366.33
6" $493.94 $674.79 $701.78 $729.85 $751.75
8" $843.86 $1,449.34 $1,507.31 $1,567.61 $1,614.63
10" $1,333.75 $2,172.25 $2,259.14 $2,349.51 $2,419.99
12" $1,753.65 $2,740.26 $2,849.87 $2,963.87 $3,052.78
16" $3,503.24 $4,031.17 $4,192.42 $4,360.11 $4,490.92

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 4 CITY OF SAN DIEGO Table 6: Current and Proposed Recycled Water Commodity Rates

CAPACITY FEES
Capacity fees are one-time charges assessed to new development connecting to the City’s wastewater system. The current capacity fee has been in place since 2007. The proposed fee uses the combined methodology which considers the value of the existing available capacity as well as the value of future capacity projects. Capacity fees are expressed on a per equivalent dwelling unit (EDU) basis. The proposed capacity fee is $5,154 per EDU which represents a $1,026 increase from the current fee of $4,124 that was implemented in 2007. The section of this report entiled Capacity Fees provides greater detail regarding this calculation.

Customer Class
Current
Charge FY 2022 FY 2023 FY 2024 FY 2025
All Usage ($/HCF) $1.73 $2.21 $2.30 $2.39 $2.46

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 5 CITY OF SAN DIEGO Introduction

Study Background
The City retained Raftelis to conduct a comprehensive wastewater financial planning, cost of service, and rate design analysis. The City also requested that Raftelis complete a wastewater capacity fee study. Raftelis also completed a comprehensive financial planning, cost of service and rate design, analysis for the City's water utility.

The results from these two studies are published in separate reports.

The wastewater and water studies included the participation of the City’s Independent Rate Advisory Committee (IROC). The IROC is an advisory body to the Mayor and City Council. They provided input and oversight on policy issues relating to the City’s Public Utilities Department operations. Areas of focus include resource management, planned expenditures, service delivery methods, public outreach and education, and high quality, affordable services. The IROC also assists the City in tracking and reviewing use of rate proceeds to fund capital improvements. The City and/or Raftelis presented to the IROC in the following meetings:

 December 17, 2018: Cost of service study rate structure options  June 17, 2019: Review of financial assumptions
 September 16, 2019: Overview of the cost of service study and rate setting process  October 21, 2019: Overview of water and wastewater cost of service  December 15, 2019: Overview of water and wastewater expenditures  January 21, 2020: Cost of service study rate structure options

Report Contents
Raftelis developed the FY22 wastewater revenue requirement, conducted a detailed customer class cost-of-service analysis, and designed wastewater rates and fees using the City’s current wastewater rate structure. The revenue requirement analysis included calculating the revenue required from rates to meet the wastewater utility’s projected FY22 expenditures, target reserve requirements, and debt service coverage requirements.

The wastewater cost-of-service analysis included a comprehensive review of customer wastewater flows and strength loadings to identify the proportional contribution to total wastewater system demands made by each type of customer. The components of the wastewater O&M revenue requirement were then assigned to the functional activities the costs were incurred to fund (e.g., treatment, engineering, customer service, etc.). The wastewater capital cost revenue requirement was assigned to functional activities based on the profile of existing and projected wastewater assets. These functionalized costs were then allocated to the demand parameters of wastewater flow, the strength loadings of chemical oxygen demand (COD), total suspended solids (TSS), and customer service components such as accounts/bills. The functionalized and allocated costs were distributed to customer classes based on their proportionate share of overall wastewater system demand. The estimated customer class cost of service serves as the basis for the wastewater rates presented in this report. This report contains the following sections:

 Executive Summary . Summarizes the study results for the wastewater financial plan, cost of service analysis and rate design.
 Study Background . Provides an overview and purpose of the study as well as key components of the study process.

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 6 CITY OF SAN DIEGO  Financial Plan . Details the development of the financial plan, discussion of operating expenses, capital expenditures, debt service, reserve requirements, and debt service coverage requirements.  Cost of Service Analysis . Details the process for functionalizing, allocating, and distributing the revenue requirement to customer classes.
 Rate Design . Details the rate design analysis.
 Recycled Water . Details the process of calculating cost of service recycled water rates.  Capacity Fees . Details the process of updating the City's wastewater capacity fees.

Legal and Statutory Considerations
There are two Constitutional provisions that govern and impact water and wastewater rates - Article X, Section 2 (Article X) and Article XIII D, Section 6 (Article XIII D). In November 1996, California voters approved Proposition 218, which amended the California Constitution by adding Article XIII C and Article XIII D. Article XIII D placed substantive limitations on the use of the revenue collected from property-related fees and on the amount of the fee that may be imposed on each parcel. Additionally, it established procedural requirements for imposing new, or increasing existing, property-related fees. The California Supreme Court has determined that water and wastewater service fees are property-related fees.

These provisions require that a property-related fee must meet all of the following requirements:
 Revenues derived from the fee must not exceed the funds required to provide the property-related service;  Revenues from the fee must not be used for any purpose other than that for which the fee is imposed;  The amount of a fee imposed upon any parcel or person as an incident of property ownership must not exceed the proportional cost of the service attributable to the parcel;  The fee may not be imposed for a service, unless the service is actually used by, or immediately available to, the owner of the property subject to the fee. A fee based on potential or future use of a service is not permitted, and stand-by charges must be classified as assessments subject to the ballot protest and proportionality requirements for assessments;
 No fee may be imposed for general governmental services, such as police, fire, ambulance, or libraries, where the service is available to the public in substantially the same manner as it is to property owners.

The five substantive requirements in Article XIII D are structured to place limitations on (1) the use of the revenue collected from property-related fees and (2) the allocation of costs recovered by such fees to ensure that they are proportionate to the cost of providing the service attributable to each parcel.

For the City’s wastewater service charges, this Rate Study was prepared to comply with the requirements of Article X to maximize the beneficial use of water and the cost-of-service requirements of Article XIII D.

The Rate Setting Process

REVENUE REQUIREMENTS
The Sewer Revenue Fund financial plan determines the test year revenue requirement. The study used the revenue requirements method for allocating costs of service. This methodology is consistent with industry standards as discussed in WEF Manual No. 27. The revenue requirements analysis is conducted because in order "to provide adequate service, every wastewater utility must receive sufficient annual revenue to ensure proper operations and

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 7 CITY OF SAN DIEGO maintenance (O&M) of facilities, development and perpetuation of the physical condition of the system, compliance with regulatory requirements, and maintenance of the financial integrity of the utility." 1

COST OF SERVICE
After determining a utility’s revenue requirements, the next step in the rate study process is to determine the cost of serving each wastewater customer class. The wastewater cost-of-service analysis starts with a comprehensive review of customer contributed and billed wastewater flows and strength loadings to identify the proportional contribution to total wastewater system demands made by each customer class. The components of the wastewater O&M revenue requirement were then assigned to the functional activities the costs were incurred to fund (e.g., treatment, engineering, customer service, etc.). The wastewater capital cost revenue requirement was assigned to functional activities based on the profile of existing and projected wastewater assets. These functionalized costs were then allocated to the demand parameters of wastewater flow, the strength loadings of chemical oxygen demand (COD) and total suspended solids (TSS), and customer service activities such as accounts and bills. The functionalized and allocated costs were then distributed to customer classes based on their proportionate share of overall wastewater system demand. The estimated customer class cost of service serves as the basis for the wastewater rates presented in this report.

RATE DESIGN
The financial plan determines the test year revenue requirement, and the cost of service analysis allocates the revenue requirement to customer classes. The final step in a rate study is rate design. Rate design involves developing rates and charges that recover the cost of serving each customer class. The final rate recommendations made by Raftelis were based on the City's existing wastewater rate structures as updated to fund the utility’s long- term projected costs of providing service, proportionally recover costs from all customers, and comply with the substantive requirements of Article XIII D.

CAPACITY FEES
Capacity fees are one-time charges assessed to new development. These fees recover the costs to ensure the wastewater system maintains sufficient capacity to serve new development. The calculation of capacity fees includes the capacity available to serve new development and to the value of those facilities. There are three primary methodologies to estimate the value of capacity: buy-in, incremental, and the combined method. The method selected must consider whether there is available capacity in the existing system, expansion capacity to be available in the future, or a combination of both. Fees are calculated by dividing the value of facilities by the capacity of those facilities. This unit cost is then applied to the demand characteristics of an EDU. The equivalent dwelling unit is typically measured as a single family dwelling or a ¾” meter. Capacity fees must comply with the California Government Code Section 66013.

Reliance on City Provided Data
During this project, the City (and/or its representatives) provided Raftelis with a variety of technical information, including cost and revenue data. Raftelis did not independently assess or test for the accuracy of such data – historic or projected. Raftelis has relied on this data in the formulation of our findings and subsequent recommendations, as well as in the preparation of this report. Raftelis also relied on cost allocation data provided by the City as needed to complete the cost-of-service analysis.

1 Water Environment Federation, Financing and Charges for Wastewater Systems, Manual of Practice No. 27 , (4th Edition, 2018).

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 8 CITY OF SAN DIEGO There are often differences between actual and projected data. Some of the assumptions used in this report will not be realized, and unanticipated events and circumstances may occur. Therefore, there are likely to be differences between the data or results projected in this report and actual results achieved, and those differences may be material. As a result, Raftelis takes no responsibility for the accuracy of data or projections provided by or prepared on behalf of the Department, nor do we have any responsibility for updating this report for events occurring after the date of this report.

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 9 CITY OF SAN DIEGO Financial Plan

Introduction
The City of San Diego's wastewater utility system consists of two sub-systems: the Municipal sub-system and the Metropolitan sub-system. The Municipal sub-system is a sewage collection system for retail customers served within the City of San Diego. It consists of the piping and pumping systems required for the collection and conveyance of the wastewater generated in the City's municipal service area. The sewage collected by the Municipal sub-system is ultimately discharged into the Metropolitan sub-system. The Metropolitan sub-system is a regional sewage treatment and disposal system that serves the City of San Diego and 12 participating agencies that consist of other cities and wastewater districts in the County of San Diego. The City, as operator of the regional metropolitan wastewater system is the holder of three National Pollutant Discharge Elimination System (NPDES) permits. One NPDES permit is associated with the discharge of sewage from the Point Loma Wastewater Treatment Plant which includes flows received from the City's North City Water Reclamation Plant. The City also holds an NPDES permit for wastewater discharges from its South Bay Water Reclamation Plant. And in May 2020, the Regional Water Quality Control Board adopted an order that grants an NPDES permit to the City of San Diego to add purified water to the Miramar Reservoir for Phase 1 of the Pure Water Program. This is the first NPDES permit issued for a reservoir augmentation project in the state of California.

The City accounts for the operation of its wastewater utility system through an enterprise fund known as the Sewer Revenue Fund that is managed by the Public Utilities Department. The Sewer Revenue Fund is a self-supporting enterprise fund. This means that the cost of paying for annual wastewater operations and maintenance expenses, capital projects, and debt service is met through cash inflows from wastewater rates, capacity fees, miscellaneous revenues, and the proceeds from external debt financing. The Sewer Revenue Fund also incurs costs that are used to provide recycled water service.

For the purposes of this study, wastewater utility financial information has been subdivided into two primary funds; operating and capital. Within each of these funds, the respective operating and capital costs of the Municipal and Metropolitan sub-systems were identified. Separate financial forecasts have been made for the operating and capital funds for the study period FY22 through FY25 to determine the adequacy of revenues under existing rates to meet revenue requirements.

Capital Improvement Program
In the wastewater financial planning model, the capital fund (referenced in the paragraph above) is used to track projected funding for capital improvement program expenditures associated with the Municipal and Metropolitan sub-systems. Funding for Pure Water Program capital projects are included as part of the Metropolitan sub-system.

SOURCES OF FUNDS
The City funds wastewater capital improvement program expenditures through a combination of sources including cash transfers from the operating fund, revenue bond proceeds, state revolving fund loans, and grants. Table 7 shows a detail of projected funding for capital improvement program expenditures for the period FY21 through FY25.

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 10 CITY OF SAN DIEGO Table 7: Capital Funding Summary ($ millions)

USES OF FUNDS
The City’s wastewater capital improvement program for the period FY21 through FY25 totals $1,351.5 million.

Projects include both expansion-related infrastructure designed to accommodate growth and repair and replacement projects designed to ensure the service quality provided by existing infrastructure. Pure Water projects total $540.6 million for the period FY21 through FY25 and represent 40% of the total wastewater utility capital program. Pure Water projects will be funded through a combination of cash reserves, state revolving fund loans, and grants. The detailed capital improvement program project listing is contained in Appendix A. Table 8 summarizes the capital improvement program by sub-system and facility type.

Summary of All Funding FY 2021 FY 2022 FY 2023 FY 2024 F Y 2025 Total Total All CIP Expenditures $196.9 $355.1 $337.1 $275.9 $ 186.5 $1,351.5 Grants $12.6 $0.3 $0.0 $0.0 $0.0 $12.9
SRF Loans $17.5 $202.3 $180.0 $160.8 $110.9 $671.6
Commercial Paper $0.0 $0.0 $0.0 $0.0 $0.0 $0.0
Bonds $0.0 $150.0 $80.0 $60.0 $50.0 $340.0
Capacity Fees $17.5 $17.5 $17.5 $17.5 $17.5 $87.5
Cash $149.3 ($15.1) $59.6 $37.6 $8.1 $239.4
Total All CIP Funding $196.9 $355.1 $337.1 $275.9 $186.5 $1,351.5 Funding Detail FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 To tal Muni Subsystem CIP Expenditures $132.6 $126.2 $92.6 $11 0.0 $100.1 $561.5 Grants $0.0 $0.3 $0.0 $0.0 $0.0 $0.3
SRF Loans $0.0 $0.0 $5.4 $13.3 $28.1 $46.8
Commercial Paper $0.0 $0.0 $0.0 $0.0 $0.0 $0.0
Revenue Bonds $0.0 $120.0 $40.0 $30.0 $40.0 $230.0
Capacity Fees $17.5 $17.5 $17.5 $17.5 $17.5 $87.5
Cash $115.1 ($11.6) $29.7 $49.2 $14.5 $196.9
Muni Subsystem CIP Funding $132.6 $126.2 $92.6 $110.0 $1 00.1 $561.5 Funding Detail FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 To tal Metro Subsystem CIP Expenditures $22.7 $71.4 $55.6 $56. 7 $43.0 $249.4 Grants $0.0 $0.0 $0.0 $0.0 $0.0 $0.0
SRF Loans $17.5 $7.0 $2.0 $24.7 $25.4 $76.7
Commercial Paper $0.0 $0.0 $0.0 $0.0 $0.0 $0.0
Bonds $0.0 $30.0 $40.0 $30.0 $10.0 $110.0
Capacity Fees $0.0 $0.0 $0.0 $0.0 $0.0 $0.0
Cash $5.2 $34.4 $13.5 $2.0 $7.6 $62.6
Metro Subsystem CIP Funding $22.7 $71.4 $55.6 $56.7 $43. 0 $249.4 Funding Detail FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 To tal Pure Water CIP Expenditures $41.5 $157.4 $189.0 $109.2 $ 43.4 $540.6 Grants $12.6 $0.0 $0.0 $0.0 $0.0 $12.6
SRF Loans $0.0 $195.3 $172.5 $122.9 $57.4 $548.1
Commercial Paper $0.0 $0.0 $0.0 $0.0 $0.0 $0.0
Bonds $0.0 $0.0 $0.0 $0.0 $0.0 $0.0
Capacity Fees $0.0 $0.0 $0.0 $0.0 $0.0 $0.0
Cash $28.9 ($37.9) $16.4 ($13.6) ($14.0) ($20.1)
Pure Water CIP Funding $41.5 $157.4 $189.0 $109.2 $43.4 $ 540.6

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 11 CITY OF SAN DIEGO Table 8: Capital Improvement Program Summary ($ millions)

Operating Fund
In the wastewater financial planning model, the operating fund is used to track projected funding for operating expenditures associated with the Municipal sub-system and the Metropolitan sub-system. Funding for Pure Water Program operating expenses is included within the Metropolitan sub-system.

BEGINNING FUND BALANCE
The wastewater operating fund beginning balance was $323.7 million at the start of FY21 (Juy 1, 2020). This amount is projected to decline to approximately $149.9 million at the end of FY25 (June 30, 2025) due primarily to the use of cash funding for capital improvement program expenditures and a slight increase in operating costs.

Table 9 details the projected operating fund during the period FY21 through FY25.

Project FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total
Municipal Subsystem CIP Expenditures
Sewer Treatment Plants $0.0 $0.0 $0.0 $0.0 $0.0 $0.0
Trunk Sewers $35.9 $53.4 $17.3 $12.2 $20.7 $139.5
Muni Pump Station $2.0 $1.3 $0.9 $1.6 $6.4 $12.1
Sewer Pipelines $93.5 $68.4 $69.0 $84.1 $58.4 $373.3
Miscellaneous Projects $1.3 $3.2 $5.4 $12.1 $14.6 $36.6 Total Municipal Subsystem $132.6 $126.2 $92.6 $110.0 $10 0.1 $561.5 Metropolitan Subsystem CIP Expenditures
Sewer Treatment Plants $8.0 $29.4 $34.2 $19.7 $10.9 $102. 2 Trunk Sewers $0.6 $3.5 $7.5 $9.0 $6.4 $26.9
Large Sewer Pump Station $12.5 $5.2 $6.8 $7.1 $1.1 $32.7 SDG&E Relocation Advance $0.0 $28.4 $0.0 $0.0 $0.0 $28.4 Recycled Water $0.5 $0.4 $0.4 $0.4 $0.4 $2.0
Miscellaneous Projects $1.1 $4.5 $6.8 $20.6 $24.3 $57.2 Total Metropolitan Subsystem $22.7 $71.4 $55.6 $56.7 $43 .0 $249.4 Pure Water CIP Expenditures
Pure Water - North City $40.7 $157.2 $179.1 $98.8 $39.6 $ 515.4 Pure Water - Demo Facility $0.8 $0.2 $9.3 $6.9 $0.1 $17.3 Pure Water - Central Facility $0.0 $0.0 $0.6 $3.6 $3.7 $7 .9 Total All Pure Water $41.5 $157.4 $189.0 $109.2 $43.4 $54 0.6 Total All CIP Expenditures $196.9 $355.1 $337.1 $275.9 $ 186.5 $1,351.5

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 12 CITY OF SAN DIEGO Table 9: Operating Fund Detail ($ millions)

TARGET RESERVES
The City maintains three different types of reserves: Emergency Operating, Emergency Capital, and Rate Stabilization. The City’s reserve policy requires minimum balances that are based on the following requirements:

 Emergency Operating: 70 days of O&M excluding contingencies and debt service  Emergency Capital: $10,000,000
 Rate Stabilization: 5% of prior year operating revenue

The "Unrestricted Funds" shown in Table 9 reflect available operating funds after subtracting the reserves mandated by the City's reserve policy. Total unrestricted funds (operating funds in excess of City mandated reserves) are projected to decline from $45.2 million in FY21 to $36.6 million at the end of FY25.

REVENUES
Revenue of the wastewater utility is derived primarily from the rates paid by customers for wastewater service (sewer service charge revenue) and reimbursements from the agencies that participate in the regional wastewater treatment system operated by the City. A high level summary of projected wastewater utility revenues is shown in Table 10. Sewer service charge revenue projected from existing rates in FY21 represents approximately 75% of total revenue. Annual revenue from existing wastewater rates is projected to increase during the study period based on a projected growth rate in the number of accounts of 0.25% per year with no changes in the use per account.

The reimbursement received from the 12 participating agencies who receive wholesale wastewater treatment services from the regional wastewater system operated by the City is projected to be $80.0 million in FY21 and will remain constant through FY25. Approximately 20% of total revenue during this period is provided by these reimbursements.

Reserve Item FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Beginning Balance $323.7 $181.7 $197.7 $138.0 $124.5
Net Cash Balance ($142.0) $16.0 ($59.7) ($13.5) $25.4
Other Sources / (Uses) $0.0 $0.0 $0.0 $0.0 $0.0
Ending Balance $181.7 $197.7 $138.0 $124.5 $149.9
Days Cash on Hand (1) 252 263 180 161 191
Interest Earnings on Operating Fund $4.3 $3.0 $2.6 $2.1 $2.3 Unrestricted Funds
Beginning Unrestricted Balance $184.7 $45.2 $76.8 $38.5 $19.5 Net Cashflow Balance ($142.0) $16.0 ($59.7) ($13.5) $25. 4 Other Sources / (Uses) $0.0 $0.0 $0.0 $0.0 $0.0
Transfers to / (from) Operating Fund $2.5 $15.6 $21.5 ( $5.5) ($8.3) Total Unrestricted Funds $45.2 $76.8 $38.5 $19.5 $36.6
(1) Days Cash on Hand = Ending Cash Balance ÷
Annual O&M Expenses * 365 days

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 13 CITY OF SAN DIEGO Table 10: Revenue Summary ($ millions)

Revenue Requirements
The revenue requirements of the wastewater utility include O&M, debt service, transfers to the capital improvement fund, and funding reserves.

OPERATIONS AND MAINTENANCE EXPENSES
O&M consists of the cost of personnel and materials to collect and treat wastewater on a routine basis. Since these costs are an annual obligation of the wastewater utility, they must be met from annual sewer service charge revenue. Table 11 provides a summary of projected O&M expenses for the Municipal and Metropolitan sub- systems. As shown this table, for the period FY21 through FY25, approximately 36% of the actual and projected O&M expenses incurred by the wastewater utility are associated with the operation of the Municipal sub-system and approximately 64% are for the operation of the Metropolitan sub-system.

Revenue Source FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 To tal % of Total Sewer Service Charge Revenue
Revenue from Existing Rates $276.8 $278.1 $278.8 $279.5 $280.2 $1,393.5 69.8% Revenue from Proposed Rate Adj. $0.0 $7.0 $19.8 $31.8 $4 2.8 $101.4 5.1% Total Rate Revenue $276.8 $285.1 $298.6 $311.3 $323.0 $1, 494.8 74.9% Other Operating Revenues
New Sewer Service Connections $0.0 $0.0 $0.0 $0.0 $0.0 $0 .0 0.0% Maint & Operation Metro $80.0 $80.0 $80.0 $80.0 $80.0 $40 0.0 20.0% Other Sewer Treatment Plant Services $2.3 $2.1 $2.1 $2. 2 $2.2 $10.9 0.5% Services Rendered Other Funds $6.5 $3.6 $3.6 $3.6 $3.6 $2 1.0 1.1% Total Other Operating Revenues $88.8 $85.8 $85.8 $85.8 $ 85.8 $431.9 21.6% Non-Operating Revenues
Grant Assistance $0.0 $0.0 $0.0 $0.0 $0.0 $0.0 0.0%
Land and Building Rentals $0.9 $0.1 $0.1 $0.1 $0.1 $1.3 0. 1% Other Revenues $4.6 $10.8 $10.9 $10.8 $15.9 $53.0 2.7%
Total Non-Operating Revenues $5.5 $10.9 $11.0 $10.9 $16. 0 $54.2 2.7% Interest Earnings on Operating Fund $4.3 $3.0 $2.6 $2.1 $2.3 $14.3 0.7% Total Revenues $375.4 $384.8 $397.9 $410.1 $427.1 $1,995. 3 100.0%

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 14 CITY OF SAN DIEGO Table 11: Operations and Maintenance Expense Summary ($ millions)

DEBT SERVICE
The wastewater utility funds its capital program using a variety of external debt instruments. Table 12 provides a summary of projected debt service payments for the Municipal and Metropolitan sub-systems. As shown in Table 12, the vast majority of all projected debt service expenditures are associated with existing outstanding debt financing.

Operations and Maintenace Expenses FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Total % of Total Municipal Sub-System
Personnel Cost $24.0 $24.2 $24.2 $24.2 $24.3 $120.7 8.7% Fringe Benefits $18.5 $18.5 $18.5 $18.5 $18.5 $92.4 6.7% Supplies $5.7 $5.8 $5.9 $6.1 $6.3 $29.8 2.2%
Contracts $38.0 $40.8 $41.6 $42.4 $43.4 $206.1 14.9%
IT Expenses $3.8 $3.9 $4.4 $4.2 $4.3 $20.6 1.5%
Energy & Utilities $5.1 $5.1 $5.1 $5.1 $5.1 $25.5 1.8%
Other $0.1 $0.1 $0.1 $0.1 $0.1 $0.6 0.0%
Transfers $0.6 $0.6 $0.6 $0.6 $0.6 $3.1 0.2%
Capital Expenditures $1.1 $1.4 $1.1 $1.1 $1.1 $5.7 0.4% Debt Service $0.1 $0.1 $0.1 $0.1 $0.1 $0.6 0.0%
Total Municipal Sub-System $97.0 $100.4 $101.6 $102.4 $1 03.7 $505.1 36.4% Metropolitan Sub-System
Personnel Cost $34.1 $36.1 $37.2 $38.0 $38.0 $183.3 13.2% Fringe Benefits $23.3 $23.3 $23.3 $23.3 $23.3 $116.3 8.4% Supplies $20.8 $20.8 $21.4 $23.2 $24.4 $110.6 8.0%
Contracts $57.9 $64.1 $66.2 $65.8 $66.8 $320.9 23.1%
IT Expenses $8.5 $8.4 $9.1 $8.9 $9.1 $44.0 3.2%
Energy & Utilities $17.6 $17.8 $17.6 $17.7 $18.2 $88.9 6.4 % Other $0.2 $0.3 $0.2 $0.2 $0.2 $1.2 0.1%
Transfers $0.5 $0.5 $0.5 $0.5 $0.5 $2.3 0.2%
Capital Expenditures $2.9 $3.2 $2.9 $2.9 $2.9 $14.7 1.1% Total Metropolitan Sub-System $165.7 $174.3 $178.4 $180 .4 $183.3 $882.2 63.6% Total Operations and Maintenance $262.7 $274.7 $280.0 $ 282.8 $287.1 $1,387.3 100.0%

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 15 CITY OF SAN DIEGO Table 12: Debt Service Summary ($ millions)

PAYGO CAPITAL TRANSFERS
Transfers of cash to the capital fund from the operating fund are used to partially pay for the City’s wastewater capital improvement program. The use of operating cash flows (i.e., cash generated primarily from rate revenues) to fund capital improvements is referred to as pay-as-you-go or "PAYGO" funding. These transfers vary each year based on the number of projects funded and the type of funding used for each project. Table 13 summarizes the projected transfers of cash to/from the wastewater operating fund to pay for capital improvement projects during the period FY21 through FY25.

The negative values shown in Table 13 reflect transfers from the operating fund to pay for capital improvements (i.e., transfers out) during those years in which projected capital improvement expenditures are greater than other funding sources. A positive value indicates that projected sources of funding exceed project capital improvement program expenditures. For example, the positive value of $9.5 million for Pure Water in FY22 reflects projected receipt of SRF loan proceeds in excess of actual projected FY22 Pure Water capital improvement program expenditures. Note that proceeds from bonds, SRF loans and grants are distributed on a reimbursement basis which may include both prior year and current year capital improvement program expenditures.

Table 13: PAYGO Transfers to Fund Capital Projects ($ millions)

Debt Service FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Tota l % of Total Existing Debt Service
Municipal Sub-System
Revenue Bonds $31.4 $38.0 $37.9 $31.5 $31.5 $170.2 31.4% SRF Loans $1.6 $1.6 $1.6 $1.7 $1.7 $8.2 1.5%
Municipal Sub-Sytem Existing Debt Service $33.0 $39.6 $39.5 $33.2 $33.2 $178.4 32.9% Metropolitan Sub-System
Revenue Bonds $63.7 $57.5 $59.7 $46.8 $46.8 $274.3 50.6% SRF Loans $8.7 $8.5 $8.2 $8.6 $8.6 $42.7 7.9%
Metropolitan System Existing Debt Service $72.4 $66.0 $67.9 $55.4 $55.4 $317.0 58.4% Total Existing Debt Service $105.4 $105.6 $107.3 $88.5 $88.5 $495.4 91.3% Proposed Debt Service
Municipal Sub-System
New Revenue Bonds $0.0 $2.9 $7.9 $10.0 $12.0 $32.8 6.0% Municipal Sub-System Proposed Debt Service $0.0 $2.9 $7 .9 $10.0 $12.0 $32.8 6.0% Metropolitan Sub-System
New Revenue Bonds $0.0 $0.7 $2.7 $4.8 $6.1 $14.3 2.6%
Metropolitan System Proposed Debt Service $0.0 $0.7 $2. 7 $4.8 $6.1 $14.3 2.6% Total Proposed Debt Service $0.0 $3.6 $10.6 $14.8 $18.0 $47.1 8.7% Transfers from Reserve (final pmt) $0.0 $0.0 $0.0 $0.0 $ 0.0 $0.0 0.0% Less: Interest Earnings on Debt Service Reserve (No te 1) ($0.0) ($0.0) ($0.0) ($0.0) ($0.0) ($0.2) 0.0% Total Debt Service $105.4 $109.2 $118.0 $103.3 $106.6 $542.3 100.0% Note 1: Interest earnings on the Debt Service Reserve are projected to be $33,068 per year. This amou nt is ($0.0) when expressed as $/millions. Over the five-year period FY2021 - FY2022, total interes t earnings are projected to be $165,342. This amount is ($0.2) when expressed as $/millions.

PAYGO Transfers In / (Out) FY 2021 FY 2022 FY 2023 FY 2 024 FY 2025 Total % of Total Municipal Sub-System ($115.1) $11.6 ($29.7) ($49.2) ($14 .5) ($196.9) 82.2% Metropolitan Sub-Sytem ($5.2) ($5.9) ($13.5) ($2.0) ($7. 6) ($34.2) 14.3% Pure Water (Metropolitan Sub-System) ($28.9) $9.5 ($16 .4) $13.6 $14.0 ($8.3) 3.5% Total Metropolitan Sub-system ($34.1) $3.5 ($30.0) $11. 7 $6.4 ($42.5) 17.8% Total Transfers ($149.3) $15.1 ($59.6) ($37.6) ($8.1) ($2 39.4) 100.0%

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 16 CITY OF SAN DIEGO

OPERATING FUND FINANCIAL PLAN
The outcome of the financial planning process is a projection of the amount of rate revenues required from the provision of wastewater service. For the wastewater utility, revenues under existing rates are inadequate to sustain minimum reserve and debt service coverage targets during the period FY22 through FY25. Table 14 provides a summary of the revenue adjustments and resulting financial plan for the operating fund.

Table 14: Operating Fund Financial Plan Summary ($ millions)

Financial Plan Component FY 2021 FY 2022 FY 2023 FY 202 4 FY 2025 Annual Revenue Adjustment 0.0% 5.0% 4.0% 4.0% 3.0%
Cumulative Revenue Adjustment 0.0% 5.0% 9.2% 13.6% 17.0% Revenue
Revenue from Existing Rates $276.8 $278.1 $278.8 $279.5 $280.2 Revenue from Proposed Rate Adjustments $0.0 $7.0 $19.8 $31.8 $42.8 Total Rate Revenue $276.8 $285.1 $298.6 $311.3 $323.0
Other Operating Revenue $88.8 $85.8 $85.8 $85.8 $85.8
Total Operating Revenue $365.6 $370.8 $384.4 $397.1 $408 .8 Non-Operating Revenue $5.5 $10.9 $11.0 $10.9 $16.0
Interest Earnings on Operating Fund $4.3 $3.0 $2.6 $2.1 $2.3 Total Revenue $375.4 $384.8 $397.9 $410.1 $427.1
Expenditures
O&M Expenses $262.7 $274.7 $280.0 $282.8 $287.1
Debt Service $105.4 $109.2 $118.0 $103.3 $106.6
PAYGO Transfers $149.3 ($15.1) $59.6 $37.6 $8.1
Total Expenditures $517.4 $368.8 $457.6 $423.6 $401.7
Net Cash Flow ($142.0) $16.0 ($59.7) ($13.5) $25.4
Beginning Cash Reserves $323.7 $181.7 $197.7 $138.0 $124 .5 Ending Cash Reserves $181.7 $197.7 $138.0 $124.5 $149.9 Senior Debt Service Coverage 1.45 1.43 1.49 1.60 1.70
Aggregate Debt Service Coverage 1.38 1.31 1.33 1.35 1.40

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 17 CITY OF SAN DIEGO Cost of Service

Introduction
The cost-of-service process is used to assign costs to each customer class based on their proportionate share of total system wastewater demands. The starting point for the cost of service analysis is the revenue requirement from rates developed as part of the financial planning process. Table 15 provides a summary of the revenue requirement from rates for the period FY21 through FY25. As shown in Table 15, the FY22 revenue requirement from rates is $292.0 million. This amount of costs serves as the basis for the cost of service study and proposed FY22 rates developed by Raftelis. A detail of the FY22 revenue requirement is provided later in this section.

Table 15: Summary of Projected Revenue Requirement from Rates ($ millions)

The first step in the cost of service process is to assign the revenue requirement to specific functional categories.

The components of the wastewater O&M revenue requirement are then assigned to the functional activities the costs were incurred to fund (e.g., treatment, engineering, customer service, etc.). The wastewater capital cost revenue requirement was assigned to functional activities based on the profile of existing and projected wastewater assets. These functionalized costs are then allocated to the specific types of demand (demand parameters) they are used to meet (e.g., flow, COD and TSS strength loadings, customer service). Finally, the costs are allocated to customer classes based on their respective units of service (e.g., HCF of flow, pounds of COD and TSS, and number of customer accounts). The cost of service process consists of the following nine steps:

 Determine the revenue from existing rates that will be earned during the test year  Determine test year revenue requirement (the amount of rate revenue that must be earned by customers)  Functionalize revenue requirement
 Allocate functionalized costs to demand parameters
 Determine system units of service
 Determine unit cost of service
 Determine customer class units of service
 Distribute costs to customer classes
Revenue Requirement Component FY 2021 FY 2022 FY 2023 F Y 2024 FY 2025 O&M Expenses $262.7 $274.7 $280.0 $282.8 $287.1
Debt Service Expenditures $105.37 $109.17 $117.95 $103. 29 $106.55 PAYGO Transfers $149.3 ($15.1) $59.6 $37.6 $8.1
Annualized Change in Cash Reserves ($142.0) $23.0 ($53 .9) ($7.4) $30.2 Total Gross Revenue Requirement $375.4 $391.7 $403.8 $4 16.2 $431.9 Less: Revenue Requirement Offsets
Other Operating Revenues $88.8 $85.8 $85.8 $85.8 $85.8
Non-Operating Revenues $5.5 $10.9 $11.0 $10.9 $16.0
Interest Earnings on Operating Fund $4.3 $3.0 $2.6 $2.1 $2.3 Total Revenue Requirement Offsets $98.6 $99.7 $99.3 $98 .8 $104.1 Net Revenue Requirement from Rates $276.8 $292.0 $304. 5 $317.4 $327.8 Annual Rate Revenue Adjustment 0.0% 5.0% 4.0% 4.0% 3.0% Cumulative Rate Revenue Adjustment 0.0% 5.0% 9.2% 13.6% 17.0%

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 18 CITY OF SAN DIEGO  Design rates to recover class cost-of-service and total revenue requirement

PROJECTED FY22 REVENUE AT EXISTING RATES
The projected FY22 wastewater revenue that will be earned under the City's current FY21 wastewater rates was developed using detailed billing records provided by the City. Table 16 shows these projected revenues for those customer classes and/or services that must pay sewer service charges based on their actual proportional contribution of system wastewater volumes and strength loadings.

Table 16: Projected FY22 Wastewater Revenue at Existing FY21 Rates

TEST YEAR FY22 REVENUE REQUIREMENT
Raftelis conducted a cost of service study and developed proposed rates and charges for FY22. Thus, FY22 is referred to as the COS study "test year". As noted previously, the starting point for the cost of service analysis is the development of the revenue requirement from rates. Table 17 provides a detail of the FY22 test year revenue requirements with amounts shown for both the Metropolitan and Municipal sub-systems. Note that the total system net revenue requirement from rates shown in Table 17 is $292.0 million. This amount can be directly traced to Table 15 (Summary of Projected Revenue Requirement from Rates).

Customer Class/Type FY22 Revenue at
Existing FY21 Rates
Wastewater Customer Classes
Single Family Residential $106,632,771
Multi-Family Residential $75,752,500
Non-Residential $82,326,763
Subtotal $264,712,034
Other (Navy, Prisons) $7,257,235
Subtotal $7,257,235
Trucked Waste and Imported Flows $4,500,000
Subtotal $4,500,000
Stormwater Transportation $1,667,940
Subtotal $1,667,940
Total Wastewater Service $278,137,209

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 19 CITY OF SAN DIEGO Table 17: FY22 Revenue Requirement Detail

REVENUE REQUIREMENT COST ALLOCATIONS
The underlying principle in cost allocation is to convert the test year revenue requirement into costs that best reflect the cost associated with customer demands placed on the wastewater system. Those costs are proportionately allocated to customer classes based on their respective customer service characteristics. This process is accomplished through the assignment of the revenue requirement to functional components, the allocation of these functional costs to demand parameters reflecting customer usage characteristics, and the distribution of costs to customer classes. This section of the report describes the revenue requirement cost allocation process.

ASSIGNMENT OF COSTS TO FUNCTIONS
Wastewater systems are comprised of several facilities (unit processes or functions) that are designed and operated to collect, convey and treat the wastewater discharges of customers. The separation of costs into functional components provides a means for distributing costs to customer classes based on their respective proportional cost responsibility in the system. Table 18 provides a summary of key functional cost components for the City's wastewater utility system. These functional cost components were used to functionalize the O&M and capital cost components for both the Municipal and Metropolitan sub-systems of the City's wastewater utility.

Revenue Requirement Component Operating Capital Total Operating Capital Total O&M
Department Management $16,586,089 $16,586,089 $15,540,241 $15,540,241 Customer Support Services $6,624,256 $6,624,256 $0 $0
Employee Services & Quality Assurance $3,613,600 $3,6 13,600 $7,030,283 $7,030,283 Engineering Program Management $6,368,850 $6,368,850 $ 4,777,043 $4,777,043 Environmental Monitoring & Technical Services $6,745 ,995 $6,745,995 $18,350,953 $18,350,953 Finance & Budget $6,978,531 $6,978,531 $11,065,903 $11,065,903 Innovation & Technology $649,722 $649,722 $1,136,535 $1,136,535 Pure Water $0 $0 $7,650,472 $7,650,472
Water Systems Operations $0 $0 $5,865,286 $5,865,286
Wastewater Collection $43,687,408 $43,687,408 $0 $0
Wastewater Treatment $6,638,748 $6,638,748 $102,883,328 $102,883,328 Water Construction Maintenance $2,495,714 $2,495,714 $ 0 $0 Total O&M $100,388,913 $0 $100,388,913 $174,300,043 $0 $174,300,04 3 Debt Service
Existing $39,594,360 $39,594,360 $65,984,855 $65,984,855 Proposed $2,897,015 $2,897,015 $728,699 $728,699
Interest Earnings on Debt Service Reserve ($12,085) ($12,085) ($20,983) ($20,983) Total Debt Service $0 $42,479,289 $42,479,289 $0 $66,692,571 $66,692,571 Total Expense Items Before Transfers $100,388,913 $42 ,479,289 $142,868,203 $174,300,043 $66,692,571 $240,992 ,614 Less: PAYGO CIP Transfer In $11,565,068 $11,565,068 $3,532,088 $3,532,088 Add: Change in Cash Reserves $6,007,864 $2,542,211 $8, 550,074 $10,431,141 $3,991,276 $14,422,417 Gross Revenue Requirement from Rates $106,396,777 $33 ,456,432 $139,853,209 $184,731,184 $67,151,759 $251,882 ,943 Revenue Requirement Offsets ` `
Other Operating Revenues
New Sewer Service Connections $3,000 $3,000
Maint & Operation Metro $0 $80,000,000 $80,000,000
Other Sewer Treatment Plant Services $2,140,670 $2,14 0,670 $0 Services Rendered Other Funds $1,317,808 $1,317,808 $2 ,295,600 $2,295,600 Total Other Operating Revenues $3,461,478 $0 $3,461,47 8 $82,295,600 $0 $82,295,600 Non-Operating Revenues $8,164,565 $8,164,565 $2,735,044 $0 $2,735,044 Interest Earnings on Operating Fund $1,109,328 $1,109 ,328 $1,926,068 $1,926,068 Total Revenue Requirement Offsets $12,735,370 $0 $12,7 35,370 $86,956,712 $0 $86,956,712 Net Revenue Requirement from Rates $93,661,407 $33,45 6,432 $127,117,839 $97,774,472 $67,151,759 $164,926,231 Total System Net Revenue Requirement from Rates $292 ,044,070 Municipal Sub-System Metropolitan Sub-System

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 20 CITY OF SAN DIEGO Table 18: Functional Cost Components

Table 19 shows the assignment of O&M costs to functions for both the Municipal and Metropolitan sub-systems.

The functionalization developed for O&M costs was based on consultations with Public Utilities Department staff and reflects their best estimate of the functional justification for the incurrence of each major O&M line item.

Note that the total functionalized FY22 O&M costs assigned for the Municipal sub-system total $106.4 million.

This value can be seen in Table 17 (line labeled Gross Revenue Requirement from Rates). This amount reflects total Municipal sub-system O&M costs of $100.4 plus the allocation of $6.0 million associated with the FY22 change in cash reserves.

Similarly, the total functionalized FY22 O&M costs assigned for the Metropolitan sub-system are $184.7 million.

This amount can also be seen in Table 17 (line labeled Gross Revenue Requirement from Rates). This amount reflects total Metropolitan sub-system O&M costs of $174.3 million plus the allocation of $10.4 million associated with the FY22 change in cash reserves.

O&M Functions Capital Cost Functions
Engineering Large Sewer Pump Station
General and Administrative Muni Pump Station
Operational Support Miscellaneous Projects
Quality Control AMI
Transmission Sewer Pipelines
Treatment and Disposal Sewer Treatment Plants
Customer Trunk Sewers
Recycled Water Pure Water
Recycled Water

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 21 CITY OF SAN DIEGO Table 19: Functional Assignment of FY22 O&M Costs

O&M Function Municipal Sub-System Metropolitan Sub-Sy stem Engineering
Environmental Support $2,370,253 $343,718
Program Management & Review $4,115,639 $12,101,863
Subtotal $6,485,892 $12,445,581
General and Administrative
Business Support Admin $28,522,365 $35,414,177
Operating Division Admin $7,514,124 $9,045,765
Subtotal $36,036,490 $44,459,943
Operational Support
Central Support Comnet/Comc $384,299 $7,022,575
Operational Support $1,764,765 $6,274,418
Subtoal $2,149,064 $13,296,993
Quality Control
Industrial Permitting and Compliance $5,603,942 $22,2 54 Marine Biology & Ocean Operations $1,490 $7,325,553
Sewage Testing and Control $512,109 $534,828
Wastewater Chemistry Services $1,531,690 $8,304,214
Subtotal $7,649,231 $16,186,848
Transmission
Main Cleaning $13,985,124 $0
Other Muni Agencies $4,857,042 $0
Other Pump Stations $5,611,497 $1,249,158
Pipeline Maintenance & Repair $11,333,098 $0
Pump Station 1 $0 $3,287,861
Pump Station 2 $1,144 $8,473,610
Sewer Pump Stations $5,192,493 $0
WWC Engineering & Planning $2,735,920 $0
Subtotal $43,716,319 $13,010,629
Treatment and Disposal
Cogen Facilities $0 $1,068,144
GUF $0 $1,734,013
MBC $5,025 $21,533,717
NCWRP $383 $12,791,177
PTLWWTP $0 $25,996,463
SBWRP $6 $10,509,355
WWTD Plant Engineering $0 $892,565
Subtotal $5,414 $74,525,433
Customer
Meters and Services $2,645,072 $0
Billing $7,687,987 $1,206,920
Subtotal $10,333,059 $1,206,920
Recycled $21,309 $9,598,836
Subtotal $21,309 $9,598,836
Total Functionalized O&M $106,396,777 $184,731,184

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 22 CITY OF SAN DIEGO Table 20 shows the functional assignment of FY22 revenue requirement offsets (i.e., revenue items that reduce the revenue requirement from rates). The functionalization developed for revenue requirement offsets was based on consultations with the Public Utilities Department staff and reflects their best estimate of the functional justification for each line item. The most significant of these is the $80 million reimbursement the participating agencies provide to the City of San Diego for the operation of the regional wastewater treatment system. As shown in Table 20, this item is recorded in the Metropolitan sub-system. Note that the total functionalized revenue requirement offset assigned for the Municipal sub-system is $12.7 million. This value can seen in Table 17 (line labled Total Revenue Requirement Offset). Similarly, the total functionalized revenue requirement offset assigned for the Metropolitan sub-system is $87.0 million. This amount can also be seen in Table 17.

Table 20: Functional Assignment of FY22 Revenue Requirement Offsets

Table 21 shows the FY22 functional allocation of the capital cost revenue requirement for the Municipal and Metropolitan sub-systems. The asset allocation percentages shown in Table 21 reflect the profile of existing wastewater utility assets as of June 30, 2019 coupled with the functional profile of projected capital improvement program expenditures during the five-year period FY21 through FY25. Existing assets and projected capital expenditures for the Pure Water Program are included in the functionalized asset percentage of the Metropolitan Revenue Requirement Offsets Municipal Sub-System Metr opolitan Sub-System Other Operating Revenues
New Sewer Service Connections $3,000 $0
Maint & Operation Metro $0 $80,000,000
Other Sewer Treatment Plant Services
Sewer Service (SSC)-Navy $654,761 $0
Sewerage Treatment Services $956,656 $0
M & O Trunk Sewers Muni $529,252 $0
Services Rendered Other Funds
Reimbursements Between Funds/Depts $662,400 $1,545,60 0 Other Services To Outside $0 $750,000
Transport Charge Muni System $565,408 $0
Service To Other Depts $90,000 $0
Non-Operating Revenues
Sale Of Elec/Gas Eng Generated $0 $0
Hydroelectric Fac Cogenration $0 $0
Grant Assistance $0 $0
Land and Building Rentals
Telecom Lease $91,000 $0
Other Revenues
IWCP Notice of Violation Fees $0 $664,599
IWCP Industrial User Discharge Permit Fees $0 $2,070, 445 IWCP Trucked Waste & Permet Fees $513,312 $0
Revenue from Small Projects $55,000 $0
Other Sewer Revenue $3,985,253 $0
Expenditure Refund of Prior Year $2,950,000 $0
Revenue Otherwise Unclassified $70,000 $0
Repair Damages Recovered $30,000 $0
Transfers From Other Funds $300,000 $0
Intra-Ent Tranfer In to Fund 700089 $170,000 $0
Interest Earnings on Operating Fund $1,109,328 $1,926 ,068 Total Revenue Requirement Offsets $12,735,370 $86,956 ,712

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 23 CITY OF SAN DIEGO sub-system. Note that the total functionalized capital costs assigned for the Municipal sub-system total $33.5 million. This value can also be seen in Table 17 (line labeled Gross Revenue Requirement from Rates). Similarly, the total functionalized capital costs assigned for the Metropolitan sub-system are $67.2 million. This amount can also be seen in Table 17.

Table 21: Functional Assignment of FY22 Capital Costs

ALLOCATION OF FUNCTIONALIZED COSTS TO DEMAND PARAME TERS Wastewater utility systems are designed and operated to meet three primary types of customer demands: the volume of customer wastewater discharges (flow), the strength of customer wastewater discharges (COD and TSS), and customer service-related demands such as meter reading, and billing and collection. Once costs have been assigned to functions, they can be allocated to specific demand parameters. The demand parameters used in the allocation of the City's functionalized FY22 revenue requirement, for both the Municipal and Metropolitan sub- systems, include:

VOLUME-RELATED COSTS
 Flow: Varies directly with the quantity of customer wastewater discharges reaching a wastewater treatment facility.
 COD: Varies directly with the strength of customer wastewater discharges as measured by the metric Chemical Oxygen Demand (COD). COD is a measurement of the amount of oxygen required to dissolve organic matter contained in customer wastewater discharges.  TSS: Varies directly with the strength of customer wastewater discharges reaching a wastewater treatment facility as measured by the metric Total Suspended Solids (TSS). TSS is measurement of organic solids contained in customer wastewater discharges.

CUSTOMER-RELATED COSTS
These costs include both meter-related costs and services, as well as billing and customer support. Meter costs reflect the wastewater utility's proportionate share of costs incurred by the water utility's construction maintenance function that are beneficial to wastewater customers. Meter costs also include the wastewater utility's proportionate share of capital expenditures made by the City to install an automated meter reading system. These costs are appropriately shared with the City's water utility because wastewater customer units of service reflect billed water consumption. Lastly, meter costs also include the allocation of capital costs associated with sewer pipelines, trunk sewers, and municipal pump stations. These costs reflect the fact that the City's wastewater collection and conveyance system must stand ready to meet the instantaneous wastewater discharges imposed by customers. Such costs are, for the most part, fixed in nature and do not vary with the volume of customer wastewater discharges.

Capital Infrrastructure Function Asset Percentage Amo unt Asset Percentage Amount Large Sewer Pump Station 1.4% $460,595 8.7% $5,875,039
Muni Pump Station 4.8% $1,595,958 0.0% $28,572
Miscellaneous Projects 8.3% $2,766,042 5.1% $3,440,712
AMI 0.3% $85,067 0.0% $0
Sewer Pipelines 76.6% $25,640,351 19.9% $13,373,363
Sewer Treatment Plants 2.8% $949,152 51.1% $34,321,914
Trunk Sewers 5.9% $1,959,267 1.8% $1,221,229
PW-CF 0.0% $0 0.2% $116,273
PW-Demo 0.0% $0 0.4% $255,938
PW-NC 0.0% $0 12.6% $8,489,617
Recycled Water 0.0% $0 0.0% $29,103
Total Capital Cost Revenue Req. 100.0% $33,456,432 100 .0% $67,151,759 Municipal Sub-System Metropolitan Sub-System

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 24 CITY OF SAN DIEGO For this reason, they have been allocated to meter costs which are recovered from all customers through a fixed monthly meter service charge. Billing and collection costs include the cost of billing, customer service, and customer accounting.

RECYCLED WATER COSTS
Recycled water costs are costs incurred by the City's water and wastewater utilities to provide recycled water service. They include the cost of providing tertiary level wastewater treatment at the City's North City and South Bay Water Reclamation Facilities and debt service related to the recycled water distribution system.

SUMMARY OF FY22 ALLOCATIONS TO DEMAND PARAMETERS
Table 22 shows the percentages used to allocate Municipal sub-system O&M costs to demand parameters. These percentages were determined based on consultations with the Public Utilities Department staff.

Table 22: Allocation Percentages for Municipal Sub-System O&M Costs

Function FLOW COD TSS
Meters and
Services Billing Recycled Total
Engineering
Environmental Support 45.00% 30.00% 25.00% 100.00%
Program Management & Review 45.00% 30.00% 25.00% 100.00% General and Administrative
Business Support Admin 72.22% 7.16% 5.90% 3.76% 10.93% 0.03% 100.00% Operating Division Admin 72.22% 7.16% 5.90% 3.76% 10.93% 0.03% 100.00% Operational Support
Central Support Comnet/Comc 45.00% 30.00% 25.00% 100.00% Operational Support 45.00% 30.00% 25.00% 100.00%
Quality Control
Industrial Permitting and Compliance 45.00% 30.00% 25.00% 100.00% Marine Biology & Ocean Operations 30.00% 40.00% 30.00% 100.00% Sewage Testing and Control 45.00% 30.00% 25.00% 100.00% Wastewater Chemistry Services 30.00% 40.00% 30.00% 100.00% Transmission
Main Cleaning 100.00% 100.00%
Other Muni Agencies 100.00% 100.00%
Other Pump Stations 100.00% 100.00%
Pipeline Maintenance & Repair 100.00% 100.00%
Pump Station 1 100.00% 100.00%
Pump Station 2 100.00% 100.00%
Sewer Pump Stations 100.00% 100.00%
WWC Engineering & Planning 100.00% 100.00%
Treatment and Disposal
MBC 0.00% 50.00% 50.00% 100.00%
NCWRP 75.00% 10.00% 15.00% 100.00%
PTLWWTP 35.00% 40.00% 25.00% 100.00%
SBWRP 75.00% 10.00% 15.00% 100.00%
WWTD Plant Engineering 45.00% 30.00% 25.00% 100.00%
Customer
Meters and Services 100.00% 100.00%
Billing 100.00% 100.00%
Recycled 100.00% 100.00%
Volume-Related Customer-Related
FY 2022 Allocation of Municipal Sub-System O&M to D emand Parameters

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 25 CITY OF SAN DIEGO Table 23 shows the dollar allocations for FY22 Municipal sub-system O&M costs to demand parameters based on the allocation percentages shown in Table 22. Note that the total O&M costs shown in Table 23 sum to $106.4 million. This amount is also shown in Table 19 (Functional Assignment of FY22 O&M Costs).

Table 23: FY22 Dollar Allocations of Municipal Sub-System O&M Costs

Function FLOW COD TSS
Meters and
Services Billing Recycled Total
Engineering
Environmental Support $1,066,614 $711,076 $592,563 $0 $0 $0 $2,370,253 Program Management & Review $1,852,037 $1,234,692 $1,0 28,910 $0 $0 $0 $4,115,639 $2,918,651 $1,945,768 $1,621,473 $0 $0 $0 $6,485,892
General and Administrative
Business Support Admin $20,598,981 $2,043,551 $1,682,4 22 $1,072,249 $3,116,525 $8,638 $28,522,365 Operating Division Admin $5,426,735 $538,367 $443,229 $ 282,480 $821,038 $2,276 $7,514,124 $26,025,715 $2,581,918 $2,125,651 $1,354,729 $3,937,563 $10,914 $36,036,490 Operational Support
Central Support Comnet/Comc $172,935 $115,290 $96,075 $0 $0 $0 $384,299 Operational Support $794,144 $529,430 $441,191 $0 $0 $0 $ 1,764,765 $967,079 $644,719 $537,266 $0 $0 $0 $2,149,064
Quality Control
Industrial Permitting and Compliance $2,521,774 $1,68 1,183 $1,400,986 $0 $0 $0 $5,603,942 Marine Biology & Ocean Operations $447 $596 $447 $0 $0 $0 $1,490 Sewage Testing and Control $230,449 $153,633 $128,027 $ 0 $0 $0 $512,109 Wastewater Chemistry Services $459,507 $612,676 $459,5 07 $0 $0 $0 $1,531,690 $3,212,177 $2,448,087 $1,988,967 $0 $0 $0 $7,649,231
Transmission
Main Cleaning $13,985,124 $0 $0 $0 $0 $0 $13,985,124
Other Muni Agencies $4,857,042 $0 $0 $0 $0 $0 $4,857,042 Other Pump Stations $5,611,497 $0 $0 $0 $0 $0 $5,611,497 Pipeline Maintenance & Repair $11,333,098 $0 $0 $0 $0 $0 $ 11,333,098 Pump Station 1 $0 $0 $0 $0 $0 $0 $0
Pump Station 2 $1,144 $0 $0 $0 $0 $0 $1,144
Sewer Pump Stations $5,192,493 $0 $0 $0 $0 $0 $5,192,493 WWC Engineering & Planning $2,735,920 $0 $0 $0 $0 $0 $2,73 5,920 $43,716,319 $0 $0 $0 $0 $0 $43,716,319
Treatment and Disposal
MBC $0 $2,513 $2,513 $0 $0 $0 $5,025
NCWRP $287 $38 $57 $0 $0 $0 $383
PTLWWTP $0 $0 $0 $0 $0 $0 $0
SBWRP $4 $1 $1 $0 $0 $0 $6
WWTD Plant Engineering $0 $0 $0 $0 $0 $0 $0
$292 $2,552 $2,571 $0 $0 $0 $5,414
Customer
Meters and Services $0 $0 $0 $2,645,072 $0 $0 $2,645,072 Billing $0 $0 $0 $0 $7,687,987 $0 $7,687,987
$0 $0 $0 $2,645,072 $7,687,987 $0 $10,333,059
Recycled
$0 $0 $0 $0 $0 $21,309 $21,309
$0 $0 $0 $0 $0 $21,309 $21,309
Total $76,840,233 $7,623,043 $6,275,927 $3,999,801 $11,625,55 0 $32,222 $106,396,777

72.22% 7.16% 5.90% 3.76% 10.93% 0.03% 100.00%
Volume-Related Customer-Related
FY 2022 Allocation of Municipal Sub-System O&M to D emand Parameters

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 26 CITY OF SAN DIEGO Table 24 shows the percentages used to allocate Metropolitan sub-system O&M costs to demand parameters.

These percentages were determined based on consultations with the Public Utilities Department staff.

Table 24: Allocation Percentages for Metropolitan Sub-System O&M Costs

Table 25 shows the dollar allocations of the FY22 Metropolitan sub-system O&M costs to demand parameters based on the allocation percentages shown in Table 24. Note that the total O&M costs shown in Table 25 sum to $184.7 million. This amount is also shown in Table 19 (Functional Assignment of FY22 O&M Costs).

Function FLOW % COD % TSS %
Meters and
Services Billing Recycled Total
Engineering
Environmental Support 45.00% 30.00% 25.00% 100.00%
Program Management & Review 45.00% 30.00% 25.00% 100.00% General and Administrative
Business Support Admin 45.00% 30.00% 25.00% 100.00%
Operating Division Admin 45.00% 30.00% 25.00% 100.00%
Operational Support
Central Support Comnet/Comc 45.00% 30.00% 25.00% 100.00% Operational Support 45.00% 30.00% 25.00% 100.00%
Quality Control
Industrial Permitting and Compliance 45.00% 30.00% 25.00% 100.00% Marine Biology & Ocean Operations 30.00% 40.00% 30.00% 100.00% Sewage Testing and Control 45.00% 30.00% 25.00% 100.00% Wastewater Chemistry Services 30.00% 40.00% 30.00% 100.00% Transmission
Main Cleaning 100.00% 100.00%
Other Muni Agencies 100.00% 100.00%
Other Pump Stations 100.00% 100.00%
Pipeline Maintenance & Repair 100.00% 100.00%
Pump Station 1 100.00% 100.00%
Pump Station 2 100.00% 100.00%
Sewer Pump Stations 100.00% 100.00%
WWC Engineering & Planning 100.00% 100.00%
Treatment and Disposal
Cogen Facilities 0.00% 60.00% 40.00% 100.00%
GUF 0.00% 60.00% 40.00% 100.00%
MBC 0.00% 50.00% 50.00% 100.00%
NCWRP 75.00% 10.00% 15.00% 100.00%
PTLWWTP 35.00% 40.00% 25.00% 100.00%
SBWRP 75.00% 10.00% 15.00% 100.00%
WWTD Plant Engineering 45.00% 30.00% 25.00% 100.00%
Customer
Meters and Services 100.00% 100.00%
Billing 100.00% 100.00%
Recycled 100.00% 100.00%
FY 2022 Allocation of Metropolitan Sub-System O&M t o Demand Parameters Volume-Related Customer-Related

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 27 CITY OF SAN DIEGO Table 25: FY22 Dollar Allocations of Metropolitan Sub-System O&M Costs

Function FLOW COD TSS
Meters and
Services Billing Recycled Total
Engineering
Environmental Support $154,673 $103,115 $85,929 $0 $0 $0 $ 343,718 Program Management & Review $5,445,838 $3,630,559 $3,0 25,466 $0 $0 $0 $12,101,863 $5,600,512 $3,733,674 $3,111,395 $0 $0 $0 $12,445,581
General and Administrative
Business Support Admin $15,936,380 $10,624,253 $8,853, 544 $0 $0 $0 $35,414,177 Operating Division Admin $4,070,594 $2,713,730 $2,261, 441 $0 $0 $0 $9,045,765 $20,006,974 $13,337,983 $11,114,986 $0 $0 $0 $44,459,943 Operational Support
Central Support Comnet/Comc $3,160,159 $2,106,773 $1, 755,644 $0 $0 $0 $7,022,575 Operational Support $2,823,488 $1,882,325 $1,568,604 $ 0 $0 $0 $6,274,418 $5,983,647 $3,989,098 $3,324,248 $0 $0 $0 $13,296,993
Quality Control
Industrial Permitting and Compliance $10,014 $6,676 $5 ,563 $0 $0 $0 $22,254 Marine Biology & Ocean Operations $2,197,666 $2,930,2 21 $2,197,666 $0 $0 $0 $7,325,553 Sewage Testing and Control $240,672 $160,448 $133,707 $ 0 $0 $0 $534,828 Wastewater Chemistry Services $2,491,264 $3,321,685 $2 ,491,264 $0 $0 $0 $8,304,214 $4,939,617 $6,419,031 $4,828,200 $0 $0 $0 $16,186,848
Transmission
Main Cleaning $0 $0 $0 $0 $0 $0 $0
Other Muni Agencies $0 $0 $0 $0 $0 $0 $0
Other Pump Stations $1,249,158 $0 $0 $0 $0 $0 $1,249,158 Pipeline Maintenance & Repair $0 $0 $0 $0 $0 $0 $0
Pump Station 1 $3,287,861 $0 $0 $0 $0 $0 $3,287,861
Pump Station 2 $8,473,610 $0 $0 $0 $0 $0 $8,473,610
Sewer Pump Stations $0 $0 $0 $0 $0 $0 $0
WWC Engineering & Planning $0 $0 $0 $0 $0 $0 $0
$13,010,629 $0 $0 $0 $0 $0 $13,010,629
Treatment and Disposal
Cogen Facilities $0 $640,887 $427,258 $0 $0 $0 $1,068,144 GUF $0 $1,040,408 $693,605 $0 $0 $0 $1,734,013
MBC $0 $10,766,858 $10,766,858 $0 $0 $0 $21,533,717
NCWRP $9,593,383 $1,279,118 $1,918,677 $0 $0 $0 $12,791,177 PTLWWTP $9,098,762 $10,398,585 $6,499,116 $0 $0 $0 $25,996 ,463 SBWRP $7,882,016 $1,050,936 $1,576,403 $0 $0 $0 $10,509,355 WWTD Plant Engineering $401,654 $267,769 $223,141 $0 $0 $ 0 $892,565 $26,975,815 $25,444,560 $22,105,058 $0 $0 $0 $74,525,433 Customer
Meters and Services $0 $0 $0 $0 $0 $0 $0
Billing $0 $0 $0 $0 $1,206,920 $0 $1,206,920
$0 $0 $0 $0 $1,206,920 $0 $1,206,920
Recycled
$0 $0 $0 $0 $0 $9,598,836 $9,598,836
$0 $0 $0 $0 $0 $9,598,836 $9,598,836
Total $76,517,193 $52,924,346 $44,483,887 $0 $1,206,920 $9,598 ,836 $184,731,184

41.42% 28.65% 24.08% 0.00% 0.65% 5.20% 100.00%
FY 2022 Allocation of Metropolitan Sub-System O&M t o Demand Parameters Volume-Related Customer-Related

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 28 CITY OF SAN DIEGO Table 26 shows the percentages used to allocate Municipal sub-system revenue requirement offsets to demand parameters. These percentages were determined based on consultations with the Public Utilities Department staff.

Table 26: Allocation Percentages for Municipal Sub-System Revenue Requirement Offsets

Table 27 shows the dollar allocations of the FY22 Municipal sub-system revenue requirement offsets to demand parameters based on the allocation percentages shown in Table 26. Note that the total revenue requirement offsets shown in Table 27 sum to $12.7 million. This amount is also shown in Table 17 (line labled Total Revenue Requirement Offsets).

Function FLOW COD TSS
Meters and
Services Billing Recycled Total
Other Operating Revenues
New Sewer Service Connections 100.00% 100.00%
Other Sewer Treatment Plant Services
Sewer Service (SSC)-Navy 45.00% 30.00% 25.00% 100.00%
Sewerage Treatment Services 45.00% 30.00% 25.00% 100.00% M & O Trunk Sewers Muni 100.00% 100.00%
Services Rendered Other Funds
Revenue from Other Agencies
Reimbursements Between Funds/Depts

72.22% 7.16% 5.90% 3.76% 10.93% 0.03% 100.00%
Transport Charge Muni System 100.00% 100.00%
Service To Other Depts 72.22% 7.16% 5.90% 3.76% 10.93% 0.03% 100.00% Land and Building Rentals
Telecom Lease 84.68% 8.40% 6.92% 100.00%
Other Revenues
IWCP Trucked Waste & Permet Fees 84.68% 8.40% 6.92% 100.00% Revenue from Small Projects 84.68% 8.40% 6.92% 100.00%
Other Sewer Revenue 45.00% 30.00% 25.00% 100.00%
Expenditure Refund of Prior Year 45.00% 30.00% 25.00% 100.00% Revenue Otherwise Unclassified 100.00% 100.00%
Repair Damages Recovered 45.00% 30.00% 25.00% 0.00% 100.00% Transfers From Other Funds 45.00% 30.00% 25.00% 0.00% 100.00% Intra-Ent Tranfer In to Fund 700089 45.00% 30.00% 25.00% 0.00% 100.00% Interest Earnings on Operating Fund 72.22% 7.16% 5.90% 3.76% 10.93% 0.03% 100.00% FY 2022 Allocation of Municipal Sub-System Rev. Off sets to Demand Parameters Volume-Related Customer-Related

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 29 CITY OF SAN DIEGO Table 27: FY22 Dollar Allocations for Municipal Sub-System Revenue Requirement Offsets

Table 28 shows the percentages used to allocate Metropolitan sub-system revenue requirement offsets to demand parameters. These percentages were determined based on consultations with the Public Utilities Department staff.

Table 28: Allocation Percentages for Metropolitan Sub-System Revenue Requirement Offsets

Function FLOW COD TSS
Meters and
Services Billing Recycled Total
Other Operating Revenues
New Sewer Service Connections $0 $0 $0 $3,000 $0 $0 $3,000 Other Sewer Treatment Plant Services
Sewer Service (SSC)-Navy $294,643 $196,428 $163,690 $0 $ 0 $0 $654,761 Sewerage Treatment Services $430,495 $286,997 $239,164 $0 $0 $0 $956,656 M & O Trunk Sewers Muni $529,252 $0 $0 $0 $0 $0 $529,252 Services Rendered Other Funds
Revenue from Other Agencies
Reimbursements Between Funds/Depts $478,388 $47,459 $3 9,072 $24,902 $72,378 $201 $662,400 Transport Charge Muni System $565,408 $0 $0 $0 $0 $0 $565, 408 Service To Other Depts $64,998 $6,448 $5,309 $3,383 $9,8 34 $27 $90,000 Land and Building Rentals
Telecom Lease $77,061 $7,645 $6,294 $0 $0 $0 $91,000
Other Revenues
IWCP Trucked Waste & Permet Fees $434,685 $43,124 $35, 503 $0 $0 $0 $513,312 Revenue from Small Projects $46,575 $4,621 $3,804 $0 $0 $ 0 $55,000 Other Sewer Revenue $1,793,364 $1,195,576 $996,313 $0 $0 $0 $3,985,253 Expenditure Refund of Prior Year $1,327,500 $885,000 $ 737,500 $0 $0 $0 $2,950,000 Revenue Otherwise Unclassified $0 $0 $0 $0 $70,000 $0 $70, 000 Repair Damages Recovered $13,500 $9,000 $7,500 $0 $0 $0 $3 0,000 Transfers From Other Funds $135,000 $90,000 $75,000 $0 $ 0 $0 $300,000 Intra-Ent Tranfer In to Fund 700089 $76,500 $51,000 $4 2,500 $0 $0 $0 $170,000 Interest Earnings on Operating Fund $801,161 $79,480 $ 65,435 $41,703 $121,212 $336 $1,109,328 Total $7,068,532 $2,902,778 $2,417,085 $72,988 $273,424 $564 $1 2,735,370

55.50% 22.79% 18.98% 0.57% 2.15% 0.00% 100.00%
FY 2022 Allocation of Municipal Sub-System Rev Offs ets to Demand Parameters Volume-Related Customer-Related
Functional Component FLOW % COD % TSS %
Meters and
Services Billing Recycled Total
Other Operating Revenues
Maint & Operation Metro 45.00% 30.00% 25.00% 100.00%
Services Rendered Other Funds
Reimbursements Between Funds/Depts 43.99% 30.43% 25.58% 100.00% Other Services To Outside 43.99% 30.43% 25.58% 100.00%
IWCP Notice of Violation Fees 100.00% 100.00%
IWCP Industrial User Discharge Permit Fees 45.00% 30.00% 25.00% 100.00% Interest Earnings on Operating Fund 41.42% 28.65% 24.08% 0.00% 0.65% 5.20% 100.00% Volume-Related Customer-Related
FY 2022 Allocation of Metropolitan Sub-System Rev. Offsets to Demand Parameters

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 30 CITY OF SAN DIEGO Table 29 shows the dollar allocations of the FY22 Metropolitan sub-system revenue requirement offsets to demand parameters based on the allocation percentages shown in Table 28. Note that the total revenue requirement offsets shown in Table 29 sum to $87.0 million. This amount is also shown in Table 17 (line labeled Total Revenue Requirement Offsets).

Table 29: FY22 Dollar Allocations for Metropolitan Sub-System Revenue Requirement Offsets

Table 30 shows the percentages used to allocate Municipal sub-system capital costs to demand parameters. These percentages were determined based on consultations with the Public Utilities Department staff. Note the allocation of the capital costs associated with municipal pump stations, sewer pipelines, and trunk sewers to the customer- related demand parameter. As explained previously, these costs reflect the fact that the City's wastewater collection and conveyance pipelines must stand ready to meet the instantaneous wastewater discharges imposed by customers. Pipeline costs are fixed in nature do not vary with the volume of customer wastewater discharges. For this reason, they have been considered a customer-related cost that is allocated to the monthly service charge as part of the rate design process.

Table 30: Allocation Percentages for Municipal Sub-System Capital Costs

Table 31 shows the dollar allocation of the FY22 Municipal sub-system capital costs based on the percentage allocations shown in Table 30. Note that the total capital costs shown in Table 31 sum to $33.5 million. This amount is also shown in Table 21 (Functional Assignment of FY22 Capital Costs).

Functional Component FLOW COD TSS
Meters and
Services Billing
Readiness to
Serve
Allocation Recycled Total
Other Operating Revenues
Maint & Operation Metro $36,000,000 $24,000,000 $20,00 0,000 $0 $0 $0 $0 $80,000,000 Services Rendered Other Funds
Reimbursements Between Funds/Depts $679,975 $470,316 $ 395,309 $0 $0 $0 $0 $1,545,600 Other Services To Outside $329,957 $228,220 $191,823 $0 $0 $0 $0 $750,000 IWCP Notice of Violation Fees $0 $0 $0 $0 $664,599 $0 $0 $6 64,599 IWCP Industrial User Discharge Permit Fees $931,700 $ 621,134 $517,611 $0 $0 $0 $0 $2,070,445 Interest Earnings on Operating Fund $797,793 $551,807 $463,804 $0 $12,584 $0 $100,081 $1,926,068 Total Non-Rate Revenues $38,739,426 $25,871,476 $21,56 8,547 $0 $677,183 $0 $100,081 $86,956,712

44.55% 29.75% 24.80% 0.00% 0.78% 0.00% 0.12% 100.00%
Volume-Related Customer-Related
FY 2022 Allocation of Metropolitan Sub-System Rev. Offsets to Demand Parameters FY 2022 % Allocation of Municipal Sub-System Capital Costs to Demand Parameters Function Total FLOW % COD % TSS %
Meters and
Services Billing Recycled
Large Sewer Pump Station 100% 100.00%
Muni Pump Station 100% 0.00% 100.00%
Miscellaneous Projects 100% 100.00%
AMI 100% 100.00%
Sewer Pipelines 100% 0.00% 100.00%
Sewer Treatment Plants 100% 100.00%
Trunk Sewers 100% 0.00% 100.00%
Volume-Related Customer-Related

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 31 CITY OF SAN DIEGO Table 31: FY22 Dollar Allocation for Municipal Sub-System Capital Costs

Table 32 shows the percentages used to allocate Metropolitan sub-system capital costs to demand parameters.

These percentages were determined based on consultations with the Public Utilities Department staff.

Table 32: Allocation Percentages for Metropolitan Sub-System Capital Costs

Table 33 shows the dollar allocation of the FY22 Metropolitan sub-system capital costs based on the percentage allocations shown in Table 33. Note that the total capital costs shown in Table 33 sum to $67.2 million. This amount is also shown in Table 21 (Functional Assignment of FY22 Capital Costs).

Table 33: FY22 Dollar Allocations for Metropolitan Sub-System Capital Costs

Table 34 shows a final summary of the FY22 revenue requirement allocations discussed in this section of the report. The total allocated revenue requirement sums to approximately $292.0 million. This corresponds to the FY 2022 $ Allocation of Municipal Sub-System Capital Costs to Demand Parameters Function Total FLOW COD TSS
Meters and
Services Billing Recycled
Large Sewer Pump Station $460,595 $460,595 $0 $0 $0 $0 $0 Muni Pump Station $1,595,958 $0 $0 $0 $1,595,958 $0 $0
Miscellaneous Projects $2,766,042 $2,766,042 $0 $0 $0 $0 $ 0 AMI $85,067 $0 $0 $0 $0 $85,067 $0
Sewer Pipelines $25,640,351 $0 $0 $0 $25,640,351 $0 $0
Sewer Treatment Plants $949,152 $949,152 $0 $0 $0 $0 $0 Trunk Sewers $1,959,267 $0 $0 $0 $1,959,267 $0 $0
Total $33,456,432 $4,175,789 $0 $0 $29,195,577 $85,067 $0 Total % 100.0% 12.5% 0.0% 0.0% 87.3% 0.3% 0.0%
Volume-Related Customer-Related
FY 2022 % Allocation of Metropolitan Sub-System Cap ital Costs to Demand Parameters Function Total FLOW % COD % TSS %
Meters and
Services Billing Recycled
Large Sewer Pump Station 100% 55.46% 21.87% 22.08% 0.591% Muni Pump Station 100% 55.46% 21.87% 22.08% 0.591%
Miscellaneous Projects 100% 55.46% 21.87% 22.08% 0.591% AMI 0%
Sewer Pipelines 100% 55.46% 21.87% 22.08% 0.591%
Sewer Treatment Plants 100% 55.46% 21.87% 22.08% 0.591% Trunk Sewers 100% 55.46% 21.87% 22.08% 0.591%
PW-CF 100% 55.46% 21.87% 22.08% 0.591%
PW-Demo 100% 55.46% 21.87% 22.08% 0.591%
PW-NC 100% 55.46% 21.87% 22.08% 0.591%
Recycled Water 100% 0.00% 100.00%
Volume-Related Customer-Related
FY 2022 $ Allocation of Metropolitan Sub-System Cap ital Costs to Demand Parameters Function Total FLOW COD TSS
Meters and
Services Billing Recycled
Large Sewer Pump Station $5,875,039 $3,258,582 $1,284,735 $1,296,977 $0 $0 $34,745 Muni Pump Station $28,572 $15,847 $6,248 $6,307 $0 $0 $169 Miscellaneous Projects $3,440,712 $1,908,386 $752,404 $759,574 $0 $0 $20,349 AMI $0 $0 $0 $0 $0 $0 $0
Sewer Pipelines $13,373,363 $7,417,517 $2,924,444 $2,95 2,311 $0 $0 $79,091 Sewer Treatment Plants $34,321,914 $19,036,601 $7,505,406 $7,576,926 $0 $0 $202,982 Trunk Sewers $1,221,229 $677,353 $267,054 $269,599 $0 $0 $7,222 PW-CF $116,273 $64,491 $25,426 $25,669 $0 $0 $688
PW-Demo $255,938 $141,956 $55,968 $56,501 $0 $0 $1,514
PW-NC $8,489,617 $4,708,754 $1,856,482 $1,874,173 $0 $0 $50,208 Recycled Water $29,103 $0 $0 $0 $0 $0 $29,103
SDG&E Relocation $0 $0 $0 $0 $0 $0 $0
Readiness-to-Serve Adj. $0 $0 $0 $0 $0 $0
Total $67,151,759.09 $37,229,485.82 $14,678,166.77 $14,818,036.39 $0.00 $0.00 $426,070.12 Total % 100.0% 55.4% 21.9% 22.1% 0.0% 0.0% 0.6%
Volume-Related Customer-Related

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 32 CITY OF SAN DIEGO revenue requirement from rates developed in the financial plan and referenced in several tables in this report (see Table 15, Summary of Projected Revenue Requirement from Rates and Table 17, FY22 Revenue Requirement Detail). Second, based on the allocations developed in consultation with the Public Utilities Department staff, approximately $10.0 million of this revenue requirement is associated with costs that are related to the provision of recycled water service.

Table 34: Summary of FY22 Revenue Requirement Allocations

UNITS OF SERVICE DETERMINATION
The next step in the cost of service study process is to determine the total system and customer class units of service. The units of service are used in the allocation of costs to customer classes and the eventual determination of test year rates and charges as part of the rate design process. The process of determining the units of service involves developing estimates, in consultation with Public Utilities Department staff, of the projected test year contributed units of service (i.e., wastewater flowing to treatment plants), billed units of service, return flows, strength loadings, and inflow and infiltration volumes. Table 35 shows the volume and strength loading inputs used to determine the units of service for test year FY22.

The units of service shown in Table 35 for Single Family Residential and Multi-Family Residential customers reflect a 95% return flow factor. Additionally, the billed sewer commodity rate for Single Family Residential customers is based on their lowest water usage during a winter monitoring period. Water consumption during the winter months typically reflects the highest percentage of water returned to the sewer system and is associated with non-discretionary indoor activities such as showers, clothes washing, and toilet flushing. Thus, it is assumed that 95% of this usage returns to the City's sewer system and only 5% is lost to factors such as outdoor usage or evaporation. Although the costs allocated to Single Family Residential customers in the cost-of-service process are based on the units of service associated with 95% return flow assumption, it is important to note that the $/HCF rates they pay are calculated based on 100% of their their lowest water consumption during the winter monitoring period.

Also, the City currently imposes a 20 HCF cap on the billed sewer volumes for Single Family Residential customers. This means that if a customer's lowest water consumption during the winter monitoring period exceeds 20 HCF, they are not billed for any amounts in excess of the 20 HCF cap. The City maintains this policy because Single Family Residential customers with such a high level of water consumption during the winter monitoring period are invariably using the water for activities that do not create return flows to the sewer system and do not impose a cost on the City's sewer infrastructure (e.g., outdoor irrigation). Raftelis recommends no change in this policy.

Summary of Allocated Revenue Requirement Components
Volume
Revenue Requirement Component Total FLOW COD TSS Meters B illing Recycled Municipal Sub-System O&M $106,396,777 $76,840,233 $7,6 23,043 $6,275,927 $3,999,801 $11,625,550 $32,222 Municipal Sub-System Capital Costs $33,456,432 $4,175 ,789 $0 $0 $29,195,577 $85,067 $0 Less: Municipal Sub-System Rev. Req. Offsets $12,735 ,370 $7,068,532 $2,902,778 $2,417,085 $72,988 $273,424 $5 64 Total Municipal Sub-Sytem $127,117,839 $73,947,490 $4, 720,265 $3,858,843 $33,122,389 $11,437,193 $31,658 Metropolitan Sub-System O&M $184,731,184 $76,517,193 $ 52,924,346 $44,483,887 $0 $1,206,920 $9,598,836 Metropolitan Sub-System Capital Costs $67,151,759 $37 ,229,486 $14,678,167 $14,818,036 $0 $0 $426,070 Less: Metropolitan Sub-System Rev. Req. Offsets $86, 956,712 $38,739,426 $25,871,476 $21,568,547 $0 $677,183 $ 100,081 Total Metropolitan Sub-Sytem $164,926,231 $75,007,253 $41,731,037 $37,733,377 $0 $529,738 $9,924,826 Combined O&M $291,127,961 $153,357,426 $60,547,390 $50,759,815 $3,99 9,801 $12,832,470 $9,631,059 Combined Captial Costs $100,608,191 $41,405,275 $14,67 8,167 $14,818,036 $29,195,577 $85,067 $426,070 Less: Combined Revenue Requirement Offsets $99,692,0 82 $45,807,958 $28,774,254 $23,985,632 $72,988 $950,606 $ 100,644 Combined Net Rev. Req. from Raates $292,044,070 $148, 954,743 $46,451,302 $41,592,220 $33,122,389 $11,966,931 $9,956,484 Customer-Related

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 33 CITY OF SAN DIEGO Table 35: FY22 Flow and Volume Loadings Used to Determine Units of Service

Customer Class
Estimated Test-
Year Billed
Flow (HCF)
Test-Year Flow
Used in Plant
Balance (HCF)
Est. Test Year
Flow for Plant
Balance Analysis
(MGD)
Estimated
Weighted
Test Year
COD
Strength
(mg/L)
Estimated
Test COD
Pounds
Estimated
Weighted
Test Year
TSS
Strength
(mg/L)
Estimated Test
Year TSS
Pounds
Single Family Residential (Note 1) 17,778,264 16,889, 351 34.61 766 80,804,550 292 30,771,627 Multi-Family Residential Note 2) 14,006,986 13,306,63 7 27.27 766 63,663,595 292 24,244,085 Commercial / Industrial (Note 3) 14,161,621 14,161,62 1 29.02 714 63,079,886 274 24,253,460 Total Retail 45,946,871 44,357,609 90.90 750 207,548,030 286 79,269,173 Other (Navy, Prisons)(Note 4) 1,668,513 1,668,513 3.42 651 6,780,466 273 2,843,421 Total Other (Navy, Prisons) 1,668,513 1,668,513 3.42 65 1 6,780,466 273 2,843,421 Trucked Waste (Note 5) 88,808 88,808 0.18 9,475 5,252,43 0 8,208 4,550,412 Imported Flows (Note 5) 133,681 133,681 0.27 100 83,448 5 0 41,724 Total Trucked Waste 222,489 222,489 0.46 3,842 5,335,878 3,306 4,592,137 Stormwater Transportation (Note 6) 363,828 363,828 0.7 5 320 726,767 88 199,861 Total Stormwater Transportation 363,828 363,828 0.75 32 0 726,767 88 199,861 Total Billed Flow 48,201,701 46,612,439 95.52 757 220,39 1,142 299 86,904,592 Estimated Inflow/Infiltration (Note 7) 2,120,875 1,95 1,735 4.00 276 3,362,628 154 1,876,249 Total Estimated I/I 2,120,875 1,951,735 4.00 276 3,362,6 28 154 1,876,249 Estimated Contributed Flow 50,322,576 48,564,174 100 73 8 223,753,771 293 88,780,841 Note 5 : Test Year flows for Trucked Waste and Imported Flows (Groundwater Discharges) are based on projected FY22 billed flows. Test year COD and TSS mg/L strength loadings are based on data provided by the Public Utilities Department staff.

Note 6 : Dry-Weather Stormwater Transportation test year f low were developed in consultation with Public Util ities Department staff. Test year COD and TSS mg/L strength loadings are based on those specified in the contract between the Public Utilities D epartment and the City of San Diego's Transportation and Storm Water Department.

Note 7 : The estimate of Inflow and Infiltration was provided by the Public Utilities Department Staff. It is equivalent to 4.0% of the retail volumes specified in the analysis.

Note 1 : Single Family Residential test-year flows are based on FY18 and FY19 actual billed volumes reduced to reflect a 95% return flow factor. Actual FY18 and FY19 billed volumes reflect a customer's l owest winter water consumption. Note that there is a 20 HCF cap on billed volumes for each account.

Under the cap, customers are not billed for any amounts in excess of the 20 HCF cap. Test year COD and TSS mg/L strength loadings were provided by Public Utilities Department staff.

Note 2 : Multi-Family Residential test-year units flows a re based on FY18 and FY19 actual billed volumes reduced to reflect a 95% return flow factor. Test year COD and TSS mg/L strength loadings were provided by Public Utilities Department staff.

Note 3 : Commercial/Industrial test year flows for FY18 an d FY19 reflect actual meter water consumption after being adjusted for estimated return flows in the City's billing system. Test year COD and TSS mg/L strength loadings were based on the average of estimated strength poundages for FY18 and FY19.

Note 4 : Other (Navy/Prisons) test year flow are based on projected FY22 levels. Test year COS and TSS mg/L strength loadings are based on actual FY18 sampled loadings.

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 34 CITY OF SAN DIEGO

ALLOCATION OF INFLOW AND INFILTRATION (I/I)
After determining the test year units of service which are summarized in Table 35, the next step in the cost of service process is the determination of how inflow and infiltration (I/I) volumes and associated strength loadings loadingsshould be allocated to each customer class. Inflow is water introduced into the wastewater collection and conveyance system through direct connections such as manhole covers. Infiltration is water entering the wastewater collection system through leaky sewer pipelines. I/I volumes and strength loadings are allocated to customers because there is a cost to treat the I/I received at the wastewater treatment plant and this cost must be borne by the customers whose rates pay for the wastewater utility system.

There is no industry standard one-size-fits-all approach for the allocation of I/I in every situation. Methods for allocating I/I to customer classes range from relying entirely on the proportionate share of contributed volume from each customer class (100% volume) to relying entirely on the proportionate share of customer accounts/wastewater service connections (100% accounts). For this study, Raftelis has allocated I/I to customer classes based 67% on accounts and 33% on contributed volumes. Our rationale for this approach is that the majority of infiltration entering the wastewater system is from leaky connections from service lines that connect to individual customer premises. Approximately 84% of the customer accounts on the City's wastewater system are associated with the Single Family Residential customer class. Allocating I/I on a basis that emphasizes accounts (67%) over volumes (33%) more closely ties to the cost of service standard of cause causation. Note that Raftelis did not allocate any I/I to the Trucked Waste or Stormwater Transportation customer classes. This is because trucked waste discharges bypass the wastewater collection and conveyance system and Stormwater Transportation volumes reflect dry-weather flows.

Table 36 shows a detail of the FY22 allocation of I/I to each customer class.

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 35 CITY OF SAN DIEGO Table 36: Detail FY22 Allocation of I/I to Customer Classes

FY 2022 Allocation of I/I Units
Allocation of I/I
Estimated
Test Year
Flow
(MGD)
Estimated
Test Year
Flow (HCF)
Estimated Test
Year COD
Strength
(mg/L)
Estimated
Test COD
Pounds
Estimated
Test Year
TSS Strengh
(mg/L)
Estimated
Test Year
TSS Pounds
Estimated I/I 4.00 1,951,735 3,362,628 1,876,249
Amount Allocated on Accounts 2.68 1,307,662 2,252,961 1 ,257,087 Amount Allocated on Flow 1.32 644,072 1,109,667 619,162 Total 4.00 1,951,735 276.00 3,362,628 154.00 1,876,249
I/I Allocated on Accounts
Single Family Residential 2.25 1,095,684 1,887,744 1,05 3,307 Multi-Family Residential 0.28 136,917 235,894 131,622
Commercial / Industrial 0.15 74,991 129,201 72,090
Other (Navy, Prisons) 0.00 71 122 68
Trucked Waste and Imported Flows 0.00 0 0 0
Stormwater Transportation
Total I/I Allocated on Accounts 2.68 1,307,662 2,252,9 61 1,257,087 I/I Allocated on Volume
Single Family Residential 0.48 236,343 407,194 227,202
Multi-Family Residential 0.38 186,208 320,817 179,006
Commercial / Industrial 0.41 198,172 341,430 190,508
Other (Navy, Prisons) 0.05 23,349 40,227 22,446
Trucked Waste and Imported Flows 0.00 0 0 0
Stormwater Transportation 0.00 0 0 0
Total I/I Allocated on Volume 1.32 644,072 1,109,667 61 9,162 Allocated I/I Reconciliation
Single Family Residential 2.73 1,332,027 2,294,938 1,28 0,509 Multi-Family Residential 0.66 323,125 556,710 310,628
Commercial / Industrial 0.56 273,163 470,630 262,598
Other (Navy, Prisons) 0.05 23,419 40,349 22,514
Trucked Waste and Imported Flows 0.00 0 0 0
Stormwater Transportation 0.00 0 0 0
Total Allocated I/I 4.00 1,951,735 276.00 3,362,628 154. 00 1,876,249 Allocation of I/I Between Accounts & Volume
% of I/I Allocated on Accounts 67.00%
% of I/I Allocated on Flow 33.00%

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 36 CITY OF SAN DIEGO Table 37 shows a summary of the units of service used on the calculation of the unit cost of service for each demand parameter.

Table 37: Summary of FY 22 Units of Service

FY 2022 Billed Units of Service
Billed Units of Service
Customer Class Flow (HCF)) COD Pounds TSS Pounds
Single Family Residential 17,778,264
Multi-Family Residential 14,006,986
Commercial / Industrial 14,161,621 63,079,886 24,253,4 60 Other (Navy, Prisons) 1,668,513
Trucked Waste and Imported Flows 222,489
Stormwater Transportation 363,828
Total 48,201,701 63,079,886 24,253,460
FY 2022 Return Flow Units of Service
Customer Class Flow (HCF)) COD Pounds TSS Pounds
Single Family Residential 16,889,351 80,804,550 30,771 ,627 Multi-Family Residential 13,306,637 63,663,595 24,244, 085 Commercial / Industrial 14,161,621 63,079,886 24,253,4 60 Other (Navy, Prisons) 1,668,513 6,780,466 2,843,421
Trucked Waste and Imported Flows 222,489 5,335,878 4,5 92,137 Stormwater Transportation 363,828 726,767 199,861
Total 46,612,439 220,391,142 86,904,592
FY 2022 Allocated I/I Units of Service
Customer Class Flow (HCF) COD Pounds TSS Pounds
Single Family Residential 1,332,027 2,294,938 1,280,50 9 Multi-Family Residential 323,125 556,710 310,628
Commercial / Industrial 273,163 470,630 262,598
Other (Navy, Prisons) 23,419 40,349 22,514
Trucked Waste and Imported Flows 0 0 0
Stormwater Transportation 0 0 0
Total 1,951,735 3,362,628 1,876,249
FY 2022 Total Units of Service
Customer Class Flow (HCF) COD Pounds TSS Pounds
Single Family Residential 18,221,378 83,099,488 32,052 ,136 Multi-Family Residential 13,629,762 64,220,305 24,554, 713 Commercial / Industrial 14,434,784 63,550,516 24,516,0 59 Other (Navy, Prisons) 1,691,932 6,820,816 2,865,935
Trucked Waste and Imported Flows 222,489 5,335,878 4,5 92,137 Stormwater Transportation 363,828 726,767 199,861
Total 48,564,174 223,753,771 88,780,841
Flow
FY 2022 Accounts Accounts Percentage HCF Percentage
SFR 231,905 83.79% 16,889,351 36.70%
MFR 28,979 10.47% 13,306,637 28.91%
Non-Residential 15,872 5.73% 14,161,621 30.77%
Other (Navy, Prisons) 15 0.01% 1,668,513 3.63%
Trucked Waste and Imported Flows 0 0.00% 0 0.00%
Stormwater Transportation 0 0.00% 0
Total 276,771 100.00% 46,026,122 100.00%
Accounts/EDUs

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 37 CITY OF SAN DIEGO

UNIT COST OF SERVICE
Having established the units of service for each customer class, the next step in the cost of service process is to calculate the unit cost of service for each demand parameter. Table 39 shows a detail of the unit cost of service calculation. As shown in Table 38, the estimated FY22 unit cost of service for the volume-related demand parameters of flow, COD and TSS are: $3.07/HCF for flow, $0.21/pound for COD, and $0.47/pound for TSS.

Table 38: FY22 Unit Cost of Service Calculation

DISTRIBUTION OF COSTS TO CUSTOMER CLASSES
The first step in the distribution of costs to customer classes is to multiply the units of service for each customer class (Table 37) by the unit cost of service (Table 38) results in the determination of the test year FY22 customer class cost of service. Table 39 shows a detail of this calculation for FY22 before the allocation of I/I to each customer class. The total calculated COS for wastewater customer classes is $282.1 million. In contrast, the total FY22 revenue requirement is $292.0 million as shown, for example. in Tables 2, 15 and 34. The difference of approximately $10.0 million is associated with the costs that have been allocated to recycled customers (Table 34).

FY 2022 Unit Cost of Service Calculation
Customer-Related
Flow COD TSS
Customer Class
Total Flow
HCF/Year
Total COD
Lbs/Year
Total TSS
Lbs/Year
Meters and
Service Accounts
/ EDUs B ills
Net Revenue Requirement from Rates $148,954,743 $46, 451,302 $41,592,220 $33,122,389 $11,966,931 Single Family Residential 16,889,351 80,804,550 30,771 ,627 231,905 2,782,860 Multi-Family Residential 13,306,637 63,663,595 24,244, 085 28,979 347,748 Commercial / Industrial 14,161,621 63,079,886 24,253,4 60 15,872 190,464 Subtotal 44,357,609 207,548,030 79,269,173 276,756 3,321,072 Other (Navy, Prisons) 1,668,513 6,780,466 2,843,421 15 1 80 Subtotal 1,668,513 6,780,466 2,843,421 15 180
Trucked Waste and Imported Flows 222,489 5,335,878 4,5 92,137 0 0 Subtotal 222,489 5,335,878 4,592,137 0 0
Stormwater Transportation 363,828 726,767 199,861 0 0
Subtotal 363,828 726,767 199,861 0 0
I/I (Total) 1,951,735 3,362,628 1,876,249
Total Contributed Units 48,564,174 223,753,771 88,780, 841 276,771 3,321,252 Unit Cost of Service (Net $3.07 $0.21 $0.47 $119.67 $3.6 0 Volume-Related

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 38 CITY OF SAN DIEGO Table 39: FY22 Wastewater Customer Class Cost of Service - Before I/I Allocation

The final step in the determination of the customer class COS is to allocate I/I costs to each class. As noted previously in this report, Raftelis has allocated I/I to customer classes based 67% on accounts and 33% on contributed volumes. Table 40 shows this calculation.

Table 40: FY22 Wastewater Customer Class Cost of Service - After I/I Allocation

CLASS COST OF SERVICE VERSUS REVENUES AT EXISTING R ATES Table 41 provides a comparison of the estimated FY22 cost of service for each customer class versus the projected revenues that would be earned if existing rates remain in place. Some customer classes have an estimated COS that is greater than the revenue projected to be collected from them in FY22 if existing rates remain unchanged (e.g., Single Family Residential and Other (Navy, Prisons)). Other customer classes have an estimated COS that is less than the amount of revenue projected to be collected from them in FY22 if existing rates remain unchanged (e.g., Multi-Family Residential, and Commercial/Industrial).

FY 2022 Class Cost of Service Before Allocation of I/I (Net of Recycled) Customer Class
Total
Calculated COS Flow COD TSS
Meters and
Services B illing
Single Family Residential $120,773,661 $51,802,568 $16 ,775,032 $14,415,951 $27,753,080 $10,027,030 Multi-Family Residential $70,109,273 $40,813,763 $13,2 16,568 $11,357,916 $3,468,043 $1,252,984 Commercial / Industrial $70,479,585 $43,436,148 $13,09 5,390 $11,362,308 $1,899,471 $686,268 Subtotal $261,362,519 $136,052,478 $43,086,989 $37,136 ,175 $33,120,594 $11,966,282 Other (Navy, Prisons) $7,859,779 $5,117,619 $1,407,625 $1,332,092 $1,795 $649 Subtotal $7,859,779 $5,117,619 $1,407,625 $1,332,092 $1 ,795 $649 Trucked Waste and Imported Flows $3,941,475 $682,413 $ 1,107,729 $2,151,333 $0 $0 Subtotal $3,941,475 $682,413 $1,107,729 $2,151,333 $0 $0 Stormwater Transportation $1,360,433 $1,115,925 $150,8 77 $93,631 $0 $0 Subtoal $1,360,433 $1,115,925 $150,877 $93,631 $0 $0
Total Allocated I/I $7,563,380 $5,986,309 $698,082 $878 ,989 Net Revenue Requirement $282,087,586 $148,954,743 $46, 451,302 $41,592,220 $33,122,389 $11,966,931 Volume-Related Customer-Related
FY 2022 Class Cost of Service After Allocation of I/I (Net of Recycled) Customer Class
Total Calculated
COS Flow
I/I Allocated
on Flow COD TSS
Meters and
Services
I/I Allocated
on Accounts Billing
Single Family Residential $125,935,543 $51,802,568 $91 5,880 $16,775,032 $14,415,951 $27,753,080 $4,246,002 $10 ,027,030 Multi-Family Residential $71,361,452 $40,813,763 $721, 595 $13,216,568 $11,357,916 $3,468,043 $530,583 $1,252,9 84 Commercial / Industrial $71,538,149 $43,436,148 $767,9 60 $13,095,390 $11,362,308 $1,899,471 $290,604 $686,268 Subtotal $268,835,144 $136,052,478 $2,405,435 $43,086, 989 $37,136,175 $33,120,594 $5,067,190 $11,966,282 Other (Navy, Prisons) $7,950,535 $5,117,619 $90,481 $1, 407,625 $1,332,092 $1,795 $275 $649 Subtotal $7,950,535 $5,117,619 $90,481 $1,407,625 $1,332,092 $1,7 95 $275 $649 Trucked Waste and Imported Flows $3,941,475 $682,413 $ 0 $1,107,729 $2,151,333 $0 $0 $0 Subtotal $3,941,475 $682,413 $0 $1,107,729 $2,151,333 $0 $0 $0 Stormwater Transportation $1,360,433 $1,115,925 $0 $150 ,877 $93,631 $0 $0 $0 Subtoal $1,360,433 $1,115,925 $0 $150,877 $93,631 $0 $0 $0 Net Revenue Requirement $282,087,586 $142,968,434 $2,4 95,915 $45,753,220 $40,713,231 $33,122,389 $5,067,464 $1 1,966,931 $231,930,801 $50,156,785
Volume-Related Customer-Related

WASTEWATER FINANCIAL PLAN, COST OF SER VICE AND RATE STUDY REPORT 39 CITY OF SAN DIEGO Table 41: Comparison of FY22 Customer Class Cost of Service to Revenue at Existing Rates

FY 2022 Cost of Service vs. Revenue at Existing Rates
Customer Class
FY 2022 Cost of
Service
Revenue at Existing
Rates
Required Change in
Revenue Recovery
from Existing Rates
Percentage Change
in Revenue
Recovery
Wastewater Net Revenue Requirement $292,044,070
Wastewater Customer Classes
Single Family Residential $125,935,543 $106,632,771 $1 9,302,772 18.1% Multi-Family Residential $71,361,452 $75,752,500 ($4,3 91,048) -5.8% Non-Residential $71,538,149 $82,326,763 ($10,788,614) - 13.1% Total Regular Wastewater Service $268,835,144 $264,71 2,034 $4,123,110 1.6% Other (Navy, Prisons) $7,950,535 $7,257,235 $693,299 9. 6% Total Other (Navy, Prisons) $7,950,535 $7,257,235 $693 ,299 9.6% Trucked Waste $3,941,475 $4,500,000 ($558,525) -12.4%
Total Trucked Waste $3,941,475 $4,500,000 ($558,525) -1 2.4% Stormwater Transportation $1,360,433 $1,667,940 ($307, 507) -18.4% Total Stormwater Transportation $1,360,433 $1,667,940 ($307,507) -18.4% Total Wastewater Service $282,087,586 $278,137,209 $3, 950,376 1.4% Recycled Service $9,956,484 $9,956,484
Total System $292,044,070 $278,137,209 $13,906,860 5.00% Cumulative Increase from Revenue Requirement Projection 5.00%

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 40 Rate Design

Introduction
This section of the report discusses the development of a schedule of sewer service charges for the City's customer classes. The proposed sewer service charges are an outcome of the comprehensive analysis of customer flows and strength loadings completed in the cost of service analysis. Raftelis recommends no changes to the City's existing rate structures. Note that the City's proposed FY22 wastewater rate revenue increase of 5.0% is anticipated to become effective on January 1, 2022.

PROPOSED RATES - MONTHLY SERVICE CHARGE
Table 42 shows a detail of the calculation of the proposed FY22 monthly service charge for retail customers. Note that the calculated monthly service charge of $15.11 is $0.22 lower (1.4%) than the current monthly service charge of $15.33. This proposed service charge is based on the identification of costs in the FY22 revenue requirement that can reasonably be considered appropriate for fixed revenue recovery. The proposed monthly service charge of $15.11 results in projected FY22 revenue recovery being approximately 18% fixed and 82% variable in nature. The current (FY21) revenue recovery profile is approximately 19% fixed and 81% variable. There is no industry standard level of fixed revenue recovery that is appropriate for all sewer utilities. In general, sewer utilities are exposed to less rate revenue volatility than water utilities which often earn a significant amount of revenue from outdoor irrigation demands that can fluctuate in response to seasonal weather conditions.

Table 42: Detail of Proposed FY22 Monthly Service Charges

PROPOSED COMMODITY RATES
Tables 43 through 46 below provide a detail of the commodity rates for the City's wastewater customers. Note that no detail is provided for the Other (Navy/Prisons) customer class. Although a revenue requirement for this customer class was calculated as part of the COS study ($8.0 million as shown in Table 41), this customer class is not shown because these rates are set via a contractual arrangement.

Table 43 shows a detail of the calculation of proposed commodity rates ($/HCF) for Single Family Residential and Multi-Family Residential customers. As shown in the calculation, there is a significant increase in the amount of revenue that must be recovered from Single Family Residential customers and a decrease in the amount of revenue that must be recovered from Multi-Family Residential customers. As is the case for all proposed FY22 customer class rates, this outcome reflects updated cost allocations, the results of which are summarized in Table 40, updated volume and strength loadings (Table 35), updated units of service calculation (Table 37), and an updated unit cost of service calculation (Table 38).

FY 2022 Meter Service Charge for SFR, MFR and Commercial/Industrial Customer Class
Meters and
Services Revenue
Requirement
Billing Revenue
Requirement
I/I Accounts
Revenue
Requirement
Total
Customer
Revenue
Requirement
Projected Test-
Year Bills for
Fixed Charge
Calculation
FY 2022
Calculated
Service
Charge
Current
Service
Charge
$
Difference
%
Difference
Single Family Residential $27,753,080 $10,027,030 $4,2 46,002 $42,026,113 2,782,860 $15.11 $15.33 ($0.22) -1.4% Multi-Family Residential $3,468,043 $1,252,984 $530,58 3 $5,251,610 347,748 $15.11 $15.33 ($0.22) -1.4% Commercial / Industrial $1,899,471 $686,268 $290,604 $2 ,876,344 190,464 $15.11 $15.33 ($0.22) -1.4% Subtotal $33,120,594 $11,966,282 $5,067,190 $50,154,06 7 3,321,072 Other (Navy, Prisons) $1,795 $649 $275 $2,718 180 $15.11 $ 15.33 ($0.22) -1.4% Subtotal $1,795 $649 $275 $2,718 180
TOTAL $33,122,389 $11,966,931 $5,067,464 $50,156,785 3,3 21,252 $15.11 $15.33 ($0.22) -1.4%

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 41

Table 43: Detail Proposed FY 22 Residential Commodity Rates

Table 44 shows the calculation of proposed FY22 commodity rates for the Commercial/Industrial customer class.

As shown in Table 44, both flow-based and strength-based commodity rates decline. As is the case for all proposed FY22 customer class rates, this outcome reflects updated cost allocations, the results of which are summarized in Table 40, updated volume and strength loadings (Table 35), updated units of service calculation (Table 37), and an updated unit cost of service calculation (Table 38).

Table 44: Detail of Proposed FY22 Commercial / Industrial Commodity Rates

Table 45 shows the calculation of the proposed FY22 commodity rates ($/HCF and $/lb.) for trucked waste and imported flows.

Table 45: Detail of Proposed FY22 Trucked Waste and Imported Flows Rates

Table 46 shows the calculation of proposed commodity rates ($/HCF) for dry weather stormwater transportation service. Rates for this non-operating service are established by a contract between the Public Utilities Department and the City's Transportation and Stormwater Department.

FY 2022 Single Family and Multi-Family Residential Flow Based Charges Customer Class
Flow Revenue
Requirement
COD Revenue
Requirement
TSS Revenue
Requirement
I/I Volume
Revenue
Requirement
Total
Volumetric
Revenue
Requirement
Projected Test-
Year Billable
Units of Service
FY 2022
$/HCF
Calculated
Charge
Current
$/HCF
Charge
$
Difference
%
Difference
Single Family $51,802,568 $16,775,032 $14,415,951 $915, 880 $83,909,430 17,778,264 $4.7200 $3.5983 $1.1217 31.2% Multi Family $40,813,763 $13,216,568 $11,357,916 $721,5 95 $66,109,842 14,006,986 $4.7200 $5.0276 ($0.3076) -6.1% TOTAL $92,616,330 $29,991,599 $25,773,867 $1,637,475 $150 ,019,272 31,785,250 FY 2022 Commercial Flow and Strength Charges
Commercial/Industrial
Flow and Strength
Revenue
Requirement
I/I Volume
Revenue
Requirement
Total Revenue
Requirement
Projected Test-
Year Billable
Units of Service
FY 2022
Calculated
Charges Current Charges $ Difference % Difference
Flow Charges ($ / hcf) $43,436,148 $767,960 $44,204,107 14,161,621 $3.1220 $3.7672 ($0.6452) -17.1% COD Charges ($ / lb) $13,095,390 $13,095,390 63,079,886 $0.2080 $0.2242 ($0.0162) -7.2% TSS Charges ($ / lb) $11,362,308 $11,362,308 24,253,460 $0.4690 $0.5517 ($0.0827) -15.0% TOTAL $67,893,845 $767,960 $68,661,805
FY 2022 Trucked Waste
Flow Based Charges
Revenue
Requirement
Projected Test-
Year Billable
Units of Service
FY 2022
Calculated
Charges
Current
Charges $ Difference % Difference
Flow Charges ($ / hcf) $682,413 222,489 $3.0680 $3.8996 ( $0.8316) -21.3% COD Charges ($ / lb) $1,107,729 5,335,878 $0.2080 $0.232 1 ($0.0241) -10.4% TSS Charges ($ / lb) $2,151,333 4,592,137 $0.4690 $0.571 0 ($0.1020) -17.9% TOTAL $3,941,475

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 42 Table 46: Detail of Proposed FY22 Stormwater Transportation

PROJECTED RATES
Table 47 provides a summary of the projected wastewater service rates for the period FY22 though FY25. The projected rates for FY23 through FY25 are based on the proposed FY22 cost of service rates increased on the same percentage basis as the overall systemwide percentage revenue increases specified in Table 1, Projected Required Rate Revenue Adjustments.

Table 47: Proposed Wastewater Rates for FY22 - FY25

FY 2022 Stormwater Transportation
Flow Based Charges
Revenue
Requirement
Projected Test-
Year Billable
Units of Service
(HCF)
FY 2022
Calculated
$/HCF Charge Current Charges $ Difference % Difference
Flow Charges ($ / hcf) $1,115,925
COD Charges ($ / lb) $150,877
TSS Charges ($ / lb) $93,631
TOTAL $1,360,433 363,828 $3.7400 $7.6763 ($3.9363) -51.3% FY 2022 Wastewater Service Charges ($/month) FY 2022 - FY 2025 Wastewater Service Charges ($/Month) Customer Class
Current
Charge FY 2022 $ Diff % Diff
Current
Charge FY 2022 FY 2023 FY 2024 FY 2025
Single Family Residential $/Month $15.33 $15.11 ($0.22) -1.4% $15.33 $15.11 $15.71 $16.34 $16.83 Multi-Family Residential $/Month $15.33 $15.11 ($0.22) - 1.4% $15.33 $15.11 $15.71 $16.34 $16.83 Commercial / Industrial $/Month $15.33 $15.11 ($0.22) -1 .4% $15.33 $15.11 $15.71 $16.34 $16.83 FY 2022 Wastewater Commodity and Strength Charges FY 2022 - FY2025 Wastewater Commodity and Strength Charges Customer Class
Current
Charge FY 2022 $ Diff % Diff
Current
Charge FY 2022 FY 2023 FY 2024 FY 2025
Residential
Single Family Residential ($ / hcf) $3.598 $4.720 $1.12 2 31.2% $3.5983 $4.720 $4.909 $5.105 $5.258 Multi-Family Residential ($ / hcf) $5.028 $4.720 ($0.30 8) -6.1% $5.0276 $4.720 $4.909 $5.105 $5.258 Commercial / Industrial
Flow Charges ($ / hcf) $3.767 $3.122 ($0.645) -17.1% $3.7 672 $3.122 $3.247 $3.377 $3.478 COD Charges ($ / lb) $0.224 $0.208 ($0.016) -7.2% $0.2242 $0.208 $0.216 $0.225 $0.232 TSS Charges ($ / lb) $0.552 $0.469 ($0.083) -15.0% $0.551 7 $0.469 $0.488 $0.507 $0.522 Trucked Waste
Flow Charges ($ / hcf) $3.900 $3.068 ($0.832) -21.3% $3.8 996 $3.068 $3.191 $3.318 $3.418 COD Charges ($ / lb) $0.232 $0.208 ($0.024) -10.4% $0.232 1 $0.208 $0.216 $0.225 $0.232 TSS Charges ($ / lb) $0.571 $0.469 ($0.102) -17.9% $0.571 0 $0.469 $0.488 $0.507 $0.522 Stormwater Transportation
Flow ($/hcf) $7.676 $3.740 ($3.936) -51.3% $7.6763 $3.740 $ 3.890 $4.045 $4.167 FY 2022 Wastewater Rate Summary Rate Projection for FY22 - FY25

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 43 Recycled Water

Introduction
The City provides recycled water service to 765 customers who use approximately 5.76 million HCF annually.

The costs incurred to provide recycled water service are accounted for in both the Water Revenue Fund and the Sewer Revenue Fund. A small portion of billing and collection costs related to recycled water customers is also incurred by the wastewater utility. Within the Water Revenue Fund, there are annual debt service payments of approximately $3.7 million associated with debt financing used to fund the construction of the recycled water transmission and distribution system. As part of the wastewater COS, Raftelis developed proposed FY22 rates for the recycled water system that are discussed in this section of the report.

RECYCLED SYSTEM REVENUE REQUIREMENT
Table 48 details the calculation of the FY22 recycled water revenue requirement which is estimated to be $13.7 million. Of this amount, approximately $9.9 million was identified as part of the wastewater cost of service process.

This amount reflects the best estimate of FY22 Sewer Revenue Fund costs that are incurred to assist in the provision of recycled water service. The remaining FY22 recycled revenue requirement is associated with the $3.7 million of recycled water-related debt service in the Water Revenue Fund.

Table 48: Test Year FY22 Recycled Water Revenue Requirement

RECYCLED WATER MONTHLY SERVICE CHARGES
Table 49 details the revenue requirement components for the FY22 recycled water monthly service charge calculation. To arrive at this revenue requirement, 25% of the debt service used to finance the recycled water transportation and distribution system was allocated to the meters and service demand parameter. This recognizes that the transportation and distribution system must stand ready to meet the instantaneous peak demands of recycled water customers. Because the debt service costs do not vary with consumption, they are conceptually suitable for recovery through the monthly service charge.

FY 2022 Recycled Revenue Requirement Components
FY 2022
Metro O&M - Treatment $3,733,550
Metro O&M - Water System Operations $5,865,286
Metro O&M for Billing $0
Muni O&M for Billing $32,222
Metro Capital $426,070
Muni Capital $0
Total Gross Wastewater Costs Allocated to Recycled $10,057,129 Metro Non-Rate Revenue Offset $100,081
Muni Non-Rate Revenue Offset $564
Total Net Wastewater Costs Allocated to Recycled $9,956,484 Recycled Debt for Recycled T&D System Funding $3,723,619 Total Recycled Net Revenue Requirement from Rates $13,680,103 Revenue Requirement Component
Metro Subsystem & Muni Subsystem O&M
Non-Rate Revenue Offsets
Other Recycled Costs from the Water Revenue Fund
Recycled Data Inputs Workshweet
Wastewater Treatment
Water Systems Operations
Cost Description
Customer Support Services
Customer Support Services
Recycled Share of Metro Capital Revenue Requirment based on Recycled Debt Service as % of Total Non-Recyled Deb t Service Recycled Share of Muni Capital Revenue Requirment based on Recycled Debt Service as % of Total Non-Recyled Deb t Service Recycled Allocation of Operating Fund Interest Earnings based on Recycled Allocation of Various Muni O&M Offsets

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 44 Table 49: FY22 Recycled Water Monthly Service Charge Unit Cost

Table 50 details the calculation of the proposed FY22 monthly service charge for recycled water. As shown in Table 50, the proposed FY22 service charge for a 3/4" meter decreases from $21.55 to $19.01.

Table 50: Proposed FY22 Recycled Water Monthly Service Charges

Table 51 shows the calculation of the FY22 revenue requirement for recycled water commodity charges. As shown in this table, of the total FY22 recycled revenue requirement of $13.7 million, approximately $12.7 million is recovered through commodity rates.

Table 51: FY22 Recycled Water Commodity Revenue Requirement

FY 2022 Calculation of Recycled Water Monthly Service Charge Unit Cost Billing Component FY 2022
Billing Component
Amount Identified as Billing in Wastewater COS Allocations $32,222 Number of Accounts 765
Annual Unit Cost per Account $42.12
Unit Cost per Bill (12 Bills per Year) $3.51
Meter Capacity Component
Recycled Debt Svc in Water Revenue Fund $3,723,619
Percentage Allocated to Meter Service Charge 25.00%
Amount Allocated to Meter Service Charge $930,905
Equivalent Meters 5,008
Annual Unit Cost per Equivalent Meter $185.89
Unit Cost per Equivalent Meter (12 Bills per Year) $ 15.49 FY 2022 Meter Service Charge Calculation
Meter Size
Meter Flow
Rate
Equivalency
Monthly Capacity
Component
Monthly Billing
Component
Calculated Meter
Charge
Current Meter
Service Charge Change - $ Change - %
5/8", 3/4" 1.00 $15.49 $3.51 $19.01 $21.55 ($2.54) -11.8% 1" 1.67 $25.82 $3.51 $29.33 $21.55 $7.78 36.1%

1.5" 3.33 $51.64 $3.51 $55.15 $39.05 $16.10 41.2%
2" 5.33 $82.62 $3.51 $86.13 $60.06 $26.07 43.4%
3" 11.67 $180.73 $3.51 $184.24 $126.52 $57.72 45.6%
4" 21.00 $325.31 $3.51 $328.83 $224.50 $104.33 46.5%
6" 43.33 $671.28 $3.51 $674.79 $493.94 $180.85 36.6%
8" 93.33 $1,445.83 $3.51 $1,449.34 $843.86 $605.48 71.8% 10" 140.00 $2,168.74 $3.51 $2,172.25 $1,333.75 $838.50 62. 9% 12" 176.67 $2,736.74 $3.51 $2,740.26 $1,753.65 $986.61 56. 3% 16" 260.00 $4,027.66 $3.51 $4,031.17 $3,503.24 $527.93 15. 1% FY 2022 Commodity Rate Calculation
Component FY 2022
Total Revenue Requirement $13,680,103
Less: Meter Service Charge Revenue Recovery $963,146
Net Volumetric Revenue Requirement $12,716,958
Projected Test-Year Sales (AF) 13,238
Gallons 4,313,662,890
HCF 5,766,544
Unit Cost per HCF $2.21

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 45 Table 52 compares the proposed FY22 recycled water commodity rate of $2.21 per HCF to the current commodity rate of $1.73 per HCF which is a 27.5% increase, or approximately 4.1% per year from January 2016.

Table 52: Proposed FY22 Recycled Water Commodity Rate

Table 53 provides a summary of the projected recycled water service rates for FY22 and a projection of recycled water rates through FY25. The projected rates for FY23 through FY25 are based on FY22 cost of service rates increased on the same percentage basis as the overall systemwide percentage revenue increase specified in Table 1, Projected Required Rate Revenue Adjustments.

Table 53: Proposed Recycled Water Rates FY22 - FY25

FY 2022 Commodity Rate ($/HCF)
Customer Class Current Charge
FY 2022
Calculated
Charge Change - $ Change - %
All Consumption $1.73 $2.21 $0.48 27.5%
FY 2022 Recycled Water Monthly Service Charges ($/month) FY 2022 - FY 2025 Recycled Water Monthly Servi ce Charges ($/Month) Meter Size
Current
Charge FY 2022 $ Diff % Diff
Current
Charge FY 2022 FY 2023 FY 2024 FY 2025
5/8", 3/4" $/Month $21.55 $19.01 ($2.54) -11.8% $21.55 $19 .01 $19.77 $20.56 $21.18 1" " $21.55 $29.33 $7.78 36.1% $21.55 $29.33 $30.50 $31.72 $3 2.68

1.5" " $39.05 $55.15 $16.10 41.2% $39.05 $55.15 $57.36 $59.6 5 $61.44 2" " $60.06 $86.13 $26.07 43.4% $60.06 $86.13 $89.58 $93.16 $ 95.95 3" " $126.52 $184.24 $57.72 45.6% $126.52 $184.24 $191.61 $1 99.27 $205.25 4" " $224.50 $328.83 $104.33 46.5% $224.50 $328.83 $341.98 $ 355.66 $366.33 6" " $493.94 $674.79 $180.85 36.6% $493.94 $674.79 $701.78 $ 729.85 $751.75 8" " $843.86 $1,449.34 $605.48 71.8% $843.86 $1,449.34 $1,5 07.31 $1,567.61 $1,614.63 10" " $1,333.75 $2,172.25 $838.50 62.9% $1,333.75 $2,172.2 5 $2,259.14 $2,349.51 $2,419.99 12" " $1,753.65 $2,740.26 $986.61 56.3% $1,753.65 $2,740.2 6 $2,849.87 $2,963.87 $3,052.78 16" " $3,503.24 $4,031.17 $527.93 15.1% $3,503.24 $4,031.1 7 $4,192.42 $4,360.11 $4,490.92 FY 2022 Recycled Water Commodity Rates FY2022 - FY2025 Recycled Water Commodity Rates Customer Class
Current
Charge FY 2022 $ Diff % Diff
Current
Charge FY 2022 FY 2023 FY 2024 FY 2025
All Consumption ($ / hcf) $1.73 $2.21 $0.48 27.5% $1.73 $2.21 $2.30 $2.39 $2 .46 Rate Projection for FY22 - FY25 FY 2022 Recycled Water Rate Summary

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 46 Capacity Fees

Introduction
Capacity fees are one-time capital charges imposed on new customers to pay for the facilities needed to provide water and wastewater service. Per California Government Code Section 66013, the fees “shall not exceed the reasonable cost of providing service.” Therefore, the fees need to reflect the estimated cost of existing or additional system capacity needed to serve them. Other common terms for capacity fees are connection fees, impact fees, system development charges, tap fees, development impact fees, plant and facility connection charges, and capital facility charges.

The City currently charges a capacity fee for connection to and, therefore, use of, capacity in the wastewater system. The fee is charged to new customers or customers requesting additional capacity compared to their current capacity (as measured by Equivalent Dwelling Units). The current wastewater capacity fee is $4,124 per EDU and was last increased in 2007.

Valuation Methodologies
There are three primary methodologies to develop the cost included in capacity fees. These methodologies consider whether the utility is attempting to recover costs related to existing capacity (Buy-In), recover future capacity expansion plans (Incremental), or a combination of existing and future capacity (Hybrid).

BUY-IN METHOD
The buy-in approach is based on the idea that new customers “buy-in” to the system to reimburse existing customers who have already constructed and maintain the facilities that will serve new customers, including the costs associated with financing those services. The buy-in method considers the valuation of existing assets in service and the design capacity of those assets to determine the capacity fee and recoups funds expended by existing rate payers to build the current system for which the new development is connecting. This equates to new development buying into the system.

There are four approaches to determine the value of assets under the buy-in methodology.  Original cost (OC)
 Original cost less accumulated depreciation (OCLD)
 Replacement cost new (RCN)
 Replacement cost new less accumulated depreciation (RCNLD)

The OC approach values existing facilities at the original cost in the year the facilities were completed. This allows new customers to buy into the system at the same cost level as existing customers. The OCLD approach also values existing facilities at the original cost in the year the facilities were completed but reduces the cost by accumulated depreciation. Accumulated depreciation accounts for the loss in value of an asset due to use, repair, and obsolescence. With the OCLD approach, new customers buy into the system at a lower cost than existing customers. The accumulated depreciation not recovered through the capacity fee using the OCLD approach is recovered through user rates. Because new development occurs over time, both the OC and OCLD approaches do not reflect the time value of money, and do not compensate the existing customers for carrying cost of the initial funds used to add capacity.

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 47 The RCN and RCNLD approaches both consider the current value of facilities as if they were added at the time of the new connection. However, RCNLD deducts accumulated depreciation from the current replacement value.

The RCN and RCNLD approaches estimate the value of facilities using historical asset data and apply a cost index factor from publications such as Engineering News Record , or the Handy Whitman Cost Index for Public Utilities . These methods account for inflation of the market value of facilities over time and fairly compensate existing customers for the carrying cost of building facilities in advance of serving new development.

INCREMENTAL
When new users connect to a system, they use either surplus capacity from the existing system or they require construction of new capacity to accommodate their needs. When substantial new facility construction is required, the incremental cost method is an option. Under the incremental-cost approach, new customers pay for the cost of additional capacity regardless of the value of past investments made by existing customers.

As with the equity buy-in approach, new connectors will effectively acquire a financial position that is on par with existing customers. This approach is best suited for growing communities where additional facilities are needed to accommodate growth.

COMBINED METHOD
In addition to the above two methodologies, there is also a hybrid approach which includes using aspects of both the incremental cost approach and the buy-in approach. This is appropriate when systems have some existing unused capacity available yet are also in the process of planning or building additional capacity. The fee produced by the hybrid approach recognizes that new customers benefit from both existing infrastructure and planned capital improvements. The hybrid approach was used for this study.

CREDITS AND OFFSETS
Credits and adjustments may be accounted for differently depending on the methodology selected (buy-in, incremental, and hybrid) and often include grants, contributions in aid, existing and/or future debt. Grants, and contributions in aid of construction can be deducted from the capacity fees valuation using any of the methodologies. Contributions in aid of construction typically refers to when developers are required to construct, install and dedicate onsite facilities serving the development and dedicate these facilities to the utility. Grants also provide no-cost infrastructure to the utility.

Another practice, most common with the buy-in methodologies, is to reduce outstanding principal from debt used to construct those facilities when rate-based revenues, assessments, or other dedicated revenues are the sole repayment source for outstanding debt and may require additional analysis for each community. Once a new customer connects to the wastewater system, they pay for service through user charges or rates. For some communities, rates are designed to fully recover principal and interest costs on outstanding debt while capacity fees are dedicated to cash funding capital facilities. By reducing the capacity fees by outstanding principal, it avoids double-counting this cost in both rates and capacity fees when applicable.

Alternatively, communities that repay outstanding debt using capacity fees may not wish to adjust the value for outstanding principal as capacity fees are used to repay previously expansionary investments (e.g., excess and available capacity in place). Under the incremental and hybrid methodologies, expansionary facilities are often designed and built to meet long-term planning horizons and capacity fees revenues may be insufficient to meet the initial expansion project costs. As a result, debt funding or existing reserve funds from rates are used to assist in funding the projects. Interest on bonds and loans are a cost of doing business and are often capitalized. As a result, interest costs are often included in the cost of expansion facilities and the capacity fees if they are not to be funded by user rates.

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 48 Estimating System Capacity
The second step in determining capacity fees is estimating the existing and/or future capacity. The buy in methodology may consider either the total capacity of the system or the remaining capacity available in the system.

Whichever method is chosen, the value of facilities and capacity should be based on the same criteria. For example, if there is 25% capacity available in the system, the asset value should reflect the value of that remaining 25%.

The incremental methodology considers the capacity that future growth-related projects will add over a specified time period. For example, if the next increment of capacity will provide treatment and transport for 10 million gallons per day (mgd), then the appropriate capacity to use for unit cost calculation is 10 mgd. The basis of capacity used to calculate the unit cost is often based on water/wastewater treatment design values as those tend to be largest facilities that govern system capacity.

The hybrid method captures the combined existing capacity (total or remaining available) and future incremental capacity of future growth-related projects.

Unit Cost of Capacity
Capacity units used to develop capacity fees for customers are determined by dividing the estimated value of existing assets, growth-related projects, or both, by the capacity of the facilities included in the valuation. The unit cost of capacity is then applied to customer demand characteristics to determine the capacity fees. For the hybrid method, the unit cost of capacity is determined by a weighted average of the existing and future cost of capacities.

The weighted average cost of capacity is the sum of the estimated existing system asset value plus the future project growth-related costs, divided by the sum of the existing and future capacity. Adding together the individual unit costs for the existing assets and the future growth-related assets could overstate or understate the unit cost of capacity since the weighted average comprises the unit cost.

Equivalent Dwelling Unit Demand Analysis
A customer demand analysis determines the demand requirements of a group of customers or the entire customer class and serves as the basis for the capacity fee. Customer demands must be analyzed using the same unit measurements as the unit cost of capacity calculation in order to maintain the rational nexus between the cost of facilities and the cost to serve a new customer. For example, if the unit cost of treatment facilities is measured using peak day demand in gallons per day (gpd), then the new customer demands should also be measured in peak day gpd to calculate the treatment component of the capacity fee.

Assessment Schedule
The unit cost of capacity can be applied to the customer class demand characteristics to determine the cost to serve a new customer. The final task is to develop an assessment schedule in order to apply the capacity fee in an equitable manner. Capacity fee assessment schedules are used to consistently and equitably apply the unit cost of capacity to new development. These schedules may be based on customer type and/or water meter size, lot size, plumbing fixtures, number of units, or equivalent residential units, etc. The City’s capacity fees are based on the demand of an equivalent dwelling unit (EDU).

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 49 Proposed Wastewater Capacity Fee

SYSTEM VALUATION
Raftelis selected the combined methodology to calculate the proposed wastewater capacity fee. Existing assets were valued at replacement cost new less accumulated depreciation. There is existing capacity available for new growth in the system plus a number of projects that will expand the system’s capacity over the next 10 years. The valuation of the wastewater system's backbone assets includes treatment plants, pump stations, trunk sewers and collection system pipelines. Existing wastewater assets were valued using the Engineering News Records Construction Cost Index (ENR-CCI) based on 2019 index. Excluded from the asset valuation were non-backbone infrastructure facilities such as equipment, computers, and vehicles. Growth- related wastewater capital improvement projects were included in the total system value. The total system value was reduced by developer contributions (donated wastewater assets) and the outstanding principal on existing wastewater debt issuances.

SYSTEM CAPACITY
The wastewater system includes the Point Loma Wastewater Treatment Plant which includes flows received from the City's North City Water Reclamation Plant. The City also holds an NPDES permit for wastewater discharges from its South Bay Water Reclamation Plant. The existing permitted capacity of the three plants is 240 MGD at Point Loma, 30 MGD at North City, and 15 MGD at South Bay.

UNIT COST OF CAPACITY
The wastewater capacity fee unit cost of capacity is the sum of the value of existing assets, net of offsets, plus expansion capital divided by the total capacity available and expansion capacity. The unit cost is stated in gallons per day. Equivalent dwelling units (EDU) are based on the current fee schedule, 1 EDU = 280 gallons of sewage per day.

CAPACITY FEE CALCULATION
Table 54 summarizes the wastewater capacity fee calculation. Raftelis recommends that the City increase its existing wastewater capacity fees from $4,124 per EDU to $5,154 per EDU as shown in Table 54. A detail of the capacity fee calculation can be found in the Appendix F.

Table 54: Wastewater Capacity Fee Calculation

SDC Components Existing Fee
Fee Based on Original
Cost
Fee Based on Replacement
Cost New Less Depreciation
Backbone Net System Investment [1] $4,378,416,655 $5,142,028,922 Less: Developer Contributions [2] ($67,333,805) ($81,583,152) Growth-Related Capital Improvement Projects [3] $503,747,058 $503,747,058 Less: Credit of Outstanding Principal [4] ($870,257,717) ($870,257,717) Total System Value $3,944,572,191 $4,693,935,110
Total Capacity Served, gpd [5] 255,000,000 255,000,000
Unit Cost of Capacity, $ per gpd $15.47 $18.41
Equivalent Dwelling Unit (gpd) [6] 280 280
Tap Fee, $ per Equivalent Dwelling Unit $4,124 $4,331 $5,154 [1] Excludes equipment, equipment - computers, and vehicles. [2] FY19 Sewer Donated Asset Report by Asset Category.
[3] R&E_FY19 W-WW CIP_PTD List with Projected Proje cts. [4] FY19 WW Bond and SRF Debt Service by Project Ca pacity vCOSS. [5] 2014 Treatment Plant Capacity & Flows.
[6] EDU from current fee schedule.

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 1 Addendum to the Final Report
July 07, 2021

Changes Since the Issuance of the Original Final Report on March 23, 2021
Two modifications have been made to the original final report originally issued on March 23, 2021 based on feedback from the City’s independent review of the Cost of Service Study. The first assumption is that revenues earned from the Industrial Water Control Program (IWCP) during the period FY22 - FY25 will be less than originally projected. The second is a change in the allocation of the capital costs associated with trunk sewers and municipal pumping costs. The ramifications of these two changes, although having a relatively minor impact on the wastewater rates proposed for the period FY22 - FY25, run through virtually every table presented in the original report issued on March 23, 2021. This addendum discusses each change and presents a limited number of key report tables that best summarize the impacts of each change.

Table 55: Revised Table 3 - Current and Proposed Wastewater Monthly Service Charges

Table 56: Revised Table 4 - Current and Proposed Wastewater Commodity Rates

Customer Class
Current
Charge FY 2022 FY 2023 FY 2024 FY 2025
Single Family Residential $15.33 $14.14 $14.71 $15.29 $1 5.75 Multi-Family Residential $15.33 $14.14 $14.71 $15.29 $15 .75 Commercial / Industrial $15.33 $14.14 $14.71 $15.29 $15. 75 Customer Class Unit
Current
Charge FY 2022 FY 2023 FY 2024 FY 2025
Residential
Single Family Residential ($ / hcf) $3.598 $4.786 $4.97 7 $5.177 $5.332 Multi-Family Residential ($ / hcf) $5.028 $4.786 $4.977 $5.177 $5.332 Commercial / Industrial
Flow Charges ($ / hcf) $3.767 $3.191 $3.319 $3.451 $3.555 COD Charges ($ / lb) $0.224 $0.208 $0.216 $0.225 $0.232 TSS Charges ($ / lb) $0.552 $0.469 $0.488 $0.507 $0.522 Trucked Waste
Flow Charges ($ / hcf) $3.900 $3.135 $3.260 $3.391 $3.493 COD Charges ($ / lb) $0.232 $0.208 $0.216 $0.225 $0.232 TSS Charges ($ / lb) $0.571 $0.469 $0.488 $0.507 $0.522 Stormwater Transportation
Flow ($/hcf) $7.676 $3.808 $3.960 $4.119 $4.242

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 2 Discussion of the Change in Projected IWCP Revenues
IWCP revenues serve as an offset to the revenue requirement from rates (i.e., they reduce the amount that must be paid by customers for wastewater service). The change in IWCP revenue reflects a decision to base projected IWCP revenues on a 5-year historical average in lieu of the original revenue assumptions, as the proposed IWCP fee increases for full-cost recovery have not yet been approved by City Council. As shown in Table 57, the use of a 5-year historical average results in approximately $3.0 million less annual IWCP revenue in FY 2022 and future years as compared to the original financial plan.

Table 57: Revised IWCP Revenues
Original IWCP Revenue FY 2022 FY 2023 FY 2024 FY 2025
IWCP Notice of Violation Fees $664,599 $664,599 $664,599 $664,599 IWCP Industrial User Discharge Permit Fees $2,070,44 5 $2,070,445 $2,070,445 $2,070,445 IWCP Lab Monitoring Fees $0 $0 $0 $0
IWCP Penalties $513,312 $513,312 $513,312 $513,312
Total Original IWCP Revenue $3,248,356 $3,248,356 $3,248,356 $3,248,356

Revised IWCP Revenue (5-Year Average) FY 2022 FY 2023 FY 2024 FY 2025 IWCP Notice of Violation Fees $22,215 $22,215 $22,215 $22,215 IWCP Industrial User Discharge Permit Fees $151,049 $151,049 $151,049 $151,049 IWCP Lab Monitoring Fees $58,118 $58,118 $58,118 $58,118 IWCP Penalties $0 $0 $0 $0
Total $231,382 $231,382 $231,382 $231,382

Difference ($3,016,974) ($3,016,974) ($3,016,974) ($3,016,974)

The reduction in IWCP revenue does not change the total system FY22 net revenue requirement from rates which remains at $292.0 million. Instead, the $3.0 million reduction in IWCP revenue is absorbed by a drawdown from fund balance in excess required reserves. Table 58 below shows the estimated FY 2022 fund balance and debt service coverage impacts of the change.

Table 58: Change in Cash Reserves and Debt Service Due to Revised IWCP Revenues Metric Original Model 5-Year IWCP Averaging Difference Days of Cash on Hand 263 259 (4)
Ending Balance $197,721,748 $194,680,444 ($3,041,3 04) Unrestricted Cash $76,791,674 $73,750,370 ($3,041,3 04) Senior Debt 1.43 1.40 (0.03)
Total Debt Service 1.31 1.29 (0.03)

Although the overall FY 2022 total system net revenue requirement remains at $292.0 million, the reduction in IWCP revenues does cause a minor reallocation of the change in fund balance in excess of required reserves in the cost-of-service model. This results in the revenue requirement for the Municipal Subsystem to decrease by approximately $609K with a corresponding $609K increase in the Metropolitan Subsystem revenue requirement.

The tables below show the rate and customer bill impacts assuming no other change in the original cost-of-service model other than the change in projected IWCP revenues .

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 3 Table 59: Rate Impacts of the Change in IWCP Revenues (Assuming No Other Changes)

Rate / Charge
Current
Rates
Original COS Rates
vs. Current Rates
Revised COS Rates with Change
in IWCP Revenue
vs. Current Rates
Service Charge $15.33 $15.11 -1.4% $15.17 -1.0%

SFR Commodity $3.598 $4.720 31.2% $4.716 31.1%
MFR Commodity $5.028 $4.720 -6.1% $4.716 -6.2%

Commercial/Industrial
Flow $3.767 $3.122 -17.1% $3.117 -17.3%
COD $0.224 $0.208 -7.2% $0.208 -7.2%
TSS $0.552 $0.469 -15.0% $0.469 -15.0%

Allocation of Trunk Sewers and Municipal Pumping Costs
Raftelis assigned the capital costs associated with trunk sewers and municipal pumping facilities to the meters and services demand parameter. These costs were then recovered via the monthly service charge. Raftelis has modified this approach and allocated the capital costs associated with trunk sewers and municipal pumping facilities to the flow demand parameter. As a result, these costs will now be recovered via wastewater commodity charges. The change in the allocation of the capital costs associated with trunk sewers and municipal pumping results in a change in several key tables contained in the original final report. The revised tables below reflect the impact of the change in the allocation of trunk sewers and municipal pumping costs and the change in projected IWCP revenues discussed above.

Table 60: Revised Table 30 - Allocation Percentages for Municipal Subsystem Capital Costs

Table 61: Revised Table 31 - FY22 Dollar Allocation for Municipal Subsystem Capital Costs

FY 2022 % Allocation of Municipal Sub-System Capital Costs to Demand Parameters Function Total FLOW % COD % TSS %
Meters and
Services Billing Recycled
Large Sewer Pump Station 100% 100.00%
Muni Pump Station 100% 100.00% 0.00%
Miscellaneous Projects 100% 100.00%
AMI 100% 100.00%
Sewer Pipelines 100% 0.00% 100.00%
Sewer Treatment Plants 100% 100.00%
Trunk Sewers 100% 100.00% 0.00%
Volume-Related Customer-Related
FY 2022 $ Allocation of Municipal Sub-System Capital Costs to Demand Parameters Function Total FLOW COD TSS
Meters and
Services Billing Recycled
Large Sewer Pump Station $455,962 $455,962 $0 $0 $0 $0 $0 Muni Pump Station $1,579,903 $1,579,903 $0 $0 $0 $0 $0
Miscellaneous Projects $2,738,216 $2,738,216 $0 $0 $0 $0 $0 AMI $84,211 $0 $0 $0 $0 $84,211 $0
Sewer Pipelines $25,382,418 $0 $0 $0 $25,382,418 $0 $0
Sewer Treatment Plants $939,604 $939,604 $0 $0 $0 $0 $0 Trunk Sewers $1,939,558 $1,939,558 $0 $0 $0 $0 $0
Total $33,119,872 $7,653,243 $0 $0 $25,382,418 $84,211 $0 Total % 100.0% 23.1% 0.0% 0.0% 76.6% 0.3% 0.0%
Volume-Related Customer-Related

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 4 Table 62: Revised Table 34 - Summary of FY22 Revenue Requirement Allocations

Table 63: Revised Table 38 - FY22 Unit Cost of Service Calculation

Summary of Allocated Revenue Requirement Components
Volume
Revenue Requirement Component Total FLOW COD TSS Meters B illing Recycled Municipal Sub-System O&M $105,601,402 $76,265,809 $7,5 66,057 $6,229,011 $3,969,901 $11,538,643 $31,981 Municipal Sub-System Capital Costs $33,119,872 $7,653 ,243 $0 $0 $25,382,418 $84,211 $0 Less: Municipal Sub-System Rev. Req. Offsets $12,213 ,166 $6,627,425 $2,859,017 $2,381,057 $72,654 $272,452 $5 61 Total Municipal Sub-Sytem $126,508,107 $77,291,628 $4, 707,039 $3,847,954 $29,279,664 $11,350,402 $31,420 Metropolitan Sub-System O&M $183,350,216 $75,913,319 $ 52,507,326 $44,133,188 $0 $1,197,602 $9,598,780 Metropolitan Sub-System Capital Costs $66,623,358 $36 ,934,793 $14,561,981 $14,700,743 $0 $0 $425,841 Less: Metropolitan Sub-System Rev. Req. Offsets $84, 437,612 $37,895,118 $25,308,451 $21,099,322 $0 $34,695 $1 00,026 Total Metropolitan Sub-Sytem $165,535,963 $74,952,995 $41,760,855 $37,734,610 $0 $1,162,907 $9,924,596 Combined O&M $288,951,618 $152,179,129 $60,073,382 $50,362,200 $3,96 9,901 $12,736,245 $9,630,762 Combined Captial Costs $99,743,230 $44,588,036 $14,561 ,981 $14,700,743 $25,382,418 $84,211 $425,841 Less: Combined Revenue Requirement Offsets $96,650,7 78 $44,522,542 $28,167,469 $23,480,379 $72,654 $307,147 $ 100,587 Combined Net Rev. Req. from Raates $292,044,070 $152, 244,622 $46,467,894 $41,582,564 $29,279,664 $12,513,309 $9,956,016 Customer-Related
FY 2022 Unit Cost of Service Calculation
Customer-Related
Flow COD TSS
Customer Class
Total Flow
HCF/Year
Total COD
Lbs/Year
Total TSS
Lbs/Year
Meters and
Service Accounts B ills
Net Revenue Requirement from Rates $152,244,622 $46, 467,894 $41,582,564 $29,279,664 $12,513,309 Single Family Residential 16,889,351 80,804,550 30,771 ,627 231,905 2,782,860 Multi-Family Residential 13,306,637 63,663,595 24,244, 085 28,979 347,748 Commercial / Industrial 14,161,621 63,079,886 24,253,4 60 15,872 190,464 Subtotal 44,357,609 207,548,030 79,269,173 276,756 3,321,072 Other (Navy, Prisons) 1,668,513 6,780,466 2,843,421 15 1 80 Subtotal 1,668,513 6,780,466 2,843,421 15 180
Trucked Waste and Imported Flows 222,489 5,335,878 4,5 92,137 0 0 Subtotal 222,489 5,335,878 4,592,137 0 0
Stormwater Transportation 363,828 726,767 199,861 0 0
Subtotal 363,828 726,767 199,861 0 0
I/I (Total) 1,951,735 3,362,628 1,876,249
Total Contributed Units 48,564,174 223,753,771 88,780, 841 276,771 3,321,252 Unit Cost of Service (Net $3.13 $0.21 $0.47 $105.79 $3.7 7 Volume-Related

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 5 Table 64: Revised Table 39 - FY22 Wastewater Customer Class Cost of Service - Before I/I Allocation

Table 65: Revised Table 40 - FY22 Wastewater Customer Class Cost of Service - After I/I Allocation

Table 66: Revised Table 42 - Detail of Proposed FY22 Monthly Service Charges

FY 2022 Class Cost of Service Before Allocation of I/I (Net of Recycled) Customer Class
Total
Calculated COS Flow COD TSS
Meters and
Services Billing
Single Family Residential $119,158,447 $52,946,702 $16 ,781,023 $14,412,604 $24,533,280 $10,484,837 Multi-Family Residential $70,667,648 $41,715,193 $13,2 21,289 $11,355,279 $3,065,695 $1,310,192 Commercial / Industrial $71,251,938 $44,395,497 $13,10 0,067 $11,359,670 $1,679,102 $717,601 Subtotal $261,078,033 $139,057,392 $43,102,380 $37,127 ,554 $29,278,077 $12,512,631 Other (Navy, Prisons) $7,972,824 $5,230,649 $1,408,128 $1,331,782 $1,587 $678 Subtotal $7,972,824 $5,230,649 $1,408,128 $1,331,782 $1 ,587 $678 Trucked Waste and Imported Flows $3,956,443 $697,485 $ 1,108,125 $2,150,834 $0 $0 Subtotal $3,956,443 $697,485 $1,108,125 $2,150,834 $0 $0 Stormwater Transportation $1,385,112 $1,140,571 $150,9 31 $93,610 $0 $0 Subtoal $1,385,112 $1,140,571 $150,931 $93,610 $0 $0
Total Allocated I/I $7,695,641 $6,118,525 $698,331 $878 ,785 Net Revenue Requirement $282,088,054 $152,244,622 $46, 467,894 $41,582,564 $29,279,664 $12,513,309 Volume-Related Customer-Related
FY 2022 Class Cost of Service After Allocation of I/I (Net of Recycled) Customer Class
Total Calculated
COS Flow
I/I Allocated
on Flow COD TSS
Meters and
Services
I/I Allocated
on Accounts Billing
Single Family Residential $124,410,596 $52,946,702 $93 1,896 $16,781,023 $14,412,604 $24,533,280 $4,320,253 $10 ,484,837 Multi-Family Residential $71,941,723 $41,715,193 $734, 214 $13,221,289 $11,355,279 $3,065,695 $539,862 $1,310,1 92 Commercial / Industrial $72,329,013 $44,395,497 $781,3 89 $13,100,067 $11,359,670 $1,679,102 $295,686 $717,601 Subtotal $268,681,332 $139,057,392 $2,447,499 $43,102, 380 $37,127,554 $29,278,077 $5,155,800 $12,512,631 Other (Navy, Prisons) $8,065,167 $5,230,649 $92,063 $1, 408,128 $1,331,782 $1,587 $279 $678 Subtotal $8,065,167 $5,230,649 $92,063 $1,408,128 $1,331,782 $1,5 87 $279 $678 Trucked Waste and Imported Flows $3,956,443 $697,485 $ 0 $1,108,125 $2,150,834 $0 $0 $0 Subtotal $3,956,443 $697,485 $0 $1,108,125 $2,150,834 $0 $0 $0 Stormwater Transportation $1,385,112 $1,140,571 $0 $150 ,931 $93,610 $0 $0 $0 Subtoal $1,385,112 $1,140,571 $0 $150,931 $93,610 $0 $0 $0 Net Revenue Requirement $282,088,054 $146,126,097 $2,5 39,562 $45,769,563 $40,703,779 $29,279,664 $5,156,080 $1 2,513,309 $235,139,001 $46,949,053
Volume-Related Customer-Related
FY 2022 Meter Service Charge for SFR, MFR and Commercial/Industrial Customer Class
Meters and
Services Revenue
Requirement
Readiness to
Serve Revenue
Requirement
Billing Revenue
Requirement
I/I Accounts
Revenue
Requirement
Total
Customer
Revenue
Requirement
Projected Test-
Year Bills for
Fixed Charge
Calculation
FY 2022
Calculated
Service
Charge
Current
Service
Charge
$
Difference
%
Difference
Single Family Residential $24,533,280 $0 $10,484,837 $4 ,320,253 $39,338,370 2,782,860 $14.14 $15.33 ($1.19) -7.8 % Multi-Family Residential $3,065,695 $0 $1,310,192 $539, 862 $4,915,748 347,748 $14.14 $15.33 ($1.19) -7.8% Commercial / Industrial $1,679,102 $0 $717,601 $295,686 $2,692,390 190,464 $14.14 $15.33 ($1.19) -7.8% Subtotal $29,278,077 $0 $12,512,631 $5,155,800 $46,946, 508 3,321,072 Other (Navy, Prisons) $1,587 $0 $678 $279 $2,544 180 $14.1 4 $15.33 ($1.19) -7.8% Subtotal $1,587 $0 $678 $279 $2,544 180
TOTAL $29,279,664 $0 $12,513,309 $5,156,080 $46,949,053 3, 321,252 $14.14 $15.33 ($1.19) -7.8%

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 6 Table 67: Revised Table 43 - Detail of Proposed FY22 Residential Commodity Rates

Table 68: Revised Table 44 - Detail of Proposed FY22 Commercial / Industrial Commodity Rates

Table 69: Revised Table 45 - Detail of Proposed FY22 Truck Waste and Imported Flows Rates

Table 70: Revised Table 46 - Detail of Proposed FY22 Stormwater Transportation Rates

Addition to the Discussion of Capacity Fees in the Original Final Report Issued on March 23, 2021
There are no changes to the capacity fees recommended in the original report. However, Raftelis wishes to add the following information to clarify that we believe the proposed capacity fees are in compliance with State of California legal/regulatory requirements.

ECONOMIC FRAMEWORK FOR CAPACITY FEES
For publicly owned water and wastewater systems, most of the assets are typically paid for by the contributions of existing customers through rates, charges, and taxes. In service areas that incorporate new customers, the infrastructure developed by previous customers is generally extended towards the service of new customers.

FY 2022 Single Family and Multi-Family Residential Flow Based Charges Customer Class
Flow Revenue
Requirement
COD Revenue
Requirement
TSS Revenue
Requirement
I/I Volume
Revenue
Requirement
Total
Volumetric
Revenue
Requirement
Projected Test-
Year Billable
Units of Service
FY 2022
$/HCF
Calculated
Charge
Current
$/HCF
Charge
$
Difference
%
Difference
Single Family $52,946,702 $16,781,023 $14,412,604 $931, 896 $85,072,226 17,778,264 $4.7860 $3.5983 $1.1877 33.0% Multi Family $41,715,193 $13,221,289 $11,355,279 $734,2 14 $67,025,975 14,006,986 $4.7860 $5.0276 ($0.2416) -4.8% TOTAL $94,661,895 $30,002,312 $25,767,883 $1,666,110 $152 ,098,200 31,785,250 FY 2022 Commercial Flow and Strength Charges
Commercial/Industrial
Flow and Strength
Revenue
Requirement
I/I Volume
Revenue
Requirement
Total Revenue
Requirement
Projected Test-
Year Billable
Units of Service
FY 2022
Calculated
Charges Current Charges $ Difference % Difference
Flow Charges ($ / hcf) $44,395,497 $781,389 $45,176,886 14,161,621 $3.1910 $3.7672 ($0.5762) -15.3% COD Charges ($ / lb) $13,100,067 $13,100,067 63,079,886 $0.2080 $0.2242 ($0.0162) -7.2% TSS Charges ($ / lb) $11,359,670 $11,359,670 24,253,460 $0.4690 $0.5517 ($0.0827) -15.0% TOTAL $68,855,235 $781,389 $69,636,624
FY 2022 Trucked Waste
Flow Based Charges
Revenue
Requirement
Projected Test-
Year Billable
Units of Service
FY 2022
Calculated
Charges
Current
Charges $ Difference % Difference
Flow Charges ($ / hcf) $697,485 222,489 $3.1350 $3.8996 ( $0.7646) -19.6% COD Charges ($ / lb) $1,108,125 5,335,878 $0.2080 $0.232 1 ($0.0241) -10.4% TSS Charges ($ / lb) $2,150,834 4,592,137 $0.4690 $0.571 0 ($0.1020) -17.9% TOTAL $3,956,443
FY 2022 Stormwater Transportation
Flow Based Charges
Revenue
Requirement
Projected Test-
Year Billable
Units of Service
(HCF)
FY 2022
Calculated
$/HCF Charge Current Charges $ Difference % Difference
Flow Charges ($ / hcf) $1,140,571
COD Charges ($ / lb) $150,931
TSS Charges ($ / lb) $93,610
TOTAL $1,385,112 363,828 $3.8080 $7.6763 ($3.8683) -50.4%

WASTEWATER FINANCIAL PLAN, COST OF SERVIC E AND RATE STUDY REPORT 7 Existing customers’ investment in the existing system capacity allows newly connecting customers to take advantage of unused surplus capacity. To further economic equality among new and existing customers, new connectors will typically buy-in to the existing and pre-funded facilities based on the percentage of remaining available system capacity, effectively putting them on par with existing customers. In other words, the new users are buying into the existing system through a payment for the portion of facilities that has already been constructed in advance of new development.

The basic economic philosophy behind capacity fees is that the cost of providing water and wastewater service should be paid for by those that receive utility from the product. In order to ensure a fair distribution of the value of the system, the capacity fee should reflect a reasonable estimate of the cost of providing capacity to new users, and not unduly burden existing users. Accordingly, many utilities make this philosophy one of their primary guiding principles when developing their connection fee structure.

Legal Framework - Rationtal Nexus Test
The Seventh Edition of the American Water Works Ass ociation Publication, Principles of Water Rates, Fees, and Charges states the following regarding capacity fees:

"A common legal consideration in the related to SDC s [capacity fees] is that there must be a reasonabl e relationship, or rational nexus, between the amount of the SDC [capacity fee] and the cost associated with serving new development. In general terms, the rati onal nexus test requires that there be a connection (nexus) established between new development and new or expa nded factilities required to accommodate new development, and the appropriate apportionatment of the cost to the new development in relation to the benefits reasonably expected to be received by the new development."

In the State of California, the basic statutory standards governing water and wastewater connection fees are embodied in Government Code Sections 66013, 66016, 66022 and 66023. Government Code Section 66013, in particula r, contains requirements specific to pricing water and wastewater capacity fees:

“Notwithstanding any other provision of law, when a local agency imposes fees for water connections or sewer connections, or imposes capacity charges, those fee s or charges shall not exceed the estimated reasona ble cost of providing the service for which the fee or charge i s imposed, unless a question regarding the amount t he fee or charge in excess of the estimated reasonable cost o f providing the services or materials is submitted to, and approved by, a popular vote of two-thirds of those electors voting on the issue.” Section 66013 also includes the following general requirements:

 Local agencies must follow a process set forth in t he law, making certain determinations regarding the purpose and use of the fee; they must establish a nexus or relationship between a development project and the public improvement being financed with the fee.

 The connection fee revenue must be segregated from the general fund in order to avoid commingling of connection fees and the general fund.

From the perspective of Raftelis, the proposed wastewater capacity fees are in accordance with State of California legal/regulatory requirements and general industry standards regarding the calculation of capacity fees.

APPENDIX A:

WASTEWATER

FINANCIAL PLAN
Table A-1
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Financial Model Dashboard
Financial Dashboard FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Revenue Adjustment 0.00% 5.00% 4.00% 4.00% 3.00%
Effective Month January January January January January Account Growth (All Customers) 0.25% 0.25% 0.25% 0.25% 0.25% Demand Factor (All Customers) 0.00% 0.00% 0.00% 0.00% 0.00% Days of Cash on Hand 252 259 172 149 175
Ending Balance - (Days of Cash Cal) $181,702,687 $194,680,444 $131,875,611 $115,243,580 $13 7,454,445 Unrestricted Cash $45,204,089 $73,750,370 $32,419,838 $10,262,598 $24,152 ,841 Debt Service Coverage Ratio
Senior Debt 1.45 x 1.40 x 1.46 x 1.57 x 1.66 x
Total Debt Service 1.38 x 1.29 x 1.30 x 1.32 x 1.37 x
Transfers (to)/from RSF $2,500,000 $17,500,000 $22,500,000 ($5,000,000) ($7,500,000) Total CIP $196,891,088 $355,052,577 $337,146,182 $275,881,461 $18 6,495,809 Capacity Fee (Use of Funds) $17,500,000 $17,500,000 $17,500,000 $17,500,000 $17,500,000 Muni Cash Funded CIP (Net of Capacity Fees) $115,137,829 ($11,565,068) $29,650,543 $49,211,312 $14,464,590 Metro Cash Funded CIP (Net of Capacity Fees) $5,168,685 $5,922,866 $13,533,862 $1,987,828 $7,589,633 PW Cash Funded CIP (Net of Capacity Fees) $28,949,225 ($9,454,954) $16,447,254 ($13,648,310) ($13,968,577) Cash Funded % of CIP 84.7% 0.7% 22.9% 20.0% 13.7%
Capacity Fee Receipts Input $17,500,000 $17,500,000 $17,500,000 $17,500,000 $17,500,000 Commercial Paper (CP1)
Draw-Down Month July July July July July
CP Funded CIP $0 $0 $0 $0 $0
Outstanding Balance
CP Refinance Month July July July July July
Refinance Amount (Rev Bond) $0 $0 $0 $0 $0
Commercial Paper (CP2)
Draw-Down Month July July July July July
CP Funded CIP $0 $0 $0 $0 $0
Outstanding Balance
CP Refinance Month July July July July July
Refinance Amount (Rev Bond) $0 $0 $0 $0 $0
Muni Revenue Bonds
Issue Month February February February February February Bond Proceeds $0 $120,000,000 $40,000,000 $30,000,000 $40,000,000 Remaining Proceeds
Metro Revenue Bonds Does not include PW
Issue Month July February February February February
Proceeds $30,000,000 $40,000,000 $30,000,000 $10,000,000 Remaining Funds
Table A-2
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Inflated CIP
Key Assumptions
Inflationary Factors FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Capital Inflation 3.1% 3.1% 3.1% 3.1% 3.1%
Cumulative Inflation Factor 100% 100% 103% 106% 110%
CIP Summary (Inflated)
CIP Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Muni Baseline $132,637,829 $126,234,932 $92,599,004 $110,001,045 $100,067,346 Cash $132,063,829 $122,803,616 $83,754,185 $98,135,288 $79,756,967 Existing Proceeds $0 $0 $0 $0 $0
Grants $0 $0 $0 $0 $0
SRF - PS2 $0 $0 $0 $0 $0
SRF - Morena PS $0 $0 $0 $0 $0
SRF - WRP Expansion $0 $0 $0 $0 $0
SRF - North City MBC $0 $0 $0 $0 $0
SRF - Metro Rehab $0 $0 $0 $0 $0
SRF - MBC Dewatering $0 $0 $0 $0 $0
SRF - MBC Equipment Upgrade $0 $0 $0 $0 $0
SRF - Kearny Mesa TS $374,000 $1,150,000 $600,000 $600,000 $1,623,000 SRF - NMI SMI Ph I $0 $0 $0 $0 $0
SRF - NMI SMI Ph II $0 $0 $0 $0 $0
SRF - PROPOSED $200,000 $1,981,316 $2,796,358 $9,845,662 $13,827,738 SRF - AMI $0 $0 $5,448,461 $1,420,095 $4,859,641
CP / Revenue Bond $0 $0 $0 $0 $0
Grants - Prop 68 $0 $300,000 $0 $0 $0
Metro Baseline $22,704,033 $42,941,176 $55,582,183 $56,658,950 $43,027,140 Cash $9,664,919 $34,610,169 $45,347,222 $35,017,267 $17,248,565 Existing Proceeds $0 $0 $0 $0 $0
Grants $0 $0 $0 $0 $0
SRF - PS2 $12,320,352 $4,746,007 $3,498,017 $0 $0
SRF - Morena PS $0 $0 $0 $0 $0
SRF - WRP Expansion $0 $0 $0 $0 $0
SRF - North City MBC $0 $0 $0 $0 $0
SRF - Metro Rehab $0 $0 $0 $0 $0
SRF - MBC Dewatering $618,762 $0 $0 $0 $0
SRF - MBC Equipment Upgrade $0 $0 $0 $0 $0
SRF - Kearny Mesa TS $0 $0 $0 $0 $0
SRF - NMI SMI Ph I $0 $0 $200,000 $1,000,000 $2,000,000 SRF - NMI SMI Ph II $0 $0 $0 $500,000 $900,000
Table A-2
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Inflated CIP
CIP Expenditures FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 SRF - PROPOSED $100,000 $3,585,000 $6,536,944 $20,141,683 $22,878,575 SRF - AMI $0 $0 $0 $0 $0
CP / Revenue Bond $0 $0 $0 $0 $0
Grants - Prop 68 $0 $0 $0 $0 $0
Pure Water $41,549,225 $185,876,468 $188,964,996 $109,221,466 $43,401,323 Cash $822,349 $28,669,216 $9,885,617 $10,441,520 $3,778,587 Existing Proceeds $0 $0 $0 $0 $0
Grants $0 $0 $0 $0 $0
SRF - PS2 $0 $0 $0 $0 $0
SRF - Morena PS $0 $0 $0 $0 $0
SRF - WRP Expansion $27,638,353 $156,714,693 $178,057,696 $98,110,919 $39,375,990 SRF - North City MBC $488,524 $492,559 $1,021,682 $669,028 $246,746 SRF - Metro Rehab $0 $0 $0 $0 $0
SRF - MBC Dewatering $0 $0 $0 $0 $0
SRF - MBC Equipment Upgrade $0 $0 $0 $0 $0
SRF - Kearny Mesa TS $0 $0 $0 $0 $0
SRF - NMI SMI Ph I $0 $0 $0 $0 $0
SRF - NMI SMI Ph II $0 $0 $0 $0 $0
SRF - PROPOSED $0 $0 $0 $0 $0
Grants - Prop 68 $12,600,000 $0 $0 $0 $0
Total CIP $196,891,088 $355,052,577 $337,146,182 $275,881,461 $186,495,809

TRUE TRUE TRUE TRUE TRUE
Summary of Projected CIP by Asset Type
Description FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
PW-NC $40,726,877 $157,207,252 $179,079,378 $98,779,947 $39,622,736 PW-Demo $822,349 $222,349 $9,289,314 $6,866,804 $92,991 PW-CF $0 $0 $596,303 $3,574,715 $3,685,595
Trunk Sewers $36,422,789 $56,932,987 $24,730,020 $21,180,606 $27,112,007 Muni Pump Station $1,973,277 $1,273,832 $866,055 $1,637,017 $6,352,240 Sewer Pipelines $93,511,612 $68,353,540 $69,031,134 $84,080,221 $58,353,277 Miscellaneous Projects $2,388,651 $7,681,034 $12,178,463 $32,669,532 $38,899,981 SDG&E Relocation $0 $28,446,868 $0 $0 $0
Sewer Treatment Plants $8,008,528 $29,418,709 $34,196,764 $19,651,635 $10,919,341 Large Sewer Pump Station $12,537,005 $5,166,007 $6,817,894 $7,068,935 $1,074,050 Recycled Water $500,000 $350,000 $360,856 $372,049 $383,589 Muni Baseline $0 $0 $0 $0 $0
Total $196,891,088 $355,052,577 $337,146,182 $275,881,461 $186,495,809 Table A-3
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Operating Expenses
Inflationary Assumptions
Inflationary Category FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Personnel Cost 0.0% 0.0% 0.0% 1.0% 1.0%
Fringe Benefits 0.0% 0.0% 0.0% 0.0% 0.0%
Supplies 0.0% 0.0% 0.0% 3.5% 3.5%
Contracts 0.0% 0.0% 0.0% 0.0% 0.0%
IT Expenses 0.0% 0.0% 0.0% 0.0% 0.0%
Energy & Utilities 3.8% 4.7% 3.3% 3.3% 3.3%
Other 0.0% 0.0% 0.0% 0.0% 0.0%
Transfers 0.0% 0.0% 0.0% 0.0% 0.0%
Contingencies 0.0% 0.0% 0.0% 0.0% 0.0%
Capital Expenditures 0.0% 0.0% 0.0% 0.0% 0.0%
Debt Service 0.0% 0.0% 0.0% 0.0% 0.0%
Pure Water NC 3.5% 3.5% 3.5% 3.5% 3.5%
Pure Water CF 3.5% 3.5% 3.5% 3.5% 3.5%
Pure Water P3 3.5% 3.5% 3.5% 3.5% 3.5%
Baseline Muni 3.5% 3.5% 3.5% 3.5% 3.5%
Baseline Metro 3.5% 3.5% 3.5% 3.5% 3.5%
O&M Expense Summary
O&M Summary by Division FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Muni
Department Management $16,678,089 $16,586,089 $17,308,271 $17,254,334 $17,551,401 Customer Support Services $6,404,932 $6,624,256 $6,724,220 $6,775,326 $6,827,603 Employee Services & Quality Assurance $3,553,167 $3,613,600 $3,638,653 $3,664,229 $3,690,338 Engineering Program Management $6,038,850 $6,368,850 $6,417,926 $6,467,986 $6,519,051 Environmental Monitoring & Technical Services $6,445,995 $6,745,995 $6,485,039 $6,509,569 $6,534,596 Finance & Budget $6,978,531 $6,978,531 $7,086,866 $7,216,121 $7,485,090 Innovation & Technology $649,722 $649,722 $649,761 $649,802 $649,843 Long Range Planning $0 $0 $0 $0 $0
Water Systems Operations $0 $0 $0 $0 $0
Wastewater Collection $41,222,408 $43,687,408 $44,047,178 $44,485,481 $44,912,518 Wastewater Treatment $6,638,748 $6,638,748 $6,730,587 $6,824,464 $6,920,431 Water Systems Operations & Water Construction Maintenance $2,424,768 $2,495,714 $2,506,897 $2,518,306 $2,633,962 Capital Related O&M (Baseline Muni) $0 $0 $0 $0 $0
Subtotal Muni O&M $97,035,210 $100,388,913 $101,595,397 $102,365,619 $103,724,834 Metro
Department Management $15,660,241 $15,540,241 $16,361,597 $16,167,996 $16,429,539 Customer Support Services $0 $0 $0 $0 $0
Employee Services & Quality Assurance $6,951,457 $7,030,283 $7,110,360 $7,192,080 $7,275,476 Engineering Program Management $4,157,043 $4,777,043 $4,611,394 $4,646,440 $4,642,195 Environmental Monitoring & Technical Services $17,590,578 $18,350,953 $18,248,384 $18,347,195 $18,448,209 Table A-3
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Operating Expenses
Inflationary Category FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Finance & Budget $11,065,903 $11,065,903 $11,232,539 $11,421,264 $11,750,895 Innovation & Technology $1,136,535 $1,136,535 $1,136,583 $1,136,632 $1,136,682 Recycled Water $0 $0 $0 $0 $0
Pure Water $6,678,442 $7,650,472 $8,692,480 $8,808,243 $8,926,326 Water Systems Operations $5,865,286 $5,865,286 $5,902,071 $5,939,679 $5,978,129 Long Range Planning $0 $0 $0 $0 $0
Wastewater Collection $0 $0 $0 $0 $0
Wastewater Treatment $96,603,521 $102,883,328 $105,146,441 $106,750,689 $108,742,509 Water Construction Maintenance $0 $0 $0 $0 $0
Capital Related O&M (PWNC) $0 $0 $0 $0 $0
Capital Related O&M (PWCF) $0 $0 $0 $0 $0
Capital Related O&M (PWP3) $0 $0 $0 $0 $0
Capital Related O&M (Baseline Metro) $0 $0 $0 $0 $0
Subtotal Metro O&M $165,709,006 $174,300,043 $178,441,848 $180,410,216 $183,329,959 Total O&M Summary by Division $262,744,216 $274,688,956 $280,037,245 $282,775,835 $287,054,793 Table A-4
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Cash Flow
Days of Cash
Inputs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Interest Rate 1.7% 1.6% 1.52% 1.62% 1.7%
Target Days Cash on Hand 160 days 160 days 160 days 160 days 160 days Beginning Balance (Cash and Investments) (input overrides beginning balance) $323,710,585 Interest Earnings on Operating Fund (inputs overrides calc. earnings) Transfers Out (non-inflated)
Days of Cash Calculation FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Beginning Balance (input or prior years ending balance) $323,710,585 $181,702,687 $194,680,444 $131,875,611 $115,243,580 Net Cash Balance (based on cashflow shown below) ($142,007,898) $12,977,757 ($62,804,833) ($16,632,031) $22,210,866 Other Sources / (Uses) (used to true-up to actuals) $0 $0 $0 $0 $0 Ending Balance $181,702,687 $194,680,444 $131,875,611 $115,243,580 $137,454,445 Days Cash on Hand (shown on dashboard) 252 days 259 days 172 days 149 days 175 days Interest Earnings on Operating Fund (flows into cashflow below) $4,296,013 $3,011,065 $2,481,826 $2,001,665 $2,147,933 Unrestricted Funds
Beginning Unrestricted Balance $184,711,987 $45,204,089 $73,750,370 $32,419,838 $10,262,598 Net Cashflow Balance ($142,007,898) $12,977,757 ($62,804,833) ($16,632,031) $22,210,866 Other Sources / (Uses) $0 $0 $0 $0 $0
Transfers to / (from) Operating Fund (also includes SRF & Bond Reimb. of funds) $2,500,000 $15,568,524 $21,474,301 ($5,525,209) ($8,320,622) Total Unrestricted Funds (shown on dashboard) $45,204,089 $73,750,370 $32,419,838 $10,262,598 $24,152,841 Cashflow
Revenue
Projection Projection Projection Projection Projection
Revenue Source FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Revenue from Existing Rates
Sewer Service Charge Revenue (Revenue Tab) $264,051,940 $264,712,034 $265,373,833 $266,037,340 $266,702,552 Other Sewer Service Revenues (Revenue Tab) $12,745,240 $13,425,175 $13,446,947 $13,468,784 $13,490,687 Revenue from Existing Rates $276,797,180 $278,137,209 $278,820,780 $279,506,124 $280,193,239 Proposed Revenue Adjustments:

Fiscal Year
Revenue
Adjustments Effective Month
# of Eff.

Months
FY 2022 5.0% January 6 $6,953,430 $13,941,039 $13,975,306 $14,009,662 FY 2023 4.0% January 6 $5,855,236 $11,739,257 $11,768,116 FY 2024 4.0% January 6 $6,104,414 $12,238,841
FY 2025 3.0% January 6 $4,773,148
Total Proposed Revenue Adjustments (Based on Revenue Adj from Dashboard) $0 $6,953,430 $19,796,275 $31,818,977 $42,789,766 Subtotal Rate Revenue $276,797,180 $285,090,640 $298,617,055 $311,325,101 $322,983,005 Other Operating Revenues
New Sewer Service Connections (Revenue Tab) $0 $3,000 $3,000 $3,000 $3,000 Maint & Operation Metro (Revenue Tab) $80,000,000 $80,000,000 $80,000,000 $80,000,000 $80,000,000 Other Sewer Treatment Plant Services (Revenue Tab) $2,298,072 $2,140,670 $2,147,092 $2,153,533 $2,159,993 Services Rendered Other Funds (Revenue Tab) $6,514,122 $3,613,408 $3,615,104 $3,616,806 $3,618,512 Table A-4
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Cash Flow
Revenue Source FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Other Operating Revenues $88,812,194 $85,757,078 $85,765,196 $85,773,338 $85,781,505 Subtotal Operating Revenues $365,609,374 $370,847,717 $384,382,251 $397,098,440 $408,764,511 Non-Operating Revenues (CIP funding is captured in the Capflow tab) Sale Of Elec/Gas Eng Generated (Revenue Tab) $0 $0 $0 $0 $0 Hydroelectric Fac Cogenration (Revenue Tab) $0 $0 $0 $0 $0 Grant Assistance (Revenue Tab) $0 $0 $0 $0 $0
Land and Building Rentals (Revenue Tab) $879,000 $91,000 $93,000 $95,000 $98,000 Other Revenues (Revenue Tab) $4,573,982 $7,791,635 $7,859,615 $7,791,635 $12,895,574 Placeholder 1 (Revenue Tab) $0 $0 $0 $0 $0
Non-Operating Revenues $5,452,982 $7,882,635 $7,952,615 $7,886,635 $12,993,574 Interest Earnings on Operating Fund (Calculated above) $4,296,013 $3,011,065 $2,481,826 $2,001,665 $2,147,933 Total Revenues $375,358,369 $381,741,418 $394,816,693 $406,986,741 $423,906,018 Check - captures total revenue from the revenue tab plus adjustments and interest income TRUE TRUE TRUE TRUE TRUE Expenditures
Budget Projection Projection Projection Projection
O&M Expenditures Source FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Muni
Department Management (O&M Tab) $16,678,089 $16,586,089 $17,308,271 $17,254,334 $17,551,401 Customer Support Services (O&M Tab) $6,404,932 $6,624,256 $6,724,220 $6,775,326 $6,827,603 Employee Services & Quality Assurance (O&M Tab) $3,553,167 $3,613,600 $3,638,653 $3,664,229 $3,690,338 Engineering Program Management (O&M Tab) $6,038,850 $6,368,850 $6,417,926 $6,467,986 $6,519,051 Environmental Monitoring & Technical Services (O&M Tab) $6,445,995 $6,745,995 $6,485,039 $6,509,569 $6,534,596 Finance & Budget (O&M Tab) $6,978,531 $6,978,531 $7,086,866 $7,216,121 $7,485,090 Innovation & Technology (O&M Tab) $649,722 $649,722 $649,761 $649,802 $649,843 Long Range Planning (O&M Tab) $0 $0 $0 $0 $0
Water Systems Operations (O&M Tab) $0 $0 $0 $0 $0
Wastewater Collection (O&M Tab) $41,222,408 $43,687,408 $44,047,178 $44,485,481 $44,912,518 Wastewater Treatment (O&M Tab) $6,638,748 $6,638,748 $6,730,587 $6,824,464 $6,920,431 Water Systems Operations & Water Construction Maintenance (O&M Tab) $2,424,768 $2,495,714 $2,506,897 $2,518,306 $2,633,962 Capital Related O&M (Baseline Muni) (O&M Tab) $0 $0 $0 $0 $0 Muni O&M $97,035,210 $100,388,913 $101,595,397 $102,365,619 $103,724,834 Metro `
Department Management (O&M Tab) $15,660,241 $15,540,241 $16,361,597 $16,167,996 $16,429,539 Customer Support Services (O&M Tab) $0 $0 $0 $0 $0
Employee Services & Quality Assurance (O&M Tab) $6,951,457 $7,030,283 $7,110,360 $7,192,080 $7,275,476 Engineering Program Management (O&M Tab) $4,157,043 $4,777,043 $4,611,394 $4,646,440 $4,642,195 Environmental Monitoring & Technical Services (O&M Tab) $17,590,578 $18,350,953 $18,248,384 $18,347,195 $18,448,209 Finance & Budget (O&M Tab) $11,065,903 $11,065,903 $11,232,539 $11,421,264 $11,750,895 Innovation & Technology (O&M Tab) $1,136,535 $1,136,535 $1,136,583 $1,136,632 $1,136,682 Recycled Water (O&M Tab) $0 $0 $0 $0 $0
Pure Water (O&M Tab) $6,678,442 $7,650,472 $8,692,480 $8,808,243 $8,926,326 Water Systems Operations (O&M Tab) $5,865,286 $5,865,286 $5,902,071 $5,939,679 $5,978,129 Long Range Planning (O&M Tab) $0 $0 $0 $0 $0
Wastewater Collection (O&M Tab) $0 $0 $0 $0 $0
Wastewater Treatment (O&M Tab) $96,603,521 $102,883,328 $105,146,441 $106,750,689 $108,742,509 Capital Related O&M (PWNC) (O&M Tab) $0 $0 $0 $0 $0
Table A-4
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Cash Flow
Revenue Source FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Capital Related O&M (PWCF) (O&M Tab) $0 $0 $0 $0 $0
Capital Related O&M (PWP3) (O&M Tab) $0 $0 $0 $0 $0
Capital Related O&M (Baseline Metro) (O&M Tab) $0 $0 $0 $0 $0 Metro O&M $165,709,006 $174,300,043 $178,441,848 $180,410,216 $183,329,959 Subtotal Operations and Maintenance Expenses $262,744,216 $274,688,956 $280,037,245 $282,775,835 $287,054,793 Debt Service
Existing
Muni (Existing Debt Tab) $32,994,052 $39,594,360 $39,496,372 $33,150,941 $33,162,905 Revenue Bonds (Existing Debt Tab) $31,373,034 $37,962,071 $37,852,565 $31,495,362 $31,495,296 SRF Loans (Existing Debt Tab) $1,621,018 $1,632,289 $1,643,807 $1,655,579 $1,667,609 Metro (Existing Debt Tab) $72,405,327 $65,984,855 $67,850,333 $55,370,119 $55,378,055 Revenue Bonds (Existing Debt Tab) $63,696,766 $57,462,729 $59,662,086 $46,755,038 $46,754,904 SRF Loans (Existing Debt Tab) $8,708,561 $8,522,126 $8,188,248 $8,615,081 $8,623,151 Existing Debt Service (Existing Debt Tab) $105,399,379 $105,579,215 $107,346,705 $88,521,059 $88,540,961 Proposed
Muni (Proposed Debt Tab) $0 $2,897,015 $7,918,509 $9,994,703 $11,974,330 Commercial Paper (Proposed Debt Tab) $0 $0 $0 $0 $0
Refinance CP - Revenue Bond (Proposed Debt Tab) $0 $0 $0 $0 $0 New Revenue Bonds (Proposed Debt Tab) $0 $2,897,015 $7,918,509 $9,994,703 $11,974,330 Metro (Proposed Debt Tab) $0 $728,699 $2,720,476 $4,809,413 $6,072,491 New Revenue Bonds (Proposed Debt Tab) $0 $728,699 $2,720,476 $4,809,413 $6,072,491 Placeholder (Proposed Debt Tab) $0 $0 $0 $0 $0
Proposed Debt Service (Proposed Debt Tab) $0 $3,625,714 $10,638,985 $14,804,116 $18,046,821 Transfers from Reserve (final pmt) (Reserve Tab) $0 $0 $0 $0 $0 Interest Earnings on Debt Service Reserve (Reserve Tab) ($33,068) ($33,068) ($33,068) ($33,068) ($33,068) Subtotal Debt Service $105,366,311 $109,171,861 $117,952,621 $103,292,107 $106,554,713 Total Expenses $368,110,527 $383,860,817 $397,989,867 $386,067,942 $393,609,507 Check - captures total expenses from O&M and Debt tabs less Debt Reserve Transfers TRUE TRUE TRUE TRUE TRUE Transfers In / Out
Transfers Out Source FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 To CIP Fund (PAYGO)
Muni (Capflow Tab) ($115,137,829) $11,565,068 ($29,650,543) ($49,211,312) ($14,464,590) Metro (Capflow Tab) ($5,168,685) ($5,922,866) ($13,533,862) ($1,987,828) ($7,589,633) Metro - Pure Water (Capflow Tab) ($28,949,225) $9,454,954 ($16,447,254) $13,648,310 $13,968,577 Total Transfers ($149,255,740) $15,097,156 ($59,631,659) ($37,550,830) ($8,085,646) Net Cashflow
Net Cashflow FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Revenues $375,358,369 $381,741,418 $394,816,693 $406,986,741 $423,906,018 Less: Expenditures ($368,110,527) ($383,860,817) ($397,989,867) ($386,067,942) ($393,609,507) Less: Transfers Out ($149,255,740) $15,097,156 ($59,631,659) ($37,550,830) ($8,085,646) Net Cashflow ($142,007,898) $12,977,757 ($62,804,833) ($16,632,031) $22,210,866 Table A-5
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Debt Service Coverage
Key Inputs
Summary FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Senior Debt Coverage 1.20 x 1.20 x 1.20 x 1.20 x 1.20 x Aggregrate Debt Coverage 1.25 x 1.25 x 1.25 x 1.25 x 1.25 x Debt Coverage Ratio Summary
Debt Service Coverage
Coverage Calculation FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Net Revenues $145,247,221 $140,454,054 $153,786,816 $136,218,765 $146,063,671 Debt Service
Senior Debt $100,228,056 $100,611,077 $105,268,971 $86,927,382 $87,841,933 Subordinate Debt $5,171,323 $8,593,852 $12,716,719 $16,397,794 $18,745,849 Total Debt Service $105,399,379 $109,204,929 $117,985,690 $103,325,176 $106,587,782 Senior Debt Coverage 1.45 x 1.40 x 1.46 x 1.57 x 1.66 x Aggregate Debt Coverage 1.38 x 1.29 x 1.30 x 1.32 x 1.37 x Debt Service Calculations
Net System Revenues
Description FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
System Revenues
Operating Revenues $365,609,374 $370,847,717 $384,382,251 $397,098,440 $408,764,511 Sewer Service Charge Revenue $264,051,940 $264,712,034 $265,373,833 $266,037,340 $266,702,552 Other Sewer Service Revenues $12,745,240 $13,425,175 $13,446,947 $13,468,784 $13,490,687 Proposed Revenue Adjustments $0 $6,953,430 $19,796,275 $31,818,977 $42,789,766 New Sewer Service Connections $0 $3,000 $3,000 $3,000 $3,000 Maint & Operation Metro $80,000,000 $80,000,000 $80,000,000 $80,000,000 $80,000,000 Other Sewer Treatment Plant Services $2,298,072 $2,140,670 $2,147,092 $2,153,533 $2,159,993 Services Rendered Other Funds $6,514,122 $3,613,408 $3,615,104 $3,616,806 $3,618,512 Non-Operating Revenues $5,452,982 $7,882,635 $7,952,615 $7,886,635 $12,993,574 Sale Of Elec/Gas Eng Generated $0 $0 $0 $0 $0
Hydroelectric Fac Cogenration $0 $0 $0 $0 $0
Grant Assistance $0 $0 $0 $0 $0
Land and Building Rentals $879,000 $91,000 $93,000 $95,000 $98,000 Other Revenues $4,573,982 $7,791,635 $7,859,615 $7,791,635 $12,895,574 Table A-5
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Debt Service Coverage
Description FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Placeholder 1 $0 $0 $0 $0 $0
Interest Earnings on Operating Fund $4,296,013 $3,011,065 $2,481,826 $2,001,665 $2,147,933 Interest Earnings on Debt Service Reserve $33,068 $33,068 $33,068 $33,068 $33,068 Bond Interest Earnings (Senior Debt) $1 $1 $1 $1 $1
Bond Interest Earnings (Subordinate Debt) $0 $0 $0 $0 $0 SRF Interest Earnings (Senior Debt) $28,327 $28,327 $28,327 $28,327 $28,327 SRF Interest Earnings (Subordinate Debt) $4,740 $4,740 $4,740 $4,740 $4,740 Capacity Charge Revenue $17,500,000 $17,500,000 $17,500,000 $17,500,000 $17,500,000 Grant Proceeds (Contribution in Aid) $12,600,000 $300,000 $0 $0 $0 Transfers (to) / from Emergency Operating Reserve $0 -$1,931,476 -$1,025,699 -$525,209 -$820,622 Transfers (to) / from Rate Stabilization Reserve $2,500,000 $17,500,000 $22,500,000 -$5,000,000 -$7,500,000 Total System Revenues $407,991,437 $415,143,010 $433,824,062 $418,994,600 $433,118,464 Maintenance and Operation Costs $262,744,216 $274,688,956 $280,037,245 $282,775,835 $287,054,793 Net System Revenues $145,247,221 $140,454,054 $153,786,816 $136,218,765 $146,063,671 Projected Parity Debt Service $100,228,056 $100,611,077 $105,268,971 $86,927,382 $87,841,933 Parity Debt Service Coverage 1.45 x 1.40 x 1.46 x 1.57 x 1.66 x Projected Parity Debt Service $100,228,056 $100,611,077 $105,268,971 $86,927,382 $87,841,933 Projected Subordinate Debt Service $5,171,323 $8,593,852 $12,716,719 $16,397,794 $18,745,849 Aggregrate Parity and Subordinated Debt Service $105,399,379 $109,204,929 $117,985,690 $103,325,176 $106,587,782 Aggregrate Parity and Subordinated Debt Service Coverage 1.38 x 1.29 x 1.30 x 1.32 x 1.37 x Table A-6
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Reserves
Key Inputs / Factors
Key Inputs FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Interest Rates for Bond Debt Service Reserve 1.00% 1.00% 1.00% 1.00% 1.00% Other Interest Rates 3.25% 2.95% 2.75% 2.78% 2.78%
SRF Interest Rates 0.50% 0.50% 0.50% 0.50% 0.50%
Reserve Beginning Balances
Emergency Operating Reserve $50,748,598
Emergency Capital Reserve $10,000,000
Rate Stabilization Fund (RSF) Reserve $78,250,000
Bond Debt Service Reserve (Senior) $131
Bond Debt Service Reserve (Subordinate)
SRF Reserve (Senior) $5,651,311
Pension Stabilization Reserve $945,545
Reserve Policy
Emergency Operating Reserve 70 days 70 days 70 days 70 days 70 days Emergency Capital Reserve $10,000,000 $10,000,000 $10,000,000 $10,000,000 $10,000,000 Rate Stabilization Reserve 5.0% 5.0% 5.0% 5.0% 5.0%
Transfers to / (from) Wastewater Operating Fund FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Emergency Operating Reserve
Emergency Capital Reserve
Rate Stabilization Fund (RSF) Reserve $2,500,000 $17,500,000 $22,500,000 -$5,000,000 -$7,500, 000 Bond Debt Service Reserve (Senior)
Bond Debt Service Reserve (Subordinate)
SRF Reserve (Senior)
Pension Stabilization Reserve
Reserve Summaries
Transfers TO Wastewater Operating Fund FROM FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Emergency Operating Reserve $0 $0 $0 $0 $0
Emergency Capital Reserve $0 $0 $0 $0 $0
Rate Stabilization Fund (RSF) Reserve $2,500,000 $17,500,000 $22,500,000 $0 $0 Bond Debt Service Reserve (Senior) $0 $0 $0 $0 $0
Bond Debt Service Reserve (Subordinate) $0 $0 $0 $0 $0
SRF Reserve (Senior) $0 $0 $0 $0 $0
Pension Stabilization Reserve $0 $0 $0 $0 $0
Total Transfers TO Wastewater Operating Fund FROM $2,500,000 $17,500,000 $22,500,000 $0 $0 Table A-6
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Reserves
Transfers FROM Wastewater Operating Fund TO FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Emergency Operating Reserve $0 $1,931,476 $1,025,699 $525,209 $820,622 Emergency Capital Reserve $0 $0 $0 $0 $0
Rate Stabilization Fund (RSF) Reserve $0 $0 $0 $5,000,000 $7,500,000 Bond Debt Service Reserve (Senior) $0 $0 $0 $0 $0
Bond Debt Service Reserve (Subordinate) $0 $0 $0 $0 $0
SRF Reserve (Senior) $0 $0 $0 $0 $0
Pension Stabilization Reserve $0 $0 $0 $0 $0
Total Transfers FROM Wastewater Operating Fund TO $0 $1,931,476 $1,025,699 $5,525,209 $8,320,622 Reserve Balance
Beginning Reserve Balances FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Emergency Operating Reserve $50,748,598 $50,748,598 $52,680,074 $53,705,773 $54,230,982 Emergency Capital Reserve $10,000,000 $10,000,000 $10,000,000 $10,000,000 $10,000,000 Rate Stabilization Fund (RSF) Reserve $78,250,000 $75,750,000 $58,250,000 $35,750,000 $40,750,000 Bond Debt Service Reserve (Senior) $0 $0 $0 $0 $0
Bond Debt Service Reserve (Subordinate) $0 $0 $0 $0 $0
SRF Reserve (Senior) $0 $0 $0 $0 $0
Pension Stabilization Reserve $0 $0 $0 $0 $0
Beginning Reserves $138,998,598 $136,498,598 $120,930,074 $99,455,773 $104,980,982 Ending Reserve Balances FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Emergency Operating Reserve $50,748,598 $52,680,074 $53,705,773 $54,230,982 $55,051,604 Emergency Capital Reserve $10,000,000 $10,000,000 $10,000,000 $10,000,000 $10,000,000 Rate Stabilization Fund (RSF) Reserve $75,750,000 $58,250,000 $35,750,000 $40,750,000 $48,250,000 Bond Debt Service Reserve (Senior) $0 $0 $0 $0 $0
Bond Debt Service Reserve (Subordinate) $0 $0 $0 $0 $0
SRF Reserve (Senior) $0 $0 $0 $0 $0
Pension Stabilization Reserve $0 $0 $0 $0 $0
Ending Reserves $136,498,598 $120,930,074 $99,455,773 $104,980,982 $113,301,604 Total Minimum Reserve Target $78,737,800 $80,960,542 $82,248,159 $83,450,095 $84,906,526 Table A-7
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Revenue Requirement Projection
Gross Revenue Requirement from Rates
O&M Summary by Division FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Muni
Department Management $16,678,089 $16,586,089 $17,308,271 $17,254,334 $17,551,401 Customer Support Services $6,404,932 $6,624,256 $6,724,220 $6,775,326 $6,827,603 Employee Services & Quality Assurance $3,553,167 $3,613,600 $3,638,653 $3,664,229 $3,690,338 Engineering Program Management $6,038,850 $6,368,850 $6,417,926 $6,467,986 $6,519,051 Environmental Monitoring & Technical Services $6,445,995 $6,745,995 $6,485,039 $6,509,569 $6,534,596 Finance & Budget $6,978,531 $6,978,531 $7,086,866 $7,216,121 $7,485,090 Innovation & Technology $649,722 $649,722 $649,761 $649,802 $649,843 Long Range Planning $0 $0 $0 $0 $0
Water Systems Operations $0 $0 $0 $0 $0
Wastewater Collection $41,222,408 $43,687,408 $44,047,178 $44,485,481 $44,912,518 Wastewater Treatment $6,638,748 $6,638,748 $6,730,587 $6,824,464 $6,920,431 Water Systems Operations & Water Construction Maintenance $2,424,768 $2,495,714 $2,506,897 $2,518,306 $2,633,962 Capital Related O&M (Baseline Muni) $0 $0 $0 $0 $0
Muni O&M $97,035,210 $100,388,913 $101,595,397 $102,365,619 $103,724,834

TRUE TRUE TRUE TRUE TRUE
Metro
Department Management $15,660,241 $15,540,241 $16,361,597 $16,167,996 $16,429,539 Customer Support Services $0 $0 $0 $0 $0
Employee Services & Quality Assurance $6,951,457 $7,030,283 $7,110,360 $7,192,080 $7,275,476 Engineering Program Management $4,157,043 $4,777,043 $4,611,394 $4,646,440 $4,642,195 Environmental Monitoring & Technical Services $17,590,578 $18,350,953 $18,248,384 $18,347,195 $18,448,209 Finance & Budget $11,065,903 $11,065,903 $11,232,539 $11,421,264 $11,750,895 Innovation & Technology $1,136,535 $1,136,535 $1,136,583 $1,136,632 $1,136,682 Recycled Water $0 $0 $0 $0 $0
Pure Water $6,678,442 $7,650,472 $8,692,480 $8,808,243 $8,926,326 Water Systems Operations $5,865,286 $5,865,286 $5,902,071 $5,939,679 $5,978,129 Long Range Planning $0 $0 $0 $0 $0
Wastewater Collection $0 $0 $0 $0 $0
Wastewater Treatment $96,603,521 $102,883,328 $105,146,441 $106,750,689 $108,742,509 Capital Related O&M (PWNC) $0 $0 $0 $0 $0
Capital Related O&M (PWCF) $0 $0 $0 $0 $0
Capital Related O&M (PWP3) $0 $0 $0 $0 $0
Capital Related O&M (Baseline Metro) $0 $0 $0 $0 $0
Metro O&M $165,709,006 $174,300,043 $178,441,848 $180,410,216 $183,329,959 Table A-7
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Revenue Requirement Projection

TRUE TRUE TRUE TRUE TRUE
Subtotal Operations and Maintenance Expenses $262,744,216 $274,688,956 $280,037,245 $282,775,835 $287,054,793

TRUE TRUE TRUE TRUE TRUE
Debt Service FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Existing
Muni
Revenue Bonds $31,373,034 $37,962,071 $37,852,565 $31,495,362 $31,495,296 SRF Loans $1,621,018 $1,632,289 $1,643,807 $1,655,579 $1,667,609 Total Muni $32,994,052 $39,594,360 $39,496,372 $33,150,941 $33,162,905 Metro
Revenue Bonds $63,696,766 $57,462,729 $59,662,086 $46,755,038 $46,754,904 SRF Loans $8,708,561 $8,522,126 $8,188,248 $8,615,081 $8,623,151 Total Metro $72,405,327 $65,984,855 $67,850,333 $55,370,119 $55,378,055 Existing Debt Service $105,399,379 $105,579,215 $107,346,705 $88,521,059 $88,540,961 Proposed
Muni
Commercial Paper $0 $0 $0 $0 $0
Refinance CP - Revenue Bond $0 $0 $0 $0 $0
New Revenue Bonds $0 $2,897,015 $7,918,509 $9,994,703 $11,974,330 Total Muni $0 $2,897,015 $7,918,509 $9,994,703 $11,974,330 Metro
New Revenue Bonds $0 $728,699 $2,720,476 $4,809,413 $6,072,491 Placeholder $0 $0 $0 $0 $0
Total Metro $0 $728,699 $2,720,476 $4,809,413 $6,072,491 Proposed Debt Service $0 $3,625,714 $10,638,985 $14,804,116 $18,046,821 Transfers from Reserve (final pmt) $0 $0 $0 $0 $0
Interest Earnings on Debt Service Reserve ($33,068) ($33,068) ($33,068) ($33,068) ($33,068) Subtotal Debt Service $105,366,311 $109,171,861 $117,952,621 $103,292,107 $106,554,713

TRUE TRUE TRUE TRUE TRUE
Total Expense Items Before Transfers $368,110,527 $383,860,817 $397,989,867 $386,067,942 $393,609,507

TRUE TRUE TRUE TRUE TRUE
Table A-7
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Revenue Requirement Projection
Transfers In / (Out) FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 To CIP Fund (PAYGO)
Muni ($115,137,829) $11,565,068 ($29,650,543) ($49,211,312) ($14,464,590) Metro ($5,168,685) ($5,922,866) ($13,533,862) ($1,987,828) ($7,589,633) Metro - Pure Water ($28,949,225) $9,454,954 ($16,447,254) $13,648,310 $13,968,577 Total Transfers ($149,255,740) $15,097,156 ($59,631,659) ($37,550,830) ($8,085,646)

TRUE TRUE TRUE TRUE TRUE
Change in Cash Reserves
Annualized Change in Cash Reserves ($142,007,898) $19,931,187 ($56,949,597) ($10,527,617) $26,984,014

TRUE TRUE TRUE TRUE TRUE
Gross Revenue Requirement $375,358,369 $388,694,848 $400,671,929 $413,091,154 $428,679,166 Determinaton of Net Revenue Requirement from Rates
Other Operating Revenues FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 New Sewer Service Connections $0 $3,000 $3,000 $3,000 $3,000 Maint & Operation Metro $80,000,000 $80,000,000 $80,000,000 $80,000,000 $80,000,000 Other Sewer Treatment Plant Services $2,298,072 $2,140,670 $2,147,092 $2,153,533 $2,159,993 Services Rendered Other Funds $6,514,122 $3,613,408 $3,615,104 $3,616,806 $3,618,512 Other Operating Revenues $88,812,194 $85,757,078 $85,765,196 $85,773,338 $85,781,505

TRUE TRUE TRUE TRUE TRUE
Non-Operating Revenues
Land and Building Rentals $879,000 $91,000 $93,000 $95,000 $98,000 Other Revenues $4,573,982 $7,791,635 $7,859,615 $7,791,635 $12,895,574 Placeholder 1 $0 $0 $0 $0 $0
Non-Operating Revenues $5,452,982 $7,882,635 $7,952,615 $7,886,635 $12,993,574 Interest Earnings on Operating Fund $4,296,013 $3,011,065 $2,481,826 $2,001,665 $2,147,933 Total Non-Rate Revenues $98,561,189 $96,650,778 $96,199,637 $95,661,639 $100,923,013 Net Revenue Requirement from Rates $276,797,180 $292,044,070 $304,472,292 $317,429,515 $327,756,153

APPENDIX B:

WASTEWATER

COST OF SERVICE AND

RATE DESIGN
Table B-1
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Revenue Requirement Detail
Operating Capital Total Operating Capital Total Operating Capital Total Gross Revenue Requirement Component
O&M Summary by Division
Muni
Department Management $16,586,089 $16,586,089 $16,586,089 $16,586,089 Customer Support Services $6,624,256 $6,624,256 $6,624,256 $6,624,256 Employee Services & Quality Assurance $3,613,600 $3,613,600 $3,613,600 $3,613,600 Engineering Program Management $6,368,850 $6,368,850 $6,368,850 $6,368,850 Environmental Monitoring & Technical Services $6,745,995 $6,745,995 $6,745,995 $6,745,995 Finance & Budget $6,978,531 $6,978,531 $6,978,531 $6,978,531 Innovation & Technology $649,722 $649,722 $649,722 $649,722 Wastewater Collection $43,687,408 $43,687,408 $43,687,408 $43,687,408 Wastewater Treatment $6,638,748 $6,638,748 $6,638,748 $6,638,748 Water Systems Operations & Water Construction Maintenance $2,495,714 $2,495,714 $2,495,714 $2,495,714 Capital Related O&M (Baseline Muni) $0 $0 $0 $0
Muni O&M $100,388,913 $0 $100,388,913 $100,388,913 $0 $100,388,91 3 $0 $0 $0 Metro
Department Management $15,540,241 $15,540,241 $15,540,241 $15,540,241 Employee Services & Quality Assurance $7,030,283 $7,030,283 $7,030,283 $7,030,283 Engineering Program Management $4,777,043 $4,777,043 $4,777,043 $4,777,043 Environmental Monitoring & Technical Services $18,350,953 $18,350,953 $18,350,953 $18,350,953 Finance & Budget $11,065,903 $11,065,903 $11,065,903 $11,065,903 Innovation & Technology $1,136,535 $1,136,535 $1,136,535 $1,136,535 Pure Water $7,650,472 $7,650,472 $7,650,472 $7,650,472
Water Systems Operations $5,865,286 $5,865,286 $5,865,286 $5,865,286 Wastewater Treatment $102,883,328 $102,883,328 $102,883,328 $102,883,328 Capital Related O&M (Baseline Metro) $0 $0 $0 $0
Metro O&M $174,300,043 $0 $174,300,043 $0 $0 $0 $174,300,043 $0 $174, 300,043 Subtotal Operations and Maintenance Expenses $274,688,956 $0 $274,688,956 $100,388,913 $0 $100,388,91 3 $174,300,043 $0 $174,300,043 TRUE
Debt Service
Existing
Muni
Revenue Bonds $37,962,071 $37,962,071 $37,962,071 $37,962,071 $0 SRF Loans 1632288.74 $1,632,289 1632288.74 $1,632,289 $0 Total Muni $0 $39,594,360 $39,594,360 $0 $39,594,360 $39,594,360 $0 $ 0 $0 Metro
Revenue Bonds $57,462,729 $57,462,729 $0 $57,462,729 $57,462,729 SRF Loans $8,522,126 $8,522,126 $0 $8,522,126 $8,522,126 Total Metro $0 $65,984,855 $65,984,855 $0 $0 $0 $0 $65,984,855 $65,984, 855 FY 2022 Revenue Requirement Detail FY 2022 FY 2022 FY 2022 Muni & Metro Muni Only Metro Only
Table B-1
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Revenue Requirement Detail
Operating Capital Total Operating Capital Total Operating Capital Total FY 2022 Revenue Requirement Detail FY 2022 FY 2022 FY 2022 Muni & Metro Muni Only Metro Only
Existing Debt Service $0 $105,579,215 $105,579,215 $0 $39,594,360 $39,594,360 $ 0 $65,984,855 $65,984,855 Proposed
Muni
Commercial Paper $0 $0 $0 $0 $0
Refinance CP - Revenue Bond $0 $0 $0 $0 $0
New Revenue Bonds $2,897,015 $2,897,015 $2,897,015 $2,897,015 $0 Total Muni $0 $2,897,015 $2,897,015 $0 $2,897,015 $2,897,015 $0 $0 $0 Metro
New Revenue Bonds $728,699 $728,699 $0 $728,699 $728,699 Placeholder $0 $0 $0 $0 $0
Total Metro $0 $728,699 $728,699 $0 $0 $0 $0 $728,699 $728,699 Proposed Debt Service $0 $3,625,714 $3,625,714 $0 $2,897,015 $2,897,015 $0 $728, 699 $728,699 Transfers from Reserve (final pmt) $0 $0 $0 $0 $0
Interest Earnings on Debt Service Reserve ($33,068) ($33,068) ($12,085) ($12,085) ($20,983) ($20,9 83) Subtotal Debt Service $0 $109,171,861 $109,171,861 $0 $42,479,289 $42,479,289 $ 0 $66,692,571 $66,692,571 TRUE
Total Expense Items Before Transfers $274,688,956 $109,171,861 $383,860,817 $100,388,913 $42 ,479,289 $142,868,203 $174,300,043 $66,692,571 $240,992 ,614 TRUE
Transfers In/Out
To CIP Fund (PAYGO)
Muni $11,565,068 $11,565,068 $11,565,068 $11,565,068 $0 Metro ($5,922,866) ($5,922,866) $0 ($5,922,866) ($5,922,866) Metro - Pure Water $9,454,954 $9,454,954 $0 $9,454,954 $9,454,954 Total Transfers $0 $15,097,156 $15,097,156 $0 $11,565,068 $11,565,068 $0 $ 3,532,088 $3,532,088 TRUE
Annualized Change in Cash Reserves
Annualized Change in Cash Reserves $14,262,662 $5,668,525 $19,931,187 $5,212,489 $2,205,65 0 $7,418,139 $9,050,173 $3,462,875 $12,513,048 Gross Revenue Requirement $288,951,618 $99,743,230 $388,694,848 $105,601,402 $33, 119,872 $138,721,274 $183,350,216 $66,623,358 $249,973, 574 Revenue Requirement Offsets
Other Operating Revenues
New Sewer Service Connections $3,000 $3,000 $3,000 $3,000 $0 $0 Maint & Operation Metro $80,000,000 $80,000,000 $80,000,000 $80,000,000 Other Sewer Treatment Plant Services
Sewer Service (SSC)-Navy $654,761 $654,761 $654,761 $654,761 Table B-1
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Revenue Requirement Detail
Operating Capital Total Operating Capital Total Operating Capital Total FY 2022 Revenue Requirement Detail FY 2022 FY 2022 FY 2022 Muni & Metro Muni Only Metro Only
Waste Discharge-Trucked Fee $0 $0 $0 $0
Sewerage Treatment Services $956,656 $956,656 $956,656 $956,656 M & O Trunk Sewers Muni $529,252 $529,252 $529,252 $529,252 Total Other Sewer Treatment Plant Services $2,140,670 $2,140,670 $2,140,670 $2,140,670 $0 $0 Services Rendered Other Funds
Reimbursements Between Funds/Depts $2,208,000 $2,208,000 $662,400 $662,400 $1,545,600 $1,54 5,600 Other Services To Outside $750,000 $750,000 $0 $750,000 $750,000 Transport Charge Muni System $565,408 $565,408 $565,408 $565,408 $0 Subdivision Surcharge $0 $0 $0 $0 $0
Service To Other Depts $90,000 $90,000 $90,000 $90,000 $0 READ - Processing Fees $0 $0 $0 $0 $0
Total Services Rendered Other Funds $3,613,408 $3,613,408 $1,317,808 $1,317,808 $2,295,600 $ 2,295,600 Other Operating Revenues $85,757,078 $0 $85,757,078 $3,461,478 $0 $3,461,478 $82,2 95,600 $0 $82,295,600 TRUE
Land and Building Rentals $0
Telecom Lease $91,000 $91,000 $91,000 $91,000 $0
Other Land/Bldg Leases $0 $0 $0 $0 $0
Total Land and Building Revenues $91,000 $0 $91,000 $91,000 $0 $91,000 $0 $0 $0 Other Revenues
IWCP Notice of Violation Fees $22,215 $22,215 $0 $22,215 $22,215 IWCP Industrial User Discharge Permit Fees $151,049 $151,049 $0 $151,049 $151,049 IWCP Trucked Waste & Permet Fees $0 $0 $0 $0 $0
Revenue from Small Projects $55,000 $55,000 $55,000 $55,000 $0 Other Sewer Revenue $3,985,253 $3,985,253 $3,985,253 $3,985,253 $0 Expenditure Refund of Prior Year $2,950,000 $2,950,000 $2,950,000 $2,950,000 $0 Revenue Otherwise Unclassified $70,000 $70,000 $70,000 $70,000 $0 Repair Damages Recovered $30,000 $30,000 $30,000 $30,000 $0 Transfers From Other Funds $300,000 $300,000 $300,000 $300,000 $0 Intra-Ent Tranfer In to Fund 700089 $170,000 $170,000 $170,000 $170,000 $0 Rental Of Non-Agricultural Land $0 $0 $0 $0 $0
Total Other Revenues $7,791,635 $0 $7,791,635 $7,560,253 $0 $7,560,253 $231,38 2 $0 $231,382 Non-Operating Revenues $7,882,635 $0 $7,882,635 $7,651,253 $0 $7,651,253 $231,38 2 $0 $231,382 TRUE
Table B-1
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Revenue Requirement Detail
Operating Capital Total Operating Capital Total Operating Capital Total FY 2022 Revenue Requirement Detail FY 2022 FY 2022 FY 2022 Muni & Metro Muni Only Metro Only
Interest Earnings on Operating Fund $3,011,065 $3,011,065 $1,100,436 $1,100,436 $1,910,629 $ 1,910,629 TRUE
Total Revenue Requirement Offsets $96,650,778 0 $96,650,778 $12,213,166 0 $12,213,166 $84,4 37,612 0 $84,437,612 Net Revenue Requirement from Rates
Gross Revenue Requirement $288,951,618 $99,743,230 $388,694,848 $105,601,402 $33, 119,872 $138,721,274 $183,350,216 $66,623,358 $249,973, 574 Less: Non-Rate Revenue Offsets $96,650,778 0 $96,650,778 $12,213,166 $0 $12,213,166 $84, 437,612 $0 $84,437,612 Net Revenue Requirment from Rates $192,300,840 $99,743,230 $292,044,070 $93,388,236 $33,1 19,872 $126,508,107 $98,912,604 $66,623,358 $165,535,96 3 Table B-2
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Assignment of Municipal Sub-System Operating Costs to Functions FY 2022 O&M Budget Before Assignment to Functions

MUNI METRO MUNI METRO MUNI METRO
700000 700001 700000 700001 700000 700001
Customer Support Services 200013 Customer Support Service Total $6,624,256 $0 $6, 624,256 $343,951 $0 $343,951 $6,968,207 $0 $6,968,207 Employee Services & Quality Assurance 200012 Employee Services & Quality Assurance Total $3 ,613,600 $7,030,283 $10,643,883 $187,629 $365,033 $552,6 62 $3,801,229 $7,395,316 $11,196,544 Environmental Monitoring & Technical Services 200016 EMTS Total $6,745,995 $18,350,953 $25,096,948 $350,272 $952,836 $1, 303,108 $7,096,267 $19,303,789 $26,400,055 Engineering Program Management 200015 EPM Total $6,368,850 $4,777,043 $11,145,893 $330,689 $248,038 $578 ,728 $6,699,539 $5,025,081 $11,724,621 Finance & Budget 200011 FIT Total $6,978,531 $11,065,903 $18,044,434 $362,346 $574,574 $93 6,920 $7,340,877 $11,640,477 $18,981,354 Innovation & Technology 200023 IT Total $649,722 $1,136,535 $1,786,257 $33,735 $59,012 $92,748 $6 83,457 $1,195,547 $1,879,005 Long Range Planning 200014 Long Range Planning Total $0 $0 $0 $0 $0 $0 $0 $0 $0 Department Management 200000 Department Management Total $16,586,089 $15,540 ,241 $32,126,330 $861,199 $806,895 $1,668,094 $17,447,28 8 $16,347,136 $33,794,424 Pure Water Pure Water Total $0 $7,650,472 $7,650,472 $0 $397,235 $397,235 $0 $8,047,70 7 $8,047,707 Recycled Water Recycled Water Total $0 $0 $0 $0 $0 $0 $0 $0 $0 Wastewater Collection 200018 Wastewater Collection Total $43,687,408 $0 $43,6 87,408 $2,268,379 $0 $2,268,379 $45,955,787 $0 $45,955,78 7 Wastewater Treatment 200019 WWTD Total $6,638,748 $102,883,328 $109,522,076 $344,703 $5,342,00 6 $5,686,710 $6,983,451 $108,225,334 $115,208,785 Water Systems Operations & Water Construction Maintenance 200021 WSO & WCM $2,495,714 $0 $2,495,714 $129,585 $0 $129,585 $2,625,299 $ 0 $2,625,299 Water Systems Operations 200020 Water System Operations Total $0 $5,865,286 $5,865,286 $0 $304,543 $304,543 $0 $6,169,82 9 $6,169,829 Grand Total $100,388,913 $174,300,043 $274,688,956 $5,2 12,489 $9,050,173 $14,262,662 $105,601,402 $183,350,216 $288,951,618 $100,388,913 $174,300,043 $274,688,956 $5,212,489 $9,05 0,173 $14,262,662 $105,601,402 $183,350,216 $288,951,61 8 FY 2022 Assignment of Municipal Subsystem O&M to Functions Division Title Cmmt Item Grp
Environmental
Support
Program
Management &
Review
Business Support
Admin
Operating Division
Admin
Central Support
Comnet/Comc Operational Support
Industrial Permitting
and Compliance
Marine Biology &
Ocean Operations
Sewage Testing and
Control
Wastewater
Chemistry Services
Customer Support Services 200013 Customer Support Service Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Employee Services & Quality Assurance 200012 Employee Services & Quality Assurance Total $0 $0 $3,801,229 $0 $0 $0 $0 $0 $0 $0 Environmental Monitoring & Technical Services 200016 EMTS Total $0 $0 $0 $1,546,135 $0 $0 $3,520,133 $1,479 $508,280 $1,520, 240 Engineering Program Management 200015 EPM Total $2,352,534 $4,084,872 $0 $262,133 $0 $0 $0 $0 $0 $0 Finance & Information Technology 200011 FIT Total $0 $0 $7,340,877 $0 $0 $0 $0 $0 $0 $0 Information Technology 99 IT Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 LPR&WR 200014 Long Range Planning Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Department Management 200000 Department Management Total $0 $0 $17,167,039 $0 $0 $280,249 $0 $0 $0 $0 Pure Water Pure Water Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Recycled Water Recycled Water Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Wastewater Collection 200018 Wastewater Collection Total $0 $0 $0 $5,440,368 $0 $654,672 $2,041,916 $0 $0 $0 Wastewater Treatment 200019 WWTD Total $0 $0 $0 $209,317 $381,426 $816,652 $0 $0 $0 $0 Water Systems Operations & Water Construction Maintenance 200021 WSO & WCM $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Water Systems Operations 200020 Water System Operations Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Grand Total $2,352,534 $4,084,872 $28,309,145 $7,457,95 2 $381,426 $1,751,572 $5,562,049 $1,479 $508,280 $1,520,2 40 FY 2022 Assignment of Municipal Subsystem O&M to Functions Division Title Cmmt Item Grp Main Cleaning Other Muni Agencies Other Pump Stations Pipeline Maintenance
& Repair Pump Station 1 Pump Station 2 Sewer Pump Stations WWC Engineering &
Planning
Customer Support Services 200013 Customer Support Service Total $0 $0 $0 $0 $0 $0 $0 $0 Employee Services & Quality Assurance 200012 Employee Services & Quality Assurance Total $0 $0 $0 $0 $0 $0 $0 $0 Environmental Monitoring & Technical Services 200016 EMTS Total $0 $0 $0 $0 $0 $0 $0 $0 Engineering Program Management 200015 EPM Total $0 $0 $0 $0 $0 $0 $0 $0 Finance & Information Technology 200011 FIT Total $0 $0 $0 $0 $0 $0 $0 $0 Information Technology 99 IT Total $0 $0 $0 $0 $0 $0 $0 $0 LPR&WR 200014 Long Range Planning Total $0 $0 $0 $0 $0 $0 $0 $0 Department Management 200000 Department Management Total $0 $0 $0 $0 $0 $0 $0 $0 Pure Water Pure Water Total $0 $0 $0 $0 $0 $0 $0 $0
Recycled Water Recycled Water Total $0 $0 $0 $0 $0 $0 $0 $0 Wastewater Collection 200018 Wastewater Collection Total $13,880,578 $4,820, 733 $0 $11,248,377 $0 $0 $5,153,676 $2,715,468 Wastewater Treatment 200019 WWTD Total $0 $0 $5,569,548 $0 $0 $1,135 $0 $0 Water Systems Operations & Water Construction Maintenance 200021 WSO & WCM $0 $0 $0 $0 $0 $0 $0 $0 Water Systems Operations 200020 Water System Operations Total $0 $0 $0 $0 $0 $0 $0 $0 Grand Total $13,880,578 $4,820,733 $5,569,548 $11,248,3 77 $0 $1,135 $5,153,676 $2,715,468 FY 2022 Assignment of Municipal Subsystem O&M to Functions Division Title Cmmt Item Grp Cogen Facilities GUF MBC NCWRP PTLWWTP SBWRP WWTD Plant
Engineering
Customer Support Services 200013 Customer Support Service Total $0 $0 $0 $0 $0 $0 $0 Employee Services & Quality Assurance 200012 Employee Services & Quality Assurance Total $0 $0 $0 $0 $0 $0 $0 Environmental Monitoring & Technical Services 200016 EMTS Total $0 $0 $0 $0 $0 $0 $0 Engineering Program Management 200015 EPM Total $0 $0 $0 $0 $0 $0 $0 Finance & Information Technology 200011 FIT Total $0 $0 $0 $0 $0 $0 $0 Information Technology 99 IT Total $0 $0 $0 $0 $0 $0 $0 LPR&WR 200014 Long Range Planning Total $0 $0 $0 $0 $0 $0 $0 Department Management 200000 Department Management Total $0 $0 $0 $0 $0 $0 $0 O&M Before Allocation of Change in Cash Allocation o f Change in Cash O&M After Allocation of Change in C ash General and Administrative Operational Support Quality Control Grand Total Division Title Cmmt Item Grp
Treatment and Disposal
Transmission
Engineering
Grand Total Grand Total
Table B-2
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Assignment of Municipal Sub-System Operating Costs to Functions Pure Water Pure Water Total $0 $0 $0 $0 $0 $0 $0
Recycled Water Recycled Water Total $0 $0 $0 $0 $0 $0 $0 Wastewater Collection 200018 Wastewater Collection Total $0 $0 $0 $0 $0 $0 $0 Wastewater Treatment 200019 WWTD Total $0 $0 $4,988 $380 $0 $6 $0 Water Systems Operations & Water Construction Maintenance 200021 WSO & WCM $0 $0 $0 $0 $0 $0 $0 Water Systems Operations 200020 Water System Operations Total $0 $0 $0 $0 $0 $0 $0 Grand Total $0 $0 $4,988 $380 $0 $6 $0
FY 2022 Assignment of Municipal Subsystem O&M to Functions Division Title Cmmt Item Grp Meters and Services Billing Recycled Customer Support Services 200013 Customer Support Service Total $0 $6,948,947 $19,260 $6,968,207 $6,968,207 $0 Employee Services & Quality Assurance 200012 Employee Services & Quality Assurance Total $0 $0 $0 $3,801,229 $3,801,229 $0 Environmental Monitoring & Technical Services 200016 EMTS Total $0 $0 $0 $7,096,267 $7,096,267 $0 Engineering Program Management 200015 EPM Total $0 $0 $0 $6,699,539 $6,699,539 $0 Finance & Information Technology 200011 FIT Total $0 $0 $0 $7,340,877 $7,340,877 $0 Information Technology 99 IT Total $0 $681,568 $1,889 $683,457 $683,457 $0 LPR&WR 200014 Long Range Planning Total $0 $0 $0 $0 $0 $0 Department Management 200000 Department Management Total $0 $0 $0 $17,447,288 $17,447,288 $0 Pure Water Pure Water Total $0 $0 $0 $0 $0 $0
Recycled Water Recycled Water Total $0 $0 $0 $0 $0 $0
Wastewater Collection 200018 Wastewater Collection Total $0 $0 $0 $45,955,787 $45,955,787 $0 Wastewater Treatment 200019 WWTD Total $0 $0 $0 $6,983,451 $6,983,451 $0 Water Systems Operations & Water Construction Maintenance 200021 WSO & WCM $2,625,299 $0 $0 $2,625,299 $2,625,299 $0 Water Systems Operations 200020 Water System Operations Total $0 $0 $0 $0 $0 $0 Grand Total $2,625,299 $7,630,515 $21,149 $105,601,402 $ 105,601,402 $0 Customer Total Muni O&M
Before Assignment to
Functions
Total Muni O&M
After Assignment to
Functions Difference
Table B-3
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Allocation of Municipal Subsystem Operating Costs to Demand Parameters Function FLOW COD TSS
Meters and
Services Billing Recycled Total FLOW COD TSS
Meters and
Services Billing Recycled Total
Engineering
Environmental Support 45.00% 30.00% 25.00% 100.00% $1,058,640 $705,760 $588,134 $0 $0 $0 $2,352,534 Program Management & Review 45.00% 30.00% 25.00% 100.00% $1,838,192 $1,225,462 $1,021,218 $0 $0 $0 $4,084,8 72 $2,896,833 $1,931,222 $1,609,352 $0 $0 $0 $6,437,406
General and Administrative
Business Support Admin 72.22% 7.16% 5.90% 3.76% 10.93% 0.03% 100.00% $20,444,992 $2,028,274 $1,669,845 $1,064,233 $3, 093,227 $8,573 $28,309,145 Operating Division Admin 72.22% 7.16% 5.90% 3.76% 10.93% 0.03% 100.00% $5,386,167 $534,342 $439,915 $280,369 $814,901 $2 ,259 $7,457,952 $25,831,159 $2,562,616 $2,109,760 $1,344,602 $3,908,128 $10,832 $35,767,097 Operational Support
Central Support Comnet/Comc 45.00% 30.00% 25.00% 100.00% $171,642 $114,428 $95,357 $0 $0 $0 $381,426 Operational Support 45.00% 30.00% 25.00% 100.00% $788,208 $525,472 $437,893 $0 $0 $0 $1,751,572 $959,849 $639,900 $533,250 $0 $0 $0 $2,132,999
Quality Control
Industrial Permitting and Compliance 45.00% 30.00% 25.00% 100.00% $2,502,922 $1,668,615 $1,390,512 $0 $0 $0 $5,562,0 49 Marine Biology & Ocean Operations 30.00% 40.00% 30.00% 100.00% $444 $591 $444 $0 $0 $0 $1,479 Sewage Testing and Control 45.00% 30.00% 25.00% 100.00% $228,726 $152,484 $127,070 $0 $0 $0 $508,280 Wastewater Chemistry Services 30.00% 40.00% 30.00% 100.00% $456,072 $608,096 $456,072 $0 $0 $0 $1,520,240 $3,188,164 $2,429,786 $1,974,098 $0 $0 $0 $7,592,048
Transmission
Main Cleaning 100.00% 100.00% $13,880,578 $0 $0 $0 $0 $0 $13,880,578 Other Muni Agencies 100.00% 100.00% $4,820,733 $0 $0 $0 $0 $0 $4,820,733 Other Pump Stations 100.00% 100.00% $5,569,548 $0 $0 $0 $0 $0 $5,569,548 Pipeline Maintenance & Repair 100.00% 100.00% $11,248,377 $0 $0 $0 $0 $0 $11,248,377 Pump Station 1 100.00% 100.00% $0 $0 $0 $0 $0 $0 $0
Pump Station 2 100.00% 100.00% $1,135 $0 $0 $0 $0 $0 $1,135 Sewer Pump Stations 100.00% 100.00% $5,153,676 $0 $0 $0 $0 $0 $5,153,676 WWC Engineering & Planning 100.00% 100.00% $2,715,468 $0 $0 $0 $0 $0 $2,715,468 $43,389,515 $0 $0 $0 $0 $0 $43,389,515
Treatment and Disposal
MBC 0.00% 50.00% 50.00% 100.00% $0 $2,494 $2,494 $0 $0 $0 $4,988 NCWRP 75.00% 10.00% 15.00% 100.00% $285 $38 $57 $0 $0 $0 $380 PTLWWTP 35.00% 40.00% 25.00% 100.00% $0 $0 $0 $0 $0 $0 $0 SBWRP 75.00% 10.00% 15.00% 100.00% $4 $1 $1 $0 $0 $0 $6 WWTD Plant Engineering 45.00% 30.00% 25.00% 100.00% $0 $0 $0 $0 $0 $0 $0 $289 $2,532 $2,552 $0 $0 $0 $5,373
Customer
Meters and Services 100.00% 100.00% $0 $0 $0 $2,625,299 $0 $0 $2,625,299 Billing 100.00% 100.00% $0 $0 $0 $0 $7,630,515 $0 $7,630,515 $0 $0 $0 $2,625,299 $7,630,515 $0 $10,255,814
Recycled 100.00% 100.00% $0 $0 $0 $0 $0 $21,149 $21,149 $0 $0 $0 $0 $0 $21,149 $21,149
$76,265,809 $7,566,057 $6,229,011 $3,969,901 $11,538,64 3 $31,981 $105,601,402

72.22% 7.16% 5.90% 3.76% 10.93% 0.03% 100.00%
$90,060,877 $90,060,877 $90,060,877 << Total Flow and Strength

84.68% 8.40% 6.92% TRUE

FLOW COD TSS
Volume-Related Volume-Related Customer-Related Customer-Related FY 2022 Allocation of Municipal Sub-System O&M to D emand Parameters FY 2022 Allocation of Municipal Sub-System O&M to D emand Parameters Table B-4
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Allocation of Municipal Subsystem Non-Rate Revenues to Demand Parameters Function FLOW COD TSS
Meters and
Services Billing Recycled Total FLOW COD TSS
Meters and
Services Billing Recycled Total
Other Operating Revenues
New Sewer Service Connections 100.00% 100.00% $0 $0 $0 $3,000 $0 $0 $3,000 Other Sewer Treatment Plant Services
Sewer Service (SSC)-Navy 45.00% 30.00% 25.00% 100.00% $294,643 $196,428 $163,690 $0 $0 $0 $654,761 Sewerage Treatment Services 45.00% 30.00% 25.00% 100.00% $430,495 $286,997 $239,164 $0 $0 $0 $956,656 M & O Trunk Sewers Muni 100.00% 100.00% $529,252 $0 $0 $0 $0 $0 $529,252 Services Rendered Other Funds
Revenue from Other Agencies
Reimbursements Between Funds/Depts 72.22% 7.16% 5.90% 3.76% 10.93% 0.03% 100.00% $478,388 $47,459 $39,072 $24,902 $72,378 $201 $662,400 Transport Charge Muni System 100.00% 100.00% $565,408 $0 $0 $0 $0 $0 $565,408 Service To Other Depts 72.22% 7.16% 5.90% 3.76% 10.93% 0.03% 100.00% $64,998 $6,448 $5,309 $3,383 $9,834 $27 $90,000 Land and Building Rentals
Telecom Lease 84.68% 8.40% 6.92% 100.00% $77,061 $7,645 $6,294 $0 $0 $0 $91,000 Other Revenues
IWCP Trucked Waste & Permet Fees 84.68% 8.40% 6.92% 100.00% $0 $0 $0 $0 $0 $0 $0 Revenue from Small Projects 84.68% 8.40% 6.92% 100.00% $46,575 $4,621 $3,804 $0 $0 $0 $55,000 Other Sewer Revenue 45.00% 30.00% 25.00% 100.00% $1,793,364 $1,195,576 $996,313 $0 $0 $0 $3,985,253 Expenditure Refund of Prior Year 45.00% 30.00% 25.00% 100.00% $1,327,500 $885,000 $737,500 $0 $0 $0 $2,950,000 Revenue Otherwise Unclassified 100.00% 100.00% $0 $0 $0 $0 $70,000 $0 $70,000 Repair Damages Recovered 45.00% 30.00% 25.00% 0.00% 100.00% $13,500 $9,000 $7,500 $0 $0 $0 $30,000 Transfers From Other Funds 45.00% 30.00% 25.00% 0.00% 100.00% $135,000 $90,000 $75,000 $0 $0 $0 $300,000 Intra-Ent Tranfer In to Fund 700089 45.00% 30.00% 25.00% 0.00% 100.00% $76,500 $51,000 $42,500 $0 $0 $0 $170,000 Interest Earnings on Operating Fund 72.22% 7.16% 5.90% 3.76% 10.93% 0.03% 100.00% $794,740 $78,843 $64,910 $41,369 $120,240 $333 $1,100,436 $6,627,425 $2,859,017 $2,381,057 $72,654 $272,452 $561 $12,213,166

54.26% 23.41% 19.50% 0.59% 2.23% 0.00% 100.00%
FY 2022 Allocation of Municipal Sub-System Rev. Off sets to Demand Parameters FY 2022 Allocation of Muni cipal Sub-System Rev Offsets to Demand Parameters Volume-Related Volume-Related Customer-Related Customer-Related Table B-5
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Metropolitan Regional Wastewater System Cost Allocations per the Contolling Joint Powers Agreement Key Assumptions - Metropolitan Regional Wastewater System Cost Allocations per the Regional Joint Power Agreement Metro Baseline O&M Allocation FY 2021 FY 2022 FY 2023 FY 2 024 FY 2025 Sewer Flows 41.56% 41.56% 41.56% 41.56% 41.56%
Participating Agencies (PA) Share 32.61% 32.61% 32.61% 32.61% 32.61% City of San Diego (CSD) Share 67.39% 67.39% 67.39% 67.3 9% 67.39% COD 26.42% 26.42% 26.42% 26.42% 26.42%
PA Share 32.17% 32.17% 32.17% 32.17% 32.17%
CSD Share 67.83% 67.83% 67.83% 67.83% 67.83%
TSS 32.02% 32.02% 32.02% 32.02% 32.02%
PA Share 35.00% 35.00% 35.00% 35.00% 35.00%
CSD Share 65.00% 65.00% 65.00% 65.00% 65.00%
Metro Baseline Capital Allocation FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Sewer Capacity 55.80% 55.80% 55.80% 55.80% 55.80%
Participating Agencies (PA) Share 32.61% 32.61% 32.61% 32.61% 32.61% City of San Diego (CSD) Share 67.39% 67.39% 67.39% 67.3 9% 67.39% COD 22.20% 22.20% 22.20% 22.20% 22.20%
PA Share 32.17% 32.17% 32.17% 32.17% 32.17%
CSD Share 67.83% 67.83% 67.83% 67.83% 67.83%
TSS 22.00% 22.00% 22.00% 22.00% 22.00%
PA Share 35.00% 35.00% 35.00% 35.00% 35.00%
CSD Share 65.00% 65.00% 65.00% 65.00% 65.00%
Metropolitan Regional Wastewater System Cost Allocations per the Regional Joint Power Agreement FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Metro Expenditures
Metro O&M $165,709,006 $174,300,043 $178,441,848 $180,410,216 $18 3,329,959 Metro and PureWater PAYGO CIP $34,117,911 ($3,532,088 ) $29,981,116 ($11,660,482) ($6,378,944) $72,372,259 $66,680,486 $70,537,741 $60,146,464 $61,417 ,478 Total Metro Expenditures $272,199,175 $237,448,441 $278, 960,705 $228,896,197 $238,368,494 Metro Revenue Offsets
O&M Credits $9,837,944 $7,450,862 $7,520,842 $7,454,862 $13,460,134 Total Metro Revenue Offsets $9,837,944 $7,450,862 $7,520 ,842 $7,454,862 $13,460,134 PA Billing Adjustments
TOTAL METRO COSTS $262,361,232 $229,997,579 $271,439,863 $221,441,335 $22 4,908,360 Metro O&M Expenditures
PA Flow $21,124,762 $22,612,596 $23,164,439 $23,440,148 $23,021 ,975 PA COD $13,247,971 $14,181,036 $14,527,113 $14,700,019 $14,437 ,770 PA TSS $17,468,470 $18,698,788 $19,155,117 $19,383,107 $19,037 ,311 PA Total $51,841,203 $55,492,419 $56,846,669 $57,523,273 $56,497 ,056 City Flow $43,655,251 $46,729,924 $47,870,332 $48,440,097 $47,575 ,925 City COD $27,933,164 $29,900,518 $30,630,217 $30,994,786 $30,441 ,838 City TSS $32,441,444 $34,726,320 $35,573,789 $35,997,198 $35,355 ,007 City Total $104,029,859 $111,356,762 $114,074,338 $115,432,081 $11 3,372,769 Subtotal Metro O&M Expenditures $155,871,062 $166,849,1 81 $170,921,006 $172,955,354 $169,869,826

TRUE TRUE TRUE TRUE TRUE
Table B-5
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Metropolitan Regional Wastewater System Cost Allocations per the Contolling Joint Powers Agreement FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Metro PAYGO CIP Expenditures
PA Flow $6,208,225 ($642,712) $5,455,478 ($2,121,786) ($1,160,7 37) PA COD $2,436,612 ($252,253) $2,141,173 ($832,761) ($455,568) PA TSS $2,627,079 ($271,971) $2,308,546 ($897,857) ($491,179) PA Total $11,271,916 ($1,166,936) $9,905,197 ($3,852,404) ($2,10 7,483) City Flow $12,829,569 ($1,328,193) $11,273,985 ($4,384,763) ($2,3 98,714) City COD $5,137,564 ($531,871) $4,514,634 ($1,755,866) ($960,558 ) City TSS $4,878,861 ($505,089) $4,287,300 ($1,667,449) ($912,189 ) City Total $22,845,994 ($2,365,153) $20,075,919 ($7,808,078) ($4,2 71,461) Subtotal Metro PAYGO CIP Expenditures $34,117,911 ($3,5 32,088) $29,981,116 ($11,660,482) ($6,378,944)

TRUE TRUE TRUE TRUE TRUE
Metro Debt Service Expenditures
PA Flow $13,169,131 $12,133,435 $12,835,315 $10,944,479 $11,175 ,758 PA COD $5,168,639 $4,762,147 $5,037,622 $4,295,504 $4,386,277 PA TSS $5,572,664 $5,134,397 $5,431,406 $4,631,278 $4,729,146 PA Total $23,910,434 $22,029,979 $23,304,343 $19,871,261 $20,291 ,180 City Flow $27,214,589 $25,074,277 $26,524,744 $22,617,248 $23,095 ,195 City COD $10,898,003 $10,040,921 $10,621,756 $9,057,011 $9,248,4 04 City TSS $10,349,233 $9,535,310 $10,086,897 $8,600,944 $8,782,69 9 City Total $48,461,825 $44,650,507 $47,233,397 $40,275,203 $41,126 ,298 Subtotal Metro Debt Service Expenditures $72,372,259 $6 6,680,486 $70,537,741 $60,146,464 $61,417,478

FALSE TRUE TRUE TRUE FALSE
TOTAL $262,361,232 $229,997,579 $271,439,863 $221,441,335 $22 4,908,360

TRUE TRUE TRUE TRUE TRUE
Total Metro Allocation
Total PA Cost $87,023,553 $76,355,463 $90,056,209 $73,542,130 $74,680 ,753 Total City Cost $175,337,678 $153,642,116 $181,383,654 $147,899,206 $15 0,227,607 % PA Cost 33.2% 33.2% 33.2% 33.2% 33.2%
% City Cost 66.8% 66.8% 66.8% 66.8% 66.8%
Metro O&M
% PA Cost 33.3% 33.3% 33.3% 33.3% 33.3%
% City Cost 66.7% 66.7% 66.7% 66.7% 66.7%
Metro and PureWater PAYGO CIP
% PA Cost 33.0% 33.0% 33.0% 33.0% 33.0%
% City Cost 67.0% 67.0% 67.0% 67.0% 67.0%

% PA Cost 33.0% 33.0% 33.0% 33.0% 33.0%
% City Cost 67.0% 67.0% 67.0% 67.0% 67.0%
Table B-6
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Assignment of Metropolitan Subsystem Operat ing Costs to Functions FY 2022 O&M Budget Before Assignment to Functions

MUNI METRO MUNI METRO MUNI METRO
700000 700001 700000 700001 700000 700001
Customer Support Services 200013 Customer Support Service Total $6,624,256 $0 $6,624,256 $343,951 $0 $343,951 $6,968,207 $ 0 $6,968,207 Employee Services & Quality Assurance 200012 Employee Services & Quality Assurance Total $3,613,600 $7,030 ,283 $10,643,883 $187,629 $377,744 $565,373 $3,801,229 $7 ,408,027 $11,209,256 Environmental Monitoring & Technical Services 200016 EMTS Total $6,745,995 $18,350,953 $25,096,948 $350,272 $986,016 $1, 336,288 $7,096,267 $19,336,968 $26,433,235 Engineering Program Management 200015 EPM Total $6,368,850 $4,777,043 $11,145,893 $330,689 $256,675 $587 ,365 $6,699,539 $5,033,718 $11,733,258 Finance & Budget 200011 FIT Total $6,978,531 $11,065,903 $18,044,434 $362,346 $594,582 $95 6,928 $7,340,877 $11,660,485 $19,001,362 Innovation & Technology 200023 IT Total $649,722 $1,136,535 $1,786,257 $33,735 $61,067 $94,803 $6 83,457 $1,197,602 $1,881,060 Long Range Planning 200014 Long Range Planning Total $0 $0 $0 $0 $0 $0 $0 $0 $0 Department Management 200000 Department Management Total $16,586,089 $15,540,241 $32,126,330 $861,199 $834,993 $1 ,696,192 $17,447,288 $16,375,234 $33,822,522 Pure Water Pure Water Total $0 $7,650,472 $7,650,472 $0 $411,068 $411,068 $0 $8,061,54 0 $8,061,540 Recycled Water Recycled Water Total $0 $0 $0 $0 $0 $0 $0 $0 $0 Wastewater Collection 200018 Wastewater Collection Total $43,687,408 $0 $43,687,408 $2,268,379 $0 $2,268,379 $45,9 55,787 $0 $45,955,787 Wastewater Treatment 200019 WWTD Total $6,638,748 $102,883,328 $109,522,076 $344,703 $5,528,02 7 $5,872,731 $6,983,451 $108,411,355 $115,394,806 Water Systems Operations & Water Construction Maintenance 200021 WSO & WCM $2,495,714 $0 $2,495,714 $129,585 $0 $129,585 $2,625,299 $ 0 $2,625,299 Water Systems Operations 200021 Water System Operations Total $0 $5,865,286 $5,865,286 $0 $0 $0 $0 $5,865,286 $5,865,286 Grand Total $100,388,913 $174,300,043 $274,688,956 $5,2 12,489 $9,050,173 $14,262,662 $105,601,402 $183,350,216 $288,951,618 FY 2022 Assignment of Metropolitan Subsystem O&M to Functions Division Title Cmmt Item Grp
Environmental
Support
Program
Management &
Review
Business Support
Admin
Operating Division
Admin
Central Support
Comnet/Comc Operational Support
Industrial Permitting
and Compliance
Marine Biology &
Ocean Operations
Sewage Testing and
Control
Wastewater
Chemistry Services
Customer Support Services 200013 Customer Support Service Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Employee Services & Quality Assurance 200012 Employee Services & Quality Assurance Total $0 $0 $7,408,027 $0 $0 $0 $0 $0 $0 $0 Environmental Monitoring & Technical Services 200016 EMTS Total $0 $0 $0 $3,275,094 $0 $0 $22,082 $7,268,995 $530,698 $8,240 ,099 Engineering Program Management 200015 EPM Total $290,584 $3,997,369 $0 $745,765 $0 $0 $0 $0 $0 $0 Finance & Information Technology 200011 FIT Total $0 $0 $11,660,485 $0 $0 $0 $0 $0 $0 $0 Information Technology 99 IT Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 LPR&WR 200014 Long Range Planning Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Department Management 200000 Department Management Total $0 $0 $16,072,243 $0 $0 $302,991 $0 $0 $0 $0 Pure Water Pure Water Total $50,480 $8,011,060 $0 $0 $0 $0 $0 $0 $0 $0 Recycled Water Recycled Water Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Wastewater Collection 200018 Wastewater Collection Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Wastewater Treatment 200019 WWTD Total $0 $0 $0 $4,953,705 $6,966,442 $5,921,356 $0 $0 $0 $0 Water Systems Operations & Water Construction Maintenance 200021 WSO & WCM $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Water Systems Operations 200021 Water System Operations Total $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Grand Total $341,064 $12,008,429 $35,140,755 $8,974,564 $6,966,442 $6,224,347 $22,082 $7,268,995 $530,698 $8,240 ,099 FY 2022 Assignment of Metropolitan Subsystem O&M to Functions Division Title Cmmt Item Grp Main Cleaning Other Muni Agencies Other Pump Stations Pipeline
Maintenance &
Repair Pump Station 1 Pump Station 2 Sewer Pump Statio ns WWC Engineering &
Planning
Customer Support Services 200013 Customer Support Service Total $0 $0 $0 $0 $0 $0 $0 $0 Employee Services & Quality Assurance 200012 Employee Services & Quality Assurance Total $0 $0 $0 $0 $0 $0 $0 $0 Environmental Monitoring & Technical Services 200016 EMTS Total $0 $0 $0 $0 $0 $0 $0 $0 Engineering Program Management 200015 EPM Total $0 $0 $0 $0 $0 $0 $0 $0 Finance & Information Technology 200011 FIT Total $0 $0 $0 $0 $0 $0 $0 $0 Information Technology 99 IT Total $0 $0 $0 $0 $0 $0 $0 $0 LPR&WR 200014 Long Range Planning Total $0 $0 $0 $0 $0 $0 $0 $0 Department Management 200000 Department Management Total $0 $0 $0 $0 $0 $0 $0 $0 Pure Water Pure Water Total $0 $0 $0 $0 $0 $0 $0 $0
Recycled Water Recycled Water Total $0 $0 $0 $0 $0 $0 $0 $0 Wastewater Collection 200018 Wastewater Collection Total $0 $0 $0 $0 $0 $0 $0 $0 Wastewater Treatment 200019 WWTD Total $0 $0 $1,239,173 $0 $3,261,580 $8,405,878 $0 $0 Water Systems Operations & Water Construction Maintenance 200021 WSO & WCM $0 $0 $0 $0 $0 $0 $0 $0 Water Systems Operations 200021 Water System Operations Total $0 $0 $0 $0 $0 $0 $0 $0 Grand Total $0 $0 $1,239,173 $0 $3,261,580 $8,405,878 $0 $0 FY 2022 Assignment of Metropolitan Subsystem O&M to Functions Division Title Cmmt Item Grp Cogen Facilities GUF MBC NCWRP PTLWWTP SBWRP WWTD Plant
Engineering
Customer Support Services 200013 Customer Support Service Total $0 $0 $0 $0 $0 $0 $0 Employee Services & Quality Assurance 200012 Employee Services & Quality Assurance Total $0 $0 $0 $0 $0 $0 $0 Environmental Monitoring & Technical Services 200016 EMTS Total $0 $0 $0 $0 $0 $0 $0 Engineering Program Management 200015 EPM Total $0 $0 $0 $0 $0 $0 $0 Finance & Information Technology 200011 FIT Total $0 $0 $0 $0 $0 $0 $0 Information Technology 99 IT Total $0 $0 $0 $0 $0 $0 $0 LPR&WR 200014 Long Range Planning Total $0 $0 $0 $0 $0 $0 $0 Department Management 200000 Department Management Total $0 $0 $0 $0 $0 $0 $0 Pure Water Pure Water Total $0 $0 $0 $0 $0 $0 $0
Recycled Water Recycled Water Total $0 $0 $0 $0 $0 $0 $0 Wastewater Collection 200018 Wastewater Collection Total $0 $0 $0 $0 $0 $0 $0 O&M Before Allocation of Change in Cash Allocation o f Change in Cash O&M After Allocation of Change in C ash Quality Control
Transmission
Treatment and Disposal
Engineering General and Administrative Operational Su pport Division Title Cmmt Item Grp Grand Total Grand Total Grand Total Table B-6
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Assignment of Metropolitan Subsystem Operat ing Costs to Functions Wastewater Treatment 200019 WWTD Total $1,059,606 $1,720,152 $21,361,591 $12,688,933 $25,788,6 65 $10,425,350 $885,430 Water Systems Operations & Water Construction Maintenance 200021 WSO & WCM $0 $0 $0 $0 $0 $0 $0 Water Systems Operations 200021 Water System Operations Total $0 $0 $0 $0 $0 $0 $0 Grand Total $1,059,606 $1,720,152 $21,361,591 $12,688,9 33 $25,788,665 $10,425,350 $885,430 FY 2022 Assignment of Metropolitan Subsystem O&M to Functions Division Title Cmmt Item Grp
Meters and
Services Billing Recycled
Customer Support Services 200013 Customer Support Service Total $0 $0 $0 $0 $0 $0 Employee Services & Quality Assurance 200012 Employee Services & Quality Assurance Total $0 $0 $0 $7,408,027 $7,408,027 $0 Environmental Monitoring & Technical Services 200016 EMTS Total $0 $0 $0 $19,336,968 $19,336,968 $0 Engineering Program Management 200015 EPM Total $0 $0 $0 $5,033,718 $5,033,718 $0 Finance & Information Technology 200011 FIT Total $0 $0 $0 $11,660,485 $11,660,485 $0 Information Technology 99 IT Total $0 $1,197,602 $0 $1,197,602 $1,197,602 $0 LPR&WR 200014 Long Range Planning Total $0 $0 $0 $0 $0 $0 Department Management 200000 Department Management Total $0 $0 $0 $16,375,234 $16,375,234 $0 Pure Water Pure Water Total $0 $0 $0 $8,061,540 $8,061,540 $0 Recycled Water Recycled Water Total $0 $0 $0 $0 $0 $0
Wastewater Collection 200018 Wastewater Collection Total $0 $0 $0 $0 $0 $0 Wastewater Treatment 200019 WWTD Total $0 $0 $3,733,494 $108,411,355 $108,411,355 $0 Water Systems Operations & Water Construction Maintenance 200021 WSO & WCM $0 $0 $0 $0 $0 $0 Water Systems Operations 200021 Water System Operations Total $0 $0 $5,865,286 $5,865,286 $5,865,286 $0 Grand Total $0 $1,197,602 $9,598,780 $183,350,216 $183,3 50,216 $0 Difference
Customer Total Metro O&M
Before Assignment to
Functions
Total Metro O&M
After Assignment to
Functions
Table B-7
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Allocaiton of Metropolitan Subsystem Operating Costs to Demand Parameters Function FLOW % COD % TSS %
Meters and
Services Billing Recycled Total FLOW COD TSS
Meters and
Services Billing Recycled Total
Engineering
Environmental Support 45.00% 30.00% 25.00% 100.00% $153,479 $102,319 $85,266 $0 $0 $0 $341,064 Program Management & Review 45.00% 30.00% 25.00% 100.00% $5,403,793 $3,602,529 $3,002,107 $0 $0 $0 $12,008, 429 $5,557,272 $3,704,848 $3,087,373 $0 $0 $0 $12,349,493
General and Administrative
Business Support Admin 45.00% 30.00% 25.00% 100.00% $15,813,340 $10,542,227 $8,785,189 $0 $0 $0 $35,14 0,755 Operating Division Admin 45.00% 30.00% 25.00% 100.00% $4,038,554 $2,692,369 $2,243,641 $0 $0 $0 $8,974,5 64 $19,851,894 $13,234,596 $11,028,830 $0 $0 $0 $44,115,320 Operational Support
Central Support Comnet/Comc 45.00% 30.00% 25.00% 100.00% $3,134,899 $2,089,932 $1,741,610 $0 $0 $0 $6,966,4 42 Operational Support 45.00% 30.00% 25.00% 100.00% $2,800,956 $1,867,304 $1,556,087 $0 $0 $0 $6,224,3 47 $5,935,855 $3,957,237 $3,297,697 $0 $0 $0 $13,190,789
Quality Control
Industrial Permitting and Compliance 45.00% 30.00% 25.00% 100.00% $9,937 $6,625 $5,521 $0 $0 $0 $22,082 Marine Biology & Ocean Operations 30.00% 40.00% 30.00% 100.00% $2,180,698 $2,907,598 $2,180,698 $0 $0 $0 $7,268,9 95 Sewage Testing and Control 45.00% 30.00% 25.00% 100.00% $238,814 $159,210 $132,675 $0 $0 $0 $530,698 Wastewater Chemistry Services 30.00% 40.00% 30.00% 100.00% $2,472,030 $3,296,040 $2,472,030 $0 $0 $0 $8,240,0 99 $4,901,479 $6,369,472 $4,790,923 $0 $0 $0 $16,061,875
Transmission
Main Cleaning 100.00% 100.00% $0 $0 $0 $0 $0 $0 $0
Other Muni Agencies 100.00% 100.00% $0 $0 $0 $0 $0 $0 $0 Other Pump Stations 100.00% 100.00% $1,239,173 $0 $0 $0 $0 $0 $1,239,173 Pipeline Maintenance & Repair 100.00% 100.00% $0 $0 $0 $0 $0 $0 $0 Pump Station 1 100.00% 100.00% $3,261,580 $0 $0 $0 $0 $0 $3,261,580 Pump Station 2 100.00% 100.00% $8,405,878 $0 $0 $0 $0 $0 $8,405,878 Sewer Pump Stations 100.00% 100.00% $0 $0 $0 $0 $0 $0 $0 WWC Engineering & Planning 100.00% 100.00% $0 $0 $0 $0 $0 $0 $0 $12,906,631 $0 $0 $0 $0 $0 $12,906,631
Treatment and Disposal
Cogen Facilities 0.00% 60.00% 40.00% 100.00% $0 $635,764 $423,842 $0 $0 $0 $1,059,606 GUF 0.00% 60.00% 40.00% 100.00% $0 $1,032,091 $688,061 $0 $0 $0 $1,720,152 MBC 0.00% 50.00% 50.00% 100.00% $0 $10,680,795 $10,680,795 $0 $0 $0 $21,361,591 NCWRP 75.00% 10.00% 15.00% 100.00% $9,516,699 $1,268,893 $1,903,340 $0 $0 $0 $12,688, 933 PTLWWTP 35.00% 40.00% 25.00% 100.00% $9,026,033 $10,315,466 $6,447,166 $0 $0 $0 $25,788 ,665 SBWRP 75.00% 10.00% 15.00% 100.00% $7,819,013 $1,042,535 $1,563,803 $0 $0 $0 $10,425, 350 WWTD Plant Engineering 45.00% 30.00% 25.00% 100.00% $398,444 $265,629 $221,358 $0 $0 $0 $885,430 $26,760,188 $25,241,173 $21,928,365 $0 $0 $0 $73,929,727 Customer
Meters and Services 100.00% 100.00% $0 $0 $0 $0 $0 $0 $0 Billing 100.00% 100.00% $0 $0 $0 $0 $1,197,602 $0 $1,197,602 $0 $0 $0 $0 $1,197,602 $0 $1,197,602
Recycled 100.00% 100.00% $0 $0 $0 $0 $0 $9,598,780 $9,598,780 $0 $0 $0 $0 $0 $9,598,780 $9,598,780
$75,913,319 $52,507,326 $44,133,188 $0 $1,197,602 $9,598 ,780 $183,350,216

41.40% 28.64% 24.07% 0.00% 0.65% 5.24% 100.00%
FY 2022 Allocation of Metropolitan Sub-System O&M t o Demand Parameters FY 2022 Allocation of Metropolitan Sub-System O&M t o Demand Parameters Volume-Related Volume-Related Customer-Related Customer-Related Table B-8
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Allocation of Metropolitan Subsystem Non-Rate Revenues to Demand Parameters Functional Component FLOW % COD % TSS %
Meters and
Services Billing Recycled Total FLOW COD TSS
Meters and
Services Billing Recycled Total
Other Operating Revenues
Maint & Operation Metro 45.00% 30.00% 25.00% 100.00% $36,000,000 $24,000,000 $20,000,000 $0 $0 $0 $80,000,000 Services Rendered Other Funds
Reimbursements Between Funds/Depts 43.99% 30.43% 25.58% 100.00% $679,971 $470,319 $395,310 $0 $0 $0 $1,545,600 Other Services To Outside 43.99% 30.43% 25.58% 100.00% $329,955 $228,221 $191,824 $0 $0 $0 $750,000 IWCP Notice of Violation Fees 100.00% 100.00% $0 $0 $0 $0 $22,215 $0 $22,215 IWCP Industrial User Discharge Permit Fees 45.00% 30.00% 25.00% 100.00% $67,972 $45,315 $37,762 $0 $0 $0 $151,049 Interest Earnings on Operating Fund 41.40% 28.64% 24.07% 0.00% 0.65% 5.24% 100.00% $791,066 $547,161 $459,897 $0 $12,480 $100,026 $1,910,629 $37,895,118 $25,308,451 $21,099,322 $0 $34,695 $100,026 $84,437,612

44.88% 29.97% 24.99% 0.00% 0.04% 0.12% 100.00%
Volume-Related Volume-Related Customer-Related Customer-Related FY 2022 Allocation of Metropolitan Sub-System Rev. Offsets to Demand Parameters FY 2022 Allocation of M etropolitan Sub-System Rev. Offsets to Demand Param eters Table B-9
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study Functionalization of Assets
Summary of Asset Values as of June 30, 2019
Asset Type Acquisition Value Book Value
Replacement Cost
New
Replacement Cost
New Less
Depreciation FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 RCN at June 30, 2019
+ Projected CIP
Expenditures % of Total
Muni Baseline
Large Sewer Pump Station $51,737,176 $28,646,634 $85,292,558 $40,252,828 $0 $0 $0 $0 $0 $0 $85,292,558 1.4% Muni Pump Station $168,077,548 $102,298,841 $280,155,574 $162,154,563 $3,279,958 $1,973,277 $1,273,832 $866,055 $1,637,017 $6,352,240 $295,537,953 4.8% Miscellaneous Projects $278,700,622 $191,382,914 $490,877,538 $317,998,223 ($3,769,224) $1,020,937 $1,929,422 $3,796,748 $8,452,743 $9,904,757 $512,212,920 8.3% AMI $4,220,580 $259,214 $1,280,151 $1,628,257 $3,628,647 $4,735,728 $15,752,578 0.3% Sewer Pipelines $2,184,138,318 $1,660,044,161 $4,298,682,652 $2,747,221,951 $76,042,931 $93,511,612 $68,353,540 $69,031,134 $84,080,221 $58,353,277 $4,748,055,367 76.6% Sewer Treatment Plants $73,337,974 $26,253,294 $175,763,102 $48,379,107 $0 $0 $0 $0 $0 $0 $175,763,102 2.8% Trunk Sewers $166,560,624 $141,873,209 $214,980,778 $178,843,515 $8,363,122 $35,872,789 $53,397,987 $17,276,809 $12,202,417 $20,721,344 $362,815,247 5.9% PW-CF $0 $0 $0 $0 $0 $0 $0 0.0%
PW-Demo $0 $0 $0 $0 $0 $0 $0 0.0%
PW-NC $0 $0 $0 $0 $0 $0 $0 0.0%
Recycled Water $0 $0 $0 $0 $0 $0 $0 0.0%
SDG&E Relocation $0 $0 $0 $0 $0 $0 $0 0.0%
Total Muni Assets $2,922,552,262 $2,150,499,053 $5,545,752,201 $3,494,850,187 $88,137,368 $132,637,829 $126,234,932 $92,599,004 $110,001,045 $100,067,346 $6,195,429,724 100.0% Metro Baseline
Large Sewer Pump Station $125,145,291 $72,493,276 $341,803,139 $102,101,609 $22,511,024 $12,537,005 $5,166,007 $6,817,894 $7,068,935 $1,074,050 $396,978,055 10.1% $396,978,055 8.7% Muni Pump Stations $982,919 $22,436 $1,930,585 $31,478 $0 $0 $0 $0 $0 $0 $1,930,585 0.0% $1,930,585 0.0% Miscellaneous Projects $98,209,819 $29,722,013 $174,827,097 $48,071,834 $481,749 $1,108,500 $4,471,460 $6,753,458 $20,588,142 $24,259,497 $232,489,903 5.9% $232,489,903 5.1% AMI $0 $0 $0 $0 $0 $0 $0 0.0% $0 0.0%
Pipelines $386,893,902 $275,844,052 $903,642,029 $487,338,632 $0 $0 $0 $0 $0 $0 $903,642,029 22.9% $903,642,029 19.9% Sewer Treatment Plants $1,139,333,734 $649,076,563 $2,209,027,091 $1,127,709,493 $7,919,586 $8,008,528 $29,418,709 $34,196,764 $19,651,635 $10,919,341 $2,319,141,654 58.9% $2,319,141,654 51.1% Trunk Sewers $32,379,005 $21,955,878 $54,940,114 $34,762,731 $671,614 $550,000 $3,535,000 $7,453,210 $8,978,189 $6,390,663 $82,518,790 2.1% $82,518,790 1.8% PW-CF $0 $0 $0 $0 $0 $0 $0 0.0% $7,856,614 0.2%
PW-Demo $0 $0 $0 $0 $0 $0 $0 0.0% $17,293,807 0.4%
PW-NC $0 $0 $0 $0 $0 $0 $0 0.0% $573,645,899 12.6%
Recycled Water $0 $500,000 $350,000 $360,856 $372,049 $383,589 $1,966,495 0.0% $1,966,495 0.043% SDG&E Relocation $0 $0 $0 $0 $0 $0 $0 0.0% 0.0%
Total Metro Assets $1,782,944,669 $1,049,114,218 $3,686,170,056 $1,800,015,777 $31,583,973 $22,704,033 $42,941,176 $55,582,183 $56,658,950 $43,027,140 $3,938,667,511 100.0% $4,537,463,831 100.0% Pure Water
Large Sewer Pump Station $0 $0 $0 $0 $0 $0 $0 0.0%
Muni Pump Station $0 $0 $0 $0 $0 $0 $0 0.0%
Miscellaneous Projects $0 $0 $0 $0 $0 $0 $0 0.0%
AMI $0 $0 $0 $0 $0 $0 $0 0.0%
Sewer Pipelines $0 $0 $0 $0 $0 $0 $0 0.0%
Sewer Treatment Plants $0 $0 $0 $0 $0 $0 $0 0.0%
Trunk Sewers $0 $0 $0 $0 $0 $0 $0 0.0%
PW-CF $0 $0 $0 $596,303 $3,574,715 $3,685,595 $7,856,614 1.3% PW-Demo $0 $822,349 $222,349 $9,289,314 $6,866,804 $92,991 $17,293,807 2.9% PW-NC $13,052,888 $13,052,888 $13,451,716 $13,451,716 $16,331,125 $40,726,877 $157,207,252 $179,079,378 $98,779,947 $39,622,736 $545,199,031 91.0% Recycled Water $0 $0 $0 $0 $0 $0 $0 0.0%
SDG&E Relocation $0 $0 $28,446,868 $0 $0 $0 $28,446,868 4.8% Total Pure Water Assets $13,052,888 $13,052,888 $13,451,716 $13,451,716 $16,331,125 $41,549,225 $185,876,468 $188,964,996 $109,221,466 $43,401,323 $598,796,320 100.0% Total $4,718,549,820 $3,212,666,159 $9,245,373,973 $5,308,317,680 $136,052,465 $196,891,088 $355,052,577 $337,146,182 $275,881,461 $186,495,809 Pure Water + Metro % of Total
Projected Inflation Adjusted CIP FY 2025 Assets by Function Table B-10
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2020 Allocation of the Capital Cost Revenue Requirement to Functions FY 2022 Muni Capital Cost Revenue Requirement by Function FY 2022 Metro Capital Cost Revenue Requirement by Function Capital Cost Revenue Requirement Muni Capital Cost Revenue Requirement Metro Debt Service $42,479,289 Debt Service $66,692,571
Transfers ($11,565,068) Transfers ($3,532,088)
Change in Cash $2,205,650 Change in Cash $3,462,875
Total Capital Cost Revenue Requirment $33,119,872 Total Capital Cost Revenue Requirment $66,623,358

TRUE TRUE
Amount Amount
Large Sewer Pump Station 1.38% $455,962 $455,962 Large Sewer Pump Station 8.75% $5,828,809 $5,828,809 Muni Pump Station 4.77% $1,579,903 $1,579,903 Muni Pump Station 0.04% $28,347 $28,347 Miscellaneous Projects 8.27% $2,738,216 $2,738,216 Miscellaneous Projects 5.12% $3,413,638 $3,413,638 AMI 0.25% $84,211 $84,211 AMI 0.00% $0 $0
Sewer Pipelines 76.64% $25,382,418 $25,382,418 Sewer Pipelines 19.92% $13,268,131 $13,268,131 Sewer Treatment Plants 2.84% $939,604 $939,604 Sewer Treatment Plants 51.11% $34,051,843 $34,051,843 Trunk Sewers 5.86% $1,939,558 $1,939,558 Trunk Sewers 1.82% $1,211,619 $1,211,619 PW-CF 0.00% $0 $0 PW-CF 0.17% $115,358 $115,358
PW-Demo 0.00% $0 $0 PW-Demo 0.38% $253,924 $253,924
PW-NC 0.00% $0 $0 PW-NC 12.64% $8,422,815 $8,422,815
Recycled Water 0.00% $0 $0 Recycled Water 0.04% $28,874 $28,874 Total Capital Cost Rev. Req. 100.00% $33,119,872 $33,119,872 Total Capital Cost Rev. Req. 100.00% $66,623,358 $66,623,358

TRUE TRUE
Total Capital Cost Revenue Requirement $99,743,230
TRUE
Functionalized Capital Cost Revenue
Requirment
Functionalized Capital Cost Revenue
Requirment
Allocated
Amount Asset Percentages
Asset
Percentages Allocated Amount
Table B-11
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Allocation of the Municipal Subsystem Capital Cost Revenue Requirement to Demand Parameters FY 2022 % Allocation of Municipal Sub-System Capita l Costs to Demand Parameters Function Total FLOW % COD % TSS %
Meters and
Services Billing Recycled
Large Sewer Pump Station 100% 100.00%
Muni Pump Station 100% 100.00%
Miscellaneous Projects 100% 100.00%
AMI 100% 100.00%
Sewer Pipelines 100% 0.00% 100.00%
Sewer Treatment Plants 100% 100.00%
Trunk Sewers 100% 100.00%
FY 2022 $ Allocation of Municipal Sub-System Capita l Costs to Demand Parameters Function Total FLOW COD TSS
Meters and
Services Billing Recycled
Large Sewer Pump Station $455,962 $455,962 $0 $0 $0 $0 $0 Muni Pump Station $1,579,903 $1,579,903 $0 $0 $0 $0 $0
Miscellaneous Projects $2,738,216 $2,738,216 $0 $0 $0 $0 $0 AMI $84,211 $0 $0 $0 $0 $84,211 $0
Sewer Pipelines $25,382,418 $0 $0 $0 $25,382,418 $0 $0
Sewer Treatment Plants $939,604 $939,604 $0 $0 $0 $0 $0 Trunk Sewers $1,939,558 $1,939,558 $0 $0 $0 $0 $0
Total $33,119,872 $7,653,243 $0 $0 $25,382,418 $84,211 $0 Total % 100.0% 23.1% 0.0% 0.0% 76.6% 0.3% 0.0%
Volume-Related
Volume-Related Customer-Related
Customer-Related
Table B-12
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Allocation of the Metropolitan Subsystem Capital Cost Revenue Requirement to Demand Parameters FY 2022 % Allocation of Metropolitan Sub-System Cap ital Costs to Demand Parameters Function Total FLOW % COD % TSS %
Meters and
Services Billing Recycled
Large Sewer Pump Station 100% 55.46% 21.87% 22.08% 0.596% Muni Pump Station 100% 55.46% 21.87% 22.08% 0.596%
Miscellaneous Projects 100% 55.46% 21.87% 22.08% 0.596% AMI 0%
Sewer Pipelines 100% 55.46% 21.87% 22.08% 0.596%
Sewer Treatment Plants 100% 55.46% 21.87% 22.08% 0.596% Trunk Sewers 100% 55.46% 21.87% 22.08% 0.596%
PW-CF 100% 55.46% 21.87% 22.08% 0.596%
PW-Demo 100% 55.46% 21.87% 22.08% 0.596%
PW-NC 100% 55.46% 21.87% 22.08% 0.596%
Recycled Water 100% 0.00% 100.00%
FY 2022 $ Allocation of Metropolitan Sub-System Cap ital Costs to Demand Parameters Function Total FLOW COD TSS
Meters and
Services Billing Recycled
Large Sewer Pump Station $5,828,809 $3,232,788 $1,274,565 $1,286,711 $0 $0 $34,745 Muni Pump Station $28,347 $15,722 $6,198 $6,258 $0 $0 $169 Miscellaneous Projects $3,413,638 $1,893,280 $746,448 $753,561 $0 $0 $20,349 AMI $0 $0 $0 $0 $0 $0 $0
Sewer Pipelines $13,268,131 $7,358,803 $2,901,295 $2,928,942 $0 $0 $79,091 Sewer Treatment Plants $34,051,843 $18,885,915 $7,445,996 $7,516,950 $0 $0 $202,982 Trunk Sewers $1,211,619 $671,991 $264,941 $267,465 $0 $0 $7,222 PW-CF $115,358 $63,980 $25,225 $25,465 $0 $0 $688
PW-Demo $253,924 $140,832 $55,525 $56,054 $0 $0 $1,514
PW-NC $8,422,815 $4,671,482 $1,841,787 $1,859,338 $0 $0 $50,208 Recycled Water $28,874 $0 $0 $0 $0 $0 $28,874
SDG&E Relocation $0 $0 $0 $0 $0 $0 $0
Readiness-to-Serve Adj. $0 $0 $0 $0 $0 $0
Total $66,623,358.19 $36,934,793.19 $14,561,980.70 $14,700,743.18 $0.00 $0.00 $425,841.11 Total % 100.0% 55.4% 21.9% 22.1% 0.0% 0.0% 0.6%
Volume-Related
Volume-Related
Customer-Related
Customer-Related
Table B-13
City of San Diego
Wastewater Financial Plan, Cost of Service, and Rate Study FY 2022 Units of Service
FY 2022 Units of Service Calculation
Customer Class
Estimated Test-Year
Billed Flow (HCF) (Note
1)
Estimated Return
Factor
Test-Year Flow Used in
Mass Balance (HCF)
Est. Test Year Flow for Mass
Balance Analysis (MGD)
Estimated Test Year
COD Strength (mg/L)
Estimated Test Year COD
Pounds
Estimated Test Year TSS
Strength (mg/L)
Estimated Test Year
TSS Pounds Source of Strength Loadings
Single Family Residential 17,778,264 95.0% 16,889,351 34.61 766.4 80,804,549.5 291.9 30,771,627 Huy Nguyen, City of San Diego Multi-Family Residential 14,006,986 95.0% 13,306,637 27 .27 766.4 63,663,594.7 291.9 24,244,085 Set to Match SFR Commercial / Industrial 14,161,621 100.0% 14,161,621 29.02 713.6 63,079,885.6 274.4 24,253,460 Actu al 2020 Billing Data Total Retail 45,946,871 44,357,609 90.90 749.6 207,548,029.8 286.3 79,269,173 Other (Navy, Prisons) 1,668,513 100.0% 1,668,513 3.42 651.0 6,780,466.5 273.0 2,843,421 Navy prisons Flow-Load FY18 Total Other (Navy, Prisons) 1,668,513 1,668,513 3.42 65 1.0 6,780,466.5 273.0 2,843,421 Trucked Waste 88,808 100.0% 88,808 0.18 9,474.5 5,252,430.0 8,208.2 4,550,412 Raftelis Estimate Imported Flows (Groundwater Discharge) 133,681 100.0% 133,681 0.27 100.0 83,448.5 50.0 41,724 Total Trucked Waste 222,489 222,489 0.46 3,841.9 5,335,878.4 3,306.4 4,592,137 Stormwater Transportation 363,828 100.0% 363,828 0.75 320.0 726,767.5 88.0 199,861 Inv# 1000264730 Total Storewater Transportation 363,828 363,828 0.75 320.0 726,767.5 88.0 199,861 Total Billed Flow 48,201,701 46,612,439 95.52 757.4 220,391,142.2 298.7 86, 904,592

4.40%
Estimated I/I 2,120,875 1,951,735 4.00 276.0 3,362,628.3 154.0 1,876,249 Huy Nguyen, City of San Diego Total Estimated I/I 2,120,875 1,951,735 4.00 276.0 3,362 ,628.3 154.0 1,876,249 Estimated Contributed Flow 50,322,576 48,564,174 99.52 738.1 223,753,771 292.9 88,780,841 Note 1: Residential customer are billed based on water water usage. C/I and Other are based on estimated return flow Table B-14
City of San Diego
Wastewater Rate and Fee Study
Units of Service Calculation
FY 2022
Summary Units of Service After the Allocation of I/I Allocation of I/I FY 2022 Billed Units of Service FY 2022 Allocation of I/I Units Billed Units of Service Allocation of I/I
Estimated Test
Year Flow
(MGD)
Estimated Test
Year Flow
(HCF)
Estimated Test Year
COD Strength
(mg/L)
Estimated Test
Year COD
Pounds
Estimated Test
Year TSS Strengh
(mg/L)
Estimated Test
Year TSS Pounds
Customer Class Flow (HCF)) COD Pounds TSS Pounds Estimated I/I 4.00 1,951,735 3,362,628 1,876,249 Single Family Residential 17,778,264 Amount Allocated on Accounts 2.68 1,307,662 2,252,961 1 ,257,087 Multi-Family Residential 14,006,986 Amount Allocated on Flow 1.32 644,072 1,109,667 619,162 Commercial / Industrial 14,161,621 63,079,886 24,253,4 60 Total 4.00 1,951,735 276.00 3,362,628 154.00 1,876,249 Other (Navy, Prisons) 1,668,513
Trucked Waste and Imported Flows 222,489 I/I Allocated on Accounts Stormwater Transportation 363,828 Single Family Residential 2.25 1,095,684 1,887,744 1,05 3,307 Total 48,201,701 63,079,886 24,253,460 Multi-Family Resident ial 0.28 136,917 235,894 131,622 Commercial / Industrial 0.15 74,991 129,201 72,090
FY 2022 Return Flow Units of Service Other (Navy, Prisons) 0.00 71 122 68 Customer Class Flow (HCF)) COD Pounds TSS Pounds Trucked Waste and Imported Flows 0.00 0 0 0 Single Family Residential 16,889,351 80,804,550 30,771 ,627 Stormwater Transportation Multi-Family Residential 13,306,637 63,663,595 24,244, 085 Total I/I Allocated on Accounts 2.68 1,307,662 2,25 2,961 1,257,087 Commercial / Industrial 14,161,621 63,079,886 24,253,4 60 Other (Navy, Prisons) 1,668,513 6,780,466 2,843,421 I/I Allocated on Volume Trucked Waste and Imported Flows 222,489 5,335,878 4,5 92,137 Single Family Residential 0.48 236,343 407,194 22 7,202 Stormwater Transportation 363,828 726,767 199,861 Multi-Family Residential 0.38 18 6,208 320,817 179,006 Total 46,612,439 220,391,142 86,904,592 Commercial / Industr ial 0.41 198,172 341,430 190,508 Other (Navy, Prisons) 0.05 23,349 40,227 22,446
FY 2022 Allocated I/I Units of Service Trucked Waste and Imported Flows 0.00 0 0 0 Customer Class Flow (HCF) COD Pounds TSS Pounds Stormwater Transportation 0.00 0 0 0 Single Family Residential 1,332,027 2,294,938 1,280,50 9 Total I/I Allocated on Volume 1.32 644,072 1,109,667 6 19,162 Multi-Family Residential 323,125 556,710 310,628
Commercial / Industrial 273,163 470,630 262,598 Allocated I/I Reconciliation Other (Navy, Prisons) 23,419 40,349 22,514 Single Family Residential 2.73 1,33 2,027 2,294,938 1,280,509 Trucked Waste and Imported Flows 0 0 0 Multi-Family Res idential 0.66 323,125 556,710 310,628 Stormwater Transportation 0 0 0 Commercial / Industrial 0.56 273,163 470,630 262,598 Total 1,951,735 3,362,628 1,876,249 Other (Navy, Prisons) 0.05 23,419 40,349 22,514 Trucked Waste and Imported Flows 0.00 0 0 0
FY 2022 Total Units of Service Stormwater Transportation 0.00 0 0 0 Customer Class Flow (HCF) COD Pounds TSS Pounds Total Allocated I/I 4.00 1,951,735 276.00 3,362,628 154.00 1,876,249 Single Family Residential 18,221,378 83,099,488 32,052 ,136 Multi-Family Residential 13,629,762 64,220,305 24,554, 713 Commercial / Industrial 14,434,784 63,550,516 24,516,059 Allocation of I/I Between Accounts & Volume Other (Navy, Prisons) 1,691,932 6,820,816 2,865,935 % of I/I Allocated on Ac counts 67.00% Trucked Waste and Imported Flows 222,489 5,335,878 4,5 92,137 % of I/I Allocated on Flow 33.00% Stormwater Transportation 363,828 726,767 199,861
Total 48,564,174 223,753,771 88,780,841
Flow
FY 2022 Accounts Accounts Percentage HCF Percentage
SFR 231,905 83.79% 16,889,351 36.70%
MFR 28,979 10.47% 13,306,637 28.91%
Non-Residential 15,872 5.73% 14,161,621 30.77%
Other (Navy, Prisons) 15 0.01% 1,668,513 3.63%
Trucked Waste and Imported Flows 0 0.00% 0 0.00%
Stormwater Transportation 0 0.00% 0
Total 276,771 100.00% 46,026,122 100.00%
Accounts/EDUs
Table B-15
City of San Diego
Wastewater Rate and Fee Study
Cost of Service by Customer Class
FY 2022
Revenue Requirement Components
FY 2022 Revenue Requirement Allocations
Volume
Revenue Requirement Component Total FLOW COD TSS Meters an d Services Billing Readiness to Serve
Allocation Recycled
Muni O&M $105,601,402 $76,265,809 $7,566,057 $6,229,011 $3,969,9 01 $11,538,643 $0 $31,981 Muni Capital Costs $33,119,872 $7,653,243 $0 $0 $25,382,418 $84,211 $0 $0 Less: Muni Non-Rate Revenues $12,213,166 $6,627,425 $2,859,017 $2,381,057 $72,654 $27 2,452 $0 $561 Muni Net Revenue Requirement from Rates $126,508,107 $77,291,628 $4,707,039 $3,847,954 $29,279, 664 $11,350,402 $0 $31,420 Metro O&M $183,350,216 $75,913,319 $52,507,326 $44,133,188 $0 $1,1 97,602 $9,598,780 Metro Capital Costs $66,623,358 $36,934,793 $14,561,981 $14,700,743 $0 $0 $0 $ 425,841 Less: Metro Non-Rate Revenues $84,437,612 $37,895,118 $25,308,451 $21,099,322 $0 $34,6 95 $0 $100,026 Metro Net Revenue Requirement from Rates $165,535,963 $74,952,995 $41,760,855 $37,734,610 $0 $1,1 62,907 $0 $9,924,596 Combined O&M $288,951,618 $152,179,129 $60,073,382 $50,362,200 $3,96 9,901 $12,736,245 $0 $9,630,762 Combined Capital Costs $99,743,230 $44,588,036 $14,561,981 $14,700,743 $25,382 ,418 $84,211 $0 $425,841 Less: Combined Non-Rate Revenues $96,650,778 $44,522,542 $28,167,469 $23,480,379 $72,654 $307,147 $0 $100,587 Combined Net Revenue Requirement from Rates $292,044,070 $152,244,622 $46,467,894 $41,582,564 $29,2 79,664 $12,513,309 $0 $9,956,016 TRUE $240,295,081 Total Volumetric $41,792,973 Total Customer-Related TRUE
Combined Net Revenue Requirement from Rates $292,044,070 Less: Revenue Requirement Allocated to Recycled Wa ter $9,956,016 Net Revenue Req. to be Recovered from WW Customers $ 282,088,054 Unit Cost of Service
FY 2022 Unit Cost of Service Calculation
Customer Class
Contributed Flow
HCF/Year Allocated I/I HCF/Year Total Flow HCF/Year Co ntributed COD Lbs/Year Allocated I/I COS
Lbs/Year Total COS Lbs/Year Contributed TSS Lbs/Year Allo cated TSS Lbs/Year Total TSS Lbs/Year Meters and Service
Accounts / EDUs Bills
Readiness to Serve
Accounts/EDUs
Single Family Residential 16,889,351 16,889,351 80,804,550 80,804,550 30,771,627 30,771,627 231,905 2,782,860 231,9 05 Multi-Family Residential 13,306,637 13,306,637 63,663,595 63,663,595 24,244,085 24,244,085 28,979 347,748 28,979 Commercial / Industrial 14,161,621 14,161,621 63,079,886 63,079,886 24,253,460 24,253,460 15,872 190,464 15,872 Subtotal 44,357,609 44,357,609 207,548,030 207,548,030 79,269,173 79,269,173 276,756 3,321,072 276, 756 Other (Navy, Prisons) 1,668,513 1,668,513 6,780,466 6,780,466 2,843,421 2,843,421 15 180 15 Subtotal 1,668,513 1,668,513 6,780,466 6,780,466 2,843,421 2,843,421 15 180 15 Total Before I/I Allocation 46,026,122 46,026,122 214,328,496 214,328,496 82,112,594 82,112,594 Trucked Waste and Imported Flows 222,489 222,489 5,335,878 5,335,878 4,592,137 4,592,137 Subtotal 222,489 222,489 5,335,878 5,335,878 4,592,137 4,592,137 0 0 0 Stormwater Transportation 363,828 363,828 726,767 726,767 199,861 199,861 Subtotal 363,828 363,828 726,767 726,767 199,861 199,861 0 0 0 I/I (Total) 1,951,735 1,951,735 3,362,628 3,362,628 1,876,249 1,876,249 Total Contributed Units 48,564,174 48,564,174 223,753,771 223,753,771 88,780,841 88,780,841 276,771 3,321,252 276, 771

TRUE TRUE TRUE TRUE
Unit Cost of Service for Wastewater Demand Parameters $/HCF $3.13 $/Pound $0.21 $/Pound $0.47 $105.7902 $3.7676 $0.0000 Class Cost of Service
FY 2022 Class Cost of Service Net of Recycled - Before Allocation of I/I to Classes Customer Class
Total Class COS After
Allocation of I/I I/I Flow I/I Acct
Total Class COS without
Allocation of I/I to
Customer Classes Total Flow and Strength Flow COD TSS Tota l Fixed Meters and Services Billing Readiness to Serve
Allocation
Single Family Residential $124,410,596 $931,896 $4,320,253 $119,158,447 $84,140,3 30 $52,946,702 $16,781,023 $14,412,604 $35,018,117 $24,5 33,280 $10,484,837 $0 Multi-Family Residential $71,941,723 $734,214 $539,862 $70,667,648 $66,291,761 $4 1,715,193 $13,221,289 $11,355,279 $4,375,887 $3,065,695 $1,310,192 $0 Commercial / Industrial $72,329,013 $781,389 $295,686 $71,251,938 $68,855,235 $4 4,395,497 $13,100,067 $11,359,670 $2,396,704 $1,679,102 $717,601 $0 Subtotal $268,681,332 $2,447,499 $5,155,800 $261,078,033 $219,28 7,325 $139,057,392 $43,102,380 $37,127,554 $41,790,708 $ 29,278,077 $12,512,631 $0 Other (Navy, Prisons) $8,065,167 $92,063 $279 $7,972,824 $7,970,559 $5,230,649 $1,408,128 $1,331,782 $2,265 $1,587 $678 $0 Subtotal $8,065,167 $92,063 $279 $7,972,824 $7,970,559 $5,230,649 $1,408,128 $1,331,782 $2,265 $1,587 $678 $0 Trucked Waste and Imported Flows $3,956,443 $3,956,443 $3,956,443 $697,485 $1,108,125 $2,150,834 $0 $ 0 $0 $0 Subtotal $3,956,443 $0 $0 $3,956,443 $3,956,443 $697,485 $1,108,12 5 $2,150,834 $0 $0 $0 $0 Stormwater Transportation $1,385,112 $1,385,112 $1,385,112 $1,140,571 $150,931 $93,610 $0 $0 $0 $0 Subtotal $1,385,112 $0 $0 $1,385,112 $1,385,112 $1,140,571 $150,93 1 $93,610 $0 $0 $0 $0 Total Allocated I/I $2,539,562 $5,156,080 $7,695,641 $7,695,641 $6,118,525 $ 698,331 $878,785 Net Revenue Req. to be Recovered from WW Customers $28 2,088,054 $282,088,054 $240,295,081 $152,244,622 $46,467,894 $41, 582,564 $41,792,973 $29,279,664 $12,513,309 $0 Customer
Customer-Related
Flow COD TSS
I/I Allocation to Class COS Customer Flow and Strength Table B-15
City of San Diego
Wastewater Rate and Fee Study
Cost of Service by Customer Class
FY 2022
FY 2022 Class Cost of Service Net of Recycled - After Allocation of I/I to Classes Customer Class Total
Total Flow and
Strength I/I Flow Flow COD TSS Total Fixed I/I Accounts Mete rs and Services Billing Readiness to Serve
Allocation
Single Family Residential $124,410,596 $85,072,226 $931,896 $52,946,702 $16,781,0 23 $14,412,604 $39,338,370 $4,320,253 $24,533,280 $10,48 4,837 $0 Multi-Family Residential $71,941,723 $67,025,975 $734,214 $41,715,193 $13,221,28 9 $11,355,279 $4,915,748 $539,862 $3,065,695 $1,310,192 $ 0 Commercial / Industrial $72,329,013 $69,636,624 $781,389 $44,395,497 $13,100,06 7 $11,359,670 $2,692,390 $295,686 $1,679,102 $717,601 $0 Subtotal $268,681,332 $221,734,824 $2,447,499 $139,057,392 $43,1 02,380 $37,127,554 $46,946,508 $5,155,800 $29,278,077 $1 2,512,631 $0 Other (Navy, Prisons) $8,065,167 $8,062,622 $92,063 $5,230,649 $1,408,128 $1,3 31,782 $2,544 $279 $1,587 $678 $0 Subtotal $8,065,167 $8,062,622 $92,063 $5,230,649 $1,408,128 $1,3 31,782 $2,544 $1,587 $678 $0 Trucked Waste and Imported Flows $3,956,443 $3,956,443 $0 $697,485 $1,108,125 $2,150,834 $ 0 $0 $0 $0 $0 Subtotal $3,956,443 $3,956,443 $0 $697,485 $1,108,125 $2,150,834 $ 0 $0 $0 $0 $0 Stormwater Transportation $1,385,112 $1,385,112 $0 $1,140,571 $150,931 $93,610 $0 $0 $0 $0 $0 Subtotal $1,385,112 $1,385,112 $0 $1,140,571 $150,931 $93,610 $0 $0 $0 $0 $0 I/I (Total) $282,088,054 $235,139,001 $2,539,562 $146,126,097 $45,7 69,563 $40,703,779 $46,949,053 $5,155,800 $29,279,664 $1 2,513,309 $0

TRUE TRUE
Comparison of Cost of Service to Revenue at Existing Rates FY 2022 Cost of Service vs. Revenue at Existing Rates
Customer Class
FY 2022 Cost of
Service
Revenue at Existing
Rates
Required Change in
Revenue Recovery from
Existing Rates
Percentage Change in
Revenue Recovery
Wastewater Enterprise Fund Net Revenue Requirement from Rates $292,044,070 <<From Financial Plan Wastewater Customer Classes
Single Family Residential $124,410,596 $106,632,771 $17,777,825 16.67% Multi-Family Residential $71,941,723 $75,752,500 ($3,810,777) -5.03% Non-Residential $72,329,013 $82,326,763 ($9,997,750) -12.14% Total Regular Wastewater Service $268,681,332 $264,712,034 $3,969,298 1.50% Other (Navy, Prisons) $8,065,167 $7,257,235 $807,931 11.13% Total Other (Navy, Prisons) $8,065,167 $7,257,235 $807,931 11.13% Trucked Waste and Imported Flows $3,956,443 $4,500,000 ($543,557) -12.08% Total Trucked Waste $3,956,443 $4,500,000 ($543,557) -12.08% Stormwater Transportation $1,385,112 $1,667,940 ($282,828) -16.96% Total Stormwater Transportation $1,385,112 $1,667,940 ($282,828) -16.96% Total Wastewater Service $282,088,054 $278,137,209 $3,950,844 1.42% Recycled Service $9,956,016 $9,956,016
Total System Revenues from Rates and Charges $292,044,070 $278,137,209 $13,906,860 5.00% Cumulative Increase from Revenue Requirement Projection 5.00% FY 2022 Cost of Service vs. Revenue at Existing Rates (Recycled as Separate Item) Customer Class
FY 2022 Cost of
Service
Revenue at Existing
Rates
Required Change in
Revenue Recovery from
Existing Rates
Percentage Change in
Revenue Recovery
Determination of Wastewater Cost of Service
Total WW Enterprise Fund Net Revenue Req. from Rate s $292,044,070 <<From Financial Plan and Revenue Requirement Projection Less: Wastewater Costs in Revenue Requirement Allo cated to Recycled $9,956,016 << From Cost Allocations in this Wastewater COS Model Net Revenue Req. to be Recovered from Wastewater Customers $282,088,054 Wastewater Customer Classes
Single Family Residential $124,410,596 $106,632,771 $17,777,825 16.67% Multi-Family Residential $71,941,723 $75,752,500 ($3,810,777) -5.03% Non-Residential $72,329,013 $82,326,763 ($9,997,750) -12.14% Total Regular Wastewater Service $268,681,332 $264,712,034 $3,969,298 1.50% Other (Navy, Prisons) $8,065,167 $7,257,235 $807,931 11.13% Total Other (Navy, Prisons) $8,065,167 $7,257,235 $807,931 11.13% Trucked Waste $3,956,443 $4,500,000 ($543,557) -12.08%
Total Trucked Waste $3,956,443 $4,500,000 ($543,557) -12.08% Stormwater Transportation $1,385,112 $1,667,940 ($282,828) -16.96% Total Stormwater Transportation $1,385,112 $1,667,940 ($282,828) -16.96% Total System Revenues from Rates and Charges $282,088,054 $278,137,209 $3,950,844 1.42% Cumulative Increase from Revenue Requirement Projection 5.00% Customer
Table B-16
City of San Diego
Wastewater Rate and Fee Study
Wastewater Rate Design
FY 2022
FY 2022 Meter Service Charge for SFR, MFR and Commercial/Industrial Customer Class
Meters and
Services Revenue
Requirement
Readiness to
Serve Revenue
Requirement
Billing Revenue
Requirement
I/I Accounts
Revenue
Requirement
Total Customer
Revenue
Requirement
Projected Test-
Year Bills for
Fixed Charge
Calculation
FY 2022
Calculated
Service Charge
Current
Service Charge $ Difference
%
Difference
Single Family Residential $24,533,280 $0 $10,484,837 $4 ,320,253 $39,338,370 2,782,860 $14.14 $15.33 ($1.19) -7.8 % Multi-Family Residential $3,065,695 $0 $1,310,192 $539, 862 $4,915,748 347,748 $14.14 $15.33 ($1.19) -7.8% Commercial / Industrial $1,679,102 $0 $717,601 $295,686 $2,692,390 190,464 $14.14 $15.33 ($1.19) -7.8% Subtotal $29,278,077 $0 $12,512,631 $5,155,800 $46,946, 508 3,321,072 Other (Navy, Prisons) $1,587 $0 $678 $279 $2,544 180 $14.1 4 $15.33 ($1.19) -7.8% Subtotal $1,587 $0 $678 $279 $2,544 180
TOTAL $29,279,664 $0 $12,513,309 $5,156,080 $46,949,053 3 ,321,252 $14.14 $15.33 ($1.19) -7.8%

TRUE TRUE TRUE TRUE
FY 2022 Single Family and Multi-Family Residential Flow Based Charges Customer Class
Flow Revenue
Requirement
COD Revenue
Requirement
TSS Revenue
Requirement
I/I Volume
Revenue
Requirement
Total
Volumetric
Revenue
Requirement
Projected Test-
Year Billable
Units of Service
FY 2022
$/HCF
Calculated
Charge
Current
$/HCF
Charge $ Difference
%
Difference
Single Family $52,946,702 $16,781,023 $14,412,604 $931, 896 $85,072,226 17,778,264 $4.7860 $3.5983 $1.1877 33.0% Multi Family $41,715,193 $13,221,289 $11,355,279 $734,2 14 $67,025,975 14,006,986 $4.7860 $5.0276 ($0.2416) -4.8% TOTAL $94,661,895 $30,002,312 $25,767,883 $1,666,110 $15 2,098,200 31,785,250

TRUE TRUE TRUE TRUE TRUE

TRUE TRUE TRUE TRUE TRUE
FY 2022 Commercial Flow and Strength Charges
Commercial/Industrial
Flow and Strength
Revenue
Requirement
I/I Volume
Revenue
Requirement
Total Revenue
Requirement
Projected Test-
Year Billable
Units of Service
FY 2022
Calculated
Charges Current Charges $ Difference % Difference
Flow Charges ($ / hcf) $44,395,497 $781,389 $45,176,886 14,161,621 $3.1910 $3.7672 ($0.5762) -15.3% COD Charges ($ / lb) $13,100,067 $13,100,067 63,079,886 $0.2080 $0.2242 ($0.0162) -7.2% TSS Charges ($ / lb) $11,359,670 $11,359,670 24,253,460 $0.4690 $0.5517 ($0.0827) -15.0% TOTAL $68,855,235 $781,389 $69,636,624

TRUE TRUE
FY 2022 Trucked Waste
Flow Based Charges
Revenue
Requirement
Projected Test-
Year Billable
Units of Service
FY 2022
Calculated
Charges Current Charges $ Difference % Difference
Flow Charges ($ / hcf) $697,485 222,489 $3.1350 $3.8996 ( $0.7646) -19.6% COD Charges ($ / lb) $1,108,125 5,335,878 $0.2080 $0.232 1 ($0.0241) -10.4% TSS Charges ($ / lb) $2,150,834 4,592,137 $0.4690 $0.571 0 ($0.1020) -17.9% TOTAL $3,956,443
TRUE
FY 2022 Stormwater Transportation
Flow Based Charges
Revenue
Requirement
Projected Test-
Year Billable
Units of Service
(HCF)
FY 2022
Calculated $/HCF
Charge Current Charges $ Difference % Difference
Flow Charges ($ / hcf) $1,140,571
COD Charges ($ / lb) $150,931
TSS Charges ($ / lb) $93,610
TOTAL $1,385,112 363,828 $3.8080 $7.6763 ($3.8683) -50.4% Table B-17
City of San Diego
Wastewater Rate and Fee Study
Wastewater Rate Summary
FY 2022 Wastewater Service Charges ($/month) FY 2022 - FY 2025 Wastewater Service Charges ($/Month) Customer Class
Current
Charge FY 2022 $ Diff % Diff
Current
Charge FY 2022 FY 2023 FY 2024 FY 2025
Single Family Residential $/Month $15.33 $14.14 ($1.19) -7.8% $15.33 $14.14 $14.71 $15.29 $15.75 Multi-Family Residential $/Month $15.33 $14.14 ($1.19) -7.8% $15.33 $14.14 $14.71 $15.29 $15.75 Commercial / Industrial $/Month $15.33 $14.14 ($1.19) -7.8% $15.33 $14.14 $14.71 $15.29 $15.75 FY 2022 Wastewater Commodity and Strength Charges FY2022 - FY2025 Wastewater Commodity and Strength Charges Customer Class
Current
Charge FY 2022 $ Diff % Diff
Current
Charge FY 2022 FY 2023 FY 2024 FY 2025
Residential
Single Family Residential ($ / hcf) $3.598 $4.786 $1.188 33.0% $3.5983 $4.786 $4.977 $5.177 $5.332 Multi-Family Residential ($ / hcf) $5.028 $4.786 ($0.242) -4.8% $5.0276 $4.786 $4.977 $5.177 $5.332 Commercial / Industrial
Flow Charges ($ / hcf) $3.767 $3.191 ($0.576) -15.3% $3.7672 $3.191 $3.319 $3.451 $3.555 COD Charges ($ / lb) $0.224 $0.208 ($0.016) -7.2% $0.2242 $0.208 $0.216 $0.225 $0.232 TSS Charges ($ / lb) $0.552 $0.469 ($0.083) -15.0% $0.5517 $0.469 $0.488 $0.507 $0.522 Trucked Waste
Flow Charges ($ / hcf) $3.900 $3.135 ($0.765) -19.6% $3.8996 $3.135 $3.260 $3.391 $3.493 COD Charges ($ / lb) $0.232 $0.208 ($0.024) -10.4% $0.2321 $0.208 $0.216 $0.225 $0.232 TSS Charges ($ / lb) $0.571 $0.469 ($0.102) -17.9% $0.5710 $0.469 $0.488 $0.507 $0.522 Stormwater Transportation
Flow ($/hcf) $7.676 $3.808 ($3.868) -50.4% $7.6763 $3.808 $3.960 $4.119 $4.242 Rate Projection for FY22 - FY25 FY 2022 Wastewater Rate Summary

APPENDIX C:

RECYCLED WATER

COST OF SERVICE AND

RATE DESIGN
Table C-1
City of San Diego
Wastewater Rate and Fee Study
Data Inputs for Recycled Water Rates
Debt Service Inputs for the Recycled Revenue Requirement 3 Recycled Water Bond Series Debt Service Test Year
Water Fund FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2022 2012A $11,828,900 $11,832,025 $11,834,100 $11,835,550 $1 1,830,675 $11,827,550 $11,834,275 $11,831,000 $11,832,5 00 $11,831,500 $11,831,875 $11,834,100 2016A $2,610,875 $2,613,850 $2,611,000 $2,612,725 $2,613 ,400 $2,612,325 $2,615,125 $2,611,050 $2,615,175 $2,611, 675 $2,610,550 $2,611,000 2016B $46,306,875 $46,315,000 $46,308,625 $39,114,125 $3 9,117,250 $41,157,500 $42,621,875 $42,030,125 $42,044,7 50 $42,037,750 $21,750,750 $46,308,625 2018A $16,023,175 $16,022,550 $16,021,925 $16,025,675 $1 6,023,300 $16,024,300 $16,027,925 $16,023,675 $16,021,0 50 $16,024,175 $16,022,300 $16,021,925 Total $76,769,825 $76,783,425 $76,775,650 $69,588,075 $6 9,584,625 $71,621,675 $73,099,200 $72,495,850 $72,513,4 75 $72,505,100 $52,215,475 $76,775,650 Recycled Water Debt Service $3,723,337 $3,723,996 $3,723,619 $3,375,022 $3,374,854 $ 3,473,651 $3,545,311 $3,516,049 $3,516,904 $3,516,497 $2 ,532,451 $3,723,619 Percentage of total CIP Proceeds for RW 4.85% 4.85% 4. 85% 4.85% 4.85% 4.85% 4.85% 4.85% 4.85% 4.85% 4.85% 4.85% Wastewater Fund FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2022 2015 Refunding Bonds $14,658,900 $14,658,900 $80,373,9 00 $84,008,150 $64,743,900 $64,743,700 $43,399,950 $13,6 65,750 $0 $0 $0 $80,373,900 2016 Refunding Bonds $80,405,400 $80,410,900 $15,050,9 00 $13,506,500 $13,506,500 $13,506,500 $13,506,500 $42,4 31,500 $39,185,250 $39,189,000 $24,034,750 $15,050,900 Total $95,064,300 $95,069,800 $95,424,800 $97,514,650 $7 8,250,400 $78,250,200 $56,906,450 $56,097,250 $39,185,2 50 $39,189,000 $24,034,750 $95,424,800 Recycled Water Debt Service $395,467 $395,490 $396,967 $405,661 $325,522 $325,521 $23 6,731 $233,365 $163,011 $163,026 $99,985 $396,967 Percentage of total CIP Proceeds for RW 0.42% 0.42% 0. 42% 0.42% 0.42% 0.42% 0.42% 0.42% 0.42% 0.42% 0.42% 0.42% Grand Total $4,118,804 $4,119,486 $4,120,586 $3,780,683 $3,700,376 $ 3,799,172 $3,782,042 $3,749,413 $3,679,914 $3,679,524 $2 ,632,435 $4,120,586 R/R Paygo (uninflated) $500,000 $500,000 $500,000 $500,000 $500,000 $500,000 $50 0,000 $500,000 $500,000 $500,000 $500,000 $500,000 Recycled Debt Allocations for COS Study Test Year
Item FY 2022
Metro Capital Cost TY Revenue Requirement $66,623,35 8
Recycled Portion of Metro Capital Cost TY RR $28,874
Net Metro Capital Cost TY Revenue RR $66,594,484
Recycled Debt Service in the WW Enterprise Fund $396 ,967 Recycled Debt Svc. as a % of Net Metro Capital Cost TY RR 0.5961% Used as the Basis for Allocating Sewer Revenue Fund Debt Service to Recycled $425,841
Basis for Allocation of Wastewater Treatment Costs to Recycled NC Tertiary Cost Report FY 2018 $2,255,711
SB Tertiary Cost Report FY 2018 $1,462,243
FY 19 Pump Station O&M $256,038
Total $3,973,992 Amount Used as the Basis for the Allocation of Wastewter Treatment Costs to Recycled Wastewater Treatment
FY 2022 WW
Treatment Cost
FY 2022 %
Allocation to
Recycled
FY 2022 $
Allocation to
Recycled
200019 Personnel Cost $19,801,344 3.44% $664,897
200019 Fringe Benefits $12,026,004 3.44% $403,808
200019 Supplies $21,490,330 3.44% $699,312
200019 Contracts $33,803,557 3.44% $1,084,059
200019 IT Expenses $6,373,417 3.44% $209,738
200019 Energy & Utilities $19,597,464 3.44% $598,116
200019 Other $72,706 3.44% $2,504
200019 Capital Expenditures $2,229,985 3.44% $71,061
WWTD Total $115,394,806 3.44% $3,733,494
FY 2018 Recycled Tertiary Treatment
Costs
Recycled O&M Allocations from COS Study
FY 2022 WW Treatment Cost Allocation to Recycled
Recycled Tertiary Treatment
Table C-1
City of San Diego
Wastewater Rate and Fee Study
Data Inputs for Recycled Water Rates
Basis for Billing Costs Allocated to Recycled
FY 2022
Recycled Accounts $765
Sewer Accounts $276,771
% Recycled 0.276% Thisis used to allocate customer su pport services to recycled Forecast of Recycled Customer Accounts and Demand
Recycled Demand and Customer Account Forecast
Year Source
FY 2021 12,979 750 FY 2021 from Composite Schedules Recycled.xls FY 2022 13,238 765 2.0% 2.0% 2% Growth Rate from Composi te Schedules - Recycled.xls FY 2023 13,503 780 2.0% 2.0% 2% Growth Rate from Composi te Schedules - Recycled.xls FY 2024 13,773 796 2.0% 2.0% 2% Growth Rate from Composi te Schedules - Recycled.xls FY 2025 14,048 812 2.0% 2.0% 2% Growth Rate from Composi te Schedules - Recycled.xls 2% Growth Rate from Composite Schedules - Recycled.xls
2 Projection of Recycled Accounts by Meter Size and Equivalent Meters Test Year Accounts
% at Each Meter
size FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2022
3/4" 0.4% 3 3 3 3 3 3
1" 12.3% 92 94 96 98 100 94
1 1/2" 20.4% 153 156 159 162 165 156
2" 61.4% 461 470 479 489 498 470
3" 0.9% 7 7 7 8 8 7
4" 2.8% 21 22 22 23 23 22
6" 0.7% 5 5 5 5 5 5
8" 0.3% 2 2 2 2 2 2
10" 0.8% 6 6 6 6 7 6
12" 0.0% 0 0 0 0 0 0
16" 0.0% 0 0 0 0 0 0
Total Recycled Water Accounts 100.0% 750 765 780 796 812 7 65 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Test Year
3 3 3 3 3 3
154 157 160 163 166 157
509 520 530 541 551 520
2,456 2,505 2,555 2,606 2,659 2505
83 84 86 88 89 84
446 455 464 474 483 455
219 224 228 233 237 224
189 193 197 200 205 193
850 867 885 902 920 867
0 0 0 0 0 0
0 0 0 0 0 0
4,910 5,008 5,108 5,210 5,314 5,008
% Increase
Customers Total Sales # Customers % Increase Sales
Total Equivalent Meters
3/4"
1"
1 1/2"
2"
3"
4"
6"
8"
10"
12"
16"
Equivalelent Meters
Table C-1
City of San Diego
Wastewater Rate and Fee Study
Data Inputs for Recycled Water Rates
Calculation of Recycled Equivalent Meters
Meter Size
Max Capacity
(gpm) Meter Ratio
5/8", 3/4" 30 1.00
1" 50 1.67

1.5" 100 3.33
2" 160 5.33
3" 350 11.67
4" 630 21.00
6" 1,300 43.33
8" 2,800 93.33
10" 4,200 140.00
12" 5,300 176.67
16" 7,800 260.00
Projection of Recycled Demand
Equivalelent Meters FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Test Year Projected Test-Year Sales (AF) - from Composite Schedules 12,979 13,238 13,503 13,773 14,048 13,238 Gallons 4,229,081,264 4,313,662,890 4,399,936,147 4,487,934,870 4,577,693,568 4,313,662,890 HCF 5,653,474 5,766,544 5,881,874 5,999,512 6,119,502 5,766,544 Table C-2
City of San Diego
Wastewater Rate Fee Study
Recycled Water Rate Calculation
FY 2022
FY 2022 Recycled Revenue Requirement
FY 2022 Recycled Revenue Requirement Components
FY 2022
Metro O&M - Treatment $3,733,494
Metro O&M - Water System Operations $5,865,286
Metro O&M for Billing $0
Muni O&M for Billing $31,981
Metro Capital $425,841
Muni Capital $0
Total Gross Wastewater Costs Allocated to Recycled $10,056,603 Metro Non-Rate Revenue Offset $100,026
Muni Non-Rate Revenue Offset $561
Total Net Wastewater Costs Allocated to Recycled $9,956,016 TRUE Recycled Debt for Recycled T&D System Funding $3,723,619 Total Recycled Net Revenue Requirement from Rates $13,679,635 FY 2022 Recycled Meter Service Charge Calculation
FY 2022 Calc of Recycled Mo. Service Charge Unit Cost
Billing Component FY 2022
Billing Component
Amount Identified as Billing in Wastewater COS Allocations $31,981 Number of Accounts 765
Annual Unit Cost per Account $41.81
Unit Cost per Bill (12 Bills per Year) $3.48
Meter Capacity Component
Recycled Debt Svc in Water Revenue Fund $3,723,619
Percentage Allocated to Meter Service Charge 25.00%
Amount Allocated to Meter Service Charge $930,905
Equivalent Meters 5,008
Annual Unit Cost per Equivalent Meter $185.89
Unit Cost per Equivalent Meter (12 Bills per Year) $15.49 FY 2022 Meter Service Charge Calculation Projected Mtr. Svc. Charge Rev Meter Size
Meter Flow
Rate
Equivalency
Monthly Capacity
Component
Monthly Billing
Component
Calculated Meter
Charge
Current Meter
Service Charge Change - $ Change - % No. of Meters
Fixed Revenue at
Proposed Mtr Svc. Chrg.
5/8", 3/4" 1.00 $15.49 $3.48 $18.98 $21.55 ($2.57) -11.9% 3 $705 1" 1.67 $25.82 $3.48 $29.31 $21.55 $7.76 36.0% 94 $33,043

1.5" 3.33 $51.64 $3.48 $55.13 $39.05 $16.08 41.2% 156 $103,131 2" 5.33 $82.62 $3.48 $86.11 $60.06 $26.05 43.4% 470 $485,388 3" 11.67 $180.73 $3.48 $184.22 $126.52 $57.70 45.6% 7 $15,976 4" 21.00 $325.31 $3.48 $328.80 $224.50 $104.30 46.5% 22 $85,541 6" 43.33 $671.28 $3.48 $674.77 $493.94 $180.83 36.6% 5 $41,797 8" 93.33 $1,445.83 $3.48 $1,449.32 $843.86 $605.46 71.7% 2 $35,910 10" 140.00 $2,168.74 $3.48 $2,172.23 $1,333.75 $838.48 62.9% 6 $161,466 12" 176.67 $2,736.74 $3.48 $2,740.23 $1,753.65 $986.58 56.3% 0 $0 16" 260.00 $4,027.66 $3.48 $4,031.15 $3,503.24 $527.91 15.1% 0 $0 Total 765 $962,959
Revenue Requirement Component
Metro Subsystem & Muni Subsystem O&M
Non-Rate Revenue Offsets
Other Recycled Costs from the Water Revenue Fund
Recycled Data Inputs Workshweet
Wastewater Treatment
Water Systems Operations
Cost Description
Customer Support Services
Customer Support Services
Recycled Share of Metro Capital Revenue Requirment based on Recycled Debt Service as % of Total Non-Recyled Debt Recycled Share of Muni Capital Revenue Requirment based on Recycled Debt Service as % of Total Non-Recyled Debt Service
Recycled Allocation of Operating Fund Interest Earnings based on Metro O&M allocated to Recycled Recycled Allocation of Various Muni O&M Offsets Table C-2
City of San Diego
Wastewater Rate Fee Study
Recycled Water Rate Calculation
FY 2022
FY 2022 Recycled Volumetric Rate
FY 2022 Commodity Rate Calculation
Component FY 2022
Total Revenue Requirement $13,679,635
Less: Meter Service Charge Revenue Recovery $962,959
Net Volumetric Revenue Requirement $12,716,676
Projected Test-Year Sales (AF) 13,238
Gallons 4,313,662,890
HCF 5,766,544
Unit Cost per HCF $2.21
FY 2022 Commodity Rate ($/HCF)
Customer Class Current Charge
FY 2022
Calculated
Charge Change - $ Change - %
All Consumption $1.73 $2.21 $0.48 27.5%
FY 2022 Revenue Proof
FY 2022 Revenue Proof
Rate Component
Projected Revenue at Existing
Rates
Projected
Reveue at
Proposed TY
Rates TY Cost of Service $ Difference % Difference
Service Charge $656,718 $962,959 $962,886 $73 0.01%
Volumetrric $9,999,186 $12,744,061 $12,716,676 $27,385 0.22% Total $10,655,905 $13,707,020 $13,679,562 $27,458 0.20% Table C-3
City of San Diego
Wastewater Rate Fee Study
Recycled Water Rate Summary
FY 2022 Recycled Water Monthly Service Charges ($/month) FY 2022 - FY 2025 Recycled Water Monthly Servi ce Charges ($/Month) Meter Size Current Charge FY 2022 $ Diff % Diff Current Charge FY 2 022 FY 2023 FY 2024 FY 2025 5/8", 3/4" $/Month $21.55 $18.98 ($2.57) -11.9% $21.55 $18.98 $19.74 $20.53 $21.14 1" " $21.55 $29.31 $7.76 36.0% $21.55 $29.31 $30.48 $31.70 $32.65

1.5" " $39.05 $55.13 $16.08 41.2% $39.05 $55.13 $57.34 $59.63 $61.42 2" " $60.06 $86.11 $26.05 43.4% $60.06 $86.11 $89.55 $93.14 $95.93 3" " $126.52 $184.22 $57.70 45.6% $126.52 $184.22 $191.59 $199.25 $205.23 4" " $224.50 $328.80 $104.30 46.5% $224.50 $328.80 $341.95 $355.63 $366.30 6" " $493.94 $674.77 $180.83 36.6% $493.94 $674.77 $701.76 $729.83 $751.73 8" " $843.86 $1,449.32 $605.46 71.7% $843.86 $1,449.32 $1,507.29 $1,567.58 $1,614.61 10" " $1,333.75 $2,172.23 $838.48 62.9% $1,333.75 $2,172.23 $2,259.12 $2,349.48 $2,419.97 12" " $1,753.65 $2,740.23 $986.58 56.3% $1,753.65 $2,740.23 $2,849.84 $2,963.83 $3,052.75 16" " $3,503.24 $4,031.15 $527.91 15.1% $3,503.24 $4,031.15 $4,192.40 $4,360.09 $4,490.89 FY 2022 Recycled Water Commodity Rates FY2022 - FY2025 Recycled Water Commodity Rates Customer Class Current Charge FY 2022 $ Diff % Diff Current Charge FY 2 022 FY 2023 FY 2024 FY 2025 All Consumption ($ / hcf) $1.73 $2.21 $0.48 27.5% $1.73 $2.21 $2.30 $2.39 $2.46 Rate Projection for FY22 - FY25 FY 2022 Recycled Water Rate Summary ATTACHMENT 2

El Monte City CouncilMarch 15, 2022

El Monte City Council
March 15, 2022