Milpitas City Council
August 9, 2022

The scale of reductions required to achieve the 2040 target and the carbon neutrality target for 2045 would require significant improvements in the availability and/or cost of near-zero- and zero-emission technologies, as well as potential increased reductions from ongoing State and federal legislative actions that are currently unknown. Progress toward meeting future targets that could be set by the State would be part of the ongoing monitoring and updates to the CAP Update as new legislation or future updates to the State’s Climate Change Scoping Plan are adopted.
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Figure 4-1 shows the GHG reductions achieved by CAP Update measures, organized by the sectors used for the inventories and forecasts (note: the nonresidential and residential building energy sectors have been combined, as have the water supply and wastewater treatment sectors). The chart shows the estimated GHG reductions due to carbon sequestered through Measure CS-1.1 as a dashed line that is not associated with an emissions sector included in the community inventory. Figure 4-1 displays the City’s achievement of the 2030 target with the GHG reduction measures and demonstrates progress toward the 2045 carbon neutrality target.

Figure 4-1 Milpitas Community Greenhouse Gas Emissions Reduction Measures Analysis 2019 2030 2040 2045
0 50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
500,000
GHG Emissions (MTCO2e)
Building Energy On-Road Transportation
Off-Road Vehicles Solid Waste
Water Supply and Wastewater Treatment Total with Carbon Sequestration Target Annual Emissions
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BUILDING ENERGY
STRATEGY BE-1 Shift to Clean and Reliable Energy
STRATEGY BE-2 Maximize Building Decarbonization and Efficiency The energy used in buildings and
facilities throughout the city, including
residences and businesses, is a
significant contributor to community
GHG emissions. Building-related
GHG emissions accounted for 32
percent of total GHG emissions in the
city in 2019. Importantly, natural gas
consumption was responsible for 78
percent of building energy emissions.

Although legislative reductions from
adopted State actions will help reduce
building energy emissions by 4
percent by 2030, additional
reductions through local action are
needed for the City to reach its GHG
emissions reduction targets.

Building
Energy
32%
Transportation
59%
Off-Road
Vehicles and
Equipment
4%
Waste
5%
Water and Wastewater

0.5%
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Strategies and Measures
The building energy sector offers one of the
greatest opportunities to achieve emissions
reductions. This section outlines strategies
and measures the City will implement to
reduce building energy-related GHG
emissions. Building energy measures are
classified into three strategies that focus on
adopting carbon-free energy throughout
the city, improving energy efficiency and
transitioning to electrification in all
buildings, and reducing GHG emissions
associated with new development.

In 2019, electricity
consumption generated
approximately 7 percent of
community GHG
emissions due to the City’s
participation in Silicon
Valley Clean Energy since
2018. While participation in SVCE has been high, a small portion of electricity use is not yet carbon-free, developing renewable energy systems, and improving awareness of
clean energy throughout the city will further reduce
emissions associated with building energy use.

Measure BE-1.1: Achieve 100 percent carbon-free electricity by 2030 in all existing and new development.
100% Carbon-Free Electricity in All
Buildings
Continuation of 100% Carbon-Free
Electricity in Municipal Buildings
22,581 MTCO2e
Continuation of 100% Carbon-Free
Electricity in All Buildings
Continuation of 100% Carbon-Free
Electricity in Municipal Buildings
8,691 MTCO2e
Continuation of 100% Carbon-Free
Electricity in All Buildings
Continuation of 100% Carbon-Free
Electricity in Municipal Buildings
0 MTCO2e
Co-Benefits:

2030 Target 2040 Target 2045 Target
Montague Residential
Solar Carports
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ACTIONS
Action BE-1.1.1: Require new development to install
onsite renewable energy and storage systems
capable of meeting anticipated building energy
consumption, or participate in a group-buy solar
and storage program, or opt in to SVCE’s carbonfree electricity option.

Action BE-1.1.2: Review zoning regulations for
opportunities to simplify and encourage the
installation of renewable energy systems.

Action BE-1.1.3: Conduct outreach to residents and
business owners to increase awareness of SVCE's
carbon-free electricity supply.

Action BE-1.1.4: Require all newly built parking
structures to have solar generation capabilities.

Action BE-1.1.5: Collaborate with the Milpitas
Chamber of Commerce and other partners to
identify regional programs that could provide
necessary financial arrangements to facilitate the use
of PPAs for residential and nonresidential buildings.

Work with SVCE to provide a cost-effective direct
access program.

Action BE-1.1.6: Require the installation of solar
heaters for all new swimming pools.

Action BE-1.1.7: Work with utility partners (e.g.,
PG&E, SVCE, state regulators) to improve electric
grid reliability.

MUNICIPAL ACTIONS
 Continue participate in SVCE whereby City-owned
facilities, parks, and streetlights will be supplied with carbon-free electricity.
 Install solar photovoltaic systems at the Senior Center, Community Center, City Hall, and Sports Center.

Pursue funding to expand installations of solar
systems to the Public Works Administration
Building/Facility, Corp Yard, Vehicle Shop, Police
Department, and other City facilities such as fire
stations.

Measure BE-1.2: Facilitate innovative approaches to energy generation, distribution, and storage (e.g., microgrids).

ACTIONS
Action BE-1.2.1: Consider opportunities for alternative energy generation, energy recapture (in-conduit
hydro, co-generation), and distributed energy storage
systems.

Action BE-1.2.2: Collaborate with SVCE to encourage
local schools and hospitals to develop microgrids,
separate from utility-scale storage systems.

MUNICIPAL ACTIONS
 Install battery electric storage microgrid systems at Public Works facilities, City Hall, Senior Center,
Sports Center, and Community Center. Pursue
funding to expand microgrid systems to the Public
Works Administration Building/Facility, Corp Yard,
Police Department, and other City facilities such
as fire stations.
 Eliminate fossil fuel-powered backup generator
usage by 2040 and replace with zero-emission
alternatives to ensure energy resilience at
municipal facilities.

Microgrid System
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Measure BE-1.3: Strengthen community awareness of energy efficiency, energy conservation, electrification, and clean energy.

ACTIONS
Action BE-1.3.1: Work with regional partner agencies
and utilities, such as BAAQMD, PG&E, and SVCE to
promote State rebates and other incentives and
funding opportunities for renewable energy.

Action BE-1.3.2: Develop and implement a
comprehensive energy efficiency, energy conservation,
electrification, and clean energy outreach and
education campaign to support emissions reductions
from building energy use.

MUNICIPAL ACTIONS
 Develop and enforce energy conservation
guidelines for municipal employees to implement
at facilities and in day-to-day operations.

Nearly 80 percent of the city’s building energy GHG emissions are associated with natural gas use.

Improving energy efficiency in homes and businesses will reduce natural gas consumption, which will result in GHG emissions reductions.

Transitioning away from natural gas-powered
heating and appliances and electrifying the
building stock will further reduce emissions in
the community. While most of the city’s
building energy-related GHG emissions in the
future will be generated by existing buildings
(i.e., those that are already built today), new
development will contribute to community
GHG emissions. Improving the energy
efficiency of new buildings, increasing
renewable energy installations, and
maximizing all-electric development will reduce
emissions associated with new development.

Measure BE-2.1: Adopt updated "reach" building codes with each building and energy code cycle to accelerate all-electric new development.
100% All-Electric New Residential and
Nonresidential Buildings
100% All-Electric New Municipal
Buildings
4,445 MTCO2e
Continuation of All-Electric New
Residential and Nonresidential
Buildings
100% All-Electric New Municipal
Buildings
7,016 MTCO2e
Continuation of All-Electric New
Residential and Nonresidential
Buildings
100% All-Electric New Municipal
Buildings
8,961 MTCO2e
2030 Target 2040 Target 2045 Target
Residential Development
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ACTIONS
Action BE-2.1.1: Adopt an updated reach code for the
2022 code cycle that prohibits the installation of
natural gas infrastructure in new development. Include
a ban on the installation of fossil fuel-powered backup energy sources in new development by 2030.

Action BE-2.1.2: Partner with BayREN, SVCE, PG&E,
other cities, and the private sector to develop effective strategies to facilitate electrification implementation.

Action BE-2.1.3: Increase awareness and create
incentives for developers to build all-electric buildings, such as reduced permit and/or impact fees.

MUNICIPAL ACTIONS
 Require all new municipal development to be allelectric by 2030.  Require all new municipal facility lighting to be
LEDs (or other high-efficacy lighting where LEDs
are infeasible).

Measure BE-2.2: Facilitate all-electric development projects for industrial buildings.

ACTION
Action BE-2.2.1: Build market demand for all-electric industrial buildings.

Measure BE-2.3: Expand the City's Green Building Program.

ACTION
Action BE-2.3.1: Develop additional incentives, above and beyond expedited building permit processing, for projects that incorporate sustainable design approaches and/or elements that exceed local, regional, and State requirements.

Measure BE-2.4: Retrofit existing residential and nonresidential buildings and municipal facilities to improve energy efficiency and facilitate fuel switching. 36% of Existing Residential Buildings
will be All-Electric
13% of Existing Nonresidential
Buildings will be All-Electric
40% of Existing Municipal Buildings
will be All-Electric
60% of Existing Municipal Buildings
with Diesel Backup Generators will be
Replaced with Carbon-Free
Alternatives
22,462 MTCO2e
72% of Existing Residential Buildings
will be All-Electric
36% of Existing Nonresidential
Buildings will be All-Electric
80% of Existing Municipal Buildings
will be All-Electric
100% of Existing Municipal Buildings
with Diesel Backup Generators will be
Replaced with Carbon-Free
Alternatives
51,613 MTCO2e
100% of Existing Residential Buildings
will be All-Electric
60% of Existing Nonresidential
Buildings will be All-Electric
100% of Existing Municipal Buildings
will be All-Electric
100% of Existing Municipal Buildings
with Diesel Backup Generators will be
Replaced with Carbon-Free
Alternatives
82,945 MTCO2e
2030 Target 2040 Target 2045 Target
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ACTIONS
Action BE-2.4.1: Develop a comprehensive energy
retrofit program to transition existing residential
buildings to all-electric by 2045. Begin program
providing education and incentives, then transition to
point-of-sale and replace retrofit requirements.

Action BE-2.4.2: Connect building owners to funding
resources and financing options, such as Energy
Upgrade California, for energy efficiency retrofits and improvement projects.

Action BE-2.4.3: Develop a comprehensive energy
retrofit program to transition existing nonresidential
buildings to all-electric, aiming for a 60 percent
conversion rate by 2045. Begin program providing
incentives then transition to point-of-sale and replace retrofit requirements.

Action BE-2.4.4: Eliminate the provision of fossil fuelpowered backup generator permits for existing nonresidential development by 2030.

MUNICIPAL ACTIONS
 Retrofit existing municipal buildings and facilities to be all-electric by 2045.
 Retrofit all municipal facility lighting with LEDs (or other high-efficacy lighting where LEDs are
infeasible) by 2025.
 Continue to retrofit all City-owned streetlights and
park/sport facility lighting to LEDs.
 Replace outdated electricity transformers with new,
high-efficiency models at the Sports Center, Police
Department, Public Works, and City Hall.
 Replace current Energy Management Systems at
municipal buildings with Automated Logic building
management/automation systems.
 Replace outdated HVAC equipment at municipal
facilities based on City's 2019 Facility Condition
Assessment.

Measure BE-2.5: Facilitate energy audits for existing buildings to identify energy efficiency retrofit and electrification opportunities.

ACTIONS
Action BE-2.5.1: Work with PG&E, SVCE, and other
agencies to provide free energy audits of existing
residential and nonresidential buildings.

Action BE-2.5.2: Encourage ongoing energy
benchmarking in existing nonresidential buildings,
consistent with regulatory benchmarking programs and
existing green building standards to help close the
energy efficiency information gap.

MUNICIPAL ACTIONS
 Conduct energy audits of City facilities to identify
cost-effective energy efficiency upgrades.

Measure BE-2.6: Reduce plug loads in existing buildings.

ACTIONS
Action BE-2.6.1: Use partnerships to promote appliance upgrades to energy-efficient technologies and products through campaigns targeted at residents and local businesses, ENERGY STAR® appliance change-out programs, and incentives (e.g., give-a-ways, federal/state/utility rebates, etc.).

Action BE-2.6.2: Facilitate the adoption of smart grid and other peak load reduction technologies, such as building energy management systems and smart appliances, within existing buildings. 285
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TRANSPORTATION

AND LAND USE
STRATEGY TR-1 Facilitate Sustainable Transportation and Land Use Planning
STRATEGY TR-2 Decarbonize Vehicles
STRATEGY TR-3 Increase Active and Public Transportation Use The majority of GHG emissions from
activities occurring in the city are
associated with the on-road
transportation sector. These
emissions are generated by the
combustion of fossil fuels (i.e.,
gasoline and diesel) in motor
vehicles, and in 2019, this sector
accounted for 59 percent of total
community GHG emissions.

The amount of vehicle miles traveled
(VMT) in the city, or the distance of
travel by residents and visitors, is the
primary factor that determines onroad transportation emissions. VMT in the city is impacted by factors such
as accessibility of alternative
Building
Energy
32%
Transportation
59%
Off-Road
Vehicles and
Equipment
4%
Waste
5%
Water and Wastewater

0.5%
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transportation options (e.g., transit) and land use planning. Vehicle fuel efficiency and fuel carbon intensity standards also affect GHG emissions generated by on-road transportation.

Adopted State and federal regulatory actions will help to reduce community transportationrelated GHG emissions 9 percent by 2030. However, the City will need to implement additional local actions to achieve its GHG emissions reduction targets.

Strategies and Measures
Because the transportation sector represents the
largest source of community GHG emissions, it
presents the most significant opportunities to achieve
emissions reductions. This section outlines
transportation and land use-related strategies and
measures the City will implement to help meet its
emissions reduction targets. Transportation and land
use measures are organized under five strategies that
aim to utilize development and planning processes to
reduce contributions to climate change, increase the
use of electric vehicles (EVs) and other low-emission vehicles, improve the accessibility of transit and active transportation options, and implement initiatives to reduce passenger vehicle usage, all of which will result in substantial GHG emissions reductions.

Development projects and other land use changes directly impact VMT within the city. Incorporating climate change considerations into the transportation and land use planning processes will reduce VMT and GHG emissions
from the on-road
transportation sector
and generate a
multitude of co-benefits. Transportation demand
management (TDM) initiatives complement and
support other strategies and measures in this sector
by facilitating the use of transit, active
transportation, and other mobility options such as
ridesharing to reduce VMT. Implementing TDM
measures and balancing transportation modes will
result in GHG emissions reductions and improved
flexibility for residents and workers in the city.

Co-Benefits:

Milpitas Transit Center
Multifamily Housing
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Measure TR-1.1: Reduce VMT from new development in compliance with SB 743. 15% Reduction in New Passenger and
Commercial VMT
3,852 MTCO2e
20% Reduction in New Passenger and
Commercial VMT
7,029 MTCO2e
25% Reduction in New Passenger and
Commercial VMT
10,714 MTCO2e

ACTIONS
Action TR-1.1.1: Enforce the City's requirements for SB 743, which mandate a 15 percent reduction in new
project-generated VMT.

Action TR-1.1.2: Continuously update the City’s VMT
policy and implementation tools to further reduce VMT.

MUNICIPAL ACTIONS
 Require all new municipal development to be allelectric by 2030.  Require all new municipal facility lighting to be
LEDs (or other high-efficacy lighting where LEDs
are infeasible).

Measure TR-1.2: Reduce VMT from existing development.
15% Reduction in Passenger VMT
40% Reduction in City Employee
Commute VMT
10,597 MTCO2e
25% Reduction in Passenger VMT
60% Reduction in City Employee
Commute VMT
11,412 MTCO2e
30% Reduction in Passenger VMT
80% Reduction in City Employee
Commute VMT
11,469 MTCO2e

ACTIONS
Action TR-1.2.1: Work with local employers to provide
subsidies to employees for using transit or active
transportation to commute to work, and encourage
flexible work schedules (e.g., 9/80s and 4/10s) as well as telecommuting.

Action TR-1.2.2: Partner with local businesses to provide discounts or rewards programs to incentivize using
transit or active transportation to travel to businesses.

Action TR-1.2.3: Require employers of 50 or more
employees to implement vehicle trip reduction
programs and limit car commutes to 40 percent of
their workforce by 2030.

Action TR-1.2.4: Adopt and phase a citywide TDM
ordinance by 2023, building on recommendations of
the Metro Specific Plan and incorporate the TDM
ordinance into the Zoning Ordinance Update
(anticipated in 2025).

Action TR-1.2.5: Implement existing TDM plans, such
as The District at Milpitas Lot 3A TDM Plan.

Action TR-1.2.6: Support growth of on-demand
mobility services (e.g., ride-, car- and bike-sharing,
scooter- e-hailing) in Milpitas.

MUNICIPAL ACTIONS
 Expand and improve existing incentives for City
employees to choose alternatives to singleoccupant auto commuting, such as flexible work schedules, telecommuting, transit incentives and
subsidies, and ridesharing and carpooling services
and subsidies.
 Provide secure bicycle parking, showers, lockers,
and other amenities at City facilities.
2030 Target 2040 Target 2045 Target
2030 Target 2040 Target 2045 Target
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Measure TR-1.3: Continue to implement and adopt policies that support high-density, mixeduse, and transit-oriented development and housing near jobs.

6.5% Reduction in Existing
Passenger VMT
7,496 MTCO2e
Continue achieving 6.5%
Reduction in Existing Passenger
VMT
6,626 MTCO2e
Continue achieving 6.5%
Reduction in Existing Passenger
VMT
6,350 MTCO2e

ACTIONS
Action TR-1.3.1: Facilitate the development of
complete streets and neighborhoods.

Action TR-1.3.2: Maintain and continue to
improve regional arterials within the City.

Action TR-1.3.3: Promote and facilitate the
creation of an innovation district within the
Metro Specific Plan Area to provide more jobs
near transit and housing.

Action TR-1.3.4: Support high levels of
ridership at the Milpitas BART station by
encouraging higher density, mixed uses, and
connectivity along transit corridors and at
transit nodes. Promote the increase of density
and mixed uses in key opportunity areas.

Action TR-1.3.5: Promote dense development in central locations and along transportation corridors. Support Redevelopment of older commercial or gateway areas (Main Street and Calaveras) to intensify development and a mix of uses along major transit corridor. Encourage development of urban plazas in new development in the Milpitas Metro Specific Plan, Midtown Specific Plan, and town center areas to encourage pedestrian activity and vibrant mixed-use centers that reduce vehicular activity.

Action TR-1.3.6: Promote the increase of density and mixed uses in key opportunity areas.

Action TR-1.3.7: Encourage development of urban plazas in new development in the Milpitas Metro Specific Plan, Midtown Specific Plan, and town center areas to encourage pedestrian activity and vibrant mixed-use centers that reduce vehicular activity.

Measure TR-1.4: Explore car-free zones or shared streets in appropriate areas.

ACTIONS
Action TR-1.4.1: Explore car-free zones in commercial hubs such as those identified in the Midtown Specific Plan and Metro Specific Plan areas.
2030 Target 2040 Target 2045 Target
Transit-Oriented Development
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The consumption of gasoline and diesel in internal combustion engine vehicles produces over half of all GHG emissions in the city. Increasing EV charging infrastructure to facilitate EV adoption and supporting other low-emission alternative fuels, such as renewable diesel, will significantly reduce GHG emissions and improve local air quality and public health.

While most vehiclerelated GHG
emissions are emitted during travel, vehicle idling also contributes to community emissions. Idling can occur
in proximity to sensitive populations, such as at
schools or health care facilities. Limiting vehicle idling will reduce GHG emissions and improve public
health. Additionally, parking standards impact how
often and where vehicles are driven. Minimizing
parking standards helps change travel behavior and
requires less space in desirable areas like commercial
centers, which encourages the use of active
transportation and transit, reducing VMT that
generate emissions while benefitting quality of life.

Measure TR-2.1: Increase EV charging infrastructure.
36% of Passenger Vehicles are EVs
26% Increase in Commercial
EV Usage
70% of Municipal Vehicles and
Equipment are Zero Emission
47,065 MTCO2e
59% of Passenger Vehicles are EVs
102% Increase in Commercial
EV Usage
85% of Municipal Vehicles and
Equipment are Zero Emission
115,567 MTCO2e
85% of Passenger Vehicles are EVs
127% Increase in Commercial
EV Usage
100% of Municipal Vehicles and
Equipment are Zero Emission
156,570 MTCO2e

ACTIONS
Action TR-2.1.1: Work with SVCE and other partners to
provide incentives and increase EV charging stations in visible, accessible, shared locations such as mixed-use development or accessible to multi-family renters and
provide free public charging.

Action TR-2.1.2: With each Title 24 and CALGreen
code cycle, adopt updated EV charging station
standards for all new development through the City's
reach codes that go beyond State requirements.

Require 50 percent of parking spaces in new
development to be EV-ready by 2030.

Action TR-2.1.3: Provide rebates and other incentives
to home and business owners to install EV chargers.

Action TR-2.1.4: Ensure EV charging stations are
encouraged and allowed through land use
designations that currently permit gas fueling stations.

Co-Benefits:
2030 Target 2040 Target 2045 Target
City Fleet Leaf
Electric Vehicle
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MUNICIPAL ACTIONS
 Install EV charging and alternative fuel stations at
appropriate sites throughout the city, including the
Senior Center, Sports Center, City Hall, and Public
Works, to service the fleet's alternative fuel vehicles.  Provide preferential parking, free EV charging,
and/or other benefits for carpool and EVs and
alternative fuel vehicles at City facilities.

Measure TR-2.2: Increase EV and
low-carbon vehicle adoption.

ACTIONS
Action TR-2.2.1: Improve awareness of local, regional,
and State incentives for low- and zero-emission
vehicles and increase EV purchases in Milpitas through
events and resource promotion such as through
Climate Action Milpitas Dashboard.

Action TR-2.2.2: Partner with the BAAQMD, Joint
Venture Silicon Valley, and the Silicon Valley Clean
Cities Coalition to pursue funding for EV deployment
projects in the city.

Action TR-2.2.3: Include a provision in the next
contract with the City's solid waste franchise hauler that they use alternative fuel vehicles for the fleet which
services Milpitas.

Action TR-2.2.4: Partner with Acterra and its GoEV
Program to deploy a public outreach campaign that
gives the public opportunities to drive EVs and provides EV education.

Action TR-2.2.5: Adopt an ordinance that phases out
development of new gasoline and diesel fuel stations
as the market shifts to fossil fuel free vehicles.

Action TR-2.2.6: Provide incentives to convert vehicle
fleets (e.g., rental, private, school) in the city.

MUNICIPAL ACTIONS
 Convert the City's fleet vehicles and equipment to
all-electric or alternative fuels, such as renewable
diesel.
 Where practical, utilize bicycles and low- or zeroemissions vehicles for City employees traveling between facilities and for park maintenance and
operations.

City-Owned Electric Vehicle
Bicycle Parking
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Measure TR-2.3: Reduce vehicle idling.

ACTIONS
Action TR-2.3.1: Adopt ordinances to limit idling at institutions and businesses to reduce the impacts of vehicle idling on adjacent uses, such as housing, schools, and health care facilities.

Action TR-2.3.2: Discourage the construction of new drive-throughs in the Metro Specific Plan.

Action TR-2.3.3: Require all new nonresidential development with loading docks to supply sufficient electrical power for delivery trucks and associated equipment to reduce idling when making deliveries.

Measure TR-2.4: Reduce the amount of parking such that it meets the needs of residents, workers, and visitors in a way that is consistent with the City's sustainability goals.

ACTIONS
Action TR-2.4.1: Revise development standards for
multifamily and mixed-use developments to separate
parking costs from the cost to rent, purchase, or lease residential and nonresidential buildings.

Action TR-2.4.2: Revise development standards to
eliminate or reduce the minimum parking
requirements for new development and
redevelopment of nonresidential buildings and midto higher-density residential development.

Action TR-2.4.3: Develop and require parking
maximums at new development. Vehicle Traffic
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While transitioning the
community to less fossil fuelintensive vehicles will be the most effective strategy to
reduce transportation GHG
emissions, increasing the
use of transit and active
transportation options
(e.g., biking, walking) will further reduce GHG emissions and will provide significant benefits to quality of life and public health.

Measure TR-3.1: Enhance and expand transit facilities and infrastructure.

10.3% Reduction in Existing
Passenger VMT
14,418 MTCO2e

12.5% Reduction in Existing
Passenger VMT
16,124 MTCO2e

14.8% Reduction in Existing
Passenger VMT
18,852 MTCO2e

ACTIONS
Action TR-3.1.1: Implement the Milpitas OnDemand "hub-and-spoke" micro-transit pilot program, including ondemand shuttle service for first- and last-mile connections to existing transit hubs such as the BART Station and VTA light rail stops.

Action TR-3.1.2: Ensure a pedestrian-friendly environment around the Milpitas BART and light rail transit stations.

Measure TR-3.2: Increase transit ridership.

10.3% Reduction in Existing
Passenger VMT
14,418 MTCO2e

12.5% Reduction in Existing
Passenger VMT
16,124 MTCO2e

14.8% Reduction in Existing
Passenger VMT
18,852 MTCO2e

ACTIONS
Action TR-3.2.1: Work with transit agencies to provide free or subsidized transit to low-income residents, expanding to all residents by 2030.

Action TR-3.2.2: Improve reliability and convenience of existing transit services through increased frequency, expanded service areas, extended service hours, and better facilities.

Co-Benefits:

2030 Target 2040 Target 2045 Target
2030 Target 2040 Target 2045 Target
AC Transit with Bike
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Measure TR-3.3: Improve active transportation options.
50 miles of new bikeways
25 miles of new pedestrian paths
55 MTCO2e
70 miles of new bikeways
35 miles of new pedestrian paths
99 MTCO2e
80 miles of new bikeways
40 miles of new pedestrian paths
128 MTCO2e

ACTIONS
Action TR-3.3.1: Require all new development other
than single family to provide short-term and long-term
bicycle parking facilities to meet peak season
maximum demand.

Action TR-3.3.2: Increase awareness of existing City
initiatives to facilitate active transportation, including Bike Paths maps and Suggested Routes to School
Program maps.

Action TR-3.3.3: Require new nonresidential
developments projects to provide "end-of-trip" facilities for cyclists, including showers, secure bicycle lockers, and changing spaces.

Action TR-3.3.4: Require new nonresidential
developments have adequate e-bike and e-scooter
infrastructure and options.

Action TR-3.3.5: Implement the updated Trail,
Pedestrian, and Bicycle Master Plan to enhance and
expand bicycle and pedestrian infrastructure and
networks.

MUNICIPAL ACTIONS
 Provide secure bicycle parking, showers, lockers,
and other amenities at City facilities.
2030 Target 2040 Target 2045 Target
Street and Bike Lane
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WASTE
STRATEGY SW-1 Achieve Zero Waste
Emissions in the solid waste
sector are associated with the
decomposition of communitygenerated organic waste in
landfills. In 2019, this sector
contributed a total of 5 percent
of the city’s GHG emissions.

Without additional local action,
community GHG emissions from
solid waste are anticipated to
rise steadily into the future and
increase by nearly 20 percent in
2045. The State has adopted a
variety of legislative actions
aimed at reducing GHG
emissions from organic waste,
but the City will need to take
steps at the local level to
effectively reduce waste
emissions and achieve its
emissions reduction targets.

Building
Energy
32%
Transportation
59%
Off-Road
Vehicles and
Equipment
4%
Waste
5%
Water and
Wastewater

0.5%
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Strategies and Measures
Implementing strategies and measures to reduce waste generation, increase the reuse of products, and improve waste diversion programs will serve to protect natural resources while minimizing contributions to climate change. This section outlines the strategies and measures the City will implement to support these objectives. Waste measures are organized within three strategies that focus on achieving zero waste, improving the sustainability of landfills, and supporting relevant regional and State policy efforts.

The decomposition
of organic waste
releases emissions
of CH4, a potent
GHG, into the
atmosphere.

Achieving “zero
waste,” which entails
diverting at least 90 percent of communitygenerated waste from landfills through efforts such as recycling and composting, will nearly
eliminate GHG emissions from this sector and
benefit the natural environment.

Co-Benefits:

Recycle Pick Up
Food Scraps
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Measure SW-1.1: Eliminate the disposal of organic solid waste in landfills. 75% of waste is diverted from
landfills citywide, including at
municipal facilities
9,385 MTCO2e
85% of waste is diverted from
landfills, including at municipal
facilities
17,010 MTCO2e
90% of waste is diverted from
landfills, including at municipal
facilities
21,055 MTCO2e

ACTIONS
Action SW-1.1.1: Require local restaurants to increase
food recovery and donate edible food, consistent with
SB 1383.

Action SW-1.1.2: Expand existing organic waste
collection routes and drop-off sites to improve
composting services for interested residents and
businesses.

Action SW-1.1.3: Implement and enforce the
requirements of SB 1383 and eliminate disposal of
compostable organic materials to landfills.

MUNICIPAL ACTIONS
 Increase on-site composting organics
diversion/composting at City facilities.

Measure SW-1.2: Increase recycling and the diversion of other inorganic solid waste.

ACTIONS
Action SW-1.2.1: Partner with RecycleStuff.org to
enhance awareness of local and regional recycling
opportunities.

Action SW-1.2.2: Adopt an ordinance that requires
recycling and composting services, the use of only
recyclable and compostable materials by vendors,
and adequate staff to ensure proper disposal and
recycling at events that require a City-issued permit.

Action SW-1.2.3: Partner with waste haulers to
expand the diversion of non-food, non-construction,
and non-demolition solid waste.

MUNICIPAL ACTIONS
 Increase the amount of recycling at City facilities.

2030 Target 2040 Target 2045 Target
Recycling
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Measure SW-1.3: Reduce the generation of waste from residents and businesses.

ACTIONS
Action SW-1.3.1: Enforce the City's plastic bag and
Styrofoam ban.

Action SW-1.3.2: Encourage local businesses to reduce
the use of single-use, non-biodegradable products,
and support the establishment of a regional ordinance
that restricts and/or limits the use of these products by local businesses.

Action SW-1.3.3: Require organizations over 50
employees to implement organization‐wide waste
reduction initiatives.

Action SW-1.3.4: Promote responsible consumption of
products and materials.

Action SW-1.3.5: Coordinate with other local
jurisdictions and landfills to implement a divertible
materials (e.g., recyclables) ban at landfills.

MUNICIPAL ACTIONS
 Continue to increase the percentage of recycled
content in purchases made through City
purchasing policies and other efforts, such as 100
percent recycled content paper, other office
supplies, and transportation supplies.
 Enhance and expand waste reduction policies and
programs for City facilities, such as the
environmentally preferable purchasing policy.

Measure SW-1.4: Reduce the generation of construction and demolition waste.

ACTIONS
Action SW-1.4.1: Amend the building demolition
permit requirements and adopt a comprehensive
construction and demolition ordinance to reach a 75
percent diversion rate.

MUNICIPAL ACTIONS
 Require 75 percent of construction and demolition
debris to be recycled and reused from municipal
projects by 2030.

Measure SW-1.5: Facilitate repair and reuse of consumer products.

ACTIONS
Action SW-1.5.1: Develop a reuse facility that makes building materials available to customers, and acts as an outlet for reusable items otherwise destined for landfill.

Action SW-1.5.2: Create and support "fix-it clinics" at Parks and Recreation facilities and other City buildings that can build skills among local businesses and residents in innovation, repair, and reuse.

Action SW-1.5.3: Support Extended Producer Responsibility initiatives that drive end of product life management.

Action SW-1.5.4 Promote redesign of products so that they do not require end of life disposal, but are incorporated back into useful products.
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Chapter 4 – Greenhouse Gas
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OFF-ROAD VEHICLES

AND EQUIPMENT
STRATEGY OT-1 Shift to Clean Off-Road Equipment and Vehicles The operation of off-road vehicles and equipment, such as construction vehicles and landscaping equipment, generates GHG emissions through the combustion of fossil fuels, primarily diesel. These sources
accounted for approximately
4 percent of emissions in the city in
2019. Without local efforts to reduce
GHG emissions from this sector,
emissions are expected to rise over
50 percent by 2045.

Building
Energy
32%
Transportation
59%
Off-Road
Vehicles and
Equipment
4%
Waste
5%
Water and
Wastewater

0.5%
Construction Equipment
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Historically, reducing GHG emissions from the off-road vehicles and equipment sector has been challenging. However, with technological improvements and new State objectives in recent years, emissions reduction from this sector have become more feasible. The City can implement actions that will effectively reduce emissions from off-road vehicles and equipment to help meet its GHG reduction targets.

Strategies and Measures
As other sectors in the city are decarbonized in
the future, the off-road vehicles and
equipment sector will become an increasingly
important focus for local emissions reductions.

Off-road vehicles and equipment measures
are organized under one strategy that focuses
on transitioning fossil fuel-powered vehicles
and equipment to electric and other lowcarbon alternatives while reducing GHG emissions from idling.

Diesel burned to operate off-road vehicles and equipment generates GHG emissions and degrades local air quality. Reducing the use of and electrifying vehicles and equipment will result in significant emissions reductions in this sector while improving public health and natural resources.

Measure OT-1.1: Reduce landscaping-related emissions.
60% of fossil fuel-powered
landscape equipment is replaced
with zero-emission alternatives
962 MTCO2e
100% of fossil fuel-powered
landscape equipment is replaced
with zero-emission alternatives
1,681 MTCO2e
Continued achievement of 100%
of zero-emission landscape
equipment
1,759 MTCO2e
Co-Benefits:
2030 Target 2040 Target 2045 Target
Milpitas BART Construction
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ACTIONS
Action OT-1.1.1: Promote regional and State incentive
programs to encourage residents and business owners
to convert or replace their fossil fuel-powered
gardening equipment, such as lawn mowers, leaf
blowers, and edge trimmers, with electric alternatives.

Action OT-1.1.2: Adopt an ordinance that prohibits the
sale of fossil fuel-powered landscaping equipment by
2024 to transition to zero-emission landscaping
equipment.

Action OT-1.1.3: Require all new development to
install sufficient exterior electrical outlets to charge electric-powered landscaping equipment.

MUNICIPAL ACTIONS
 Use electric-powered landscape equipment at City
facilities and parks.

Measure OT-1.2: Reduce construction-related emissions.
40% of fossil fuel-powered
construction equipment uses
renewable diesel or is replaced
with zero-emission alternatives
2,361 MTCO2e
60% of fossil fuel-powered
construction equipment uses
renewable diesel or is replaced
with zero-emission alternatives
3,746 MTCO2e
80% of fossil fuel-powered
construction equipment uses
renewable diesel or is replaced
with zero-emission alternatives
5,176 MTCO2e

ACTIONS
Action OT-1.2.1: Reduce idling of construction vehicles and equipment.

Action OT-1.2.2: Prohibit the use of fossil fuel-powered generators at construction sites in all new discretionary projects.

Action OT-1.2.3: Require all construction projects to use renewable diesel in diesel-powered construction equipment.
2030 Target 2040 Target 2045 Target
Park Maintenance
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Chapter 4 – Greenhouse Gas
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WATER AND

WASTEWATER
STRATEGY WA-1 Promote Resilient Water Supply, Water Use, and Water Resources
The water supply and wastewater
treatment sectors represent the city’s
smallest emissions-generating sectors.

Together, water and wastewater activities
represented roughly 1 percent of
community GHG emissions in 2019.

State legislative actions (i.e., SB 100
[Renewables Portfolio Standard]) will
eliminate water supply-related emissions
in 2045, but wastewater treatment
emissions will continue to grow over
time. Although emissions from water
supply will be eliminated and wastewater
treatment will account for a minimal proportion of
the city’s emissions in the future, implementing local
actions focused on these sectors will increase the
pace of GHG emissions reductions while improving
community resilience and energy reliability.

City Park
Building
Energy
32%
Transportation
59%
Off-Road
Vehicles
and
Equipment
4%
Waste
5%
Water and Wastewater

0.5%
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Strategies and Measures
GHG emissions from the water supply and
wastewater treatment sectors can be reduced
through strategies and measures that will
simultaneously provide co-benefits to the city’s
residents and businesses. This section outlines
water supply and wastewater treatment strategies
and measures the City will implement to help
meet its emissions reduction targets. Measures
are organized under three strategies that aim to
conserve water, increase the use of recycled
water, and realize benefits from wastewater
treatment facilities.

GHG emissions from water supply are minimal in the city—but not nonexistent—and water supply reliability is threatened by climate change.

Implementing water conservation measures will contribute to community emissions reductions and improve the resilience of the city to climate change while providing additional benefits to residents, businesses, and the natural environment. Water supply in the city consists primarily of water imported and treated from rivers and reservoirs, but the city also receives recycled water that is used for irrigation and other applications (e.g., industrial). Increasing the supply of recycled water will improve resilience and align with City and State goals.

Measure WA-1.1: Reduce indoor water consumption in buildings. 20% reduction in water
consumption from existing
buildings
25% reduction in water
consumption from new buildings
3% reduction in water consumption
from municipal facilities
85 MTCO2e
25% reduction in water
consumption from existing
buildings
30% reduction in water
consumption from new buildings
Continued achievement of 3%
reduction in water consumption
from municipal facilities
39 MTCO2e
30% reduction in water
consumption from existing
buildings
35% reduction in water
consumption from new buildings
Continued achievement of 3%
reduction in water consumption
from municipal facilities
0 MTCO2e
Co-Benefits:
2030 Target 2040 Target 2045 Target
Creek Cleanup
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ACTIONS
Action WA-1.1.1: Increase residential and
nonresidential participation in the High Efficiency
Clothes Washer Rebate Program and the High
Efficiency Toilet Rebate Program by ensuring continued
funding to the City's Water Conservation Program,
operated in conjunction with resources provided by
SCVWD and BAWSCA.

Action WA-1.1.2: Collaborate with San Francisco Public
Utilities Commission (SFPUC) and Santa Clara Valley
Water District (SCVWD) to develop a retrofit program to encourage installation of water conservation measures
in existing businesses and residences.

Action WA-1.1.3: Regularly review and update the
City’s Water Conservation Ordinance and water
conservation measures to be consistent with current
best management practices and ensure effective and
ongoing conservation efforts.

Action WA-1.1.4: Continue water conservation efforts
outlined in the 2021 Urban Water Management Plan
(UWMP).

Action WA-1.1.5: Require ultra-low-flow fixtures in new residential and nonresidential development.

Action WA-1.1.6: Continue to assess and manage
distribution system losses through efforts including
replacing existing meters with smart meters,
implementing a Supervisory Control and Data
Acquisition (SCADA) system, replacing selected water
pipe with upgraded design criteria to withstand seismic events, and maintaining an active cathodic protection
system.

Action WA-1.1.7: Coordinating with SFPUC and
SCVWD, facilitate the development of a water auditing
program for existing residential and nonresidential
development.

MUNICIPAL ACTIONS
 Develop and implement a "water neutrality
program" that requires new municipal
development not increase the City's total municipal
water demand.

Measure WA-1.2: Reduce water consumption for irrigation and landscaping. 25% reduction in outdoor water
consumption from existing
buildings
60% reduction in outdoor water
consumption from new buildings
59 MTCO2e
30% reduction in outdoor water
consumption from existing
buildings
70% reduction in outdoor water
consumption from new buildings
28 MTCO2e
35% reduction in outdoor water
consumption from existing
buildings
75% reduction in outdoor water
consumption from new buildings
0 MTCO2e

ACTIONS
Action WA-1.2.1: Continue to fund and operate the
City's Water Conservation Program in conjunction with
resources provided by SCVWD and BAWSCA,
including the Irrigation Equipment Upgrades Rebate
Program, Landscape Conversion Rebate Program,
Water Wise Survey Program, and Water Efficient
Gardening workshops.

Action WA-1.2.2: Increase residential and
nonresidential participation in the Landscape
Conversion Rebate and Irrigation Equipment Upgrades
programs to convert lawns to a healthy habitat with
native and drought-tolerant species that use waterefficient irrigation equipment.

Action WA-1.2.3: Implement and enforce the Water
Efficient Landscape Ordinance and the Water
Conservation Ordinance.

Action WA-1.2.4: Require drought-tolerant, waterconserving, and/or native landscaping in new development and redevelopment projects.

MUNICIPAL ACTIONS
 Plant drought-tolerant, water-conserving, and/or
native landscaping in City facilities and parks.
 Ensure that all of the City's irrigation systems in
parks and other spaces are controlled by computer
systems that tie watering cycles to soil moisture.
2030 Target 2040 Target 2045 Target
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Measure WA-1.3: Increase the use of recycled water and support efforts to drought-proof our water supply.

ACTIONS
Action WA-1.3.1: Increase residential and nonresidential participation in the Rainwater Catchment Rebate and Graywater Laundry to Landscape Rebate programs to utilize rainwater and graywater for landscaping and irrigation purposes.

Action WA-1.3.2: Continue to require
all commercial and industrial
development south of the Hetch Hetchy
right-of-way to install recycled water
lines and require conversion of
landscape irrigation to recycled water,
as feasible.

Action WA-1.3.3: Support use of
recycled water as drought proof water
supply including potential indirect
potable recharge.

Action WA-1.3.4: Encourage the use of
recycled water for industrial uses and
landscape irrigation where feasible,
within the parameters of State and
County Health Codes and standards
and in compliance with regional
agency requirements.

Action WA-1.3.5:. Encourage residents and businesses to install on-site recycled water systems (i.e., greywater systems) and rainwater harvesting systems, consistent with all State and County Health Codes and standards and in compliance with regional water agency requirements.

Action WA-1.3.6: Require all new residential and nonresidential development to include a separate piping system for recycled water (i.e., “purple pipes”) to be used for irrigation and other outdoor water uses, as feasible.

Irrigated Lawn
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Chapter 4 – Greenhouse Gas
Reduction Strategies and Measures 4-30 May 2022

CARBON SINKS
STRATEGY CS-1 Resilient Infrastructure and Healthy Forest and Natural Systems
The opposite of emissions sources, emissions sinks (i.e., any reservoir, natural or otherwise, that accumulates and stores GHG emissions) are expected to play an important role in addressing the challenge of climate change. The Earth’s largest and most effective carbon sink is the ocean, which stores enormous amounts of carbon, but natural lands and open space are also key emissions sinks, as they effectively sequester carbon in soils and vegetation. This is shown in Figure 4-2 below.

Figure 4-2 Biological Carbon Sequestration Process
Source: CalRecycle 2020
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Although carbon sinks were not evaluated in the City’s GHG emissions inventory, incorporating them into climate action and adaptation planning efforts will help the City to achieve its climate change-related objectives. The City can take steps to enhance carbon sinks while improving climate change resilience and enhancing quality of life in the community.

Strategies and Measures
Implementing carbon sinks strategies and measures will help to remove local emissions from the air and will provide a variety of co-benefits in the city. Additionally, as climate action planning evolves, the City may be able to quantify further GHG emissions reductions from this sector. This section outlines strategies and measures the City will implement to enhance local carbon sinks while building community resilience to climate change. Measures are organized under five strategies that aim to increase urban forestry and open space, utilize green infrastructure and other climate change natural solutions, create green jobs, and increase carbon sequestration.

Parks and Trees
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City of Milpitas Climate Action Plan Update
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Climate change is expected to result in increased temperatures in the city.

Rising average temperature is exacerbated by the urban heat island effect, which increases risks to the community such as heat-related illnesses. Reducing the urban heat island effect will mitigate risks associated with increased temperatures and enable energy conservation, reducing GHG emissions. Green infrastructure is an effective and economical approach to water management that protects, restores, or mimics the natural water cycle while enhancing
community safety through reduced flooding risk.

Green infrastructure is an alternative to “gray
infrastructure” (i.e., systems of gutters, pipes, and
tunnels) that filters and absorbs stormwater where it
falls through assets such as rain barrels, green roofs, and protected open space. Implementing green
infrastructure will improve the community’s resilience
to extreme storm impacts and sequesters carbon.

Sequestering carbon in plants and soils is an effective climate change mitigation strategy.

Measure CS-1.1: Protect native trees and vegetation and enhance carbon sequestration. 50% increase in tree coverage
citywide
2,632 MTCO2e
124% increase in tree coverage
citywide
6,601 MTCO2e
35% increase in tree coverage
citywide
8,586 MTCO2e

ACTIONS
Action CS-1.1.1: Based on the recommendations from
the City's Urban Forestry Management Plan, implement
a tree planting program to expand the city's urban
forest canopy.

Action CS-1.1.2: Develop and implement a street tree
planting program for residential neighborhoods.

Action CS-1.1.3: Identify high priority areas for civic tree planting activities that provide the greatest benefits to the community and provides urban canopy coverage
in areas of the city that are currently underserved by
street trees and trees within public spaces.

Action CS-1.1.4: Make available a list of plants and
trees native to the region that are suitable for use in landscaping, consistent with the requirements of
Milpitas’ Water Efficient Landscape Ordinance (WELO).

Action CS-1.1.5: Update Milpitas's Tree Protection
Regulations as specified in the General Plan.

Action CS-1.1.6: Identify thresholds for new
development mitigation for the provision of parks or
open space.

Action CS-1.1.7: Identify natural areas that could be
obtained and preserved through land transfers and
acquisitions of undeveloped/unprotected private and
public lands.

Co-Benefits:
2030 Target 2040 Target 2045 Target
Ed R. Levin County Park
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Reduction Strategies and Measures 4-33 May 2022
Measure CS-1.2: Reduce the urban heat island effect to conserve energy.

ACTIONS
Action CS-1.2.1: Amend the Zoning Code to create
tree planting standards for new and renovated
development; require the planting of two trees in
single-family development in the front, side, or rear
yard as feasible; and create lineal landscaping
standards for commercial development that identify a
minimum number of tree plantings based on lineal
frontage length.

Action CS-1.2.2: Require all new development to install cool pavements, plant low-maintenance and droughttolerant landscaping, and plant shade trees.

Action CS-1.2.3: Reduce heat gain from surface
parking lots in new development for a minimum of 50
percent of the site’s hardscape. Develop standards to
provide shade from the existing tree canopy or from
appropriately selected new trees that complement site
characteristics and maximize drought tolerance.

Measure CS-1.3: Increase the use of green infrastructure.

ACTIONS
Action CS-1.3.1: Develop and implement a green
infrastructure program for the installation and
maintenance of projects and existing public resources,
such as the parks system and other open spaces.

Action CS-1.3.2: Review Capital Improvement Program
projects to identify opportunities for green
infrastructure.

Action CS-1.3.3: Develop guidelines for the inclusion
of green infrastructure in the design of transportation improvements.

Action CS-1.3.4: Encourage the use of green roofs on
existing and new development.

Measure CS-1.4: Increase soil carbon content.

ACTIONS
Action CS-1.4.1: Develop a healthy soil strategy for the city to support urban agriculture, address carbon
sequestration, and increase water capture.

MUNICIPAL ACTIONS
 Require new municipal development and
redevelopment projects to use locally produced
compost for various applications, including
landscaping and erosion control.

Measure CS-1.5: Use low-carbon and carbon sequestering construction materials in new development.

ACTIONS
Action CS-1.5.1: Adopt standards to require the use of pervious paving materials in plazas, in addition to the provision of mature landscaping and other strategies that will maximize carbon sequestration.

Action CS-1.5.2: Require building materials that store carbon (e.g., wood, calcium carbonate-based cementitious substances, synthetic limestone) in all nonresidential construction.

Shade Trees over
Residences
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Chapter 4 – Greenhouse Gas
Reduction Strategies and Measures 4-34 May 2022

CIRCULAR AND

GREEN ECONOMY
STRATEGY 1 Foster Green and Sustainable Economic
Development Opportunities
STRATEGY 2 Support Circular Economy Policies
Economic strategies, measures, and actions included in this section seek to advance economic development opportunities in a way that includes green jobs and supports a just transition. This section also supports circular economy: a systemic approach to how we think about consumption and waste from a
linear model to one that is
regenerative by design. Circular
economy policies aim to reduce
material consumption and
redesign materials and products to
be less resource intensive. Figure
4-3 shows the flow of technical
and biological materials in a
circular economy.

Although economic development
and circular economy measures
are not quantifiable from a GHG
perspective, incorporating them
into climate action and adaptation
planning efforts will help the City
to achieve its climate changerelated objectives. The City can take steps to foster green and sustainable economic development opportunities and support a circular economy.

Cesar Chavez Day
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Reduction Strategies and Measures 4-35 May 2022
Figure 4-3 Circular Economy Systems Diagram
Source: Ellen MacArthur Foundation 2019
Strategies and Measures
This section outlines measures the City could implement to foster green and sustainable economic development opportunities and support circular economy policies.

Enabling new economic
development opportunities
within the city that are in
green and sustainable
industries can boost the
local economy while positioning Milpitas as a leader in clean technologies and manufacturing. Providing training opportunities, strategic plans, and incentive programs can foster this type of economic growth.

Co-Benefits:

Solar Installer
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Measure GE-1.1: Support and attract clean technology businesses and green jobs in Milpitas.

ACTIONS
Action GE-1.1.1: Partner with local and regional
agencies and educational institutions to offer
courses/training that prepare students/workers for
green jobs, such as the Milpitas Adult School Program,
South Bay Consortium for Adult Education, Center for
Employment Training in San Jose and PG&E's ondemand energy trainings.

Action GE-1.1.2: Develop a Green Business Strategic
Plan to support environmentally friendly business
development in Milpitas.

Action GE-1.1.3: Collaborate regionally to conduct
outreach and training with local contractors and
businesses on electrification.

Action GE-1.1.4: Explore the feasibility of creating an eco-innovation district -- a vibrant, mixed-use
neighborhood committed to advancing sustainability,
resilience, and equity through targeting a variety of
performance areas, such as access and mobility,
appropriate development, community health and wellbeing, energy, water, and materials management.

Measure GE-1.2: Incentivize and promote green business practices.

ACTIONS
Action GE-1.2.1: Promote green tenant and leasing
practices for commercial businesses. Examples include
the Green Tenant Toolkit developed by the Business
Council on Climate Change and San Francisco
Environment.

Action GE-1.2.2: Develop and implement marketing
and technical assistance to green businesses, and
consider developing incentives such as reduced
business license taxes/fees.

Action GE-1.2.3: Develop a Clean Energy Pledge for
area businesses to bring visibility to those businesses already purchasing carbon-free electricity or pledging
to do so in the future. In collaboration with SVCE.

Not only do we need to evaluate how we can reduce our waste generation and consumption of virgin materials, the City can be a leader through support policies that drive a circular economy. This can be at the local, regional, State, or Federal levels to drive more recyclability, reusability, and repairability of the goods and products that we use.

Measure GE-2.1: Engage with circular economy and zero waste policymaking at the Federal, State, and local levels.

ACTIONS
Action GE-2.1.1: Support regional and State legislation intended to reduce GHG emissions from waste and
virgin materials use and promote recyclability and
repairability of products.

MUNICIPAL ACTIONS
 Continue to increase the percentage of recycled
content in purchases made through City
purchasing policies and other efforts, such as 100
percent recycled content paper, other office
supplies, and transportation supplies.
 Enhance and expand waste reduction policies and
programs for City facilities, such as the
environmentally preferable purchasing policy.
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Chapter 5 – Making Milpitas
Climate Ready 5-1 May 2022
Making Milpitas
Climate Ready
This chapter describes the context of climate change adaptation and resilience for the city. It summarizes the city’s exposure to existing hazards, sensitivity to these hazards, and discusses potential climate-related impacts to the city’s population and key resources. This chapter serves as a summary of the City’s Community Preparedness and Resiliency Plan, which was developed in preparation of the Climate Action Plan Update (CAP Update). Additional information, data, and methodologies can be found in the report included in Appendix C.

Climate Change Effects on Milpitas
The effects of climate change are already occurring at global and regional scales and will continue to worsen existing hazards in the city. The primary effects of climate change include increased temperatures and changes in precipitation patterns. Alterations to these climate variables are expected to heighten and exacerbate risks posed by secondary climate effects, including extreme heat events, wildfires, drought, and large storms. While many of these hazards have existed historically in the city, the frequency and intensity of many of these hazards are projected to increase as a result of global climate change.

While it remains imperative that global GHG emissions be reduced to combat climate change, it is equally important for communities to prepare for the impacts of climate change and improve resilience through adaptation planning. Regional and local efforts are critical in building climate resilience—the capacity of a community to prepare for disruptions, to recover from shocks and stresses, and to adapt and grow from a disruptive experience related to climate change—and can lead to a greater understanding of climate risks and strategies to reduce their impacts.

There are many plans, policies, and programs already in place at the local and regional levels that address existing hazards. In some cases, these may be sufficient to address the potential for climate change to worsen existing hazards. In other cases, gaps exist where novel climaterelated hazards are projected to impact the city, and new policies are needed. This CAP Update aims to identify and address those gaps.

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Vulnerability Assessment Summary
As part of the development of the CAP Update, a climate change vulnerability assessment was developed to understand which hazards are going to be most affected by climate change, as well as what the potential impacts of their worsening hazards may be. The results of the vulnerability assessment were then used to develop and prioritize a set of adaption strategies for the CAP Update. The full climate change vulnerability assessment, including detailed data, additional information, and references, can be found can be in the Community Preparedness and Resiliency Plan in Appendix C. Provided below is a summary of the findings of the vulnerability assessment, specifically projected changes in key climate variables (e.g., precipitation, extreme heat) and a summary projected impacts on the city.

Climate and Geography
The city encompasses an area of approximately 18 square miles (35 kilometers), extending between the south end of the San Francisco Bay and the Los Buellis Hills of the Mount Diablo Range in northern Santa Clara County. The city spans across a diverse topographic area with elevations ranging from sea level to about 2,600 feet near Monument Peak. The topography can be divided into two distinct sub-areas referred to as the Valley Floor and the Hillside, each characterized by landscapes that are prone to specific hazards.

During winter, temperatures in the city range from 31 °F to 59 °F. Showers and cloudy days come and go during this season and produce most of the city's annual 15 inches (380 millimeters) of precipitation, with precipitation tapering off in the spring. The summer months are dry and warm but cooler than other parts of the Bay Area. Temperatures can reach over 100 °F with most days in the mid- to high-70s. From June to September, the city experiences little rain, and as autumn approaches, the temperature gradually cools down.

Vulnerable Populations
In general, historically marginalized communities and communities of color are more susceptible to climate change-related hazards due to limited access to financial resources, health challenges or disabilities, living or working conditions, or historical and current marginalization. Appendix C provides an overview of key demographic information, highlighting the need to prioritize historically marginalized and disadvantaged communities during climate adaptation planning efforts.

Hazard Exposure
This section includes a summary of the existing hazards within the city and how changes in climate variables (e.g., average temperature, precipitation) are projected to affect these hazards.

Existing hazards that can be worsened by the effects of climate change are identified and described, based on historical data from sources such as the County of Santa Clara Office of Emergency (OAHMP). Climate projection data are used to develop projections for how existing hazards are expected to change by mid-century (2035–2064) and late-century (2065–2099). 314
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Though the precise extent of future climate change effects is uncertain, historical climate data and forecasted GHG emissions can be used to project climate change effects for the midcentury (2035-2064) and late-century (2065-2099) periods. To assess the potential effects of climate change, the California Adaptation Planning Guide recommends using Cal-Adapt, a tool developed by the California Energy Commission and the University of California, Berkeley’s Geospatial Innovation Facility that uses global climate simulation model data to identify how climate change might affect various geographies in California.

Cal-Adapt addresses the uncertainty in future GHG emissions by using Representative Concentration Pathways (RCPs) developed by the IPCC. The RCP scenarios used in the CalAdapt tool are the RCP 8.5 scenario (High Emissions), which represents a business-as-usual future emissions scenario that would result in atmospheric CO2 concentrations exceeding 900 parts per million (ppm) by 2100, and the RCP 4.5 (Medium Emissions) scenario, which represents a lower GHG emissions future and likely the best-case scenario for climate impacts, under which GHG emissions would peak in 2040 and then decline through the rest of the century, resulting in a CO2 concentration of about 550 ppm by 2100. The emissions scenarios depend on global GHG emissions trends in the future and the efficacy of global GHG reduction strategies proposed by the international community. Because the efficacy of the GHG reduction strategies and the likelihood that a certain RCP scenario will occur is uncertain, a discussion of both emissions scenarios and their subsequent impacts are included in this analysis.

Changes in Temperature and Extreme Heat
The historic (1961-1990) annual average
maximum temperature for the city was 68.3 °F,
and the historic annual average minimum
temperature was 48.2 °F. As shown in
Table 5-1, both annual average maximum
and minimum temperatures are projected to
increase by mid-century and further increase
by the end of the century under both emissions
scenarios. The annual average maximum
temperatures in the city are projected to be

72.8 °F by mid-century (2035–2064) and 73.7
°F by the late-century period (2065–2099)
under the medium-emissions scenario. Under
the high-emissions scenario, the annual
average maximum temperature in the city is
projected to be 73.7 °F by mid-century (2035–2064) and 77.1 °F by the late-century period (2065–2099) (CEC 2021a). This equates to an increase in temperature of approximately 1.5 to

4.3 °F by the end of the century, depending on a medium- or high-emissions scenario (CEC 2021a).

The Cal-Adapt tool provides estimates of future instances of extreme heat events. Extreme heat events represent extreme heat days and heat waves. Extreme heat days occur when the daily maximum/minimum temperature exceeds the 98th historical percentile of the daily maximum/ Extreme Heat Signage
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minimum temperatures between April and October. Heat waves are characterized as periods of sustained extreme heat over multiple days (i.e., four or more consecutive extreme heat days).

Based on historical data, the extreme heat day threshold in the city is defined as 91.6 °F.

Historically, the city has experienced an average of four extreme heat days per year. As a result of rising annual average maximum temperatures from climate change, the city is projected to experience up to 17 extreme heat days annually by mid-century and 20 extreme heat days by late-century under the medium-emissions scenario. Under the high-emissions scenario, the city is projected to experience up to 15 extreme heat days annually by mid-century and 38 extreme heat days by late-century (CEC 2021b).

Heat wave events (i.e., four or more consecutive extreme heat days) have historically been infrequent in the city, with fewer than one recorded per year. Based on projections, heat waves will likely continue to be infrequent in the future. Under the medium-emissions scenario, the city is projected to experience 1.3 heat waves per year by late century. Under the high emissions scenario, the city is projected to experience 1.4 heat waves per year by mid-century and 3.2 heat waves per year by late-century (CEC 2021b).

Table 5-1 Changes in Average Annual Temperatures and Increases in Extreme Heat in Milpitas
Average Annual
Historic Average
Annual
(1961-1990)
Mid-Century
(2035-2064)
End of Century
(2070-2099)
Medium
Emissions
High
Emissions
Medium
Emissions
High
Emissions
Maximum Temperature (°F) 68.3 72.8 73.7 73.6 77.1
Minimum Temperature (°F) 48.2 52.4 53.5 53.3 56.9
Number of Extreme Heat Days 4 17 15 20 38
Number of Heat Waves 1 1 1.4 1.3 3.2
Notes: °F = degrees Fahrenheit; Extreme Heat Day = Maximum daily temperature of 91.6 °F; Heat Waves = four or more consecutive extreme heat days.

Source: CEC 2021a; CEC 2021b.

Changes in Precipitation and Flooding
The historic annual average (1961–1990) precipitation in the city has been 15.6 inches. As shown in Table 4-2, the total annual precipitation in the city is projected to be 17.6 inches by mid-century (2035–2064) and 17.7 inches by the late-century period (2065–2099) under the medium-emissions scenario. Under the high-emissions scenario, the annual average precipitation in the city is projected to be 17.8 inches by mid-century (2035–2064) and 19.4 inches by the late-century period (2065–2099) (CEC 2021a).

The city is projected to experience increases in the size of large storm events under both the Medium and High Emissions scenarios. As shown in Table 5-2, the historic total 2-day rainfall during a 50-year storm event (i.e., a large storm that has a 2 percent chance of occurring in 316
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any given year) in the city is 10.7 inches. Under the medium-emissions scenario, this rainfall is projected to decrease slightly to 10.2 inches by mid-century (2035–2064) but increase to 11.3 inches by the late-century period (2065–2099). Under the high-emissions scenario, the rainfall during these events is projected to remain at 10.7 inches by mid-century (2035–2064) and increase significantly to 14.1 inches by the late-century period (2065–2099) (CEC 2021c).

Notably, while annual precipitation is projected to increase, increases in annual rainfall will largely occur during larger storm events rather than gradual increases in rainfall throughout the year. In current practice, the stormwater management systems in urban areas are modeled to manage large storm events based on characteristics of rainfall specific to the region from observed historical data. If these historic rainfall intensities are exceeded, as is projected in the future, stormwater management systems can be compromised and affect the performance of the City’s stormwater management and flood protection systems.

Table 5-2 Changes in Average Annual Precipitation and Increases in Large Storm Events in Milpitas
Average Annual
Precipitation
Historic
Period
(1961-1990)
Mid-Century
(2035-2064)
End of Century
(2070-2099)
Low Emissions High Emissions Low Emissions High Emissions Average Annual
Precipitation (inches) 42 17.6 17.8 17.7 19.4
50-Year Storm Event1 10.7 10.2 10.7 11.3 14.1
1 = 2-day rainfall in the Lower Coyote Creek-Frontal San Francisco Bay Estuaries Watershed Source: CEC 2021a; CEC 2021c.

Changes in Wildfire Risk
Wildfire risk is determined by several factors:
wind speeds, drought conditions, available
wildfire fuel (i.e., dry vegetation), past wildfire
suppression activity, and expanding wildlandurban interface, defined as areas of human development in or near high wildfire risk
areas (Westerling 2018). Climate change is
expected to worsen many of the factors that
contribute to wildfire risk by increasing the
intensity of drought events and creating hotter
and drier landscapes more susceptible to
burning.

As discussed above, climate change will result in changes in precipitation patterns, increased temperature, and drought conditions. Wetter months may lead to increased vegetative growth followed by periods of drought causing the vegetative growth to dry up, creating greater amounts of fuel for fires.

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Wildfire events not only cause direct physical damage to humans, structures, and biological and hydrological resources, but also contribute to global climate change and air quality degradation. The incomplete combustion of vegetation releases smoke composed of carbon monoxide (CO); particulate matter (PM); hydrocarbons; oxides of nitrogen (NOX) and reactive organic gases, which combine to produce ground-level ozone); and thousands of other compounds. CO emissions are highest during the smoldering stages of a fire and NOX emissions are produced primarily from oxidation of the nitrogen deposits in vegetation (Ahuja and Proctor 2018:439).

City residents will likely face future
conditions where air quality is severely
degraded due to wildfire activity within
the state. For instance, during the 2020
fire season, air quality in the Bay Area
was rated the worst globally due to three
major wildfire complexes in the East Bay,
North Bay, and southern Peninsula
burning concurrently (ABC News 2020).

Air quality impacts related to wildfire
smoke are disproportionally felt by lowincome residents, and particularly, individuals experiencing homelessness.

Low-income residents may not be
equipped with sufficient filtration systems to provide respite from the smoke in their homes.

Moreover, individuals experiencing homelessness face challenges in finding indoor areas that could shelter them from exposure to high concentrations of air pollution. Additionally, outdoor laborers may be required by their employers to continue working even during periods of dangerous levels of air pollution. While regulatory mechanisms implemented by the federal Occupational Safety and Health Administration and the California Division of Occupational Safety and Health (better known as Cal/OSHA) exist, enforcement of these protocols is uncertain, particularly in industries that employ undocumented individuals, who are less likely to request compliance with such protocols.

Sea Level Rise
Rising sea levels are considered a secondary effect of climate change due to warming ocean temperatures and melting glacial ice sheets. The California coast has already seen a rise in sea level of 4 to 8 inches over the 20th century due to climate change (DWR 2021). Sea-level rise poses the greatest risk during coastal storms which increase tidal elevations. The large waves associated with storm surges can cause flooding in low-lying areas, loss of coastal wetlands, saltwater contamination of drinking water, impacts on roads and bridges, and increased stress on levees (DWR 2021). In addition, rising sea levels result in coastal erosion as shoreline Smoky Sky
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sediment is re-deposited back into the ocean. A portion of the city’s water supply is obtained from SCVWD, which sources its groundwater from the Santa Clara and Llaga groundwater
subbasins. The Santa Clara subbasin, located in northern Santa Clara County, borders the San Francisco Bay. However, due to the Santa Clara subbasin’s characteristic steep upward gradient, saltwater intrusion to the aquifer is minimized (SCVWD 2016).

The Bay Area will be particularly susceptible to sea-level rise in the 21st century. Cal-Adapt uses global models to indicate where California will see a substantial sea-level rise, with the exact magnitude depending on a variety of factors including global GHG emissions, the rate at which oceans absorb heat, melting rates, and movements of land-based ice sheets, and local coastal land subsidence or upshift. Cal-Adapt presents data in the form of a mapping tool that identifies where inundation may occur from varying degrees of sea-level rise ranging from 0 to 1.41 meters. While the region and
neighboring communities to the city will directly experience the sea-level rise and its impacts, the city is not located within an area that Cal-Adapt predicts inundation from up to 1.41 meters of sea-level rise combined with flooding from the 100-year storm event.

Changes in Drought and Water Supply
The city’s water supply is generated from multiple locations and sources. The city is supplied by two potable water wholesalers, the San Francisco Public Utilities Commission (SFPUC) and the Santa Clara Valley Water District (SCVWD). SFPUC receives its water from an intricate water system sourced by waters of the Hetch Hetchy Reservoir in Yosemite National Park. The water flows through the San Joaquin Valley where it is distributed to the users of San Francisco, San Mateo, and Santa Clara counties, including the city. SCVWD provides water from a combination of surface and groundwater resources. A large percentage of SCVWD’s water supply is supplied by the Sacramento River and its tributaries, which flow into the Sacramento-San Joaquin River Delta (Delta). Approximately 15 percent of SCVWD’s water supply is sourced from groundwater with plans to increase groundwater extraction in the future. Additionally, a small, but growing portion of SCVWD’s water supply is recycled water (SCVWD 2016). The city also receives some recycled water from South Bay Water Recycling, which originates from the San Jose-Santa Clara Regional Wastewater Facility (RWF).

Snowpack in the Sierra Nevada Mountains of Northern California plays a critical role in water supply for the region, including the city, replenishing the watersheds and reservoirs used as water resources throughout the state. Due to increases in climate variability and rising temperatures, California has already seen signs of decreased snowmelt in Northern California:
snowpack in the Sierra Nevada is expected to decline by as much as 33 percent by mid-century and 66 percent by end of century, relative to historic baseline snowpack (OPR, CEC, and CNRA 2018b). Warmer temperatures have also caused California snowpack to melt faster and earlier Sea Wall
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in the year. This change in California’s snowpack disrupts the normal timing of groundwater and surface water recharge and makes it harder to store and use during hotter times of the year or during drought conditions. Reduced snowpack and earlier snowmelt will lead to more frequent water shortages and less water available in the Delta and other water supply systems.

This lack of a reliable imported water supply may place stress on the city’s water supply resources as these waters are equitably distributed throughout the state (City of Milpitas 2016).

In addition to the surface water derived
from the Hetch Hetchy Reservoir and the
Delta, the city relies on a portion of its
water supply from local sources such as
groundwater. As stated above, of the
SCVWD’s water supply portfolio,
groundwater makes up about 15
percent, and could be affected by
projected changes in annual
precipitation. The Sustainable
Groundwater Management Act regulates
groundwater and requires governments
and water agencies of high- and
medium-priority basins to develop
groundwater sustainability plans. These plans are intended to halt overdraft and bring groundwater basins into balanced levels of pumping and recharge by 2040 for critically overdrafted basins and by 2042 for the remaining high- and medium-priority basins. SCVWD, the district that supplies groundwater to the city, pumps its groundwater from the Santa Clara (medium-priority) and Llaga (high-priority) subbasins, which are both located entirely in Santa Clara County. Future periods of drought may result in a greater overdraft of these basins.

As shown in Table 5-2 above, under both the medium- and high-emissions scenarios, the city is not expected to experience significant overall changes in average precipitation. However, the city will experience increased variability in precipitation. The city and state have a highly variable climate that is susceptible to prolonged periods of drought. Recent research suggests that extended drought occurrence (a “mega-drought”) could become more pervasive in future decades (CEC 2021d). An extended drought scenario is predicted for all of California from 2051 to 2070 under the HadGEM2-ES simulation and high-emissions scenario. The extended drought scenario is based on the average annual precipitation over 20 years. This average value equates to 78 percent of the historic median annual precipitation averaged for the North Coast and Sierra regions. The city’s observed historical average annual rainfall accumulation is

15.6 inches. Under the anticipated drought scenario between 2051 and 2070, the city’s average annual rainfall accumulation would decrease to 13.4 inches (CEC 2021d). Predicted drought conditions due to climate change will result in stress on reliable water supply and will likely result in water shortages. During extended drought periods, alternative local water storage methods will increasingly be relied upon.

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Vulnerability Scoring for Key Impact Areas
This section provides a summary of the city’s sensitivity to climate-related hazards and summarizes potential impacts from these hazards. Climate change effects will impact the city differently, such that some population groups and physical assets will be affected much more severely than others.

Key populations and assets identified in the city are organized into the following overarching categories: populations, transportation, energy, water, and emergency services.

The city’s vulnerability to each identified climate change impact has been assessed based on the magnitude of risk posed to populations and assets, and the City’s adaptive capacity, which refers to a community’s current and future ability to address climate-related impacts. Potential impacts and adaptive capacity are rated on a qualitative scale from Low to High based on guidance from the APG. A description of each qualitative rating for both factors is provided in Table 5-3.

Table 5-3 Potential Impacts and Adaptive Capacity Rating Criteria Rating Potential Impacts Rating Description Adaptive Capacity Rating Description Low Impact is unlikely based on projected
exposure; would result in minor
consequences to public health, safety,
and/or other metrics of concern.

The population or asset lacks the capability
to manage climate impact; major changes
would be required.

Medium Impact is somewhat likely based on
projected exposure; would result in some
consequences to public health, safety,
and/or other metrics of concern.

The population or asset has some capacity
to manage climate impact; some changes
would be required.

High Impact is highly likely based on projected
exposure; would result in substantial
consequences to public health, safety,
and/or other metrics of concern.

The population or asset has high capacity to
manage climate impact; minimal to no
changes are required.

Source: CalOES 2020.

After rating potential impacts and adaptive capacity, an overall vulnerability score is determined for each climate change impact. This scoring can help the City understand which effects pose the greatest threats and should be prioritized in future planning efforts. Table 5-4 presents the rubric used to determine the overall vulnerability scores based on the ratings for potential impacts and adaptive capacity.

Vulnerability scoring for key climate-related impacts is discussed below and organized by the following overarching categories: populations, transportation, energy, water, and emergency services. Some similar impacts have been combined to reduce redundancy. 321
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Table 5-4 Vulnerability Scoring Rubric
Vulnerability Score
Adaptive Capacity
Low 3 4 5
Medium 2 3 4
High 1 2 3
Low Medium High
Potential Impacts
Source: CalOES 2020; adapted by Ascent Environmental in 2021.

Impacts on the City’s Populations
In general, historically marginalized communities and communities of color are more susceptible to climate change-related hazards due to limited access to financial resources, health challenges or disabilities, living or working conditions, or historical and current marginalization. These factors, among others, can lead to increased susceptibility to, and disproportionate harm from climate impacts. Vulnerable populations in the city include low-income persons, communities of color, linguistically isolated persons, senior citizens, persons with disabilities, and persons experiencing homelessness, among others.

Climate change affects human health through environmental changes, such as more frequent extreme heat events, more frequent and powerful wildfires, degradation of air quality, heightened growth and dispersal of allergens, and enhanced prevalence of infectious diseases.

The resulting human health impacts include, but are not limited to, increases in the risk of asthma, allergies, and other respiratory illnesses, cardiovascular diseases, vector-borne diseases, mental health impacts, civil conflicts and migrations, malnutrition, injuries, healthrelated illness, heatstroke, and death (Bell et al. 2016). While all persons in the city are anticipated to experience some level of health impacts from climate change, the populations most vulnerable to these health impacts are the same communities that experience health inequities or systemic differences in health status under current conditions (CDPH 2019). The vulnerable communities described below face climate change impacts that compound and exacerbate existing public health sensitivities and vulnerabilities.

Data from California Office of Environmental Health Hazard Assessment’s California Environmental Health Screening Tool 3.0 (CalEnviroScreen 3.0) and Public Health Alliance of Southern California’s California Healthy Places Index indicate that there are several locations in the city where populations are at increased risk of climate impacts due to sociodemographic characteristics or environmental exposure. These include the neighborhood directly south of Calaveras Boulevard and east of Interstate 680 (Census Tract 5044.18) as well as the neighborhood directly south of Scott Creek Road and west of Interstate 680 (Census Tract 5044.22). Additionally, the residents in the northeastern and southwestern parts of the city are proportionally healthier, in general, than other California census tracts, whereas the residences of the central part of the city are comparatively less healthy (OEHHA 2020, PHASC 2021). 322
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Adaptive Capacity: Populations
The Santa Clara County Public Health Department provides resources for the prevention and treatment of infectious diseases, heat-related illnesses, and mental health concerns. SCVWD also provides flood management planning in its E2, Emergency Response Planning project, which allows SCVWD to coordinate with local municipalities, including the City, to clearly identify roles and responsibilities for floodplain management and flood emergency management. The E2 program is a continually evolving project. The City’s Water Infrastructure Risk and Resilience Assessment evaluates the risk of the city’s water-related infrastructure and has concluded that the infrastructure is of high resiliency. SCVWD’s Water Supply Master Plan also looks forward to a future affected by climate change and accounts for water planning in future extended drought conditions.

Santa Clara County provides residents with real-time information regarding flooding events, among other emergency events, through their AlertSCC notification system, which administers notifications through cell phone calls and SMS text messages. The Milpitas Fire Department Office of Emergency Services (Milpitas OES) keeps its Emergency Operations Center in a constant state of readiness to manage and respond to emergencies affecting residents and the business community of the city. The structure of command supports the state-mandated Standardized Emergency Management System and the federal-mandated National Incident Management System.

To address impacts to people during power shutoff events (PSPS) events, Pacific Gas and Electric (PG&E) partners with the City to operate Community Resource Centers. Community resource centers provide information, resources, and necessities to customers in the city. Historically, the Milpitas Sports Center has been used as a Community Resource Center during PSPS events and will likely be used during future events. The following policies from the General Plan 2040 Safety Element address climate-change-related impacts to the city’s vulnerable populations:
 Policy SA 6-5: Ensure that climate impacts and climate adaptation measures aimed at reducing climate risks do not lead to disproportionally adverse effects on vulnerable populations.
 Policy SA 6-6: Consider the needs of vulnerable populations and individuals with limited mobility when planning for access to safe and comfortable shelter during extreme heat events or other severe weather events.

Table 5-5 provides a summary of the vulnerability scores for the potential climate change impacts on vulnerable populations.
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Table 5-5 Population Vulnerability Scoring
Vulnerability Description
Vulnerability Score
Potential
Impact
Adaptive
Capacity
Vulnerability
Increased human health risk (i.e., poor air quality, infectious diseases, mental health concerns, limited access to potable water, heat-related illnesses)
High Medium 4
Lack of electricity during Public Safety Power Shutoffs implemented during times of high wildfire risk
Medium Low 4
Reduced available water supply from extended drought
periods
High High 3
Increased exposure to flood risk from extreme precipitation and sea-level rise
Medium Medium 3
Increased exposure of people to landslides Medium High 2 Limited ability to prepare for climate events and to respond and evacuate
Medium High 2
Increased exposure of people to wildfires Low High 1
Source: Ascent Environmental 2021.

Impacts on the City’s Transportation System
The public roadway system, including bicycle
and pedestrian facilities, in the city is operated
and maintained by the City’s Public Works
Department. One of the major effects of
climate change on the city’s roadway system
is the reduction in the overall lifespan of
transportation infrastructure (OPR, CEC, and
CNRA 2018a). Increased average
temperatures and extreme heat can result in
the degradation of pavement and could
impact roadway, trail, and bicycle facilities.

Increases in flooding-related hazards along
roadways can result in increased erosion of subbase materials underneath roadways and further roadway degradation. This impact can result in secondary impacts on roadway facilities, including disruptions to vehicular access and commerce between cities. Roadway degradation over time can increase the risk to human safety by damaging or blocking evacuation routes and limiting access for emergency responders.

Transit services in the city are operated by the Santa Clara Valley Transportation Authority. The city is also serviced by Bay Area Rapid Transit, which operates a station in the Milpitas Transit Center. The transit systems available in the city also include local bus services, light rail, and Road Washout from
Storm Damage
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ride-sharing programs. Transit access, safety, and cost can be impaired by climate change impacts such as extreme heat. Transit stops without adequate sheltering (i.e., bus shelters or street trees) can lead to dangerous exposure to extreme heat with disproportionate impacts on low-income populations who, in general, use transit at higher rates Additionally, bus and rail transit vehicles can undergo increased stress to maintain proper air conditioning and engine cooling during extreme heat events and risk failure during extreme heat days over 100 °F (Cambridge Systems 2015).

Adaptive Capacity: Transportation System
The Santa Clara County Public Health Department provides resources for regional and local agencies. These agencies collaborate to effectively prepare and adapt to climate change impacts on the transportation system. The Metropolitan Transportation Commission/Association of Bay Area Governments (MTC/ABAG) and Caltrans have developed plans and programs to identify roadway network vulnerabilities as well as guidance for how to prioritize transportation projects. Project prioritization through Caltrans’ Adaptation Decision-Making Assessment Process will help the city’s transportation system increase resilience as climate impacts become more frequent and severe over time, for roadways under Caltrans’ jurisdiction. MTC/ABAG’s Plan Bay Area 2040 provides strategies to incorporate climate adaptation in the design of new projects and improvements of existing infrastructure. The next iteration, Plan Bay Area 2050, will provide even more resiliency strategies to be implemented throughout the Bay Area.

The City’s General Plan 2040 Circulation Element contains goals and policies that address the safe and efficient operation, maintenance, and management of the transportation network. The following policies serve to bolster the efficacy of the city’s transportation network:
 Policy CIR 1-3: Promote interconnectivity of the transportation network in existing and new developments and actively measure the quality of conditions in neighborhoods to better understand what barriers exist in order to support use of and access to the network.
 Policy CIR 1-7: Coordinate with neighboring jurisdictions regarding planned developments and transportation improvements that impact communities in both jurisdictions.
 Policy CIR 6-9: Maximize efficient maintenance of transportation infrastructure of all modes, such as coordinating roadway paving or striping projects to include maintenance of pedestrian and bicycle infrastructure.

The vulnerability scores for impacts on transportation facilities and infrastructure in the county are provided in Table 5-6.
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Table 5-6 Transportation System Vulnerability Scoring
Vulnerability Description
Vulnerability Score
Potential
Impact
Adaptive
Capacity
Vulnerability
Increased impacts to evacuation routes and emergency
access during hazard events
Medium High 4
Increased risk of damage to roadways from landslides Medium Medium 3 Increased risk of damage to roadways from extreme heat
events
Low Medium 2
Increased risk of damage to roadways from flooding or sealevel riseLow Medium 2 Increased risk of damage to roadways from wildfires Low Medium 2 Increased risk of damage to transit facilities Low Medium 2 Increased risk of damage to railways Low Medium 2
Increased risk of damage to bicycle paths and trails Low Medium 2 Increased stress on transit service and reduced ridership from increased extreme weather events and spread of
infectious disease
Low Medium 2
Source: Ascent Environmental 2021.

Impacts on the City’s Energy Systems
Electrical and natural gas infrastructure within the city is owned and operated by PG&E. Electricity delivered to consumers in the city is generated from a mix of power sources from elsewhere in the region and state, as well as on-site generation of electricity from local public and private facilities.

The City is a member of Silicon Valley Clean Energy (SVCE), a local community-choice aggregator, that partners with PG&E and supplies carbon-free electricity to its members. The City supports the development and maintenance of electricity generation and storage at City-owned sites (i.e., on-site solar panels and battery storage at City facilities).

Impacts on electricity resources from climate hazards can include stress and physical damage to the electricity generation, transmission, and distribution system. Extended drought periods may reduce the available surface water supply to generate hydroelectric power. Transmission facilities face increasing climate-related risks as a result of the increased frequency of wildfires, severe wind, and extreme heat events. Extreme heat events result in increased energy demand for cooling in residential and commercial buildings and can add stress to transmission systems, resulting in brownouts and damage to electricity infrastructure. Wildfires, flooding, landslides, and severe wind can cause physical damage to or destruction of transmission facilities. Due to a number of recent large-scale wildfires caused by electricity infrastructure exposed to extreme heat and high winds, utilities have begun to implement PSPS events to avoid wildfire risk. PSPS events can result in communities experiencing no electricity for multiple days and prevent individuals from using prescribed medications and treatments that rely on electricity or 326
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refrigeration. PSPS events can also result in impacts to commerce and economic losses, particularly for businesses that rely on refrigeration such as grocery stores. Hazards such as landslides, wildfires, and flooding can also affect underground natural gas pipelines, exposing and/or damaging these pipelines. The damage resulting from climate change-related hazards on electricity and natural gas infrastructure can have a greater impact on disadvantaged populations, particularly communities that are low-income or individuals who have limited mobility or lack the financial means to make repairs to their property.

Increases in extreme heat and heat
waves will have implications for energy
demand in residential and
nonresidential buildings in the city with a
higher energy demand for cooling and a
decrease in energy demand for heating,
in general. In general, for buildings in
the city, temperature increases will result
in increased electricity demand for
cooling and place increased demand on
the electricity grid, particularly during
extreme heat days and heat wave events
which are projected to increase peak
electricity demand for utilities. Currently,
during extreme heat days and heat wave
events, electricity utilities and the State’s grid operator, California Independent System Operator, initiates “Flex Alerts,” requesting customers to conserve energy during certain times of the day to reduce stress on the electricity grid. Some initial research that models future changes in peak load for utilities in California during extreme heat events has demonstrated that peak loads are substantially more sensitive to temperature anomalies, indicating warm-anomalous temperatures (e.g., extreme heat days and heat waves) will have a disproportionate impact on higher-intensity electricity consumption (Kumar et al. 2020). The research also indicates that disregarding the asymmetry in the temperature response of electricity demand will lead to underestimating the climate-sensitive portion of the upper extremes of demand for electricity utilities in California, for short-term (2021-2040) and long-term (2081-2099) time periods included in the study. This will likely lead to an increase in the frequency of brownout and blackouts, in which portions of the electricity grid are disrupted and communities lose power due to an imbalance between power generation and power consumption.

Studies of PG&E’s electricity and natural gas infrastructure show that hazards from sea-level rise, flooding, and wildfire are the greatest threats from climate change. As flooding may occur from a storm event, power system infrastructure in the coastal regions may be damaged and could be impacted for several weeks (OPR, CEC, and CNRA 2018a). As flooding becomes more frequent, transmission lines will become more susceptible to corrosion. Though impacts on natural gas infrastructure would be less severe than impacts on electrical facilities because gas pipelines are generally located underground, natural gas infrastructure will require increased maintenance due to climate change-related impacts such as wildfire and flooding (Bruzgul et al. 2018).

Workers on Transmission Tower
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Adaptive Capacity: Energy System
The city relies on PG&E and SVCE for the generation and distribution of a majority of its electricity and natural gas supply. In the event of an emergency or a climate change-related hazard event, PG&E and the California Independent System Operator issue preventative measures that may reduce stress on energy systems and reduce energy demand. These measures include conservation notifications such as Flex Alerts and operational notifications such as restricted maintenance operations or PSPS events. PG&E has also invested in the implementation of wildfire safety measures, which are included in its 2021 Wildfire Mitigation Plan, which provides updated details on PG&E’s comprehensive Community Wildfire Safety Program, incorporates lessons learned from 2020, and outlines additional programs to continue to reduce wildfire risk ignited by electrical infrastructure (PG&E 2021). Based on the 2021 Wildfire Mitigation Plan, PG&E operated over 300 Community Resource Centers in 2020 with plans to expand this number through partnerships with participating counties and cities (PG&E 2021). Additionally, SVCE has partnered with Bay Area-based solar installer Sunrun to install up to roughly 20 megawatts of emissions-free solar and battery backup power to 6,000 households vulnerable to emergency power shutoffs during wildfire seasons.

Additionally, the following policy from the General Plan 2040 Safety Element addresses the city’s energy resources:
 Policy SA 6-3: Encourage and support private sector investment in climate adaptation through climate-resilient infrastructure such as on-site renewable energy, integrated stormwater management, and water conservation.
 Policy SA 6-4: Promote community awareness of climate-resilient actions that can be implemented by homeowners, such as water conservation, on-site water collection, passive solar designs, and alternative energy strategies.

The vulnerability scores for impacts to energy resources are shown in Table 5-7.

Table 5-7 Energy Vulnerability Scoring
Vulnerability Description
Vulnerability Score
Potential
Impact
Adaptive
Capacity
Vulnerability
Increased demand for electricity generation during extreme heat events
Medium Low 4
Increased system stress during droughts and extreme heat events
Medium Low 4
Reduced effectiveness of hydro-electric electricity generation facilities during drought and extreme precipitation events Low Low 3
Reduced effectiveness of solar electricity generation facilities due to increased smoke from wildfires
Low Low 3
Increased system stress and physical damage from
flooding, sea-level rise, and landslides
Medium Medium 3
Risk of physical damage from wildfires Low High 1
Source: Ascent Environmental 2021.
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Impacts on the City’s Water Supply
The city’s water resources will be affected by
climate change due to changes in
precipitation, and a slight increase in the
occurrence of extreme precipitation events.

Extreme precipitation events that occur with
more intensity over a short period could
cause flooding, limiting access or damage to
water facilities. As previously discussed,
snowmelt in Northern California is also
projected to occur earlier in the year, causing
springtime recharge to occur before the
warmer and drier summer months when it is
most needed. Reduced snowpack also
reduces water captured for storage in surface
water bodies and aquifers for potable water. As a result, the city and region could experience decreased water supply during the spring and summer months, which are also projected to become drier and warmer as a result of climate change.

Changes in rainfall and snowmelt timing can affect SFPUC and SCVWD’s ability to provide adequate and safe drinking water on a reliable basis. While these agencies may be able to rely on groundwater to provide additional supply, which is currently the direction SCVWD is moving, drawing from these sources can substantially lower water tables, resulting in land subsidence.

Precipitation variability will also affect the city’s local surface and groundwater supply causing the city to rely on other sources such as recycled water resources, which is currently the intent of SCVWD moving into the future.

It is estimated that by 2040, the city’s water demand will increase by approximately 28 percent from 2020 levels due to population and economic growth, further emphasizing the need for a sustainable water supply and water supply management (City of Milpitas 2021). Increased episodes of drought and increased water demand could result in water shortages for the region, endangering residents, and ecological systems (e.g., flood control or sensitive habitat, recreational areas).

SFPUC and SCVWD and their member agencies contribute to the region’s local water supply, which is composed of surface water, groundwater, and recycled water. Throughout Northern California, and extending from the coast to the Sierra Nevada mountains, surface water reservoirs retain water resources for residents in the region. Currently, groundwater does not supply customers located in the city; however, groundwater resources do supply water to SCVWD, the main water provider for the city. Recycled water in the region has increased over time and provides non-potable water to recreational areas in the city with plans to increase overall recycled water use in the future.

The city’s stormwater infrastructure was developed to maintain flood control while directing water northwest to the San Francisco Bay. The system consists of conveyance pipelines known as municipal separate stormwater systems which discharge stormwater and non-stormwater. The Reservoir
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City identifies the highest priority water quality conditions within each watershed and specific goals, strategies, and schedules to address those priorities, including numeric goals and activity levels, and requirements for water quality monitoring and assessment (City of Milpitas 2016).

Wastewater facilities are also threatened by climate change. Flooding during larger storm events increases the risk of sewage and hazardous and/or toxic materials being released into waterways if wastewater treatment plants are inundated, storage tanks are damaged, or pipelines are damaged. Wastewater treatment facilities in Santa Clara County have already been impacted during large storms that have caused sewage spills. During these floodinginduced spill events, there is an increased risk of contracting water-borne illnesses and fungal infections. While the City does not treat wastewater, it pumps its wastewater through two force mains to the San Jose/Santa Clara Water Pollution Control Plant, also known as the RWF, which is located approximately 0.25-miles directly west of the northwestern boundary of the city.

Though the City may not have jurisdiction over operations of the RWF, flooding-related incidences may be widespread and could affect city residents.

Adaptive Capacity: Water System
The majority of the city’s water supply is imported from areas outside of the city. SFPUC imports water from the Hetch Hetchy Reservoir located in Yosemite National Park; SCVWD imports water from the Delta. The City’s 2020 UWMP, prepared in coordination with SFPUC and SCVWD, demonstrates a goal of meeting future demand through a combination of implementing water conservation and demand management strategies, and increasing recycled water usage.

Additionally, the City’s Water Supply Augmentation Study recommends that the City add groundwater as a water resource to meet future demand. The City has also amended its water conservation ordinance that addresses extended periods of drought. In 2015, the city was able to conserve 30 percent more water than the previous year in response to the state’s 4-year period drought period from 2012-2016, demonstrating the City’s adaptive capacity to reduce water consumption when necessary. The vulnerability scores for impacts on water resources are shown in Table 5-8.

Table 5-8 Water Vulnerability Scoring
Vulnerability Description
Vulnerability Score
Potential
Impact
Adaptive
Capacity
Vulnerability
Reduction in available water supply Medium Medium 3
Increased risk of physical damage to flood control and
water conveyance facilities Medium High 2
Increased demand for flood control and water
conveyance facilities Medium High 2
Increased water demand Medium High 2
Increased risk of contamination of potable water supply from sea-level rise Low Medium 2
Source: Ascent Environmental 2021.
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Impacts to the City’s Emergency Services
On August 5, 2021, the Milpitas City Council approved a full update to the City’s Emergency Operations Plan (EOP). The EOP provides an overview of the City’s approach to emergency operations. It identifies emergency response policies, describes the response and recovery organization, and assigns specific roles and responsibilities to City departments, agencies, and community partners. The EOP has the flexibility to be used for all emergencies, including climate change-related hazards, and will facilitate response and recovery activities efficiently and effectively.

The EOP is reviewed, updated, republished, and redistributed on a 2-year review, 5-year revision cycle in accordance with the 2016 State Homeland Security Grant Program guidance.

The EOP may be modified as a result of post-incident analyses and/or post-exercise reviews and assessments. City staff will coordinate future revisions to ensure that relevant or updated climate-related hazards or risk conditions are included.

Emergency operation facilities are locations that provide essential products and services to the public, particularly during emergency events. Emergency operation facilities can include hospitals or other health care facilities, police and fire stations, and communication facilities. An increase in climate-related hazard event emergencies will place more demand on emergency operation facilities, emergency personnel, related infrastructure, and equipment in the city. As discussed above, the city is anticipated to experience more frequent hazard events including coastal storms, erosion, floods, wildfire impacts, drought, and extreme weather. As temperatures increase and heat waves occur more frequently, the city is likely to experience potential public health impacts. Floods and landslides may threaten transportation routes, emergency services stations, and evacuation routes, which could hinder emergency response times during such events. PSPS events may place pressure on emergency generators, which are used during black-out periods to power police, fire, and the emergency operations center.

Additionally, physical damage to emergency services facilities could occur as a result of climate change-related hazards. Within the city, four fire stations and one police station are located within either the 100- or 500-year flood zones. Schools often serve as community resource centers and evacuation centers during emergencies. Based on the GIS analysis in the OAHMP, 12 schools are located within the Federal Emergency Management Agency floodplain designations. Notification of emergencies and evacuation instructions rely upon functioning communication facilities such as AM/FM antennas, broadband radio transmitters, and television transmitters. Communications facilities within the city may be affected by increases in frequency and severity of flooding events and extreme heat events.

Adaptive Capacity: Emergency Services
Milpitas OES is responsible for emergency response in disaster situations. Milpitas OES provides alerts and notifications to residents through various communication channels in the event of an emergency and is also responsible for ensuring resources are available and for implementing emergency response and recovery procedures. The City contributed to the development of the OAHMP, which identifies goals, objectives, and potential actions to reduce hazard risks and enhance emergency response capabilities. The City also retains and updates a city-specific Multi-Hazard Mitigation Plan and manages the Community Emergency Response Team 331
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program to train residents to protect themselves, family, and neighborhood in the event of an emergency. Additionally, the City keeps the Emergency Operation Center active at all times and provides residents with emergency preparedness resources on its website. Also, Policy SA-62 of the General Plan 2040 directs the City to “ensure that emergency response plans and training programs continue to evolve and are modified to protect residents, infrastructure, and facilities during emergencies and extreme weather events.” The vulnerability scores for impacts to emergency services are shown in Table 5-9.

Table 5-9 Emergency Services Vulnerability Scoring
Vulnerability Description
Vulnerability Score
Potential
Impact
Adaptive
Capacity
Vulnerability
Increased exposure of emergency responders to heat-related sickness, smoke inhalation, and infectious disease
High Medium 4
Increased risk of damage to emergency facilities (e.g., hospitals, cooling centers, telecommunication systems, and evacuation centers)
Medium Medium 3
Increased demand for emergency response services Medium High 2 Increased demand for emergency facilities (e.g., hospitals, cooling centers, telecommunication systems, and evacuation centers)
Medium High 2
Source: Ascent Environmental 2021.

Climate Adaptation Strategies
This section includes a comprehensive set of adaptation strategies that are intended to help the City prepare for and become more resilient to the impacts of climate change. The strategies have been developed based on the findings of the vulnerability assessment, discussed above, and based on input from community members, City staff, and elected officials and are designed to complement the existing set of local and regional plans that address natural hazards in the city. Each strategy in this section also includes a corresponding set of measures and associated actions. Each of the measures included here has been given a Climate Resilience Benefit score of 4, 6, or 8 which helps the City prioritize implementation of the measures based on the appropriateness and efficacy of the measure. The measures also include a list of key co-benefits for the city when the measure is implemented. The actions associated with each measure are included in Chapter 6.
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Strategy 1. Resilient Communities and Equity and Environmental Justice The Resilient Communities and Equity and Environmental Justice strategy focuses on ensuring that city residents and businesses can thrive in the face of climate change. The strategy prioritizes the protection of the city’s most vulnerable populations, recognizing that past and current social inequities place certain populations at increased risk from the impacts of climate change.

Measure 1.1: Increase community resilience to impacts from air pollution.

This measure and associated actions focus on providing resources and education to city residents to help protect them from the worsening air quality impacts caused by climate change.

Climate Resilience Benefit: 6
Co-Benefits:

Measure 1.2: Increase community resilience to respond to and recover from widespread health emergencies.

This measure and associated actions focus on helping prepare City staff and residents for large public health emergencies that may be caused or exacerbated by climate change such as vector-borne diseases.

Climate Resilience Benefit: 8
Co-Benefits:

Measure 1.3: Protect populations vulnerable to extreme heat.

This measure and associated actions focus on preparing for public health impacts associated with projected increases in the frequency and severity of heat wave events with an emphasis on protecting vulnerable populations.

Climate Resilience Benefit: 8
Co-Benefits:
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Measure 1.4: Increase community awareness of climate change.

This measure and associated actions focus on conducting outreach to educate the city’s residents and businesses about climate change, its projected impacts, and how individuals can become more resilient in the face of climate change.

Climate Resilience Benefit: 6
Co-Benefits:

Measure 1.5: Ensure that climate impacts and climate adaptation measures aimed at reducing climate risks do not lead to disproportionally adverse effects on vulnerable populations.

This measure and associated actions are intended to ensure that as the City begins to implement the actions included in the CAP Update, implementation is not resulting in a negative impact (e.g., financial impacts) on historically disadvantaged or climate-vulnerable populations.

Climate Resilience Benefit: 4
Co-Benefits:

Measure 1.6: Improve mobility and ensure basic needs are met for vulnerable populations This measure and associated actions, while not directly addressing a specific climate impact, focus on increasing mobility access and options for vulnerable populations. This will increase the resilience of the city’s vulnerable populations during emergency evacuation events as well their ability to access services and resources during emergency events more broadly. The measure also works to ensure that climate-vulnerable populations have their basic needs met and are adequately prepared to protect themselves in emergency events and post-disaster recovery periods.

Climate Resilience Benefit: 6
Co-Benefits:
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Measure 1.7: Ensure completeness and availability of emergency supplies and resources to all segments of the population, focusing especially on vulnerable populations and individuals.

This measure and associated actions ensure that emergency supplies and resources are equitably provided to all city residents as the frequency and severity of climate-related hazards increase in the future.

Climate Resilience Benefit: 8
Co-Benefits:

Strategy 2. Resilient Transportation Systems and Resilient Energy Resources The Resilient Transportation Systems and Resilient Energy Resources strategy focuses on ensuring that the city’s transportation system and energy system are adequately prepared and upgraded to withstand the impacts of climate change. The strategy focuses on steps the City can take independently to prepare these systems for climate change as well as steps the City can take to collaborate and advocate for changes to systems outside its jurisdictional control.

Measure 2.1: Integrate climate change considerations in all transportation agency planning and decision-making processes.

This measure and associated actions ensure that the City’s future planning efforts take into consideration and plan for the projected impacts of climate change.

Climate Resilience Benefit: 8
Co-Benefits:

Measure 2.2: Reduce local flooding impacts to transportation infrastructure.

This measure and associated actions focus on increasing the overall resilience of the city’s transportation system to projected future changes in the intensity of large storm events.

Climate Resilience Benefit: 6
Co-Benefits:
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Measure 2.3: Increase the resilience of existing residential and commercial development through energy efficiency upgrades and onsite energy generation and storage.

This measure and associated actions focus on decentralizing energy supplies and energy storage through the development of microgrids and battery storage.

Climate Resilience Benefit: 8
Co-Benefits:

Measure 2.4: Minimize stress on the electrical grid and increase the resilience of existing residential and commercial development through energy efficiency upgrades and on-site energy generation and storage.

This measure and associated actions focus on helping reduce stress on the electricity grid during extreme heat events by reducing overall energy demand from buildings in the city. The measure can also help increase energy independence during PSPS or other utility disruption events (e.g., brownouts, blackouts).

Climate Resilience Benefit: 6
Co-Benefits:

Measure 2.5: Protect critical energy and telecommunications infrastructure and systems from climate change.

This measure and associated actions focus on advocating for and partnering with utility providers to increase the resiliency of the critical energy and telecommunications infrastructure that support services provided to the city.

Climate Resilience Benefit: 6
Co-Benefits:
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Strategy 3. Reduced Flooding
The Reduced Flooding strategy focuses on helping to reduce the impacts of flooding in the city as the intensity and frequency of large storm events increases throughout the 21st century, prioritizing nature-based solutions for flood management.

Measure 3.1: Minimize risks to life and property resulting from flooding and floodinduced hazards.

This measure and associated actions support the ongoing protection of life and property from flood-related risks and ensure that climate-related changes in precipitation patterns are fully integrated into flood management planning.

Climate Resilience Benefit: 8
Co-Benefits:

Measure 3.2: Evaluate proposed development in areas of the city subject to flooding impacts caused by rising sea levels.

This measure and associated actions ensure that future development in the city considers and implements measures to protect the city from the impacts of sea level rise.

Climate Resilience Benefit: 8
Co-Benefits:

Measure 3.3: Maintain up-to-date flood risk and hazard data.

This measure and associated actions ensure that the City continues to assess and update flood risk and hazard data as the intensity and frequency of large storm events change over the 21st century.

Climate Resilience Benefit: 6
Co-Benefits:
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Strategy 4. Robust Emergency Services and Improved Disaster Recovery The Robust Emergency Services and Improved Disaster Recovery strategy ensures that emergency services (e.g., Fire Department, Police Department) are adequately resourced for increases in the frequency and intensity of climate-related hazards as well prepared for novel hazards created by climate change. The strategy also ensures that the City is adequately prepared to assist residents and businesses in post-disaster recovery efforts.

Measure 4.1: Ensure that emergency services have adequate capacity to address increased demand due to climate change-related impacts.

This measure and associated actions focus on assessing and adjusting, if necessary, the capacity (e.g., staffing, resources, education, and funding) of the City’s emergency services to adequately address the increasing severity of hazards under climate change.

Climate Resilience Benefit: 8
Co-Benefits:

Measure 4.2: Develop programs to improve efficiency and equity of disaster recovery.

This measure and associated actions focus on processes to improve the efficacy and efficiency of disaster recovery as hazards and disaster events become more common while also ensuring disaster recovery is implemented equitably.

Climate Resilience Benefit: 8
Co-Benefits:
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Strategy 5. Reduced Urban Heat Island Effect and Resilient Water Resources The Reduced Urban Heat Island Effect and Resilient Water Resources strategy focuses on upgrades to the city’s built environment to mitigate the urban heat island effect on the city which is projected to worsen under climate change. The strategy also works to ensure water resources provided to the city are resilient to worsening drought scenarios.

Measure 5.1: Reduce urban heat island effect through cool roofs, parking lot shading, landscaping, and urban greening in new and existing private and public development.

This measure and associated actions focus on implementing various strategies for new and existing development in the city to mitigate the worsening impacts of the urban heat island effect.

Climate Resilience Benefit: 6
Co-Benefits:

Measure 5.2: Advocate for Drought-Proof Water Supplies including recycled water systems or indirect potable recharge.

This measure and associated actions support the City in advocating for drought resiliency for the city’s water supply, which is managed and provided by the SFPUC and the SCVWD.

Climate Resilience Benefit: 8
Co-Benefits:
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Strategy 6. Integrated Resilience Planning and Improved Biodiversity and Habitat The Integrated Resilience Planning and Improved Biodiversity and Habitat strategy is intended to ensure that climate adaptation becomes an integral part of long-range planning at the City and that nature-based solutions are prioritized for addressing climate change.

Measure 6.1: Embed climate resiliency and adaptation across planning efforts.

This measure and associated actions ensure that climate change and future changes in key climate variables are considered and integrated into planning projects and processes at the City.

Climate Resilience Benefit: 8
Co-Benefits:

Measure 6.2: Integrate findings of climate vulnerability into all phases of emergency planning.

This measure and associated actions support the use of the vulnerability assessment finding to inform emergency planning efforts and help the City better anticipate changes in demand for emergency services.

Climate Resilience Benefit: 8
Co-Benefits:

Measure 6.3: Prioritize nature-based solutions to improve resilience while promoting biodiversity.

This measure and associated actions promote the use of nature-based solutions (e.g., habitat conservation) to help the City become more resilient to climate impacts while also achieving the city’s natural resource and conservation goals.

Climate Resilience Benefit: 8
Co-Benefits:
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Implementation and Monitoring
This chapter outlines actions that the City of Milpitas (City) will take to implement Climate Action Plan Update (CAP Update) strategies and measures, and it describes the process for assessing and monitoring progress over time to ensure the CAP Update is effective in reducing emissions and improving resilience to climate change. This chapter also discusses the application of the CAP Update for future development projects and provides potential funding resources to support implementation.

Implementation Strategy
Effective implementation of this CAP Update will require ongoing management and oversight.

To gauge progress over time, it will also require updates to the City’s greenhouse gas (GHG) emissions inventory and vulnerability assessment. Ensuring that the measures identified in the CAP Update result in emissions reductions and resilience improvements is central to the success of this CAP Update. Achieving these goals will require investments and long-term commitments from the City as well as participation from City staff. The success of the CAP Update implementation will also depend on the participation of residents, businesses, and other stakeholders in the city and region.

To help guide the implementation of CAP Update actions, the City developed a prioritization matrix to evaluate each action considering a variety of criteria. GHG emissions reduction actions and adaptation actions were evaluated in two separate matrices. For GHG emissions reduction actions, these criteria included GHG emissions reduction potential, cost-effectiveness, technological/implementation feasibility, consistency with existing policies or programs, jurisdictional control, timeframe of implementation, and associated co-benefits, to generate a prioritization score. The same criteria were evaluated for adaptation actions, except that climate resilience benefit was scored rather than GHG emissions reduction potential. The criteria that were evaluated for prioritizing each action are described in further detail below. After CAP Update adoption, the prioritization matrix and scores will help City staff determine which actions should be implemented and when, which will contribute to the effectiveness of the CAP Update. 341
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Prioritization Evaluation Criteria
The following criteria were used to develop a prioritization score for each CAP Update action.  GHG Emissions Reduction Potential was evaluated quantitatively for each emissions reduction action using the results of the City’s GHG emissions reduction quantification analysis, which was conducted in preparation of the CAP Update (see Appendix B for more details). Each action was assigned a score of 4, 6, or 8, which correspond to a small, medium, or high GHG reduction potential. A score of 4 (low) was assigned to actions that would result in a 0 to 2 percent reduction in community emissions in 2030. A score of 6 (medium) was assigned to actions that would reduce emissions by 3 to 5 percent in 2030, and a score of 8 (high) was assigned to actions that would result in at least a 5 percent reduction in community emissions in 2030. It is important to note that the scores associated with this criterion are higher than those used for other criteria; this decision was made to increase the weight (i.e., importance) of each action’s GHG reduction potential relative to other criteria in the prioritization process.

Lastly, emissions reductions in the quantification analysis were evaluated at the measure level, rather than for each action, to capture the cumulative impact of multiple complementary actions and/or because some measures only include one action. Therefore, the GHG emissions reduction potential score for a measure was applied to each action under that measure.
 Climate Resilience Benefit was evaluated qualitatively, and each action was assigned a score of 4, 6, or 8, which corresponds to a low, medium, or high climate resilience benefit. It is important to note that the scores associated with this criterion are higher than those used for other criteria; this decision was made to increase the weight (i.e., importance) of each action’s climate resilience benefit relative to other criteria in the prioritization process. The scoring reflects each action’s ability to improve community resilience and reduce overall risk or exposure to climate change impacts based on the City’s vulnerability assessment, in conjunction with associated research and established best practices. For example, because extreme heat impacts will continue to pose a high risk to the city, climate adaptation actions that will be effective in increasing resilience to extreme heat received a higher score than actions focused on improving resilience to climate changes effects that pose less risk to the city, such as increased landslides.
 Cost-Effectiveness was evaluated qualitatively, and each action received a score of 0 or 2 for either City cost-effectiveness or residential and business cost-effectiveness, depending on the applicability of the action. Actions that would primarily result in impacts to City budgets were rated for City cost-effectiveness. For example, Adaptation Action 1.7.5 involves the City conducting outreach and education and therefore was evaluated for City cost-effectiveness. A score for residential and business cost-effectiveness was assigned to actions that would primarily impact residents and/or businesses. GHG Action TR-2.1.1, for example, provides incentives for installing EV chargers to residents and business owners, so residential and business-cost effectiveness was evaluated. A score of 0 was assigned where long-term financial benefits would be balanced with implementation costs or where cost-effectiveness was unknown, and a score of 2 was assigned where benefits would outweigh costs. 342
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Implementation and Monitoring 6-3 May 2022
 Technological/Implementation Feasibility scoring was determined for each action based on the availability of necessary technology or other resources (e.g., funding) for successful implementation and achievement of the action’s intended goal. Actions received a score of 0 or 2. A score of 0 was assigned where technology or resources needed for implementation are on track to be deployed for successful implementation, or where the status of technology or resources are unknown. For example, GHG Action BE-2.3.1, which involves developing additional incentives for green building, would require additional funding, so it received a score of 0. Most actions received a score of 2, which was assigned where technology or resources needed for effective action implementation currently exist.  Current Policies or Ordinances considered whether existing City policies or ordinances that would support the implementation of an action are currently in place. If policies or ordinances would need to be developed to support an action, a score of 0 was assigned. If policies or ordinances that support implementation currently exist, actions received a score of 2. Where City policies or ordinances did not exist, but either other City initiatives (e.g., established programs) or State regulations did exist, actions received a score of 2. For example, GHG Action CS-1.1.1, which involves implementing the City’s Urban Forestry Management Plan, received a score of 2.
 Jurisdictional Control was rated on a scale of 0 to 2 and represents the City’s ability to achieve the overall objective of an action. A score of 0 was assigned to actions where the City would only be able to influence—through encouragement, support, or similar effort—the success of the intended goal. Under GHG Action BE-2.4.2, for example, the City would connect building owners to funding resources and financing options, but would not require building owners to implement energy efficiency retrofits and improvements, so this action received a score of 0.

When the City could require the desired outcome of an action through regulation and/or enforcement, a score of 1 was assigned. For example, Adaptation Action 2.5.1 received a score of 1, as it would result in the development of an ordinance requiring all new power and gas lines and transformers to be installed underground, whenever feasible. Actions that involved the City developing a program, creating a partnership, or engaging in a similar initiative also received this score, such as GHG Action GE-1.1.1, which involves the City creating a regional partnership to provide a green jobs training program. Lastly, a score of 2 was given to actions where the City would have direct authority over implementation and control the success of the action. Actions associated with City municipal operations and policies received this score, such as GHG Action CS-3.1.2, which involves the City reviewing Capital Improvement Program projects to identify opportunities for green infrastructure.  Timeframe of Implementation evaluated the amount of time that it would take for an action to be implemented and operational. This criterion was scored on a scale of 0 to 2, with the scoring favoring actions that could be implemented quickly. Actions that would take at least six years to implement received a score of 0, while actions that would be operational in three to five years received a score of 1. Actions that could be implemented in one to two years were assigned a score of 2. Actions that involve the City encouraging or supporting initiatives received a score of 2 because of the ease of implementation, while those that would require the City to create and implement a program, develop an ordinance, or install infrastructure received a score of 1.
343
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-4 May 2022
 Co-benefits evaluated include benefits to renters, improved equity, air pollution prevention, health and well-being benefits, increased reliability of critical infrastructure and services, strengthened resilience, job development, and resource preservation. To weight the importance of equity improvements, actions that would benefit equity in the city received a score of 2, while a score of 1 was given for all other co-benefits that would result from action implementation (i.e., maximum score of 9). Co-benefits are described in more detail in Chapter 1.
344
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-5 May 2022
GHG Reduction Prioritization Matrix
Based on the assessment approach described above, the maximum prioritization score for each action was 29. To enable the City to focus on and feasibly implement high-priority actions, a minimum score of 18 was chosen as the threshold for the inclusion of an action in the CAP Update. The 28 actions with prioritization scores equal to or greater than 18 are included in the summarized prioritization matrix below, which presents each action’s overall prioritization score, and the City department responsible for implementation, which is based on the criteria above as well as additional considerations such as community values and priorities that may not be reflected elsewhere. The full prioritization matrix with all factor scores can be found in Appendix B. Details regarding monitoring, ongoing engagement, potential funding sources, and GHG emissions thresholds are included in the sections following the matrix.

Measure Action Prioritization
Score
Implementing
Department
Prioritized for
Implementation
in First 18
months?

BUILDING ENERGY
STRATEGY BE-1. SHIFT TO CLEAN AND RELIABLE ENERGY
Measure BE-1.1:

Achieve 100 percent
carbon-free electricity
by 2030 in all existing
and new development.

Action BE-1.1.1: Require new development to install on-site renewable energy and storage systems capable of meeting anticipated building energy consumption, or participate in a group-buy solar and storage program, or opt-in to SVCE. 22 BSH NO
Action BE-1.1.2: Review zoning regulations for opportunities to simplify and encourage renewable energy systems. 20 BSH/PL NO Action BE-1.1.3: Conduct outreach to residents and
business owners to increase awareness of SVCE’s carbonfree electricity supply.18 PW NO 345
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-6 May 2022
Measure Action Prioritization
Score
Implementing
Department
Prioritized for
Implementation
in First 18
months?
Measure BE-1.3:

Strengthen community
awareness of energy
efficiency, energy
conservation,
electrification, and
clean energy.

Action BE-1.3.1: Work with regional partner agencies and utilities, such as BAAQMD, PG&E, and SVCE, to promote
State rebates and other incentives and funding opportunities for renewable energy.
18 PW YES
Action BE-1.3.2: Develop and implement a comprehensive
energy efficiency, energy conservation, electrification, and clean energy outreach and education campaign to support emissions reductions from building energy use.
18 PW NO
STRATEGY BE-2. MAXIMIZE BUILDING DECARBONIZATION AND EFFICIENCY Measure BE-2.1: Adopt
updated “reach”
building codes with
each building and
energy code cycle to
accelerate all-electric
new development.

Action BE-2.1.1: Adopt an updated reach code for the
2022 code cycle that prohibits the installation of natural gas infrastructure in new development
20 BSH YES
Action BE-2.1.2: Include a ban on the installation of fossil fuel-powered backup energy sources in new development by 2030.
18 BSH NO
Measure BE-2.3:

Expand the City’s Green
Building Program.

Action BE-2.3.1: Develop additional incentives, above and beyond expedited building permit processing, for projects that incorporate sustainable design approaches and/or elements that exceed local, regional, and State requirements.
18 PL/BSH YES
Measure BE-2.4:

Retrofit existing
residential and
nonresidential buildings
and municipal facilities
to improve energy
efficiency and facilitate
fuel switching.

Action BE-2.4.1: Develop a comprehensive energy retrofit program to transition existing residential buildings to allelectric by 2045. Begin program providing education and incentives, then transition to point-of-sale and replace retrofit requirements.
23 PW/BSH YES
Action BE-2.4.2: Connect building owners to funding
resources and financing options, such as Energy Upgrade California, for energy efficiency retrofits and improvement projects.
18 PW/BSH/ED NO
346
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-7 May 2022
Measure Action Prioritization
Score
Implementing
Department
Prioritized for
Implementation
in First 18
months?

TRANSPORTATION AND LAND USE
STRATEGY TR-1. FACILITATE SUSTAINABLE TRANSPORTATION AND LAND USE PLANNING Measure TR-1.1:

Reduce VMT from new
development with SB
743 compliance.

Action TR-1.1.1: Enforce the City’s requirements for SB 743, which mandates a 15% reduction in new project-generated VMT.
18 PL YES
Action TR-1.1.2: Enforce the City’s requirements for SB 743 and continuously update VMT Policy and Implementation
Tools to further reduce VMT.
18 PL YES
Measure TR-1.2:

Reduce VMT from
existing development.

Action TR-1.2.1: Work with local employers to provide
subsidies to employees for using transit or active
transportation to commute to work, and encourage flexible work schedules (e.g., 9/80s and 4/10s) as well as telecommuting. 20 ED/EN NO
Action TR-1.2.2: Partner with local businesses to provide discounts or rewards programs to incentivize using transit or active transportation to travel to businesses.
20 ED NO
Measure TR-1.3:

Continue to implement
and adopt policies that
support high-density,
mixed-use, transitoriented development
and housing near jobs.

Action TR-1.3.1: Facilitate the development of complete streets and neighborhoods. 19 PL NO
347
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-8 May 2022
Measure Action Prioritization
Score
Implementing
Department
Prioritized for
Implementation
in First 18
months?
STRATEGY 2. DECARBONIZE VEHICLES
Measure TR-2.1:

Increase EV charging
infrastructure.

Action TR-2.1.1: Work with SVCE and other partners to
provide incentives and increase EV charging stations in visible, accessible, shared locations such as mixed-use development or accessible to multi-family renters.
21 PW YES
Action TR-2.1.2: With each Title 24 and CALGreen code
cycle, adopt updated EV charging station standards for all new development through the City's reach codes that go
beyond State requirements. Require at least 50% of parking spaces in new development to be EV-ready/EVSE installed by 2030.
20 BSH NO
Measure TR-2.2:

Increase EV and lowcarbon vehicle
adoption.

Action TR-2.2.1: Improve awareness of local, regional, and State incentives for low- and zero-emission vehicles and increase EV purchases in Milpitas through events and
resource promotion such as through Climate Action Milpitas Dashboard.
18 PW YES
STRATEGY 3. INCREASE ACTIVE AND PUBLIC TRANSPORTATION USE Measure TR-3.1:

Enhance and expand
transit facilities and
infrastructure.

Action TR-3.1.1: Implement the Milpitas OnDemand "huband-spoke" micro-transit pilot program, including ondemand shuttle service for first- and last-mile connections to existing transit hubs such as the BART station and VTA light rail stops.
22 PL YES
Action TR-3.1.2: Ensure a pedestrian-friendly environment around the BART and light rail transit stations. 19 PL/EN NO Measure TR-3.2:

Increase transit
ridership.

Action TR-3.2.1: Work with transit agencies to provide free or subsidized transit to low-income residents, expanding to all residents by 2030.
21 CMO NO
348
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-9 May 2022
Measure Action Prioritization
Score
Implementing
Department
Prioritized for
Implementation
in First 18
months?
Measure TR-3.3:

Improve active
transportation options.

Action TR-3.3.5: Implement the updated Trail, Pedestrian, and Bicycle Master Plan to enhance and expand bicycle and pedestrian infrastructure networks
19 EN YES

SOLID WASTE
STRATEGY SW-1. ACHIEVE ZERO WASTE
Measure SW-1.1:

Eliminate the disposal
of organic solid waste
in landfills.

Action SW-1.1.3: Implement and enforce the requirements of SB 1383 and eliminate disposal of compostable organic materials to landfills.
19 PW YES

WATER AND WASTEWATER
STRATEGY WA-1. PROMOTE RESILIENT WATER SUPPLY, WATER USE, AND WATER RESOURCES Measure WA-1.2:

Reduce water
consumption for
irrigation and
landscaping.

Action WA-1.2.1: Continue to fund and operate the City's Water Conservation Program in conjunction with resources provided by Valley Water and BAWSCA, including the
Irrigation Equipment Upgrades Rebate Program, Landscape Conversion Rebate Program, Water Wise Survey Program,
and Water Efficient Gardening workshops.
18 PW YES

CARBON SINKS
STRATEGY CS-1. RESILIENT INFRASTRUCTURE AND HEALTHY FOREST AND NATURAL SYSTEMS Measure CS-1.1:

Protect native trees and
vegetation and
enhance carbon
sequestration.

Action CS-1.1.1: Based on the recommendations from the
City's Urban Forestry Management Plan, implement a tree planting program to expand the city's urban forest canopy. 18 PW YES
Action CS-1.1.2: Develop and implement a street tree
planting program for residential neighborhoods. 18 PW NO 349
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-10 May 2022
Measure Action Prioritization
Score
Implementing
Department
Prioritized for
Implementation
in First 18
months?
Measure CS-3.1:

Increase the use of
green infrastructure.

Action CS-3.1.1: Develop and implement a green
infrastructure program for the installation and maintenance of projects and existing public resources, such as the parks system and other open spaces.
18 EN/PW NO

CIRCULAR AND GREEN ECONOMY
STRATEGY GE-1. FOSTER GREEN AND SUSTAINABLE ECONOMIC DEVELOPMENT OPPORTUNITIES Measure GE-1.1:

Support and attract
clean technology
businesses and jobs in
Milpitas.

Action GE-1.1.1: Partner with local and regional agencies and educational institutions to offer courses/training that prepare students/workers for green jobs, such as the
Milpitas Adult School Program, South Bay Consortium for Adult Education, Center for Employment Training in San
Jose and PG&E's on-demand energy trainings.
18 ED YES
Notes: BAAQMD = Bay Area Air Quality Management District; BART = Bay Area Rapid Transit; BAWSCA = Bay Area Water Supply and Conservation Agency; BSH = Building Safety and Housing Department; CALGreen = California Green Building Standards; CMO = City Manager’s Office; ED = Economic Development Department; EN = Engineering Department; EV = electric vehicle; FTE = Full-time equivalent; PG&E = Pacific Gas & Electric; PL = Planning Department; PW = Public Works Department; Valley Water= Santa Clara Valley Water District; SVCE = Silicon Valley Clean Energy; VTA = Santa Clara Valley Transportation Authority.
350
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-11 May 2022
Municipal Operations Actions
Municipal operations actions were not evaluated using the prioritization matrix. Action development for municipal operations relied heavily on existing and planned policies, programs, and other initiatives, as well as recommendations from previous efforts to identify GHG reduction opportunities. Therefore, the actions presented below only identify the suggested timing of implementation.

Timing of implementation was assigned to each action using a scale of immediate, near-term, or mid-term. This rating was determined based on the magnitude of GHG emissions reductions associated with the action, the amount of time and effort required for the action to be operational, and the presence or absence of existing traction or support for each action.

Measure Action Timing Implementing
Department
Prioritized for
Implementation in
First 18 months?

EMPLOYEE COMMUTE
STRATEGY MEC-1. SUSTAINABLE EMPLOYEE COMMUTES
Measure MEC-1.1:

Reduce employee
commute VMT and
support low-carbon
alternatives.

Action MEC-1.1.1: Provide preferential parking,
EV charging, and/or other benefits for City
employee carpool and EVs and alternative fuel
vehicles at City facilities.

Near-term PW NO
Action MEC-1.1.2: Provide secure bicycle parking,
showers, lockers and other amenities at City
facilities.

Near-Term PW NO
Action MEC-1.1.3: Expand and improve existing
incentives for City employees to choose
alternatives to single-occupant auto commuting,
such as flexible work schedules, telecommuting,
transit incentives and subsidies, and ridesharing
and carpooling services and subsidies.

Immediate CMO/HR NO
351
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-12 May 2022
Measure Action Timing Implementing
Department
Prioritized for
Implementation in
First 18 months?

VEHICLE FLEET
STRATEGY MVF-1. ZERO- AND LOW-EMISSION FLEET VEHICLES AND EQUIPMENT Measure MVF-1.1:

Convert the City's fleet
vehicles and equipment
to all-electric or
alternative fuels, such
as renewable diesel.

Action MVF-1.1.1: Install EV charging and
alternative fuel stations at appropriate sites
throughout the city, including the Senior Center,
Sports Center, City Hall, and Public Works, to
service the fleet's alternative fuel vehicles.

Mid-term PW YES
Action MVF-1.1.2: Where practical, utilize bicycles
and low- or zero-emissions vehicles for City
employees traveling between facilities and for
park maintenance and operations (e.g., electric
golf carts).

Immediate PW NO
Action MVF-1.1.3: Update the City’s Green Fleet
Policy to convert the City’s non-specialized fleet to
all electric and identify alternative fuel options for
other vehicles and equipment.

Mid-term PW YES

BUILDINGS AND PUBLIC LIGHTING
STRATEGY MBL-1. CLEAN ENERGY
Measure MBL-1.1:

Continue to use SVCEsupplied 100 percent
renewable electricity.

Action MBL-1.1.1: Continue to participate in
SVCE whereby City-owned facilities, parks, and
streetlights will be supplied by renewable
electricity.

Immediate PW NO
Measure MBL-1.2:

Transition to 100
percent clean energy
for municipal
operations.

Action MBL-1.2.1: Implement solar photovoltaic
installations at the Senior Center; Community
Center; Sports Center. Pursue funding to expand
to Public Works Administration Building/Corp
Yard and Police Department, and other City
facilities such as fire stations. .

Immediate to
Mid-term PW YES
352
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-13 May 2022
Measure Action Timing Implementing
Department
Prioritized for
Implementation in
First 18 months?
Action MBL-1.2.2: Install battery electric storage
microgrid systems at Senior Center and
Community Center. Pursue funding to expand to
Public Works Administration Building/Corp Yard
and Police Department, and other City facilities
such as fire stations. .

Immediate to
Mid-term PW YES
STRATEGY MBL-2. ENERGY EFFICIENCY AND CONSERVATION
Measure MBL-2.1:

Reduce lighting-related
energy consumption.

Action MBL-2.1.1: Retrofit all municipal facility
lighting with LEDs (or other high-efficacy lighting
where LEDs are infeasible) by 2025.

Near-term PW NO
Action MBL-2.1.2: Require all new municipal
facility lighting to be LEDs (or other high-efficacy
lighting where LEDs are infeasible).

Immediate PW NO
Action MBL-2.1.4: Retrofit all City-owned
streetlights to LEDs. Near-term PW NO
Action MBL-2.1.5: Retrofit lighting at City sports
facilities and parks with LEDs. Near-term PW NO
Measure MBL-2.2:

Increase energy
efficiency.

Action MBL-2.2.2: Replace outdated electricity
transformers with new, high-efficiency models at
the Sports Center, Police Department, Public
Works, and City Hall.

Mid-term PW NO
Action MBL-2.2.3: Replace current Energy
Management Systems at municipal buildings with
Automated Logic building
management/automation systems.

Near-term PW NO
Action MBL-2.2.4: Replace outdated HVAC
equipment at municipal facilities. Mid-Term PW NO
353
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-14 May 2022
Measure Action Timing Implementing
Department
Prioritized for
Implementation in
First 18 months?
Measure MBL-2.3:

Implement conservation
best practices to reduce
energy use.

Action MBL-2.3.1: Develop and enforce energy
conservation guidelines for municipal employees
to implement at facilities and in day-to-day
operations.

Near-term PW NO
STRATEGY MBL-3. ELECTRIFICATION
Measure MBL-3.1:

Transition municipal
buildings and facilities
to be all-electric.

Action MBL-3.1.1: Require new municipal
development to be all-electric by 2030. Mid-term PW NO
Action MBL-3.1.2: Inventory and develop strategy
to retrofit existing municipal buildings and
facilities to be all-electric by 2045.

Mid-term PW YES
Action MBL-3.1.3: Eliminate fossil-fuel powered
backup generator usage by 2040 and replace
with zero-emission alternatives to ensure energy
resilience at municipal facilities.

Mid-term PW NO

SOLID WASTE
STRATEGY MSW-1. ZERO WASTE
Measure MSW-1.1:

Increase waste
diversion and achieve
zero waste by 2030.

Action MSW-1.1.1: Increase the amount of
recycling and organics diversion/composting at
City facilities to achieve a 95 percent diversion
rate by 2030.

Near-term PW NO
Action MSW-1.1.2: Require 75 percent of
construction and demolition debris to be recycled
and reused from municipal projects by 2030.

Mid-term PW NO
Action MSW-1.1.3: Require that contractors use
best management practices to maximize diversion
of waste from the landfill by including a provision
in requests for services and City agreements.

Immediate PL NO
354
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-15 May 2022
Measure Action Timing Implementing
Department
Prioritized for
Implementation in
First 18 months?
STRATEGY MSW-2. RESPONSIBLE CONSUMPTION
Measure MSW-2.1:

Implement an
environmentally
preferable purchasing
policy.

Action MSW-2.1.1: Use resource-efficient
landscaping techniques in new or renovated
medians and parks.

Immediate PW YES
Action MSW-2.1.2: Continue to increase the
percentage of recycled content in purchases
made through City purchasing policies and other
efforts, such as 100 percent recycled content
paper, other office supplies, and transportation
supplies.

Near-term FD NO
Action MSW-2.1.3: Enhance and expand waste
reduction policies and programs for City facilities,
such as the environmentally preferable
purchasing policy.

Near-term ED NO
WATER
STRATEGY MWA-1. WATER EFFICIENCY AND CONSERVATION
Measure MWA-1.1:

Reduce municipal water
consumption.

Action MWA-1.1.1: Implement the water fixture
and water meter upgrades Near-term PW YES
Action MWA-1.1.2: Develop and implement a
"water neutrality program" that requires new
municipal development not increase the City's
total municipal water demand.

Mid-term PW NO
Action MWA-1.1.3: Ensure that all of the City's
irrigation systems in parks and other spaces are
controlled by computer systems that tie watering
cycles to soil moisture.

Near-Term PW NO
Notes: CMO = City Manager’s Office; ED = Economic Development Department; EV = electric vehicle; FD = Finance Department; FTE = Full-time equivalent; HVAC = heating, ventilation, and air conditioning; LED = light-emitting diode; PL = Planning Department; PW = Public Works Department 355
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-16 May 2022
Adaptation Prioritization Matrix
Based on the assessment approach described above, the maximum prioritization score for each adaptation action was 29. To enable the City to focus on and feasibly implement high-priority actions, a minimum score of 18 was chosen as the threshold for the inclusion of an action in the CAP Update. The 23 actions with prioritization scores equal to or greater than 18 are included in the summarized prioritization matrix below, which presents each action’s overall prioritization score, the City department responsible for implementation, and the need for additional staffing in FTE, which is based on the criteria above as well as additional considerations such as community values and priorities that may not be reflected elsewhere. Many of the adaptation actions in the CAP Update are consistent with other City and regional planning documents including the General Plan 2040, the 2020 Local Hazard Mitigation Plan Update, the 2013 CAP, and Silicon Valley 2.0.

Measure Action Prioritization
Score
Implementing
Department
STRATEGY 1: RESILIENT COMMUNITIES, EQUITY, AND ENVIRONMENTAL JUSTICE Measure 1.7: Ensure
that climate impacts and
climate adaptation
measures aimed at
reducing climate risks do
not lead to
disproportionally
adverse effects on
vulnerable populations.

Action 1.7.3: Support health care facilities and services that assist underserved populations, including minorities, disabled persons, and the homeless community.
18 CMO, RCS,
OEM
Action 1.7.5: Continue to promote public safety through public education programs, and ensure programs are available and accessible to all segments of the community.
19 CMO, RCS,
OEM
STRATEGY 2: RESILIENT TRANSPORTATION SYSTEM AND RESILIENT ENERGY RESOURCES Measure 2.1: Integrate
climate change
considerations in all
transportation planning
and decision-making
processes.

Action 2.1.1: Update maintenance protocols to incorporate projected climate change effects and evaluate the potential for increased frequency or need to maintain transportation infrastructure, specifically from extreme heat and increased frequency of flooding events.
18 EN, PL
356
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-17 May 2022
Measure Action Prioritization
Score
Implementing
Department
STRATEGY 3: REDUCED FLOODING
Measure 3.1: Minimize
risks to life and property
resulting from flooding
and flood induced
hazards.

Action 3.1.2: Continue to maintain good standing and compliance under the National Flood Insurance Program (NFIP). This will be accomplished through the implementation of floodplain management programs that will, at a minimum, meet the requirements of NFIP:
 Enforcement of the flood damage prevention ordinance.  Participate in the floodplain identification and mapping updates.  Provide public assistance/information on floodplain requirements and impacts.
20 EN
Action 3.1.3: Evaluate and consider increasing the design criteria for current and future flood protection projects from 100-year flood events to higher impact flood events.
19 PW
Action 3.1.4: Evaluate the need to increase pump station capacity and provide protection for pump stations. 18 PW
Measure 3.2: Evaluate
proposed development
in areas of the City
subject to flooding
impacts caused by rising
sea levels.

Action 3.2.1: Require evaluation of projected inundation for development projects near San Francisco Bay or at flooding risk from local waterways which discharge to San Francisco Bay.
19 PW
STRATEGY 4: ROBUST EMERGENCY SERVICES AND IMPROVED DISASTER RECOVERY Measure 4.1: Ensure
that emergency services
have adequate capacity
to address increased
demand due to climate
change-related impacts.

Action 4.1.3: Establish resilience hub locations in neighborhoods throughout the community, equipped with backup power and disaster assistance and supplies.
18 OEM/PW/RCS
Action 4.1.5: Continue to maintain the City’s Emergency Operations Center and conduct regular staff training exercises to ensure that all City staff members, in additional to emergency responders, are adequately trained to fulfill their duties in the event of an emergency. 18 OEM
357
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-18 May 2022
Measure Action Prioritization
Score
Implementing
Department
Action 4.1.7: Clearly communicate to the public the City’s plans, procedures, and responsibilities in the event of a disaster or emergency.

Communications and information made available to the public shall be provided in multiple languages to ensure the greatest number of community members have access to this information.
19 OEM, CMO
Action 4.1.9: Develop Disaster Documentation Program to include tracking disasters affecting Milpitas and tracking via photos damage incurred during and after disaster events. This data can be used for tracking and trending, and ultimately mitigation planning. 19 OEM
STRATEGY TR-5: REDUCED URBAN HEAT ISLAND EFFECT AND RESILIENT WATER RESOURCES Measure 5.1: Reduce
urban heat island effect
through cool roofs,
parking lot shading,
landscaping, and urban
greening in new and
existing private and
public development.

Action 5.1.1: Amend the Zoning Code to create tree planting standards for new and renovated development, to require the planting of two trees in single-family development in the front, side, or rear yard as feasible, and to create lineal landscaping standards for commercial development that identify a minimum number of tree plantings based on lineal frontage length. 18 PL
Action 5.1.2: Encourage the inclusion of additional shade trees, vegetated stormwater treatment and landscaping to reduce the “heat island effect” in development projects.
20 PL/EN
Action 5.1.5: Reduce heat gain from surface parking lots in new development for a minimum of 50 percent of the site’s hardscape.

Develop standards to provide shade from the existing tree canopy or from appropriately selected new trees that complement site characteristics and maximize drought tolerance. Where feasible, use open-grid pavement systems (at least 50 percent pervious, which would also satisfy the stormwater Low Impact Development requirement).
18 PL
STRATEGY 6: INTEGRATED RESILIENC PLANNING AND IMPROVED BIODIVERISTY AND HABITAT Measure 6.1: Embed
climate resiliency and
adaptation across
planning efforts.

Action 6.1.1: Integrate climate resiliency throughout long-term planning and current development projects. 21 PL
Action 6.1.2: Participate in regional climate adaptation planning efforts. 20 PW 358
Item # 15.

City of Milpitas Climate Action Plan Update
Chapter 6 –
Implementation and Monitoring 6-19 May 2022
Measure Action Prioritization
Score
Implementing
Department
Measure 6.2: Integrate
findings of climate
vulnerability into all
phases of emergency
planning.

Action 6.2.1: Ensure that emergency response plans and training programs continue to evolve and are modified to incorporate future climate projections in order to protect residents, infrastructure, and facilities during emergencies and extreme weather events. 20 OEM
Measure 6.3: Prioritize
nature-based solutions
to improve resilience
while promoting
biodiversity.

Action 6.3.1: Continue the City's Tree Maintenance Program. 20 PW Action 6.3.4: Conserve existing native trees and vegetation where possible and integrate regionally native trees and plant species into development and infrastructure projects where appropriate.
20 PW
Action 6.3.5: Work with Valley Water to restrict future fencing, piping and channelization of creeks when flood control and public safety can be achieved through measures that preserve the natural environmental and habitat of riparian corridors; in addition, evaluate opportunities to revert some existing concrete-lined channels to more natural alternatives such as levees.
18 EN, PW
Action 6.3.6: Collaborate with Valley Water to support the priorities and projects of the Safe, Clean Water and Natural Flood Protection Program.

Pursue grant funding opportunities from the District to provide funding for water conservation, habitat restoration, and open space projects that increase community resiliency, while improving water quality and increasing flood safety throughout the community.
19 EN, PW
Action 6.3.7: Continue to collaborate with Valley Water and pursue grant funding from the district to support the priorities and projects of the Safe, Clean Water and Natural Flood Protection Program.
19 EN, PW
Action 6.3.8: Encourage and accommodate multipurpose flood control projects that incorporate recreation, education, resource conservation, preservation of natural riparian habitat, and the scenic value of drainages, creeks, and detention ponds.
18 EN
Notes: CMO = City Manager’s Office; ED = Economic Development Department; EN = Engineering Department; EV = electric vehicle; FTE = Full-time equivalent; OEM = Office of Emergency Management; PL = Planning Department; PW = Public Works Department; RCS = Recreation and Community Services Department.
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California Environmental Quality Act and CAP Update
Implementation of the CAP Update will require that new development is constructed with more sustainable and low-carbon features than existing development. New development projects that are consistent with the growth projections and applicable GHG reduction measures in the CAP Update are eligible for California Environmental Quality Act (CEQA) streamlining, per the provisions of State CEQA Guidelines Section 15183.5. Under these provisions, a project that is subject to discretionary review and is consistent with the City’s General Plan 2040 growth projections can show consistency with applicable GHG reduction measures in the CAP Update, and the level of analysis for the project required under CEQA can be streamlined. Furthermore, a project’s incremental contribution to cumulative GHG emissions may be determined not to be cumulatively considerable in such cases.

The “qualified” CAP Update will allow project-specific environmental documents, if eligible, to tier from and/or incorporate by reference the CAP Update’s programmatic review of GHG impacts in their cumulative impact analyses. The CAP Update meets the requirements under Section 15183.5 of the State CEQA Guidelines as a qualified plan for the reduction of GHG emissions for use in cumulative impact analysis pertaining to new development projects. Details on how projects can demonstrate consistency with the CAP Update are provided in Appendix D, the guidelines and consistency review checklist.

The consistency review checklist is the mechanism that is used to demonstrate consistency with the CAP Update and contains GHG reduction measures applicable to development projects that are required to be implemented on a project-by-project basis to ensure that the specified emissions targets identified in the CAP Update are achieved. New development projects will need to incorporate all applicable CAP Update measures to demonstrate consistency with the CAP Update. These measures will be enforced as conditions of approval for ensuring that compliance can be confirmed before the project can be implemented.

Monitoring and Updates
The City will begin implementing CAP Update measures and actions upon adoption, and data tracking will begin in the year following. As measures are implemented, the effects on emissions trends and climate resilience in the city will necessitate CAP Update maintenance and updates to ensure relevancy and effectiveness. Therefore, City staff will need to evaluate and monitor CAP Update performance over time and alter or amend the plan if it is not achieving the desired outcomes. This will include conducting periodic GHG emissions inventories and vulnerability assessment updates, as well as analyzing individual action performance.

City staff will evaluate the performance of each GHG reduction action that has been implemented. This entails monitoring the level of community participation, costs, benefits, effectiveness, and barriers to implementation, as well as actual reductions in activities that result in GHG emissions. In addition to considering these factors, assessing the performance of CAP Update adaptation actions will be informed by resilience-related improvements in the community.

By evaluating whether the implementation of an action is on track to achieve its objective, the City can identify successful actions and reevaluate or replace underperforming measures. 360
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City staff will prepare a monitoring report annually and a GHG emissions inventory and vulnerability assessment update every two to three years. This report will provide updates on CAP Update progress, including the status of actions implemented to achieve GHG reductions and improve resilience as well as other important milestones in the CAP Update implementation process. As technologies and markets change and the City implements the actions in the CAP Update, these reports will be used to track progress and identify actions that need to be improved, adjusted, or removed. The report will also be used for periodic presentations to the City Council and Energy and Environmental Sustainability Commission about implementation progress on actions and overall progress towards CAP Update objectives. The report would also serve to provide transparency and promote engagement with the public for CAP Update implementation. The report will be derived from the online dashboard that the City has developed and monitoring and progress updates will be available through the tracking metrics included on the dashboard.

Finally, the City will prepare an update to the plan every five years, beginning in 2026.

Updates would reflect the findings and recommendations of the monitoring reports and inventory updates. Future updates are necessary to account for any new State or federal legislation that may affect the CAP Update, and to focus on GHG reduction measures and actions that may have been difficult to implement previously due to a lack of available technologies or high upfront implementation costs.

Ongoing Engagement
Continued engagement with and active participation by the community is critical for successful implementation of the CAP Update. As the City implements and monitors CAP Update measures, involvement with residents and businesses, community organizations, developers, property owners, and other local, regional, and State agencies will ultimately guide the City’s measure implementation and promote achievement of CAP Update objectives. While a handful of mitigation strategies will be led solely by the City, many measures will require partnerships and collaboration.

Effective and long-term climate action and resilience building in the community depends on efforts that continue to change the way individuals interact with the environment. Numerous measures require participation from residents and visitors to fully implement, and the City is committed to continuing its outreach efforts through CAP Update implementation, monitoring, and future plan updates. Many of the measures in Chapter 3 and Chapter 4 are focused on increasing community awareness and participation in existing programs and connecting the community with new information, tools, funding, or resources.

Vulnerable populations typically experience disproportionate impacts of climate change relative to the rest of the community. Following CAP Update adoption, addressing some of these climate inequities in the form of more prominent engagement with vulnerable communities will be of utmost priority. The City is committed to overcoming the barriers of engagement with frontline communities, such as lack of access to technology and language barriers, to ensure a more equitable implementation process.
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In addition, the City is maintaining a CAP Update Dashboard which features an online way for residents and businesses to continue to engage with the CAP Update, monitor progress by the City, and provide a direct line of communication between City staff and residents and businesses. As part of this CAP Update, the City is preparing an education toolkit which provides additional resources for encouraging more sustainable practices in homes and businesses.

Funding Sources
The City will incur costs to implement some of the measures included in the CAP Update. These include initial start-up, ongoing administration, staffing, and enforcement costs. While some measures will only require funding from the City and other public entities, others would result in costs impacts for businesses, developers, and residents. However, implementation of CAP Update measures will result in substantial cost-savings for the City, residents, and business owners in the long term. The City will be proactive in seeking cost-effective implementation and strategic funding opportunities and developing partnerships to lessen the burden of implementation costs.

Capital improvement, investment, and increased operation and maintenance costs will be required for successful CAP Update implementation. Funding options are available from a variety of sources, including the City funds, local utilities, and regional and State agencies. The City will continuously monitor private and public funding sources for new grant and rebate opportunities. A preliminary summary of available funding and financing options is presented in Table 6-1.

The funding sources and programs listed below are subject to change. Aside from seeking the listed funding sources, the City should continue to search for new funding sources through the State’s Climate Change Funding Wizard website, which provides the most up-to-date information on funding opportunities for projects related to climate change mitigation and adaptation.

Table 6-1 Funding Opportunities for Implementation
Residential and Nonresidential Energy
PG&E and SVCE
Rebates and
Incentives Program
PG&E and SVCE, the two main energy providers in the county, offer a variety of energy efficiency programs such as free energy audits designed to help residential and nonresidential customers save energy and money.

Energy Upgrade CA
Energy Upgrade California is a statewide initiative to improve energy efficiency, use renewable energy resources, and reduce demand on the electrical grid through incentives available for residents and businesses.

California Energy
Commission 1
Percent Interest Rate
Loans
The California Energy Commission offers 1 percent loans for local jurisdictions to conduct projects with proven energy savings at municipal facilities. 362
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Table 6-1 Funding Opportunities for Implementation
Residential and Nonresidential Energy
California Lending
for Energy and
Environmental
Needs Center
This funding source, as a program of California Infrastructure and Economic Development Bank, provides direct public financing to municipalities, universities, schools, and hospitals to help meet the State’s goals for GHG reductions, water conservation, and environmental preservation.

GRID Alternatives
GRID Alternatives is a nonprofit organization that provides no-cost solar installations to low-income residents and provides assistance for communities in developing multifamily and community-scale solar installations. The organization also provides hands-on job training for volunteers interested in employment in the solar industry.

Low-Income
Weatherization
Program
Administered by the California Department of Community Services and Development, the Low-Income Weatherization Program provides low-income households with solar photovoltaic (PV) systems and energy efficiency upgrades at no cost to residents. The program is designed with the primary goal of reducing GHG emissions by saving energy and generating clean renewable energy while reducing energy costs for low-income single-family households and multi-family affordable housing.

Transportation and Land Use
Federal
Infrastructure
Investment and
Jobs Act
The U.S. Department of Transportation announced the availability of nearly $3 billion in competitive grant funding for surface transportation projects that were included in the infrastructure law. The grants can fund projects too large or complex for traditional funding programs like multijurisdictional and multimodal projects. The grants can also fund freight infrastructure.

National Electric
Vehicle
Infrastructure
Program
The U.S. Department of Transportation and U.S. Department of Energy unveiled a new National Electric Vehicle Infrastructure formula program that was included in the Infrastructure Investment and Jobs Act. The program includes $4.6 billion in grants to fund EV infrastructure.

RAISE Grants
The U.S. Department of Transportation is offering $1.5 billion in grant funding through the Rebuilding American Infrastructure with Sustainability and Equity discretionary grant program. The program uses a merit-based process to select projects that will build and repair critical pieces of freight and passenger transportation networks.

Caltrans Active
Transportation
Planning Program
This program provides competitive planning grants for jurisdictions working on planning projects to increase the proportion of trips accomplished by biking and walking and reduce community-wide vehicle miles traveled.

Caltrans
Transportation
Planning Grant
Program
The Transportation Planning Grant Program provides competitive planning grants to help local jurisdictions in a variety of transportation planning efforts including development and implementation of regional transportation plans.

The program also helps address multimodal transportation deficiencies with a focus on transit and support planning actions that advance climate adaptation efforts for local transportation systems.
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Table 6-1 Funding Opportunities for Implementation
Transportation and Land Use
California Clean
Vehicle Rebate
Project
This CARB program provides rebates of up to $7,000 for the purchase or lease of a new, eligible zero-emission or plug-in hybrid light-duty vehicle.

PG&E California
Clean Fuel Reward
Program and
Empower EV
Program
Through PG&E’s participation in the California Clean Fuel Reward Program, customers can receive an upfront incentive worth up to $1,500 on new EV purchases or leases. PG&E also offers incentives of up to $2,500 per incomeeligible single-family household to help cover the cost of purchasing and installing EV charging equipment through the Empower EV Program.

Transportation and Land Use
Affordable Housing
and Sustainable
Communities
Program
This program, administered by the California Department of Housing and Community Development, funds land use, housing, transportation, and land preservation projects that support infill and compact development and reduce GHG emissions. Funds are available in the form of loans and/or grants in two kinds of project areas: Transit-Oriented Development Project Areas and Integrated Connectivity Project Areas.

SB 2 Planning Grant
Program
This planning grant program provides financial and technical assistance to local governments to update planning documents and zoning ordinances, including general plans, community plans, specific plans, sustainable communities strategies, and local coastal programs, to streamline housing production. The program does not use a competitive process to award funds.

All localities that meet the eligibility requirements outlined in the grant application will be funded.

Strategic Growth
Council Affordable
Housing and
Sustainable
Communities
Program
This program makes it easier for Californians to drive less by making sure housing, jobs, and key destinations are accessible by walking, biking, and transit. Program funding can be used for affordable housing development, sustainable transportation infrastructure and related amenities that reduce vehicle miles traveled, and programs to encourage an increase in modes of active transportation.

Urban Greening
Program
Urban Greening Program will fund projects that reduce greenhouse gases by sequestering carbon, decreasing energy consumption, and reducing vehicle miles traveled, while also transforming the built environment into places that are more sustainable, enjoyable, and effective in creating healthy and vibrant communities. These projects will establish and enhance parks and open space, using natural solutions to improve air and water quality, reduce energy consumption, and create more walkable and bike-able trails. 364
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Table 6-1 Funding Opportunities for Implementation
Transportation and Land Use
Volkswagen (VW)
Environmental
Mitigation Trust
The VW Environmental Mitigation Trust provides about $423 million for California to mitigate the excess nitrogen oxide emissions caused by VW's use of illegal emissions testing defeat devices in certain VW diesel vehicles. The trust provides funding opportunities for specified eligible actions that are focused mostly on “scrap and replace” projects for the heavy-duty sector, including on-road freight trucks, transit and shuttle buses, school buses, forklifts and port cargo handling equipment, commercial marine vessels, and freight switcher locomotives.

Solid Waste
CalRecycle Food
Waste Prevention
and Rescue Grant
Program
The purpose of this competitive grant program is to reduce overall GHG emissions by establishing new or expanding existing food waste prevention projects (source reduction or food rescue for people) in California to reduce the amount of food being disposed of in landfills.

CalRecycle Local
Enforcement Agency
Grant Program
CalRecycle administers a non-competitive grant program to assist local enforcement agencies with their solid waste facilities permit and inspection program.

General Funding and Staff Capacity
CivicSpark Program
The CivicSpark Program supports sustainability-focused research, planning, and implementation projects throughout California by providing public agencies and other organizations with high-quality capacity-building support.

This 11-month AmeriCorps program employs highly motivated emerging sustainability professionals.

General Funding and Staff Capacity
California Climate
Investments
California Climate Investments is a statewide initiative that provides funds from the state’s cap-and-trade program for projects and programs that work to reduce GHG emissions in the state. Funds from California Climate Investments can go to support a variety of projects, including affordable housing, renewable energy, public transportation, zero-emission vehicles, environmental restoration, sustainable agriculture, and recycling. Numerous state programs already itemized above are funded by California Climate Investments; however, the program continues to evolve and is updated by the state periodically to include new or modified programs.

Local Early Action
Planning (LEAP)
Grants
LEAP provides one-time grant funding to cities and counties to update their planning documents and implement process improvements that will facilitate the acceleration of housing production and help local governments prepare for their 6th cycle Regional Housing Needs Assessment, much like the SB 2 Planning Grants.
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Table 6-1 Funding Opportunities for Implementation
General Funding and Staff Capacity
Regional Early
Action Planning
(REAP)
REAP allows councils of governments and other regional entities to collaborate on projects that have a broader regional impact on housing. Grant funding is intended to help regional entities and governments facilitate local housing production that will assist local governments in meeting their Regional Housing Need Allocation.

Sustainable
Transportation
Equity Project (STEP)
STEP is a new transportation equity pilot that aims to address community residents’ transportation needs, increase access to key destinations, and reduce greenhouse gas emissions by funding planning, clean transportation, and supporting projects.

STEP’s overarching purpose is to increase transportation equity in disadvantaged and low-income communities throughout California via two types of grants: Planning and Capacity Building Grants and Implementation Grants. Within these two grant types, CARB currently has up to $22 million available.

Source: Compiled by Ascent Environmental in 2021.
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Works Cited
Executive Summary
California Energy Commission. 2021a. Cal-Adapt Annual Averages Tool. Available: https://caladapt.org/tools/annual-averages/. Accessed December 28, 2020. ———. 2021b. Cal-Adapt Extreme Heat Tool. Available: https://cal-adapt.org/tools/extremeheat/. Accessed December 28, 2020.

Chapter 1
California Air Resources Board. 2008 (December). Climate Change Scoping Plan: A Framework for Change. Available:
https://ww2.arb.ca.gov/sites/default/files/classic//cc/scopingplan/document/adopted_sc oping_plan.pdf. Accessed October 1, 2021.
———. 2017 (January). The 2017 Climate Change Scoping Plan Update: The Strategy for Achieving California’s 2030 Greenhouse Gas Target. Available:
https://ww2.arb.ca.gov/sites/default/files/classic/cc/scopingplan/scoping_plan_2017.pdf.

Accessed October 1, 2021.
———. 2020. California Greenhouse Gas Emissions for 2000 to 2018: Trends of Emissions and Other Indicators. Available:
https://ww3.arb.ca.gov/cc/inventory/pubs/reports/2000_2018/ghg_inventory_trends_00 -18.pdf. Accessed October 1, 2021.

California Governor’s Office of Emergency Services. 2020. California Adaptation Planning Guide. Available: https://www.caloes.ca.gov/HazardMitigationSite/Documents/APG2- FINAL-PR-DRAFTAccessible.pdf. Accessed October 2, 2021.

California Governor’s Office of Planning and Research, California Energy Commission, and California Natural Resources Agency. 2018a. California’s Fourth Climate Change Assessment Report: State Summary Report. Available:
https://www.energy.ca.gov/sites/default/files/2019-11/Statewide_Reports-SUM-CCCA4- 2018-013_Statewide_Summary_Report_ADA.pdf. Accessed October 1, 2021. ———. 2018b. California’s Fourth Climate Change Assessment: San Francisco Bay Area Region Report. Available: https://www.energy.ca.gov/sites/default/files/2019-11/Reg_ReportSUM-CCCA4-2018-005_SanFranciscoBayArea_ADA.pdf. Accessed October 1, 2021.

CalOES. See California Governor’s Office of Emergency Services. 367
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Intergovernmental Panel on Climate Change. 2021 (August). Climate Change 2021: The Physical Science Basis: Summary for Policy Makers. Available:
https://www.ipcc.ch/report/ar6/wg1/downloads/report/IPCC_AR6_WGI_SPM.pdf.

Accessed October 1, 2021.

IPCC. See Intergovernmental Panel on Climate Change.

OPR, CEC, and CNRA. See California Governor’s Office of Planning and Research, California Energy Commission, and California Natural Resources Agency.

Chapter 2
C40 Cities. 2018 (March). Consumption-Based GHG Emissions of C40 Cities. Available:
https://cdn.locomotive.works/sites/5ab410c8a2f42204838f797e/content_entry5ab410f b74c4833febe6c81a/5ad4c0c274c4837def5d3b91/files/C40_GHGEReport_040518.pdf?1540555698. Accessed March 3, 2022.

EPA. See U.S. Environmental Protection Agency.

ICLEI – Local Governments for Sustainability USA. 2019. U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions. Version 1.2. Accessed January 26, 2021.

Intergovernmental Panel on Climate Change. 2013. Fifth Assessment Report. Chapter 8, Anthropogenic and Natural Radiative Forcing. Available:
http://www.ipcc.ch/pdf/assessment-report/ar5/wg1/WG1AR5_Chapter08_FINAL.pdf.

Accessed September 21, 2021.

SEI. See Stockholm Environment Institute.

Stockholm Environment Institute. 2019 (February). Estimating Consumption-Based Greenhouse Gas Emissions at the City Scale: A Guide for Local Governments. Available:
https://cdn.sei.org/wp-content/uploads/2019/03/estimating-consumption-basedgreenhouse-gas-emissions.pdf. Accessed January 26, 2021.

United Nations. 2015. Paris Agreement. Available:
https://unfccc.int/sites/default/files/english_paris_agreement.pdf. Accessed October 1, 2021.

University of California, Berkeley. 2015 (December). A Consumption-Based Greenhouse Gas Inventory of San Francisco Bay Area Neighborhoods, Cities and Counties: Prioritizing Climate Action for Different Locations. Available:
https://escholarship.org/uc/item/2sn7m83z. Accessed January 25, 2021.

U.S. Environmental Protection Agency. 2021. Greenhouse Gas Equivalencies Calculator.

Available: https://www.epa.gov/energy/greenhouse-gas-equivalencies-calculator.

Accessed October 1, 2021.
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Chapter 3
ICLEI – Local Governments for Sustainability. 2010 (May). Local Government Operations Protocol For the Quantification and Reporting of Greenhouse Gas Emissions Inventories.

Version 1.1.

Chapter 4
California Department of Resources Recycling and Recovery. 2020. Carbon Sequestration.

Available:
https://www.calrecycle.ca.gov/organics/compostmulch/toolbox/carbonsequest. Accessed March 2, 2022.

CalRecycle. See California Department of Resources Recycling and Recovery.

Ellen MacArthur Foundation. 2019 (February). The Circular Economy in Detail. Available:
https://archive.ellenmacarthurfoundation.org/explore/the-circular-economy-indetail#:~:text=A%20circular%20economy%20is%20a,the%20consumption%20of%20fini te%20resources. Access March 2, 2022.

Chapter 5
ABC News. 2020 (September). Bay Area, California Hit with Some of the Worst Air Quality in The World. Available: https://abc7news.com/bay-area-air-quality-monday-californiaworst-in-the-world-when-will-improveoregon/6422415/#:~:text=On%20Aug.%2019%20air%20quality,Quality%20Managem ent%20District%20announced%20Monday. Accessed February 10, 2021.

Ahuja, S. and T. Proctor. 2018. Fire in California’s Ecosystems. Fire, Air Quality, and Greenhouse Gas Emissions. University of California Press.

Bell, J.E., S.C. Herring, L. Jantarasami, C. Adrianopoli, K. Benedict, K. Conlon, V. Escobar, J.

Hess, J. Luvall, C.P. Garcia-Pando, D. Quattrochi, J. Runkle, and C.J. Schreck, III, 2016:

Ch. 4: Impacts of Extreme Events on Human Health. The Impacts of Climate Change on Human Health in the United States: A Scientific Assessment. U.S. Global Change Research Program, Washington, DC, 99–128.

Bruzgul, Judsen, Robert Kay, Andy Petrow, Beth Rodehorst, David Revell, Maya Bruguera, Kevin Petak, Dan Moreno, Julio Manik. (ICF and Revell Coastal). 2018. A Changing Climate and Natural Gas Infrastructure: Potential Impacts and Adaptations for Southern California Gas Company (SoCalGas). California’s Fourth Climate Change Assessment, California Energy Commission. Publication number: CCCA4-CEC-2018-009.

California Department of Public Health. 2019. Climate Change & Health Equity Issue Brief.

Available at:
https://www.cdph.ca.gov/Programs/OHE/CDPH%20Document%20Library/CCHEPGeneral/CDPH_CC-and-Health-Equity-Issue-Brief.pdf. Accessed February 11, 2021. 369
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California Department of Water Resources. 2021. Climate Change Basics. Available:
https://water.ca.gov/Water-Basics/Climate-Change-Basics. Accessed October 1, 2021.

California Energy Commission. 2021a. Cal-Adapt Annual Averages Tool. Available: https://caladapt.org/tools/annual-averages/. Accessed December 28, 2020. ———. 2021b. Cal-Adapt Extreme Heat Tool. Available: https://cal-adapt.org/tools/extremeheat/. Accessed December 28, 2020. ———. 2021c. Cal-Adapt Extreme Precipitation Tool. Available: https://caladapt.org/tools/extreme-precipitation/. Accessed December 28, 2020 ———. 2021d. Cal-Adapt Extended Drought Scenario Tool. Available: https://caladapt.org/tools/extended-drought/. Accessed December 28, 2020.

California Governor’s Office of Emergency Services. 2020. California Adaptation Planning Guide. Available: https://www.caloes.ca.gov/HazardMitigationSite/Documents/APG2- FINAL-PR-DRAFTAccessible.pdf. Accessed February 12, 2021.

California Governor’s Office of Planning and Research, California Energy Commission, and California Natural Resources Agency. 2018a. California’s Fourth Climate Change Assessment Report: San Francisco Bay Area Region Report. Available:
https://www.energy.ca.gov/sites/default/files/2019-11/Reg_Report-SUM-CCCA4-2018- 005_SanFranciscoBayArea_ADA.pdf. Accessed January 29, 2021. ———. 2021b. Cal-Adapt Extended Drought Scenario Tool. Available: https://caladapt.org/tools/extended-drought/. Accessed December 28, 2020.

California Office of Environmental Health Hazard Assessment. 2020. California Communities Environmental Health Screening Tool (CalEnviroScreen). Available:
https://oehha.ca.gov/calenviroscreen/report/calenviroscreen-30. Accessed December 20, 2020.

Cambridge Systematics. 2015. Central Texas Extreme Weather and Climate Change Vulnerability Assessment of Regional Transportation Infrastructure. Available:
https://austintexas.gov/sites/default/files/files/CAMPO_Extreme_Weather_Vulnerability_A ssessment_FINAL.pdf. Accessed February 11, 2021.

CDPH. See California Department of Public Health.

Kumar, R., Rachunok, B., Maia-Silva, D., and Nateghi, R. 2020. Asymmetrical response of California electricity demand to summer-time temperature variation. Scientific reports, 10(1), 1-9.

Milpitas, City of. 2021. Urban Water Management Plan. Available:
https://www.ci.milpitas.ca.gov/_pdfs/Milpitas_2020_%20UWMP_FINAL.pdf. Accessed September 15, 2021.
———. 2016. 2015 Urban Water Management Plan. Available:
http://www.ci.milpitas.ca.gov/wp-content/uploads/2016/05/UWMP-Document-1.pdf.

Accessed October 1, 2021.

OEHHA. See California Office of Environmental Health Hazard Assessment. 370
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OPR, CEC, and CNRA. See California Governor’s Office of Planning and Research, California Energy Commission, and California Natural Resources Agency.

Pacific Gas & Electric Company. 2021. Pacific Gas and Electric Company 2021 Wildfire Mitigation Plan Report. Rulemaking 18-10-007. February 5. Available:
https://www.pge.com/pge_global/common/pdfs/safety/emergencypreparedness/natural-disaster/wildfires/wildfire-mitigation-plan/2021-Wildfire-SafetyPlan.pdf. Accessed February 12, 2021.

PHASC. See Public Health Alliance of Southern California.

Public Health Alliance of Southern California. 2021. California Healthy Places Index. Available:
https://www.healthyplacesindex.org/about-hpi. Accessed January 15, 2021.

Santa Clara Valley Water District. 2016. Urban Water Management Plan. Available:
https://www.valleywater.org/sites/default/files/SCVWD%202015%20UWMPReport%20Only.pdf. Accessed February 11, 2021.

SCVWD. See Santa Clara Valley Water District.

Westerling, A. L. 2018. Wildfire Simulations for the Fourth California Climate Assessment:

Projecting Changes in Extreme Wildfire Events with a Warming Climate. University of California, Merced, California's Fourth Climate Change Assessment, California Energy Commission. Available: https://climateassessment.ca.gov/events/docs/20181210- Slides_Westerling.pdf. Accessed February 11, 2021.

Chapter 6
There are no references used in this chapter.
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1111 Broadway, Suite 600
Oakland, CA 94607
ascentenvironmental.com
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Attachment 2. Summary of Response to Comments Received on the Public Review Draft of the Climate Action Plan Update 1 | P a g e
Summary of Comment Submitted by Response
It seems that one of the major sources of emissions in
Milpitas is on-road transportation. I'd like to seek stronger action on that sector. For example, by 2030 transition to all electric public transit and significantly reduce or even ban the sale of gasoline vehicles in Milpitas.

M. Goon This comment represents an opinion and does not suggest revisions to the CAP Update; no revisions were made. Also, note that the City has does not own or operate public transit.

Accelerate the interim target of 79% reduction (below 2019 levels) to be achieved by 2035 This updated target would more closely align with the greenhouse gas reduction
targets of other recently adopted Climate Action Plans, such as those in San Jose and Menlo Park, which have carbonneutral-by-2030 targets. Palo Alto has an 80% GHG reduction-by-2030 target. Santa Clara has an interim target of 80% reduction by 2035, and Cupertino is considering a similar 80x35 target in their draft Climate Action Plan. As more jurisdictions adopt similar targets, work together and shift the marketplace, the opportunities for rapid emissions reductions will increase.

Sierra Club Loma
Prieta Chapter
The City seeks to adopt a CEQA-qualified CAP that follows BAAQMD guidance. As such, the City’s targets are based on the city’s fair share of GHG emissions reduction consistent with SB

32. Many jurisdictions opting to have more aggressive targets in their CAPs are not CEQA-qualified CAPs because they cannot demonstrate with substantial evidence that these targets would be met with the actions identified in the plans. The objective of this CAP Update is to establish and elevate Milpitas community support for climate action. It is unclear with current technology and funding opportunities how such aggressive goals and targets would be achieved. Therefore, the City is not altering the 2030 GHG reduction target and no revisions were made to the CAP Update at this time. This will be reviewed during
implementation and monitoring and future update cycles. .

Accelerate goals to fully decarbonize existing buildings (BE

2.4)
a. non-residential buildings by 2035
b. all residential buildings by 2040
c. All municipal buildings by 2035
These updated existing building targets align with the
targets set in jurisdictions such as Menlo Park, San Jose and San Mateo, and would establish Milpitas as a climate leader in the field of building electrification.

Sierra Club Loma
Prieta Chapter
While these suggestions for accelerating goals are
commendable, the project team has established actions and strategies that support the needed reductions to meet the City’s 2030 GHG reduction target and establish and elevate Milpitas community support and buy-in for future aggressive targets and goals. No revisions to the CAP Update were made based on this comment at this time.

Establish an end of flow date by 20401 Sierra Club Loma Prieta Chapter
While these suggestions for accelerating goals are
commendable, the project team has established actions and 373
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Attachment 2. Summary of Response to Comments Received on the Public Review Draft of the Climate Action Plan Update 2 | P a g e
We believe that Milpitas should adopt a date by which the flow of methane gas will cease as part of the Climate Action Plan. This date would align with the accelerated existing building targets in our suggestion #2. An end of flow date can be an important public symbol that communicates that gas is on the way out, allowing them to make informed
decisions about their future appliance purchases.
strategies that support the needed reductions to meet the City’s 2030 GHG reduction target and establish and elevate Milpitas community support and buy-in for future aggressive targets and goals. No revisions to the CAP Update were made based on this comment at this time.

Prepare for the end of sale of Internal Combustion Engine (ICE) cars by 2035 in accordance with California Executive Order N-79-20
a. For MVF-1, develop a city fleet electrification and charging infrastructure plan for specialized vehicles (many new
electric options are becoming available).
b. For BE 2.1.1 expand requirements for EV charging
capability in multifamily new construction so every parking place includes at least Level 1 charging.
c. Consider only zero emission vehicles for MVF-1.
"Renewable diesel" has significant challenges and still emits CO2.

Sierra Club Loma
Prieta Chapter
While these suggestions for accelerating goals are
commendable, the project team has established actions and strategies that support the needed reductions to meet the City’s 2030 GHG reduction target and establish and elevate Milpitas community support and buy-in for future aggressive targets and goals. No revisions to the CAP Update were made based on this comment at this time.

As part of BE 2.4.1 and 2.4.3, the comprehensive energy retrofit programs should include the following:
a. Significant community education efforts.
b. Permit streamlining.
c. Anti-displacement ordinances.

Sierra Club Loma
Prieta Chapter
The building retrofit programs will be developed as part of implementation of the CAP Update. The specifics of the program has not yet been determined. No revisions to the CAP Update were made based on this comment.

Add Dark Sky Policies to the municipal action to retrofit all municipal facility lighting with LEDs (or other high-efficacy lighting where LEDs are infeasible) by 2025
a. The City should establish internal light pollution standards (also known as dark sky standards), which include the
following: i. all lighting shall have a correlated color temperature of 2700 Kelvin or less City-wide, ii. all lighting shall be angled downwards, no light trespass shall be
allowed into adjacent properties, and no light shall be allowed to be angled towards the Bay or other natural areas, Sierra Club Loma
Prieta Chapter
No revisions to the CAP Update were made based on this
comment. Consideration of these policy standards may be reviewed as part of the City’s Zoning Ordinance update process. 374
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Attachment 2. Summary of Response to Comments Received on the Public Review Draft of the Climate Action Plan Update 3 | P a g e
and iii. timers, dimmers, and shades should be used in
commercial buildings to ensure that lights are turned off when buildings are not in use, and nonessential lights should be turned off at 11pm.
b. Using the above standards, Milpitas should create a
standalone City-wide Dark Sky Ordinance which seeks to
mitigate light pollution from newly installed fixtures and lighting retrofits.

7. Add the following specific provisions to the All-Electric Reach Code (BE 2.1.1) a. Reach code requirements shall
apply to all new building types including residential and commercial buildings. b. No new gas infrastructure
(including both plumbing and appliances) shall be installed in new buildings.

The ordinance should exist as a standalone municipal code existing outside of the Title 24 building code 3-year cycle update. This would technically be a San Jose style natural gas prohibition ordinance, and not a “reach code”.

Sierra Club Loma
Prieta Chapter
The reach code will be developed as part of implementation of the CAP Update. The specifics of the reach code have not yet been determined. No revisions to the CAP Update were made based on this comment as this will be considered as part of the Reach Code development process.
…Second, I strongly support the Climate Action Plan update and hope that it passes quickly and the City immediately starts on implementation with regular tracking to make sure all the items are completed.

Third, while this is a great first step since it looks like it will meet the City’s 2030 goals, we see on Page ES-3 Figure ES-1 that it will not be sufficient beyond that, mainly because of the two largest sources of emissions in the City (fossil fuel burning transportation 62% and heating of buildings with methane ‘natural’ gas 25%).

I urge you to NOT wait until the next CAP update to address this. This would be like waiting until you can see the iceberg to start turning the Titanic.

F. Mbuga This comment represents an opinion and does not suggest revisions to the CAP; no revisions were made at this time. This may be considered with future updates.
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Attachment 2. Summary of Response to Comments Received on the Public Review Draft of the Climate Action Plan Update 4 | P a g e
Instead, I request you take the following actions:

Announce the shutting down of flow of methane ‘natural’ gas to all commercial buildings by 2035 and all residential buildings by 2040. Zurich and Half Moon Bay have already done this.

Announce the end of sales of fossil-fuel vehicles by 2030.

Governor Newsom has mandates 2035 but seeing as
Milpitas median household income is 75% higher than
California’s we should be leading on this. Other cities in the area will see this and follow our lead.

Page ES-9: typo? in Measure 1.2 "... respond to a recover from"
Perhaps it’s meant to be"... respond to and recover from" P. Sexton This revision has been made to the CAP.

Page ES-10: terminology? Measure 2.5
"telecommunications"
A more generic term for today is "communications"
P. Sexton This is a minor terminology difference and therefore was not changed in the CAP as it does not affect the intent of the measure.

Page ES-12: comment - I hope we can find a non-GHG
emitting fuel replacement for both renewable diesel and biodiesel in the near future. I understand that currently, renewable diesel is the lowest GHG replacement for regular diesel. I hope we don’t have to rely on it for too many years…
P. Sexton This comment represents an opinion and does not suggest revisions to the CAP; no revisions were made.

Page ES-13 MSW 1.1: comment - Zero waste by 2030 – yes
please!
MWA - is there anyway to add automatic shut off for
accidental fire hydrant leaks and damage? These highpressure, high-volume water outlets can waste so much water in the few minutes that it takes to respond to a
broken fire hydrant. Is it possible to mix in recycled water (purple pipe) into the water supply to fire hydrants?
P. Sexton No revisions to the CAP Update were made based on this comment. Staff recently received a grant to install pressure monitoring devices in key areas of the waste system as a leak detection tool (sudden, large drops in pressure can signal a large pipe break or other leaks).
376
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Attachment 2. Summary of Response to Comments Received on the Public Review Draft of the Climate Action Plan Update 5 | P a g e
Page ES-14 Muni-Ops Actions (MVF 1.1.1): EV charging
stations - are these for public use? If so the cost should be at a reasonable rate, similar to the cost of charging at home.

Perhaps vary the cost of charging by time of day and how many cars want to charge at that location (app based
waiting line).

P. Sexton Electric vehicle charging stations at City facilities would available for public use. Costs associated with charging have not been determined as part of the CAP Update. No revisions to the CAP Update were made based on this comment.

workshop was held on June 1, 2022…“ did this workshop
occur? I didn’t see any announcements for it.

P. Sexton This workshop was not held and therefore this reference has been removed from the CAP.

2015… “
Based on previous text I think the year should be 2013.

P. Sexton The UC Berkeley report used for the consumption-based inventory was released in 2015 using 2013 data. No revisions to the CAP Update were made based on this comment.

for “Fruits/Vegetables “ and “Other Foods “don’t match with the graphical representations for those categories in Figures 2–8 and 2–9.

P. Sexton The project team did not find an error in the table or figures associated with this comment. No revisions to the CAP Update were made based on this comment.

Measure 5.1: Reduce urban heat island effect through cool roofs, parking lot shading, landscaping, and urban greening in new and existing private and public development.

Add rooftop and parking lot solar panel installations (on any flat top space) to this measure to further reduce urban heat island effect:

L. Oliver Onsite renewable energy installations (including rooftop solar) are included in the building energy strategies, measures, and actions of the CAP Update. This measure is focused on
alternatives to energy generation such as cool roofs and green infrastructure. No revisions to the CAP Update were made based on this comment.

Please provide specific measures in the appendix for this statement on page 1-7:

Since its adoption, over half of the GHG mitigation measures included in the CAP have been implemented, resulting in significant GHG emissions reductions.

L. Oliver The Informational Memo to the Milpitas City Council regarding the implementation status of measures from the 2013 CAP including the support for this statement can provided upon request.

residential units, I suggest partnering with SunWorks located in Milpitas. (https://sunwork.org/)
L. Oliver This suggestion is noted. No revisions to the CAP Update were made based on this comment.
377
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Attachment 2. Summary of Response to Comments Received on the Public Review Draft of the Climate Action Plan Update 6 | P a g e
I suggest that the city count the number of EVs and gaspowered cars owned by residents and business owners and offer incentives to low-income residents.

L. Oliver City staff work with local partners, such as Silicon Valley Clean Energy, and obtain electric vehicle registration data by zip codes which includes this type of data; no revisions were made.

, GHG reduction and adaptation efforts will be tracked and monitored over time to ensure the City is making progress toward achieving its GHG reduction targets and climate
resilience objectives.

Reference where to find GHG monitoring plan. (Page 6-21 - City staff will prepare a monitoring report annually and a GHG emissions inventory and vulnerability assessment
update every two to three years.)
Explain how to rectify mitigation if GHG reduction goals are not met.

L. Oliver There is no monitoring plan outside the implementation chapter (Chapter 6 of the CAP Update). The monitoring report will be compiled annually and provided to the City Council. No revisions to the CAP Update were made based on this comment.

Measure TR-1.1: Reduce VMT from new development in
compliance with SB 743.

These municipal actions seem out of place.

MUNICIPAL ACTIONS n Require all new municipal
development to be all electric by 2030. n Require all new municipal facility lighting to be LEDs (or other high-efficacy lighting where LEDs are infeasible).

L. Oliver The commenter is correct that the municipal actions under Measure TR-1.1 were out of place. These have been removed because they are covered under the building energy section of the CAP.

Action TR-1.2.1: Work with local employers to provide
subsidies to employees for using transit or active
transportation to commute to work, and encourage flexible work schedules (e.g., 9/80s and 4/10s) as well as
telecommuting.

Will VMT be measured for each employer? What are the
carrots and sticks for employers to reduce VMT? Discounts, rewards programs, incentives generally don't work.

How about a property tax surcharge or property tax rebate based on VMT?
L. Oliver The specifics of transportation demand management programs have not yet been determined. No revisions to the CAP Update were made based on this comment.
378
Item # 15.

Attachment 2. Summary of Response to Comments Received on the Public Review Draft of the Climate Action Plan Update 7 | P a g e
Work to fix inefficiencies of the VTA light rail system. The light rail needs to be reimagined and re-engineered.

Measure SW-1.1: Eliminate the disposal of organic solid waste in landfills.
75% of waste is diverted from landfills citywide, including at municipal facilities by 2030 doesn't align with SB 1383 - 75% reduction by 2025.

L. Oliver Waste diversion and organics diversion are addressed and evaluated differently. Waste diversion includes recycling as well as organics diversion, therefore the percentage is lower than the organics target. This is based on coordination with City departments and plans to comply with SB 1383. No revisions to the CAP Update were made based on this comment.

Measure SW-1.2: Increase recycling and the diversion of other inorganic solid waste.

I suggest partnering with GoodWill, CityTeam Ministries, Salvation Army and other nonprofits that collect donated materials to become leaders in recycling and reusing.

Perhaps these places can be turned into recycling centers where inorganics can be dropped off. Incentivize tech to research ways to reuse materials.

L. Oliver This suggestion is noted. No revisions to the CAP Update were made based on this comment.

Action SW-1.3.2: Encourage local businesses to reduce the use of single-use, non-biodegradable products, and support the establishment of a regional ordinance that restricts and/or limits the use of these products by local businesses.

Include a timeline to ban single-use plastics.

L. Oliver The City will determine the timing for implementing this measure through coordination with appropriate City
departments and neighboring jurisdictions. No revisions to the CAP Update were made based on this comment.

Action SW-1.5.4 Promote redesign of products so that they do not require end of life disposal, but are incorporated back into useful products.

The EU will require battery manufacturers to have a
recycling plan in order to operate. Perhaps grocery and retailers should invest a part of their infrastructure for recycling.

L. Oliver This comment represents an opinion and does not suggest revisions to the CAP; no revisions were made.

City’s Water Conservation Program and Water Shortage
379
Item # 15.

Attachment 2. Summary of Response to Comments Received on the Public Review Draft of the Climate Action Plan Update 8 | P a g e
Measure WA-1.2: Reduce water consumption for irrigation and landscaping.

Add a timeline to convert existing commercial and
residential lawns to drought tolerant landscaping.

Add a measure to detect water leaks and to get them fixed within a short window.

Contingency Plan including cost sharing in Valley Water landscape rebate programs (and doubling the rebate amount for Milpitas residents). Additionally, the City instituted a new program that includes deploying smart water meters and an online monitoring portal to track water use and detect leaks. No revisions to the CAP Update were made based on this comment.

Measure GE-1.2: Incentivize and promote green business
practices.

Perhaps for the future add a sustainability scorecard for businesses to meet in order to get a business license.

L. Oliver This suggestion is noted. No revisions to the CAP Update were made based on this comment.

Changes in Precipitation and Flooding The historic annual average (1961–1990) precipitation in the city has been 15.6 inches. As shown in Table 4-2, the total annual precipitation in the city is projected to be 17.6 inches by mid-century (2035–2064) and 17.7 inches by the late-century period
(2065–2099) under the medium-emissions scenario
Where is Table 4-2? Table 5-2 and discussion of data are confusing. The table is titled Changes in Average Annual Precipitation and Increases in Large Storm Events in Milpitas, but the data is not the change but the actual data. The table should include past and present annual precipitation
measurements to show change to current and future.

L. Oliver The commenter correctly pointed out that this reference should have been Table 5-2, which is revised in the CAP Update.

Additionally, to make Tables 5-1 and 5-2 more understandable, the titles have been revised to remove “Changes in” to make and current temperature and precipitation were added to the tables, respectively.

Particulate matter from wildfires will also hasten polar ice melting because the black soot absorbs solar radiation.

L. Oliver This comment is noted. No revisions to the CAP Update were made based on this comment.

Strategy 5. Reduced Urban Heat Island Effect and Resilient Water Resources
L. Oliver This comment represents an opinion and does not suggest revisions to the CAP; no revisions were made.
380
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Attachment 2. Summary of Response to Comments Received on the Public Review Draft of the Climate Action Plan Update 9 | P a g e
My neighbor recently added a lot of hardscape cement in his yard and walkways. Education/ordinances are needed for
landscape companies, cement companies, businesses and
residents to prevent these kinds of installations.

Funding sources
Will the city support a local carbon tax if a carbon price is not implemented either nationally or state-wide?
L. Oliver While the suggestion to developing a carbon tax or carbon pricing in the city is a commendable strategy, the project team has established actions and strategies that support the needed reductions to meet the City’s 2030 GHG reduction target and establish and elevate Milpitas community support and buy-in for future aggressive targets and goals. No revisions to the CAP were made based on this comment at this time.

Please define PPA on page 4-6. L. Oliver This revision has been made to the CAP. 381
Item # 15.
1 Elaine Marshall
From: Mary Goon <[email protected]>
Sent: Friday, June 10, 2022 1:20 AM
To: Climate Action
Subject: Comments on City of Milpitas Climate Action Update CAUTION: This email originated from outside your organization. Exercise caution when opening attachments or clicking links.

I'd like to thank the City Council members for putting attention on and prioritizing climate action.

It seems that one of the major sources of emissions in Milpitas is on-road transportation. I'd like to seek stronger action on that sector. For example, by 2030 transition to all electric public transit and significantly reduce or even ban the sale of gasoline vehicles in Milpitas.

Thank you.

Best regards.

Mary Goon
382
Item # 15.
1 Elaine Marshall
From: Dashiell Leeds <[email protected]>
Sent: Friday, June 10, 2022 4:30 PM
To: Climate Action
Cc: James Eggers; Mike Ferreira; Gladwyn D'Souza; Kristel Wickham; Barbara Kelsey Subject: SCLP comments on Milpitas Climate Action Plan
Attachments: 2022.06.10 SCLP letter to Milpitas re CAP.pdf CAUTION: This email originated from outside your organization. Exercise caution when opening attachments or clicking links.

Dear Milpitas City Staff,

The Sierra Club Loma Prieta Chapter strongly supports Milpitas’ Climate Action Plan Update. Thank you to City Staff and Consultants for all of the work that went into this document. We are excited to see that Milpitas is poised to join the many Bay Area Cities, such as San Jose, Palo Alto, Cupertino, Half Moon Bay, Menlo Park and others, who are exploring plans to electrify existing buildings. We are also looking forward to the application of measure “CS 1.3: Increase the use of green infrastructure” to Milpitas’ adaptation efforts.

Please read the attached letter for our full list of suggestions.

Sincerely,
Kristel Wickham
Co-Chair, Climate Action Leadership Team
Sierra Club Loma Prieta Chapter
Dashiell Leeds
Conservation Organizer
Sierra Club Loma Prieta Chapter
383
Item # 15.

SAN MATEO, SANTA CLARA & SAN BENITO COUNTIES
June 10th, 2022
City of Milpitas
55 E Calaveras Blvd
Milpitas, CA 95035
RE: Draft Climate Action Plan
Dear Milpitas City Staff,
The Sierra Club Loma Prieta Chapter strongly supports Milpitas’ Climate Action Plan Update.

Thank you to City Staff and Consultants for all of the work that went into this document. We are excited to see that Milpitas is poised to join the many Bay Area Cities, such as San Jose, Palo Alto, Cupertino, Half Moon Bay, Menlo Park and others, who are exploring plans to electrify existing buildings. We are also looking forward to the application of measure “CS 1.3: Increase the use of green infrastructure” to Milpitas’ adaptation efforts.

Please consider the following suggestions listed below.

1. Accelerate the interim target of 79% reduction (below 2019 levels) to be achieved by 2035
This updated target would more closely align with the greenhouse gas reduction targets of other recently adopted Climate Action Plans, such as those in San Jose and Menlo Park, which have carbon-neutral-by-2030 targets. Palo Alto has an 80% GHG reduction-by-2030 target. Santa Clara has an interim target of 80% reduction by 2035, and Cupertino is considering a similar 80x35 target in their draft Climate Action Plan. As more jurisdictions adopt similar targets, work together and shift the marketplace, the opportunities for rapid emissions reductions will increase.

2. Accelerate goals to fully decarbonize existing buildings (BE 2.4) a. non-residential buildings by 2035
b. all residential buildings by 2040
c. All municipal buildings by 2035
These updated existing building targets align with the targets set in jurisdictions such as Menlo Park, San Jose and San Mateo, and would establish Milpitas as a climate leader in the field of building electrification.

3. Establish an end of flow date by 2040
384
Item # 15.
sierraclub.org/loma-prieta ~ 3921 East Bayshore Road, Suite 204, Palo Alto, CA 94303 We believe that Milpitas should adopt a date by which the flow of methane gas will cease as part of the Climate Action Plan. This date would align with the accelerated existing building targets in our suggestion #2. An end of flow date can be an important public symbol that communicates that gas is on the way out, allowing them to make informed decisions about their future appliance purchases.

4. Prepare for the end of sale of Internal Combustion Engine (ICE) cars by 2035 in accordance with California Executive Order N-79-20
a. For MVF-1, develop a city fleet electrification and charging infrastructure plan for specialized vehicles (many new electric options are becoming available). b. For BE 2.1.1 expand requirements for EV charging capability in multifamily new construction so every parking place includes at least Level 1 charging. c. Consider only zero emission vehicles for MVF-1. "Renewable diesel" has significant challenges and still emits CO2.

5. As part of BE 2.4.1 and 2.4.3, the comprehensive energy retrofit programs should include the following:
a. Significant community education efforts.
b. Permit streamlining.
c. Anti-displacement ordinances.

6. Add Dark Sky Policies to the municipal action to retrofit all municipal facility lighting with LEDs (or other high-efficacy lighting where LEDs are infeasible) by 2025
a. The City should establish internal light pollution standards (also known as dark sky standards), which include the following:
i. all lighting shall have a correlated color temperature of 2700 Kelvin or less City-wide,
ii. all lighting shall be angled downwards, no light trespass shall be allowed into adjacent properties, and no light shall be allowed to be angled towards the Bay or other natural areas, and
iii. timers, dimmers, and shades should be used in commercial buildings to ensure that lights are turned off when buildings are not in use, and nonessential lights should be turned off at 11pm. b. Using the above standards, Milpitas should create a standalone City-wide Dark Sky Ordinance which seeks to mitigate light pollution from newly installed fixtures and lighting retrofits.

7. Add the following specific provisions to the All-Electric Reach Code (BE 2.1.1) a. Reach code requirements shall apply to all new building types including residential and commercial buildings.
b. No new gas infrastructure (including both plumbing and appliances) shall be installed in new buildings
385
Item # 15.
sierraclub.org/loma-prieta ~ 3921 East Bayshore Road, Suite 204, Palo Alto, CA 94303 c. The ordinance should exist as a standalone municipal code existing outside of the Title 24 building code 3-year cycle update. This would technically be a San Jose style natural gas prohibition ordinance, and not a “reach code”.

Thank you for reviewing our suggestions. We are available to answer questions and provide resources regarding any of our recommendations.

Sincerely,
Kristel Wickham
Co-Chair, Climate Action Leadership Team
Sierra Club Loma Prieta Chapter
Dashiell Leeds
Conservation Organizer
Sierra Club Loma Prieta Chapter
386
Item # 15.
1 Elaine Marshall
From: Felix Mbuga <[email protected]>
Sent: Friday, June 10, 2022 9:32 PM
To: Climate Action
Cc: Elaine Marshall
Subject: Milpitas CAP Update Comment
CAUTION: This email originated from outside your organization. Exercise caution when opening attachments or clicking links.

Dear members of the Milpitas City Council,
My name is Felix Mbuga and I am a resident of Milpitas.

I am writing regarding the draft of the Milpitas Climate Action Plan Update.

First, I’d like thank all involved (you, city staff, etc) for making climate action a priority. In California, climate change is not 40 years from now. We’re already seeing it NOW, being in the worst mega-drought in 1200 years and with the historic wildfires we’ve seen in the last 5 years.

It is our kids and grandkids who will pay the most though if we don’t take decisive climate action, so I’m glad the City is taking action.

Second, I strongly support the Climate Action Plan update and hope that it passes quickly and the City immediately starts on implementation with regular tracking to make sure all the items are completed.

Third, while this is a great first step since it looks like it will meet the City’s 2030 goals, we see on Page ES-3 Figure ES-1 that it will not be sufficient beyond that, mainly because of the two largest sources of emissions in the City (fossil fuel burning transportation 62% and heating of buildings with methane ‘natural’ gas 25%). 387
Item # 15.
2 I urge you to NOT wait until the next CAP update to address this. This would be like waiting until you can see the iceberg to start turning the Titanic.

Instead, I request you take the following actions:

1. Announce the shutting down of flow of methane ‘natural’ gas to all commercial buildings by 2035 and all residential buildings by 2040. Zurich and Half Moon Bay have already done this.

2. Announce the end of sales of fossil-fuel vehicles by 2030. Governor Newsom has mandates 2035 but seeing as Milpitas median household income is 75% higher than California’s we should be leading on this. Other cities in the area will see this and follow our lead.

Doing this now instead of waiting for some future date or some future magic technology gives people sufficient time to prepare and is better than planning on technology that doesn’t exist at the necessary scale to save future generations from the ravages of climate change. Since cars and methane gas account for ~90% of Milpitas emissions, these are impactful moves and combined with massive expansion of all-electric public transit and EV charging infrastructure, would get us well on the way to meeting our climate goals.

Thank you for your consideration.

Best regards,
Felix Mbuga
353 Moretti Ln,
Milpitas, CA 95035
388
Item # 15.
1 Elaine Marshall
From: Elaine Marshall
Sent: Saturday, June 11, 2022 6:09 AM
To: Climate Action
Subject: Fwd: Comments on Draft CAP Update
Sent from my iPhone
Begin forwarded message:

From: Patti Sexton <[email protected]>
Date: June 10, 2022 at 11:26:40 PM PDT
To: Elaine Marshall <[email protected]>
Subject: Comments on Draft CAP Update
CAUTION: This email originated from outside your organization. Exercise caution when opening attachments or clicking links.

Hi Elaine,
Sorry this email is so late. I’m in Canada and have been enjoying my vacation. I meant to send this to you earlier. Today was nine hours on the road, and then I found my laptop is dead - it won’t boot up. I’m making do with my iPad…
I know today is the deadline, so I’m sending you the comments I have now, before midnight. I hope to add some more comments over the weekend (before the start of your work week on Monday morning) and I hope you’ll accept them.

Overall: Excellent! The CAP update is well-structured and contains the relevant information to fully explain the situation. It shows we have serious work to do to bridge the gap in order to meet the goals for 2045.

Detailed comments and questions:

Page ES-9: typo? in Measure 1.2 "... respond to a recover from" Perhaps it’s meant to be"... respond to and recover from" Page ES-10: terminology? Measure 2.5 "telecommunications" A more generic term for today is "communications"
Page ES-12: comment - I hope we can find a non-GHG emitting fuel replacement for both renewable diesel and biodiesel in the near future. I understand that currently, renewable diesel is the lowest GHG replacement for regular diesel. I hope we don’t have to rely on it for too many years… Page ES-13 MSW 1.1: comment - Zero waste by 2030 – yes please! MWA - is there anyway to add automatic shut off for accidental fire hydrant leaks and damage? These high-pressure, high-volume water outlets can waste so much water in the few minutes that it takes to respond to a broken fire hydrant. Is it possible to mix in recycled water (purple pipe) into the water 389
Item # 15.
2 supply to fire hydrants?
Page ES-14 Muni-Ops Actions (MVF 1.1.1): EV charging stations - are these for public use? If so the cost should be at a reasonable rate, similar to the cost of charging at home. Perhaps vary the cost of charging by time of day and how many cars want to charge at that location (app based waiting line).

this workshop occur? I didn’t see any announcements for it.

Based on previous text I think the year should be 2013.

“don’t match with the graphical representations for those categories in Figures 2–8 and 2–9.

Please contact me if any of my comments/questions aren’t clear. I’ll be checking email daily.

Thanks a lot!
-Patti
390
Item # 15.
1 Elaine Marshall
From: Elaine Marshall
Sent: Saturday, June 11, 2022 6:11 AM
To: Climate Action
Subject: Fwd: draft CAP update comments
---------- Forwarded message ---------
From: Lisa Oliver <[email protected]>
Date: Thu, Jun 9, 2022 at 2:16 PM
Subject: draft CAP update comments
To: <[email protected]>

Hello Milpitas Climate Action Plan Team,

Congratulations on an impressive, transformative vision for Milpitas. Thank you for the effort and thought that went into this document.

I'd like to offer these comments on the draft CAP update.

Regards,
Lisa Oliver
Milpitas

COMMENTS on CAP
Measure 5.1: Reduce urban heat island effect through cool roofs, parking lot shading, landscaping, and urban greening in new and existing private and public development.

Add rooftop and parking lot solar panel installations (on any flat top space) to this measure to further reduce urban heat island effect:

Please provide specific measures in the appendix for this statement on page 1-7:
391
Item # 15.
2 Since its adoption, over half of the GHG mitigation measures included in the CAP have been implemented, resulting in significant GHG emissions reductions.

To install solar on low-use and low-income residential units, I suggest partnering with SunWorks located in Milpitas.
https://sunwork.org/

I suggest that the city count the number of EVs and gas-powered cars owned by residents and business owners and offer incentives to low-income residents.

, GHG reduction and adaptation efforts will be tracked and monitored over time to ensure the City is making progress toward achieving its GHG reduction targets and climate resilience objectives.

Reference where to find GHG monitoring plan. (Page 6-21 - City staff will prepare a monitoring report annually and a GHG emissions inventory and vulnerability assessment update every two to three years.)
Explain how to rectify mitigation if GHG reduction goals are not met.

Measure TR-1.1: Reduce VMT from new development in compliance with SB 743.

These municipal actions seem out of place.

MUNICIPAL ACTIONS  Require all new municipal development to be all electric by 2030.  Require all new municipal facility lighting to be LEDs (or other high-efficacy lighting where LEDs are infeasible).

Action TR-1.2.1: Work with local employers to provide subsidies to employees for using transit or active transportation to commute to work, and encourage flexible work schedules (e.g., 9/80s and 4/10s) as well as telecommuting. 392
Item # 15.
3 Will VMT be measured for each employer? What are the carrots and sticks for employers to reduce VMT? Discounts, rewards programs, incentives generally don't work.

How about a property tax surcharge or property tax rebate based on VMT? Work to fix inefficiencies of the VTA light rail system. The light rail needs to be reimagined and re-engineered.

Measure SW-1.1: Eliminate the disposal of organic solid waste in landfills. 75% of waste is diverted from landfills citywide, including at municipal facilities by 2030 doesn't align with SB 1383 - 75% reduction by 2025.

Measure SW-1.2: Increase recycling and the diversion of other inorganic solid waste.

I suggest partnering with GoodWill, CityTeam Ministries, Salvation Army and other nonprofits that collect donated materials to become leaders in recycling and reusing.

Perhaps these places can be turned into recycling centers where inorganics can be dropped off. Incentivize tech to research ways to reuse materials.

Action SW-1.3.2: Encourage local businesses to reduce the use of single-use, nonbiodegradable products, and support the establishment of a regional ordinance that restricts and/or limits the use of these products by local businesses.

Include a timeline to ban single-use plastics.

Action SW-1.5.4 Promote redesign of products so that they do not require end of life disposal, but are incorporated back into useful products.

The EU will require battery manufacturers to have a recycling plan in order to operate.

Perhaps grocery and retailers should invest a part of their infrastructure for recycling.

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Item # 15.
4

Measure WA-1.2: Reduce water consumption for irrigation and landscaping.

Add a timeline to convert existing commercial and residential lawns to drought tolerant landscaping.

Add a measure to detect water leaks and to get them fixed within a short window.

Measure GE-1.2: Incentivize and promote green business practices.

Perhaps for the future add a sustainability scorecard for businesses to meet in order to get a business license.

Changes in Precipitation and Flooding The historic annual average (1961–1990) precipitation in the city has been 15.6 inches. As shown in Table 4-2, the total annual precipitation in the city is projected to be 17.6 inches by mid-century (2035–2064) and

17.7 inches by the late-century period (2065–2099) under the medium-emissions scenario

Where is Table 4-2? Table 5-2 and discussion of data are confusing. The table is titled Changes in Average Annual Precipitation and Increases in Large Storm Events in Milpitas, but the data is not the change but the actual data. The table should include past and present annual precipitation measurements to show change to current and future.

Particulate matter from wildfires will also hasten polar ice melting because the black soot absorbs solar radiation.

Strategy 5. Reduced Urban Heat Island Effect and Resilient Water Resources 394
Item # 15.
5 My neighbor recently added a lot of hardscape cement in his yard and walkways.

Education/ordinances are needed for landscape companies, cement companies, businesses and residents to prevent these kinds of installations.

Funding sources
Will the city support a local carbon tax if a carbon price is not implemented either nationally or state-wide?

395
Item # 15.
1 Elaine Marshall
From: Elaine Marshall
Sent: Saturday, June 11, 2022 6:25 PM
To: Climate Action
Subject: FW: draft CAP update comments
From: Lisa Oliver <[email protected]>
Sent: Saturday, June 11, 2022 6:20 PM
To: Elaine Marshall <[email protected]>
Subject: Re: draft CAP update comments
CAUTION: This email originated from outside your organization. Exercise caution when opening attachments or clicking links.

Hello Elaine,
Here's another comment on the CAP update.

Please define PPA on page 4-6.

Thank you.

Lisa
On Thu, Jun 9, 2022 at 3:28 PM Elaine Marshall <[email protected]> wrote:

BTW, thank you for your thorough review of the document! Best,
Elaine

From: Elaine Marshall
Sent: Thursday, June 09, 2022 2:33 PM
To: Lisa Oliver <[email protected]>
Subject: Re: draft CAP update comments

Thanks Lisa! We’ve fixed the issue and corrected the link — the email address should be [email protected] (it’s listed correctly but the hyperlink was wrong).

Your comments received.

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Item # 15.

City of Milpitas, California

BUDGET CHANGE FORM
From* To*
Type of Change
Account Amount Account Amount
Check one:

Budget Appropriation
Budget Transfer
100-9104640
331-9513416153831
$150,000
$150,000
100-3952
331-951341674800
$150,000
$150,000
Open the public hearing for comments and move to close the hearing; (2) Adopt the Addendum to the Milpitas General Plan 2040 EIR for the Milpitas Climate Action Plan Update; (3) Adopt a Resolution to Adopt the Climate Action Plan Update; (4) Approve a Budget Appropriation in the amount of $150,000 to CIP #3416 for near term implementation of the Climate Action Plan Update.

Background:

The City’s Climate Action Plan (CAP) was adopted in May 2013 and was intended to serve as a roadmap to meeting the State’s 2020 greenhouse gas (GHG) emissions reduction target (15% below 2005 baseline emissions). The CAP was designed to streamline environmental review of future development projects in the City of Milpitas and its planning horizon only went are far as 2020.

Since 2013, new studies and reports are showing that climate change is happening faster than anticipated.

Many communities, including some nearby, are experiencing extreme weather events such as flooding, prolonged drought, and wildfires. New state targets have been adopted that call for longer term GHG reductions including the most recent Executive Order B-55-18 (signed in September 2018) which sets a goal for the State to achieve carbon neutrality by 2045. Additionally, there are new requirements to increase organics diversion and ensure water is used efficiently.

City Council approved CIP #3416 to update the CAP as part of the adoption of the 2019-2025 Capital Improvement Program. After a competitive RFP process, on August 4, 2020, the City Council approved a contract with Ascent Environmental Consultants to provide technical support for the CAP Update.

Through the development and implementation of its CAP Update, the City is joining hundreds of other communities across the nation in tackling the challenges posed by climate change. The update process began in fall 2020 with multiple community engagement points throughout 2021 including an online survey, virtual community workshop in May 2020, workshops with Milpitas High school students, and multiple meetings with the Energy and Environmental Sustainability Commission, and City’s Executive Steering Committee. The CAP Update aims to meet these long term targets as approved by the State and sets a path for the City to achieve carbon neutrality by 2045. This CAP Update is primarily focused on achieving the 2030 target and aims to make substantial progress in achieving the longer-term 2040 and 2045 targets.

On April 5, 2022, the City Council received an update on the final draft of Climate Action Plan Update and provided some general feedback to staff. The April 5, 2022 Agenda Report is included as Attachment 1. On May 11, 2022, the Public Review Draft of the CAP Update was released for public review and comment. The availability of the CAP Update for public review was noticed in the Milpitas Post and publicized through the City’s Facebook page, Milpitas Matters, and through the Sustainability newsletter. Presentations and information on the public comment period were made to the Energy and Environmental Sustainability Commission and the City’s Community Development Roundtable. The public comment period closed on June 10, 2022.
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Item # 15.

Analysis:

During the public comment period, the City receievd six sets of comments on the CAP Update document, five from Milpitas residents and a letter from the Sierra Club Loma Prieta Chapter. A majority of the comments were administrative corrections or clarifications to the document and can be easily incorporated into the final, published CAP Update. Attachment 2 includes the responses to the all the comments received. There are seveal other comments that relate to accelerating longer term goals and targets. The key emerging themes from those other comments are summarized below:
 Accelerate the 2040 and 2045 tagets to achieve additional reductions sooner  Accelerate goals to fully decabornize existing buildings sooner  Establish and End of Flow (of natural gas) by 2040 (or 2035 for commerical buildings and 2040 for residential buildings)
 Announce the end of sales of fossil-fuel vehicles by 2030 or Prepare for the end of sale of Internal Combustion Engine (ICE) cars by 2035 in accordance with California Executive Order N-79-20 These comments regarding accelerating the building and vehicle electriciation timelines and tragets are commendable, and likely justified, and consistent with some of the feedback shared by Councilmember Phan during the April 5, 2022 City Council meeting. However, the project team believes that the actions, tagets, and strategies already included in the CAP Update are necessary to establish and elevate Milpitas community support and buy-in for such aggressive targets and goals. Additionally, while the more aggressive goals and targets are visionary, it is unclear how these targets can be met with current technology and at what costs to the City or community. For these reasons, staff recommends adopting the CAP Update as drafted and following the implementation, montioring, and regular update process for adapting actions and targets which can including a review and consideration to accelerate targets and goals dates as suggested at a later time.

The City’s priority actions for the next 18 months would not be adjusted even if the more aggressive targets and goals were incorporated as the priority actions are foundational to the building decabornization/electrification efforts (e.g., adopting Reach Codes for Electrification of New Construction and increase EV Charging Station Infastructure Requirements for New Construction) while also raising community awareness and support for electrification of existing buildings and purchases of electic vehicles.

Key Strategies
The CAP Update identifies strategies, measures, and actions that the City will implement to reduce GHG emissions to achieve its emissions reduction targets. These locally based initiatives are organized under six emissions sectors and include descriptions of actions that can be taken for implementation, GHG reduction potential, and associated co-benefits.

The proposed strategies, measures, and actions proposed for inclusion in the CAP Update were developed based on a combination of factors, including the results of the City’s GHG emissions inventories and forecasts, robust engagement with the public and stakeholders, feedback from City staff and elected officials, and the best available climate action planning guidance. Ten key strategies have been identified to address the key sources of GHG emissions in our community. The Key Strategies are:

Strategy Emission Source/Sector
Shift to Clean and Reliable Energy Building Energy
Maximize Building Decarbonization and Efficiency Building Energy Facilitate Sustainable Transportation and Land Use Planning Transportation Decarbonize Vehicles Transportation
Increase Active and Public Transportation Use Transportation Achieve Zero Waste Solid Waste
Shift to Clean Off Road Equipment and Vehicles Other Sources Promote Resilient Water Supply, Water Use, and Water Resources Water and Wastewater Resilient Infrastructure and Healthy Urban Forest and Natural Systems Carbon Sequestration Foster Green Economic Opportunities and Support Circular Economy Policies
All
2022-2025 Actions
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Item # 15.

Under each Key Strategy are specific measures and actions that define the activities, programs, policies, or projects that the City will implement or support to achieve the CAP Update’s goals. This CAP Update identifies ten (10) Key Strategies (see table above), forty-five (45) Measures, and more than 130 potential actions for reducing community GHG emissions. An evaluation process was applied to the extensive list to help prioritize actions for near term implementation. These criteria included GHG emissions reduction potential, cost-effectiveness, technological/implementation feasibility, consistency with existing policies or programs, jurisdictional control, timeframe of implementation, and associated co-benefits, to generate a prioritization score. These 28 actions are further prioritized into which actions will be implemented within the first 18 months after CAP Update adoption. These immediate actions were highlighted during April 5, 2022 City Council Presentation.

Next 18 Month Actions
Adopt an updated reach code for all electric new construction and increase EV charging station standards beyond State requirements. (BE-2.1.1 and TR-2.1.2) Promote benefits and incentives for clean energy, improved energy efficiency, and electrification of existing buildings. (BE-1.3.2 and BE-2.4.1)
Enforce the City's requirements for SB 743 and continuously Update VMT Policy and Implementation Tools to further reduce VMT (TR-1.1.1)
Incorporate Sustainable Design Measures and incentives into the City's new Zoning Ordinance Update (BE-2.3.1 and TR-1.3.1)
Improve awareness of incentives for low- and zero-emission vehicles and increase EV purchases in Milpitas (TR-2.2.1)
Implement the Milpitas OnDemand "hub-and-spoke" micro-transit pilot program (TR-3.1.1) Implement the updated Trail, Pedestrian, and Bicycle Master Plan to enhance and expand bicycle and pedestrian infrastructure and networks (TR-3.3.5)
Implement and enforce the requirements of SB 1383 and eliminate disposal of compostable organic materials to landfills (SW-1.1.1)
Based on the recommendations from the City's Urban Forestry Management Plan, implement a tree planting program to expand the city's urban forest canopy (CS-1.1.1 and CS-1.1.2) Work with partners offer courses/training that prepare students/workers for green jobs (GE-1.1.1)

MUNICIPAL OPERATIONS ACTIONS
Install EV charging and alternative fuel stations at appropriate City sites (MVF-1.1.1) Update the City’s Green Fleet Policy to convert the City’s non-specialized fleet to all electric and identify alternative fuel options for other vehicles and equipment (MVF-1.1.3) Pursue funding to expand solar and back up battery systems to other City facilities such as PW/PD, City Hall, Sports Center (MBL-1.2.2)
Inventory and develop strategy to retrofit existing municipal buildings and facilities to be all-electric (MBL-3.1.2)
Enhance and expand waste reduction policies and programs for City facilities (MSW-1.1.1 and MSW-2.1.3)
Use resource efficient landscaping techniques in new or renovated medians and parks (MWA1.1.4) Policy Alternatives:

N/A
Fiscal Impact:
399
Item # 15.

Staff estimates that up to $150,000 is needed to support near term CAP implementation over the next 18 months as discussed during the April 5, 2022 City Council presentation. This funding is needed to bring on a sustainability fellow to support CAP implementation and coordination as well as funding for technical consultant support to develop a municipal facilities electrification strategy. This funding is available in the City’s unrestricted General Fund reserve.

Going implementation of the CAP Update and associated costs will be brought forward for City Council consideration as more programs and policies are further developed. Additionally, Staff will pursue grant funding opportunities to support CAP implementation as opportunities are announced. This includes recent grant funding opportunities available through Silicon Valley Clean Energy, State of California, and federal funding opportunities. Additional information and implementation costs will be brought forward with the CAP adoption and/or for budget appropriation.

California Environmental Quality Act:

To achieve compliance with CEQA guidelines, staff prepared the California Environmental Quality Act (CEQA) Environmental Impact Report (EIR) Addendum (Addendum) to the Milpitas General Plan Update EIR (Milpitas GP EIR; State Clearinghouse No. 2020070348). The City adopted the Milpitas GP EIR on March 9, 2021.

The General Plan 2040 EIR is a program EIR that considers the environmental effects of implementing the General Plan through the 20-year planning horizon. Among the proposed policies and actions evaluated in the General Plan 2040 EIR, Action CON-1a required the City to update the City’s Climate Action Plan (CAP) to achieve the greenhouse gas (GHG) reduction targets for 2030 and 2050. This update to the CAP has been prepared and was released for public review in May of 2022.

As demonstrated in this Addendum (Attachment 3), the proposed CAP would not change any of the conclusions of the General Plan 2040 EIR. The analysis demonstrates that implementation of the proposed CAP would not result in new significant effects or a substantial increase in the severity of previously identified significant effects. Further, no new information of substantial importance has been identified that suggests the potential for the CAP to result in significant or substantially more severe effects not discussed in the General Plan 2040 EIR. A Public Hearing Notice regarding the City Council’s proposal adoption of this Addendum was published in the Milpitas Post on July 29, 2022.

Recommendation:

1. Open the public hearing for comments and move to close the hearing;

2. Adopt Addendum to the Milpitas General Plan 2040 EIR for the Milpitas Climate Action Plan Update;

3. Adopt a Resolution to Adopt the Climate Action Plan Update;

4. Approve a Budget Appropriation in the amount of $150,000 to CIP #3416 for near term implementation of the Climate Action Plan Update.

Attachments:

1. April 5, 2022 Agenda Report on CAP Update Presentation

2. Summary of Response to Comments Received on the Public Review Draft of the Climate Action Plan Update

3. Addendum to the Milpitas General Plan 2040 EIR for the Milpitas Climate Action Plan Update

4. Resolution XX to Adopt the Climate Action Plan Update

5. Public Review CAP Update

6. Budget Change Form to Appropriate $150,000 for CIP #3416 Check if City Council Approval required. Meeting Date: August 09, 2022 Requested by: Department Head: Tony Ndah Date: August 09, 2022 Reviewed by: Finance Director: Lauren Lai Date: August 09, 2022 400
Item # 15.

Date approved by City Council, if required: Confirmed by:

FI/24786/V Form 30-222 (Rev. 1/92)
401
Item # 15.

CITY OF MILPITAS

AGENDA REPORT
(AR)
Item Title: Conduct a Public Hearing and Adopt the Milpitas Water, Sewer, and Storm Master Plans and Addendum to the Environmental Impact Report for the Milpitas General Plan (Staff Contact: Tony Ndah, Public Works Director, 408-586-2602) Category: Public Hearings-Community Services and Sustainable Infrastructure Meeting Date: 8/9/2022
Recommendation: (1) Open the public hearing for comments and move to close the hearing; (2) Approve resolution to adopt Water Master Plan and direct staff to return with a five-year rate study by December 2022; (3) Approve resolution to adopt Sewer Master Plan and direct staff to return with a five-year rate study by December 2022; (4) Approve resolution to adopt Storm Master Plan and direct staff to return to Council with various funding options for the Stormwater System by December 2022; and (5) Approve resolution to adopt the City of Milpitas Utility Master Plans – Addendum to the Environmental Impact Report for the Milpitas General Plan.

Background:

The City of Milpitas owns, operates and maintains an extensive network of water, sewer and storm utilities. The water system consists of 206 miles of pipeline, 4 pumping stations, 5 storage reservoirs and pressure valves regulating 7 pressure zones which deliver on average 11 million gallons of potable water per day to approximately 16,750 customer accounts. The sewer collection system consists of 175 miles of pipeline and 2 pumping stations which convey an average rate of 7.5 million gallons per day (MGD) to the San Jose/Santa Clara Regional Wastewater Facility. The storm system consists of 112 miles of pipeline, approximately 1,400 manholes and 3,500 storm drain inlets. The system collects surface stormwater runoff and conveys the stormwater to 13 pump stations.

An essential element of competently operating and maintaining a utility system is long term asset planning.

Based on industry standards and practices, a utility should develop or update its utility master plans every 10 years in order to assess the health and durability of the system. A reliable system is one which has adequate capacity, is optimized hydraulically to efficiently serve its customers, incorporates proactive and manageable capital improvement programs, is flexible through redundant pumping and distribution facilities and has recourse should an emergency occur.

On May 18, 2021, City Council received presentations from staff and City consultants (West Yost Associates and HydroScience Engineers, Inc.) on the draft Milpitas Water and draft Milpitas Sewer Master Plans.

Subsequently, on November 2, 2021 staff and City consultant (Schaaf and Wheeler) presented to City Council the draft Milpitas Storm Master Plan. Each draft Master Plan report compiled findings and made recommendations for capital improvement program projects (Projects). The recommendations were aggregated for phased implementation using planning level cost estimates. The Projects recommended for the City’s existing and future water, sewer and storm systems incorporated existing system evaluations, future system evaluations, asset renewal and replacement studies and risk and resiliency assessments. Recommended Projects address improvements which at a minimum; maintain existing levels of service, address future system requirements and address findings from the risk and resiliency assessments through sustained improvements. The CIP assessment is on a 30-year time horizon and therefore assessed through 2051, as is consistent with industry practice; however, to remain consistent with the General Plan, the master plan development buildout timeframes are assessed to 2040.
402
Item # 16.

Following presentations of the three draft master plans to Council, staff received feedback, comments and questions from Council. The comments and questions from Council were addressed by staff and master plan consultant(s) during their respective meetings. For the draft Water Master Plan, feedback from Council was related to groundwater wells, specifically the capital cost of building groundwater wells as it relates to their perceived benefit to the community. Staff addressed the benefit(s) of groundwater wells during the meeting and provided additional information to Council on the benefits of groundwater wells during Council adoption of the City’s Urban Water Management Plan. For the draft Storm Master Plan, Council feedback centered around the lack of funding for the storm utility with an emphasis on exploring funding options for the system.

As discussed as part of the presentations of the draft Master Plans to Council and consistent with Council feedback, staff has worked with a consultant to develop a financial feasibility plan for the recommended master plan projects and has completed an assessment of the environmental impacts associated with the recommended capital improvements to determine the appropriate level of environmental review required to comply with the California Environmental Quality Act (CEQA).

On July 29, 2022, the City issued a notice to the public, by posting the notice in the designated locations and publishing it in the Milpitas Post, informing the public that a public hearing will be taking place on August 9, 2022 and that the Addendum to the Milpitas General Plan 2040 Environmental Impact Report for the City of Milpitas Utility Master Plans was available on the City website for review.

Analysis:

The City contracted with the financial consulting firm Raftelis to develop fiscal impact models to assess the financial feasibility of the master plan Projects, with projects beginning in FY 2024 through FY 2040. The financial models are not intended to be a detailed rates study but instead intended to evaluate the water, sewer and storm utility fund revenues and expenses with the intent to assess and analyze the impacts of the master plan Projects on said funds. The goal of the analysis is to provide the City Council with the expected funding needs to implement the Projects.

Water Master Plan
Consistent with the 2040 General Plan Update, the City’s buildout water system was evaluated based on supply, storage, and pumping capacities, as well as its ability to meet recommended performance and operational criteria under various demand and emergency scenarios. A summary of the analysis is below:
- Supply Capacity — Buildout supplies fall short of maximum day demands. The supply surplus in the SFPUC service area cannot make up for the deficit in the VW service area. Additional points of connection to the wholesaler’s water system are recommended in the VW service area to draw water from both wholesalers as demand requires.
- Storage Capacity — Buildout storage capacity is insufficient. The storage capacity surplus in the SFPUC service area cannot make up for the deficit in the VW service area. A new 2 MG storage reservoir including a new pump station with a capacity of 4,000 gpm in the VW service area is recommended to deliver water from this new storage reservoir.
- Distribution System — The buildout distribution system meets the minimum pressure criterion under peak demand conditions however, there are locations which do not meet the minimum fire flow pressure requirements. To address locations not meeting recommended fire flows, a new pressure regulating valve is recommended which would allow flows from higher pressure zones to lower pressure zones should pressures drop significantly.

Recommended projects include general maintenance modifications, detailed condition assessment, refurbishment, and replacement. A list of capital and non-capital recommendations was developed based on the risk assessment and the risk thresholds. Each water utility asset was evaluated for risk in terms of likelihood and consequence of failure, with recommended projects prioritizing higher risk assets. Recommendations include general maintenance modifications, detailed condition assessment, and renewal and replacement. For the existing system analysis, high priority improvements are recommended for completion within the first 5-years 403
Item # 16.
following approval of the master plan, while medium and low priority improvements are recommended for completion prior to 2040. The major capital investments for the water utility include:
 $43 million for replacement or rehabilitation for assets or facilities. Projects include replacement of ageing pipes, valves and appurtenances and improvements to above grade facilities such as pump stations and water tanks. ;
 $7 million for pipeline replacement to improve flow in the system for fire suppression; and,  $6 million for development of groundwater wells.

The total CIP cost for the water system through 2040 is approximately $67 million of which $23 million is projected to be funded through TASP development impact fees. The masterplan identifies potential funding strategies that could be used to fund these improvements. Specifically, absent a detailed rate study completed every five years starting with fall 2022, it is expected that the water utility fund will require annual total rate increases of 6.4% from FY2024 through FY2026, and between 4% to 5% each fiscal year thereafter. As detailed in the table below, the total rate increase consists of 6% for the volumetric rate from FY2024 through FY2026, and 3% to 4% each fiscal year thereafter. The capital surcharge would be increased by 10% from FY2024 through FY2028, 3% in FY2029 and FY2030 and not projected to increase between FY2030 and FY2040, which translates into a rate increase of 0.4% for the first three fiscal years and average of 0.7% the following two fiscal years and zero thereafter, for the average single-family resident using 14 HCF. Based on a preliminary analysis, the typical single-family residential customers using 14 HCF bi-monthly would see their bi-monthly bill increase by $9.19 in FY 2024, and $9.87 and $10.42 the subsequent two years.

Rate Component FY 2024 FY 2025 FY 2026 FY 2027 to FY 2040 (Average)
Volumetric Rate Increase in Percent 6.0% 6.0% 6.0% 4%
Capital Surcharge Increase in Percent 0.4% 0.4% 0.4% 0% Total Annual Rate Increase 6.4% 6.4% 6.4% 3.8%
Bi-monthly Average Increase for Single
Family Residential Customer ($)
$9.19 $9.87 $10.42 $8.35
Annual projected capital surcharge increases of 10% starting in FY 2024 through FY2028, and 3% in FY2029 and FY2030 are recommended to fund capital projects. Without capital surcharge increases, the revenue is insufficient to fund the capital plan beyond FY 2025. The strategy does not require any debt issuance although it is projected to draw down capital fund balances substantially. The City continues to maintain minimum reserve targets as established by policy.

In addition to the CIP expenses, rate increases will be needed to cover operating expenses, including wholesale water purchases which are projected to increase by 15.9% for the San Francisco Public Utility Commission (SFPUC) and 15% for Santa Clara Valley Water District (Valley Water) in FY 2023, based on wholesaler projected purchase costs.

As the next step, after approval of the Water Utility Master Plan, staff will return to Council by December 2022 to present a five-year water rates study and the timeline for completing the Proposition 218 process inclusive of the community engagement process.

Sewer Master Plan
Consistent with the 2040 General Plan Update, the City’s buildout sewer system was evaluated based on supply, storage, and pumping capacities, as well as its ability to meet recommended performance and operational criteria. A summary of the analysis is below:
- Collection System Capacity --There are no major capacity deficiencies identified as part of this analysis.

There were six pipeline segments with a recorded surcharge indicating that they are under capacity. Of these six segments, five segments are hydraulically sufficient. 404
Item # 16.

As part of the City’s Master Plan project, a Sewer Utility Asset Renewal and Replacement Study (R&R study) was conducted. The study documented the City’s Business Risk Exposure (BRE) based on the physical condition and desktop assessment of the City’s collection system applying a set of factors developed to determine the relative risk of failure for each pipeline segment. Pipe segments considered high or extreme risk are at the greatest likelihood of deterioration and/or have the highest consequence of failing. As such, pipe rehabilitation and inspection for these pipelines are prioritized in the R&R study.

The recommended CIP for the City’s existing and future sewer system at a cost of approximately $55 million (2020 dollars) through 2040 includes recommendations from the existing system evaluation and the current system evaluation. The general strategy is to address the highest risk/highest priority projects in the near-term (Years 1-5) with lower risk projects deferred to the medium- (Years 6-10) and long-term (Years 11-20). The major capital investments for the sewer utility include:
 $25 million for replacement or rehabilitation of sewer Force Main A which is connected to the Main List Station which conveys all of Milpitas’ sewer flows to the San Jose/Santa Clara Regional Wastewater Facility;
 $25 million for replacement or rehabilitation for assets or facilities. Projects include improvements to ageing pipelines, manholes and appurtenances and above grade facilities such as pump and lift stations.  $5 million for improvements identified through on-going CCTV.

The Force Main A is a 40 year steel pipeline that conveys sewage from the City to the San José-Santa Clara Regional Wastewater Facility for treatment. The pipeline is in a corrosive environment and the condition of the pipeline is unknown due to the inability to dewater and inspect the pipeline. Due to these factors, staff developed two timelines for replacement of the Force Main A with a start date in FY 2025 or FY 2030 and related financing options. In order to commence the replacement project in FY 2025, the City will have to issue 20-year debt.

Additionally, with this timeline, the payment of this replacement is spread over 20 years, requiring only a 4% annual rate increase. Based on a preliminary analysis, a typical single-family residential customers would see their bi-monthly bill increase by $4.97 in FY 2024, and $5.26 and $5.58 the subsequent two years. Alternatively, the Force Main A project could be completed in FY 2030 delaying the timeline of critical asset improvements by five (5) years thereby increasing the risk of failure. Under this option the sewer utility fund will require annual rate increases of 6% through FY2029, and 4% thereafter. A typical single family residential customers would see their bi-monthly bill increase by $7.45 in FY 2024, and $7.90 and $8.37 the subsequent two years.

Either rate increase option will cover capital and operating expenses, including currently known San Jose/Santa Clara Regional Wastewater Facility capital and projected O&M costs, as well as meet reserve goals for the Capital Fund for Emergencies and Rate Stabilization Reserve.

As the next step, after approval of the Sewer Utility Master Plan, staff will return to Council by December 2022 to present a five-year sewer rates study and the timeline for completing the Proposition 218 process inclusive of the community engagement process.

Stormwater Master Plan
Storm project priorities are assigned based on modeled inundation impact of the existing stormwater system condition. A high priority CIP project addresses extensive flooding on residential or commercial properties which spreads across several streets and can widely disrupt traffic and residential and commercial activities. A lowpriority CIP project manages flooding only in streets, minor flooding on properties or flooding that can only be partially alleviated.

The Draft Storm Drain Master Plan identifies approximately five (5) miles of pipe replacement and upsizing to alleviate stresses on the storm drain infrastructure and mitigate the likelihood of flooding. Approximately 2.5 miles of the total recommended CIP is expected to address extensive flooding and therefore is categorized as high priority. The Draft Storm Drain Master Plan prioritizes storm pump stations based on maintenance requirements, on-going renewal and replacement and station capacity. High priority pump station projects include complete replacement of Penitencia Pump Station and upgrading the Jurgens Pump Station to 100-year storm pumping capacity to eliminate the temporary storage of excess runoff within Dixon Landing Park. 405
Item # 16.

The total CIP cost for the stormwater system through 2040 is approximately $59 million (2020 dollars) of which $26 million is a stormwater main replacement or rehabilitation and $33 million is for replacement and rehabilitation of pump stations. Unlike the water and sewer utilities, the stormwater utility does not have a dedicated funded source. Any expenditure for the stormwater utility including operation and maintenance (O&M) expenses are funded by the General Fund. In order to maintain the stormwater utility, staff estimates that approximately $5 million annually for O&M and capital expenses would be needed.

The Capital Improvement Program for the storm system is currently funded with an annual $500,000 transfer from General Government CIP Fund, while the operation and maintenance is funded from the General Fund.

The O&M budget for FY 2022-23 amounts to approximately $1.0 million.

Staff has estimated $2.5 to $3 million of reasonable annual O&M expenses and the Master Plan has identified $59 million of capital projects from 2024 to 2040, which is equivalent to an annual expense of $5 million. Since there are insufficient General Fund dollars to adequately fund the stormwater utility, staff recommends that Council direct staff to bring forward options by December 2022 to fund the utility including but not limited to a stormwater property fee, a parcel tax, and issuance of General Obligation (GO) bonds (for capital projects only).

Any such fee, tax, or issuance of bonds requires property owner or voter approval.

Policy Alternatives:

Alternative 1: Do not adopt the Water, Sewer, and Storm Master plans Pros: None
Cons: Formally adopting master plans accredits them as policy documents. In some cases, federal grant funding of utility projects requires said projects to be part of a formally adopted plan. Not adopting the master plans may preclude the City from applying for certain grants.

Reason for Not Recommending: Not adopting the master plans would delay recommended system improvements, increase year over year operation and maintenance costs and increases capital costs resulting from a reactive (fix after failure) CIP approach versus a proactive replacement program.

Fiscal Impact:

There is no fiscal impact associated with the adoption of the Addendum to the Environmental Impact Report for the Milpitas General Plan and the Water, Sewer, and Storm Master Plans. However, $181 million (2020 dollars) funding is required to implement all proposed recommendations, goals, and improvements as shown in the Master Plans through 2040. The following is a breakdown of improvement cost by utility type:

Utility Type Cost through 2040
(2020 dollars)
Water $67 million
Sewer $55 million
Stormwater $59 million
Total $181 million
Once Council approves the Master Plans, staff will return by the end of the calendar with a five-year rate study for the Water and Sewer Utilities and options to fund the Stormwater Utility.

California Environmental Quality Act:

To achieve compliance with CEQA guidelines, staff prepared the California Environmental Quality Act (CEQA) Environmental Impact Report (EIR) Addendum (Addendum) to the Milpitas General Plan Update EIR (Milpitas GP EIR; State Clearinghouse No. 2020070348). The City adopted the Milpitas GP EIR on March 9, 2021.

The City was the lead agency for the Milpitas GP EIR. The EIR evaluated potential environmental impacts which could occur as a result of implementing the Milpitas GP. The impact analysis is intended to programmatically 406
Item # 16.
cover the construction and operation of actions to be taken under the Milpitas GP, such as new utilities and other elements of utilities master plans.

The Milpitas GP EIR policies and actions to reduce impacts, include the following:
 Action UCS 3a: periodically review and update the Sewer Master Plan and the Sewer System Management Plan.
 Action UCS 2a: Periodically review and update the City’s Water Master Plan and Urban Water Management Plan in order to meet regulatory requirements and to ensure the documents address existing and projected demand.
 Action UCS 4a: Regularly review and update the Storm Drainage Master Plan.

CEQA Guidelines (Sections 15162 and 15164) require a lead agency prepare an addendum to a previously certified EIR, if some changes or additions to the environmental evaluation of a project are necessary. Preparing an Addendum to the approved Milpitas GP EIR is deemed acceptable to meet the requirements of CEQA. The Addendum summarizes the utility master plans as considered in the GP EIR, describes additional changes to the Plans made since the certification of the GP EIR and analyzes any change in environmental effects associated with those changes.

Environmental review of the master plans, along with environmental review prepared for the Certified Milpitas GP EIR have led the staff to conclude that the master plans would not result in any new impacts not previously disclosed in the Certified EIR; nor would it result in a substantial increase in the magnitude of any significant environmental impact previously identified. For these reasons, an addendum to the Certified EIR is enough to meet the requirements of CEQA Section 15164. Staff also concluded the proposed master plan changes do not trigger any of the conditions in CEQA Guidelines Section 15162; therefore, a subsequent EIR is not required.

Recommendation:

1. Open the public hearing for comments and move to close the hearing;

2. Approve resolution to adopt Water Master Plan and direct staff to return with a five-year rate study by December 2022;

3. Approve resolution to adopt Sewer Master Plan and direct staff to return with a five-year rate study by December 2022;

4. Approve resolution to adopt Storm Master Plan and direct staff to return to Council with various funding options for the Stormwater System by December 2022; and

5. Approve resolution to adopt the City of Milpitas Utility Master Plans – Addendum to the Environmental Impact Report for the Milpitas General Plan.

Attachments:

1. 2022 Water Master Plan

2. 2022 Sewer Master Plan

3. 2022 Storm Master Plan

4. California Environmental Quality Act (CEQA) Environmental Impact Report (EIR) Addendum

5. Resolution for Adoption of Water Master Plan

6. Resolution for Adoption of Sewer Master Plan

7. Resolution for Adoption of Storm Master Plan

8. Resolution for Adoption of California Environmental Quality Act (CEQA) Environmental Impact Report (EIR) Addendum
407
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CITY OF MILPITAS
Water Master Plan
MARCH 2021
408
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PREPARED BY
Water Master Plan

PREPARED FOR
City of Milpitas
FINAL REPORT | MARCH 2021
409
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FINAL REPORT | MARCH 2021
Water Master Plan
Prepared for
City of Milpitas
Project No. 270-60-19-16
06-13-22
Project Manager: Elizabeth Drayer, PE Date
06-13-22
QA/QC Review: Polly Boissevain, PE Date
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EXECUTIVE SUMMARY .................................................................................................................. ES-1 Water Master Plan Purpose .............................................................................................................. ES-1 Water Master Plan Objectives........................................................................................................... ES-1 Existing and Projected Future Land Use............................................................................................ ES-2 Existing Water System Facilities........................................................................................................ ES-5 Existing and Projected Future Water Supplies.................................................................................. ES-5 Existing and Projected Future Water Demands................................................................................ ES-6 Evaluation of Existing Water System................................................................................................. ES-8 Evaluation of Future Water System ................................................................................................ ES-10 Asset Renewal and Replacement.................................................................................................... ES-10 Recommended Capital Improvement Program .............................................................................. ES-11 CHAPTER 1 Introduction..................................................................................................................1-1

1.1 Water Master Plan Purpose ..........................................................................................................1-1

1.2 Water Master Plan Objectives.......................................................................................................1-1

1.3 Previous and On-Going Studies.....................................................................................................1-2

1.3.1 Previous Water Master Plans...............................................................................................1-2

1.3.2 Sewer and Storm Drain Master Plans..................................................................................1-2

1.3.3 City of Milpitas General Plan and Specific Plans..................................................................1-3

1.3.4 Urban Water Management Plan..........................................................................................1-3

1.3.5 Emergency Response Plan ...................................................................................................1-3

1.4 Report Organization ......................................................................................................................1-4

1.5 Acknowledgments.........................................................................................................................1-6 CHAPTER 2 Water Service Area and Land Use ..................................................................................2-1

2.1 Water Service Area........................................................................................................................2-1

2.1.1 Location and Description .....................................................................................................2-1

2.1.2 Population Served and Service Connections .......................................................................2-1

2.2 Existing Land Use...........................................................................................................................2-4

2.2.1 Specific Plans......................................................................................................................2-10

2.2.1.1 Milpitas Gateway-Main Street Specific Plan (Gateway Specific Plan) .....................2-10

2.2.1.2 Milpitas Metro Specific Plan.....................................................................................2-10 CHAPTER 3 Existing Water System Facilities.....................................................................................3-1

3.1 Existing Water System Configuration, Operations, and Pressure Zones.......................................3-1

3.2 Existing Supply Facilities................................................................................................................3-3

3.2.1 Turnouts...............................................................................................................................3-4

3.2.2 Emergency Groundwater Wells...........................................................................................3-4

3.2.3 Emergency Interties.............................................................................................................3-5 411
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3.3 Existing Distribution Facilities........................................................................................................3-5

3.3.1 Storage Reservoirs...............................................................................................................3-6

3.3.2 Pump Stations......................................................................................................................3-7

3.3.3 Pressure Reducing Valves....................................................................................................3-7

3.3.4 Isolation Valves....................................................................................................................3-9

3.3.5 Pipelines...............................................................................................................................3-9 CHAPTER 4 Water Supply Sources....................................................................................................4-1

4.1 Existing Water Supplies.................................................................................................................4-1

4.1.1 San Francisco Public Utilities Commission (SFPUC) .............................................................4-1

4.1.1.1 City Supplies from SFPUC ...........................................................................................4-2

4.1.1.2 SFPUC Water Quality..................................................................................................4-3

4.1.2 Valley Water (VW) ...............................................................................................................4-3

4.1.2.1 City Supplies from VW................................................................................................4-4

4.1.2.2 VW Water Quality ......................................................................................................4-5

4.1.3 Recycled Water....................................................................................................................4-5

4.1.4 Emergency Groundwater Wells...........................................................................................4-7

4.1.5 Emergency Interties.............................................................................................................4-7

4.2 Future Water Supplies...................................................................................................................4-7 CHAPTER 5 Water Demand..............................................................................................................5-1

5.1 Historical Water Production and Consumption ............................................................................5-1

5.1.1 Water Production ................................................................................................................5-1

5.1.2 Water Consumption.............................................................................................................5-4

5.1.2.1 Large Water Users......................................................................................................5-5

5.1.3 Non-Revenue Water ............................................................................................................5-5

5.1.4 Per Capita Water Use...........................................................................................................5-5

5.1.5 Peaking Factors....................................................................................................................5-6

5.1.5.1 Maximum Day Demand Peaking Factor.....................................................................5-6

5.1.5.2 Peak Hour Demand Peaking Factor............................................................................5-8

5.1.5.3 Summary of Recommended Peaking Factors.............................................................5-8

5.2 Water Conservation ......................................................................................................................5-9

5.2.1 Water Conservation Act of 2009..........................................................................................5-9

5.2.2 Making Water Conservation a California Way of Life..........................................................5-9

5.2.3 Current Water Conservation Programs.............................................................................5-10

5.3 Future Water Demand Projection...............................................................................................5-12

5.3.1 Demand Projection Methodology .....................................................................................5-12

5.3.2 Water Use Factors..............................................................................................................5-12

5.3.3 Water Demand Projection .................................................................................................5-13

5.3.4 Comparison with Other Demand Projections....................................................................5-16

5.3.4.1 2009 WMPU and 2015 UWMP.................................................................................5-16

5.3.4.2 BAWSCA Regional Water Demand and Conservation Projections Demand Forecast for 2020 UWMP .........................................................................5-17 412
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CHAPTER 6 Hydraulic Model Update and Calibration .......................................................................6-1

6.1 Hydraulic Model Background ........................................................................................................6-1

6.2 Hydraulic Model Element Naming Scheme...................................................................................6-1

6.3 Hydraulic Model Update Methodology.........................................................................................6-4

6.4 Hydraulic Model Review and Update............................................................................................6-5

6.4.1 Pipeline Import and Update.................................................................................................6-5

6.4.2 Pipeline Roughness Factors.................................................................................................6-5

6.4.3 System Elevations................................................................................................................6-6

6.4.4 Existing System Facilities......................................................................................................6-6

6.4.5 Spatially Located Meter Accounts .......................................................................................6-6

6.4.6 Water Demand Allocation ...................................................................................................6-8

6.5 Steady-State Hydraulic Model Calibration ....................................................................................6-8

6.5.1 Hydrant Tests.......................................................................................................................6-8

6.5.2 Hydraulic Model Calibration Results..................................................................................6-10

6.5.2.1 Pipeline Roughness Factor Adjustments..................................................................6-10

6.5.2.2 Hydrant Test No. 10..................................................................................................6-12

6.6 Summary of Findings and Conclusions........................................................................................6-12 CHAPTER 7 System Planning and Performance Criteria.....................................................................7-1

7.1 General Water System Guidelines.................................................................................................7-1

7.1.1 Water System Reliability......................................................................................................7-1

7.1.2 Water Quality Standards......................................................................................................7-1

7.2 Water System Performance Criteria .............................................................................................7-3

7.2.1 Fire Flow Requirements.......................................................................................................7-3

7.2.2 Peak Supply Capacity ...........................................................................................................7-3

7.2.3 Distribution System Pressures.............................................................................................7-4

7.3 Water Facility Sizing ......................................................................................................................7-4

7.3.1 Pipeline Sizing ......................................................................................................................7-4

7.3.2 Storage Facility Sizing...........................................................................................................7-5

7.3.2.1 Operational Storage ...................................................................................................7-5

7.3.2.2 Fire Storage ................................................................................................................7-5

7.3.2.3 Emergency Storage.....................................................................................................7-5

7.3.2.4 Groundwater Storage Credit......................................................................................7-6

7.3.2.5 Recommended Total Storage Capacity ......................................................................7-6

7.3.3 Pumping Facility Sizing and Backup Power..........................................................................7-6

7.3.4 Pressure Reducing Station Sizing .........................................................................................7-7 CHAPTER 8 Evaluation of Existing Water System ..............................................................................8-1

8.1 Existing Potable Water Demands..................................................................................................8-1

8.2 Existing Potable Water Supply Capacity Evaluation......................................................................8-2

8.3 Existing Potable Water Storage Capacity Evaluation ....................................................................8-3 413
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8.4 Existing Pumping Capacity Evaluation...........................................................................................8-4

8.5 Existing Water Distribution System Evaluation.............................................................................8-7

8.5.1 Evaluation Alternatives........................................................................................................8-8

8.5.2 Average Day Demand Analysis.............................................................................................8-9

8.5.3 Peak Hour Demand Analysis..............................................................................................8-12

8.5.4 Maximum Day Demand Analysis .......................................................................................8-12

8.5.5 Maximum Day Demand Plus Concurrent Fire Flow Analysis.............................................8-17

8.5.6 Emergency Outage Scenarios ............................................................................................8-22

8.5.6.1 Outage Scenario 1 – SFPUC Offline ..........................................................................8-22

8.5.6.2 Outage Scenario 2 – VW Offline...............................................................................8-25

8.5.6.3 Outage Scenario 3 – SFPUC and VW Offline.............................................................8-25

8.5.6.4 Outage Scenario 4 – Power Outage .........................................................................8-25

8.5.6.5 Outage Scenario 5 – Zone 1/2 PRVs Offline .............................................................8-32

8.5.6.5.1 Sunnyhills PRV Outage....................................................................................8-32

8.5.6.5.2 Capitol PRV Outage.........................................................................................8-32

8.5.6.5.3 Parc Metro PRV Outage ..................................................................................8-32

8.5.6.5.4 PRV Outage Priority ........................................................................................8-33

8.6 Summary of Findings and Recommended Improvements..........................................................8-35 CHAPTER 9 Evaluation of Future Water System................................................................................9-1

9.1 Buildout Potable Water Demands.................................................................................................9-1

9.2 Potable Water Facilities for Buildout Analysis ..............................................................................9-2

9.3 Buildout Potable Water Supply Capacity Evaluation.....................................................................9-4

9.4 Buildout Potable Water Storage Capacity Evaluation...................................................................9-6

9.5 Buildout Pumping Capacity Evaluation .........................................................................................9-8

9.6 Buildout Water Distribution System Evaluation..........................................................................9-10

9.6.1 Peak Hour Demand Analysis..............................................................................................9-11

9.6.2 Maximum Day Demand Plus Concurrent Fire Flow Analysis.............................................9-14

9.6.3 Emergency Outage Scenarios ............................................................................................9-17

9.6.3.1 Outage Scenario 1 – SFPUC Offline ..........................................................................9-17

9.6.3.2 Outage Scenario 2 – VW Offline...............................................................................9-17

9.6.3.3 Outage Scenario 3 – SFPUC and VW Offline.............................................................9-18

9.6.3.4 Outage Scenario 4 – Power Outage .........................................................................9-18

9.6.3.5 Outage Scenario 5 – Zone 1/2 PRVs Offline .............................................................9-18

9.7 Summary of Findings and Recommended improvements..........................................................9-19 CHAPTER 10 Asset Renewal and Replacement ...............................................................................10-1

10.1 Summary of Water Utility Condition Assessment Findings.........................................................10-1

10.2 Risk Management Guidelines and Asset Profiling.....................................................................10-2

10.2.1 Risk Threshold Triggers....................................................................................................10-2

10.2.1.1 Risk Threshold Triggers ..........................................................................................10-3

10.2.1.1.1 Level A - Watch .............................................................................................10-3 414
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10.2.1.1.2 Level B - Investigate ......................................................................................10-3

10.2.1.1.3 Level C - Act...................................................................................................10-3

10.2.1.1.4 Risk Threshold Trigger Setpoints ..................................................................10-4

10.2.2 High Risk Assets Profiling .................................................................................................10-5

10.2.2.1 Facilities..................................................................................................................10-5

10.2.2.2 Horizontal Assets....................................................................................................10-7

10.3 Recommended Projects ............................................................................................................10-9

10.3.1 Water Meters...................................................................................................................10-9

10.3.2 Facilities ...........................................................................................................................10-9

10.3.3 Pipelines, Fire Hydrants and Line Valves .........................................................................10-9

10.3.4 Summary of Asset Renewal and Replacement Recommendations.................................10-10

10.3.4.1 Capital and Non-Capital Recommendations........................................................10-10

10.3.4.2 R&R Forecast and Methodology ..........................................................................10-10

10.4 Overview of Seismic Risk Assessment of City’s Water System Facilities.................................10-14 CHAPTER 11 Recommended Capital Improvement Plan..................................................................11-1

11.1 Improvements from Renewal and Replacement Study ............................................................11-1

11.2 Improvements from Existing System Analysis...........................................................................11-2

11.3 Improvements from Future System Analysis............................................................................11-4

11.4 Improvements from Risk and Resilience Assessment...............................................................11-4

11.5 Summary and Phasing of Recommended Improvements.........................................................11-7 CHAPTER 12 References................................................................................................................12-1

LIST OF TABLES
Table ES-1. Potential New Growth at Buildout ................................................................................. ES-4 Table ES-2. Buildout Potable Water Demand Projection .................................................................. ES-7 Table ES-3. Recommended Capital Improvement Program............................................................ ES-12 Table 2-1. Historical Water Service Connections................................................................................2-3 Table 2-2. Existing Land Use................................................................................................................2-4 Table 2-3. Large Water Users..............................................................................................................2-6 Table 2-4. Potential New Growth at Buildout.....................................................................................2-9 Table 3-1. Existing Pressure Zones......................................................................................................3-3 Table 3-2. Existing Turnouts................................................................................................................3-4 Table 3-3. Existing Emergency Interties..............................................................................................3-5 Table 3-4. Existing Storage Reservoirs.................................................................................................3-6 Table 3-5. Existing Pump Stations.......................................................................................................3-7 Table 3-6. Existing Pressure Reducing Valves......................................................................................3-8 415
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Table 3-7. Existing Emergency Pressure Reducing Valves...................................................................3-8 Table 3-8. Existing Isolation Valves ...................................................................................................3-11 Table 3-9. Summary of Existing Pipelines by Diameter.....................................................................3-12 Table 3-10. Summary of Existing Pipelines by Material ....................................................................3-12 Table 5-1. Historical Water Production...............................................................................................5-2 Table 5-2. Historical Metered Water Consumption............................................................................5-4 Table 5-3. Historical Non-Revenue Water...........................................................................................5-5 Table 5-4. Historical Per Capita Water Use .........................................................................................5-6 Table 5-5. SFPUC Historical Maximum Day Demand Peaking Factors................................................5-7 Table 5-6. VW Historical Maximum Day Demand Peaking Factors.....................................................5-8 Table 5-7. Recommended Peaking Factors.........................................................................................5-8 Table 5-8. Recommended Water Use Factors...................................................................................5-14 Table 5-9. Buildout Potable Water Demand Projection....................................................................5-15 Table 5-10. Land Use-Based Water Demand Projection for Intermediate Planning Years...............5-16 Table 5-11. Land Use-Based Water Demand Projection Comparison with Previous City Reports.............................................................................................5-16 Table 5-12. City of Milpitas Demand Projections as Calculated by Maddaus...................................5-18 Table 6-1. Hydraulic Network Elements..............................................................................................6-2 Table 6-2. Naming Scheme for Hydraulic Model Network Elements..................................................6-3 Table 6-3. Preliminary Pipeline C-factors Assigned in the Hydraulic Model.......................................6-5 Table 6-4. Hydrant Test Field Status....................................................................................................6-8 Table 6-5. Hydrant Test Calibration Results......................................................................................6-11 Table 6-6. Calibrated Pipeline C-factors Assigned in the Hydraulic Model.......................................6-12 Table 7-1. Summary of Recommended Potable Water System Planning and Performance Criteria ..................................................................................................7-2 Table 7-2. Recommended Fire Flow Requirements for Future Development and Pipeline Replacement Planning.......................................................................................................7-3 Table 8-1. Summary of Existing Water Demands by Pressure Zone ...................................................8-2 Table 8-2. Comparison of Available and Required Firm Supply Capacity ...........................................8-3 Table 8-3. Comparison of Available and Required Water Storage Capacity .......................................8-5 Table 8-4. Comparison of Available and Required Firm Pumping Capacity........................................8-6 Table 8-5. Summary of Operational Alternatives................................................................................8-9 Table 8-6. PRV Outage Priority..........................................................................................................8-33 Table 9-1. Buildout (2040) Potable Water Demands by Pressure Zone..............................................9-2 416
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Table 9-2. Emergency Groundwater Wells at Buildout.......................................................................9-4 Table 9-3. Comparison of Available and Required Firm Supply Capacity at Buildout.........................9-5 Table 9-4. Comparison of Available and Required Peak Hour Supply at Buildout..............................9-6 Table 9-5. Comparison of Available and Required Water Storage Capacity at Buildout ....................9-7 Table 9-6. Comparison of Available and Required Firm Pumping Capacity at Buildout.....................9-9 Table 10-1. Risk Methodology...........................................................................................................10-1 Table 10-2. Water System Risk Level.................................................................................................10-2 Table 10-3. Risk Threshold Triggers...................................................................................................10-4 Table 10-4. Risk Threshold Triggers of Facilities by LOF and COF .....................................................10-5 Table 10-5. Facilities by Risk Threshold Trigger.................................................................................10-6 Table 10-6. Asset Count (Miles) of Risk Threshold Trigger by Asset Classification (April 2020 GIS)..............................................................................................................10-7 Table 10-7. Asset Count of Risk Threshold Trigger by Asset Classification .......................................10-7 Table 10-8. Asset Renewal and Replacement Recommendations..................................................10-12 Table 10-9. 30-Year R&R Forecast...................................................................................................10-13 Table 11-1. Probable Costs for Recommendations from Asset Renewal and Replacement Study ..11-2 Table 11-2. Probable Construction Costs for Recommended Improvements to Existing System ....11-3 Table 11-3. Probable Construction Costs for Recommended Improvements to Future System......11-5 Table 11-4. Risk and Resilience Management Strategies..................................................................11-6 Table 11-5. Capital Improvement Program Phasing..........................................................................11-8

LIST OF FIGURES
Figure ES-1. Opportunity Areas......................................................................................................... ES-3 Figure ES-2. Recommended Improvements for Existing Water System ........................................... ES-9 Figure 2-1. Existing Water Service Area ..............................................................................................2-2 Figure 2-2. Existing Land Use...............................................................................................................2-5 Figure 2-3. Preferred Land Use............................................................................................................2-7 Figure 2-4. Opportunity Areas.............................................................................................................2-8 Figure 3-1. Existing Water Distribution System...................................................................................3-2 Figure 3-2. Existing Water System Isolation Valves...........................................................................3-10 Figure 4-1. SFPUC Regional Water System..........................................................................................4-2 Figure 4-2. Valley Water Supply System..............................................................................................4-4 Figure 4-3. South Bay Water Recycling System...................................................................................4-6 417
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Figure 5-1. Monthly Water Production ...............................................................................................5-3 Figure 6-1. Spatially Located Water Demands....................................................................................6-7 Figure 6-2. Hydrant Test Locations......................................................................................................6-9 Figure 8-1. Existing System Pressures Average Day Demand Base Operations................................8-10 Figure 8-2. Existing System Pressures Average Day Demand Alternative 1 Operations...................8-11 Figure 8-3. Existing System Pressures Peak Hour Demand Base Operations....................................8-13 Figure 8-4. Existing System Pressures Peak Hour Demand Alternative 1 Operations ......................8-14 Figure 8-5. Existing System Pressures Maximum Day Demand Base Operations.............................8-15 Figure 8-6. Existing System Pressures Maximum Day Demand Alternative 1 Operations................8-16 Figure 8-7. Existing System Available Fire Flow Base Operations.....................................................8-18 Figure 8-8. Existing System Available Fire Flow Alternative 1 Operations........................................8-19 Figure 8-9. Existing System Pressures Maximum Day Demand Outage Scenario 1..........................8-23 Figure 8-10. Existing System Available Fire Flow Outage Scenario 1................................................8-24 Figure 8-11. Existing System Pressures Maximum Day Demand Outage Scenario 2........................8-26 Figure 8-12. Existing System Available Fire Flow Outage Scenario 2 ................................................8-27 Figure 8-13. Existing System Pressures Maximum Day Demand Outage Scenario 3........................8-28 Figure 8-14. Existing System Available Fire Flow Outage Scenario 3 ................................................8-29 Figure 8-15. Existing System Pressures Maximum Day Demand Outage Scenario 4........................8-30 Figure 8-16. Existing System Available Fire Flow Outage Scenario 4................................................8-31 Figure 8-17. Existing System Available Fire Flow Outage Scenario 5 ................................................8-34 Figure 9-1. Potable Water Facilities for Buildout Analysis..................................................................9-3 Figure 9-2. Buildout System Pressures Peak Hour Demand Base Operations..................................9-12 Figure 9-3. Buildout System Pressures Peak Hour Demand Alternative 1 Operations.....................9-13 Figure 9-4. Buildout System Available Fire Flow Base Operations....................................................9-15 Figure 9-5. Buildout System Available Fire Flow Alternative 1 Operations ......................................9-16 Figure 10-1. Existing Pipelines Risk Threshold Level .........................................................................10-8 Figure 10-2. 30-Year R&R Forecast..................................................................................................10-11 418
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LIST OF APPENDICES
Appendix A: Water System Schematic Profile
Appendix B: System Operations Narratives
Appendix C: Hydrant Testing and HPR Placement Plan
Appendix D: Water Utility Condition Assessment
Appendix E: Seismic Risk Assessment
Appendix F: Water Utility Financial Plan
Appendix G: Capital Improvement Program Mapbook and Project Summary Sheets

LIST OF ACRONYMS AND ABBREVIATIONS
2009 Update/
2009 WMPU
2009 Water Master Plan Update 1-2
2020 WMP 2020 Water Master Plan 7-1
AB 1668 Assembly Bill 1668 5-9
AC Asbestos Cement 3-9
ACWD Alameda County Water District 3-3
ADD Average Day Demand 8-9
af Acre-Feet 4-
af/yr Acre-Feet Per Year 4-4
AMI Advanced Metering Infrastructure 10-8
APN Assessor’s Parcel Number 5-12
AWIA America’s Water Infrastructure Act 1-3
AWWA American Water Works Association 7-5
BART Bay Area Rapid Transit 2-1
BAWSCA Bay Area Water Supply And Conservation Agency 4-2 CIP Capital Improvement Program 8-1
CIP ID Capital Improvement Program ID 8-20
City City of Milpitas 1-1
COF Consequence Of Failure 10-1
County Santa Clara County 2-1
CVP Central Valley Project 4-3
CY Calendar Year 2-1
DDW Division of Drinking Water 4-7
Delta Sacramento-San Joaquin Delta 4-4
DIP Ductile Iron Pipe 6-13
DWR Department of Water Resources 5-10
EIR Environmental Impact Report 2-6
EPRV Emergency Pressure Reducing Valve 8-20
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ERP Emergency Response Plan 1-3
Ft/kft Feet Per 1,000 Feet 7-4
Ft/s Feet Per Second 7-4
GIS Geographical Information System 6-4
gpcd Gallons Per Capita Per Day 5-6
gpd Gallons Per Day 2-5
HGL Hydraulic Grade Line 3-4
HPR Hydrant Pressure Recorder 6-4
HydroScience HydroScience Engineers, Inc. 2-6
I-680 Interstate 680 2-1
I-880 Interstate 880 2-1
ISG Individual Supply Guarantee 4-3
Legislature California State Legislature 5-9
LOF Likelihood of Failure 10-1
LUA Report Land Use Alternatives Report 2-6
LWU Large Water Users 2-3
Maddaus Maddaus Water Management, Inc. 5-17
MDD Maximum Day Demand 5-6
MG Million Gallons 3-6
mgd Million Gallons Per Day 3-4
msl Mean Sea Level 2-1
MSP Midtown Specific Plan 2-6
MWELO Model Water Efficient Landscape Ordinance 5-10
NRW Non-Revenue Water 5-1
PG&E Pacific Gas and Electric 8-8
PHD Peak Hour Demand 5-6
PM Preventative Maintenance 10-8
PRVs Pressure Reducing Valves 8-4
PS Pump Station 3-3
Psi Pounds Per Square Inch 6-11
PVC Polyvinyl Chloride 6-11
R&R Rehabilitation and Replacement 10-4
RMC Raines, Melton & Carella 6-1
RRA Risk and Resilience Assessment 10-13
RWS Regional Water System 4-1
SB X7-7 Water Conservation Act of 2009 5-9
SBWR South Bay Water Recycling 4-5
SCADA Supervisory Control and Data Acquisition 6-4
SCVWD Santa Clara Valley Water District 3-1
SFPUC San Francisco Public Utilities Commission 2-1
SJW San Jose Water 3-3
SOI Sphere of Influence 2-2
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SWRCB State Water Resources Control Board 4-7
TASP Transit Area Specific Plan 2-6
TDH Total Dynamic Head 8-20
UPC Uniform Plumbing Code 7-4
USEPA United States Environmental Protection Agency 7-1 USGS United States Geological Survey 10-13
UWMP Urban Water Management Plan 4-6
VTA Valley Transit Authority 2-1
VW Valley Water 3-1
WTP Water Treatment Plant 4-5
WUF Water Use Factors 5-1
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N270-60-19-16R-MP
ES-1 City of Milpitas
Water Master Plan
June 2022
Executive Summary

WATER MASTER PLAN PURPOSE
The purpose of this Water Master Plan for the City of Milpitas (City) is to evaluate the existing system infrastructure and incorporate impacts of short-term and long-term planned growth to develop a comprehensive road map for the City’s Water System Capital Improvement Program (CIP). The City’s last Water Master Plan was completed in 2002 and was then updated in 2009 to incorporate an analysis of the impacts of the City’s Milpitas Metro Specific Plan (then known as the Transit Area Specific Plan). The City is continuing to experience significant growth, has recently completed an update to its General Plan and is in the process of updating two key specific plans, Milpitas Gateway-Main Street Specific Plan (formerly known as the Midtown Specific Plan) and Milpitas Metro Specific Plan.

Since the completion of the 2009 Water Master Plan Update (2009 WMPU), the State endured five years of drought starting in 2012, including the driest four consecutive years in California history (2012-2015).

These unprecedented conditions led to statewide mandated water conservation, significant surface water supply reductions and curtailments, and legislation establishing new statewide water efficiency standards and contributing to new water use patterns and trends.

These factors make it critical to both reassess the City’s water needs, priorities, and strategies and reevaluate water system infrastructure improvements, with a goal of ensuring a safe and reliable water supply for the City’s residents and businesses.

WATER MASTER PLAN OBJECTIVES
The primary objectives of this Water Master Plan are to:
• Evaluate historical and existing water demands to understand current water use patterns, trends, and unit water use factors and develop future water demand projections based on the future planned development included in the City’s General Plan Update • Review and refine performance and planning criteria used to evaluate the water system and formulate recommendations for future facilities
• Perform a condition assessment of the City’s water assets, including evaluating criticality and likelihood of failure, consequence of failure, and business risk exposure for horizontal assets (e.g., pipes, valves) and vertical assets (e.g., reservoirs, pump stations) • Prepare a water utility asset renewal and replacement study to provide priorities for asset renewal and replacement
• Develop and calibrate the City’s water system hydraulic model using InfoWater modeling software to provide an accurate tool for evaluating various water system scenarios • Evaluate the need for new backbone water facilities (including pipelines, storage facilities and pumping facilities) to serve buildout of the City’s General Plan (estimated by the year 2040)
• Evaluate existing and projected source capacity (per Section 64558, Title 22, of the California Code of Regulations) to ensure that adequate storage is provided throughout the City’s water system to meet existing and future needs and requirements • Develop a capital improvement program for recommended potable water system facilities 422
Item # 16.

Executive Summary
N270- 60-19-16R-MP
ES-2 City of Milpitas
Water Master Plan
June 2022

EXISTING AND PROJECTED FUTURE LAND USE
Most of the City’s existing land use is single family residential, which is located primarily in the north and the east. Industrial and commercial land uses comprise much of the City’s southern and western regions.

The City anticipates future growth in the form of smaller development projects identified in several Opportunity Areas located throughout the City and significant new development in two large planning areas (Gateway-Main Street and Metro Plan areas). Opportunity Areas were previously defined by the City’s Planning and Economic Development departments and represent locations throughout the City that can accommodate future growth and support economic development while protecting natural resources and open space.

Figure ES-1 shows the locations of each Opportunity Area and briefly describes the land use plan for that area. Growth strategies and goals are outlined in the City’s General Plan and detailed in the Milpitas Gateway-Main Street and the Milpitas Metro specific plans.

Since updates to the General Plan, Milpitas Gateway-Main Street Specific Plan, and Milpitas Metro Specific Plan were in progress during the development of this Water Master Plan, West Yost coordinated with the City’s Planning Department and HydroScience Engineers, Inc. (HydroScience), who is developing the City’s Sewer Master Plan, to develop land use planning assumptions for use in the Water and Sewer Master Plans. These future land use assumptions are preliminary but represent conservative estimates of future development.

Table ES-1 summarizes buildout land use assumptions used in this report to model potential future growth. This Water Master Plan conservatively assumes the high end of the dwelling unit range will be constructed, and that areas shown in Table ES-1 are additional new development (not redevelopment).

While this “new development” assumption may double-count some existing demands in growth areas where redevelopment occurs, it was necessary based on limited data. Parcel-specific development data was not available, so West Yost could not identify whether a future development was replacing an existing development (and replacing existing water use) or in addition to existing development (with additional water use).
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F
igureES-1
OpportunityAreas
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(amendedJanuary2019).MilpitasGeneralPlan
Update-LandUseAlternativesReport,Figure2-2.
*ProposedLandUseDesignation
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Item # 16.

Table ES-1. Potential New Growth at Buildout(a)
Low High
Opportunity Areas - Residential
Sunny Hills Neighborhood Node/Commercial Center NCMU 19.92 275 350 569,573 California Circle NCMU 54.10 248 360 551,816
California Circle HDR 18.26 252 365 551,816
Landess Neighborhood Node/Commercial Center NCMU 38.03 450 625 521,274 Calaveras & North Park Neighborhood Node/Commercial Center NCMU 28.28 325 425 416,836 Milpitas Town Center HDR(c) 38.07 400 525 434,872
196.66 1,950 2,650 3,046,187
Opportunity Areas - Non-Residential
McCarthy Ranch Industrial Area INP 192.29 - - 3,049,301 Southwestern Employment Area BPRD 488.26 - - 5,126,097
Central Manufacturing Area - North MFG 492.14 - - 2,602,882 Jacklin & 680 Neighborhood Node/Commercial Center - East NC 7.95 - - 152,321 Jacklin & 680 Neighborhood Node/Commercial Center - West NC 6.42 - - 75,502 Jacklin Neighborhood Node/Commercial Center NC 9.79 - - 99,629 1,196.85 - - 11,105,732
Milpitas Gateway-Main Street Specific Plan
HDR Subset of Gateway-Main Street HDR(c) 46.70 478 637 - VHDR Subset of Gateway-Main Street VHDR(e) 74.58 781 1,041 - MDR Subset of Gateway-Main Street MDR(f) 62.70 242 322 483,391 Non-Residential Subset of Gateway-Main Street MFG(g) 300.30 - - 954,012 484.28 1,500 2,000 1,437,403
Milpitas Metro Specific Plan
VHDR Subset of Metro Plan Area VHDR 99.00 2,000 4,000 - HDR Subset of Metro Plan Area HDR 113.52 3,000 3,000 -
NC Subset of Metro Plan Area(h) NC 85.35 - - 2,087,075
297.87 5,000 7,000 2,087,075
2,176 8,450 11,650 17,676,397
Subtotal
Development
Land Use
Designation(b) Total Acres
Range of Potential New
Dwelling Units New Non-Residential
Building Square Footage
(h) Includes the "Central Manufacturing Area - South" Opportunity Area, which has been combined with MMSP.

Subtotal
Subtotal
Subtotal
Total
(a) Source: City of Milpitas - Buildout Land Use Condition Assumptions, HydroScience Engineers, August 3, 2020. (b) Land Use Designations based on Preferred Land Use Map (PLUM), Figure 2-3. (c) Originally Multifamily High Density (MFH), which has been renamed High Density Residential (HDR) in the PLUM. (d) Originally Boulevard Very High Density Mixed Use (BVMU), which has been renamed Very High Density Mixed Use (VHDMU) in the PLUM. (e) Originally Multi-Family Very High Density (VHD), which has been renamed Very High Density Residential (VHDR) in the PLUM. (f) Originally Mixed Use (MXD), which has been retired in the PLUM. This subset has been recategorized as Medium Density Residential (MDR) based on housing density. MDR is the updated name for Multi-Family Medium Density (MFM).
(g) Originally multiple land uses, Manufacturing (MFG) selected because it is the most conservative (i.e., highest water use).

N\270\60-19-16\E\T2\Ch3\Ch2Tbls
City of Milpitas
Water Master Plan
Last Revised: 02-22-21
425
Item # 16.

Executive Summary
N270- 60-19-16R-MP
ES-5 City of Milpitas
Water Master Plan
June 2022

EXISTING WATER SYSTEM FACILITIES
The City’s existing potable water system includes the following major facilities: five turnouts, one emergency groundwater well, three emergency interties, five storage reservoirs, five pump stations, 17 pressure reducing valves (PRVs), and approximately 183 miles of pipelines.

There are six main pressure zones within the City’s water service area, four served by the San Francisco Public Utilities Commission (SFPUC) (Zones SF1 through SF4), and two served by Valley Water (VW) (Zones VW1 and VW2), which was previously known as the Santa Clara Valley Water District. Under normal conditions, the City operates its potable water system such that the SFPUC and VW supplies remain separate. Isolation valves prevent mixing and create two distinct water service areas.

EXISTING AND PROJECTED FUTURE WATER SUPPLIES
The City’s existing water supplies include imported water, groundwater, recycled water, and interties with neighboring agencies. Under normal conditions, imported water comprises the City’s entire water supply.

The City currently receives water supplies from the following sources:
• Treated surface water from the SFPUC
• Treated surface water from VW
• Tertiary treated recycled water from South Bay Water Recycling (SBWR) • During emergencies, groundwater pumped from one well (Pinewood Well) within the City • Emergency interties with San Jose Water (SJW) and the Alameda County Water District (ACWD)
In 2009, the SFPUC and Bay Area Water Supply and Conservation Agency (BAWSCA) members (including the City) entered into a Water Supply Agreement (WSA), a 25-year contract that allocates 184 million gallons per day (mgd) among BAWSCA members. The City’s share of SFPUC supply is 9.23 mgd. Per the City’s contract with VW, the City submits a request every three years detailing its desired annual supplies from VW. In each of the three years after submitting the request, the City is obligated to purchase at least 95 percent of the maximum annual amount listed on the schedule.

Groundwater can supplement reduced supplies from the SFPUC or Valley Water during prolonged droughts. As presented in the City’s 2020 Urban Water Management Plan (UWMP), the City expects to rely on groundwater to augment supplies and meet demands during future dry years. The City hopes to increase future supply reliability by expanding its groundwater capabilities. Two new wells, the Curtis Well and the McCandless Well, are expected to come online during the City’s buildout horizon (i.e., by 2040).

The Pinewood, Curtis, and McCandless wells, in addition to other future wells described in the City’s 2020 UWMP that are triggered by future development in the City’s service area, are critical components of the City’s future water supply portfolio.

To further improve supply reliability, this Water Master Plan also recommends that the City construct an additional VW turnout.
426
Item # 16.

Executive Summary
N270- 60-19-16R-MP
ES-6 City of Milpitas
Water Master Plan
June 2022

EXISTING AND PROJECTED FUTURE WATER DEMANDS
In 2019, the City served approximately 78,000 residents and used approximately 8.33 mgd of water. This translates to approximately 107 gallons per capita per day (gpcd), continuing a trend of lower per capita water use following the recent drought and subsequent mandatory water reduction measures. The City is on track to comply with its 2020 per capita water use target of 146 gpcd.

Buildout water demands equal the sum of existing demands and projected future demands as a result of new development. Demand projections are typically calculated based on land use, with expected land area multiplied by a water use factor (WUF). The WUFs are developed from recent historical consumption data and vary by land use type. In other words, the WUFs recognize that a 10-acre industrial processing plant would use more water than a similarly sized office park West Yost developed preliminary WUFs for each General Plan land use designation based on existing demands (from billing data) and parcel acreages. These preliminary WUFs were refined by examining water use on a per capita basis and for representative developments (e.g., a typical office park or apartment complex), as identified by the City. Water demand projections were developed by applying finalized WUFs to future land use acreages summarized in Table ES-1.

Table ES-2 summarizes the buildout water demand projection. The City’s projected water production required at buildout is approximately 13.9 mgd, or 15,600 acre feet per year (af/yr). This is an increase of approximately 5.6 mgd, or 67 percent, over existing (2019) production (8.3 mgd).

The land use-based water demand projection presented above is significantly lower than projections from the 2009 WMPU and the City’s 2015 UWMP. At buildout (2040), the land use-based water demand projection is approximately 3.5 mgd and 7.0 mgd lower than projections from the 2009 WMPU and 2015 UWMP, respectively. In contrast, demand projections in this Water Master Plan are generally consistent with demand projections developed by Maddaus Water Management, Inc. (Maddaus) to help BAWSCA member agencies prepare for their 2020 UWMPs.
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Table ES-2. Buildout Potable Water Demand Projection
Development
Land Use
Designation(a) Total Acres(a) WUF(b), gpd/ac Demand, mgd Opportunity Areas - Residential
Sunny Hills Neighborhood Node/Commercial Center NCMU 19.92 2,100 0.04 California Circle NCMU 54.10 2,100 0.11
California Circle HDR 18.26 4,500 0.08
Landess Neighborhood Node/Commercial Center NCMU 38.03 2,100 0.08 Calaveras & North Park Neighborhood Node/Commercial Center NCMU 28.28 2,100 0.06 Milpitas Town Center HDR 38.07 4,500 0.17

0.55 Opportunity Areas - Non-Residential
McCarthy Ranch Industrial Area INP 192.29 400 0.08
Southwestern Employment Area BPRD 488.26 400 0.20
Central Manufacturing Area - North MFG 492.14 2,000 0.98 Jacklin & 680 Neighborhood Node/Commercial Center - East NC 7.95 1,400 0.01 Jacklin & 680 Neighborhood Node/Commercial Center - West NC 6.42 1,400 0.01 Jacklin Neighborhood Node/Commercial Center NC 9.79 1,400 0.01

1.29 Milpitas Gateway-Main Street Specific Plan
HDR Subset of Gateway-Main Street HDR 46.70 4,500 0.21
VHDR Subset of Gateway-Main Street VHDR 74.58 9,000 0.67 MDR Subset of Gateway-Main Street MDR 62.70 2,300 0.14
Non-Residential Subset of Gateway-Main Street MFG 300.30 2,000 0.60

1.63 Milpitas Metro Specific Plan (MMSP)
VHDR Subset of Metro Plan Area VHDR 99.00 9,000 0.89
HDR Subset of Metro Plan Area HDR 113.52 4,500 0.51
NC Subset of Metro Plan Area NC 85.35 1,400 0.12

1.52 4.99

0.62 5.60

8.33 13.9
NRW (11%)
Subtotal
Subtotal
Subtotal
Subtotal
Total New Demand
New Water Production Required
Existing (2019) Water Production
Buildout Water Production Required
(a) Refer to Table ES-1.
(b) Refer to Table 5-8.
n270-60-19-16-R-MP-E-Ch5-
City of Milpitas
Water Master Plan
Last Revised: 01-18-21
428
Item # 16.

Executive Summary
N270- 60-19-16R-MP
ES-8 City of Milpitas
Water Master Plan
June 2022

EVALUATION OF EXISTING WATER SYSTEM
The City’s existing water system was evaluated based on supply, storage, and pumping capacities, as well as its ability to meet recommended performance and operational criteria under various demand and emergency scenarios. Below is a summary of findings and recommendations from the existing system evaluation. Figure ES-2 shows the recommended improvements from the existing system analysis. • Supply Capacity
— Existing firm supplies (i.e., largest turnout offline in each service area) exceed maximum day demand. While the VW service area has a firm supply deficit, it can be met by the surplus in the SFPUC service area. While supplies from SFPUC and VW are normally segregated, the City can intermix supply sources if necessary. No additional supply facilities are recommended based on existing demands and normal operating conditions.
• Storage Capacity
— There is sufficient storage in the SFPUC service area and a deficit of 0.45 million gallons (MG) in the VW service area. This deficit is not considered critical, as the Zone SF1 storage surplus can cover the shortfall in Zones VW1 and VW2. No additional storage is recommended based on existing demands and normal operating conditions. • Pumping Capacity
— Each pressure zone has a pumping capacity surplus. No additional pumping facilities are recommended based on existing demands and normal operating conditions. • Distribution System
— The existing distribution system meets all minimum pressure criteria under average day, peak hour, and maximum day demand conditions.
— Based on fire flow analysis, West Yost identified potential projects to improve overall distribution system flows. These mainly consist of upsizing existing 6-inch and 8-inch diameter pipelines, though some PRV and isolation valve improvements are also recommended.
— To comply with the City’s design guidelines and improve fire flow capacity, the City should consider upsizing any 4-inch diameter pipelines that serve hydrants to 8-inch diameter pipelines.
— Should SFPUC turnouts go offline, most of Zone SF2 has reduced fire flow capacity. As a result, West Yost recommends installing a pump at the Ayer Pump Station with a capacity of 4,000 gallons per minute (gpm).
— The existing system is well equipped to handle a power outage or a VW supply outage.

No additional significant impacts arise in either emergency scenario. — To evaluate system performance during a PRV outage, PRVs normally allowing flow from Zone 2 to Zone 1 were simulated to be disabled one at a time. The Sunnyhills and Parc Metro PRVs are the most critical, as outages at either of these PRVs results in new locations not meeting recommended fire flows. Recommended improvements include a new emergency PRV (EPRV), new pipelines, and pipeline upsizing. 429
Item # 16.
0 1,5003,000
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FigureES-2
RecommendedImprovements
forExistingWaterSystem
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ExistingTurnout
ExistingGroundwaterWell
ExistingPressureReducingValve
ExistingEmergencyPRV
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Berryessa
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Notes:

1.Pipelineimprovementsincludenewpipesandexisting
pipesupsizedtoaddressexistingdeficiencies.
430
Item # 16.

Executive Summary
N270- 60-19-16R-MP
ES-10 City of Milpitas
Water Master Plan
June 2022

EVALUATION OF FUTURE WATER SYSTEM
The City’s buildout water system was evaluated based on supply, storage, and pumping capacities, as well as its ability to meet recommended performance and operational criteria under various demand and emergency scenarios. At buildout, it is assumed that Curtis Well and McCandless Well would be available in emergencies. While the City does not currently anticipate any other major water system changes, buildout analyses assume that the infrastructure recommendations from the existing system evaluations have been implemented.

Below is a summary of findings and recommendations from the buildout system evaluation. Appendix G shows the locations of and provides details for each recommended improvement. • Supply Capacity
— Buildout firm supplies fall short of maximum day demands. The firm supply surplus in the SFPUC service area cannot make up for the deficit in the VW service area. Thus, West Yost recommends constructing a new VW turnout near the intersection of Piper Drive and Garden Street with the same capacity as the existing Gibraltar turnout. • Storage Capacity
— Buildout storage capacity is insufficient. The storage capacity surplus in the SFPUC service area cannot make up for the deficit in the VW service area. West Yost recommends constructing a new 2 MG storage reservoir in the VW service area. — To deliver water from this new storage reservoir, West Yost recommends constructing a new pump station with a firm capacity of 4,000 gpm.
• Pumping Capacity
— Each pressure zone has a pumping capacity surplus. No additional pumping facilities are recommended to meet buildout demands.
• Distribution System
— The buildout distribution system meets the minimum pressure criterion under a peak hour demand condition.
— To address locations not meeting recommended fire flows, West Yost recommends installing a new EPRV near the intersection of Cedar Way and South Main Street. The Cedar EPRV would allow flows from Zone SF1 to Zone VW1 should pressures in Zone VW1 drop significantly.

ASSET RENEWAL AND REPLACEMENT
For assets in the City’s water distribution system, West Yost performed a condition assessment that focused on risk, a combination of an asset’s likelihood of failure and consequence of failure. Assets were then grouped according to three risk levels: A (Watch), B (Investigate), and C (Act). Level A is the initial action level, representing the point at which an asset or facility depicts aging or performance that requires increased attention, health checks, or predictive maintenance efforts. Assets in Level B should undergo detailed condition assessments, while assets in Level C are targets for renewal activities (e.g., inclusion in a mid-range capital improvement plan or more immediate design efforts). 431
Item # 16.

Executive Summary
N270- 60-19-16R-MP
ES-11 City of Milpitas
Water Master Plan
June 2022
Recommendations were identified based on asset classification and consist of both capital and non-capital projects. Capital projects include pipeline condition assessment, detailed facility condition assessment, and developing a water meter test program. Non-capital projects (i.e., operational improvement measures) include collecting asset performance data, developing a valve and hydrant exercising program, and reviewing the existing maintenance program to identify additional asset monitoring opportunities.

RECOMMENDED CAPITAL IMPROVEMENT PROGRAM
The recommended CIP for the City’s existing and future water system includes recommendations from the existing system evaluation, the future system evaluation, the asset renewal and replacement study, and the AWIA risk and resilience assessment. Table ES-3 summarizes the proposed CIP phasing and cost.

Improvements are grouped according to their “source” (e.g., Renewal and Replacement Study), and their costs are assigned to a five-year CIP period. The total CIP cost through 2051 is approximately $82.1 million (2020 dollars).
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Item # 16.

Table ES-3. Recommended Capital Improvement Program
2021-2025 2026-2030 2031-2035 2036-2040 2041-2045 2046-2051(c) Total Improvements from Renewal and Replacement Study (Chapter 10) Pipeline Condition Assessment $0.5 - - - - - $0.5
Detailed Facility Condition Assessment $2.2 - - - - - $2.2 Water Meter Test Program $0.1 - - - - - $0.1
Asset Renewal and Replacement $17.1 $1.4 $1.6 $3.3 $17.0 $10.1 $50.5 Subtotal $20.0 $1.4 $1.6 $3.3 $17.0 $10.1 $53.4
Improvements from Existing System Analysis (Chapter 8)
Hammond EPRV and Corning Isolation Valve $0.5 - - - - - $0.5 Pipeline Improvements - Fire Flow $5.6 - - - - - $5.6
Fire Pump at Ayer Pump Station - $2.1 - - - - $2.1
Diel EPRV - $0.5 - - - - $0.5
Pipeline Improvements and New Pipelines - Fire Flow (Outage) - $0.2 - - - - $0.2 Backup Generators at Country Club and Tularcitos Pump Stations - $0.7 - - - - $0.7 Hydrant Service Pipeline Improvements - $0.4 - - - - $0.4 Subtotal $6.1 $3.9 $0.0 $0.0 $0.0 $0.0 $9.9
Improvements from Future System Analysis (Chapter 9)
Piper Turnout - - - $0.5 - - $0.5
VW Storage Reservoir - - $5.5 - - - $5.5
Pump Station for VW Storage Reservoir - - $4.1 - - - $4.1 Curtis Well - - $6.0 - - - $6.0
Cedar EPRV - - $0.5 - - - $0.5
Subtotal $0.0 $0.0 $16.1 $0.5 $0.0 $0.0 $16.6
Improvements from Risk and Resilience Assessment(d)
Perimeter Fencing $0.030 - - - - - $0.030
Site Security Protocols $0.020 - - - - - $0.020
Replace Isolation Valves $2.0 - - - - - $2.0
ShakeAlert Participation $0.085 - - - - - $0.085
Subtotal $2.1 $0.0 $0.0 $0.0 $0.0 $0.0 $2.1
Total $28.2 $5.3 $17.7 $3.8 $17.0 $10.1 $82.1
Improvement
Capital Cost, $M(a,b)
(a) Costs shown are in 2020 dollars and have been updated from those presented in the March 2021 Draft Water Master Plan to account for the recent bidding climate. (d) Costs were only developed for four projects recommended in the Risk and Resilience Assessment. (c) Includes forecasted renewal and replacement costs for the year 2051. (b) Costs include mark-ups equal to 70 percent (Design and Construction Contingency: 35 percent; Engineering Design: 10 percent; Construction Management: 15 percent; and Permitting and Implementation: 10 percent). n\c\270\60-19-16\e\t8\ch11
City of Milpitas
Water Master Plan
Last Revised: 06-13-22
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Item # 16.

N270- 60-19-16R-MP
1-1 City of Milpitas
Water Master Plan
June 2022
CHAPTER 1
Introduction

1.1 WATER MASTER PLAN PURPOSE
The purpose of this Water Master Plan for the City of Milpitas (City) is to evaluate the existing system infrastructure and incorporate impacts of short-term and long-term planned growth to develop a comprehensive road map for the City’s Water System Capital Improvement Program. The City’s last Water Master Plan was completed in 2002 and was then updated in 2009 to incorporate an analysis of the impacts of the City’s Milpitas Metro Specific Plan (then known as the Transit Area Specific Plan). The City is continuing to experience significant growth, recently completed an update to its General Plan and is currently in the process of updating two key specific plans, Milpitas Gateway-Main Street Specific Plan (formerly known as the Midtown Specific Plan) and Milpitas Metro Specific Plan.

Since the completion of the 2009 Water Master Plan Update, the State endured five years of drought starting in 2012, including the driest four consecutive years in California history (2012-2015). These unprecedented conditions led to statewide mandated water conservation, significant surface water supply reductions and curtailments, and legislation establishing new statewide water efficiency standards and contributing to new water use patterns and trends.

These factors make it critical to both reassess the City’s water needs, priorities, and strategies and reevaluate water system infrastructure improvements, with a goal of ensuring a safe and reliable water supply for the City’s residents and businesses.

1.2 WATER MASTER PLAN OBJECTIVES
The primary objectives of this Water Master Plan are to:
• Evaluate historical and existing water demands to understand current water use patterns, trends, and unit water use factors and develop future water demand projections based on the future planned development included in the City’s General Plan Update • Review and refine performance and planning criteria used to evaluate the water system and formulate recommendations for future facilities
• Perform a condition assessment of the City’s water assets, including evaluating criticality and likelihood of failure, consequence of failure, and business risk exposure for horizontal assets (e.g., pipes, valves) and vertical assets (e.g., reservoirs, pump stations) • Prepare a water utility asset renewal and replacement study to provide priorities for asset renewal and replacement
• Develop and calibrate the City’s water system hydraulic model using InfoWater modeling software to provide an accurate tool for evaluating various water system scenarios • Evaluate the need for new backbone water facilities (including pipelines, storage facilities and pumping facilities) to serve buildout of the City’s General Plan (estimated by the year 2040)
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Chapter 1
Introduction
N270- 60-19-16R-MP
1-2 City of Milpitas
Water Master Plan
June 2022
• Evaluate existing and projected source capacity to ensure that adequate storage is provided throughout the City’s water system to meet existing and future needs and requirements1 • Develop a capital improvement program for recommended potable water system facilities

1.3 PREVIOUS AND ON-GOING STUDIES

1.3.1 Previous Water Master Plans
The City’s last Water Master Plan, the 2009 Water Master Plan Update (2009 Update, 2009 WMPU), was an update of the City’s 2002 Water Master Plan (2002 Master Plan). The 2002 Master Plan defined the water system improvements necessary to meet the City’s 2002 water demand and future demand associated with future development plans for 2008, 2018 and build-out year of 2021. The 2009 Update provided a re-evaluation of the City’s water system capacity based on updated land use information from several near-term and long-term development projects, including the Transit Area Specific Plan, that were in the planning process at that time. The 2009 Update provided information required for the City’s planning and financial efforts and defined the necessary water supply system improvements to accommodate the City’s buildout land use.

The 2009 Update used baseline information, flow factors, and other information from the 2002 Master Plan and did not include any re-evaluation of flow factors or model calibration steps. Revised water demands were developed based on updated land use information and flow factors from the 2002 Master Plan. In the 2009 Update, each water supply area (i.e., San Francisco Public Utilities Commission and Valley Water) was evaluated independently. The demand conditions analyzed were peak hour demand and maximum day demand plus fire flow.

As noted above, this Water Master Plan provides a comprehensive review and evaluation of the City’s existing and future water system needs through an independent evaluation in lieu of building on the 2002 Master Plan or the 2009 Update. The evaluation incorporates updates to unit water demand factors based on recent and projected water use trends and patterns to develop future demand projections, includes an update of the City’s water system hydraulic model to evaluate system capacity, and reflects updates to future development plans to provide an updated and comprehensive review and evaluation of future water system needs. Rather than evaluating each water supply area independently, this Water Master Plan better matches actual water system operations by evaluating them together as a single, citywide water system.

1.3.2 Sewer and Storm Drain Master Plans
In parallel with this Water Master Plan, the City is also preparing a Sewer Master Plan (last updated in 2009) and a Storm Drain Master Plan (last updated in 2013). Unit water use factors, wastewater generation factors, and land use planning assumptions used in the new master plans have been coordinated for consistency as appropriate.
1 Analyses from this Water Master Plan are referenced in the City’s Source Capacity Planning Study (per Section 64558, Title 22, of the California Code of Regulations), which is being prepared as a separate deliverable. 435
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1.3.3 City of Milpitas General Plan and Specific Plans
The City recently completed a General Plan Update which was adopted by City Council in March 2021. The City’s previous General Plan was adopted in December 1994 and last amended in April 2015. The General Plan Update was a comprehensive effort to incorporate City growth and changes since 1994, as well as new laws passed, emerging social and environmental issues, and recently developed planning strategies and practices.

The City has two major development planning areas, the Milpitas Gateway-Main Street Specific Plan area (or Gateway-Main Street Area, formerly known asthe Midtown Specific Plan area) and the Milpitas Metro Specific Plan area (or Metro Plan Area, formerly known as the Transit Area Specific Plan area). These areas have been in development over recent years, and development plans continue to be refined. Specific plans for both planning areas were last revised in 2010 (Gateway-Main Street Area, then known as Midtown) and 2011 (Metro Plan Area, then known as Transit Area) and are currently being updated to reflect current development opportunities and constraints.

Proposed future land use associated with the General Plan Update and updated Milpitas Gateway-Main Street and Milpitas Metro Specific Plans has been incorporated into this Water Master Plan and is discussed further in Chapter 2.

1.3.4 Urban Water Management Plan
As an urban water supplier in California, the City is required to prepare and adopt an Urban Water Management Plan (UWMP) every five years. The City’s 2015 UWMP was adopted in June 2016, and the City’s 2020 UWMP was adopted in June 2021. The purpose of the UWMP is to evaluate the availability and reliability of the City’s water supplies to meet projected future water demands over the next 20 years under various hydrologic conditions, while the purpose of the Water Master Plan is to evaluate and identify the needed water system infrastructure improvements to meet projected future water demands.

At the time of preparation of this Water Master Plan, the 2020 UWMP was not yet prepared. However, assumptions used for this Water Master Plan and the 2020 UWMP were consistent with regard to future planned development within the City’s service area.

1.3.5 Emergency Response Plan
Also, in conjunction with this Water Master Plan, the City’s Emergency Response Plan, last updated in 2010, is being updated to reflect current conditions and comply with requirements of America’s Water Infrastructure Act of 2018 (AWIA). AWIA requires the City’s completion of a water system Risk and Resilience Assessment (RRA) by December 31, 2020 and an updated Emergency Response Plan (ERP) by June 30, 2021. The City’s RRA and ERP are prepared as separate deliverables. 436
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1.4 REPORT ORGANIZATION
This Water Master Plan is organized into the following chapters:

Chapter 1: Introduction Describes the purpose and objectives for the Water Master Plan, its relationship to other on-going studies, report organization and acknowledgments
Chapter 2: Water Service
Area and Land Use
Describes the City’s existing water service area and land uses as well as projected future land uses based on information provided by the City Planning Department on planned future development
Chapter 3: Existing Water
System Facilities
Provides background information on the City’s existing water system (including pressure zones, supply turnouts,
groundwater wells and emergency interties) and distribution system facilities (including storage reservoirs, pump stations, pipelines, pressure reducing valves and isolation valves) Chapter 4: Water Supply
Sources
Provides an overview of the City’s available water supplies, including supplies from the San Francisco Public Utilities Commission, Valley Water, City groundwater wells, and
recycled water provided by South Bay Water Recycling
Chapter 5: Water Demand Presents historical, current and projected future water demands based on the planned future development described in Chapter 2
Chapter 6: Hydraulic Model
Update and Calibration
Describes the update and calibration of the City’s water distribution system hydraulic model used to analyze the City distribution system performance
Chapter 7: System Planning
and Performance Criteria
Defines the recommended planning and performance criteria for the City water system, including supply, storage and pumping capacity, fire flow requirements, minimum and
maximum system pressures, and maximum pipeline velocity and head loss
Chapter 8: Evaluation of
Existing Water System
Describes the evaluation of the City’s existing water system in comparison to the criteria developed in Chapter 7 and provides recommendations for existing system improvements
Chapter 9: Evaluation of
Future Water System
Describes the evaluation of the City’s water system and its ability to meet projected future water demands in comparison to the criteria developed in Chapter 7 and provides
recommendations for future system improvements
Chapter 10: Asset Renewal
and Replacement
Presents a summary of the findings of Water Utility Condition Assessment included in Appendix D and provides a discussion of risk management guidelines and asset profiling and recommends projects and activities to manage infrastructure risk
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Chapter 11: Recommended
Capital Improvement
Program
Based on the evaluations described in Chapters 8, 9 and 10, provides a detailed summary of recommended capital
improvements for the City’s water system to meet existing and projected future demands, along with estimated
construction costs
Chapter 12: References Lists reference documents used in the preparation of this Water Master Plan
The following appendices to this Water Master Plan contain additional technical information, assumptions and calculations:

Appendix A: Water System
Schematic Profile
Provides a schematic profile of the City’s existing water system as referenced in Chapter 3
Appendix B: System
Operations Narratives
Includes system narratives referenced in Chapter 3 describing normal and emergency operations protocols as prepared by Glen Campi, Public Works Maintenance Manager for Utilities Appendix C: Hydrant Testing
and HPR Placement Plan
Outlines the hydrant testing that was performed in March 2020 and the associated collection of water distribution system pressure data using hydrant pressure recorders
needed to calibrate the City’s water system hydraulic model as described in Chapter 6
Appendix D: Water Utility
Condition Assessment
Provides the Water Utility Condition Assessment performed for the City’s water system and referenced in Chapter 10; includes assessment methodologies, asset valuations,
likelihood and consequence of failure factors and risk scores Appendix E:

Seismic Risk Assessment
Provides the Seismic Risk Assessment performed as part of the City’s RRA and referenced in Chapter 10; includes an estimate of the consequences associated with an earthquake event affecting the City water system
Appendix F: Water Utility
Financial Plan
Presents the water financial plan prepared by Raftelis which evaluates water utility revenues and expenditure forecasts for the study period from FY 2022 through FY 2040 as described in Chapter 11
Appendix G: Capital
Improvement Program
Mapbook and Project
Summary Sheets
Provides figures showing the location of recommended water system improvements and, for some larger projects (e.g., EPRVs and new Ayer pump), single-page project summaries as referenced in Chapter 11
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1.5 ACKNOWLEDGMENTS
The development of this Water Master Plan would not have been possible without the focused involvement and assistance of City staff. In particular, the following staff provided comprehensive information, significant input and important insights throughout development of this Water Master Plan:

Tony Ndah, Public Works Director
Harris Siddiqui, Principal Engineer (Project Manager for the Water Master Plan) Glen Campi, Public Works Maintenance Manager for Utilities Sophia Wendt, Assistant Engineer
Ned Thomas, Planning Director
Jessica Garner, Planning Manager
Kevin Riley, Milpitas Metro Specific Plan Manager
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CHAPTER 2
Water Service Area and Land Use
This chapter describes the City’s existing water service area and existing and future land uses. Future land use designations are based on discussions with the City Planning Department and City-provided data, reports, and maps.

2.1 WATER SERVICE AREA

2.1.1 Location and Description
Located in Santa Clara County, the City is bordered by the City of Fremont to the north and the City of San Jose to the south. Major transportation corridors connecting to the City include Highway 237, Interstate 880 (I-880), I-680, and Montague Expressway. The City is currently served by Valley Transit Authority (VTA) light rail and, as of June 2020, Bay Area Rapid Transit (BART).

As shown on Figure 2-1, the City’s water service area is supplied by the San Francisco Public Utilities Commission (SFPUC) and Valley Water (VW, formerly known as the Santa Clara Valley Water District)2.

The overall water service area is approximately 12 square miles and is generally coincident with City limits, except for some areas in the Calaveras Hills along the City’s eastern edge. The City can be divided into two distinct topographical areas: the relatively flat “valley floor” on the western side and the steeper “hillside” area within the Calaveras Hills. Service elevations within the City range from near sea level in the west to almost 900 feet above mean sea level (msl) in the east.

Within its limits, the City has authority over land use and is responsible for providing public services.

Figure 2-1 also shows the City’s Urban Growth Boundary, the result of a voter-approved initiative that restricts development and the extension of public services and infrastructure in the eastern hill areas. In November 2016, the City voted to extend this development moratorium to December 31, 2038.

One exception to the moratorium is the Spring Valley Heights community, which is located outside the Urban Growth Boundary but served by City infrastructure. In 2005, after its groundwater supply became inadequate, the Spring Valley Heights community entered into an agreement with the City to receive potable water from its SFPUC service area. The Spring Valley Heights Association’s private water system (CA Water System No. CA4300856) connects to the City’s municipal supply through a master meter and is operated by the Spring Valley Heights Mutual Water Company.

2.1.2 Population Served and Service Connections
The City was incorporated in 1954, then spanning approximately 3 square miles with a population of 825.

Manufacturing, assembly, and high-tech industries have since spurred steady expansion and population growth.

The California Department of Finance estimates the City’s January 1, 2020 population at 77,961, which this report will use as the “existing” population for 2019. Historical population is detailed in Chapter 5 of this report.

The City has nine customer billing codes, which West Yost has organized into three categories (residential, commercial, and public) and up to three connection types (water, fire, and irrigation). Table 2-1 presents a summary of historical potable water service connections by customer and connection type. Service connection counts are based on bimonthly billing data from 2013 through 2019 provided by the City in January 2020. In calendar year (CY) 2019, the City had 16,394 metered water service connections. Almost 89 percent of connections were residential, which includes multi-family connections. Note, one multifamily connection can serve as little as two or as many as hundreds of units. 2 In 2019, the Santa Clara Valley Water District (SCVWD) changed its name to Valley Water (VW). 440
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SFPUC
VW
CityLimits
UrbanGrowthBoundary
SphereofInfluence
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
262
237
237
680
880

PIEDMONT RD

MONTAGUE
EX

S PARK VICTORIA DR

N ABEL ST

W CALAVERAS BL

ESCUELA PK
E

CALAVERAS
B
L
DIXON

LANDING

RD W MONTAGUE EX

N PARK VICTORIA DR GREAT MALL DR

TASMAN DR

CALAVERAS RD
J
AC
K
L
I
N
R
D

YOSEMITE DR
G
R
E
AT
M
A
L
L
P
K

N MILPITAS BL

S ABEL ST

S MILPITAS BL
SpringValleyHeights
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Number of
Connections
Percent of
Total
Number of
Connections
Percent of
Total
Number of
Connections
Percent of
Total
Number of
Connections
Percent of
Total
Number of
Connections
Percent of
Total
Number of
Connections
Percent of
Total
Number of
Connections
Percent of
Total
Residential
Water WRES 14,197 86.6% 14,244 86.8% 14,257 86.9% 14,259 87.0% 14,264 87.1% 14,280 87.2% 14,287 87.1% Fire FRES 108 0.7% 109 0.7% 109 0.7% 110 0.7% 110 0.7% 110 0.7% 110 0.7% Irrigation IRP 119 0.7% 120 0.7% 120 0.7% 120 0.7% 119 0.7% 121 0.7% 124 0.8% 14,424 88.0% 14,473 88.2% 14,486 88.3% 14,489 88.4% 14,493 88.5% 14,511 88.6% 14,521 88.6% Commercial
Water WCOMM 974 5.9% 963 5.9% 958 5.8% 954 5.8% 940 5.7% 938 5.7% 943 5.8% Fire FAO 462 2.8% 455 2.8% 446 2.7% 444 2.7% 438 2.7% 436 2.7% 449 2.7% Irrigation IP 351 2.1% 346 2.1% 341 2.1% 331 2.0% 326 2.0% 320 2.0% 312 1.9% 1,787 10.9% 1,764 10.7% 1,745 10.6% 1,729 10.5% 1,704 10.4% 1,694 10.3% 1,704 10.4% Public
Water - City WCITY 44 0.3% 44 0.3% 44 0.3% 44 0.3% 45 0.3% 45 0.3% 46 0.3% Water - County WSCC 1 0.0% 1 0.0% 1 0.0% 1 0.0% 1 0.0% 1 0.0% 1 0.0% Irrigation - City ICP 130 0.8% 128 0.8% 129 0.8% 129 0.8% 129 0.8% 123 0.8% 122 0.7% 175 1.1% 173 1.1% 174 1.1% 174 1.1% 175 1.1% 169 1.0% 169 1.0% 16,386 100.0% 16,410 100.0% 16,405 100.0% 16,392 100.0% 16,372 100.0% 16,374 100.0% 16,394 100.0% (b) Includes potable water service connections only. Recycled water connections are excluded.

Table 2-1. Historical Water Service Connections(a, b)
Customer Type
Billing
Code
CY 2013 CY 2014 CY 2015 CY 2016 CY 2017 CY 2018 CY 2019 Subtotal Residential
Subtotal Commercial
Subtotal Public
Total
(a) Source: Billing data provided by City in January 2020.

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2.2 EXISTING LAND USE
Most of the City’s existing land use is single family residential, which is located primarily in the north and east. Industrial and commercial land uses comprise much of the City’s southern and western regions.

Figure 2-2 shows the City’s existing land use, while Table 2-2 summarizes key land use statistics.

Table 2-2. Existing Land Use(a)
Population(b) Dwelling Units
Non-Residential
Square Footage Jobs(c)
Jobs per
Housing Unit(d)
77,961 22,215 28,007,888 53,000 2.39
(a) Unless otherwise noted, data is from the Draft Environmental Impact Report - Milpitas General Plan, Table 2.0-3, received January 2020. (b) Source: CA Department of Finance, E-1 Population Estimates (May 1, 2020). (c) Source: Estimate provided by the City in February 2021. (d) Calculated based on dwelling units and jobs estimate.

The City classifies customers (excluding hotels and schools) using at least 30,000 gallons per day (gpd) as Large Water Users. To update the list of Large Water Users, West Yost reviewed City-provided billing data3 from 2013 through 2019. Users were identified according to the “LOCATION_NO” field provided in billing records. In general, each “LOCATION_NO” corresponds to a single water meter. In CY 2019, there were 19 Large Water Users; they are ranked in Table 2-3.
3 Billing data was bimonthly. Usage was grouped into calendar years based on the ending date of the billing period. As a result, annual consumption may not match other sources.
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Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
237
237
680
880
JA
CK
LIN
RD

PIEDMONTRD
M
O
N
TA
G
U
E
E X

S PARK VICTORIA DR

N ABEL ST
W

CALAVERAS BL

ESCUELA PK
E
CA
LAV
E
RAS
B
L
D
IXO
N

LANDING
RD

W MONTAGUE
EX

N PARK VICTORI A
DR
GREAT
MALLDR
TAS
M AN
DR
CA

LAVERAS
RD
YOS
EM
ITE
DR
G
REAT
MA
LL
PK

N MILPITAS BL S ABEL ST

S MILPITA S B L
Notes:

1.Source:LandUseExport_GeoDb.mdbprovidedbyCity
inJanuary2020.

GeneralPlanLandUseDesignation
HVL-HillsideVeryLowDensity
HLD-HillsideLowDensity
HMD-HillsideMediumDensity
SFL-SingleFamilyLowDensity
SMD-SingleFamilyMediumDensity
MFM-Multi-FamilyMediumDensity
MFH-Multi-FamilyHighDensity
VHD-Multi-FamilyVeryHighDensity
URR-UrbanResidential
MHP-MobileHomePark
MXD-MixedUse
RRMU-ResidentialRetailHighDensity
MixedUse
BVMU-BoulevardHighDensityMixed
Use
PAO-Professional&Administrative
Office
RSC-RetailSubcenter
GNC-GeneralCommercial
HWS-HighwayService
TWC-TownCenter
MFG-Manufacturing
INP-IndustrialPark
PF-PublicFacilities
POS-PermanentOpenSpace
WW-Waterway
CityLimits
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Table 2-3. Large Water Users(a)
Rank Location ID(b) Customer CY 2019 Consumption, gpd
1 3015659 Linear Technology 179,606
2 3015510 Evoqua Water Technologies LLC 177,956
3 3014575 SCC GSA Fiscal Bldg3 110,257
4 3015655 Headway Technologies Inc 92,605
5 3016862 Essex Management Corporation 92,074
6 3014546 Milpitas Mills LP 77,853
7 3015553 T Marzetti Company-West 73,949
8 3014577 SCC GSA Fiscal Bldg3 49,960
9 3014598 Milpitas Housing Assoc 47,336
10 3013322 City of Milpitas 39,712
11 3015908 Jefferson Smurfit Corp #200585 39,378
12 3015754 Fairfield Murphy Road LLC 38,397
13 3016857 Cisco Systems 35,091
14 3001280 Evoqua Water Technologies LLC 34,175
15 3015508 555 Apartments LLC 33,945
16 3010133 Spinnaker Pointe LLC 32,972
17 3003005 Spring Valley Apartments 31,851
18 3017196 Corwil Technology 31,291
19 3001229 KLA-Tencor 29,969
Total 1,248,376
(a) Customer meters using at least 30,000 gpd based on City-provided billing data in January 2020. Large water users were identified based on the “LOCATION_NO” field in City billing records. Each “LOCATION_NO” generally corresponds to a single water meter. (b) “LOCATION_NO” from City billing data.

As part of the General Plan Update, De Novo Planning Group authored a Land Use Alternatives Report (LUA Report), which evaluates locations throughout the City that can “accommodate future growth, support economic development, maintain fiscal sustainability, and ensure adequate protection of natural resources and open space” (LUA Report). These “Opportunity Areas” are shown on Figure 2-4 of this report, which is adapted from Figure 2-2 of the LUA Report.

West Yost coordinated with the City’s Planning Department and HydroScience Engineers, Inc. (HydroScience), who is developing the City’s Sewer Master Plan, to develop land use planning assumptions for future residential dwelling units and non-residential square footage for use in the Water and Sewer Master Plans. Table 2-4 summarizes the buildout land use assumptions used in this report. In addition to assigning a preferred land use designation to each Opportunity Area, Table 2-4 breaks down the proposed Milpitas Gateway-Main Street Specific Plan (Gateway Specific Plan) and Milpitas Metro Specific Plan areas into specific land use components.

For the purposes of developing and analyzing future system facility and capacity needs, the proposed residential developments have been assigned a range of potential new dwelling units based on coordination with the City’s Planning Department.
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DraftGeneralPlan2040.FigureLU-1.
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(amendedJanuary2019).MilpitasGeneralPlan
Update-LandUseAlternativesReport,Figure2-2.
*ProposedLandUseDesignation
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Table 2-4. Potential New Growth at Buildout(a)
Low High
Opportunity Areas - Residential
Sunny Hills Neighborhood Node/Commercial Center NCMU 19.92 275 350 569,573 California Circle NCMU 54.10 248 360 551,816
California Circle HDR 18.26 252 365 551,816
Landess Neighborhood Node/Commercial Center NCMU 38.03 450 625 521,274 Calaveras & North Park Neighborhood Node/Commercial Center NCMU 28.28 325 425 416,836 Milpitas Town Center HDR(c) 38.07 400 525 434,872
196.66 1,950 2,650 3,046,187
Opportunity Areas - Non-Residential
McCarthy Ranch Industrial Area INP 192.29 - - 3,049,301 Southwestern Employment Area BPRD 488.26 - - 5,126,097
Central Manufacturing Area - North MFG 492.14 - - 2,602,882 Jacklin & 680 Neighborhood Node/Commercial Center - East NC 7.95 - - 152,321 Jacklin & 680 Neighborhood Node/Commercial Center - West NC 6.42 - - 75,502 Jacklin Neighborhood Node/Commercial Center NC 9.79 - - 99,629 1,196.85 - - 11,105,732
Milpitas Gateway-Main Street Specific Plan
HDR Subset of Gateway-Main Street HDR(c) 46.70 478 637 - VHDR Subset of Gateway-Main Street VHDR(e) 74.58 781 1,041 - MDR Subset of Gateway-Main Street MDR(f) 62.70 242 322 483,391 Non-Residential Subset of Gateway-Main Street MFG(g) 300.30 - - 954,012 484.28 1,500 2,000 1,437,403
Milpitas Metro Specific Plan
VHDR Subset of Metro Plan Area VHDR 99.00 2,000 4,000 - HDR Subset of Metro Plan Area HDR 113.52 3,000 3,000 -
NC Subset of Metro Plan Area(h) NC 85.35 - - 2,087,075
297.87 5,000 7,000 2,087,075
2,176 8,450 11,650 17,676,397
(c) Originally Multifamily High Density (MFH), which has been renamed High Density Residential (HDR) in the PLUM. (b) Land Use Designations based on Preferred Land Use Map (PLUM), Figure 2-3. (h) Includes the "Central Manufacturing Area - South" Opportunity Area, which has been combined with MMSP. (f) Originally Mixed Use (MXD), which has been retired in the PLUM. This subset has been recategorized as Medium Density Residential (MDR) based on housing density. MDR is the updated name for Multi-Family Medium Density (MFM).
(d) Originally Boulevard Very High Density Mixed Use (BVMU), which has been renamed Very High Density Mixed Use (VHDMU) in the PLUM. (e) Originally Multi-Family Very High Density (VHD), which has been renamed Very High Density Residential (VHDR) in the PLUM. (g) Originally multiple land uses, Manufacturing (MFG) selected because it is the most conservative (i.e., highest water use). (a) Source: City of Milpitas - Buildout Land Use Condition Assumptions, HydroScience Engineers, August 3, 2020.

Subtotal
Subtotal
Subtotal
Subtotal
Total
Development
Land Use
Designation(b) Total Acres
Range of Potential New
Dwelling Units New Non-Residential
Building Square Footage
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To remain conservative, this Master Plan assumes the high end of the dwelling unit range will be constructed.

In addition, this Master Plan assumes areas listed in Table 2-4 represent new development and not replacing existing developed areas. As detailed in Section 5.3.3 of this report, this means that water demands from growth areas will be in addition to (and not replacing) any existing water demands in those areas. Lastly, land use assumptions in Table 2-4 are preliminary and will be refined as future updates are made to the City’s future development plans.

2.2.1 Specific Plans
Specific Plan areas, including the Milpitas Metro Specific Plan (formerly the Transit Area Specific Plan or TASP) and the Milpitas Gateway-Main Street Specific Plan (formerly the Midtown Specific Plan or MSP), are designated by the General Plan Land Use Map (see Figure 2-3). These areas have been designated as Special Planning Areas and each has an adopted or soon to be updated Specific Plan to facilitate comprehensive planning of the large strategic areas. The City is planning significant redevelopment in these Specific Plan areas, each of which had previously completed Specific Plans that are currently being updated.

The following subsections detail land use objectives for each area, based on discussions with the City Planning staff.

2.2.1.1 Milpitas Gateway-Main Street Specific Plan (Gateway Specific Plan) Originally known as the Midtown Area, the Gateway-Main Street Area has an existing Specific Plan (Midtown Specific Plan, adopted by the City in March 2002) that was last updated in 2010. The GatewayMain Street Area spans 589 acres and is set between I-880, I-680, Calaveras Boulevard, and the Montague Expressway in the western portion of the City. Per the 2010 plan, the overall strategy for the area is to create a mixed-use community with high-density, transit-oriented housing, a central gathering place, and necessary industrial, service, and commercial uses. Significant development has already occurred within the Gateway-Main Street Area, including new housing units and reinvestment in the Great Mall (which is outside the Gateway-Main Street Area but encompasses its vision) to expand entertainment activities.

While the City is currently updating the Milpitas Gateway-Main Street Specific Plan (henceforth known as the Gateway Specific Plan), the overall strategy is expected to remain generally the same.

As shown in Table 2-4, preliminary projections estimate an additional 1,500 to 2,000 residential dwelling units and approximately 1.4 million square feet of non-residential development at buildout within the Gateway-Main Street Area. These projections are subject to change as the Gateway Specific Plan is updated.

2.2.1.2 Milpitas Metro Specific Plan
The City adopted the current Milpitas Metro Specific Plan (then known as Transit Area Specific Plan) in June 2008, amending it in December 2011. The Metro Plan Area spans approximately 370 acres in southern Milpitas and includes two light rail stations, the new BART station, and the Great Mall. While the Metro Plan Area is within the area covered by the Gateway Specific Plan (except for a 40-acre area between Piper Drive and Milpitas Boulevard and the Great Mall, which was already outside the GatewayMain Street Area), the Gateway Specific Plan called for the creation of a separate, detailed plan for the area near the BART station.
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The Milpitas Metro Specific Plan fulfills that requirement and is independent of the Gateway Specific Plan.

Currently an older industrial area in the City, the Metro Plan Area is re-envisioned in the Milpitas Metro Specific Plan as a high-density, mixed use neighborhood that encourages walking, biking, and use of public transit. The Milpitas Metro Specific Plan is currently being updated and is expected to maintain this Metro Plan Area vision.

As shown in Table 2-4, preliminary projections estimate an additional 5,000 to 7,000 residential dwelling units, approximately 2.1 million square feet of commercial development within the Milpitas Metro Specific Plan area. These projections are subject to change as the Milpitas Metro Specific Plan is updated. 450
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CHAPTER 3
Existing Water System Facilities
This chapter provides a summary of the City’s existing key water facilities, which are shown on Figure 3-1.

To provide context and understanding of the City’s water system, a summary of the current water system configuration and pressure zones is provided before detailing the City’s water supply and distribution facilities.

3.1 EXISTING WATER SYSTEM CONFIGURATION, OPERATIONS, AND PRESSURE ZONES
As described further in Chapter 4, the City receives water supplies from SFPUC and VW. Under normal conditions, the City operates its potable water system such that the SFPUC and VW supplies remain separate. Isolation valves prevent mixing and create two distinct water service areas. The SFPUC service area includes the City’s valley floor and hillside areas, while the VW service area only encompasses the City’s valley floor area. Under emergency conditions (e.g., a loss of supply from either SFPUC or VW), the City can open isolation valves that normally separate the SFPUC and VW service areas to move water between the service areas (see further discussion in Section 3.3.4).

The City’s valley floor area is generally served directly from SFPUC or VW turnouts, with pressure reducing valves (PRVs) reducing pressures for lower elevation customers. Storage reservoirs and their associated pump stations in the valley floor area help supply peak demands and meet emergency conditions.

Additional pump stations deliver water from the valley floor area to the hillside areas and are operated based on hillside storage reservoir levels. A water system schematic profile is provided in Appendix A, along with a detailed operations narrative in Appendix B.

There are six main pressure zones within the City’s water service area, four served by the SFPUC (Zones SF1 through SF4), and two served by VW (Zones VW1 and VW2)4. Water purchased from SFPUC enters the distribution system through Zone SF2 (directly) or Zone SF1 (via PRV). Zones SF3 and SF4, in the hillside areas, are supplied water from Zone SF2 through a pump station. Significant elevation differences in Zone SF4 require reducing pressures for the lower portions of the zone. As a result, Zone SF4 is split into two subzones: Zone SF4-2 (unregulated) and Zone SF4-1 (regulated via three PRVs).

VW water is regulated through a PRV before entering Zone VW2 and through additional PRVs into Zone VW1. The key characteristics of each pressure zone are summarized in Table 3-1. 4 Note that the pressure zone designations have been renamed based on the Santa Clara Valley Water District agency name change to Valley Water. Zones VW1 and VW2 were previously known as SC1 and SC2, respectively. The rest of this Water Master Plan will use these updated pressure zone designations. 451
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ExistingWater
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Well
EmergencyIntertie
PressureReducingValve
EmergencyPressureReducingValve
PumpStation
StorageReservoir
PipelinePressureZone
VW1
VW2
SF1
SF2
SF3
SF4-1
SF4-2
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
237
237
880
680
Tularcitos
BPS,PRVs,
andReservoir
Parc
Metro
PRV
California
CirclePRV
CapitolPRV
McCarthyPRV
YosemitePRV
MontaguePRV
CaleraCreek
HeightsPRV
JuniperoPRV
CurtisPRV
Sunnyhills
PRV
Main
PRV
North
MilpitasPRV
LiveOakPRV
GibraltarTurnouts,
BPS,PRVs,and
Reservoirs
AyerBPS
Country
ClubBPS
Minnis
Reservoir
Ayer
Reservoir
PinewoodWell
J
AC
K
L
I
N
R
D

PIEDMONT RD

MONTAGUE
EX

S PARK VICTORIA DR

N ABEL ST

ESCUELA PK
DIXON

LANDING
RD

W MONTAGUE EX

N PARK VICTORIA DR

GREAT MALL DR

TASMAN DR

YOSEMITE DR
G
R
E
AT
M
A
L
L
P
K

N MILPITAS BL S ABEL ST

S MILPITAS BL
Calaveras
Turnout
Sunnyhills
Turnout
MainTurnout
ACWDIntertie
ACWDIntertie
SJWIntertie
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Table 3-1. Existing Pressure Zones
Pressure Zone
Range of Service
Elevations(a),
feet msl
Nominal HGL(b),
feet msl
Static Service
Pressure(c), psi Water Supply Source(s)
SF1 10 – 112 200 38 - 82
Intertie Turnout via the Gibraltar
Pump Station (PS) and Zone SF2
via PRVs (Main, North Milpitas,
and Sunnyhills)
SF2 17 – 212 340 55 - 140
SFPUC BDPL No. 3 & 4 Turnouts
(Sunnyhills, Calaveras, and
Main Street)
SF3 233 – 456 545 38 - 135 Zone SF2 via Country Club PS and Tularcitos Tank
SF4-1
(d) 477 – 638 740 44 - 114
Tularcitos Tank, PS, and PRVs;
Minnis Tank via Zone SF4-2 and
Calera Creek Heights PRV
SF4-2
(d) 493 – 715 885 74 - 170 Minnis Tank (filled by Tularcitos PS) VW1 11 – 54 200 63 - 82 Zone VW2 via Capitol, Curtis (East and West), and Parc Metro PRVs
VW2 22 – 75 325 108 - 131 VW Milpitas Pipeline Gibraltar Turnout and Gibraltar PRV
(a) Source: Valley Water LiDAR contours covering the City water service area. (b) Source: City of Milpitas Water Distribution System Plan Schematic Profile (HydroScience Engineers) unless otherwise noted. (c) Calculated by subtracting the highest or lowest customer service elevations within the zone from the HGL, and converting from pressure head in feet, to pressure in psi.
(d) Elevation differences in Zone SF4 require breaking pressure and splitting the zone into Zones SF4-1 and SF4-2. Zone SF4-2 is unregulated, while Zone SF4-1 is regulated by the Tularcitos North, Tularcitos South, and Calera Creek Heights PRVs.

3.2 EXISTING SUPPLY FACILITIES
The City’s existing supply facilities include the following:
• Five turnouts
• One emergency groundwater well
• Three emergency interties
Normally, the City obtains all of its potable water from SFPUC and VW turnouts. However, in emergencies, it can also pump groundwater and receive water from San Jose Water (SJW) and the Alameda County Water District (ACWD) through emergency interties shown on Figure 3-1. 453
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3.2.1 Turnouts
The City receives wholesale potable water through five turnouts, four from SFPUC Bay Division Pipelines Nos. 3 and 4, and one from VW’s Milpitas Pipeline5. Under normal operations, water from these turnouts comprises the City’s entire potable water supply. Total SFPUC turnout capacity is approximately 37 million gallons per day (mgd), while VW turnout capacity is 14.4 mgd. The SFPUC supply enters the City’s system at a hydraulic grade line (HGL) of 340 feet, while VW supply enters the City’s system at an HGL of 425 feet.

The source, location, pressure zone(s) served, and capacity for each turnout is summarized in Table 3-2.

Table 3-2. Existing Turnouts
Name Location Meter Type Meter ID(s)
Pressure
Zone(s)
Served
Capacity,
mgd(a)
SFPUC Service Area
Sunnyhills 405 Washington Drive 2-8" Neptune High
Performance Turbo
4572810858
4572810888 SF1, SF2 10.1
Calaveras 584 East Calaveras Blvd. 2-8" Neptune High
Performance Turbo
5000000628
5000000975 SF1, SF2 13.0
Main 534 Hammond Way
1-8" and 1-6" Neptune
High Performance Turbo
9338710434
9338710803 SF1, SF2 7.9
Intertie 641 Gibraltar Court
1-10" Neptune High
Performance Turbo 3117952820 SF1(b) 5.8
SFPUC Total 36.8
VW Service Area
Gibraltar 641 Gibraltar Court
1-20" WaterMaster
Electromagnetic
3K220000195
183 VW2(c) 14.4
VW Total 14.4
City Total 51.2
(a) Source: 2009 WMPU, Table 4-1.
(b) Turnout can be reconfigured to deliver SFPUC water directly to Zone VW2. (c) Zone VW2 serves Zone VW1 via four PRVs. Refer to Table 3-1.

3.2.2 Emergency Groundwater Wells
The City currently maintains one groundwater well, the Pinewood Well, for use in emergencies. It is connected to Zone SF1 but is not used as an active potable water supply source. The Pinewood Well is permitted as an emergency well, so it cannot be operated more than 15 calendar days per year, and not more than five consecutive days each year. The Pinewood Well can produce approximately 1.7 mgd (per the 2009 WMPU) and is equipped with a chlorination facility and a plug-in adapter and transfer switch to receive power from a portable generator.
5 Also known as the East Pipeline.
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The City anticipates adding two additional wells, Curtis Well and McCandless Well, to its supply portfolio in the future. These future wells are discussed in Chapter 4 of this report.

3.2.3 Emergency Interties
The City has three interties with two partner agencies, SJW and ACWD, for a total capacity of approximately 7.1 mgd. These emergency interties are all manually activated with mutual agreement between the City and the partner agency with at least two hours’ notice. The 8-inch intertie with SJW is located at Landess Avenue and Corktree Lane and can serve Zones SF2, SF3, and SF4. Per City operations staff, the SJW intertie has no flushing points and needs to be upgraded to allow routine operation and flushing. There are two 8-inch interties with ACWD, with one serving Zone SF1 and the other serving Zone SF2. However, the City and ACWD water systems normally operate under significantly different pressures. Key information for all three emergency interties is summarized in Table 3-3. The SJW intertie has not been used, while the Milmont and Green Valley Road interties were last used in May 2010 and January 2016, respectively.

Table 3-3. Existing Emergency Interties
Partner
Agency Location
Pressure
Zone(s)
Served Intertie Type
Intertie
Diameter, in
Pressure
Difference(a),
psi
Capacity,
mgd(b)
SJW(c)
Landess Avenue and
Corktree Lane
SF2, SF3,
SF4
Hard piped,
closed valve 8 20 2.60
ACWD(c)
Milmont Drive SF1 Hard piped,
closed valve 8 10 2.25
Park Victoria Drive/
Green Valley Road SF2 Hard piped, closed valve 8 20 2.25 City Total 7.1
(a) City pressure minus partner agency pressure. Typical partner agency pressures provided by City in February and March 2021. (b) Source: 2009 WMPU, Table 4-3. It is assumed that each ACWD intertie has equal capacity. (c) Intertie can be opened with mutual agreement and at least two hours’ notice.

3.3 EXISTING DISTRIBUTION FACILITIES
The City’s distribution facilities include:
• Five storage reservoirs
• Five pump stations
• 17 PRVs (including six emergency PRVs)
• 49 isolation valves
• 964,000 linear feet (LF) (approximately 183 miles) of pipelines Under normal operations, the City separates its water system by source water zone (SFPUC vs. VW), meaning that Zones SF1 through SF4 are isolated from Zones VW1 and VW2. During emergencies, the City can open isolation valves to allow supply mixing. Emergency PRVs are also set to automatically operate and allow SFPUC water to flow to VW zones if pressures in the VW zones drop significantly. This emergency supply is unidirectional; it can only flow from SFPUC zones to VW zones. 455
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The City’s Gibraltar facility has storage, pumping, and pressure regulating facilities for both SFPUC and VW supplies. To distinguish between the pumps and storage reservoirs, references in the following sections will append parenthetical notes specifying the facility’s service area/source (e.g., SF or VW). The PRVs at the station are uniquely named, so no disambiguation is necessary.

3.3.1 Storage Reservoirs
The City has five storage reservoirs, totaling approximately 16 million gallons (MG) of capacity. Four storage reservoirs serve the SFPUC service area, with Tularcitos and Minnis serving customers in the hillside areas (Zones SF3 and SF4) and Gibraltar (SF) and Ayer serving customers in the valley area (Zones SF1 and SF2). The remaining storage reservoir, Gibraltar (VW), serves Zone VW2 directly and Zone VW1 indirectly (via the Capitol, Curtis, and Parc Metro PRVs). The supply source, location, and key operational information for each storage reservoir is listed in Table 3-4.

Additional disinfection and deliberate reservoir operation help ensure stored water quality remains high. At each storage reservoir, chlorine liquid/tablets and liquid ammonia are added to create a chloramine residual.

Table 3-4. Existing Storage Reservoirs
Storage
Reservoir Location
Pressure
Zone(s)
Served
Year
Built
Tank
Material
Tank
Diameter,
ft
Tank
Floor
Elevation,
ft msl
Normal
Operating
Level
Range(a),
ft
Capacity,
MG(b)
SFPUC Service Area
Gibraltar
(SF)
641 Gibraltar
Court SF1 1993 Concrete 181 22 15 - 24.5 5.0
Ayer
1429 East
Calaveras
Boulevard
SF2 1995 Concrete 158 47 31.2 - 36 5.6
Tularcitos
1328
Tularcitos
Drive
SF3 1982 Steel 48 544.2 15 - 21.5 0.30
Minnis 901B Downing
Road SF4 1982 Steel 51 885.5 15 - 21.5 0.34
SFPUC Total 11.2
VW Service Area
Gibraltar
(VW)
641 Gibraltar
Court VW2 1993 Concrete 181 22 15 - 24.5 5.0
VW Total 5.0
City Total 16.2
(a) Source: City SCADA data (Gibraltar reservoirs) and City-provided circle charts (Ayer, Tularcitos, and Minnis). (b) Source: As-builts provided by City in November 2019. 456
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3.3.2 Pump Stations
Of the City’s five pump stations, four serve the SFPUC service area, with the remaining pump station serving Zone VW2. Besides drawing from the Gibraltar (VW) reservoir to serve Zone VW2, the Gibraltar (VW) PS also has emergency pumps to increase delivery pressures from the Gibraltar turnout if pressures are not sufficient. While these pumps have been used sparingly, they provide valuable redundancy during peak summer periods or emergencies.

In the SFPUC service area, the Gibraltar (SF) PS delivers stored water from the Gibraltar (SF) reservoir to Zone SF1. Similarly, both the Ayer PS and the Tularcitos PS draw water from their respective storage reservoirs (Ayer and Tularcitos). The Ayer PS serves Zone SF2, while the Tularcitos PS serves Zone SF4. The Country Club PS draws from Zone SF2 to serve Zone SF3 and also fills the Tularcitosreservoir. Pump station service area, pump types and capacity, and backup power features are summarized in Table 3-5.

Table 3-5. Existing Pump Stations
Pump Station
Pressure
Zone Served
Number of
Pumps and
Capacity(a), gpm Pump Type(b) Pump Drive Type(c)
Backup
Generator?
Gibraltar (SF) SF1 2 @ 5,500 SCHC 1 Electric, 1 Diesel Yes Ayer SF2 3 @ 1,800 MVT Electric Yes
Country Club SF3 2 @ 250 Submersible MVT Electric No
Tularcitos SF4 2 @ 250 Submersible MVT Electric No
Gibraltar (VW)
VW2 2 @ 5,500(d)SCHC 1 Electric, 1 Diesel Yes
VW2
(e)
1 @ 5,000
1 @ 4,000
1 @ 2,000
1 @ 2,000
MVT
MVT
MVT
SCHC
Diesel
Electric
Electric
Electric
Yes (all)
(a) Source: City-provided asset spreadsheet (Master List 4.0) and pump curves. (b) SCHC = split case horizontal centrifugal; MVT = multistage vertical turbine. (c) All pumps are variable speed except for those at the Country Club and Tularcitos pump stations. (d) One pump can be valved for either Zone SF1 or VW2.
(e) Emergency backup pumps located at VW turnout, activated when delivery pressures fall below 120 psi.

3.3.3 Pressure Reducing Valves
Eleven PRVs ensure that the City’s water system pressures remain within acceptable operating range.

Since SFPUC and VW supplies have an HGL of 340 feet and 425 feet, respectively, the City must reduce pressures when serving customers at lower elevations. Any inter-zone pipeline connections (e.g., between Zones VW2 and VW1) must also include PRVs or closed valves. Four PRVs serve Zone SF1, and three PRVs serve Zone SF4-1, a small sub-zone within Zone SF4. There are four PRVs in the VW service area, one serving Zone VW2 and three serving Zone VW1. The location, set points, HGL, and associated pressure zones for each PRV are shown in Table 3-6.

The City also has six emergency PRVs set to automatically operate if pressures in the VW service area fall below an HGL of 125 feet in Zone VW1 or 175 feet in Zone VW2. As a result, SFPUC supply can supplement VW supply when needed. Four emergency PRVs serve Zone VW1, and two serve Zone VW2. Emergency PRV locations and key operational information are summarized in Table 3-7. 457
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Table 3-6. Existing Pressure Reducing Valves
PRV Location
Set
Point(a),
psi
Hydraulic
Grade
Line(b), ft
From
Zone To Zone
Calera Creek Heights Near 163 Calera Creek Heights Drive 70 787 SF4-2 SF4-1 Capitol
North Capitol Avenue b/w
Montague Expressway and
City Limits
68 201 VW2 VW1
Curtis East & West West Curtis Avenue b/w
Main Street and Abel Street
80 202 VW2 VW1
Gibraltar 21 & 21A 641 Gibraltar Court 136 325 VW(c) VW2 Gibraltar 24 641 Gibraltar Court 76 194(d) SFPUC(c)SF1
Main Hammond Way 80 207 SF2 SF1
North Milpitas North Milpitas/Calaveras 79 207 SF2 SF1
Parc Metro East Curtis Avenue/East Lane 82 218(d) VW2 VW1 Sunnyhills Washington/Escuela 67 199 SF2 SF1
Tularcitos North Vault Near 1475 Pinehurst Court 67 707 SF4-2 SF4-1 Tularcitos South Vault Near 1486 Tularcitos Drive 68 762 SF4-2 SF4-1 (a) Source: City-provided data in June 2020.
(b) Source: City of Milpitas Water Distribution System Plan Schematic Profile (HydroScience Engineers). (c) PRV located immediately downstream of turnout.
(d) Estimated from set point (converted to pressure head in feet) and approximate elevation from as-builts.

Table 3-7. Existing Emergency Pressure Reducing Valves
Emergency PRV Location
Upstream
Setting(a),
psi
Downstream
Setting(a), psi
Hydraulic
Grade
Line(b), ft
From
Zone To Zone
Junipero Junipero & South Abel
Street
--
(c)
--
(c) 169 SF1 VW1
Live Oak Live Oak Court and I-880 75 70 125 SF1 VW1
McCarthy South of Cadillac Court 82 72 73 SF1 VW1
California Circle California Circle and I-880 82 72 71 SF1 VW1 Montague Montague Expressway
and I-680 118 110 216 SF2 VW2
Yosemite Sinclair Frontage Road
and Yosemite Drive 118 110 211 SF2 VW2
(a) Source: City-provided data in February 2021.
(b) Source: City of Milpitas Water Distribution System Plan Schematic Profile (HydroScience Engineers). (c) PRV is offline.
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3.3.4 Isolation Valves
To prevent blending of the two water sources (SFPUC and VW) and better control water quality, the City has installed 49 isolation valves throughout the distribution system. Thirty-one are in Zone 1 (i.e., separating zones SF1 and VW1), and nine are in Zone 2. The remaining nine isolation valves separate pressure zones within the same service area (e.g., Zones SF1 and SF2) but do not have facilities to regulate flow (i.e., PRVs or booster pumps). Therefore, these nine valves should always remain closed.

Isolation valves increase supply reliability, as they can be opened during long-term water shortages from either SFPUC or VW. Existing isolation valves are shown on Figure 3-2 and listed in Table 3-8. Previous modeling performed for the 2009 WMPU demonstrated that the City does not have to open every valve to supply the entire system using one supply source. Per the 2009 WMPU, opening only four “key” valves allowed a single supply source to serve the City service area (refer to Chapters 8 and 9 of this Water Master Plan for updated recommendations). Current City emergency operations procedures are detailed in Appendix B.

3.3.5 Pipelines
The existing water distribution system consists of approximately 183 miles of pipeline with diameters ranging from 2 inches to 30 inches. By length, approximately 85 percent of the City’s water pipelines are between 6 inches and 12 inches in diameter, and just over 73 percent are asbestos cement (AC). The diameter and material distributions of the City’s water system pipelines are summarized in Table 3-9 and Table 3-10, respectively.
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PipelinePressureZone
VW1
VW2
SF1
SF2
SF3
SF4-1
SF4-2
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
237
880
680
JAC
KL
I
N
R
D

PIEDMONT RD

MONTAGUE
EX

S PARK VICTORIA DR

N ABEL ST

ESCUELA PK
DIXON

LANDING
RD

W MONTAGUE EX

N PARK VICTORIA DR GREAT MALL DR

TASMAN DR

YOSEMITE DR
G
R
E
AT
MAL
L
P
K

N MILPITAS BL

S ABEL ST

S MILPITAS BL
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Valve Number Valve Size, in Location Classification(a)
1 14 End of Live Oak Court None
2 12 Starlite Dr/Capitol Avenue None
2A 10 150 feet east of Evening Star Court None
3 8 S. Main Street/S. Abel Street None
4 12 S. Abel Street/Capitol Avenue None
5 12 S. Abel Street/Capitol Avenue None
5A 6 S. Main Street/Cedar Way None
6 8 S. Main Street/Montague Expwy. None
7 10 S. Main Street/Montague Expwy. None
12X 14 South end of Rio Verde Place None
13 12 S. Abbott Avenue near Economy Inn None
13A 8 North end of Rio Verde Place None
14 8 S. Abel Street/Corning Avenue None
14A 6 Corning Ave/Palmer Avenue None
15 8 S. Abel Street/Junipero Drive None
18 12 S. Abel Street/Serra Way None
18A 12 S. Abel Street south of Calaveras Boulevard None 20 8 S. Main Street/Carlo Street None
20A 6 Carlo Street/Calaveras Boulevard None
20B 12 Carlo Street/Calaveras Boulevard None
24 6 End of E. Carlo Street None
25 8 South end of Railroad Avenue None
26 6 S. Abel Street/Sylvia Avenue None
27 8 Hammond Way near SFPUC Pipeline None
28 8 Hammond Way near SFPUC Pipeline None
30 12 S. Main Street near SFPUC Pipeline None
31 24 S. Abel Street near SFPUC Pipeline None
35 8 End of Corning Avenue None
32045 14 End of Cadillac Court None
32523 14 N. McCarthy Boulevard None
35100 8 End of Corning Avenue None
Pressure Zone 2 (between SF2 and VW2)
8 8 Montague Expwy/Southbound 680 offramp None
8A 10 Montague Expwy/Southbound 680 offramp None
9 24 Sinclair Frontage Road/Yosemite Drive Key
10 12 Sinclair Frontage Road south of Wrigley Way None
23C 16 S. Milpitas Boulevard north of Los Coches Street Key 32 24 S. Hillview Drive/Calaveras Boulevard Key
137 16 650 feet west of Gibraltar Drive/Yosemite Drive Key 174 12 650 feet west of Gibraltar Drive/Yosemite Drive None 31219 12 Sinclair Frontage Road/Montague Court None
Between Pressure Zones in the Same Service Area
79 12 Near Main PRV (between SF1 and SF2) Always Closed 99A 18 Curtis Avenue near Curtis PRV (between VW1 and VW2) Always Closed 31660 8 Country Club Drive/Tularcitos Drive (between SF3 and SF4-1) Always Closed 32818 8 Coelho Street/Diel Drive (between SF1 and SF2) Always Closed 33788 8 Coelho Street/Roger Street (between SF1 and SF2) Always Closed 34357 8 E. Curtis Avenue near Parc Metro PRV (between SF1 and SF2) Always Closed 34358 8 E. Curtis Avenue near Parc Metro PRV (between SF1 and SF2) Always Closed 34359 8 E. Curtis Avenue near Parc Metro PRV (between SF1 and SF2) Always Closed 35727 12 S. Main Street near Tom Evatt Park (between SF1 and SF2) Always Closed (a) Isolation valves are normally closed to separate SFPUC and VW supplies. Per the 2009 WMPU, opening only the four key valves allows a single source (SFPUC or VW) to supply the entire system. Valves located between pressure zones shall remain closed at all times.

Pressure Zone 1 (between SF1 and VW1)
Table 3-8. Existing Isolation Valves
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Table 3-9. Summary of Existing Pipelines by Diameter(a) Pipe Diameter,
inches
Total Pipeline Length,
feet
Total Pipeline Length,
miles
Percent of
Water System
2 107 0.0 0.0%
4 11,542 2.2 1.2%
6 243,314 46.1 25.2%
8 246,992 46.8 25.6%
10 81,940 15.5 8.5%
12 242,814 46.0 25.2%
14 59,695 11.3 6.2%
16 32,961 6.2 3.4%
18 38,419 7.3 4.0%
20 320 0.1 0.0%
24 5,696 1.1 0.6%
30 216 0.0 0.0%
Total 964,015 183 100%
(a) Source: City GIS pipeline shapefile and as-builts provided February and March 2020.

Table 3-10. Summary of Existing Pipelines by Material(a) Pipe Material Abbreviation
Total Pipeline Length,
feet
Total Pipeline Length,
miles
Percent of
Water System
Asbestos Cement AC / ACP 704,997 133.5 73.1%
Concrete Cylinder CCP 887 0.2 0.1%
Cast Iron CIP 5,002 0.9 0.5%
Ductile Iron DIP 80,772 15.3 8.4%
Polyvinyl Chloride PVC 144,474 27.4 15.0%
Steel STL 27,883 5.3 2.9%
Total 964,015 183 100%
(a) Source: City GIS pipeline shapefile and as-builts provided February and March 2020. 462
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CHAPTER 4
Water Supply Sources
This chapter summarizes the City’s existing and future water supply sources. A reliable water supply is critical for ensuring the City can meet water demands through buildout and during emergency outages.

The evaluation of water supply availability and reliability begins with understanding the City’s supply sources and agreements, as well as the water quality associated with those supply sources. The City’s historical and projected future use of its available water supplies is further described in Chapter 5 of this report.

4.1 EXISTING WATER SUPPLIES
The City’s existing water supplies include imported water, groundwater, recycled water, and interties with neighboring agencies.

Under normal conditions, imported water comprises the City’s entire water supply. The City purchases treated surface water from two agencies: the SFPUC and VW, which was previously known as the Santa Clara Valley Water District. In 2019, water supplies from SFPUC totaled 6,146 acre-feet (af) and represented about 59 percent of the City’s total water supplies, while water supplies from VW totaled 3,182 af and represented about 31 percent of the City’s total water supplies.

Recycled water is produced at the San José-Santa Clara Regional Wastewater Facility and delivered to the City by South Bay Water Recycling (SBWR). In 2019, the City used approximately 1,049 af of recycled water, mainly for landscape irrigation. This represented about 10 percent of the City’s total 2019 water use.

In emergencies, the City can activate interties with SJW and the ACWD and/or pump groundwater. The City overlies the Santa Clara Valley Groundwater Sub-basin and currently has one groundwater well (Pinewood Well).

Each of the City’s existing water supplies is described further below.

4.1.1 San Francisco Public Utilities Commission (SFPUC) The SFPUC is a department of the City and County of San Francisco, which owns and operates the Hetch Hetchy Regional Water System (RWS). The RWS spans from Hetch Hetchy Valley in Yosemite National Park to the City of San Francisco and consists of over 280 miles of pipeline, eleven reservoirs, five pump stations, and two water treatment plants.

The Hetch Hetchy watershed, an area located in Yosemite National Park, is the major source of water for all of San Francisco's retail and wholesale water needs. Spring snowmelt runs down the Tuolumne River and fills Hetch Hetchy Reservoir, the largest reservoir in the Hetch Hetchy water system. This surface water in the Hetch Hetchy Reservoir is treated, but not filtered because it is of such high quality.

The Alameda and Peninsula watersheds produce the rest of the total water supply. The Alameda watersheds (the San Antonio Creek, Upper Alameda Creek, and Arroyo Hondo watersheds) located in Alameda and Santa Clara Counties, contribute surface water supplies captured and stored in two reservoirs: Calaveras and San Antonio. The Sunol Filter Galleries located near the Town of Sunol, are a groundwater source supplying less than one percent of San Francisco's water. The Peninsula watersheds (the San Mateo Creek and Pilarcitos Creek watersheds) in San Mateo County contribute surface water supplies captured and stored in lower and upper Crystal Springs and San Andreas Reservoirs and in two smaller reservoirs, Pilarcitos and Stone Dam. The six reservoirs in the Alameda and Peninsula watersheds 463
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capture rain and local runoff. Some also store Hetch Hetchy water for use by San Francisco. These local water sources and groundwater from the Sunol filter galleries are treated and filtered before delivery.

Although most of the SFPUC water deliveries originate from the Tuolumne River, typically comprising approximately 85 percent of SFPUC water deliveries, the SFPUC prioritizes local surface water supplies.

However, in dry years, when local surface water supply is often decreased, Tuolumne River diversions can exceed 90 percent of SFPUC supplies.

The RWS serves the City of San Francisco as well as 25 wholesale customers located throughout Alameda, Santa Clara, and San Mateo Counties, including the City of Milpitas. Overall, the RWS serves approximately

2.7 million residential, commercial, and industrial customers throughout the San Francisco Bay Area.

A schematic of the RWS is provided on Figure 4-1.

Source: SFPUC website
Figure 4-1. SFPUC Regional Water System

4.1.1.1 City Supplies from SFPUC
The Bay Area Water Supply and Conservation Agency (BAWSCA) represents the interests of the 25 wholesale customers (who together manage 27 water systems), including the City of Milpitas. In 2009, the SFPUC and BAWSCA members entered into a Water Supply Agreement, a 25-year contract outlining the relationship between the two entities. A key component of the Water Supply Agreement is that it continued the “Supply Assurance,” a maximum supply of 184 mgd to be allocated among BAWSCA members, established by the Water Supply Agreement’s predecessor (the 1984 Settlement Agreement and Master Water Sales Contract). Though the Supply Assurance can be reduced due to drought, maintenance, or emergencies, the Water Supply Agreement established the 184 mgd delivery ceiling in perpetuity.
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The Supply Assurance is allocated between 22 wholesale customers in the form of Individual Supply Guarantees (ISGs)6. ISGs are specified in the Water Supply Agreement and subject to change following the Water Supply Agreement’s expiration in 2034. The City’s ISG is 9.23 mgd, which is delivered through Bay Division Pipelines Nos. 3 and 4.

4.1.1.2 SFPUC Water Quality
The RWS delivers high quality water that meets all Federal and State requirements. Most of the water originates in the Tuolumne River, which is fed by spring snowmelt in a well-protected watershed in Yosemite National Park. Diverted water is stored in the Hetch Hetchy Reservoir and transported to the Bay Area in pipes and tunnels. According to the SFPUC’s 2019 Water Quality Report, Hetch Hetchy water meets Federal and State drinking water quality standards by providing the following treatment: pH adjustment (to control corrosion), disinfection (including ultraviolet light and chlorination), fluoridation (for dental health protection), and chloramination (for maintaining disinfectant residual and minimizing disinfection byproducts). Filtration is not required due to the high water quality.

Local surface water supplies, which typically comprise about 15 percent of SFPUC supplies, require more typical treatment, including coagulation, flocculation, sedimentation, filtration, and disinfection. Most wholesale customers, including the City, receive a blend of Hetch Hetchy and local surface water supplies.

The SFPUC does not anticipate any future degradation of water quality.

4.1.2 Valley Water (VW)
Valley Water, previously known as the Santa Clara Valley Water District, is an independent special district that provides wholesale water supply, groundwater management, flood protection and stream stewardship. Its service area includes all of Santa Clara County, which is located at the southern end of San Francisco Bay. Valley Water was formed as the Santa Clara Valley Water Conservation District in 1929 in response to groundwater overdraft and significant land subsidence. In 1954, it annexed the Central Santa Clara Valley Water District. In 1968, it merged with the countywide flood control district to form one agency to manage the water supply and flood programs for most of the county. The Gavilan Water District in southern Santa Clara County was annexed in 1987 and now Valley Water provides services for the entire county. Valley Water is governed by an elected seven-member Board of Directors following the District Act and its own Board Governance Policies.

Valley Water has been a leader in conjunctive use in California for decades, utilizing imported and local surface water to supplement groundwater and to maintain reliability in dry years. Conjunctive use helps protect local subbasins from overdraft, land subsidence, and saltwater intrusion and provides critical groundwater storage reserves for use during droughts or outages. After it was formed to address declining groundwater levels and land subsidence, Valley Water constructed reservoirs to capture more local water.

However, local supplies were insufficient to meet the county’s growing population. Valley Water began importing water from the State Water Project in 1965 and from the Central Valley Project’s San Felipe Division in 1987. These investments, along with water recycling and conservation, have resulted in sustainable groundwater subbasins and reliable water supplies for the county. 6 Three wholesale customers do not have ISGs: the cities of San Jose, Santa Clara, and Hayward. The cities of San Jose and Santa Clara are supplied on a temporary and interruptible basis and thus do not have an allocated share of the Supply Assurance. The City of Hayward has an unspecified allocation, equal to the difference between 184 mgd and the sum of the ISGs. 465
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About half of the county’s water supply currently comes from local sources and about half comes from imported water sources. Local sources include natural groundwater recharge and surface water supplies, including surface water rights held by Valley Water, San Jose Water, and Stanford University.

Imported water includes Valley Water’s State Water Project and Central Valley Project contract supplies (100,000 acre-feet per year [af/yr] from the SWP and 152,500 af/yr from the Central Valley Project [CVP]), as well as supplies delivered by the SFPUC to cities in northern Santa Clara County.

A schematic of the VW water supply system is provided on Figure 4-2.

Source: Valley Water, Water Supply Master Plan 2040, November 2019.

Figure 4-2. Valley Water Supply System

4.1.2.1 City Supplies from VW
VW delivers treated surface water to the City via the Milpitas Pipeline. Per the City’s contract with VW, potable water deliveries consist of SWP and CVP water only, with amounts based on an annual request the City submits every three years. In each of the three years after submitting the request, the City is obligated to purchase at least 95 percent of the maximum amount listed on the schedule. Every month, VW guarantees the City can receive at least 15 percent of the annual delivery schedule. 466
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4.1.2.2 VW Water Quality
The SWP and CVP convey water through the Sacramento-San Joaquin Delta (Delta). Delta supplies are threatened by sea level rise and climate change, with elevated nutrient concentrations (causing algal blooms and reducing dissolved oxygen) and disinfection byproducts presenting a more immediate challenge. The Central Valley Regional Water Quality Control Board is also focused on controlling pesticide and herbicide discharges into the Delta.

Surface water is treated at either the Penitencia or Santa Teresa Water Treatment Plants (WTPs) before delivery to the City. It should be noted that VW also operates a third WTP, the Rinconada WTP, but it primarily serves the west side of Santa Clara County, which does not include the City. The Penitencia and Santa Teresa WTPs began operations in 1974 and 1989, respectively. In 2006, disinfection facilities at each WTP were upgraded to use ozone instead of chlorine. Not only is ozone a strong disinfectant, but it can also improve taste and odor while also reducing the formation of disinfection byproducts. At both WTPs, raw water is treated via coagulation/flocculation (to remove silt and particles), ozone disinfection, and granular activated carbon filtration (to remove dissolved chemicals). Filtered water is then treated with chloramine to maintain a disinfection residual through the distribution system.

4.1.3 Recycled Water
South Bay Water Recycling (SBWR), a division within the City of San Jose’s Environmental Services Department, is the regional permit holder for recycled water in San José, Santa Clara and Milpitas, ensuring compliance with State regulations for recycled water quality and use. SBWR is a recycled water wholesaler to four retailers: San Jose Water, San José Municipal Water, City of Santa Clara, and City of Milpitas. Customers buy recycled water from the retailer in their location.

Tertiary treated recycled water is produced at the San José-Santa Clara Regional Wastewater Facility, one of the largest such treatment facilities in California. SBWR’s recycled water system consists of over 150 miles of pipeline, 5 pump stations, and 10 million gallons of storage in reservoirs. SBWR delivers more than 4 billion gallons of recycled water per year to more than 900 commercial customers, an average of 11 mgd.

A schematic of the SBWR system is provided on Figure 4-3. 467
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Source: SBWR website
Figure 4-3. South Bay Water Recycling System
The use of recycled water is a priority for the City, which has adopted an ordinance that prohibits using potable water for irrigation if recycled water is available. While SBWR owns the distribution system, the City is responsible for operation and maintenance of any facilities within City boundaries.

In 2019, the City used approximately 1,049 af of recycled water, mainly for landscape irrigation. This represented about 10 percent of the City’s total 2019 water use. According to the City’s 2015 Urban Water Management Plan (UWMP), continued growth in landscape irrigation and industrial use, along with expansion to golf course irrigation, should increase recycled water use to approximately 2,690 af by 2040. In addition, the City is seeking to improve recycled water reliability via interties with SJW, also a SBWR retailer.
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4.1.4 Emergency Groundwater Wells
The City overlies the Santa Clara Groundwater Subbasin, which is managed by VW. In its 2019 Basin Prioritization project, DWR identified the Santa Clara Groundwater Subbasin as a high priority basin for sustainable management. Overdraft and land subsidence have been challenges in the past, and VW actively manages surface recharge to alleviate subsidence.

Groundwater is not part of the City’s current active water supply portfolio. Should SFPUC and/or VW supplies be interrupted, the City can activate the Pinewood Well, which draws water from an aquitard-protected area in the southwestern part of the City. While the Pinewood Well is currently permitted for emergency use only, the City may consider permitting it as an active, fully operational well in the future. The State Water Resources Control Board (SWRCB) Division of Drinking Water (DDW) defines emergency or standby water sources as not operating more than 15 calendar days nor more than five consecutive days in a year.

Per the 2009 WMPU, the Pinewood Well has a capacity of 1.7 mgd. Pump production testing would be required to confirm this capacity, but that is outside the scope of this Water Master Plan. Therefore, this Water Master Plan assumes the Pinewood Well capacity remains at 1.7 mgd. Pumped water meets primary drinking water standards; however, there are taste and odor concerns. In 2016, Water Solutions, Inc. conducted a Groundwater Well Evaluation that examined the Pinewood Well and potential sites for a new well. This Groundwater Well Evaluation recommended using ozone and surface water blending to control taste and odor. As discussed previously in Section 3.2.2, the Pinewood Well is equipped with a plug-in adapter and transfer switch to receive power from a portable generator. The City anticipates completing treatment and operational improvements at the Pinewood Well soon.

The City also has two other planned wells, the Curtis Well and the McCandless Well, which are described in Section 4.2 below.

4.1.5 Emergency Interties
The City has one intertie with SJW and two interties with ACWD. With a 2-hour notice and mutual consent, the City can receive water from either source. The ACWD intertie is a two-way intertie, allowing the City to either receive or provide water supplies, while the City can only receive water from SJW.

4.2 FUTURE WATER SUPPLIES
Groundwater can supplement reduced supplies from the SFPUC or Valley Water during prolonged droughts. As presented in the City’s 2020 Urban Water Management Plan (UWMP), the City expects to rely on groundwater to augment supplies and meet demands during future dry years. 469
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The City hopes to increase future supply reliability by expanding its groundwater capabilities. Two new wells, the Curtis Well and the McCandless Well, are expected to come online during the City’s buildout horizon (i.e., by 2040). The Curtis Well was drilled in 2003, but the well was not equipped with abovegrade infrastructure required for a functioning well, and the facility was never completed. As a result, bringing the Curtis Well online requires significant effort, including installing a submersible pump, piping, and treatment components, as well as conducting testing and permitting. Design for the Curtis Well improvements began in 2020. Construction of the McCandless Well began in 2020 and is anticipated to be completed by 2022. The Pinewood, Curtis, and McCandless wells, in addition to other future wells described in the City’s 2020 UWMP that are triggered by future development in the City’s service area, are critical components of the City’s future water supply portfolio. 470
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CHAPTER 5
Water Demand
This chapter reviews the City’s existing potable water demands and develops future water demand projections based on refined Water Use Factors (WUFs) described in this chapter and planned future development (described in Chapter 2). Having accurate and thorough water demands allows for:
• Developing and calibrating the potable water system hydraulic model • Identifying existing and potential future water system deficiencies and recommending improvements

5.1 HISTORICAL WATER PRODUCTION AND CONSUMPTION
As described in Chapter 4, the City imports surface water from SFPUC and VW. During normal operation, water production consists exclusively of water imports. Water consumption is defined as metered water use and is based on actual billing data provided by the City. The difference between water production and water consumption is non-revenue water (NRW).

The following subsections detail the City’s historical production and consumption to help determine appropriate NRW, per capita water use, and peaking factors. This information, along with future land use plans, will serve as the foundation for future water demand projections.

5.1.1 Water Production
Table 5-1 summarizes annual water production from 2009 through 2019 and breaks down deliveries by source (SFPUC and VW). Total production decreased between 2014 and 2017 due to the drought and associated water conservation efforts. Production increased in 2018 and held steady in 2019 but remains below pre-drought levels. In recent years SFPUC imports have comprised approximately 60 to 66 percent of the City’s total production, though recent production volume has dropped due to increased use of recycled water. VW imports have comprised about 34 to 40 percent of the City’s total production in recent years.

Figure 5-1 shows the City’s monthly water production from January 2009 through December 2019. As expected, the City’s highest water production has occurred in the summer months (June through September), when temperatures are high and rainfall is minimal. Over this 10-year period, the lowest water production has most frequently occurred in December and March. 471
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Table 5-1. Historical Water Production(a)
Calendar
Year

SFPUC VW
Total
Production, af
Average Day
Production,
Volume, af mgd
Percent of Total
Production
Volume,
af
Percent of Total
Production
2009 7,563 68 3,509 32 11,072 9.9
2010 6,748 66 3,483 34 10,231 9.1
2011 6,855 67 3,395 33 10,250 9.2
2012 6,984 68 3,342 32 10,326 9.2
2013 7,506 70 3,251 30 10,758 9.6
2014 6,418 66 3,330 34 9,748 8.7
2015 5,288 60 3,487 40 8,774 7.8
2016 5,270 61 3,372 39 8,642 7.7
2017 5,707 64 3,191 36 8,898 7.9
2018 5,776 64 3,315 36 9,091 8.1
2019 6,146 66 3,182 34 9,328 8.3
Average 6,387 66 3,351 34 9,738 8.7
(a) Historical production data provided by City in January 2020. 472
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Figure 5-1. Monthly Water Production
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5.1.2 Water Consumption
Table 5-2 summarizes historical water consumption (2013 through 2019) by customer type and was developed from City-provided billing data7. Over this 7-year period, residential customers averaged about 55 percent of the total City consumption. Commercial users averaged about 40 percent of total consumption, with Public (City and County) users making up the remainder (just over 4 percent). The overall consumption trend follows the City’s production and is consistent across residential and commercial customers.

Table 5-2. Historical Metered Water Consumption(a)
Customer Type
CY 2013,
mgd
CY 2014,
mgd
CY 2015,
mgd
CY 2016,
mgd
CY 2017,
mgd
CY 2018,
mgd
CY 2019,
mgd
Residential
Water 4.39 4.08 3.82 3.74 3.97 4.31 3.92
Fire 0.00 0.00 0.00 0.00 0.04 0.00 0.00
Irrigation 0.36 0.32 0.21 0.24 0.29 0.31 0.34
Subtotal
Residential 4.75 4.40 4.03 3.98 4.31 4.62 4.26
Commercial
Water 2.95 2.68 2.73 2.57 2.65 2.71 2.43
Fire 0.00 0.01 0.00 0.00 0.00 0.00 0.00
Irrigation 0.64 0.53 0.38 0.37 0.44 0.47 0.51
Subtotal
Commercial 3.59 3.21 3.11 2.94 3.10 3.19 2.94
Public
Water -
City 0.04 0.03 0.02 0.03 0.03 0.03 0.04
Water -
County 0.01 0.01 0.01 0.01 0.01 0.01 0.01
Irrigation - City 0.38 0.23 0.58 0.17 0.28 0.23 0.18
Subtotal Public 0.42 0.26 0.61 0.20 0.32 0.27 0.22
Total 8.76 7.87 7.75 7.12 7.72 8.09 7.43
(a) Based on billing data provided by City in January 2020. 7 Billing data was bi-monthly. Usage was grouped into calendar years based on the ending date of the billing period. As a result, annual consumption may not match other sources depending on how year-end water use is accounted for. 474
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5.1.2.1 Large Water Users
Refer to Chapter 2 (Table 2-3) for the list of the Large Water Users in CY 2019 (those using more than 30,000 gpd).

5.1.3 Non-Revenue Water
NRW is the difference between the volume of water produced and the volume of water consumed or metered. Though there are many reasons why production may exceed consumption, the most common include system losses including, but not limited to, leakage, measurement errors, and unauthorized use.

While water utilities try to minimize NRW, it is difficult to eliminate entirely.

Table 5-3 summarizes the City’s historical NRW between 2013 and 2019. NRW is calculated from production and consumption data (Table 5-1 and Table 5-2, respectively) except where available from validated American Water Works Association (AWWA) water audits. NRW falls generally between 9 and 11 percent, though it peaked at 15.4 percent in 2016. The average NRW from 2013 to 2019 is approximately 10.9 percent.

West Yost recommends using a NRW of 11 percent to calculate the City’s total future water production requirement.

Table 5-3. Historical Non-Revenue Water(a)
Calendar Year
Total Production,
mgd
Total Consumption,
mgd
Water Loss,
mgd
Non-Revenue
Water, %
2013 9.60 8.76 0.84 8.8
2014 8.70 7.87 0.84 9.6
2015 7.83 7.75 0.08 10.5(b)
2016 7.69 7.12 0.57 15.4(b)
2017 7.94 7.72 0.22 9.6(b)
2018 8.12 8.09 0.03 11.2(b)
2019 8.33 7.43 0.90 10.8
Average 8.32 7.82 0.50 10.9
(a) Refer to Table 5-1 and Table 5-2. Non-revenue water (NRW) equals Water Loss divided by Total Production, unless otherwise noted. (b) NRW equals "Non-revenue water as percent by volume of Water Supplied" from City's water audits, received August 2020.

5.1.4 Per Capita Water Use
The City’s historical per capita water use is presented in Table 5-4. While population continued to grow through the drought, per capita water use fell dramatically in 2015 and remained low in 2016 due to water conservation and mandatory water reduction measures implemented during the drought. Per capita water use rebounded slightly in 2017 and is holding steady but remains well below 2013 levels. 475
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Table 5-4. Historical Per Capita Water Use(a)
Calendar Year Population(b) Total Production, mgd Per Capita Water Use, gpcd 2013 68,622 9.60 140
2014 70,701 8.70 123
2015 73,632 7.83 106
2016 74,766 7.69 103
2017 74,922 7.94 106
2018 75,083 8.12 108
2019 77,961 8.33 107
Average 113
Average (excluding 2015 and 2016)(c) 117
(a) Refer to Table 5-1.
(b) Population for 2013 through 2018 is from CA Department of Finance, E-4 Population Estimates (May 1, 2020). Population for 2019 is based on January 1, 2020 population from CA Department of Finance, E-1 Population Estimates (May 1, 2020). (c) Data from 2015 and 2016 were excluded due to mandatory water restrictions implemented by the State Water Resources Control Board during these two years.
gpcd = gallons per capita per day
As described in Section 5.2.1 below, the City’s per capita water use in 2015 and 2020 was well below (in compliance with) the City’s per capita water use goals as required by the Water Conservation Act of 2009.

5.1.5 Peaking Factors
Peak demands are used to evaluate and size water system pipelines and storage facilities and define water supply and capacity requirements. Projecting peak demands typically involves applying a multiplier, or peaking factor, to average day demand (ADD), which is calculated by dividing a year’s total water production by the number of days in that year (refer to Table 5-1).

Recent water use data help refine peaking factors for key demand conditions. To account for NRW, production totals are used. This subsection describes the methodologies utilized to update the City’s maximum day demand (MDD) and peak hour demand (PHD) peaking factors and presents their revised values.

5.1.5.1 Maximum Day Demand Peaking Factor
The MDD peaking factor is calculated by dividing the calendar year’s largest single day demand by the ADD of the same year. Under normal conditions, the City’s water demands are served by supplies from either turnouts or pumped storage. As a result, determining daily demands requires data for both turnout flows and storage reservoir levels. Detailed historical reservoir information was unavailable, so West Yost reviewed daily flows from SFPUC and VW turnouts as a proxy for daily demands. Turnout flows are a valid substitute for demands if, as is assumed in this master plan, storage reservoir inflows are similar to pumped outflows over a 24-hour period.
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Due to the different customer types in each service area, separate MDD peaking factors have been developed for the SFPUC and VW systems. The 2002 WMP (and the 2009 WMPU, which used the same peaking factors as in 2002) also acknowledged the impact of customer type on water use, going so far as to develop separate peaking factors for residential (1.9) and industrial/commercial (1.5) users. Data limitations preclude calculating land use-based peaking factors for this master plan. However, the portion of the City served by the SFPUC system has more residential customers, while the portion of the City served by the VW system has more industrial/commercial customers.

Based on daily turnout flows from 2016 through 2019, the recommended MDD peaking factor for the SFPUC system is 1.6. Table 5-5 summarizes the historical MDD peaking factors by calendar year, including the date and magnitude of maximum daily production. In 2019, the maximum day production was significantly higher than in previous years. On this date (June 20, 2019), VW turnout flows were less than 2,000 gallons, so it is assumed SFPUC turnouts were supplying the entire City (i.e., both SFPUC and VW service areas). Thus, the 2019 MDD peaking factor is excluded when determining the recommended MDD peaking factor for this master plan.

The City has observed especially high daily water use in Zones SF3 and SF4, so the MDD peaking factor will be doubled for those customers. As a result, the MDD peaking factor will be 1.6 for customers in Zones SF1 and SF2 and 3.2 for customers in Zones SF3 and SF4.

The recommended MDD peaking factor for the VW system is 1.9. This is based on daily turnout flows from 2017 through 2019, as 2016 data had some extreme outliers and thus was deemed less reliable. Maximum daily production was relatively consistent from 2017 to 2018 before jumping up significantly in 2019.

Table 5-5. SFPUC Historical Maximum Day Demand Peaking Factors Calendar Year
Maximum Day
Demand Date(a)
Average Day
Production(b), mgd
Maximum Day
Production(c), mgd
Maximum Day
Demand Peaking
Factor
2016 August 12 4.71 7.10 1.51
2017 October 15 5.10 8.25 1.62
2018 November 15 5.16 8.09 1.57
2019 June 20 5.48 9.59 1.75
Average 5.11 8.26 1.61
Average (excluding 2019)(d,e) 4.99 7.81 1.56
(a) SFPUC turnout flows used as a proxy for customer demands in Zones SF1 through SF4. (b) Refer to Table 5-1.
(c) SFPUC daily production data provided by City in January 2020. (d) Data from 2019 excluded due to minimal VW flows on date of maximum SFPUC production (June 20, 2019). (e) Due to high peak water use in Zones SF3 and SF4, the maximum day demand peaking factor will be doubled for those pressure zones. 477
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Table 5-6. VW Historical Maximum Day Demand Peaking Factors Calendar Year
Maximum Day
Demand Date(a)
Average Day
Production(b), mgd
Maximum Day
Production(c), mgd
Maximum Day Demand
Peaking Factor
2016(d)-- 3.00 -- --
2017 June 30 2.84 4.90 1.73
2018 April 25 2.96 5.26 1.78
2019 October 10 2.84 6.64 2.34
Average 2.91 5.60 1.95
(a) VW turnout flows used as a proxy for customer demands in Zones VW1 and VW2. (b) Refer to Table 5-1.
(c) VW daily production data provided by City in May 2020. (d) 2016 data incomplete.

5.1.5.2 Peak Hour Demand Peaking Factor
The PHD peaking factor is calculated by dividing the calendar year’s largest single hour demand by the ADD of the same year. In the absence of hourly customer water use data for an entire year, the PHD peaking factor is typically estimated by applying diurnal curves during a maximum day demand. A diurnal curve reflects variations in water use over a 24-hour period and often has two demand peaks, one in the morning before residents leave home and another in the evening when they return home.

The City does not have the monitoring and reporting infrastructure in place to provide hourly water use data that would be required to develop a diurnal curve, so the recommended PHD peaking factor is based on West Yost’s recent experience and typical PHD peaking factors determined for similar water systems.

West Yost recommends a PHD peaking factor of 1.8 times MDD, which is slightly lower than the 2.0 peaking factor utilized in the 2009 WMPU. The recommended PHD peaking factor translates to 2.9 times ADD (1.6 x 1.8) for Zones SF1 and SF2, 5.8 times ADD (3.2 x 1.8) for Zones SF3 and SF4, and 3.4 times ADD (1.9 x 1.8) for the VW service area.

5.1.5.3 Summary of Recommended Peaking Factors
Table 5-7 summarizes the recommended peaking factors for each service area. As shown, the peaking factors represent multipliers applied to average day demands.

Table 5-7. Recommended Peaking Factors
Service Area Pressure Zones
Maximum Day Demand
Peaking Factor(a)
Peak Hour Demand
Peaking Factor(a,b)
SFPUC SF1, SF2 1.6 2.9
SFPUC SF3, SF4(c) 3.2 5.8
VW VW1, VW2 1.9 3.4
(a) Peaking factors shown are applied to average day demand. (b) The Peak Hour Demand (PHD) peaking factor is calculated by multiplying the Maximum Day Demand (MDD) peaking factor by 1.8 as described in Section 5.1.5.2.
(c) Due to high peak water use in Zones SF3 and SF4, peaking factors are doubled for those pressure zones. 478
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5.2 WATER CONSERVATION
Water conservation is a key component of water demands. Discussions regarding existing and potential future water conservation in the City are presented below. Additional detail regarding the City’s conservation efforts are documented in the City’s 2020 Urban Water Management Plan, which is currently being prepared.

5.2.1 Water Conservation Act of 2009
In February 2008, the Governor called for a statewide 20 percent reduction in urban per capita water use by 2020 and asked state and local agencies to develop a more aggressive water conservation plan to achieve that goal. A team of state and federal agencies (the 20x2020 Agency Team) was formed to develop a statewide implementation plan.

Subsequently, the Water Conservation Act of 2009 (Senate Bill [SB] X7-7) was enacted in November 2009 as part of a comprehensive set of new Delta and water policy legislation requiring all water suppliers to increase their efficiency. Overall, the objective of SB X7-7 was to reduce statewide urban water use by 20 percent by the year 2020. SB X7-7 required water retailers to establish and adopt per capita water use targets (an interim target for 2015 and a final target for 2020) using defined methodologies. Adopted per capita water use targets were required to be included in the 2010 UWMPs and could be updated as part of the 2015 UWMPs. The City’s adopted per capita water use targets are as follows:
• 2015 Interim Per Capita Water Use Target: 164 gpcd
• 2020 Final Per Capita Water Use Target: 146 gpcd
Compliance with the 2015 per capita water use target was required to be reported in the City’s 2015 UWMP. In 2015, the City’s actual per capita water use was 106 gpcd (refer to Table 5-4), well below (and in compliance with) the City’s interim target for 2015. This was due in large part to the on-going drought conditions and associated mandatory water use restrictions in place in 2015.

As reported in the City’s 2020 UWMP, the City’s 2020 actual per capita water use was 108 gpcd, well below (and in compliance with) the City’s final target for 2020. The City exceeded its 2020 per capita water use target compliance by 26 percent. This is in part due to the City’s on-going implementation of permanent water conservation measures outlined in Chapter 6 Water Conservation of the City’s Code of Ordinances.

5.2.2 Making Water Conservation a California Way of Life In May 2016, Governor Brown signed Executive Order B‐37‐16, instructing state agencies to help Californians adopt permanent changes to use water more wisely. The Executive Order laid out a framework for moving the state from temporary, emergency water conservation measures to a more lasting approach customized to the unique conditions of each local water agency.

In May 2018, the California State Legislature (Legislature) enacted two policy bills (SB 606 and Assembly Bill (AB) 1668) targeting long-term improvements in water conservation and drought planning that could withstand longer and more intense droughts resulting from climate change. These two bills expanded authorities and requirements to enable permanent changes and improve the state’s water future. SB 606 and AB 1668 are direct outcomes of Governor Brown’s Executive Order B-37-16. 479
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The recommendations in the April 2017 report entitled “Making Water Conservation a California Way of Life, Implementing Executive Order B-37-16” and subsequent extensive legislative outreach efforts informed the development of SB 606 and AB 1668. The new laws focus on establishing water use objectives and long-term water efficiency standards that apply to urban retail water suppliers, including:
• Indoor Residential Water Use: Although not all standards have been developed, the indoor residential water use efficiency standard has been set by the Legislature. Until January 1, 2025, the standard is set at 55 gpcd, then it drops to the greater of 52.5 gpcd or a standard developed by the Department of Water Resources (DWR) between January 2, 2025 and January 1, 2030; and then the greater of 50 gpcd or a standard developed by DWR after January 1, 2030.
• Outdoor Residential Water Use and Commercial, Industrial and Institutional (CII) Irrigation with Dedicated Meters: Per SB 606 and AB 1668, the State Water Resources Control Board (SWRCB) is required to adopt long-term standards for outdoor irrigation of landscape areas by June 30, 2022. The standards to be set shall incorporate the principles of the Model Water Efficient Landscape Ordinance (MWELO), which considers evapotranspiration adjustment factors, landscape areas, maximum applied water allowance, reference evapotranspiration, and special landscape area.
• Water Loss (due to leaks in water system pipes): SB 555, passed in October 2015, requires the SWRCB to develop water loss performance standards for urban retail water suppliers.

The SWRCB is required to evaluate the life-cycle cost of achieving these standards. The standards will incorporate local and operational conditions to determine economically achievable water loss reduction for each urban retail water supplier.

The recently passed water efficiency legislation only provides a “provisional standard” for indoor residential water use and does not currently provide specific information on what the water efficiency standards will be for outdoor residential water use and non-residential water uses. These standards will be developed in the coming years and should be further evaluated in subsequent planning studies. Also, there are no guarantees that urban retail water suppliers will meet the water efficiency standards to be set, so West Yost recommends that the City continue to consider more conservative water demand projections based on historical water use for their future water supply and system planning.

5.2.3 Current Water Conservation Programs
The City’s UWMP describes the water conservation measures that have been implemented by the City. A Water Waste Ordinance (Ordinance 240.4) was in effect during the recent drought, along with a Water Conservation Program to facilitate reporting of water waste. The City also implemented the following measures:
• Conservation pricing
• Public education and outreach in conjunction with Valley Water and the BAWSCA • Residential water surveys
• Free low-flow plumbing fixtures
• Irrigation submeter rebates
• Landscape water surveys and conversion rebates
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• High-efficiency clothes washer rebates
• Rebates for process, technology, and equipment retrofits that save water • High-efficiency toilet and urinal valve replacement rebates These water conservation measures continue to be implemented in the City.

From savewatermilpitas.org
Current information on the City’s water use restrictions and water conservation and rebate programs is posted on the City’s water conservation webpage (savewatermilpitas.org). In addition, the City’s water customers have access to MyWater Milpitas which is an on-line tool that allows customers to track and manage their water consumption.

From MyWater Milpitas
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5.3 FUTURE WATER DEMAND PROJECTION
Future City water demands were projected based on land use data, the preferred method for water system master planning and hydraulic modeling. Population-based methods are appropriate for estimating overall water demands, but they fail to account for spatial variations in water use. In contrast, land-use based demand projections geographically allocate water use based on existing consumption and future development.

This section details the demand projection methodology and presents the associated results.

5.3.1 Demand Projection Methodology
Buildout water demands equal the sum of existing demands and projected future demands as a result of new development. Demand projections are typically calculated based on land use, with expected land area multiplied by a WUF. WUFs are developed from recent historical consumption data and vary by land use type. In other words, WUFs recognize that a 10-acre industrial processing plant would use more water than a similarly sized office park.

Establishing appropriate WUFs is a critical step in forming reliable water demand projections. The adopted factors will be used to calculate future demands for growth areas in the City, as defined by the City’s General Plan and other on-going planning efforts. Future demands will then be adjusted for NRW to determine the required future water production.

5.3.2 Water Use Factors
A WUF is defined as the estimated water use per unit area of a given land use type. The following data was used to update WUFs:
• 2019 consumption data with service addresses (per billing records) • Service address-Assessor’s Parcel Number (APN) database • General Plan land use parcel map with APNs (GIS file) Water consumption was linked with spatially located land use based on customer service address and APN. Using a City-provided spreadsheet of customer service addresses and APNs, the 2019 water meter billing records were first linked to APNs using customer service addresses. Water usage could then be linked to land use via APN. Successfully assigning land use to a water billing record required a match for both service address and APN. Approximately 64 percent of 2019 demand could be linked.

West Yost developed preliminary WUFs for each existing General Plan land use designation by dividing the total linked water use by the total corresponding acreage. Due to the lower demand linkage rate, preliminary WUFs were refined by examining specific developments and estimated per capita water use based on estimated dwelling units per acre and people per dwelling unit. The City provided West Yost with a list of representative developments of various land uses (e.g., office park, apartment complex, commercial) to verify whether a development’s actual consumption was in line with its WUF-based demand estimate. In addition, West Yost used General Plan density standards to compare per capita water use across residential and mixed use land use types and to the 2009 WMPU. Any WUFs that resulted in unusually high or low per capita consumption were adjusted accordingly. Most of the preliminary WUFs calculated from actual usage were only adjusted slightly to their recommended values. A handful of 482
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preliminary WUFs (e.g., Urban Residential) were unusually low, likely due to limited linked water use for that land use, and increased to their recommended values.

Recommended WUFs are summarized in Table 5-8, along with a comparison to 2009 WMPU values (where available). WUFs are generally lower than in the 2009 WMPU, which is consistent with conservation efforts and efficiency improvements implemented over the last decade. For some land uses, limited data prevented updating WUFs, so the 2009 WMPU values were used. This is a conservative approach, as actual WUFs have likely decreased.

5.3.3 Water Demand Projection
West Yost developed water demand projections by applying the recommended WUFs to the future land use acreages detailed in Chapter 2. Total buildout demand is the sum of existing demands and new demands from future planned growth in Opportunity Areas and the Gateway and Milpitas Metro Specific Plan areas. Based on available data and to be conservative, growth was assumed to be new development, not redevelopment of existing developed areas, so future demands were added to existing demands. The land use-based demand projections are based on preliminary land use estimates that are subject to change as the City refines its planning documents.

Table 5-9 summarizes the buildout water demand projection. After adjusting for NRW, the City’s projected water production required at buildout is approximately 13.9 mgd, or 15,600 af/yr. This is an increase of approximately 5.6 mgd, or 67 percent, over existing (2019) production (8.3 mgd).

The buildout water demand projection accounts for existing recycled water use but not additional recycled water use in either existing or future development areas. As discussed in Section 5.3.2, WUFs were based on actual potable water consumption, which reflects any existing recycled water use that would offset potable water use. However, the buildout water demand projection does not include any expanded recycled water use for irrigation or other non-potable uses. Increased recycled water use would mean that actual buildout water demands should be lower than the current projection. Since information on future development remains conceptual, the location and magnitude of future recycled water use are difficult to estimate. As a result, West Yost recommends proceeding with this conservative demand projection.

On a per capita basis, the projected future water use equates to 119 gpcd, slightly higher than the City’s 2019 per capita water use (107 gpcd). Using U.S. Census data from 2014 to 2018, the City’s household population density averages approximately 3.33 people per dwelling unit (DU). Assuming future housing densities will be similar to existing densities, adding 11,650 new DUs translates to approximately 38,794 new residents, for a total buildout population of approximately 116,755. Dividing the projected buildout demand (13.9 mgd) by the projected future population yields an overall per capita water use of approximately 119 gpcd, similar to the City’s recent per capita water use average for the last several years (117 gpcd, see Table 5-4).

In the absence of specific timing for future development, required water production for intermediate planning years was linearly interpolated. Table 5-10 summarizes the land use-based water production projections in five-year increments through buildout (2040). 483
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Table 5-8. Recommended Water Use Factors
Category
Existing General Plan
Land Use(a) Abbreviation(a)
Recommended
WUF,
gpd/ac
2009
WMPU
WUF,
gpd/ac
Percent
Difference
from 2009
WMPU
Residential
Hillside Very Low Density HVL 300 800 -63
Hillside Low Density HLD 300 800 -63
Hillside Medium Density HMD 600 800 -25
Single Family Low Density SFL/LDR 1,300 2,240 -42
Single Family Medium Density SMD 2,400 NA(b)--
Multi-Family Medium Density MFM/MDR 2,300 NA(b)--
Multi-Family High Density MFH/HDR 4,500 5,310 -15
Multi-Family Very High Density VHD/VHDR 9,000 9,720 -7
Urban Residential URR 4,500 NA(b)--
Mobile Home Park MHP 825 NA(b)--
Mixed Use
Mixed Use MXD 10,890 10,890 0
(c)
Residential Retail High Density
Mixed Use RRMU 10,890 NA(b)
--
Boulevard Very High Density
Mixed Use
BVMU/
VHDMU 10,890 NA(b)
--
Neighborhood Commercial
Mixed Use NCMU 2,100 NA(b)
--
Commercial
Professional &
Administrative Office PAO 3,200 3,200 0
(c)
Retail Subcenter RSC 2,800 4,290 -35
General Commercial GNC 1,400 2,400 -42
Highway Service HWS 2,000 NA(b)--
Town Center TWC 2,100 NA(b)--
Neighborhood Commercial NC 1,400 NA(b)--
Industrial
Manufacturing MFG 2,000 2,000 0
(c)
Industrial Park INP 400 1,250 -68
Business Park/Research &
Development BPRD 400 NA(b)
--
Public
Public Facilities PF 600 1,000 -40
Permanent Open Space POS 1,300 1,300 0
(c)
Waterway WW 1,300 NA(b)--
(a) Categories and abbreviations based on land use information provided by the City in January 2020. Multiple abbreviations reflect existing and future iterations of the same land use category. The future abbreviation is listed second. (b) NA = not applicable. WUF for this land use was not specified in the 2009 WMPU. (c) WUF was not updated due to limited data.
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Table 5-9. Buildout Potable Water Demand Projection
Development
Land Use
Designation(a) Total Acres(a) WUF(b), gpd/ac Demand, mgd Opportunity Areas - Residential
Sunny Hills Neighborhood Node/Commercial Center NCMU 19.92 2,100 0.04 California Circle NCMU 54.10 2,100 0.11
California Circle HDR 18.26 4,500 0.08
Landess Neighborhood Node/Commercial Center NCMU 38.03 2,100 0.08 Calaveras & North Park Neighborhood Node/Commercial Center NCMU 28.28 2,100 0.06 Milpitas Town Center HDR 38.07 4,500 0.17

0.55 Opportunity Areas - Non-Residential
McCarthy Ranch Industrial Area INP 192.29 400 0.08
Southwestern Employment Area BPRD 488.26 400 0.20
Central Manufacturing Area - North MFG 492.14 2,000 0.98 Jacklin & 680 Neighborhood Node/Commercial Center - East NC 7.95 1,400 0.01 Jacklin & 680 Neighborhood Node/Commercial Center - West NC 6.42 1,400 0.01 Jacklin Neighborhood Node/Commercial Center NC 9.79 1,400 0.01

1.29 Milpitas Gateway-Main Street Specific Plan
HDR Subset of Gateway-Main Street HDR 46.70 4,500 0.21
VHDR Subset of Gateway-Main Street VHDR 74.58 9,000 0.67 MDR Subset of Gateway-Main Street MDR 62.70 2,300 0.14
Non-Residential Subset of Gateway-Main Street MFG 300.30 2,000 0.60

1.63 Milpitas Metro Specific Plan (MMSP)
VHDR Subset of Metro Plan Area VHDR 99.00 9,000 0.89
HDR Subset of Metro Plan Area HDR 113.52 4,500 0.51
NC Subset of Metro Plan Area NC 85.35 1,400 0.12

1.52 4.99

0.62 5.60

8.33 13.9
(b) Refer to Table 5-8.

Subtotal
Total New Demand
NRW (11%)
New Water Production Required
Existing (2019) Water Production
Subtotal
Subtotal
Subtotal
Buildout Water Production Required
(a) Refer to Table 2-4.
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Table 5-10. Land Use-Based Water Demand Projection for Intermediate Planning Years Year
Required Water Production
mgd af/yr
2020 8.33 9,334
2025 9.73 10,904
2030 11.1 12,474
2035 12.5 14,044
2040(a) 13.9 15,614
(a) Refer to Table 5-9.

5.3.4 Comparison with Other Demand Projections

5.3.4.1 2009 WMPU and 2015 UWMP
Table 5-11 compares current projections with the 2009 WMPU and the 2015 UWMP. At buildout (2040), the land use-based water demand projection presented above is approximately 3.5 mgd lower than projections from the 2009 WMPU. This represents a decrease of approximately 20 percent. The 2009 WMPU did not specify a growth timeline or buildout year, so intermediate planning year demands are blank in the table. Further, it was assumed the 2009 WMPU “future” coincides with the year 2040.

Demand projections in the 2015 UWMP follow the same timeline as this master plan. Throughout the planning horizon, the demand projections from this master plan are significantly lower than demand projections from the 2015 UWMP. At buildout (2040), demand projections are 4.6 mgd (about 25 percent) lower than the 2015 UWMP. Based on the available information, it is not clear why the demand projections in the 2015 UWMP were so high.

Table 5-11. Land Use-Based Water Demand Projection Comparison with Previous City Reports Source
Projected Demand, mgd
2020 2025 2030 2035 2040
2020 Water Master Plan(a) 8.33 9.73 11.1 12.5 13.9
2009 WMPU(b)--
(c)
--
(c)
--
(c)
--
(c) 17.4
Difference vs. 2009 WMPU NA(d) NA(d) NA(d) NA(d)-3.5
2015 UWMP(e) 10.0 12.1 14.3 16.4 18.5
Difference vs. 2015 UWMP -1.7 -2.4 -3.2 -3.9 -4.6
(a) Refer to Table 5-10.
(b) Source: 2009 WMPU, Table 3-6 (Scenario 3). It is assumed future demand in the 2009 WMPU equals demand in year 2040. (c) 2009 WMPU did not specify a timeline for demands.
(d) NA = not applicable.
(e) Source: 2015 UWMP, Table 4-2.
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5.3.4.2 BAWSCA Regional Water Demand and Conservation Projections Demand Forecast for 2020 UWMP
Maddaus Water Management, Inc. (Maddaus) prepared a Regional Water Demand and Conservation Projections Project for the BAWSCA to support each member agency’s preparation of their 2020 UWMPs.

In February 2020, Maddaus prepared a technical memorandum (Technical Memorandum #2) to present the following: (1) the demand projection analysis methodology; (2) the demand analysis results including each BAWSCA member agency demand projections through 2045; and (3) the projections verification process to be completed and signed by each member agency to accept the demand projections.

The demand projection update for each BAWSCA member agency uses a combination of two different analytic models – the Econometric Model and the Least Cost Planning Decision Support System (DSS Model). The purpose of using two tools is to leverage the strengths of each tool to obtain a suite of demand recovery scenarios through the year 2045.
• The Econometric Model estimates the impact of various conditions on service area water demand. The model uses historical patterns to project the future rebound in demand associated with post-drought recovery, while taking into account other factors such as economy, rate increases, conservation activity, and weather. Since the Econometric Model is calibrated using historical data, its reliability depends on the historical relationship between water demand and its influencing factors remaining unchanged from the calibration period to the forecasting period.
• The DSS Model can accommodate historical and projected information reflecting how future service area and water use characteristics may differ from the past in each of the BAWSCA member service areas. Further into the future, changes in demographics, living patterns, housing stock, and industrial structure can alter the historical relationship with water demand. To accommodate all of these considerations, a number of scenarios were generated to model the post-drought demand recovery, including one scenario per member agency generated by each agency’s respective Econometric Model. The DSS Model also has a conservation component that quantifies savings from plumbing codes and active conservation programs.

The Econometric Model for each BAWSCA member agency was used to generate water demand forecasts to the year 2023. The Econometric Model assumes temporary behavioral changes encouraged during the drought return to pre-drought norms. However, the water savings emanating from historical water rate increases and active conservation programs (e.g., non-behavior-based programs such as rebates) achieved through 2018 are assumed to be permanent and therefore do not rebound. The model assumes that the predicted demand recovery will occur gradually over an additional five years (2019-2023), based on BAWSCA’s historical experience of the 1987-1992 drought.

The DSS Model was used to generate long-term demand forecasts for each BAWSCA member agency for 2019 to 2045. The DSS Model also includes a conservation component that quantifies savings from passive conservation (e.g., plumbing codes) and active conservation programs. The DSS Model’s conservation component covers the entire forecast period of 2019-2045.

The City provided historical water use data and confirmed population and employment projections to be used by Maddaus for the demand projections. The resulting demand projections for the City, which include both potable and non-potable (i.e., recycled water) uses, are presented in Table 5-12. 487
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Table 5-12. City of Milpitas Demand Projections as Calculated by Maddaus(a) Demand Forecast Scenario(b)
Demand Projections, mgd
2023 2025 2030 2035 2040 2045
Pre-Recession and Pre-Drought Demand
Level Recovery 11.4 12.0 12.3 12.8 13.1 13.5
Pre-Drought Demand Level Recovery 10.7 11.1 11.4 11.9 12.3 12.6 Partial Rebound –
Normal Economy, Weather Normalized 11.3 11.9 12.4 13.0 13.5 14.0 Current Water Demand Profile –
Normal Economy, Weather Normalized 9.4 9.5 9.5 10.3 10.7 11 Source: Technical Memorandum #2 BAWSCA Regional Water Demand and Conservation Projection Demand Forecast, prepared for Bay Area Water Supply & Conservation Agency, prepared by Maddaus Water Management, Inc., February 21, 2020 (a) These demand projections include non-potable (i.e., recycled water) use (approximately 2 mgd by 2045). Savings from active conservation programs are not included in these projections. (b) See text below for description of demand forecast scenarios.

The demand forecast scenarios are described as follows:
• Pre-Recession and Pre-Drought Demand Level Recovery: Demand projections are based on the City’s 2000-2007 water use profile, starting with 2018 demand levels and recovering from the drought in five years.
• Pre-Drought Demand Level Recovery: Demand projections are based on the City’s 2004-2013 water use profile, starting with 2018 demand levels and recovering from the drought. • Partial Rebound–Normal Economy, Weather Normalized: Demand projections are based on the Econometric Model with the following assumptions: (1) normal weather, (2) normal economy, (3) price escalation projections that vary by agency, (4) historical active conservation efforts, and (5) passive conservation plumbing codes. • Current Water Demand Profile: Demand projections are based on the following assumptions: (1) normal economy, and (2) weather normalized. This is water demand calculated from historical 2018 water production data submitted by each BAWSCA member agency. The 2018 data were weather normalized and assume a normal economy. This scenario does not include any additional post-drought demand recovery.

Savings from plumbing codes (also known as passive conservation) is based on federal and state legislated efficiency standards pertaining to plumbing fixtures and appliances. The impact of codes quantified here include the Energy Policy Act of 1992, CALGreen Building Code, AB 715, and SB 407 (governs the types of fixtures available on the market for toilets, showers, washers, etc.). The plumbing code savings have been added into all four scenarios shown above.

Though the BAWSCA projections include recycled water use and extend to 2045, five years beyond the scope of this Water Master Plan, the buildout demand projections are comparable. As discussed in Section 5.3.3, the Water Master Plan land use-based water demand projection counts any potential new (i.e., above existing) recycled water use as potable water use. Therefore, the projection of 13.9 mgd generally compares well with the Maddaus demand projections, particularly the Partial Rebound – Normal Economy, Weather Normalized scenario demand projection of 14.0 mgd.
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CHAPTER 6
Hydraulic Model Update and Calibration
This chapter describes the process of updating and calibrating the City’s water system hydraulic model to confirm it accurately represents the City’s existing water system. The hydraulic model was then used to evaluate the adequacy of the City’s water system under existing (Chapter 8) and future (Chapter 9) water demand scenarios.

The following sections detail the hydraulic model update and calibration process:
• Hydraulic Model Background
• Hydraulic Model Element Naming Scheme
• Hydraulic Model Update Methodology
• Hydraulic Model Review and Update
• Steady-State Hydraulic Model Calibration
• Summary of Findings and Conclusions

6.1 HYDRAULIC MODEL BACKGROUND
As part of the 2002 WMP, Raines, Melton & Carella (RMC) developed an operational water system hydraulic model for the City using H2ONet. In the 2009 WMPU, RMC converted the hydraulic model to H2OMAP and re-evaluated the City’s water system using updated land use information. This H2OMAP-based hydraulic model has not been regularly updated since the 2009 WMPU.

In 2017, Innovyze retired the H2OMAP modeling platform in favor of InfoWater. As a result, West Yost rebuilt the City’s hydraulic model in InfoWater using the latest information for major facilities (e.g., pumps, storage reservoirs, and valves) provided by the City.

6.2 HYDRAULIC MODEL ELEMENT NAMING SCHEME
A specific and consistent naming convention allows modelers to easily locate and identify modeling elements like pipes, junctions, pumps, and storage reservoirs. As each facility is created in the model, it is named logically and sequentially based on industry standards and West Yost’s extensive modeling experience. Table 6-1 summarizes the hydraulic element functions, along with prefixes used in naming. 489
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Table 6-1. Hydraulic Network Elements
Type Description Prefix
Pipelines Conveys water from one node to another. Pipelines are assigned hydraulic characteristics (e.g., diameter, roughness) and general information (e.g., pressure zone, year of installation).

P
Junctions Removes (demand) or adds (inflow) water from/to the system. Junctions represent connections to customer service laterals, hydrants, turnouts, etc.

J
Nodes Represents either a transition in pipeline characteristic (e.g., change in diameter) or a point where pressure and/or water quality are monitored. Nodes are similar to junctions but do not add or remove water to the system.

N
Valves Controls flow or pressure in the system based on specified criteria. Valves typically represent pressure reducing valves (PRV) or pump variable frequency drives, using pressure settings provided by the City.

V
Wells A water source with fixed head, representing the hydraulic grade of the groundwater.

W
Turnouts A water source with fixed head, representing the incoming hydraulic grade from the supplier.

TO
Storage
Reservoirs
Represents storage capacity. Storage reservoir characteristics (e.g., dimensions, capacity, elevation, operating levels) are based on information from the City.

R
Pumps Raises the hydraulic grade to overcome elevation differences and friction losses.

Pump operation is based on pump curves or design points provided by the City.

PMP
Table 6-2 details the model’s naming scheme, which is primarily based on the hydraulic element prefix. 490
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Table 6-2. Naming Scheme for Hydraulic Model Network Elements Model Element Naming Scheme
Pipelines
Junctions
Nodes
Valves
Wells
Turnouts
Storage Reservoirs
Pumps
P-SF1-1000
“SF1” = SF1 Pressure Zone
“P” = Pipeline
“1000” = Sequential Numbering
J-SF1-1000
“SF1” = SF1 Pressure Zone
“J” = Junction
N-SF1-100
“SF1” = SF1 Pressure Zone
“100” = Sequential Numbering
“N” = Node
“V” = Valve

V-SF-GIBRALTAR
“SF” = Supply Source
“GIBRALTAR” = Station Name
“W” = Well
W-PINEWOOD-01
“PINEWOOD” = Well Name
“01” = Well Number

TO-SF-SUNNYHILLS
“SFPUC” = Turnout Source
“TO” = Turnout
“SUNNYHILLS” = Turnout Name
R-GIBRALTAR-01
“GIBRALTAR” = Reservoir Name
“R” = Reservoir
“01” = Tank Number

PMP-CCLUB-A
“CCLUB” = Station Name
“PMP” = Pump
“1000” = Sequential Numbering
“A” = Pump ID
Chapter 6
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6-4 City of Milpitas
Water Master Plan
June 2022

6.3 HYDRAULIC MODEL UPDATE METHODOLOGY
To rebuild and update the City’s water system hydraulic model, West Yost performed the following key tasks:
• Imported existing pipelines from City’s geographical information system (GIS) database • Added new pipelines near the new Milpitas BART station, which were not in the GIS database when it was initially received and imported into the model • Updated existing and added new water system facilities (e.g., storage reservoirs, booster pump stations, pressure regulating valves, and wells)
• Allocated existing water demands using the City’s spatially located meter and billing information
• Performed field hydrant testing within the distribution system on March 11, 2020 • Deployed Hydrant Pressure Recorders (HPRs) throughout the distribution system to record system pressures from March 10 through April 1, 2020
• Calibrated the hydraulic model with the results from data collected during the hydrant testing
• Verified that the hydraulic model system configuration is generally representative of the City’s current water system based on system pressures, flows, and tank elevations recorded in the field and from the City’s charts and Supervisory Control and Data Acquisition (SCADA) system
As part of these efforts, West Yost coordinated closely with the City to obtain and review:
• Information on existing water supply turnouts, storage reservoirs, booster pump stations, pressure regulating valves, wells, and other water system facilities • As-built drawings associated with water system improvements implemented since 2002, especially adjacent to the new BART station
• City’s GIS database of water system facilities (e.g., pipelines, wells, booster pump stations, etc.), received January 2020
• Metered water consumption information
• Historical SFPUC and VW turnout data
• Historical circular chart and SCADA system data
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June 2022

6.4 HYDRAULIC MODEL REVIEW AND UPDATE
The following sections detail specific steps taken to rebuild the hydraulic model in InfoWater and accurately represent the City’s existing water system.

6.4.1 Pipeline Import and Update
The City engaged HydroScience to update its GIS-based pipeline records by reviewing recent as-builts, reconciling any discrepancies, and adding any missing alignments. After completing this task, HydroScience transmitted the pipeline shapefiles (one for each pressure zone) to West Yost. The shapefiles, which contained only distribution mains, were then imported to InfoWater via the “Import Manager” tool.

West Yost also checked the pipeline network for connectivity issues using InfoWater’s built-in network review tools. This multi-step process identified and helped resolve parallel pipes (i.e., inadvertent duplicates), pipes that should be connected, and pipes that cross but do not intersect.

6.4.2 Pipeline Roughness Factors
Pipeline roughness is represented by a coefficient, known as a C-factor, with higher values corresponding to smoother surfaces. Ideally, C-factors are assigned to pipelines based on material, diameter, and age. In the 2009 WMPU, all pipelines were assigned a roughness coefficient of 120. West Yost assigned preliminary C-factors to pipelines in the hydraulic model based on material and diameter, using an in-house database of C-factors developed from previous hydrant testing performed for numerous water systems. These preliminary C-factors, which were refined as part of the hydraulic model calibration process (Section 6.5), are presented in Table 6-3.

Table 6-3. Preliminary Pipeline C-factors Assigned in the Hydraulic Model Pipeline Material Abbreviation
C-Factor
Diameter ≤ 8 inches Diameter > 8 inches
Asbestos Cement AC / ACP 120 130
Concrete Cylinder CCP -
(a) 130
Cast Iron CIP 100 110
Ductile Iron DIP 130 140
Polyvinyl Chloride PVC 140 150
Steel STL 120 130
(a) Material in this diameter range does not exist in City system. 493
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June 2022

6.4.3 System Elevations
Junction elevations in the hydraulic model are based on 1-foot contours8 developed by VW using LiDAR.

ESRI tools were used to interpolate between contours and create a detailed grid map (i.e., raster) of elevations in the City service area. Finally, InfoWater’s “Elevation Extractor” tool used the raster map to assign elevations to each junction.

For facility sites (e.g., pump stations and storage tanks), junction elevations were further refined per available as-built drawings. Where elevation or depth information was missing from as-built drawings, junction elevations were unchanged from their original, raster-based values.

6.4.4 Existing System Facilities
West Yost reviewed City-provided as-built drawings for existing system facilities and added them to the hydraulic model. These include water supply turnouts, storage reservoirs, pump stations, PRVs, and the Pinewood Well. Operational parameters, including pump curves, PRV settings, and storage reservoir levels, were also confirmed with City staff.

In some cases, “equivalent” facilities were used in the model to simplify functionality without compromising simulation accuracy. For example, turnouts are represented by fixed head reservoirs using the hydraulic grade line of the source supply (SFPUC or VW). Additionally, pressure reducing valves are used to represent the discharge pressure setting for variable speed pumps.

6.4.5 Spatially Located Meter Accounts
The first step in spatially locating water consumption involved linking billed water consumption to spatially located meters using a unique identifier. The City provided West Yost bimonthly water billing data listing the consumption, service address, unique billing code (i.e., Location_ID), meter type, and billing period for each customer account from 2013 through 2019. Many (but not all) meters in a City-provided water meter GIS file contained this same Location_ID. Using this unique identifier, approximately 77 percent of 2019 demand was spatially located. Ideally, at least 95 percent of demand is spatially located, so additional effort was required.

To spatially locate the consumption that could not be linked using Location_IDs, West Yost utilized ESRI’s “Geocode Addresses” tool. In short, this tool spatially locates addresses based on a user-provided street database containing details like street name, suffix, direction, and address numbers on each side of the street. Another 21 percent of demand was geocoded, resulting in a total of over 98 percent of demand being spatially located. Figure 6-1 shows the spatial distribution of metered consumption in the hydraulic model.

The goal is to spatially locate production, equal to consumption plus NRW. To this end, spatially located demands were globally scaled up to match the total 2019 consumption. Then, 2019 NRW was added to each location as a fixed proportion of consumption. The final demand included in the hydraulic model equals the City’s average daily water production in 2019 (8.3 mgd). 8 Valley Water Contours downloaded on 2/25/2020 from http://gis.valleywater.org/Download/LIDAR/ 494
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Well
PressureReducingValve
EmergencyPressureReducingValve
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Fremont
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Sunnyvale
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BPS,PRVs,
andReservoir
Parc
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PRV
California
CirclePRV
CapitolPRV
McCarthyPRV
YosemitePRVMo
ntaguePRV
CaleraCreek
HeightsPRV
JuniperoPRV
CurtisPRV
Sunnyhills
PRV
MainPRVN
orth
Milpitas
PRV
LiveOakPRV
AyerBPS
Country
ClubBPS
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Ayer
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PinewoodWell
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Water Master Plan
June 2022

6.4.6 Water Demand Allocation
InfoWater’s “Demand Allocator” tool assigns spatially located demands to the closest junction. Some junctions were excluded from the tool, including those on transmission mains (which typically do not have service connections) or facility sites (e.g., at a pump station). West Yost staff then reviewed the junctions with demands to confirm correct allocation with respect to service area and pressure zone.

The following demand sets were created in the model:
• EX_ADD: 2019 average day demand (8.3 mgd)
• HT_BASE: Average day demand for hydrant test day (3/11/2020; 8.4 mgd) The “EX_ADD” demand set was used as the basis to create the “HT_BASE” demand set, which was scaled to equal the average demand on March 11, 2020 and used for steady-state calibration.

6.5 STEADY-STATE HYDRAULIC MODEL CALIBRATION
Hydrant test data was used to calibrate the hydraulic model by verifying whether the model can accurately simulate field-observed fire flow conditions. Part of the calibration process entails adjusting pipeline C-factors (within a typical range) to improve model accuracy. For additional detail on the hydrant test process, refer to West Yost's March 9, 2020 memorandum, which is provided as Appendix C. The following sections summarize the hydrant tests and hydraulic model calibration results.

6.5.1 Hydrant Tests
There were 14 hydrant test locations (10 primary and 4 alternate) initially identified based on pipeline diameter, material, and age. Pipeline connectivity was also considered, with priority given to locations requiring fewer valve closures to achieve unidirectional flow. Table 6-4 lists the field status of each test, while Figure 6-2 illustrates the test locations.

Table 6-4. Hydrant Test Field Status
Test No.

Pipeline
Material Type
Pipeline Diameter,
inches Location Field Status
1 PVC 8 Along Elkwood Drive Completed
2 AC 6 Along Gosser Street Completed
3 AC 6 Along Stirling Drive and Stratford Drive Completed 4 AC 6 Along Greentree Way Completed
5 PVC 8 Along Hammond Way Completed
6 AC 8 Along Main Street Completed
7 AC 8 Along Lacey Drive Completed
8 AC 6 Along Clauser Drive Not Performed(a)
9 AC 8 Along Calaveras Ridge Drive Completed
10 DI 8 Within Crossing at Montague Apartments Completed 11 AC 6 Along Las Lomas Drive and Pacheco Drive Not Performed(b) 12 PVC 8 Along Costa Street and Mihalakis Street Not Performed(b) 13 AC 8 Along Pebble Beach Court Not Performed(b)
14 AC 8 Along Heath Street Not Performed(b)
(a) Due to operational concerns, City advised against performing Test 8. (b) Alternate tests were not performed due to time constraints. 496
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Turnout
Well
PressureReducingValve
EmergencyPRV
PumpStation
StorageReservoir
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VW1
VW2
SF1
SF2
SF3
SF4-1
SF4-2
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
237
237
680
880
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13 11
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BPS,PRVs,
andReservoir
Parc
Metro
PRV
California
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CapitolPRV
McCarthyPRV
YosemitePRV
MontaguePRV
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HeightsPRV
JuniperoPRV
CurtisPRV
Sunnyhills
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6-10 City of Milpitas
Water Master Plan
June 2022
Each hydrant test included one flowing hydrant and three to four observation hydrants, which are identified by test number and an alphabetical designation based on proximity to the flowing hydrant. For example, Hydrant 1A is the observation hydrant closest to (flowing) Hydrant 1, while Hydrant 1D is the furthest.

To recreate operational and demand conditions for the hydrant test day (March 11, 2020), City staff provided water system data for turnouts and storage reservoirs. The City turned off booster pump stations during the test period; therefore turnouts were serving all demands in the valley floor. Data was limited for hillside demands during the test period, and since hillside demands are relatively low, demands during the hydrant test period were assumed to be equal to the combined flow from all turnouts. SFPUC turnout flows were provided in hourly increments and averaged from 8:00 am to 6:00 pm, while VW turnout flows were provided in minute increments and averaged from 8:30 am to 5:30 pm. The “test day demand” is the sum of the SFPUC and VW average flows. Spatially allocated average day demands were then scaled up such that the total system demand equals the test day demand.

Each completed hydrant test was simulated using the hydraulic model, and results were compared to field observations. Model performance was evaluated using differential pressure, which is defined as the difference between static and residual pressure for a given location. The model was considered calibrated if differential pressures were within 5 pounds per square inch (psi) of the field data. This psi tolerance is based on standard engineering practice for model calibration in water system planning.

6.5.2 Hydraulic Model Calibration Results
The hydraulic model was able to simulate hydrant tests accurately, with only minor adjustments to the preliminary C-factors presented in Table 6-3. Of the nine hydrant tests conducted, eight could be simulated such that differential pressures fell within 5 psi of field observations. The remaining hydrant test (No. 10) was abandoned due to likely incorrect valving during the test. Table 6-5 summarizes the calibration results, while the following sections detail the C-factor adjustments and issues that occurred with Hydrant Test No. 10.

6.5.2.1 Pipeline Roughness Factor Adjustments
Field data from hydrant tests indicated that preliminary C-factors for AC and polyvinyl chloride (PVC) pipes were slightly high. Consequently, the C-factors for AC and PVC pipes 8 inches in diameter and smaller were adjusted down to 110 and 130, respectively. Although no hydrant tests were conducted for AC and PVC pipes larger than 8 inches in diameter, West Yost assumed those preliminary C-factors were also high and decreased them accordingly.

Roughness factors for other pipe materials remain equal to their preliminary values. Table 6-6 summarizes the calibrated C-factors used in the City’s hydraulic model. 498
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Static Pressure, psi
High Residual
Pressure, psi
Low Residual
Pressure, psi
Average Residual
Pressure, psi
Differential
Pressure, psi (Static
- Residual)
Static Pressure,
psi
Residual Pressure,
psi
Differential
Pressure, psi (Static
- Residual)
Comparison of Differential
Pressures between Field
and Modeled Data
Hydrant Test No. 1 (8" PVC, 1990s, Zone SF1)
Flowing 1 86 84
1A 87 44 40 42 45 83 41 43 2
1B 88 52 50 51 37 83 50 33 4
1C 82 76 50 52 30 84 57 27 3
1D 86 64 62 64 22 84 66 18 4
Hydrant Test No. 2 (6" AC, 1960s, Zone SF1)
Flowing 2 54 52
2A 48 18 16 17 31 46 15 31 0
2B 51 31 29 30 21 48 30 19 2
2C 53 48 44 46 7 54 49 5 2
Hydrant Test No. 3 (6" AC, 1980s, Zone SF2)
Flowing 3 98 94
3A 96 28 24 26 70 91 24 67 3
3B 94 36 32 35 59 87 32 55 4
3C 84 42 38 40 44 81 41 41 3
3D 82 84 58 58 24 79 54 24 0
Hydrant Test No. 4 (6" AC, 1960s, Zone SF1)
Flowing 4 78 76
4A 80 41 29 30 50 76 25 51 -1
4B 82 45 46 36 75 38 37 -1
4C 78 60 53 58 20 74 54 20 0
Hydrant Test No. 5 (8" PVC, 1980s, Zone VW1)
Flowing 5 80 80
5A 84 40 40 41 43 80 40 41 3
5B 84 47 45 46 38 81 46 34 4
5C 80 60 50 54 26 81 52 28 -2
Hydrant Test No. 6 (8" AC, UNK, Zone VW1)
Flowing 6 84 82
6A 85 50 48 49 36 82 44 38 -2
6B 88 54 52 53 35 82 47 34 1
6C 81 56 52 54 27 81 53 28 -1
Hydrant Test No. 7 (8" AC, 1970s, Zone SF2)
Flowing 7 60 59
7A 70 52 50 51 19 67 52 15 4
7B 74 64 60 62 12 74 64 10 2
7C 84 81 78 80 4 84 81 3 1
Hydrant Test No. 9 (8" AC, 1980s, Zone SF3)
Flowing 9 143 139
9A 138 54 50 50 88 134 45 89 -1
9B 148 70 68 69 79 146 69 77 2
9C 141 84 78 78 63 140 76 64 -1
9D 136 136 80 85 51 132 83 49 2
Hydrant Test No. 10 (8" DI, 2000s, Zone VW2)
Flowing 10 118
10A 120 94 90 92 28
10B 122 95 92 94 28
10C 116 92 82 90 26
10D 119 92 89 90 29
Test abandoned due to incorrect valving
Table 6-5. Hydrant Test Calibration Results
Hydrant
Field Data Modeled Data
xn\270\60-19-16\R-MP
City of Milpitas
Water Master Plan
Last Revised: 11-19-20
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Table 6-6. Calibrated Pipeline C-factors Assigned in the Hydraulic Model Pipeline Material Abbreviation
C-Factor
Diameter ≤ 8 inches Diameter > 8 inches
Asbestos Cement AC / ACP 110 120
Concrete Cylinder CCP -
(a) 130
Cast Iron CIP 100 110
Ductile Iron DIP 130 140
Polyvinyl Chloride PVC 130 140
Steel STL 120 130
(a) Material in this diameter range does not exist in City system.

6.5.2.2 Hydrant Test No. 10
Field observations suggest that Hydrant Test No. 10 did not achieve unidirectional flow through the 8-inch ductile iron pipe (DIP) loop within the Crossing at Montague Apartments. While setting up for the test, City staff could not confirm the valve configuration at the intersection between Hydrant 10 and Hydrant 10D. City staff closed a valve at this intersection, but since field-observed differential pressures are relatively consistent across all four observation hydrants, it seems that the isolation valve closed did not direct flow as intended. As a result, the C-factor for 8-inch diameter, DIP could not be confirmed, and Hydrant Test No. 10 should be disregarded.

Abandoning Hydrant Test No. 10 is not a fatal flaw. Only approximately 8 percent of the City’s water system consists of DIP, and the preliminary DIP C-factors are based on an extensive list of roughness factors calibrated for other water systems. West Yost remains confident the hydraulic model can accurately simulate the City’s water system under various conditions.

6.6 SUMMARY OF FINDINGS AND CONCLUSIONS
Hydrant test simulation results indicate that the hydraulic model can accurately replicate a fire flow or other large demand condition using the pipeline C-factors listed in Table 6-6. As a result, West Yost concludes that the hydraulic model is a reliable representation of the City’s existing potable water distribution system and can be used as a planning tool. To ensure long-term accuracy and usefulness, it is recommended that the City regularly update and maintain the hydraulic model as facilities are constructed or replaced. In addition, as data availability increases, the City can augment the hydraulic model to run extended period simulations, which simulate the system operation over time, mimicking the operational controls and settings used for system operations. 500
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N270- 60-19-16R-MP
7-1 City of Milpitas
Water Master Plan
June 2022
CHAPTER 7
System Planning and Performance Criteria
This chapter presents the criteria used to size and evaluate the performance of the City’s potable water system. Key criteria from the City’s 2009 WMPU have been incorporated into this chapter; however, some of the previous criteria have been updated to reflect more recent or suitable standards based on West Yost’s experience working with similar municipal water systems.

Table 7-1 summarizes the recommended criteria for this 2020 WMP. The following sections describe each criterion in more detail.

7.1 GENERAL WATER SYSTEM GUIDELINES
Before discussing specific planning and performance criteria, it is helpful to provide some general guidelines that a water system should meet. This section identifies the requirements for a reliable water system that delivers high-quality water.

7.1.1 Water System Reliability
Based on industry standards, a reliable water system is one that has sufficient storage, redundant pumping and distribution facilities, and emergency alternatives for both water and power supply.

Thoughtful water distribution system design also enhances reliability through improved hydraulics and flexibility. For example, replacing pipeline dead-ends with looped configurations improves reliability and reduces the risk of stagnant water, which has poor taste and lower disinfectant residuals. Appropriate pipeline sizing and pressure regulation allows the system to serve peak demands at appropriate pressures while minimizing friction losses. Lastly, proper valve placement streamlines maintenance and repairs, while also increasing operational flexibility.

7.1.2 Water Quality Standards
The United States Environmental Protection Agency (USEPA) and the SWRCB DDW establish water quality standards to protect public health and help manage aesthetics. Primary drinking water standards are legally enforceable limits on contaminants that present a risk to human health. In contrast, secondary standards target contaminants that are not health threatening, but may cause taste, odor, or color issues. As a water retailer, the City is responsible for ensuring that all applicable water quality standards and regulations are always met. The City is currently updating a report on its water quality monitoring program. 501
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Table 7-1. Summary of Recommended Potable Water System Planning and Performance Criteria Component Criteria Remarks/Issues
Water System Performance
Fire Flow Requirements(a)
Single Family Residential 1,500 gpm @ 2 hrs
Multi-family Residential 2,500 gpm @ 2 hrs
Commercial 3,000 gpm @ 3 hrs
Mixed(b) 3,000 gpm @ 3 hrs
Industrial 4,000 gpm @ 4 hrs
Peak Supply Capacity
Normal Demand Conditions Provide firm supply capacity equal to maximum day demand; meet peak hour demand from a combination of supply capacity and storage
Firm supply capacity defined as the total water supply with the largest turnout out of service.

Fire Flow Demand Conditions Meet maximum day demand plus fire flow from a combination of supply capacity and storage
System Pressures
Minimum Pressure - Normal Conditions Average and Maximum Day Demand: 40 psi at customer service connection
Peak Hour Demand: 30 psi at customer service connection Services with pressure less than 30 psi during an average day demand condition require an individual booster
pump.

Minimum Pressure - Fire Flow Conditions 20 psi
Maximum Pressure Zone 1: 80 psi at customer service connection Zone 2 and Hillside Zones: 150 psi at customer service
connection
New services with pressure greater than 80 psi require an individual pressure regulator.

Pipeline Sizing
Transmission Main
Diameter 16 inches or larger
Maximum Velocity - Normal Conditions 6 ft/s
Maximum Head Loss - Normal Conditions 5 ft/kft
Hazen Williams "C" Factor 130 For consistency in hydraulic modeling.

Distribution Main
Minimum Pipeline Diameter 8 inches New pipelines only.

Maximum Velocity - Normal Conditions 8 ft/s
Maximum Velocity - Fire Flow Conditions 12 ft/s
Maximum Head Loss - Normal Conditions 10 ft/kft
Hazen Williams "C" Factor 130 For consistency in hydraulic modeling.

Storage Facility Sizing
Operational Storage 25 percent of maximum day demand
Fire Storage Fire flow demand for the most severe fire recommended in the pressure zone multiplied by the recommended duration
Refer to Table 7-2. Assumes only one fire flow event would occur in any pressure zone at a time.

Emergency Storage 50 percent of maximum day demand
Groundwater Storage Credit Volume of water pumped over a 24-hour period The maximum credit cannot exceed the recommended emergency storage volume.

Total Storage Capacity Operational + Fire + Emergency - Groundwater Credit Pumping Facility Sizing
Pumping Capacity Firm pumping capacity equal to maximum day demand (within the designated operational hours)
Firm pumping capacity defined as the total capacity of all operational pumps minus the capacity of the largest
pumping unit. Pumps located in lower pressure zones
must deliver the maximum day demand of all pressure
zone(s) located above them.

Backup Power All critical pumping facilities(c) should be equipped with an onsite, backup power generator Pressure Reducing Station Sizing
Valve Capacity
In pressure zones with storage, valve capacity must supply the maximum day demand, and in pressure zones without storage, valve capacity must supply maximum day plus fire flow or peak hour demand, whichever is larger
Improvements for existing developments will be evaluated on a case-by-case basis because of varying historical
standards.

Criteria based on requirements for new development,
existing transmission mains will be evaluated on a case-bycase basis. Evaluation will include age, material type, velocity, head loss, and pressure.

Criteria based on requirements for new development,
existing distribution mains will be evaluated on a case-bycase basis. Evaluation will include age, material type, velocity, head loss, and pressure.
(a) Based on fire flow requirements adopted in the 2009 WMPU, updated to reflect current fire code. (c) A pump station is defined as critical if it serves a pressure zone(s) and/or service area(s) without sufficient fire or emergency storage and meets one of the following criteria:
• The largest facility that provides water to a particular pressure zone and/or service area; • It is the sole source of water to single or multiple pressure zones and/or service areas; • It provides water from a supply turnout; or
• It provides water from key groundwater supply wells.
(b) Includes High Density Multi-family Residential land uses in the MMSP area.

N270-60-19-16-R-MP-E-T5-Ch5
City of Milpitas
Water Master Plan
Last Revised: 01-14-21
Chapter 7
System Planning and Performance Criteria
N270- 60-19-16R-MP
7-3 City of Milpitas
Water Master Plan
June 2022

7.2 WATER SYSTEM PERFORMANCE CRITERIA
This section describes the recommended system performance criteria for fire flows, supply capacity, and distribution system pressures.

7.2.1 Fire Flow Requirements
Municipal water systems providing supply during a fire flow condition must meet minimum standards for fire flow rate and duration and residual pressure. Based on the City’s potable water design guidelines and recommendations from state agencies, the City’s water system must concurrently meet maximum day demands and maintain at least 20 pounds per square inch (psi) residual pressure when delivering fire flow.

Minimum fire flow requirements are adopted from the 2009 WMPU (updated in coordination with the City’s fire department to reflect current fire code) and summarized by land use type in Table 7-2. These requirements specify minimum distribution system capacities during fires and apply to new developments only (not existing system conditions). Existing buildings are assumed to meet fire flow standards that were in place at the time of construction, which are generally lower than current standards. Therefore, the evaluation of the City’s water system under existing demand conditions presents systemwide available fire flow only and does not recommend pipeline improvements to increase existing fire flow capacity. However, the City can use these results as a guide for sizing pipeline improvements and to prioritize replacing existing smaller diameter pipelines to improve overall flows throughout the distribution system.

Table 7-2. Recommended Fire Flow Requirements for Future Development and Pipeline Replacement Planning(a)
Land Use Designation Fire Flow, gpm Duration, hours Recommended Storage, MG Single Family Residential 1,500 2 0.18
Multi-family Residential 2,500 2 0.30
Commercial 3,000 3 0.54
Mixed(b) 3,000 3 0.54
Industrial 4,000 4 0.96
(a) Based on fire flow requirements adopted in the 2009 WMPU, updated to reflect current fire code. (b) Includes High Density Multi-family Residential land uses in the Milpitas Metro Specific Plan area.

7.2.2 Peak Supply Capacity
Under normal (i.e., non-emergency) demand conditions, the City must meet peak hour demands through a combination of available supplies and storage. In addition, the City must have a firm supply capacity capable of meeting a maximum day demand condition. Firm supply capacity is defined as the total potable water supply capacity with the largest turnout out of service.

Under fire flow demand conditions, the City must meet fire flows and maximum day demand from both available supply capacity and storage.
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7.2.3 Distribution System Pressures
Water systems are typically evaluated based on pressure, pipeline velocity, and pipeline head loss.

Pressures are the most critical criterion because they are used to evaluate satisfactory system performance under different demand conditions. Consequently, the City’s existing water system will be evaluated using pressure as the primary criterion; secondary criteria, such as pipeline velocity, head loss, age, and material type, will be used as indicators to locate where water system improvements may be needed. Recommended improvements from existing and buildout system pressure evaluations are presented in Sections 8.5 and 9.6, respectively.

Minimum distribution system pressure criteria are based on industry standards and vary by demand condition. Under average day and maximum day demands, system pressures should remain above 40 psi.

Under peak hour demand conditions, system pressures should remain above 30 psi. During fire flow conditions, residual pressures of 20 psi are allowed. Customer service connections with a pressure below 30 psi during an average day demand condition should have an individual booster pump installed.

Maximum distribution system pressure criteria are based on industry standards and vary by pressure zone. In the valley (Zone 1), pressures should remain below 80 psi. In Zone 2 and Hillside Zones (SF3 and SF4), the maximum pressure shall not exceed 150 psi. These pressure limits are consistent with the 2009 WMPU and the high end of typical operating pressures for municipal water systems. The Uniform Plumbing Code (UPC) requires new customer service connections with a pressure above 80 psi to have an individual pressure regulator installed. Since typical pressures in Zone 2 and the Hillside Zones exceed 80 psi, an alternative would be to install main-line PRVs and create pressure sub-zones within these existing pressure zones; however, this would make it more difficult to move water between these zones and could potentially reduce fire flow availability.

This distribution system pressure criteria will be applied to all areas that fall within the normal customer service elevation ranges for each pressure zone. Customers located above or below the normal service elevation ranges may require an individual booster pump or pressure regulator.

7.3 WATER FACILITY SIZING
This section describes the recommended sizing criteria for pipelines, storage facilities, booster pumping facilities, backup power, and pressure reducing stations within the City’s service area

7.3.1 Pipeline Sizing
Pipeline sizing is based on velocity and head loss, which are directly related; higher velocities translate to higher head loss (increases operating costs). Velocity and head loss criteria are defined below for new pipelines and vary with pipeline diameter. Consistent with the 2009 WMPU, transmission mains are defined as pipelines with a diameter of 16 inches or larger, and distribution mains have a diameter less than 16 inches. However, all new pipelines should be required to have a minimum diameter of 8 inches.

Compared to 6-inch diameter pipelines, 8-inch diameter pipelines can significantly reduce friction losses at a competitive cost. Phasing out 6-inch diameter (and smaller) pipelines will also help the City streamline its piping and appurtenance inventory.
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The following criteria reflect industry standards and West Yost’s experience with municipal water systems:
• For transmission mains, the maximum velocity should be limited to 6 feet per second (ft/s), and the maximum head loss should be 5 feet per 1,000 feet (ft/kft) of pipeline. • For distribution mains, the maximum velocity should be limited to 8 ft/s under normal demand conditions. During fire flow demand conditions, the maximum velocity should be 12 ft/s. Maximum head loss for distribution mains should be 10 ft/kft.

7.3.2 Storage Facility Sizing
Storage facilities include reservoirs (i.e., tanks), clearwells, and, in certain cases, groundwater wells. The total recommended treated water storage capacity is the sum of the following three components:
• Operational Storage
• Fire Storage
• Emergency Storage
Each component is detailed below, along with a discussion of groundwater storage credit. West Yost will evaluate storage capacity requirements by pressure zone.

7.3.2.1 Operational Storage
Operational storage is defined as the amount of stored water needed to meet peak demands in excess of normal supply delivery. Since water supplies are generally designed to meet maximum day demands, operational storage is typically used to supply peak demands (e.g., the difference between peak hour and maximum day demand). Supplies replenish operational storage during periods of lower demand.

In accordance with American Water Works Association (AWWA) guidelines9, West Yost recommends the operational storage volume be 25 percent of the maximum day demand. This is consistent with the operational storage criterion used in the 2009 WMPU.

7.3.2.2 Fire Storage
Fire storage is the volume of water reserved for fire suppression. For a given pressure zone, fire storage is determined by multiplying the maximum required fire flow rate by the required duration. Refer to Table 7-2 for fire storage recommendations by land use designation. Per industry standards, it is assumed that no more than one fire event would occur in a pressure zone at a time.

7.3.2.3 Emergency Storage
Emergency storage helps meet demands during an unplanned event that reduces the quality and/or quantity of potable water supplies. Determining the appropriate emergency storage volume is challenging, as it depends on the diversity of supplies, the reliability of production and distribution facilities, and the duration of the emergency event. The City’s overall risk tolerance is also a factor. The 9 The AWWA Water Distribution Systems Handbook (AWWA, 2000) (Section 3.2.2.2 Storage) states that the volume of operational storage required is commonly estimated at 25 percent of the total maximum day demand. 505
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AWWA suggests that individual utilities should determine its specific emergency storage requirements based on perceived system vulnerabilities.

West Yost recommends an emergency storage volume equal to 50 percent of the maximum day demand, consistent with the 2009 WMPU. Emergency storage is not required at every reservoir; one reservoir can hold emergency storage for multiple pressure zones if the zones are hydraulically connected and the stored water remains accessible in emergencies.

7.3.2.4 Groundwater Storage Credit
Based on the City’s available emergency groundwater wells, groundwater storage could offset some of the recommended emergency storage. However, the following must be true to use the groundwater supply to offset the need to provide surface storage:
• Groundwater supply is of potable water quality and can be reliably accessed (i.e., wells are equipped with on-site backup power or a plug-in adapter and transfer switch) • Groundwater supply is not already being relied upon to meet the City’s average day demand requirements
• Sufficient water distribution facilities are available to distribute this water to demand areas The groundwater storage credit equals the volume of water pumped over a 24-hour period. The maximum credit cannot exceed the recommended emergency storage volume (i.e., 50 percent of maximum day demand).

7.3.2.5 Recommended Total Storage Capacity
In summary, the City’s recommended total water storage capacity is the sum of the following components:
• Operational Storage: Volume of water to meet diurnal peaks, assumed to be 25 percent of the maximum day demand; plus
• Fire Flow Storage: Volume of water to suppress a fire (varies by land use designation); plus • Emergency Storage: Volume of water as emergency supply during unplanned events, assumed to be 50 percent of maximum day demand; minus
• Groundwater Storage Credit: Groundwater supply that can be reliably accessed in an emergency.

7.3.3 Pumping Facility Sizing and Backup Power
Based on industry standards, pumping capacity should be sufficient to meet a maximum day demand within the designated operational hours with pumps assumed to operate at firm pumping capacity. Firm pumping capacity is defined as the total pump station capacity with the largest pump out of service.

Pumps located in lower pressure zones must deliver the maximum day demand of all pressure zone(s) located above them.
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Critical pumping facilities are defined as those facilities that provide service to pressure zone(s) and/or service area(s) which do not have sufficient fire and/or emergency storage available and meet the following criteria:
• The largest pumping facility that provides water to a particular pressure zone and/or service area;
• A facility that provides the sole source of water to single or multiple pressure zones and/or service areas;
• A pumping facility that provides water from a supply turnout; or • A pumping facility that provides water from key groundwater supply wells (depends on capacity, quality and location).

All critical pumping facilities should be equipped with an on-site, backup power generator.

7.3.4 Pressure Reducing Station Sizing
For pressure zones without available storage capacity and where pressure reducing station(s) are the sole supply source, the total capacity from the active pressure reducing station(s) should be equal to a maximum day demand plus fire flow condition or a peak hour demand condition, whichever is larger. For pressure zones with available storage capacity and where pressure reducing station(s) are the sole supply source, the total capacity from the active pressure reducing station(s) should be equal to a maximum day demand.
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CHAPTER 8
Evaluation of Existing Water System
This chapter evaluates the City’s existing water system and its ability to meet recommended planning and performance criteria described in Chapter 7 and summarized in Table 7-1 of this report. The evaluation encompasses both system capacity and hydraulic performance using existing water demands developed in Section 5.1 of this report. System capacity is evaluated based on potable water supply, storage, and pumping, while the hydraulic performance evaluation examines distribution system pressures under various demand and outage conditions. The following evaluations frequently refer to “normal” conditions, which are defined as non-emergencies (i.e., no fires or unplanned outages).

For reference, Appendix A contains a water system schematic profile that summarizes the supply and distribution facilities described in Sections 3.2 and 3.3 of this report, respectively.

This chapter also includes recommendations for addressing any deficiencies identified from the evaluation. These are incorporated in a recommended capital improvement program (CIP) described in Chapter 11 of this report. To simplify cross-referencing with Chapter 11, each proposed project is assigned a unique capital improvement program ID (CIP ID).

The following sections present the evaluation methodology and results:
• Existing Potable Water Demands
• Existing Potable Water Supply Capacity Evaluation
• Existing Potable Water Storage Capacity Evaluation
• Existing Pumping Capacity Evaluation
• Existing Water Distribution System Evaluation
• Summary of Findings and Recommended Improvements

8.1 EXISTING POTABLE WATER DEMANDS
Existing potable water demands are based on 2019 billing meter data, which was spatially allocated in the hydraulic model and scaled up to match the City’s 2019 average daily water production (8.3 mgd).

Maximum day and peak hour demands were calculated based on the adopted peaking factors of 1.6 and

2.9 times the average day demand, respectively, for Zones SF1 and SF2, and 3.2 and 5.8 times the average day demand, respectively, for Zones SF3 and SF4. In the VW service area, the maximum day and peak hour demand peaking factors are 1.9 and 3.4 times the average day demand, respectively. Table 8-1 summarizes existing potable water demands by pressure zone and service area. 508
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Table 8-1. Summary of Existing Water Demands by Pressure Zone Pressure
Zone
Average Day Demand(a) Maximum Day Demand(b) Peak Hour Demand(c) gpm mgd gpm mgd gpm mgd
SF1 1,748 2.52 2,797 4.03 5,069 7.30
SF2 1,798 2.59 2,877 4.14 5,214 7.51
SF3 14 0.02 44 0.06 81 0.12
SF4-1 19 0.03 61 0.09 110 0.16
SF4-2 17 0.02 54 0.08 98 0.14
SF Subtotal 3,596 5.18 5,833 8.40 10,571 15.2
VW1 1,238 1.78 2,351 3.39 4,208 6.06
VW2 951 1.37 1,806 2.60 3,232 4.65
VW Subtotal 2,188 3.15 4,158 5.99 7,440 10.7
Total 5,784 8.33 9,990 14.4 18,011 25.9
(a) Based on spatially allocated 2019 water meter data, scaled to match 2019 water production. (b) Maximum day demand is 1.6 times the average day demand for Zones SF1 and SF2, 3.2 times the average day demand for Zones SF3 and SF4, and 1.9 times the average day demand for the VW service area. (c) Peak hour demand is 2.9 times the average day demand for Zones SF1 and SF2, 5.8 times the average day demand for Zones SF3 and SF4, and 3.4 times the average day demand for the VW service area.

8.2 EXISTING POTABLE WATER SUPPLY CAPACITY EVALUATION
As described in Section 4.1 of this report, the City’s potable water is supplied via turnouts from SFPUC and VW transmission pipelines. The recommended water system performance criteria specify that under normal demand conditions, the following must be satisfied:
• Provide firm supply capacity equal to maximum day demand • Meet peak hour demand from a combination of supply capacity and storage Firm supply capacity is defined as the normal water supply with the largest turnout out of service. In the SFPUC service area, the largest turnout is Calaveras (see Figure 3-1), which has a capacity of 13.0 mgd.

The VW service area has only one turnout (Gibraltar), so firm supply is zero, as there is no redundant supply source from the VW system. However, as described in Section 3.3 of this report, if the VW turnout is not available, water can be moved from the City’s SFPUC service area to the VW service area.

Table 8-2 summarizes the available and required firm supply capacity for each service area. Pinewood Well is not listed in Table 8-2 because it is not part of the City’s existing normal water supply (it is only used for emergencies). The SFPUC service area has approximately 15.4 mgd of firm supply surplus, while the VW service area has a firm supply deficit equal to its maximum day demand (5.99 mgd), due to the lack of a redundant supply source from the VW system. Since SFPUC can supply the VW service area and the SFPUC surplus (15.4 mgd) exceeds the VW deficit (5.99 mgd), West Yost concludes that the City overall has sufficient firm supply capacity.
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For the second supply capacity criterion listed above, the City can meet peak hour demands for each service area from supplies alone (i.e., before counting storage). Given this significant surplus in supplying peak hour demands, the criterion is not discussed further.

Table 8-2. Comparison of Available and Required Firm Supply Capacity Supply Source Turnout
Design Capacity
gpm mgd
SFPUC
Sunnyhills 7,014 10.1
Calaveras 9,028 13.0
Main Street 5,486 7.90
Intertie 4,000 5.76
Total Supply Capacity(a) 25,528 36.8
Firm Supply Capacity(b) 16,500 23.8
Required Supply Capacity(c) 5,833 8.40
Existing Firm Supply Capacity Surplus (Deficit) 10,667 15.4 VW Gibraltar 10,000 14.4
Total Supply Capacity(a) 10,000 14.4
Firm Supply Capacity(b) 0 0
Required Supply Capacity(c) 4,158 5.99
Existing Firm Supply Capacity Surplus (Deficit) (4,158)(d) (5.99)(d) (a) Total supply capacity assumes all turnouts are available for use. (b) Firm supply capacity assumes largest turnout in each service area (Calaveras (SFPUC) and Gibraltar (VW)) is offline. (c) Required supply capacity is equal to the maximum day demand (see Table 8-1). (d) VW supply deficit can be met by SFPUC supply surplus.

8.3 EXISTING POTABLE WATER STORAGE CAPACITY EVALUATION
Potable water storage is critical for providing operational flexibility and emergency supply during outages or fires. The City’s storage reservoir capacity must meet the following requirements (described in Section 7.3.2 of this report):
• Operational storage equal to 25 percent of maximum day demand • Emergency storage equal to 50 percent of maximum day demand • Fire storage equal to the largest fire flow demand in a pressure zone multiplied by the recommended duration
The total storage required is the sum of the operational, emergency, and fire storage requirements, less any groundwater credit, which can offset some of the emergency storage requirement. The groundwater credit includes both emergency wells and normally operating wells and equals the volume of water pumped over a 24-hour period. To offset surface storage needs, groundwater must be of potable water quality, and wells must have on-site backup power capabilities. In addition, the City must be able to meet average day demands without relying on groundwater. This is not an issue, since the City does not rely on groundwater as part of its normal (i.e., non-emergency) supply. 510
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The City currently has one operational groundwater well (Pinewood Well), which meets water quality and backup power requirements. As a result, the Pinewood Well provides an emergency groundwater storage credit equal to its daily pumping capacity (1.7 MG).

For each pressure zone, Table 8-3 compares the City’s existing potable water storage capacity with storage requirements. Since Zones 1 and 2 in each service area are interconnected through multiple pressure reducing valves (PRVs) that operate under normal conditions, they are combined in each service area (i.e., SF1/SF2 and VW1/VW2). As shown in Table 8-3, there is sufficient storage in the SFPUC service area and a deficit of 0.45 MG in the VW service area. This deficit is not considered critical, due to the flexibility of the Gibraltar facility. Simple valve operations allow the Gibraltar (SF) tank to supply Zone VW2, so the storage surplus for Zones SF1 and SF2 can cover the shortfall in Zones VW1 and VW2.

8.4 EXISTING PUMPING CAPACITY EVALUATION
As described in Section 7.3.3 of this report, industry standard is to have firm pumping capacity equal to maximum day demand. For a given pump station, firm capacity is defined as the total capacity of all operational pumps minus the capacity of the largest pumping unit. In addition, pumping capacity in lower pressure zones should also be able to deliver the maximum day demand of any zones above them. For example, the Zone SF3 pumps should be able to deliver the maximum day demand for Zones SF3 and SF4 (i.e., SF4-1 and SF4-2).

Critical pumping facilities should be equipped with an on-site, backup power generator. A pump station is considered critical if it serves a pressure zone with insufficient storage and meets one of the following criteria:
• It is the largest facility that provides water to a pressure zone and/or service area; • It is the sole water source to a pressure zone and/or service area; • It provides water from a supply turnout; or
• It provides water from a key groundwater well.

As discussed in Section 8.3, the pressure zones with insufficient storage are VW1 and VW2. Therefore, the Gibraltar (VW) pump station is deemed critical and should have backup power provisions (which it does).

While Zones SF3 and SF4 have sufficient storage, each is served by a single pump station. The City should consider installing backup power generators at the Country Club and Tularcitos pump stations for additional redundancy. These backup power projects are included in Table 11-2 as CIP IDs ECIP-BG-CC and ECIP-BG-TL.

Table 8-4 compares the available and required firm pumping capacities for each pressure zone. Similar to the storage capacity evaluation, Zones 1 and 2 in each service area are combined. In Zones SF1 and SF2, firm pumping capacity consists of one 5,500-gpm pump at Gibraltar (SF) and two 1,800-gpm pumps at Ayer. At 9,100 gpm combined, the firm pumping capacity in Zones SF1 and SF2 exceeds the required firm pumping capacity, which equals the existing MDD of Zones SF1, SF2, and all higher zones (i.e., the entire SFPUC service area). The pumping capacity surplus in Zones SF1 and SF2 is approximately 3,270 gpm. 511
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[A] [B] [C] [D] [E] = [C] + [D] [F] [G] [H] [I] = [F] + [G] + [H] [J] = [E] - [I] Reservoir Capacity
Emergency
Groundwater Storage
Credit(a) Total Available Storage Operational(b) Emergency(c) Fire Flow(d) Zones SF1 and SF2
Gibraltar (SF) Active 5.00 --
Ayer Active 5.60 --
Pinewood Well Standby -- 1.70
Zone SF3
Tularcitos Active 0.30 -- 0.30 0.02 0.03 0.18 0.23 0.07 Zones SF4-1 and SF4-2
Minnis Active 0.34 -- 0.34 0.04 0.08 0.18 0.30 0.04
Zones VW1 and VW2
Gibraltar (VW) Active 5.00 -- 5.00 1.50 2.99 0.96 5.45 (0.45) Table 8-3. Comparison of Available and Required Water Storage Capacity Station Status
Available Storage Capacity, MG
Storage Surplus
(Deficit), MG
(a) Credit based on 24 hours of pumping capacity. The credit cannot exceed the required emergency storage capacity. (b) Based on 25 percent of a maximum day demand (see Table 8-1).

Required Storage Capacity, MG
Total Required
Storage

12.30 2.04 4.08 0.96 7.09 5.21
(c) Based on 50 percent of a maximum day demand (see Table 8-1). (e) VW storage deficit can be met by SFPUC storage surplus. (d) Based on storage required for largest potential fire flow within the pressure zone. Zones SF1/SF2 and VW1/VW2 = Industrial; Zones SF3 and SF4 = Single Family Residential.

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Pump Station Critical Facility(a)
Existing On-site
Backup Power Status Firm Capacity(b), gpm
Total Firm Pumping
Capacity, gpm
Existing Maximum Day
Demand(c), gpm
Pumping Capacity Surplus
(Deficit), gpm
Gibraltar (SF)  Active 5,500
Ayer  Active 3,600
Country Club Active 250 250 159 91
Tularcitos Active 250 250 115 135
Gibraltar (VW) - from tank   Active 5,500
Gibraltar (VW) - from turnout(d)   Active 8,000
(d) These pumps are intended to boost pressures from the VW turnout but can be valved to draw from the Gibraltar (VW) tank.

Zone SF3
Table 8-4. Comparison of Available and Required Firm Pumping Capacity Zones SF1 and SF2
9,100 5,833 3,267
Zones VW1 and VW2
13,500 4,158 9,342
Zones SF4-1 and SF4-2
(b) Firm pumping capacity was defined as the total pump station capacity with the largest pump out of service. (c) Includes maximum day demands for higher pressure zones, per Table 7-1. (a) Pump stations are considered critical if they serve a pressure zone with insufficient storage and meet other criteria. Refer to Table 7-1.

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Similarly, the firm pumping capacities in Zones SF3 and SF4 also exceed requirements. In Zone SF3, the firm pumping capacity consists of one 250-gpm pump at Country Club, while the combined existing MDD of Zones SF3 and higher (i.e., Zones SF3 and SF4) is 159 gpm. The pumping capacity surplus in Zone SF3 is approximately 91 gpm. In Zone SF4, the firm pumping capacity consists of one 250-gpm pump at Tularcitos. The existing MDD of Zone SF4 is only 115 gpm, resulting in a pumping capacity surplus of approximately 135 gpm.

Both sets of pumps at the Gibraltar (VW) PS are included in the pumping capacity evaluation for the VW service area. One set draws from the Gibraltar (VW) storage reservoir, while the other set boosts pressures from the Gibraltar turnout (if necessary). By adjusting valve operations, the “turnout” pumps can also draw from the Gibraltar (VW) storage reservoir. The combined firm capacity for both sets of pumps is 13,500 gpm, which exceeds the VW service area MDD (4,158 gpm) by approximately 9,340 gpm.

8.5 EXISTING WATER DISTRIBUTION SYSTEM EVALUATION
West Yost used the updated hydraulic model to conduct steady-state hydraulic analyses of the existing water distribution system. The goal of this evaluation is to identify necessary improvements to support the City’s existing water demands while meeting the recommended system performance criteria presented in Sections 7.2.1 and 7.2.3 of this report.

In evaluating the existing system, pressure criteria are prioritized over velocity criteria. This prioritization is typical, because older water systems tend to have many undersized pipes, and strictly adhering to velocity standards would identify those pipes as candidates for replacement, even though pressures meet recommended criteria. West Yost does not recommend replacing existing pipes solely for failing to meet velocity criteria, so while velocity results will be summarized for non-emergency scenarios, the following analyses focus on pressures and fire flow availability.

The following evaluations examine distribution system performance under existing water demand conditions:
• Average Day Demand Scenario: evaluates the potential for high customer service pressures in the system during an average day demand condition
• Peak Hour Demand Scenario: evaluates the potential for low customer service pressures in the system during a peak hour demand condition
• Maximum Day Demand Scenario: evaluates the potential for low customer service pressures in the system during a maximum day demand condition
• Maximum Day plus Fire Flow Scenario: evaluates fire flow availability in the system under a maximum day demand condition
• Emergency Operations (each scenario is evaluated under (a) maximum day demand conditions and (b) maximum day demand plus fire flow):
— Outage Scenario 1: SFPUC turnouts are offline
— Outage Scenario 2: VW turnout is offline
— Outage Scenario 3: SFPUC and VW turnouts are offline
— Outage Scenario 4: Power outage; all facilities without backup generators are offline — Outage Scenario 5: PRVs normally allowing flow between Zones 1 and 2 are offline. 514
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To capture the entire range of normal water system operations, each non-emergency scenario above was evaluated using two operational alternatives. These alternatives are described in the following section.

8.5.1 Evaluation Alternatives
Throughout a normal day, the City varies water distribution system operations to achieve different goals.

During morning (approximately 6:00 am to 10:30 am) and evening (approximately 5:00 pm to 11:00 pm) peak demand periods in the SFPUC service area, pumps at Gibraltar (SF) and Ayer draw from their respective tanks and deliver flows to the system. This supplements turnout flows and turns over water stored in reservoirs. During midday (approximately 11:00 am to 4:00 pm) and overnight (approximately 12:00 am to 5:00 am) low demand periods, the pumps are off. Turnouts alone supply the system, including refilling the Gibraltar (SF) and Ayer tanks.

In the hillside zones (i.e., Zones SF3 and SF4), operations also vary by pump status. Both the Country Club and Tularcitos pump stations operate on a two-pump lead lag system, with operation determined by the water level of the “destination” reservoir (i.e., Tularcitos reservoir for the Country Club pumps and Minnis reservoir for the Tularcitos pumps). The maximum water level in both reservoirs is 23 feet, and setpoints are the same for both pump stations. The lead pump turns on when the destination reservoir level is 15 feet and stops at 21.5 feet, while the lag pump starts at 14 feet and stops at 21 feet. When the Country Club and Tularcitos pumps are off, the Tularcitos and Minnis storage reservoirs serve zones SF3 and SF4, respectively, via gravity. When the Country Club and Tularcitos pumps are operating, they simultaneously serve the hillside zones and refill the elevated storage tanks.

The Gibraltar (VW) pumps also operate on a daily schedule, depending on the season. In the winter and spring, pumps operate during the day (approximately 6:30 am to 5:00 pm), and the Gibraltar (VW) reservoir fills overnight (approximately 7:00 pm to 4:00 am). The schedule reverses in the summer and fall, with the reservoir filling during the day (approximately 7:00 am to 5:00 pm) and pumps running overnight (approximately 9:00 pm to 5:00 am). Seasonal operations change around May 15th and November 15th, based on peak rate schedules set by Pacific Gas and Electric (PG&E).

West Yost identified two operational alternatives to represent the primary modes in which the water system normally functions. These operational alternatives are summarized in Table 8-5. In Base operations, all pumps are off, whereas Alternative 1 allows pump operation as needed. For both alternatives, all turnouts are open, and gravity tank levels are at their minimum. Since the Zone 1 and Zone 2 storage reservoirs (both Gibraltar tanks and the Ayer tank) feed booster pumps, their tank levels do not impact system pressures. Therefore, they are not listed in Table 8-5. 515
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Table 8-5. Summary of Operational Alternatives
Facility Base Alternative 1 – Pumps On
SFPUC Service Area
Turnouts(a) Open
Gibraltar (SF) Pump Station Closed Open
Ayer Pump Station Closed Open
Country Club Pump Station Closed Open
Tularcitos Tank Level Minimum
Tularcitos Pump Station Closed Open
Minnis Tank Level Minimum
VW Service Area
Gibraltar Turnout Open
Gibraltar (VW) Pump Station Closed Open
(a) SFPUC turnouts include Sunnyhills, Calaveras, Main Street, and the Intertie turnout.

8.5.2 Average Day Demand Analysis
The hydraulic model was used to conduct a steady-state hydraulic analysis of the system during an existing average day demand (ADD) condition for each of the alternatives listed in Table 8-5. As shown in Table 8-1, the ADD for the existing water service area is approximately 5,784 gpm (8.33 mgd). Per recommended water system performance criteria detailed in Section 7.2.3 of this report, under ADD conditions pressures should be at least 40 psi at customer service connections. In addition, customer service pressures should not exceed 80 psi in Zone 1 (SF1 and VW1) or 150 psi in other zones.

Results from the ADD simulations for Base and Alternative 1 operations are shown on Figure 8-1 and Figure 8-2, respectively. In each figure, color-coded circles represent distribution system pressures during an ADD condition. In both Base and Alternative 1 cases, there are no customer service locations with pressures below 40 psi. The lowest customer service pressure in the distribution system is approximately 42 psi (Base alternative), located at the eastern end of Manferd Street near I-680 in Zone SF1. The same location has the lowest pressure with pumps on (Alternative 1), but the pressure is slightly higher (44 psi).

Many customer service locations experience pressures above the recommended limit. Pressures are generally higher when pumps are on, so Alternative 1 (Figure 8-2) is a more conservative representation of high pressures within the system. Per Table 7-1, recommended maximum pressures vary by zone, so Figure 8-1 and Figure 8-2 classify high pressures (i.e., exceeding the maximum) accordingly.

In Zone 1 (SF1 and VW1), high pressures are defined as exceeding 80 psi, and corresponding locations are dark blue. Much of Zone SF1 and the northern portion of Zone VW1 experience high pressures during an ADD condition. In Zone 2 (SF2 and VW2) and above (SF3 and SF4), high pressures are defined as exceeding 150 psi, and corresponding locations are dark purple. As shown on Figure 8-2, the area north of Highway 237 and adjacent to I-680 in Zone SF2 experiences high pressures during an ADD condition. 516
Item # 16.
0 1,5003,000
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Figure8-1
ExistingSystemPressures
AverageDayDemand
BaseOperations
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2020WaterMasterPlan
st Saved: 9/21/2020 10:14:36 AM N:\Clients\270 City of Milpitas\60-19-16 Water Master Plan\GIS\MXD\Fig8-1_ADD_Pressures_Base.mxd : rchu AverageDayPressure
Lessthan40psi
40psito50psi
50psito60psi
60psito70psi
70psito80psi
HighPressure(Zone1)
Greaterthan80psi
HighPressure(Zone2andHillside)
80psito150psi
Greaterthan150psi
Turnout
GroundwaterWell
PressureReducingValve
PumpStation
StorageReservoir
Pipeline
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
237
237
880
680
J
AC
K
L
I
N
R
D

PIEDMONT RD

MONTAGUE
EX

S PARK VICTORIA DR

N ABEL ST

W CALAVERAS BL

ESCUELA PK
E

CALAVERAS
B
L
DIXON

LANDING
RD

W MONTAGUE EX

N PARK VICTORIA DR GREAT MALL DR

TASMAN DR

CALAVERAS
RD

YOSEMITE DR
G
R
E
AT
MAL
L
P
K

N MILPITAS BL

S ABEL ST

S MILPITAS BL
Notes:

1.Zone1includespressurezonesSF1andVW1.Zone2
includeszonesSF2andVW2,whiletheHillsideincludes
zonesSF3andSF4.

2.ForBaseOperations,allturnoutsareoperational,andall
pumpsareturnedoff.

3.PertheCaliforniaPlumibngCode,serviceswhich
experiencepressuresexceeding80psiarerequiredtobe
fittedwithapressurereducingvalve.

4.TherecommendedmaximumpressureinZone1is80psi
atthecustomerserviceconnection.InZone2andthe
Hillside,therecommendedmaximumpressureis150psi
atthecustomerserviceconnection.
517
Item # 16.
0 1,5003,000
ScaleinFeet
Figure8-2
ExistingSystemPressures
AverageDayDemand
Alternative1Operations
CityofMilpitas
La
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st Saved: 9/16/2020 4:37:54 PM N:\Clients\270 City of Milpitas\60-19-16 Water Master Plan\GIS\MXD\Fig8-2_ADD_Pressures_Alt1.mxd : rchu AverageDayPressure
Lessthan40psi
40psito50psi
50psito60psi
60psito70psi
70psito80psi
HighPressure(Zone1)
Greaterthan80psi
HighPressure(Zone2andHillside)
80psito150psi
Greaterthan150psi
Turnout
GroundwaterWell
PressureReducingValve
PumpStation
StorageReservoir
Pipeline
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
237
237
880
680
J
AC
K
L
I
N
R
D

PIEDMONT RD

MONTAGUE
EX

S PARK VICTORIA DR

N ABEL ST

W CALAVERAS BL

ESCUELA PK
E

CALAVERAS
B
L
DIXON

LANDING
RD

W MONTAGUE EX

N PARK VICTORIA DR GREAT MALL DR

TASMAN DR

CALAVERAS
RD

YOSEMITE DR
G
R
E
AT
MAL
L
P
K

N MILPITAS BL

S ABEL ST

S MILPITAS BL
Notes:

1.Zone1includespressurezonesSF1andVW1.Zone2
includeszonesSF2andVW2,whiletheHillsideincludes
zonesSF3andSF4.

2.ForAlternative1Operations,allturnoutsareoperational,
andpumpsoperateasneeded.

3.PertheCaliforniaPlumibngCode,serviceswhich
experiencepressuresexceeding80psiarerequiredtobe
fittedwithapressurereducingvalve.

4.TherecommendedmaximumpressureinZone1is80psi
atthecustomerserviceconnection.InZone2andthe
Hillside,therecommendedmaximumpressureis150psi
atthecustomerserviceconnection.
518
Item # 16.

Chapter 8
Evaluation of Existing Water System
N270- 60-19-16R-MP
8-12 City of Milpitas
Water Master Plan
June 2022
California Plumbing Code requires new services with pressures greater than 80 psi be fitted with a PRV.

West Yost recommends that the City verify that individual PRVs are installed on existing customer service laterals in high pressure areas (i.e., dark blue, light purple, and dark purple locations on Figure 8-2).

Alternatively, the City could install PRVs on potable water mains and create pressure sub-zones within the existing pressure zones; however, creation of pressure sub-zones would restrict the ability to move water between the existing zones and would reduce the fire flow availability.

Per Table 7-1, under normal conditions the maximum recommended velocities for transmission and distribution mains is 6 and 8 ft/s, respectively. Transmission mains are pipelines 16 inches or larger in diameter, while distribution mains are pipelines smaller than 16 inches in diameter. Under an existing ADD condition, almost all pipelines meet recommended velocity criteria. The only high-velocity pipeline segments are on either side of the Sunnyhills PRV. This 6-inch diameter stretch of pipe experiences velocities of

16.5 ft/s in the Base alternative and 9.0 ft/s in Alternative 1. The remaining pipes meet recommended velocity criteria, with velocities ranging from 0.01 ft/s to approximately 6.1 ft/s.

8.5.3 Peak Hour Demand Analysis
The hydraulic model was used to conduct a steady-state hydraulic analysis of the system during an existing PHD condition for each of the alternatives listed in Table 8-5. As shown in Table 8-1, the PHD for the existing water service area is approximately 18,011 gpm (25.9 mgd). Under PHD conditions, the recommended minimum pressure is 30 psi. Any services experiencing pressures less than 30 psi during a PHD condition would require an individual booster pump.

Results from the PHD simulations for Base and Alternative 1 operations are shown on Figure 8-3 and Figure 8-4, respectively. Figure 8-3 and Figure 8-4 are similar to Figure 8-1 and Figure 8-2, with distribution system locations color coded by pressure. Pressures are slightly higher for Alternative 1 (pumps on), but there are no significant differences in system performance based on operations. In both cases, there are no customer service locations with pressures below 30 psi.

Almost all distribution system pipelines meet velocity criteria under PHD conditions. The 6-inch diameter pipes on either end of the Sunnyhills PRV continue to experience high velocities: 25.5 ft/s in the Base alternative and 19.9 ft/s in Alternative 1. Pipelines at the Gibraltar facility and at the Sunnyhills and Main turnouts also see high velocities (8-12 ft/s). For the rest of the system, velocities range from 0.01 ft/s to approximately 7.8 ft/s.

8.5.4 Maximum Day Demand Analysis
The hydraulic model was used to conduct a steady-state hydraulic analysis of the system during an existing MDD condition for each of the alternatives listed in Table 8-5. As shown in Table 8-1, the MDD for the existing water service area is approximately 9,990 gpm (14.4 mgd). Under MDD conditions, the recommended minimum pressure is 40 psi. The same maximum pressure criteria apply as described in the ADD analysis, but since pressures would be higher under ADD conditions, system performance relative to maximum pressures is not discussed here.

Results from the MDD simulations for Base and Alternative 1 operations are shown on Figure 8-5 and Figure 8-6, respectively. As with figures for ADD and PHD demand conditions, distribution system locations are color coded by pressure. Pressures are slightly higher for Alternative 1 (pumps on), but there are no significant differences in system performance based on operations. In both cases, there are no customer service locations with pressures below 40 psi. 519
Item # 16.
0 1,5003,000
ScaleinFeet
Figure8-3
ExistingSystemPressures
PeakHourDemand
BaseOperations
CityofMilpitas
La
2020WaterMasterPlan
st Saved: 9/16/2020 4:40:51 PM N:\Clients\270 City of Milpitas\60-19-16 Water Master Plan\GIS\MXD\Fig8-3_PHD_Pressures_Base.mxd : rchu PeakHourPressure
Lessthan30psi
30psito50psi
50psito60psi
60psito70psi
70psito80psi
HighPressure(Zone1)
Greaterthan80psi
HighPressure(Zone2andHillside)
80psito150psi
Greaterthan150psi
Turnout
GroundwaterWell
PressureReducingValve
PumpStation
StorageReservoir
Pipeline
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
237
237
880
680
J
AC
K
L
I
N
R
D

PIEDMONT RD

MONTAGUE
EX

S PARK VICTORIA DR

N ABEL ST

W CALAVERAS BL

ESCUELA PK
E

CALAVERAS
B
L
DIXON

LANDING
RD

W MONTAGUE EX

N PARK VICTORIA DR GREAT MALL DR

TASMAN DR

CALAVERAS
RD

YOSEMITE DR
G
R
E
AT
MAL
L
P
K

N MILPITAS BL

S ABEL ST

S MILPITAS BL
Notes:

1.Zone1includespressurezonesSF1andVW1.Zone2
includeszonesSF2andVW2,whiletheHillsideincludes
zonesSF3andSF4.

2.ForBaseOperations,allturnoutsareoperational,andall
pumpsareturnedoff.

3.PertheCaliforniaPlumibngCode,serviceswhich
experiencepressuresexceeding80psiarerequiredtobe
fittedwithapressurereducingvalve.

4.TherecommendedmaximumpressureinZone1is80psi
atthecustomerserviceconnection.InZone2andthe
Hillside,therecommendedmaximumpressureis150psi
atthecustomerserviceconnection.
520
Item # 16.
0 1,5003,000
ScaleinFeet
Figure8-4
ExistingSystemPressures
PeakHourDemand
Alternative1Operations
CityofMilpitas
La
2020WaterMasterPlan
st Saved: 9/16/2020 4:42:32 PM N:\Clients\270 City of Milpitas\60-19-16 Water Master Plan\GIS\MXD\Fig8-4_PHD_Pressures_Alt1.mxd : rchu PeakHourPressure
Lessthan30psi
30psito50psi
50psito60psi
60psito70psi
70psito80psi
HighPressure(Zone1)
Greaterthan80psi
HighPressure(Zone2andHillside)
80psito150psi
Greaterthan150psi
Turnout
GroundwaterWell
PressureReducingValve
PumpStation
StorageReservoir
Pipeline
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
237
237
880
680
J
AC
K
L
I
N
R
D

PIEDMONT RD

MONTAGUE
EX

S PARK VICTORIA DR

N ABEL ST

W CALAVERAS BL

ESCUELA PK
E

CALAVERAS
B
L
DIXON

LANDING
RD

W MONTAGUE EX

N PARK VICTORIA DR GREAT MALL DR

TASMAN DR

CALAVERAS
RD

YOSEMITE DR
G
R
E
AT
MAL
L
P
K

N MILPITAS BL

S ABEL ST

S MILPITAS BL
Notes:

1.Zone1includespressurezonesSF1andVW1.Zone2
includeszonesSF2andVW2,whiletheHillsideincludes
zonesSF3andSF4.

2.ForAlternative1Operations,allturnoutsareoperational,
andpumpsoperateasneeded.

3.PertheCaliforniaPlumibngCode,serviceswhich
experiencepressuresexceeding80psiarerequiredtobe
fittedwithapressurereducingvalve.

4.TherecommendedmaximumpressureinZone1is80psi
atthecustomerserviceconnection.InZone2andthe
Hillside,therecommendedmaximumpressureis150psi
atthecustomerserviceconnection.
521
Item # 16.
0 1,5003,000
ScaleinFeet
Figure8-5
ExistingSystemPressures
MaximumDayDemand
BaseOperations
CityofMilpitas
La
2020WaterMasterPlan
st Saved: 9/16/2020 4:44:33 PM N:\Clients\270 City of Milpitas\60-19-16 Water Master Plan\GIS\MXD\Fig8-5_MDD_Pressures_Base.mxd : rchu MaximumDayPressure
Lessthan40psi
40psito50psi
50psito60psi
60psito70psi
70psito80psi
HighPressure(Zone1)
Greaterthan80psi
HighPressure(Zone2andHillside)
80psito150psi
Greaterthan150psi
Turnout
GroundwaterWell
PressureReducingValve
PumpStation
StorageReservoir
Pipeline
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
237
237
880
680
J
AC
K
L
I
N
R
D

PIEDMONT RD

MONTAGUE
EX

S PARK VICTORIA DR

N ABEL ST

W CALAVERAS BL

ESCUELA PK
E

CALAVERAS
B
L
DIXON

LANDING
RD

W MONTAGUE EX

N PARK VICTORIA DR GREAT MALL DR

TASMAN DR

CALAVERAS
RD

YOSEMITE DR
G
R
E
AT
MAL
L
P
K

N MILPITAS BL

S ABEL ST

S MILPITAS BL
Notes:

1.Zone1includespressurezonesSF1andVW1.Zone2
includeszonesSF2andVW2,whiletheHillsideincludes
zonesSF3andSF4.

2.ForBaseOperations,allturnoutsareoperational,andall
pumpsareturnedoff.

3.PertheCaliforniaPlumibngCode,serviceswhich
experiencepressuresexceeding80psiarerequiredtobe
fittedwithapressurereducingvalve.

4.TherecommendedmaximumpressureinZone1is80psi
atthecustomerserviceconnection.InZone2andthe
Hillside,therecommendedmaximumpressureis150psi
atthecustomerserviceconnection.
522
Item # 16.
0 1,5003,000
ScaleinFeet
Figure8-6
ExistingSystemPressures
MaximumDayDemand
Alternative1Operations
CityofMilpitas
La
2020WaterMasterPlan
st Saved: 9/16/2020 4:46:04 PM N:\Clients\270 City of Milpitas\60-19-16 Water Master Plan\GIS\MXD\Fig8-6_MDD_Pressures_Alt1.mxd : rchu MaximumDayPressure
Lessthan40psi
40psito50psi
50psito60psi
60psito70psi
70psito80psi
HighPressure(Zone1)
Greaterthan80psi
HighPressure(Zone2andHillside)
80psito150psi
Greaterthan150psi
Turnout
GroundwaterWell
PressureReducingValve
PumpStation
StorageReservoir
Pipeline
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
237
237
880
680
J
AC
K
L
I
N
R
D

PIEDMONT RD

MONTAGUE
EX

S PARK VICTORIA DR

N ABEL ST

W CALAVERAS BL

ESCUELA PK
E

CALAVERAS
B
L
DIXON

LANDING
RD

W MONTAGUE EX

N PARK VICTORIA DR GREAT MALL DR

TASMAN DR

CALAVERAS
RD

YOSEMITE DR
G
R
E
AT
MAL
L
P
K

N MILPITAS BL

S ABEL ST

S MILPITAS BL
Notes:

1.Zone1includespressurezonesSF1andVW1.Zone2
includeszonesSF2andVW2,whiletheHillsideincludes
zonesSF3andSF4.

2.ForAlternative1Operations,allturnoutsareoperational,
andpumpsoperateasneeded.

3.PertheCaliforniaPlumibngCode,serviceswhich
experiencepressuresexceeding80psiarerequiredtobe
fittedwithapressurereducingvalve.

4.TherecommendedmaximumpressureinZone1is80psi
atthecustomerserviceconnection.InZone2andthe
Hillside,therecommendedmaximumpressureis150psi
atthecustomerserviceconnection.
523
Item # 16.

Chapter 8
Evaluation of Existing Water System
N270- 60-19-16R-MP
8-17 City of Milpitas
Water Master Plan
June 2022
Almost all distribution system pipelines meet velocity criteria under MDD demand conditions. The 6-inch diameter pipes on either end of the Sunnyhills PRV experience high velocities: approximately 19.1 ft/s and

12.1 ft/s under Base and Alternative 1 operations, respectively. Also, on either side of the Gibraltar PRV, the 16-inch diameter pipes see velocities of 6.6 ft/s under Base operations. For the rest of the system, velocities range from 0.01 ft/s to approximately 7.7 ft/s.

8.5.5 Maximum Day Demand Plus Concurrent Fire Flow Analysis Based on existing land use of adjacent parcels and recommended fire flows in Table 7-1, fire flows were assigned to hydrant locations throughout the distribution system. Where a hydrant may serve multiple land uses (e.g., commercial and industrial), the higher fire flow was assigned. In total, fire flows were assigned to approximately 2,150 locations throughout the distribution system.

Fire flows were then simulated during an MDD condition using the hydraulic model. The hydraulic model conducts fire flow analyses by simulating a fire flow demand at one hydrant location and verifying whether the system can serve all other normal customer demands while maintaining desired residual pressures.

This is repeated for all hydrant locations within the distribution system. Hydrant locations meet recommended fire flows if they can deliver the recommended fire flow while maintaining a 20-psi residual system pressure. Note, this fire flow analysis reflects distribution system capacity, as individual hydrants and their associated losses are not modeled.

As discussed in Section 7.2.1, recommended fire flow criteria presented in Table 7-2 apply to future development and not existing system conditions. Much of the City’s distribution system is older and was designed to earlier fire flow standards in place at the time the pipelines were installed. Therefore, the existing system fire flow evaluation presents systemwide available fire flow and does not recommend pipeline improvements to increase existing fire flow capacity. However, the City can use these results to prioritize replacing smaller diameter pipelines to improve overall flows throughout the distribution system, which is why potential improvement projects are discussed below.

Fire flow analyses were performed independently for each pressure zone, with Zones 1 and 2 combined for each service area. It was assumed that only one fire event would occur at a time, which is standard industry practice. Results from MDD plus concurrent fire flow simulations for Base and Alternative 1 operations are shown on Figure 8-7 and Figure 8-8, respectively. Hydrant locations are represented by circles and color coded by fire flow availability, while parcels are shaded according to recommended fire flow. For example, a green circle adjacent to a purple parcel means that the distribution system can meet a 4,000 gpm fire flow at that location while maintaining 20 psi in the rest of the system.

System performance is similar for the two operational alternatives. With pumps off (Base alternative), 51 locations do not meet recommended fire flows, while 45 locations are below the fire flow criterion under Alternative 1. All “below criterion” locations in Alternative 1 are also flagged in the Base alternative, so pump operation improves fire flow availability for six locations. Since pumps could be off during a fire event, recommended improvements address all 51 below criterion locations identified in the Base alternative.

Before evaluating system improvements, West Yost examined each below criterion location to verify whether the recommended fire flow could be adequately served by multiple hydrants. Distributing the recommended fire flow among multiple hydrants reduces friction losses, because only a portion of the flow reaches the hydrant closest to the simulated fire. The remainder of the fire flow is delivered by an adjacent hydrant served by a shorter (or entirely different) pipeline path. These reduced friction losses can be significant, in some cases allowing otherwise below criterion locations to meet recommended fire flows. 524
Item # 16.
0 1,5003,000
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ExistingSystem
AvailableFireFlow
BaseOperations
CityofMilpitas
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st Saved: 11/20/2020 1:27:04 PM N:\Clients\270 City of Milpitas\60-19-16 Water Master Plan\GIS\MXD\Fig8-7_MDDFF_Base.mxd : rchu AvailableFireFlow
BelowRecommendedFireFlow
MeetsRecommendedFireFlow
Turnout
GroundwaterWell
PressureReducingValve
PumpStation
StorageReservoir
Pipeline
RecommendedFireFlow
1,500gpm
2,500gpm
3,000gpm
4,000gpm
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
#1
#2
#3
#4
#6
#5
#7
#8
237
237
680
880
J
A
C
K
L
I
N
R
D

PIEDMONT
RD

MONTAGUE
EX
S PARK

VICTORIA DR

N ABEL ST

ESCUELA PK
E

CALAVERAS
B
L

W MONTAGUE EX

N PARK VICTORIA DR GREAT MALL DR

TASMAN DR

CALAVERAS
RD

YOSEMITE DR
G
R
E
AT
MAL
L
P
K

N MILPITAS BL

S ABEL ST

S MILPITAS BL
Notes:

1.Theavailablefireflowshownisthemaximumflowavailable
whilemaintaining20psiresidualsystempressureduringa
maximumdaydemandcondition.

2.ForBaseOperations,allturnoutsareoperational,andall
pumpsareturnedoff.
525
Item # 16.
0 1,5003,000
ScaleinFeet
Figure8-8
ExistingSystem
AvailableFireFlow
Alternative1Operations
CityofMilpitas
La
2020WaterMasterPlan
st Saved: 11/20/2020 1:34:03 PM N:\Clients\270 City of Milpitas\60-19-16 Water Master Plan\GIS\MXD\Fig8-8_MDDFF_Alt1.mxd : rchu AvailableFireFlow
BelowRecommendedFireFlow
MeetsRecommendedFireFlow
Turnout
GroundwaterWell
PressureReducingValve
PumpStation
StorageReservoir
Pipeline
RecommendedFireFlow
1,500gpm
2,500gpm
3,000gpm
4,000gpm
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
237
237
880
680
J
AC
K
L
I
N
R
D

PIEDMONT RD

MONTAGUE
EX

S PARK VICTORIA DR

N ABEL ST

W CALAVERAS BL

ESCUELA PK
E

CALAVERAS
B
L
DIXON

LANDING
RD

W MONTAGUE EX

N PARK VICTORIA DR GREAT MALL DR

TASMAN DR

CALAVERAS
RD

YOSEMITE DR
G
R
E
AT
MAL
L
P
K

N MILPITAS BL

S ABEL ST

S MILPITAS BL
Notes:

1.Theavailablefireflowshownisthemaximumflowavailable
whilemaintaining20psiresidualsystempressureduringa
maximumdaydemandcondition.

2.ForAlternative1Operations,allturnoutsareoperational,
andpumpsoperateasneeded.
526
Item # 16.

Chapter 8
Evaluation of Existing Water System
N270- 60-19-16R-MP
8-20 City of Milpitas
Water Master Plan
June 2022
It was assumed that any location with another hydrant within the City’s hydrant spacing guidelines (500 feet for single family areas and 300 feet for all other areas) would qualify for delivering fire flows through multiple hydrants. If the qualifying hydrants could combine to deliver the recommended fire flow while maintaining a 20-psi residual system pressure, then the location was no longer considered below criterion” Of the 51 below criterion locations identified in the Base alternative, 13 met recommended fire flows after looking at multiple hydrants.

To organize discussion of the remaining below criterion locations, Figure 8-7 groups them into eight geographic areas. The recommended improvements for each area are discussed below. As mentioned earlier, each proposed project is assigned a CIP ID to simplify cross-referencing with Chapter 11. In general, to comply with the City’s design guidelines, the City should also consider upsizing any pipelines smaller than 6 inches in diameter that serve hydrants. These are also listed below. • Area No. 1
— Along Sussex Place, replace approximately 190 LF of 4-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-23)
• Area No. 2
— Along Milmont Drive between Dixon Landing Road and the ACWD intertie, replace approximately 910 LF of 8-inch and 10-inch diameter pipeline with 12-inch diameter pipeline (ECIP-PI-06)
• Area No. 3
— Along Calera Creek Heights Drive between approximately hydrants 4A-001 and 4A-005, replace approximately 1,480 LF of 6-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-26)
• Area No. 4
— Along Hanson Court, replace approximately 610 LF of 8-inch diameter pipeline with 12-inch diameter pipeline (ECIP-PI-05)
— Along Merz Court, replace approximately 430 LF of 4-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-21)
• Area No. 5
— Along Sinnott Lane, Bothelo Avenue, and East Carlo Street, replace approximately 1,730 LF of 6-inch and 8-inch diameter pipeline with 12-inch diameter pipeline (ECIP-PI-01)
— On Hammond Way near Tom Evatt Park, replace the (normally closed) isolation valve separating Zones VW1 and SF1 with an emergency pressure reducing valve (EPRV) to allow flows from Zone SF1 during a fire event along Hammond Way (ECIP-V-01).

Alternatively, the City can replace approximately 1,300 LF of 8-inch diameter pipeline with 12-inch diameter pipeline (ECIP-PI-02).
— Along Railroad Avenue between approximately hydrant 1A-355 and the southern end of Railroad Avenue, replace approximately 880 LF of 8-inch diameter pipeline with 12-inch diameter pipeline (ECIP-PI-07)
527
Item # 16.

Chapter 8
Evaluation of Existing Water System
N270- 60-19-16R-MP
8-21 City of Milpitas
Water Master Plan
June 2022
— For the below criterion locations near the western end of Corning Avenue, install a new isolation valve at the end of the existing Zone SF1 pipeline, immediately upstream of the tee connecting Zones VW1 and SF1. Should a fire occur at the adjacent industrial site, the City can open existing (normally closed) isolation valves (numbers 35 and 35100) to supplement flows to the area. The hydraulic model shows these locations meet recommended fire flows with this adjustment. The new isolation valve can be closed to maintain separation between Zones VW1 and SF1 (ECIP-V-02). Alternatively, the City can replace approximately 870 LF of 8-inch diameter pipeline with 12-inch diameter pipeline (ECIP-PI-03).
— Along South Abel Street between Sylvia Avenue and Corning Avenue, replace approximately 240 LF of 6-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-11) • Area No. 6
— Along Technology Drive between Murphy Ranch Road and the western end of Technology Drive, replace approximately 740 LF of 4-inch diameter pipeline with 12-inch diameter pipeline (ECIP-PI-04)
• Area No. 7
— Along Carlsbad Street between Carlsbad Court and Ben Rodgers Park, replace approximately 160 LF of 4-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-25)
— Along Pinard Street from Ridgemont Drive up to the Lee’s Orchard community, replace approximately 680 LF of 8-inch diameter pipeline with 12-inch diameter pipeline (ECIP-PI-16)
— Within the shopping center east of the intersection of South Park Victoria Drive and Landess Avenue, replace approximately 450 LF of 4-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-08)
• Area No. 8
— Along Greenwood Way between Pinewood Way and Fallen Leaf Drive, replace approximately 860 LF of 6-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-10)
• Pipelines less than 6 inches in diameter that serve hydrants — Along Santa Rita Drive near the intersection of Santa Rita Drive and Via Baja Drive, replace approximately 20 LF of 4-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-32)
— Along Calle del Prado, replace approximately 90 LF of 4-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-33)
— Along Kennedy Drive between Topham Court and Prada Drive, replace approximately 330 LF of 4-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-34) — Along Ramos Court, replace approximately 60 LF of 4-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-36)
— Along Stemel Court, replace approximately 50 LF of 4-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-37)
528
Item # 16.

Chapter 8
Evaluation of Existing Water System
N270- 60-19-16R-MP
8-22 City of Milpitas
Water Master Plan
June 2022
— Along Sepulveda Court, replace approximately 20 LF of 4-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-38)
— Along Berg Court, replace approximately 110 LF of 4-inch diameter pipeline with 8-inch diameter pipeline (ECIP-PI-39)

8.5.6 Emergency Outage Scenarios
The following emergency outage evaluations identify how well the distribution system functions without one or more key facilities. For reference, the outage scenarios consist of:
• SFPUC turnouts are offline
• VW turnout is offline
• SFPUC and VW turnouts are offline
• Power outage; all facilities without backup generators are offline • PRVs normally allowing flow between Zones 1 and 2 are offline Emergency outage scenarios are not intended to evaluate the adequacy of emergency water supplies, which is outside the scope of this master plan. Instead, these evaluations examine system pressures and fire flow availability during an MDD condition. To be conservative, storage reservoir levels are assumed to be at the minimum of normal operating range (see Table 3-4).

Since emergency scenarios assume certain facilities are offline, the corresponding evaluations do not examine system performance under Base and Alternative 1 operations. Besides the assumed outage, there are no additional operational restrictions. All facilities not assumed offline as part of the scenario are assumed to be operational.

Results for each emergency outage scenario are summarized below. Where presented, figures showing system performance during emergency outages are similar to non-emergency figures discussed above.

Distribution system locations are color coded by either pressure (for MDD evaluations) or fire flow availability (for fire flow evaluations).

8.5.6.1 Outage Scenario 1 – SFPUC Offline
This outage scenario assumes supply from SFPUC is unavailable, so the Sunnyhills, Calaveras, Main Street, and Intertie turnouts are offline. As a result, the City’s normally available potable water supply consists of VW (i.e., the Gibraltar turnout) and storage.

Figure 8-9 shows system pressures under MDD conditions in this outage scenario. Even without SFPUC turnout flows, the system is able to maintain adequate pressures. There are no customer service locations with pressures below 40 psi.

Fire flow availability is significantly hindered with SFPUC turnouts offline. As shown on Figure 8-10, in this outage scenario more than 260 locations do not meet recommended fire flows under this outage scenario.

Compared to normal operations, this is over 200 additional below criterion locations, most of which are in Zone SF2. This is due to the relatively small pumps at the Ayer pump station. While the Gibraltar (SF) pumps can serve Zone SF1 fire flows, the pumps at the Ayer pump station cannot deliver Zone SF2 fire flows. 529
Item # 16.
0 1,5003,000
ScaleinFeet
Figure8-9
ExistingSystemPressures
MaximumDayDemand
OutageScenario1
CityofMilpitas
La
2020WaterMasterPlan
st Saved: 9/16/2020 4:47:18 PM N:\Clients\270 City of Milpitas\60-19-16 Water Master Plan\GIS\MXD\Fig8-9_MDD_Pressures_Out_SF.mxd : rchu MaximumDayPressure
Lessthan40psi
40psito50psi
50psito60psi
60psito70psi
70psito80psi
HighPressure(Zone1)
Greaterthan80psi
HighPressure(Zone2andHillside)
80psito150psi
Greaterthan150psi
Turnout
GroundwaterWell
PressureReducingValve
PumpStation
StorageReservoir
Pipeline
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
237
237
880
680
J
AC
K
L
I
N
R
D

PIEDMONT RD

MONTAGUE
EX

S PARK VICTORIA DR

N ABEL ST

W CALAVERAS BL

ESCUELA PK
E

CALAVERAS
B
L
DIXON

LANDING
RD

W MONTAGUE EX

N PARK VICTORIA DR GREAT MALL DR

TASMAN DR

CALAVERAS
RD

YOSEMITE DR
G
R
E
AT
MAL
L
P
K

N MILPITAS BL

S ABEL ST

S MILPITAS BL
Notes:

1.Zone1includespressurezonesSF1andVW1.Zone2
includeszonesSF2andVW2,whiletheHillsideincludes
zonesSF3andSF4.

2.UnderOutageScenario1,allSFPUCturnoutsare
assumedtobeoutofservice.Potablewatersupply
consistsoftheVWturnoutandstoragereservoirs.
530
Item # 16.
0 1,5003,000
ScaleinFeet
Figure8-10
ExistingSystem
AvailableFireFlow
OutageScenario1
CityofMilpitas
La
2020WaterMasterPlan
st Saved: 11/20/2020 1:35:19 PM N:\Clients\270 City of Milpitas\60-19-16 Water Master Plan\GIS\MXD\Fig8-10_MDDFF_Out_SF.mxd : rchu AvailableFireFlow
BelowRecommendedFireFlow
MeetsRecommendedFireFlow
Turnout
GroundwaterWell
PressureReducingValve
PumpStation
StorageReservoir
Pipeline
RecommendedFireFlow
1,500gpm
2,500gpm
3,000gpm
4,000gpm
Berryessa
Cupertino
Fremont
SanJose
SantaClara
Sunnyvale
101
84 880
680
280
237
237
880
680
J
AC
K
L
I
N
R
D

PIEDMONT RD

MONTAGUE
EX

S PARK VICTORIA DR

N ABEL ST

W CALAVERAS BL

ESCUELA PK
E

CALAVERAS
B
L
DIXON