HomeMy WebLinkAbout2022-10-12 Utilities Advisory Commission Agenda PacketMATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE COMMISSION AFTER DISTRIBUTION OF THE AGENDA
PACKET ARE AVAILABLE FOR PUBLIC INSPECTION IN THE UTILITIES DEPARTMENT AT PALO ALTO CITY HALL, 250 HAMILTON AVE.
DURING NORMAL BUSINESS HOURS.
AMERICANS WITH DISABILITY ACT (ADA)
Persons with disabilities who require auxiliary aids or services in using City facilities, services or programs or who would like information on the
City’s compliance with the Americans with Disabilities Act (ADA) of 1990, may contact (650) 329-2550 (Voice) 24 hours in advance.
UTILITIES ADVISORY COMMISSION – SPECIAL MEETING
OCTOBER 12, 2022 – 6:00 PM
Community Meeting Room/ZOOM Webinar
NOTICE IS POSTED IN ACCORDANCE WITH GOVERNMENT CODE SECTION 54954.2(a) OR 54956
Supporting materials are available online at https://www.cityofpaloalto.org/gov/boards/uac/default.asp on Thursday, 5 days
preceding the meeting.
Join Zoom Webinar Here Meeting ID: 966 9129 7246 Phone: 1 (669) 900-6833
Pursuant to AB 361 Utilities Advisory Commission meetings will be held as “hybrid” meetings with the
option to attend by teleconference or in person. To maximize public safety while still maintaining
transparency and public access, members of the public can choose to participate from home or attend in
person. Members of the public who wish to participate by computer or phone can find the instructions
at the end of this agenda. Masks are strongly encouraged if attending in person. The meeting will be
broadcast on Cable TV Channel 26, live on Midpen Media Center at https://midpenmedia.org, and live
on YouTube at https://www.youtube.com/c/cityofpaloalto. Members of the public who wish to
participate by computer or phone can find the instructions at the end of this agenda.
I. ROLL CALL 6:00 pm – 6:05 pm
II. AGENDA REVIEW AND REVISIONS 6:05 pm – 6:10 pm
III. ORAL COMMUNICATIONS 6:10 pm – 6:25 pm
Members of the public are invited to address the Commission on any subject not on the agenda. A reasonable time
restriction may be imposed at the discretion of the Chair. State law generally precludes the UAC from discussing or
acting upon any topic initially presented during oral communication.
IV. APPROVAL OF THE MINUTES 6:25 pm – 6:30 pm
Approval of the Minutes of the Utilities Advisory Commission Meeting Held on September
14, 2022
IV. UNFINISHED BUSINESS
None
VI. UTILITIES DIRECTOR REPORT 6:30 pm – 6:45 pm
Chairman: Lauren Segal Vice Chair: A.C. Johnston Commissioners: John Bowie, Lisa Forssell, Phil Metz, Greg Scharff, and Loren Smith Council Liaison: Alison Cormack
MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE COMMISSION AFTER DISTRIBUTION OF THE AGENDA
PACKET ARE AVAILABLE FOR PUBLIC INSPECTION IN THE UTILITIES DEPARTMENT AT PALO ALTO CITY HALL, 250 HAMILTON AVE.
DURING NORMAL BUSINESS HOURS.
AMERICANS WITH DISABILITY ACT (ADA)
Persons with disabilities who require auxiliary aids or services in using City facilities, services or programs or who would like information on the
City’s compliance with the Americans with Disabilities Act (ADA) of 1990, may contact (650) 329-2550 (Voice) 24 hours in advance.
VII. NEW BUSINESS
1. Adoption of a Resolution Authorizing Use of Teleconferencing for Utilities Advisory
Commission Meetings During Covid-19 State of Emergency (ACTION 6:45 pm – 6:50 pm)
2. Discussion and Update of Sanitary Sewer Main Replacement Acceleration Alternatives
(DISCUSSION 6:50 pm – 7:20 pm)
3. Discussion and Presentation of 2018 Strategic Plan Implementation (DISCUSSION 7:20 pm
– 7:50 pm)
VIII. COMMISSIONER COMMENTS and REPORTS from MEETINGS/EVENTS
INFORMATIONAL REPORTS
Utilities Quarterly Report Update for Q4 of FY2022
IX. FUTURE TOPICS FOR UPCOMING MEETING
SUPPLEMENTAL INFORMATION - The materials below are provided for informational purposes, not for
action or discussion during UAC Meetings (Govt. Code Section 54954.2(a)(3)).
12-Month Rolling Calendar Public Letter(s) to the UAC
MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE COMMISSION AFTER DISTRIBUTION OF THE AGENDA
PACKET ARE AVAILABLE FOR PUBLIC INSPECTION IN THE UTILITIES DEPARTMENT AT PALO ALTO CITY HALL, 250 HAMILTON AVE.
DURING NORMAL BUSINESS HOURS.
AMERICANS WITH DISABILITY ACT (ADA)
Persons with disabilities who require auxiliary aids or services in using City facilities, services or programs or who would like information on the
City’s compliance with the Americans with Disabilities Act (ADA) of 1990, may contact (650) 329-2550 (Voice) 24 hours in advance.
PUBLIC COMMENT INSTRUCTIONS
Members of the Public may provide public comments to teleconference meetings via email,
teleconference, or by phone.
1. Written public comments may be submitted by email to
UACPublicMeetings@CityofPaloAlto.org.
2. Spoken public comments using a computer will be accepted through the
teleconference meeting. To address the Commission, click on the link below for the
appropriate meeting to access a Zoom-based meeting. Please read the following
instructions carefully.
• You may download the Zoom client or connect to the meeting in-browser. If
using your browser, make sure you are using a current, up-to-date browser:
Chrome 30+, Firefox 27+, Microsoft Edge 12+, Safari 7+. Certain functionality
may be disabled in older browsers including Internet Explorer.
• You will be asked to enter an email address and name. We request that you
identify yourself by name as this will be visible online and will be used to notify
you that it is your turn to speak.
• When you wish to speak on an agenda item, click on “raise hand.” The Attendant
will activate and unmute speakers in turn. Speakers will be notified shortly
before they are called to speak.
• When called, please limit your remarks to the time limit allotted.
• A timer will be shown on the computer to help keep track of your comments.
3. Spoken public comments using a smart phone use the telephone number listed below.
When you wish to speak on an agenda item hit *9 on your phone so we know that you
wish to speak. You will be asked to provide your first and last name before addressing
the Council. You will be advised how long you have to speak. When called please limit
your remarks to the agenda item and time limit allotted.
Join Zoom Webinar Here
Meeting ID: 966-9129-7246
City of Palo Alto (ID # 14833)
Utilities Advisory Commission Staff Report
Meeting Date: 10/12/2022 Report Type: IV. APPROVAL OF THE MINUTES
City of Palo Alto Page 1
Title: Approval of the Minutes of the Utilities Advisory Commission Meeting
Held on September 14, 2022
From: Director of Utilities
Lead Department: Utilities
The Minutes Packet will be a Late Packet Item.
Recommended Motion
Recommended Motion Staff recommends that the UAC consider the following motion:
Commissioner ______ moved to approve the draft minutes of the September 14, 2022 meeting
as submitted/Amended.
Commissioner ______ seconded the motion.
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City of Palo Alto (ID # 14815)
Utilities Advisory Commission Staff Report
Meeting Date: 10/12/2022 Report Type: VII. NEW BUSINESS
City of Palo Alto Page 1
Title: Adoption of a Resolution Authorizing Use of Teleconferencing for
Utilities Advisory Commission Meetings During Covid-19 State of Emergency
From: Director of Utilities
Lead Department: Utilities
Recommendation
Adopt a Resolution (Attachment A) authorizing the use of teleconferencing under Government
Code Section 54953(e) for meetings of the Utilities Advisory Commission (UAC) and its
committees due to the Covid-19 declared state of emergency.
Background
In February and March 2020, the state and the County declared a state of emergency due to
the Covid-19 pandemic. Both emergency declarations remain in effect.
On September 16, 2021, the Governor signed AB 361, a bill that amends the Brown Act,
effective October 1, 2021, to allow local policy bodies to continue to meet by
teleconferencing during a state of emergency without complying with restrictions in State
law that would otherwise apply, provided that the policy bodies make certain findings at
least once every 30 days.
AB 361, codified at California Government Code Section 54953(e), empowers local policy bodies
to convene by teleconferencing technology during a proclaimed state of emergency under the
State Emergency Services Act in any of the following circumstances:
(A) The legislative body holds a meeting during a proclaimed state of emergency, and
state or local officials have imposed or recommended measures to promote social
distancing.
(B) The legislative body holds a meeting during a proclaimed state of emergency for the
purpose of determining, by majority vote, whether as a result of the emergency,
meeting in person would present imminent risks to the health or safety of
attendees.
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City of Palo Alto Page 2
(C) The legislative body holds a meeting during a proclaimed state of emergency and has
determined, by majority vote, pursuant to subparagraph (B) (B), that, as a result of
the emergency, meeting in person would present imminent risks to the health or
safety of attendees. (Gov. Code § 54953(e)(1).)
In addition, Section 54953(e)(3) requires that policy bodies using teleconferencing reconsider
the state of emergency within 30 days of the first teleconferenced meeting after October 1,
2021, and at least every 30 days thereafter, and find that one of the following circumstances
exists:
1. The state of emergency continues to directly impact the ability of the
members to meet safely in person.
2. State or local officials continue to impose or recommend measures to
promote social distancing.
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City of Palo Alto Page 3
Discussion
At this time, the circumstances in Section 54953(e)( 1)(A) exist. The Santa Clara County Health
Officer continues to recommend measures to promote outdoor activity, physical distancing and
other social distancing measures, such as masking, in certain contexts. (See August 2, 2021
Order.) In addition, the California Department of Industrial Relations Division of Occupational
Safety and Health (Cal/OSHA) has promulgated Section 3205 of Title 8 of the California Code of
Regulations, which requires most employers in California, including in the City, to train and
instruct employees about measures that can decrease the spread of COVID-19, including
physical distancing and other social distancing measures.
Accordingly, Section 54953(e)(1)(A) authorizes the City to continue using teleconferencing for
public meetings of its policy bodies, provided that any and all members of the public who wish
to address the body or its committees have an opportunity to do so, and that the statutory and
constitutional rights of parties and the members of the public attending the meeting via
teleconferencing are protected.
To comply with public health directives and promote public safety, Palo Alto policy bodies
have been meeting via teleconference since March 2020. On September 27, 2021, the City
Council considered the format for future Council, committee, and Board and Commission
meetings. Council determined that beginning November 1, 2021, Council meetings would be
conducted using a hybrid format that allows Council Members and the public to decide
whether to attend in person, following masking and distancing protocols, or participate via
teleconference. Council directed that Council standing and ad-hoc committees and Boards
and Commissions would continue meeting via teleconference through March 2022.
Adoption of the Resolution at Attachment A will make the findings required by Section
54953(e)(3) to allow the continued use of teleconferencing for meetings of the Utilities
Advisory Commission (UAC) and its committees.
Attachments:
• Attachment A: Resolution
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NOT YET APPROVED
Resolution No. ____
Resolution Making Findings to Allow Teleconferenced Meetings Under California Government
Code Section 54953(e)
R E C I T A L S
A. California Government Code Section 54953(e) empowers local policy bodies to convene
by teleconferencing technology during a proclaimed state of emergency under the State Emergency
Services Act so long as certain conditions are met; and
B. In March 2020, the Governor of the State of California proclaimed a state of emergency
in California in connection with the Coronavirus Disease 2019 (“COVID-19”) pandemic, and that state
of emergency remains in effect; and
C. In February 2020, the Santa Clara County Director of Emergency Services and the
Santa Clara County Health Officer declared a local emergency, which declarations were
subsequently ratified and extended by the Santa Clara County Board of Supervisors, and
those declarations also remain in effect; and
D. On September 16, 2021, the Governor signed AB 361, a bill that amends the Brown Act
to allow local policy bodies to continue to meet by teleconferencing during a state of emergency
without complying with restrictions in State law that would otherwise apply, provided that the
policy bodies make certain findings at least once every 30 days; and
E. While federal, State, and local health officials emphasize the critical importance of
vaccination and consistent mask-wearing to prevent the spread of COVID-19, the Santa Clara County
Health Officer has issued at least one recommendation, on September 21, 2021 (available online here),
that public bodies meet remotely to the extent possible, in addition to recommendations issued
February 28, 2022,1 to continue social distancing measures, such as masking, in certain contexts; and
F. The California Department of Industrial Relations Division of Occupational Safety and
Health (“Cal/OSHA”) has promulgated Section 3205 of Title 8 of the California Code of Regulations,
which requires most employers in California, including in the City, to train and instruct employees
about measures that can decrease the spread of COVID-19, including physical distancing and other
social distancing measures; and
G. The Utilities Advisory Commission has met remotely during the COVID-19 pandemic and
can continue to do so in a manner that allows public participation and transparency while
minimizing health risks to members, staff, and the public that would be present with in-person
meetings while this emergency continues; now, therefore,
The Utilities Advisory Commission RESOLVES as follows:
1 available online at https://covid19.sccgov.org/order-health-officer-02-28-2022-rescission-of-face-covering-order
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NOT YET APPROVED
1. As described above, the State of California remains in a state of emergency due to the
COVID-19 pandemic. At this meeting, the Utilities Advisory Commission has considered the
circumstances of the state of emergency.
2. As described above, State and County officials continue to recommend measures
to promote physical distancing and other social distancing measures, in some
settings.
AND BE IT FURTHER RESOLVED, That for at least the next 30 days, meetings of the Utilities Advisory
Commission and its committees will occur using teleconferencing technology. Such meetings of the
Utilities Advisory Commission and its committees that occur using teleconferencing technology will
provide an opportunity for any and all members of the public who wish to address the body its
committees and will otherwise occur in a manner that protects the statutory and constitutional
rights of parties and the members of the public attending the meeting via teleconferencing; and, be
it
FURTHER RESOLVED, That the Utilities Advisory Commission staff liaison is directed to place a
resolution substantially similar to this resolution on the agenda of a future meeting of the Utilities
Advisory Commission within the next 30 days. If the Utilities Advisory Commission does not meet
within the next 30 days, the staff liaison is directed to place a such resolution on the agenda of the
immediately following meeting of the Utilities Advisory Commission.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
Staff Liaison Chair of Utilities Advisory Commission
APPROVED AS TO FORM: APPROVED:
City Attorney or designee Department Head
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City of Palo Alto (ID # 14610)
Utilities Advisory Commission Staff Report
Meeting Date: 10/12/2022 Report Type: VII. NEW BUSINESS
City of Palo Alto Page 1
Title: Discussion and Update of Sanitary Sewer Main Replacement
Acceleration Alternatives
From: Director of Utilities
Lead Department: Utilities
Recommendation
This item is for the Utilities Advisory Commission’s (UAC) information and discussion; no action
is requested. At the UAC’s April 2022 meeting, staff presented the need to increase the rate of
sewer main replacement from 1 mile per year to 2.5 miles per year in order to replace the
remaining 138 miles of sewer mains before they exceed their expected life. UAC Commissioners
expressed support for increasing the rate of sewer main replacement to 2.5 miles per year.
Staff seeks input from the UAC on how quickly to move to a 2.5 mile per year rate of sanitary
sewer main replacement given the associated impacts on customer wastewater collection
rates. The attached presentation describes four alternative approaches to accelerate the
sanitary sewer main replacement and illustrates the preliminary rate increase projections
needed to achieve the proposed main replacement for each alternative. Staff will continue to
update and refine these estimates in light of changing economic conditions, and the availability
of updated financial information from fiscal year end 2022.
Staff plans to bring this item to the Finance Committee in November for information and
discussion. Staff plans to then return to the UAC with Preliminary Financial Forecasts in
December and with proposed Financial Plans and rates in March of 2023.
Attachments:
• Attachment A: Presentation
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Sewer Capital Investment Needs
Utilities Advisory Commission
October 12, 2022 www.cityofpaloalto.org/fiscalsustainability1
•
CITY OF
PALO ALTO
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Wastewater Collection Infrastructure
•City’s sewer system came online in 1898
•216 miles of sewer mains in the collection system
•Council adopted a CIP/Infrastructure program in 1990
(CMR:183:0)
•36% or 78 miles of sewer mains have been replaced or
rehabilitated since the first project in 1992
•138 miles of sewer mains remain to be replaced
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Remaining sewer mains to be replaced or rehabilitated
138 miles of original pipe remaining:
•Installed between 1950s and 1970s
•Mainly VCP (Vitrified Clay Pipe) –life
expectancy of ~100 years in Palo Alto
•It will take 138 years to replace them
all at current rate of 1 mile per year
•1970 pipes would be 190 years old in
138 years
•Current rate of replacement is not
prudent to sustain
3
~CITY OF
~PALO ALTO
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Replacement rates over time:
•Past: ~ 2.5 miles/year (or 2.5 miles per SSR)
(annual project 1990-2020)
•Current: ~ 1 mile/year (or 2 miles per SSR)
(biennial project since 2021)
•Proposed: ~ 2.5 mile/year (or 5 miles per SSR)
(biennial project starting 2024 or 2026)
•To meet the 100-year replacement cycle, need to replace
remaining original pipes within 55 years or 2.5 miles per year
replacement rate (5 mi every other year)
•At the above rate, last pipe will be 107 years old assuming we go
to 2.5 miles / year replacement rate immediately.
Pipe Replacement Rate Needed
~CITY OF
~PALO ALTO
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•Estimate based on current construction cost to replace existing
sewer with high-density polyethylene pipe by open-trench or
pipe-bursting method
•Considered alternative technologies that line existing pipe
•Small diameter pipes not conducive to these alternative
technologies because the liner reduces capacity
•Alternative technologies do not have the durability of new
pipe –shorter life cycle for replacement
•Will continue to seek long-term solutions to infrastructure
challenges
What Did We Consider in Developing Costs?
~CITY OF
~PALO ALTO
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Rate Comparison to Other Utilities
66
•City of Palo Alto’s residential sewer rates are 28% below our
comparison cities and commercial are 8% above.
•A 2018 sewer rate survey found Palo Alto has lower monthly
single-family residential sewer rates than 25 agencies (22 San
Mateo County and three Santa Clara County)
•Other treatment plants around the Bay Area performing upgrades
which will likely result in higher rates
•No good comparator on collection system CIP -varies between
cities depending on condition assessment, rates of new
development, rehabilitation/replacement method and local
factors
~CITY OF
~PALO ALTO
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How do we fund 2.5 miles / year of investment?
Funding challenges:
•Need to increase rates for collection CIP.
•RWQCP investment already built into existing forecasts (below).
•Community still recovering economically from pandemic
Forecasted rate
increases at current
~1 mile per year
main replacement
~CITY OF
~PALO ALTO
$35
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How do we fund 2.5 miles / year of investment?
1.Immediate move to 2.5 miles per year (Construction in 2024)
Last sewer line replaced will be 107 years old
a)Pay-Go Financing: Substantial, short-term rate increases
b)Debt Financing: Use debt or state revolving fund (SRF) loan to
mitigate rate increases
2.Transition to 2.5 miles per year over four years (Construction in
2026)
Last sewer line replaced will be 109 years old
3.Transition to 2.5 miles slowly to keep rate increases low
(Construction in 2034)
Last sewer line replaced will be 113 years old
~CITY OF
~PALO ALTO
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Alternative 1a –Immediate Move to 2.5 mi/year
Pay-Go Finance 5-mile Project in FY 2024
Last pipe replaced is 107 years old
~CITY OF
~PALO ALTO
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•Collection Debt Service
□Collection Capital
□Collection Operations
•Treatment Capital & Debt
□Treatment Operations
-Revenue
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Alternative 1b –Immediate Move to 2.5 mi/year
Debt Finance 5-mile Project in FY 2024
Note: 6%rate increase
in FY 2024 if SRF loan
awarded for 5-mile
sewer replacement in
FY 2024
•Last pipe replaced is 107 years old
•By 2032 rates are 3% higher than for alternatives 1a or 2 due to debt issuance
~CITY OF
~PALO ALTO
$40
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N N N N N N N m m m 0 0 0 0 0 0 0 0 0 0 N N N N N N N N N N
Projected
•Collection Debt Service
□Collection Capital
□Collection Operations
•Treatment Capital & Debt
□Treatment Operations
-Revenue
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Alternative 2 –Transition to 2.5 mi/year Over
Four Years (2026)
Last pipe replaced is 109 years old
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Actual Projected
•Collection Debt Service
□Collection Capital
□Collection Operations
•Treatment Capital & Debt
□Treatment Operations
-Revenue
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Alternative 3 –Transition to 2.5 mi/year Slowly
to Keep Rate Increases Low (2034)
Last pipe replaced is 113 years old
~CITY OF
~PALO ALTO
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Actual Projected
Fiscal Year
•Collection Debt Service
□Collection Capital
□Collection Operations
•Treatment Capital & Debt
□Treatment Operations
-Revenue
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PROJECTED RATE CHANGES AND MONTHLY RESIDENTIAL
BILL IMPACT ($)
Alternative FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032
Alternative 1a (Immediate)6.69$ 6.16$ 2.30$ 2.39$ 2.49$ 2.59$ 2.02$ 2.08$ 2.14$
Alternative 1b (Immediate, Debt Finance)3.12$ 3.34$ 3.58$ 3.83$ 4.09$ 4.38$ 4.69$ 2.15$ 2.21$
Alternative 2 (4 Year Transition)4.02$ 4.38$ 4.77$ 4.62$ 1.87$ 1.93$ 1.99$ 2.05$ 2.11$
Alternative 3 (Transition Slowly)2.23$ 2.34$ 2.46$ 2.58$ 2.71$ 2.85$ 2.99$ 3.14$ 3.30$
% Rate Change FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032
Alternative 1a (Immediate)15% 12% 4% 4% 4% 4% 3% 3% 3%
Alternative 1b (Immediate, Debt Finance)7% 7% 7% 7% 7% 7% 7% 3% 3%
Alternative 2 (4 Year Transition)9% 9% 9% 8% 3% 3% 3% 3% 3%
Alternative 3 (Transition Slowly)5% 5% 5% 5% 5% 5% 5% 5% 5%
• .
CITY OF
PALO
ALTO
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PROJECTED RATE CHANGES AND MONTHLY NON-
RESIDENTIAL BILL IMPACT ($)
Commercial FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032
Alternative 1a (Immediate)17.49$ 16.09$ 6.01$ 6.25$ 6.50$ 6.76$ 5.27$ 5.43$ 5.59$
Alternative 1b (Immediate, Debt Finance)8.16$ 8.73$ 9.35$ 10.00$ 10.70$ 11.45$ 12.25$ 5.62$ 5.79$
Alternative 2 (4 Year Transition)10.50$ 11.44$ 12.47$ 12.08$ 4.89$ 5.04$ 5.19$ 5.35$ 5.51$
Alternative 3 (Transition Slowly)5.83$ 6.12$ 6.43$ 6.75$ 7.09$ 7.44$ 7.81$ 8.20$ 8.62$
Restaurant FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032
Alternative 1a (Immediate)104.41$ 96.06$ 35.86$ 37.30$ 38.79$ 40.34$ 31.47$ 32.41$ 33.38$
Alternative 1b (Immediate, Debt Finance)48.73$ 52.14$ 55.79$ 59.69$ 63.87$ 68.34$ 73.12$ 33.53$ 34.54$
Alternative 2 (4 Year Transition)62.65$ 68.29$ 74.43$ 72.12$ 29.21$ 30.08$ 30.99$ 31.92$ 32.87$
Alternative 3 (Transition Slowly)34.80$ 36.54$ 38.37$ 40.29$ 42.30$ 44.42$ 46.64$ 48.97$ 51.42$
% Rate Change FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032
Alternative 1a (Immediate)15% 12% 4% 4% 4% 4% 3% 3% 3%
Alternative 1b (Immediate, Debt Finance)7% 7% 7% 7% 7% 7% 7% 3% 3%
Alternative 2 (4 Year Transition)9% 9% 9% 8% 3% 3% 3% 3% 3%
Alternative 3 (Transition Slowly)5% 5% 5% 5% 5% 5% 5% 5% 5%
• .
CITY OF
PALO
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How do we fund 2.5 miles / year of investment?
1.Immediate move to 2.5 miles per year (Construction in 2024)
Last sewer line replaced will be 107 years old
a)Pay-Go Financing: 15% and 12% rate increases in FY 2024 and FY 2025
b)Debt Financing: 7% rate increases annually through FY 2030; rates will be
3% higher than Alternative 1a in 2032
2.Transition to 2.5 miles per year over four years (Construction in 2026)
Last sewer line replaced will be 109 years old
•Keep rate increases to 9% per year in FY 2024 to FY 2027
3 Transition to 2.5 miles slowly to keep rate increases low (Construction in 2034)
Last sewer line replaced will be 113 years old
•Keep rate increases to 5% per year
~CITY OF
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Preliminary Rate Projection
•Staff recommends Alternative 2: Raise rates over four years and
keep largest increase less than 10%
•Rates are projected to remain competitive compared to
surrounding agencies
•Last pipes replaced will be 109 years old, which is reasonable
but may require future adjustments
•Avoiding bond financing better aligns community decisions
with community impacts
•Rate increases of less than 10% are more likely to garner
political support
•Staff will continue to look for funding opportunities to offset costs (e.g.,
Infrastructure Investment and Jobs Act)
~CITY OF
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Benefits of Proposed Infrastructure Investment
•Proactive (rather than reactive) approach: Managing the entire
life cycle of our infrastructure is the appropriate time horizon
•Reduced frequency of sanitary sewer overflows: As sewer pipe
degrades, increased risk for sanitary sewer overflows which can
result in fines and other costs
•Mitigates impacts of sea level rise:Future rise in groundwater
elevations will increase infiltration and result in higher peak flows
at the RWQCP
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Next Steps
Information to be Presented Forum Requested Action Date
Wastewater CIP Investment Plan
UAC Feedback Oct 2022
Finance Feedback Nov 2022
Preliminary Financial Forecast
UAC Feedback Dec 2022
Finance Feedback Jan/Feb 2023
Final Financial Plans and Rates
UAC Recommend for
Approval Mar 2023
Finance Recommend for
Approval Apr 2023
Council Approval Jun 2023
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Request for UAC Feedback on Recommendation
Transition to 2.5 miles per year over four years
(Construction in 2026)
•Last sewer line replaced will be 109 years old
•Rate increase less than 10%
•No debt financing
~CITY OF
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City of Palo Alto (ID # 14832)
Utilities Advisory Commission Staff Report
Meeting Date: 10/12/2022 Report Type: VII. NEW BUSINESS
City of Palo Alto Page 1
Title: Discussion and Presentation of 2018 Strategic Plan Implementation
From: Director of Utilities
Lead Department: Utilities
Discussion
This is a discussion and update on the continued implementation of the 2018 Utilities Strategic
Plan (Staff Report No. 9022). The Utilities Strategic Plan identified four high priority focus
areas:
1. Workforce;
2. Collaboration;
3. Technology; and
4. Financials.
These four priorities reflect the needs of the organization and customers, and implement plans.
There are multiple priorities, and subsequent strategies and actions for each reported by the
status of completion:
1. Not started
2. In progress
3. Completed
Over time, some strategies and actions may become obsolete, modified, or added. These types
of changes will be grouped by
1. New – new strategies or actions added
2. Modified – existing strategies or actions which have been modified
3. Deleted – existing strategies or actions which are obsolete and no longer
applicable
Attachments:
• Attachmnet A: Presentation
3
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OCT 12, 2022 www.cityofpaloalto.org
UTILITIES STRATEGIC PLAN
Progress Update
.CITY OF
-PALO ALTO
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IMPLEMENTATION
2
The Utilities Strategic Plan (USP) was adopted in 2018. Implementation of the plan was organized by
Four priority focus areas (workforce, collaboration, technology, & finance/resources)
Specific strategies for each priority
Individual actions for each strategy (if any)
Priority 1: Workforce
Priority 2: Collaboration
Priority 3: Technology
Priority 4: Finance
Strategy 1.1
Strategy 1.2
Strategy 2.1
Strategy 2.2
Action
Action
Action
Action
Action
Action
Mission &
Strategic
Direction
~CITY OF
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PRIORITY 1
WORKFORCE
OCTOBER 12, 2022 www.cityofpaloalto.org
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PRIORITY 1:WORKFORCE MISSION & STRATEGIES
4
Mission
Create a vibrant & competitive environment that attracts, retains, & invests in a skilled & engaged workforce.
Strategies
•S1: Establish CPAU as an organization where employees are proud to work & recruit other strong performers.
•S2: Create a workplace that attracts & retains skilled employees.
•S3: Evaluate & consider alternative workforce solutions to achieve organizational business objectives.
~CITY OF
~PALO ALTO
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PRIORITY 1: WORKFORCE ACCOMPLISHMENTS
5
Accomplishments
•Established a system operators training program (S1)
•Training & career progression path developed for water/gas/wastewater engineering (S3)
•Created position vacancy tracking system to assist HR. (S2)
•Developed extensive list of places to advertise, an outreach strategy guide, & timeline for hiring managers. (S2)
•Executed engineering & construction contracts to augment Engineering, Electric Operations (S3)
•Hired three new Electric Engineers from Cal Poly San Luis Obispo (S2)
•Successfully implemented remote work schedule for specific workgroups (S3)
~CITY OF
~PALO ALTO
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PRIORITY 1: WORKFORCE INITIATIVES
6
Initiatives in Progress
•Applying training & career path template to other divisions (S1)
•Conduct employee satisfaction survey (S2)
•Promotion readiness evaluations underway (S2)
•Exploring digital recruitment ads (S2)
•Working on ways to share team-building ideas (S3)
•Daycare options (S3)
~CITY OF
~PALO ALTO
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PRIORITY 1:KPIs
7
Key Performance Indicator Goals
•Employee turnover rate < 10% by 2020 (3-yr average)
•90% of all positions filled annually; 100% of critical positions filled within 90 days
Turnover June 2020 June 2021 June 2022
Separations 14 16 19
3yr Avg Filled Positions 205 205 205
7%8%9%
Percentage Filled June 2020 June 2021 June 2022
Filled 208 207 202
Authorized FTE 244 245 248
85%84%81%
~CITY OF
~PALO ALTO
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PRIORITY 1: WORKFORCE STATISTICS
8
Past 3 Yrs of Recruitments
54 New Hires
94 Promotions
5 Hourly Conversions
3 Re-hires
25
20
15
10
5 4
0 111 1 111
2
1 a.I
Admin Customer
Support
Ac1TY OF
¥PALO ALTO
Vacancies by Division
22
18
11
9 -
4
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3
2
1 1 1 ~I• •••
Electric Electric Resource WGW WGW
Engineering Operations Management Engineering Operations
■ June 2020 ■June 2021 ■June 2022
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PRIORITY 2
COLLABORATION
OCTOBER 12, 2022 www.cityofpaloalto.org
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PRIORITY 2: COLLABORATION MISSION & STRATEGIES
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Mission
Collaborate with internal teams & external stakeholders to achieve our shared objectives of enhanced communication, coordination, education, & delivery of services.
Strategies
•S1: Increasing communication through active listening & engagement with the community enhances customer satisfaction & community trust & will help us deliver programs & content based on community desires.
•S2: Strengthening coordination & integration across City departments aligns Utilities & City goals while improving performance & efficiency.
•S3: Fostering a culture of cooperative work within Utilities improves productivity & awareness & underst&ing of our common goals.
•S4: Collaborating with government, trade, & regional agencies enhances our sphere of influence, allows us to identify common ground, & leverage economies of scale.
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PRIORITY 2: COLLABORATION ACCOMPLISHMENTS
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•S1: Community focus
•Fall 2021:Hosted series of Sustainability & Climate Action Plan (S/CAP) Ad Hoc committee public webinars.
•Oct 2021:Launched online Fiber Optics "Hub" to engage community in fiber-to-the-premises (FTTP)discussions.
•June 2022: Due to drought, adopted City's water shortage contingency plan to implement water use restrictions for conservation goals.
•S2: Interdepartmental focus
•May 2022: Coordinated efforts between SunShares solar group-buy program installer & Planning & Development Services (PDS) to
review &streamline solar & battery storage permitting process.
•Jun 2022:Fiber optics team & City Manager's Office collaborated with consultant on community survey for market potential for FTTP.
•Spring 2022:Collaborated with PDS on Green Building (Reach Code)requirements for the 2023-2025 building code cycle.
•S3: Intradepartmental focus
•Weekly meetings with Electric Engineering & Operations to coordinate building electrification & grid distribution system upgrades.
•Began One Water Plan contract with consultant for evaluation of long-term water resources resiliency & supply management.
•S4: Government & outside agencies focus
•Monthly meetings with CMUA Legislative Committee, partner agencies Valley Water & Bay Area Water Supply & Conservation Agency
on drought & water supply topics, CMUA & regional energy POUs regarding Wildfire Safety.
•Entered into new cost sharing agreement with Valley Water with increased water conservation rebate amounts, effective July 1.
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PRIORITY 2: COLLABORATION INITIATIVES
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Initiatives in Progress
•S1: Community focus
•Hosting "Making Better Choices in Your Home" event Oct 15 about sustainability & beneficial electrification.
•Planning series of water & energy workshops, both in-person & virtual, for Fall 2022 through 2023.
•S2: Interdepartmental focus
•Continuing collaboration with Planning & Development Services on Reach Codes development.
•Working with Public Works Department to identify electrification potential in City facilities.
•S3: Intradepartmental focus:
•Ready to launch WaterSmart Portal, Home Water Report program,&MyCPAU Single-Sign On feature.
•Coordinating customer service & outreach efforts for launch of Advanced Metering Infrastructure (AMI) program & new Outage Management System (OMS).
•S4: Government & outside agencies focus
•Collaborating with educational institutions & companies to attract local c&idates for CPAU positions.
•Regional coordination for response to climate change impacts including drought, wildfires,& shift from fossil fuels.
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PRIORITY 2: COLLABORATION KPIs
13
Key Performance Indicator Goals
•50% or higher customer awareness for customers affected by CPAU’s key programs/initiatives (S1)
•2021 CMUA/RKS survey results, “Usage of Customer Programs:"53% consulting home audits
•85% or higher “excellent/good” rating in annual customer satisfaction survey (S1)
•2021 CMUA/RKS survey results, “Satisfaction with Customer Programs:"67% overall satisfaction 2021 (compared to 76% in 2018 & 77% in 2016).
•Note the survey followed a series of power outages.
•80% or more actions which were initiated under Collaboration have been completed or are in progress this Fiscal Year (S2, S3)
•>50% complete, <50% in progress.
•Revising KPIs since 2018 adoption.
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PRIORITY 2: COLLABORATION STATISTICS
14
CPAU customer ratings decreased during the end of the p&emic. However, ratings
were still slightly higher than statewide averages (according to CMUA survey)
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~CITY OF
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PRIORITY 3
TECHNOLOGY
OCTOBER 12, 2022 www.cityofpaloalto.org
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PRIORITY 3: TECHNOLOGY MISSION & STRATEGIES
16
Mission
Invest in & utilize technology to enhance the customer experience & maximize operational efficiency.
Strategies
•S1: Finalize & implement technology road map to clearly identify CPAU’s short-term & long-term goals, reflect customer & operational needs, prioritize projects & guide decisions.
•S2: Deploy AMI to increase reliability, enhance customer service, & improve response time.
•S3: Invest in technology infrastructure to enhance customer engagement & satisfaction.
•S4: Implement technologies to improve response time, security & operational efficiency.
•S5: Ensure & empower employees with current technologies to perform work efficiently.
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PRIORITY 3: TECHNOLOGY ACCOMPLISHMENTS, INITIATIVES, KPIs
17
Accomplishments from 2019 thru FY 2022
•MyCPAU-new customer engagement & account management website -Apr’20 (S3)
•City completed phase 1 of SAP ERP upgrade –Dec ‘21 (S1)
•Installed AMI base stations & meter data collectors –Aug’22 (S2)
Initiatives in Progress
•Complete engineering design for fiber backbone & fiber-to-the premise –Oct’22 (S3)
•Implement S/CAP initiatives: EV infrastructure, Heat Pump Water Heaters –Jan’23 (S3)
•Phase 2 of SAP upgrade including on-bill financing & business process automation –Jan-Jun’23 (S1)
•Deploy 3,000 advanced electric, gas & water meters during beta phase -Jan-Mar‘23(S2)
•Implement new outage management system with enhanced notifications –Jun’23 (S3)
•Migrate Electric Utility to new ESRI GIS system –Jun’23(S4)
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PRIORITY 3: TECHNOLOGY KPIs
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Key Performance Indicator Goals
•Increase MyCPAU customer website users 10% utilization by 5% each year
•Paperless tools for field support staff: 50% by Dec 2018 / 90% by Dec 2019
MyCPAU FY 2020 FY 2021 FY 2022 Y/Y % Goal
1. Utilities Accounts Registered (Active)19,604 22,618 23,828
Y/Y % Change -15.4%5.3%5%
2. # of Paperless Utilities Accounts 5,096 6,696 7,195
Y/Y % Change -31.4%7.5%10%
Division FY 2019 FY2020 FY 2021 FY 2022
Engineering 25%33%40%50%
Operations 50%65%65%75%
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PRIORITY 3: TECHNOLOGY ROADMAP
19~CITY OF
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2025+
Utility Bill Redesign
Customer Information System
GIS ESRI
Advanced Metering Infrastructure, Time of Use Rates
Demand Energy Response: EV, HPWH
MyCPAU -Leak Detection, Outage Map
2023
Outage Management System
Fiber Management System
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PRIORITY 4
FINANCE & RESOURCE OPTIMIZATION
OCTOBER 12, 2022 www.cityofpaloalto.org
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PRIORITY: FINANCE & RESOURCES
21
Mission
We must manage our finances optimally & use resources efficiently to meet our customers’ service priorities.
Strategies
•S1: Review & update (as needed) Water/Gas/Wastewater infrastructure maintenance & replacement program & establish regular reporting for senior management & policy makers
•S2: Develop financial planning processes that provide stability & clear communication of service priorities & the cost of achieving those priorities.
•S3: Review & update (as needed) Electric infrastructure maintenance & replacement program & establish regular reporting for senior management & policy makers
•S4: Achieve a sustainable & resilient energy & water supply to meet community needs
•S5: Engage stakeholders & define CPAU’s role in supporting & facilitating community resiliency
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PRIORITY 4: FINANCE ACCOMPLISHMENTS
22
Accomplishments from 2019 thru FY 2022
•(S1) –Developed & began delivering an infrastructure report once per year for each utility as part of the quarterly report.
•(S2) –Completed a water benchmarking study, brought on consultants who can complete future studies
•(S2) –Established & funded capital improvement reserves for two utilities
•(S4) –Adopted an Electric Integrated Resource Plan & did several studies of recycled water culminating in an agreement with Valley Water
•(S5) –Held resiliency workshops with the community & completed several follow-up actions
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PRIORITY 4: FINANCE INITIATIVES, & KPIs
23
Initiatives in Progress
•(S1) –Evaluating sewer system replacement rates against needs identified in investment plan, developing plan to increase investment
•(S2) –Improving capital budgeting practices to reduce impact of capital investment variability on rates & reserves
•(S3) –Commencing an electric grid modernization effort, starting with a study targeted for completion in 2022
•(S4) –Collaborating on various inter-departmental efforts (Sustainability & Climate Action Plan, OneWater Plan)
•(S5) –Pursuing second transmission line to increase resiliency, undergrounding of lines in the Foothills to mitigate potential wildfire risks
Key Performance Indicator Goals (optional)
•Maintain average (e.g.median) or below residential & commercial utility bills as compared to surrounding benchmark utilities & communities.
•Capital investment & maintenance plans established & up to date for all utilities (8 plans)
•Complete 100% of planned capital replacement per long-term investment plan
•Complete 100% of planned maintenance annually per maintenance plan
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PRIORITY 4: FINANCE STATISTICS
24
Status of maintenance & capital plans:
Utility Capital Plan up to date?Maintenance Plan up to date?
Electric Update in progress Update in progress
Gas
Water Update in progress
Wastewater Update in progress
$500
$400
$300
$200
$100
$0
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Alto T Menlo
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Palo Alto Monthly Residential Bill Comparison
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View
-Refuse -Gas -Water -Electric -Wastewater - - -Non-PA Average
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Santa
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Presenter: Dean Batchelor
Moderator: Alex Harris
P1 Lead: Anna Vuong
P2 Lead: Catherine Elvert
P3 Lead: Dave Yuan
P4 Lead: Jonathan Abendschein
CITY OF
PALO
ALTO
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City of Palo Alto (ID # 14652)
Utilities Advisory Commission Staff Report
Meeting Date: 10/12/2022 Report Type: INFORMATIONAL REPORTS
City of Palo Alto Page 1
Title: Utilities Quarterly Report Update for Q4 of FY2022
From: Director of Utilities
Lead Department: Utilities
Executive Summary
Linked below for the Utilities Advisory Commission’s information is an update on water, gas,
electric, wastewater collection and fiber utilities, efficiency programs, legislative/regulatory
issues, utility-related capital improvement programs, operations reliability impact measures
and a utility financial summary. This updated report (Linked Document) has been prepared to
keep the Council and Utilities Advisory Commission apprised of the major issues that are facing
the water, gas, electric, wastewater collection and fiber utilities. A separate quarterly report on
the Utilities’ financial position is prepared when the City closes its books for the quarter.
Items of special interest in this report are summarized below:
COVID-19 Impacts: Behavior changes resulting from COVID-19 continue to impact loads in FY
2022:
• FY 2022 actual electric sales were the same as projections, and revenues were about 0.5%
higher than projections. (Section 1.5.1)
• Gas utility demand for FY 2022 was 1.4% higher than forecasted in the FY 2022 Financial
Plan. But actual sales revenue was 19.4% higher than forecasted. The higher revenue was
due to increases in the market price of gas commodity which is passed through to
customers. (Section 2.5.1)
• Water demand for FY 2022 was 1% lower than forecasted, and revenues were about the
same as the FY 2022 financial plan. Increased water conservation may further impact
revenue and reserve levels. (Section 3.5.1)
• Wastewater revenues have not been significantly affected by the pandemic.
Vacancies and Staffing – Appendix B
• The Utilities Department had 46 vacant positions out of 248 authorized positions or an
18.5% vacancy rate at the end of August 2022. 32 of the 46 vacancies are in Electric
Operations (24 FTEs) and Electric Engineering (8 FTEs) which translates to a 29% vacancy
rate in the Electric utility.
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• CPAU will continue to seek third party contracts and develop apprenticeship programs for
some of the difficult-to-fill positions until the positions are filled and staff is trained.
Electric Utility:
• Output from the City’s hydroelectric resources is low. Total actual hydropower for FY 2022
was 230 GWh, which is 251 GWh (48%) below the long-term average. (Section 1.1.2)
• REC sales for CY 2022 resulted in $0.83M in net revenue. (Section 1.1.3)
• A number of construction projects are in the design phase with construction due to begin in
2022. (Section 1.2)
• Electric sales for FY22 were about the same as projected, and revenue was about 0.5%
higher. (Section 1.5)
Gas Utility:
• Gas prices remain high, but customer bills were less impacted over the warmer months.
(Section 2.5.2)
• A gas main replacement project is currently in progress (GS-13001) and the City is in the
midst of a two-year inspection project to find cross bores. (Section 2.2)
Water Utility:
• January through March 2022 was the driest on record for the Hetch Hetchy gauge. System
storage is below normal but in better shape than most reservoirs in the state. (Section 3.1)
• In August 2021, the state curtailed diversions on the Tuolumne River. In response, the
SFPUC filed a lawsuit and is applying for a health and safety exemption because per capita
use on the system is extremely low. From October 2021 through May 2022, the State Board
suspended the curtailments and reinstated them on June 8, 2022. (Section 3.1)
• On May 24, 2022, Palo Alto’s water supplier, the San Francisco Public Utilities Commission
adopted a systemwide voluntary water use reduction of 11% compared to baseline water
use during FY 2019-2020. This increased Palo Alto’s voluntary water purchase cutback level
from about 8% to 10% beginning in July. (Section 3.1)
• In June, City Council approved restricting potable irrigation of ornamental landscapes and
lawns to 2 days per week, except to ensure the health of trees and other perennial non-turf
plantings. (Section 3.1)
• Water sales were 31.0% lower than forecasted in the FY22 financial plan. Staff projects that
with expected revenues and expenses together with transfers from the CIP Reserve, the
Operations Reserve will remain at the maximum guideline level at the beginning of FY 2022
and will reach approximately target levels by the end of FY 2023. (Section 3.5)
Wastewater Utility:
• An overview of the status of the Regional Water Quality Control Plant (RWQCP)
rehabilitation projects is provided, including an overview of the financing plan for the
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projects. The first project to begin construction will be the primary sedimentation tank
rehabilitation. (Section 4.1)
• A sewer system rehabilitation project (SSR 30) was approved by Council on December 31,
2021. Construction started in March 2022 and is expected to be complete in November
2022. (Section 4.2)
• Wastewater Utility revenue for Q3 FY22 was 1.3% lower than budget. (Section 4.4)
Fiber Utility:
• Magellan Advisors has completed 90% of the engineering design for the fiber backbone and
fiber-to-the-home (FTTH) which includes designs for running overhead and underground
lines and route optimization. As a result of the engineering design, Magellan has identified
approximately $10.2 million in construction savings from shared trenching if both networks
were built in parallel. (Section 5.1)
• Fiber revenues for FY 2022 was $3.3 million, which is $0.3 million or 8.3% below the revised
revenue forecast of $3.6 million. Compared to pre-pandemic revenues, FY 2022 fiber sales
are anticipated to be $1.2 million or 26.7% below FY 2020 fiber sales of $4.5 million. Staff
projects annual fiber revenues will return to pre-pandemic level of $4.5 million by FY 2024.
(Section 5.4)
• Projected ending FY 2022 Fiber Optic Reserve is $34.0 million. (Section 5.4.2)
Customer Programs (Section 6):
• On June 6, 2022, the CPAU launched a new Business Energy Advisor program to assist
business customers with the implementation of energy efficiency and water-savings
measures. This program aims to help businesses lower their energy and water bill while
improving the health and comfort of the building occupants. (Section 6.1.1)
• The City continues to promote its multi-family and workplace EV charger programs. See
Section 6.1.2 for more detail.
Communications: A digest of major outreach efforts is provided in Section 7, including outreach
related to drought, the public safety power shutoff program in the Foothills, and utility scams.
Legislative and Regulatory: Major legislative and regulatory items are summarized in Section 8.
Attachments:
• Attachment A: Utilities Quarterly Report FY22-Q4
• Attachment B: Water Infrastructure Status Report CY21 FINAL
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Utilities Quarterly Update
Fourth Quarter of Fiscal Year 2022
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1 Utilities Quarterly Update: Fourth Quarter of Fiscal Year 2022
October 12, 2022
Table of Contents
1 ELECTRIC UTILITY 4
1.1 ELECTRICITY SUPPLY AND TRANSMISSION 4
1.1.1 Forecasted Supply Costs 4
1.1.2 Hydroelectric Conditions 5
1.1.3 REC Exchange Program 5
1.1.4 Renewable Energy Procurement 6
1.2 CAPITAL IMPROVEMENT PLAN STATUS 6
1.3 RATE AND BILL COMPARISONS 7
1.4 RELIABILITY 7
1.5 FINANCIAL HEALTH 8
1.5.1 Sales Forecasts vs. Actuals 8
1.5.2 Financial Position 8
2 GAS UTILITY 10
2.1 GAS SUPPLY AND TRANSMISSION 10
2.1.1 Actual and Forecasted Supply Costs 10
2.1.2 Carbon Neutral Gas Program 11
2.1.3 Cap and Trade Program 12
2.1.4 Gas Transmission Line Capacity Valuation 13
2.1.5 Gas Prepay Valuation 14
2.2 CAPITAL IMPROVEMENT PLAN STATUS 14
2.3 RATE AND BILL COMPARISONS 14
2.4 RELIABILITY 14
2.5 FINANCIAL HEALTH 15
2.5.1 Sales Forecasts vs. Actuals 15
2.5.2 Financial Position 16
3 WATER UTILITY 17
3.1 WATER SUPPLY AND TRANSMISSION 17
3.2 CAPITAL IMPROVEMENT PLAN STATUS 20
3.3 RATE AND BILL COMPARISONS 20
3.4 RELIABILITY 20
3.5 FINANCIAL HEALTH 21
3.5.1 Sales Forecasts vs. Actuals 21
3.5.2 Financial Position 21
4 WASTEWATER UTILITY 23
4.1 WASTEWATER TREATMENT UPDATES AND CAPITAL PLANNING STATUS 23
4.1.1 Treatment Cost Trends 23
4.1.2 Regional Water Quality Control Plant Capital Planning Status 24
4.2 COLLECTION SYSTEM CAPITAL IMPROVEMENT PLAN STATUS 25
4.3 RATE AND BILL COMPARISONS 25
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2 Utilities Quarterly Update: Fourth Quarter of Fiscal Year 2022
October 12, 2022
4.4 FINANCIAL HEALTH 25
4.4.1 Sales Forecasts vs. Actuals 25
4.4.2 Financial Position 26
5 FIBER UTILITY 27
5.1 FIBER UTILITY STRATEGIC PLANNING 27
5.2 CAPITAL IMPROVEMENT PLAN STATUS 27
5.3 RELIABILITY 28
5.4 FINANCIAL HEALTH 28
5.4.1 Fiber Sales 28
5.4.2 Financial Position 28
6 CUSTOMER PROGRAMS (EFFICIENCY AND SUSTAINABILITY) 29
6.1 CUSTOMER PROGRAMS UPDATES 29
6.1.1 Energy and Water Efficiency 29
6.1.2 Electric Vehicles 31
6.1.3 Building Electrification 35
6.2 FUNDING SOURCES FOR EMISSIONS REDUCTIONS 36
6.2.1 Low Carbon Fuel Standard (LCFS) Program 36
6.2.2 Cap and Trade Program, Revenue from Allocated Allowances 36
6.2.3 Electric Public Benefit Funds 37
6.3 INNOVATION AND PILOT PROGRAMS 37
6.3.1 Academic Collaborations 38
6.3.2 Completed Projects 38
7 COMMUNICATIONS 39
8 LEGISLATIVE AND REGULATORY ACTIVITY 41
8.1 STATE LEGISLATION 41
8.2 STATE REGULATORY PROCEEDINGS 43
8.2.1 Energy Commission 43
8.2.2 State Water Resources Control Board 43
8.2.3 Air Resources Board 43
8.2.4 Natural Resources Agency 43
9 APPENDIX A: ENERGY RISK MANAGEMENT PROGRAM 45
9.1 OVERVIEW OF HEDGING PROGRAMS 45
9.2 OVERVIEW OF ENERGY RISK MANAGEMENT PROGRAM 45
9.3 FORWARD DEALS 45
9.4 MARKET EXPOSURE 46
9.5 TRANSACTION COMPLIANCE 46
10 APPENDIX B: STAFFING AND VACANCIES 47
11 APPENDIX C: WATER UTILITY ANNUAL INFRASTRUCTURE MAINTENANCE AND REPLACEMENT REPORT 48
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3 Utilities Quarterly Update: Fourth Quarter of Fiscal Year 2022
October 12, 2022
Figures
FIGURE 1: FY 2022 FINANCIAL PLAN SUPPLY COST FORECAST VS. ACTUALS ................................................................................................ 4
FIGURE 2: HYDRO GENERATION FY 2021-22 ACTUALS (GWH) ................................................................................................................ 5
FIGURE 3: RESIDENTIAL MONTHLY ELECTRIC BILL COMPARISON (EFFECTIVE 6/1/2022, $/MO.)..................................................................... 7
FIGURE 4: ELECTRIC OUTAGE RELIABILITY, FY 2022 ................................................................................................................................ 7
FIGURE 5: ELECTRIC SALES VOLUME (KWH), FY 2022-Q4....................................................................................................................... 8
FIGURE 6: ELECTRIC SALES REVENUE ($), FY 2022-Q4 ........................................................................................................................... 8
FIGURE 7: GAS SUPPLY COMMODITY RATES ($/THERM), FY 2018-23 .................................................................................................... 10
FIGURE 8: GAS SUPPLY COSTS ($), ACTUAL VS BUDGET, FY 2022-Q4 ..................................................................................................... 11
FIGURE 9: OFFSET PORTFOLIO COMPOSITION ...................................................................................................................................... 11
FIGURE 10: OFFSET PROJECT DESCRIPTIONS ........................................................................................................................................ 12
FIGURE 11: ESTIMATED CAP AND TRADE COSTS ................................................................................................................................... 13
FIGURE 12: RESIDENTIAL NATURAL GAS BILL COMPARISON ($/MONTH) ................................................................................................... 14
FIGURE 13: GAS SERVICE INTERRUPTIONS, FY 2022 ............................................................................................................................. 15
FIGURE 14: GAS SALES VOLUME (THERMS), FY 2022-Q4 ..................................................................................................................... 15
FIGURE 15: GAS SALES REVENUE ($), FY 2022-Q4 ............................................................................................................................. 15
FIGURE 16: REGIONAL WATER SYSTEM STORAGE ................................................................................................................................. 18
FIGURE 17: SFPUC WATER DELIVERIES .............................................................................................................................................. 19
FIGURE 18: RESIDENTIAL WATER BILL COMPARISON ($/MONTH) ............................................................................................................ 20
FIGURE 19: WATER SERVICE INTERRUPTIONS, FY 2022 ......................................................................................................................... 20
FIGURE 20: WATER SALES VOLUME (CCF), FY 2022-Q4 ...................................................................................................................... 21
FIGURE 21: WATER SALES REVENUE ($), FY 2022-Q4 ......................................................................................................................... 21
FIGURE 22: PALO ALTO’S SHARE OF ESTIMATED WASTEWATER TREATMENT EXPENSES (PROJECTION AND PLANNED CIP) .................................. 24
FIGURE 23: CURRENT RWQCP CAPITAL WORK IN-PROGRESS (INFORMATION FROM RWQCP JUNE 2022 PARTNERS MEETING) ....................... 24
FIGURE 24: RESIDENTIAL WASTEWATER BILL COMPARISON ($/MONTH) ................................................................................................... 25
FIGURE 25: WASTEWATER SALES REVENUE ($), FY 2022-Q4 ................................................................................................................ 26
FIGURE 26: EV TECHNICAL ASSISTANCE PROGRAM (EVTAP), CUMULATIVE PROGRESS REPORT (NOVEMBER 2019 - JULY 2022) ....................... 33
FIGURE 27: SCHEDULE OF CPAU WORKSHOPS AND EVENTS, MAY - JULY 2022 ......................................................................................... 34
FIGURE 28: STATUS TO DATE OF ALL APPLICATIONS TO THE PROGRAM FOR EMERGING TECHNOLOGIES ............................................................ 38
FIGURE 29: ELECTRIC ENERGY CONTRACTS .......................................................................................................................................... 45
FIGURE 30: GAS CONTRACTS ............................................................................................................................................................ 46
FIGURE 31: ELECTRIC LOAD RESOURCE BALANCE, APRIL 2022 - MARCH 2025 .......................................................................................... 46
FIGURE 32: UTILITIES VACANCIES AND RECRUITMENTS BY DIVISION, UP TO Q4 FY 2022 ............................................................................. 47
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4 Utilities Quarterly Update: Fourth Quarter of Fiscal Year 2022
October 12, 2022
1 Electric Utility
The City’s electric utility serves all residential and non-residential gas demands in Palo Alto at a lower cost than
PG&E in surrounding communities. Its electric supply portfolio is 100% carbon neutral. The City maintains and
operates an electric distribution system and one small natural gas generator but does not operate any
transmission lines or any significant generating capacity on its own. Instead, the City belongs to Northern
California Power Agency (NCPA) which operates its Calaveras hydroelectric generating plant and provides power
scheduling services for its other generating resources. This carbon free power is supplied through power purchase
agreements with various generation operators.
1.1 Electricity Supply and Transmission
Below is an update on electricity supply and transmission services.
1.1.1 Forecasted Supply Costs
The actual net supply cost for FY 2022 was $95.2 M. This represents a $11.9 M (14%) increase over FY 2021 actuals
and $17.3 M (22%) over the FY 2022 Adopted Budget amount, with the increase primarily driven by higher than
historical forward energy prices, higher resource adequacy requirement levels and market prices, and much lower
than historical average hydro generation levels.
Figure 1: FY 2022 Financial Plan Supply Cost Forecast vs. Actuals
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5 Utilities Quarterly Update: Fourth Quarter of Fiscal Year 2022
October 12, 2022
1.1.2 Hydroelectric Conditions
The City takes power from two hydroelectric projects, the Calaveras project and the Western Base Resource
contract for Federal hydropower from the Central Valley Project.1 The watershed for Western hydropower is
primarily in the northern end of California, while the watershed for the Calaveras project is in the Central Sierras.
For water year 2020 to 2021 (October 2020 to September 2021), total precipitation was just below 50% of average
in both watersheds. For water year 2021 to 2022, total precipitation is currently about 63% of average for the year
to-date in the two watersheds. Total actual hydropower for FY 2021 was 295 GWh, which is 183 GWh (38%) below
the long-term average. Total actual hydropower for FY 2022 was 230 GWh, which is 250 GWh (52%) below the
long-term average.2
Figure 2: Hydro Generation FY 2021-22 Actuals (GWh)
Hydro Generation FY 2021 FY 2022
Calaveras Actuals 49 61
Western Actuals 246 169
Total Hydro Generation 295 230
Long-term Average Total (%) 61% 48%
Long-term Average Total Hydro 481 481
1.1.3 REC Exchange Program
Under the REC Exchange Program, which was approved by Council in August 2020 (Staff Report #11556), staff has
so far sold a total of 120 GWh worth of in-state renewable energy (for $1.55M), and purchased 180 GWh worth
of out-of-state renewable energy credits (RECs) (costing $0.97M) for CY 2022. For the remainder of CY 2022, staff
expects to sell a total of approximately 70 GWh worth of in-state renewable energy (for $1.22M) and purchase
170 GWh worth of out-of-state RECs (costing $0.98M), resulting in $0.25M of additional net revenue. The overall
net revenue (estimated at $0.83M) for CY 2022 will be directed entirely towards the funding of local
decarbonization efforts.
Net revenue for the REC Exchange program is projected to be significantly lower in 2022 than in prior years due
to several factors: (a) the poor hydro outlook, which will lead to large out-of-state REC purchase volumes, (b) a
narrowing of the in-state versus out-of-state REC price spread, and (c) lower in-state REC volumes in 2022 due to
the recent expiration of the Shiloh wind contract.
1 The Calaveras project is a hydropower project located in Calaveras County that is maintained and operated by the Northern
California Power Agency on behalf of the City and other project participants. The City is also one of several public entities
with contracts with the Western Area Power Administration for “Base Resource” electricity, which is the hydroelectric power
available from the Federal Government’s Central Valley Project (operated by the Bureau of Reclamation) after accounting for
power used for Central Valley Project operations and power delivered to certain “preference” customers.
2The long-term average forecast levels for both Western and Calaveras have been revised downward (about 10% each) in
recent years to reflect the impact of climate change. These values may need to be revisited again in the coming years.
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6 Utilities Quarterly Update: Fourth Quarter of Fiscal Year 2022
October 12, 2022
1.1.4 Renewable Energy Procurement
As staff discussed at the June UAC meeting (in the presentation on the Electric Integrated Resource Plan for 2023),
staff recently issued a Request for Proposals of new renewable (or carbon-free) generating resources and energy-
storage resources. In the course of reviewing the four responsive proposals, staff became aware of efforts at the
federal level to pass legislation with significant new clean energy and storage related incentives, which would have
the potential to significantly impact energy markets. As this effort progressed (the Inflation Reduction Act was
ultimately signed into law on August 16th) staff decided to reject all proposals submitted into its RFP, and now
plans to issue a new RFP in the coming months, once the industry has had a chance to digest the new legislation
and incorporate its new incentives into renewable energy and storage market prices.
1.2 Capital Improvement Plan Status
The following capital projects are currently in progress or have been recently completed:
• EL-17001 (East Meadow Circles 4/12kV Conversion): This project is scheduled to be completed in several
phases. Phase 1 design is complete and released for construction. Phase 2 & 3 (of 6) engineering design is
currently in progress.
• EL-11003 (Rebuild Underground 15): This project is in the preliminary stages of engineering design. Project is
delayed due to staffing shortage. This project has been put on hold due to other priorities.
• EL-10006 (Rebuild Underground 24): This project is in construction phase and scheduled to be completed in
2022.
• EL-16000 (Rebuild Underground 26): This project is in the design phase and to be completed in multiple
phases. First design phase is scheduled to be completed in 2022.
• EL-19004 (Wood Pole Replacement): This project is in the design phase with expected completion in
September 2022 and construction starting 2023. The project is delayed this year because of staffing
shortages. CPAU has a contract consultant to work on the design phase of this project.
• EL-16003 (Substation Physical Security): This project is scheduled to be completed in several phases.
Substation Security lighting contract was awarded in June 2022. The installation will be completed over a 2-
year period.
• EL-17002 (Substation 60kV Breaker Replacement): Currently working on solicitation to procure a contractor
for the next phases.
• EL-21001 (Foothills Rebuild): This project will rebuild the approximately 11 miles of overhead line in Foothills
Park, as necessary to mitigate the possibility of wildfire due to overhead electric lines. Staff has completed
7,000 feet of substructure work and design to eliminate the corresponding 26 poles and install new
underground equipment will be completed by June 2022. Staff has started the design for next phase of the
substructure work. Construction is expected to start in July 2022 for the next phase.
• EL-14005 (Reconfigure Quarry Feeders): Staff completed the design phase this year. Construction has been
delayed due to shortage of staff.
• EL-02011 (Electric Utility Geographic Information System (GIS)): The project scope includes
maintenance/technical support of the existing GIS system and implementation of the new GIS platform (ESRI).
Staff has completed the ESRI ArcGIS Portal, which is a web service for staff to view data and are currently
working on final phase of the electric data migration to ESRI’s Utility Network model.
• EL-16002 (Capacitor Bank Installation): This project is a multi-year effort for the procurement, design and
installation of capacitor banks at several substation. Hanson Way and Park Blvd substation work is complete;
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7 Utilities Quarterly Update: Fourth Quarter of Fiscal Year 2022
October 12, 2022
Two capacitor banks at Hanover remain to be completed and will be completed in 2022. The capacitor banks
at Maybell have been installed and will be commissioned in the coming months.
1.3 Rate and Bill Comparisons
For the median consumption level, the annual residential electric bill for FY 2022 was $744, about 45% lower than
the annual bill for a PG&E customer with the same consumption and approximately 16% higher than the annual
bill for a City of Santa Clara customer. The bill calculations for PG&E customers are based on PG&E Climate Zone
X, which includes most surrounding comparison communities.
The figure below presents sample median residential bills for Palo Alto, PG&E, and the City of Santa Clara (Silicon
Valley Power) for several usage levels. Rates used to calculate the monthly bills shown below were in effect as of
June 1, 2022.
Over the next several years low usage customers in PG&E territory are expected to continue to see higher
percentage rate increases than high usage customers as PG&E compresses its tiers from the highly exaggerated
levels that have been in place since the energy crisis. This is likely to make the bill for the median Palo Alto
consumer look even more favorable compared to most PG&E customers. Even with the compressed tiers, bills for
high usage Palo Alto consumers are projected to remain substantially lower than the bills for high usage PG&E
customers.
Figure 3: Residential Monthly Electric Bill Comparison (Effective 6/1/2022, $/mo.)
Season Usage (kwh) Palo Alto PG&E Santa Clara
Winter
300 45.17 94.55 39.22
(Median) 453 75.11 143.96 59.95
650 115.82 221.71 86.65
1200 229.49 438.79 161.17
Summer
300 45.17 98.13 39.22
(Median) 365 56.92 123.78 48.03
650 115.82 236.26 86.65
1200 229.49 453.34 161.17
1.4 Reliability
CPAU tracks electric outages. A summary chart of these outages can be found below.
Figure 4: Electric Outage Reliability, FY 2022
Outage Reliability Q1 Q2 Q3 Q4 FY 2022 CPAU Annual
Target*
System Average Interruption Duration Index
(SAIDI)1.71 7.32 6.72 1.35 17.10 55
System Average Interruption Frequency
Index (SAIFI)0.01 0.02 0.16 0.02 0.21 0.9
Customer Average Interruption Duration
Index (CAIDI)180.18 323.65 41.48 88.7 81.70 61
* First Quartile Industry Values per IEEEE Std. 1366-2003
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8 Utilities Quarterly Update: Fourth Quarter of Fiscal Year 2022
October 12, 2022
1.5 Financial Health
Below is a summary of the financial position for the electric utility.
1.5.1 Sales Forecasts vs. Actuals
Electric actual sales volumes through Q4 of FY 2022 were the same as forecasted, and actual sales revenues were
about 0.5% higher than budgeted in the FY 2022 Financial Plan. The commercial sector continues to have lower
sales in FY 2022 due to the impacts from COVID-19, and it is uncertain when commercial sales will recover.
Figure 5: Electric Sales Volume (kWh), FY 2022-Q4
Figure 6: Electric Sales Revenue ($), FY 2022-Q4
1.5.2 Financial Position
The Electric Supply and Distribution Reserves were within guideline ranges at the end of FY 2021 and are projected
to be within guideline ranges through FY 2022, though initially lower than last projected during the FY 2023
financial planning cycle. Council approved, via its approval of the FY 2022 Electric Utility Financial plan, the
temporary suspension of a $1 million repayment towards an outstanding $5 million loan from the Electric Special
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9 Utilities Quarterly Update: Fourth Quarter of Fiscal Year 2022
October 12, 2022
Projects (ESP) reserve done in FY 2018 (originally $10 million). Funds will be utilized from the Hydroelectric
Stabilization Reserve to mitigate the impact of dry-year conditions.
Through the fourth quarter of FY 2022, while sales and revenues have tracked very well compared to budget, drier
hydro conditions as well as overall higher market prices for electricity have resulted in increased cost, estimated
at about $10 to 12 million more than was estimated. In response, the Hydro Rate Adjuster was activated at the
maximum level starting in April and will continue through FY 2023. Rates were increased by 5% in July 2022, and
staff will utilize Hydro Stabilization Reserve funds as well as additional withdrawals from the ESP Reserve to help
stabilize rates. However, given the increasing purchase costs seen to date, it is possible that staff will need to
propose to raise rates more than the projected 6% in July 2023 unless operational costs savings are seen
elsewhere. Staff will work with Accounting to verify final FY 2022 reserve balances during September 2022 and
will make plans accordingly, but staff anticipates that Operations reserves may be closer to minimum guideline
levels by the end of FY 2022. If this is the case, staff may also seek to implement earlier changes to electric rates,
such as a midyear rate increase or modifying the Hydro Rate Adjuster to reflect increased costs related to power
procurement.
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2 Gas Utility
The City’s gas utility serves all residential and non-residential gas demand in Palo Alto. The City maintains and
operates a system of low-pressure gas lines for delivering gas but does not operate any transmission lines. Costs
for the gas utility are split approximately two thirds for the operation, maintenance and one third for the cost of
the gas commodity, PG&E gas transmission, compliance with the State’s Cap and Trade Program and the City’s
Carbon Neutral Gas Program.
2.1 Gas Supply and Transmission
Gas Commodity prices were relatively high throughout most of FY 2022. A combination of flat U.S. natural gas
production, below-average U.S. natural gas storage levels, high levels of US liquefied natural gas exports, inflation,
supply chain issues, and global geopolitical events have put upward pressure on prices for U.S. natural gas. The
communications team published an article and posted in social media during last winter to warn customers
regarding high gas prices and potential ways to conserve gas usage. Staff anticipates natural gas prices will likely
remain at a relatively high level for the foreseeable future.
Figure 7: Gas Supply Commodity Rates ($/Therm), FY 2018-23
2.1.1 Actual and Forecasted Supply Costs
Due to the anticipated supply cost increases, a mid-year budget adjustment was made to increase the gas supply
budget by about $7 million in FY 2022. The actual supply cost was $0.1M, or 0.7% below budget after the mid-
year adjustment, through Q4 of FY 2022. Gas demand was about 160K therms, or 0.6% above forecasted through
Q4 of FY 2022.
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Figure 8: Gas Supply Costs ($), Actual vs Budget, FY 2022-Q4
2.1.2 Carbon Neutral Gas Program
In December 2020, Council adopted Resolution #9930 maintaining the Carbon Neutral Natural Gas Plan to achieve
carbon neutrality for the gas supply portfolio using high-quality carbon offsets with a cost cap of $19 per ton CO2e.
Offsets are purchased to neutralize emissions equal to those caused by natural gas usage in Palo Alto. Staff
purchased 60,000 carbon offsets for FY 2022 in January 2022 from a mixture of forestry and livestock projects at
an average purchase price of $12.26 per metric ton, nearly double the price of historical average transaction
prices. Staff purchased an additional 60,000 carbon offsets in June 2022 at an average price of $14.51 per ton
CO2e. As a result of the higher offset purchase costs, staff has updated the billing charge for offsets from
$0.04/therm to $0.07/therm. The average purchase price of offsets purchased for the program is $7.66 per ton
CO2e. The figure below shows the composition of offset purchases.
Figure 9: Offset Portfolio Composition
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The following table provides a description of the projects.
Figure 10: Offset Project Descriptions
2.1.3 Cap and Trade Program
The gas utility has been regulated under California’s greenhouse house (GHG) regulations since January 2015 with
a GHG emissions cap that declines over time. The gas utility receives carbon allowances equal to the emissions
allowed under the cap and is required to auction off a portion of the allowances (55% in 2022, increasing by 5%
annually) through the state Cap and Trade Program. To meet its annual GHG compliance obligation, the City must
purchase allowances based on actual gas use.
The auction floor price to either purchase or sell allowances increases annually by 5% plus inflation. Historically,
allowances have traded at or near the floor price, but the clearing prices for allowances in the auction have
Project Name Project Type Description
Grotegut Dairy Livestock Grotegut Dairy is a 3,900 milk-cow operation in Newton, Wisconsin with a methane capture system.
Green Trees U.S. Forest
GreenTrees Advanced Carbon Restored Ecosystem is reforestation of agricultural lands into native
hardwood forest in Mississippi, Louisiana, Arkansas, and Illinois
San Juan Lachao Mexican Forest
Protection of forests located in High Biological Value Zones which contain flora and fauna listed in the
Mexican Endangered Species List and the International Union for Conservation of Nature’s Red List of
Threatened Species. Project in San juan Lachao near Palo Alto's Sister City of Oaxaca.
Blandin Forest U.S. Forest Blandin Native American Hardwoods Conservation and Carbon Sequestration project in Minnesota.
Pocosin+U.S. Forest
These projects are all forested land that will not be disturbed by human development. Without this
protection, the forests would be converted to grow wheat or corn. Forest conservation plays a vital
role in protecting freshwater systems like lakes. The forests around the lakes act as natural water
filters and purify the water for all who use it. The projects also support healthy populations of red
wolf, bald eagle, black bear, and various bird species.
Refex ODS Ozone Depleting Substance
The RemTec facility in Bowling Green, Ohio uses an argon arc plasma destruction device to achieve
99.99 percent removal. The majority of refrigerants originated in California, and all were sourced
within the United States.
The RemTec facility uses an argon arc plasma destruction device to achieve the required destruction
and removal efficiency of 99.99 percent. The majority of ODS refrigerants originated in California, and
all were sourced within the United States.
Methane Capture Mine Methane Capture
This project is the first of its kind. Peabody Natural Gas, LLC removed methane from the North
Antelope Rochelle Coal Mine before mining. The methane was compressed and transported to a
natural gas pipeline and distributed to a national gas grid for use as fuel. Before implementation of
the project, all the methane was vented to the atmosphere.
Virginia
Conservation
Forestry Program U.S. Forest
The Virginia Conservation Forestry Program - Clifton Farm and Rich Mountain is a 9000+ acre
improved forest management project in which the timber and carbon ownership and
management rights have been transferred to The Nature Conservancy's Conservation Forestry
Program. The program manages for multiple goals to include: Water quality protection,
habitat diversity, high value forest products, and carbon sequestration.
Co-benefits: Biodiversity, Watershed Protection, Climate Resilience, and Connectivity
Riverview Farm
Anaerobic Digester Livestock
Riverview is a carbon offset project generating emission reductions thought the capture and
destruction of methane at a dairy farm in Minnesota. Under the baseline, manure managed in open
lagoons led to the fugitive emission of methane to the atmosphere. In the project scenario, this
methane is captured by an anaerobic digester and destroyed on site in the production of electricity.
Co-benefits include job creation and the improvement of local air and water quality.
Big River / Salmon
Creek Forests IFM U.S. Forest
The Big River and Salmon Creek Forests are located in Mendocino County, CA and cover 16,000 acres
of redwood and Douglas-fir forest. This project is a conservation-based forest management project.
Co-benefits include the creation of 140 jobs, protection of 37 miles of streams, and improved water
quality for local fish and bird species.
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increased significantly. The cost of compliance is anticipated to increase from $1.5 million in FY 2022 to $5.6
million in FY 2030, about an 18% increase per year on average, as shown in the following table:
Figure 11: Estimated Cap and Trade Costs
Revenues from the auction sale of gas utility allowances (currently about $1.2 million per year) must be used
exclusively for the benefit of the ratepayers in that utility in accordance with California Code of Regulations (CCR
Title 17, section 95893). Approved uses are 1) the funding of certain energy efficiency rebates, retrofits, and
demand reduction programs, 2) funding for programs with demonstrated GHG reductions, 3) non-volumetric
return to ratepayers, either on or off bill, and 4) certain administrative, outreach and educational costs related to
items 1-3 above. Council adopted a policy on the use of allowance proceeds (Resolution #9487), generally
mirroring the regulations and requiring additional Council approval for rebates. Per the current regulations, the
utility must either spend or rebate the funds received in any given year within 10 years (for example, funds
received in 2020 must be spent by 2030, etc.).
As of the end of FY 2021, unspent funds related to Cap and Trade revenues were placed in a Cap and Trade reserve,
until such time as they can be utilized per the dictates of applicable regulations. There was $5.936 million in this
reserve available for use at the end of FY 2021. Amounts for FY 2022 will be calculated based on annual sales less
any program related expense which may occur during the year, to be accounted for during the FY 2022 year-end
reconciliations to take place in September 2022.
2.1.4 Gas Transmission Line Capacity Valuation
Palo Alto contracts for capacity on the Redwood pipeline, the path from the California-Oregon border to PG&E’s
mid-pressure transmission system, at a cost lower than the market value. During the summer months, Palo Alto
does not need all of the capacity to serve demand. The excess capacity is monetized by purchasing gas at the
California-Oregon border and selling an equal amount of gas at the terminus of the pipeline. The variable cost of
transporting the gas is much less than the gas price difference between the two points. The net benefit to the Gas
Utility through Q4 of FY 2022 was $275K, or a reduction of about 1.9% of the total gas commodity costs in FY 2022.
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2.1.5 Gas Prepay Valuation
On September 15, 2014, Council adopted Resolution #9451 authorizing the City’s participation in a natural gas
purchase from Municipal Gas Acquisition and Supply Corporation (MuniGas) for the City’s entire retail gas load
for a period of at least 10 years. The MuniGas transaction includes a mechanism for municipal utilities to utilize
their tax-exempt status to achieve a discount on the market price of gas. The program has reduced about $785K,
or 5.6% of the total gas commodity costs in FY 2022.
2.2 Capital Improvement Plan Status
The following capital projects are currently in progress or have been recently completed:
• GS-13001 - GMR 23 (Gas Main Replacement 23): The construction of this project was completed in July 2022.
Approximately 20,690 linear feet of gas main and 126 gas services were replaced in various streets in the
Evergreen Park, Ventura, Midtown, College Terrace, Charleston Terrace, and Research Park neighborhoods.
• Phase 3 Cross Bore Inspection: Phase III of the cross-bore verification program is anticipated to be completed
in September 2022 and a total of 1,480 City and private sewer laterals will be inspected. To date, the
contractor found one gas service cross-bore. This gas service drilled through a private branched-off sewer
lateral. The damage was repaired by WGW Ops on the same day it was identified.
2.3 Rate and Bill Comparisons
The figure below presents residential bills for Palo Alto and PG&E customers at several usage levels for commodity
rates in effect as of a March 2022 (a recent winter period) and May 2022 (a recent summer period). The bill
calculations for PG&E customers are based on PG&E Climate Zone X, an area which includes the surrounding
communities of Menlo Park, Redwood City, Mountain View, Los Altos and Santa Clara. The annual gas bill for the
median residential customer for FY 2022 was $689, about 11% lower than the annual bill for a PG&E customer
with the same consumption. PG&E’s distribution rates for gas have increased substantially to collect for system
improvements for pipeline safety and maintenance.
Figure 12: Residential Natural Gas Bill Comparison ($/month)
Season
Usage
(therms) Palo Alto PG&E Zone X
% Difference
Winter
(March 2022)
30 $ 50.03 $ 61.71 -18.9%
(Median) 54 81.34 113.82 -28.5%
80 130.08 179.25 -27.4%
150 279.06 355.41 -21.5%
Summer
(May 2022)
10 26.45 20.70 27.8%
(Median) 18 38.89 38.54 0.9%
30 65.25 68.87 -5.3%
45 100.93 106.77 -5.5%
2.4 Reliability
The City of Palo Alto tracks all gas service interruptions. A summary chart of these interruptions can be found
below. Gas service interruptions are usually due to repairs of broken or damaged gas services and mains. This kind
of damage is often caused by excavation by outside parties digging in the City.
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Figure 13: Gas Service Interruptions, FY 2022
Gas Q1 Q2 Q3 Q4
Number of Breaks 3 1 2 3
Total Minutes 360 60 300 200
Customers Affected 38 1 22 10
2.5 Financial Health
Below is a summary of the financial position for the gas utility.
2.5.1 Sales Forecasts vs. Actuals
Actual sales volume for Q4 of FY 2022 were 1.4% higher than forecasted in the FY 2022 Financial Plan. But actual
sales revenue was 19.4% higher than forecasted due to high gas market commodity prices. Much of the revenue
is pass-through in nature and offsets commensurately higher gas commodity purchase costs.
Figure 14: Gas Sales Volume (Therms), FY 2022-Q4
Figure 15: Gas Sales Revenue ($), FY 2022-Q4
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2.5.2 Financial Position
Through FY 2022Q4, therm sales were slightly higher than budget by about 1.4%, but sales revenues were almost
19% higher than budget. Because the gas commodity charge is a pass-through of market costs, increased revenue
offsets the increased cost. During the summer season, CPAU gas customer bills were not impacted as much by the
higher gas prices.
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3 Water Utility
The Water Utility serves water to virtually all Palo Alto residential and non-residential customers. All potable water
in the City is from the San Francisco Public Utilities Commission (SFPUC) Hetch Hetchy Water System. This system
delivers high quality water from the Sierra Nevada and uses no pumping to deliver water to Palo Alto. Palo Alto
uses a small amount of recycled water for irrigation of the Municipal Golf Course and a few other sites near the
Regional Water Quality Control Plant. The City also maintains a system of reservoirs and wells that enable Palo
Alto to serve water during an interruption of the Hetch Hetchy system. Costs for the Water Utility are split
approximately half for the operation, maintenance and periodic replacement of Palo Alto’s water system and half
for the costs of the water purchased.
3.1 Water Supply and Transmission
Water year 2022 to date (October 2021 – June 2022) had atmospheric rivers in October and December, which
generated significant snowpack, followed by the driest January through March period on record for the Hetch
Hetchy gauge. Hetch Hetchy System precipitation was 76% of median annual total as of July 1, 2022.
Storage in the San Francisco Regional Water System is below normal while in better shape than many reservoirs
across California. As of July 1, 2022, the Regional Water System total storage operated by the San Francisco Public
Utilities Commission (SFPUC) was 72% full (normal system storage for this time of year is 91.2%). In the figure
below, the solid black line shows storage in the Regional Water System for the past 12 months (color bands show
contributions to total system storage) and the dashed black line shows total system storage for the previous 12
months. Although Regional Water System Storage dropped August 1, 2020 to July 1, 2021, storage remained
steady as of July 1, 2022.
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Figure 16: Regional Water System Storage
On August 20, 2021 the SFPUC received curtailment orders for Tuolumne River diversions. The curtailments
eliminate access to the Water Bank which, as shown in the figure above, provides much of the system storage.
From October 2021 through May 2022, the State Board suspended the curtailments and reinstated them on June
8, 2022.
The SFPUC declared a local water shortage emergency by Resolution No. 21-0177 on November 23, 2021 calling
for voluntary systemwide 10% water use reductions from FY 2019-2020 levels and increased the systemwide
water use reduction to a voluntary systemwide 11% from FY 2019-2020 levels on May 24, 2022 via adoption of
Resolution No. 22-0098. SFPUC’s increased the systemwide water use reduction in compliance with the State
Water Resource Control Board’s May 24, 2022 emergency regulation requiring urban water suppliers to
implement the demand reduction actions associated with water shortage level of 10% to 20% by June 10, 2022.
Each Wholesale Customer has its own requested cutback level; Palo Alto’s voluntary water purchase cutback level
is 8%. For January 1 – June 30, 2022, Palo Alto’s cumulative monthly water budgets were 1,976,725 CCF while
actual total purchases were approximately 2,260,334 CCF or 14% above the budget. This is in part because of the
exceptionally dry conditions in January through March 2022. However, for the period July 1, 2021 through June
30, 2022, compared with the same period from July 1, 2019 to May 31, 2020, the Palo Alto community reduced
water usage by 2.7%.
On May 24, 2022, SFPUC adopted Resolution No. 22-0098 adopting a systemwide voluntary water use reduction
of 11% compared to baseline water use during FY 2019-2020. This increased Palo Alto’s voluntary water purchase
cutback level by approximately 2% beginning in July. SFPUC’s cutbacks are currently voluntary, however they could
become mandatory in the fall if insufficient water conservation is observed systemwide. Under mandatory water
cutbacks, SFPUC may impose excess use charges for water purchases above Palo Alto’s water budget. The figure
below shows water usage for the South Bay/East Bay (including Palo Alto) compared to several benchmarks
including 2019. For the South Bay/East Bay region as well as systemwide, summertime peak demand so far has
been shaved off below demand levels for each of the past three years.
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Figure 17: SFPUC Water Deliveries
Valley Water, the groundwater manager in Santa Clara county, declared a water shortage emergency and
adopted a 15% mandatory water use reduction for water retailers its agency serves. Valley Water called for the
County, water retailers and cities to restrict ornamental landscape and lawn irrigation with potable water within
their service or jurisdictional areas to no more than two days per week. Although Palo Alto purchases all of its
potable water from SFPUC, and does not purchase any water from Valley Water, Palo Alto partners with Valley
Water on wide variety of water conservation programs. On June 20, 2022, the Palo Alto City Council restricted
potable irrigation of ornamental landscapes and lawns to 2 days per week, except to ensure the health of trees
and other perennial non-turf plantings. The State Water Resources Control Board also prohibited the use of
potable water for the irrigation of “non-functional turf” at commercial, industrial, and institutional sites other
than to the extent necessary to ensure the health of trees and other perennial non-turf plantings.
The Palo Alto City Council also implemented the water use restrictions in Stage II of the Water Shortage
Contingency Plan which are 1) restaurants and other food service operations shall serve water to customers
only upon request and 2) operators of hotels and motels shall provide guests with the option of choosing not to
have towels and linens laundered daily. Palo Alto is working with Valley Water on messaging to customers in the
county to avoid confusion as much as possible. As such, the wise use of water rather than specific targets will
continue to be emphasized. Palo Alto staff is continuing to focus on education and outreach and providing
resources to eliminate water waste and achieve efficient water use and is in the process of hiring a Water Waste
Coordinator to enhance its work on logging and following-up on water waste reports. Palo Alto is kicking off the
WaterSmart Customer Portal and Residential Home Water Report Program and also re-engaging with
Waterfluence software to target water efficiency for large landscape customers. We continue to promote rebate
programs and resources through online outreach, bill inserts, and newsletters.
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Palo Alto launched the One Water Plan with the goal of Council adoption of a One Water supply plan that is a
20-year adaptable roadmap for implementation of water supply and conservation portfolio alternatives. In June
the City Council approved a contract for this work with Carollo Engineers, Inc. Staff plans to begin stakeholder
engagement for the One Water plan in September.
3.2 Capital Improvement Plan Status
The following capital projects are currently in progress or have been recently completed:
• WS-09000 (Corte Madera Reservoir Seismic Upgrade): A new 1.5 million gallon (mg) above-ground concreate
tank was constructed using a design-build contract to replace the old steel reservoir. The construction of the
new reservoir was successfully completed, and the reservoir was put in service during in April 2022. The
project is currently being closed.
• WS-14001 - WMR 28 (Water Main Replacement 28): The project is to replace approximately 18,763 linear
feet of water main and 256 water services in the Crescent Park, Barron Park, and Charleston Meadows
neighborhoods. Construction of this project started during April 2022 and the anticipated completion date is
in November 2023.
3.3 Rate and Bill Comparisons
The figure below shows the water bills for single-family residential customers compared to what they would be
under surrounding communities’ rate schedules as of August 2022. CPAU is among the highest monthly bills of
the group. Palo Alto’s water bills at 9 CCF per month are 18% higher than the comparison group average.
Figure 18: Residential Water Bill Comparison ($/month)
As of August, 2022
Usage CCF/month Palo Alto Menlo Park
Redwood
City
Mountain
View Santa Clara Hayward
4 $50.74 60.73 $54.04 $43.47 $29.32 $39.80
(Winter median) 7 76.54 85.22 76.09 67.29 51.31 61.34
(Annual median) 9 98.46 101.55 90.79 83.17 65.97 75.70
(Summer median) 14 153.26 145.92 138.94 122.87 102.62 119.80
25 273.82 255.31 267.39 257.81 183.25 216.82
3.4 Reliability
The City of Palo Alto tracks all water service interruptions. A summary chart of these interruptions can be found
below. Water service interruptions are usually due to repairs of broken or damaged water services and mains.
Figure 19: Water Service Interruptions, FY 2022
Water Q1 Q2 Q3 Q4
Number of Breaks 7 15 3 4
Combined Minutes 345 1395 1705 600
Customers Affected 76 335 39 177
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3.5 Financial Health
Below is a summary of the financial position for the water utility.
3.5.1 Sales Forecasts vs. Actuals
Actual water sales volumes through Q4 of FY 2022 were 1.0% lower than forecasted in the FY 2022 financial plan.
Actual water sales revenues were the same as forecasted during the same period. Water usages during Spring
increased due to dry weather conditions, offsetting water conservations made during the Winter season. But
renewed drought communication and increased water use restrictions, water usages reductions have been
modest through the summer season.
Figure 20: Water Sales Volume (CCF), FY 2022-Q4
Figure 21: Water Sales Revenue ($), FY 2022-Q4
3.5.2 Financial Position
The Water Operations Reserve was filled to the maximum guideline level at the end of FY 2021 as higher bid costs
and delays in project schedules resulted in deferred main replacement projects over the past few years. There are
additional funds in the Operations Reserve above the maximum guideline level that will continue to be used to
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cover water utility operational and capital costs in FY 2022 and FY 2023. At year end FY 2021 there was
approximately $10.4 million in Water CIP Reappropriations and Commitments reserves. The adopted water capital
budget for FY 2022 included an additional $14.4 million. The FY 2022 Water Utility CIP includes a main replacement
(WMR 28) as well as one-time seismic reservoir upgrades (one upgrade is complete and a second and third are
planned in FY 2023 and FY 2026). At year end FY 2021, there was also $10.7 million in the CIP Reserve and $9.07
million in the Rate Stabilization Reserve. Staff projects that with expected revenues and expenses together with
transfers from the CIP Reserve, the Operations Reserve will remain at the maximum guideline level at year end FY
2022 and will reach approximately target levels by the end of FY 2023. Staff will continue to monitor drought
conditions and respond to calls for voluntary or mandatory conservation. Staff will evaluate and propose reserve
transfers between the Rate Stabilization Reserve, CIP Reserve, and Operations Reserve in the annual Financial
Plans, and the need for those reserve transfers will be re-evaluated at the end of FY 2022 when the reserve
balances are known.
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4 Wastewater Utility
The Wastewater Utility includes the system of sewer pipes that collect and transport wastewater to the Regional
Water Quality Control Plant (RWQCP) operated by the City of Palo Alto under a partnership agreement with
several surrounding communities, as well as Palo Alto’s share of the cost of operating the RWQCP. The RWQCP
provides treatment and disposal of wastewater for Palo Alto. Costs for the Wastewater Utility are split
approximately half for the operation, maintenance and periodic replacement of Palo Alto’s sewer collection
system and half for the costs of wastewater treatment at the RWQCP.
4.1 Wastewater Treatment Updates and Capital Planning Status
The Regional Water Quality Control Plant is operated by Palo Alto’s Public Works Department and provides
wastewater treatment to Palo Alto, Mountain View, Stanford, Los Altos, East Palo Alto and Los Altos Hills. The Palo
Alto Wastewater Collection Utility pays its share (approximately 35% projected in FY 2023) of the costs for
wastewater treatment and disposal. Capital costs for wastewater treatment are a major driver for cost increases
for the Wastewater Treatment Utility and by extension for the Wastewater Collection Utility. These costs are
projected to increase at approximately 13% per year on average through FY 2032. The RWQCP is facing the need
for major upgrades in coming years, due to aging equipment and changing environmental regulations.
Rehabilitation and replacement of plant equipment that has been in use for over 40 years is necessary to ensure
the city can continue to provide wastewater treatment operations safely and in compliance with regulatory
requirements for the discharge of treated wastewater 24 hours a day.
4.1.1 Treatment Cost Trends
RWQCP staff project treatment costs paid for by Palo Alto’s Wastewater utility to increase by approximately 5%
annually on average from FY 2023 through FY 2032. A key driver of the increases are capital projects, parts,
materials and debt. The treatment capital expenses, including debt service costs, are increasing at an average of
about 13% per year from FY 2023 through FY 2032 to keep up with ongoing replacement of aging equipment.
Larger increases to capital expenses are expected to begin in FY 2024 in the form of new debt service for major
projects to implement the Plant’s capital program. The figure below shows Palo Alto’s share of each component
of estimated treatment costs. Major upcoming capital projects and estimated years for debt service to begin are
reflected in the “Planned Debt Service” bar in the figure below and include:
• Joint Interceptor Sewer Rehabilitation; 1900 Embarcadero Road Purchase (FY 2024)
• Primary Sedimentation Tank Rehabilitation (FY 2025)
• Outfall Line Construction (FY 2027)
• Operation Center and Laboratory; Secondary Treatment Upgrades (FY 2028)
• Headworks (FY 2029)
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24 Utilities Quarterly Update: Fourth Quarter of Fiscal Year 2022
October 12, 2022
Figure 22: Palo Alto’s Share of Estimated Wastewater Treatment Expenses (Projection and Planned CIP)
The figure shows the ongoing annual CIP reinvestment (“Recurring/Minor CIP” and “Existing Debt Service”) as
well as treatment operations costs, which make up the majority of the treatment costs but are not growing as
quickly as the planned debt service. Factors that are contributing to cost increases for treatment operations are
rising salary and benefits costs, allocated charges for centralized city services needed to support wastewater
treatment fund operations, increased water and air permitting fees from the Regional Water Quality Control
Board and Bay Area Air Quality Management District, commodity rates to operate the facility, and chemical
expenses.
4.1.2 Regional Water Quality Control Plant Capital Planning Status
The Long-Range Facilities Plan, completed in 2012, guides the capital plans for the RWQCP. The RWQCP’s current
capital work in-progress includes an estimated $359 million in projects. The following table summarizes these
ongoing projects and provides their status and costs.
Figure 23: Current RWQCP Capital Work In-Progress (information from RWQCP June 2022 Partners Meeting)
Project Status Expense (million $)
Primary Sedimentation Tanks Rehabilitation and
Equipment Room Electrical Upgrade
Construction $19.4
New Outfall Pipeline 90% Redesign $17.4
Secondary Treatment Upgrades 100% Design $150.1
Advanced Water Purification System 60% Design $52.5
Technical Services Building/Lab Building, Ops
Building Remodel
Advanced Planning $41.4
Buy 1900 Embarcadero Road Planning $7.1
Headworks Facility Replacement Budgeted $48.6
Joint Interceptor Sewer Rehabilitation Design $14.2
Projects in Progress Various $8.3
Subtotal $359
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The largest projects listed above include the Headworks Facility Replacement which involves replacement or
rehabilitation of the parts of the facility that pump raw sewage to the main treatment works (the headworks), and
rehabilitation of primary sedimentation tanks that separate out primary sludge. Additionally, the RWQCP
anticipates regulations to limit nutrient discharges (on total nitrogen) into the San Francisco Bay. The current
secondary treatment design cannot remove nitrogen and the Secondary Treatment Upgrades will address this
regulatory change as well as address aging mechanical and electrical equipment that must be replaced.
The RWQCP plans to fund these capital projects through a combination of mechanisms including State Revolving
Fund loans, and revenue bonds. In addition, Valley Water will be providing $16 million of funding for the Advanced
Water Purification System. Additionally, Palo Alto is being considered for a $12.8 million grant from the Bureau of
Reclamation’s WaterSMART: Title XVI WIIN Act Water Reclamation and Reuse Project funding for the Advanced
Water Purification System.
4.2 Collection System Capital Improvement Plan Status
The following capital projects are currently in progress or have been recently completed:
• WC-17001 - SSR 30 (Sanitary Sewer Replacement 30): This project is to replace approximately 10,120 linear
feet of wastewater main and 156 sewer laterals in the Ventura, Research Park, Fairmeadow, and Midtown
West neighborhoods. The construction started on 3/28/22 and the project is scheduled to be completed in
November 2022.
4.3 Rate and Bill Comparisons
The figure below shows the wastewater monthly bill for residential customers in Palo Alto compared to what they
would be under surrounding communities’ rate schedules as of August 2022. Palo Alto’s monthly sewer bill is
lower than four of the six neighboring communities. Menlo Park in this table refers to the West Bay Sanitary
District. Staff will report on future rate increases once they are adopted by the wastewater utilities.
Figure 24: Residential Wastewater Bill Comparison ($/month)
As of August, 2022
Palo Alto Menlo Park Redwood City Mountain View Los Altos Santa Clara Hayward
$44.62 $106.67 $89.28 $50.10 $40.83 $46.82 $37.17
4.4 Financial Health
Below is a summary of the financial position for the wastewater utility.
4.4.1 Sales Forecasts vs. Actuals
Actual wastewater sales revenues for Q4 of FY 2022 were 1.3% below forecasted levels from the FY 2022 Financial
Plan. This lower revenue was in part due to lower non-residential customer class water usage during the months
impacted by the COVID-19 pandemic restrictions. Non-residential revenue is expected to recover in FY 2023.
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October 12, 2022
Figure 25: Wastewater Sales Revenue ($), FY 2022-Q4
4.4.2 Financial Position
The Wastewater Collection Operations Reserve was within the guideline range at year end FY 2021 and staff
projects it will remain within the guideline range at year end FY 2022; the CIP Reserve had a balance of
approximately $3.2 million at year end FY 2021 and staff will seek Council approval in the FY 2023 Wastewater
Collection Financial Plan to access funds in the CIP Reserve if they are needed for CIP projects. The Wastewater
Collection Utility CIP Reappropriation and Commitment Reserves totaled $0.83 million at the end of FY 2021. In
addition to these funds, the adopted FY 2022 budget included over $6 million in the CIP program primarily for the
Sanitary Sewer Replacement Project 30.
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27 Utilities Quarterly Update: Fourth Quarter of Fiscal Year 2022
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5 Fiber Utility
The City offers a "Dark" fiber service providing a fiber connection from Palo Alto businesses to the downtown
Internet Exchange. At the exchange businesses select an internet service provider (ISP) for bandwidth and
connection speed.
5.1 Fiber Utility Strategic Planning
Magellan Advisors has completed 90% of the engineering design for the fiber backbone and fiber-to-the-premise
(FTTP) which includes designs for running overhead and underground lines and route optimization. To accelerate
the fiber expansion plan, the City combined the detailed engineering designs for the City fiber optic backbone and
FTTP networks. The combined approach included a more integrated design for both networks, streamlined
constructability analysis, reduced costs for onsite fielding and engineering, and optimal redundancy. The
engineering design will provide a comprehensive construction blueprint including cable sizes, vault locations,
splice details, existing infrastructure, laterals, drops, and slack locations
The City launched the Palo Alto Fiber Engagement Portal. The goal of the online platform is to inform the
community about the Palo Alto Fiber initiative and encourage engagement around the community. The website
explains what fiber is, the benefits of fiber, how to get involved, resources that may be useful to the community,
and how to contact the City for more information. The platform contains a map where residents can list their
neighborhood and share their ideas and uses of Palo Alto Fiber. Residents and businesses can also register to
receive updates of Palo Alto Fiber. The City has also launched a social media series, a dedicated blog series, news
articles on the website and in City newsletters such as Uplift Local and Utilities, the creation and distribution of
the FIBERLink digital newsletter, mailed materials, videos, and a project web page on the City website. These
outreach tactics have supported community education about the fiber effort throughout each phase, garnering
significant engagement and awareness.
5.2 Capital Improvement Plan Status
The Fiber Network Rebuild CIP project is temporarily on hold pending the results of the fiber backbone expansion
and FTTP project. As part of the City’s wildfire mitigation plan, CPAU will underground approximately 11 miles of
electric line in the Foothills area by 2025. CPAU have already completed 1.5 miles of substructure work and have
started working on the next 1.5 miles. CPAU is adding spare conduits for fiber as part of the undergrounding
project in the foothills.
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5.3 Reliability
There were no unplanned fiber outages or events to report in Q4 of FY 2022.
5.4 Financial Health
Below is a summary of the financial position for the fiber utility.
5.4.1 Fiber Sales
Actual fiber revenues for FY 2022 were $3.3 million, which is $0.3 million or 8% below FY 2022 revenue forecast
of $3.6 million. Based on the number of new dark fiber applications, staff projects annual fiber revenues will
return to pre-pandemic level of $4.5 million by FY 2024. To expand the dark fiber business, CPAU is recruiting for
a dedicated Fiber Engineer and Fiber Market Analyst to reduce fulfillment time for new applications.
Actual fiber expenses for FY 2022 were $3.2 million which includes $1.0 million of fiber consulting expenses with
Magellan Broadband for engineering design of the fiber backbone and FTTP networks, community engagement,
FTTP business models, and grant funding analysis. Funding is shared between Fiber ($2.0M) and Electric ($0.4M).
As of Q4 2022, $1.2 million is still remaining under the Magellan contract.
5.4.2 Financial Position
The projected ending FY 2022 Fiber Optic Utility Rate Stabilization Reserve is $34.0 million.
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6 Customer Programs (Efficiency and Sustainability)
The City’s Utilities Department maintains a number of programs to help customers save money, use energy and
water efficiently, and reduce carbon emissions. These programs are funded through a variety of funding sources,
some of which are summarized below.
6.1 Customer Programs Updates
Below is a summary of the City’s energy and water efficiency programs, as well as programs to encourage building
electrification and adoption of electric vehicles.
6.1.1 Energy and Water Efficiency
Energy & Water Efficiency Workshops
While many public events and workshops were canceled in response to the COVID-19 pandemic, the City’s
partners at the Bay Area Water Supply and Conservation Agency (BAWSCA) have been offering virtual landscape
workshops since Spring 2020 for residents to learn how to save water and improve the sustainability of their
landscape from the comfort of home.
Upcoming Events and Workshops from Partner Agencies
• Our City Forest Do It Yourself Lawn Busters Workshop, monthly workshop (Combination of virtual and in-
person)
• Intro to Garden Design, September 15, 2022, 5:30-7:00 PM (Webinar)
• Drip Irrigation Basics, October 13, 2022,5:30-7:00 PM (Webinar)
• Rain Barrels Workshop, September 24, 2022, 10-11:30 AM (In-person, Summerwinds Nursery)
Please visit the BAWSCA website for a complete list of available classes and events at:
https://bawsca.org/conserve/programs/classes. All past Landscape Class Videos are available online at:
https://bawsca.org/conserve/landscaping/videos/.
• Please visit the South Bay Green Gardens website to learn more about conserving water, preventing
pollution, promoting healthy soils, and events in the Bay Area at:
https://www.southbaygreengardens.org/.
• For updates on future events and workshops, please visit http://cityofpaloalto.org/workshops
Residential Energy and Water Programs
The Home Efficiency Genie program continues to provide residents with professional advice and information to
improve their home’s efficiency and comfort, lower their energy and water usage and get guidance on home
electrification options. Even with the Genie returning to in-home comprehensive and diagnostic assessments in
the fall of 2021, the virtual option developed during COVID continues to be a service that residents are interested
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October 12, 2022
in. The Home Electrification Readiness Assessment (HERA) was also amended to include a virtual version during
COVID. Both the in-home and virtual versions continue to help residents assess home electrification upgrades that
their home can accommodate and provide actionable next steps. Between April and June of 2022, the Genie
performed 4 comprehensive in-home assessments, 2 HERAs and one virtual assessment.
CPAU’s Residential Energy Assistance Program (REAP) for income-qualified customers continues to reach our most
vulnerable population offering energy and water efficiency improvements at no cost to the customer. Residents
who are newly qualified for CPAU’s Rate Assistance Program (RAP) are notified each month of their eligibility for
these free upgrades installed by CPAU’s vendor, Synergy. Between April and June of 2022, 10 new REAP customers
have taken advantage of the free efficiency upgrades.
For our multifamily (MF) property owners, CPAU continues to offer the Multi Family Plus (MF+) program which
offers free energy efficiency upgrades installed by our vendor, Synergy. These upgrades include lighting upgrades
to LEDs and whole building envelope upgrades. Between April and June of 2022, there has been one upgrade to
a MF property, and one significant LED lighting upgrade for a 50-unit apartment complex is scheduled but waiting
due to supply chain issues for the new lights.
Water Conservation Program
CPAU partners with Valley Water to offer a robust portfolio of water conservation programs and rebates for
residents and businesses. On July 1, 2022, the City entered into a new cost-sharing agreement with Valley Water
which increases rebate amounts for converting turf into drought-tolerant landscapes and includes a new Lawn to
Mulch rebate program for commercial customers. As drought conditions continue, CPAU is focusing outreach on
reducing outdoor water use and continues to encourage participation in rebates and resources.
Bay Area SunShares Program
The 2021 Bay Area SunShares solar and battery storage group-buy-discount program administered by Building
Council for Climate Change (BC3) was offered to Palo Alto residents from September 1, 2021 to January 14, 2022.
SunShares had a record-setting year with the most residents served and most solar capacity contracted in the
program’s six-year history. As of June 9, 2022, 17 of 34 contracts (50%) have been installed and two contracts
have been cancelled. Staff continue to coordinate with Planning and Development Services to support project
permitting and installation. The 2022 SunShares program will launch on September 1, 2022 and be available
through November 15, 2022.
Business Advantage Program
As of Aug 4, 2022, 2022, the Business Advantage Program (BAP) has enrolled 70 customers into the GridPoint
Energy Management program (GEM). Of the 70 customers, only two have decided to withdraw and return
equipment. One customer preferred their old thermostat (NEST) and the other was frustrated using the system
and had multiple overrides. The two returned units will be redeployed. The majority of program sign ups continue
to come from direct customer sales through face-to-face engagement. GridPoint currently had an issue with its
installer and had to replace them with another company. However, the new installer was also let go because of
poor customer services and substandard installation work. GridPoint reacquired the old installer but rates for
service were much higher. Point and Palo Alto continue to offer free 30-minute customer training sessions on a
monthly basis. The primary point is to educate current users on how to properly program and operate the GEM
system. Lastly, a second contract amendment was completed, and Wildan Energy Services is the official contract
holder.
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Business Large Commercial Energy Efficiency Program
As of August 18, 2022, Enovity has completed 3 projects with 259,000 kWh savings. They have three additional
projects in the pipeline and anticipate finishing these projects before the end of the fiscal year with an additional
2,000,000 kWh savings in FY 2023. Key Account Managers have been actively reaching out to engage customers
with direct email contacts as well as through the Questline Key Account Newsletter. Lighting continues to be the
most popular energy conservation measure. Some companies, however, are reluctant to allocate resources to
efficiency upgrades until staffing levels at their sites return to pre-pandemic levels.
Business Customer Rebates, formerly Commercial Advantage Program
The Business Customer Rebate (BCR) program was launched in May this year, with the expansion of business
rebates for commercial electrification projects and also increased rebates for electric efficiency savings. The
rebranding of this program was to create awareness among business customers. Both standard rebates and
custom rebates are offered through this program. This program is currently being promoted through business e-
newsletters, bill insert, and cross promotion from other CPAU business programs.
Business Energy Advisor
In June 2022, CPAU launched a new Business Energy Advisor program to assist small to medium business
customers with the implementation of energy efficiency and water-savings measures. This program aims to help
businesses lower their energy and water bill while improving the health and comfort of the building occupants.
Business customers (excluding Key Account customers) can get a free phone consultation with an Energy Advisor,
plus an in-person or virtual site walk-through to evaluate the onsite energy systems such lighting, HVAC, water
heating, and refrigeration to identify efficiency upgrade potential at no cost to the customer. The Business Energy
Advisor will provide support throughout the contractor selection, measure installation and rebate submission
process. This program is currently being promoted through business e-newsletters, direct customer outreach, bill
insert, and cross promotion from other CPAU business programs.
6.1.2 Electric Vehicles
Palo Alto continues to facilitate the installation of EV charging infrastructure throughout the City to support mass
EV adoption, with equitable access for multifamily and income-qualified residents, as well as workplaces, public
parking lots and retail areas. Correspondingly, cross-departmental work is progressing on proposals for fleet
electrification and permit streamlining.
Financial Overview
FY 2022 EV expenses to date is $0.54M, of which $0.465M was for the first installment of the CALeVIP program.
No direct customer rebates have been paid to date. Revenues for the year is $1.59M, lower than anticipated a
year ago due to declining market prices for LCFS credits. Total LCFS revenues received to date is $10.1 million.
Summary of All EV Programs for Multi-family (MF) Properties and Workplaces
• Mission: The EV team’s mission is to facilitate the installation of EV chargers to support increased EV adoption
with a priority on MF properties. To reach 80 by 30 S/CAP goals, it is imperative that there is enough charging
infrastructure for residents, commuters and visitors. For residents, the priority is to close the MF EV access
gap, as only 13% of EVs in Palo Alto are registered at MF buildings, while MF makes up 42% of households.
• Goal of Programs: Expand EV charging accessibility to 10% of MF households (about 1,100 homes) by 2025.
• Why: This is an equity issue. Most middle-income and low to moderate-income residents in Palo Alto live in
MF housing. EVs provide significant lifetime household savings, and yet those who most need those savings
have the hardest time gaining EV charging access due to the challenges associated with installing chargers at
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MF properties. Private industry is not adequately serving this market, whereas the City is well positioned to
support this hard to reach, slower to move, customer segment, making meaningful use of available City
funding sources for EV promotion.
• Target Customer Segment: MF property owners, HOA’s, nonprofits, owners of small medium businesses and
buildings, as well large C&I customers.
• What CPAU can provide:
o Trusted, neutral advisory services (rather than vendor sales services) with a direct connection to
internal City staff to facilitate problems.
o Technical assistance (site evaluation, including electrical capacity, business case development,
project design, obtaining bids, preparing permit packages)
o Incentives (both for charging equipment and distribution upgrades)
• Strategy: Facilitate development of shared Level 2 chargers in multi-family buildings as well as, as many Level
1 chargers as can be installed. Size electrical infrastructure to enable the building owner to add more EV
charging ports in the future.
Aggregated Results to-Date for All EV Programs Targeting Multi-family (MF) Properties and Workplaces
• Program Commencement: December 2017 (multi-family rebates), October 2019 (multi-family/nonprofit
technical assistance), December 2019 (workplace charging rebates)
• Leads: Over 130 sites have enrolled in the programs, of which 86 are multi-family properties representing
over 3400 units
• Project Status: Of the 133 enrolled sites, 101 have actively proceeding or completed projects:
o 50 in the site evaluation, business case development, and project design phase
o 20 obtaining bids
o 6 ready-to-submit permits
o 8 permits submitted/not issued
o 3 under construction
o 14 projects completed
• Results: When the active projects are completed, the City will have:
o Facilitated access to EV charging for over 1500 multi-family housing units. Without accessible
charging facilities these residents are unlikely to consider an EV.
o Access to EV charging for employees of several non-profits and workplaces.
• Marketing Strategy: Of Palo Alto’s 803 multi-family (MF) buildings, focus on the largest 5% (44 sites) which
represent 32% of total MF units (about 3800 households). Also, partner with affordable housing providers
which represent over 1600 low-income households at 35 sites of which 5 properties have 100 units or more.
Outreach consists of direct outreach to property owners via call campaigns, with marketing done by the 3rd
party program provider, CLEAResult.
Updates by Program
• EV Technical Assistance Program (EVTAP)
Goal: Facilitate the installation of 180-360 ports @ 60-90 sites (By 2024)
Offer technical assistance for the installation of EV chargers at Non-Profit and MF properties, involving a series
of site visits, technical evaluations and engineering reviews, that culminate in the landlord receiving contractor
bids and then assistance submitting a building permit, applying for incentives and project management of the
installation. Projects expected to take up to 2 years or more to reach completion.
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As of the end of July 2022:
o 0 installations complete
o 12 Permit Applications Submitted
o 75 sites enrolled and working through the program
o Potential for 319 Level 2 ports and 56 Level 1 ports
Figure 26: EV Technical Assistance Program (EVTAP), Cumulative Progress Report (November 2019 - July 2022)
• EV Charger Rebate Program
Goal: Incentivize the installation of EV chargers at Non-Profits and Multifamily properties. CPAU currently
offers up to $8,000 per port for up to 10 ports.
As of the end of July 2022:
o FY22 - 32 ports installed
o Since the launch of this program in 2017, CPAU has facilitated the installations of 94 new EV charging
ports/connectors at 14 sites. The breakdown of the installation sites: 6 MF and 8 non-profits (including
3 schools). Avg. cost of each port: $10k and projects have averaged 12 months to complete.
• CALeVIP (California Electric Vehicle Infrastructure Project)
Goal: Facilitate and Incentivize the installation of EV chargers at commercial sites.
As of the end of July 2022, A total of $1.9M ( out of $2M) has been reserved by 8 site owners through CALeVIP,
a commercial EV charging, matching grant program sponsored by the California Energy Commission (CEC). The
proposed installations could lead to the installation of 115 Level 2 ports and 14 DC Fast Chargers.
o 0 installations complete
o 8 sites enrolled and working through the program (2 hotels, 5 office sites and 1 Midtown retailer)
o 8 Permit Applications Submitted
o 6 Permits Issued
o Potential for 115 Level 2 ports and 14 DC Fast Chargers
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• CCFR (California Clean Fuel Rewards)
Goal: Incentivize the purchase of new EVs
Since the launch of the CCFR program in November 2020, Palo Alto residents have earned 1,653 rebates
valued at $1.9M. This translates to almost 8% of Palo Alto households purchasing an EV taking advantage of
this program. To date, Palo Alto has contributed $1.3M towards this state program. The most popular EV
continues to be the Tesla Model Y and Model 3 and the most popular plug-in hybrid continues to be the Toyota
Prius Prime.
Due to higher than expected participation levels statewide, the California Air Resources Board will pause the
program at the end of August 2022. Another factor to the pause is due to lower than expected Low Carbon
Fuel Standard (LCFS) credits prices, which today are less than half of what they were a year ago.
November 2020 – July 2022:
o 1,653 Rebates paid to Palo Alto residents for EV Purchases
• EV Awareness and Outreach
Goal: Raise awareness, answer questions and encourage residents to consider transitioning to electrified
modes of transportation, including electric cars, e-Bikes and other modes of clean transportation. CPAU is
offering a wide array of EV classes and events, partnering with multiple vendors and organizations. Through
the end of July 2022, CPAU has been involved in 18 EV education and outreach events and expects to offer
over 2 dozen workshops and events during calendar year 2022. There is a high level on interest and many of
the online webinars regularly attract over 100 highly engaged participants. We have actively incorporated e-
Bikes into class content and hosted the City’s first ever e-Bike test ride event on Earth Day.
During the summer months CPAU slowed down the pace of offerings, but there are plans to pick-up class
offerings in full force, during the fall months.
January - July 2022:
o 18 EV education and outreach events completed
o ≈ 1,000 attendees
Figure 27: Schedule of CPAU Workshops and Events, May - July 2022
Event # Date Event
1 5/4/2022 EV 101 Workshop
2 5/12/2022 EV Charging Workshop
3 5/17/2022 EV 101 Workshop
4 6/15/2022 EV 101 Workshop
5 6/18/2022 Neighborhood EV Expo @ MSC Open House
6 7/19/2022 EV 102 Workshop
Visit http://www.cityofpaloalto.org/workshops for information on upcoming classes.
• City-Owned EV Chargers
Goal: Install EV Charging Infrastructure for the public as well as City-fleet.
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As of the End of July 2022:
o 124 - City-Owned Ports
o 120 - Publicly accessible EV Charging ports
o Newest chargers: 6 ports at renovated Junior Museum on 1451 Middlefield Rd.
• Transformer Upgrade Rebate Program
Goal: Provide discounts to defray the cost of utility distribution system upgrades triggered by EV
applications, costs that would otherwise be borne by the customers. With this program we are offering up
to $100K for MF & non-profits and up to $10K for SFH
As the End of July 2022:
Through EVTAP we are learning that many older properties in Palo Alto, especially multifamily buildings, have
limited electric capacity to accommodate EV chargers and building electrification. The EV team is working
closely with Engineering and has launched a process for pre-screening of transformer loading when looking at
potential electrification.
6.1.3 Building Electrification
With sustainability continuing to be a Council priority, staff recognizes the need to promote the importance and
benefits of building electrification (BE) while removing barriers to voluntary electrification efforts in existing
buildings. Current work covers three areas of activities: public outreach, customer program development and
implementation, and strategy and policy development.
For public outreach, staff continues to participate in meetings with Working Group teams developed through the
Council’s Ad Hoc Committee. These working groups hold periodic updates with the public, including one on June
14, 2022.
For nonresidential customer programs, staff has partnered with CLEAResult to launch a Business Electrification
Technical Assistance Program (BE TAP) in August 2022. Program services under BE TAP include no-cost assessment
at customer sites to identify electrification opportunities, free technical assistance to support customers’ building
electrification journey including building permit application and researching financing options, and post-
installation quality control. Near-term priorities for BE TAP include replacement of mixed-fuel rooftop HVAC units
and gas water heaters with efficient heat pump systems. The program will also address other gas equipment in
commercial kitchens, pools and spas. All commercial customers are eligible to participate in the BE TAP program
and receive electrification rebates.
For residential customer programs, staff issued a comprehensive RFP in June 2021 for residential building
electrification, energy and water efficiency programs which includes single family and multifamily homes as well
as income and medically qualified residents. As part of the community engagement process, an Ad Hoc committee
of Council members was formed in April 2021, and staff was asked to pause activities related to contract
negotiations for the residential programs RFP until the Council Ad Hoc committee and related working groups had
the opportunity to provide input on program design and direction. Staff was also asked to wait to proceed with
contract negotiations while concerns raised by the Utility’s Engineering and Operations Division about potential
additional electric load resulting from building and transportation electrification were addressed. These
community and staff collaborative efforts resulted in the ongoing development of a turnkey heat pump water
heater installation program. Other programs planned include building electrification phone advisory and technical
assistance services for both single family and multifamily property owners, and self-service online tools to help
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residents assess the economics of electrifying their homes. Staff has resumed contract negotiations with the
selected vendors since June 2022 and plans to bring the contracts to City Council for approval in the fall of 2022.
For strategy and policy development, Utilities staff is collaborating with Planning & Development Services to
propose building electrification requirements for the upcoming building code cycle (2023-2025). The proposed
requirements include the following elements:
• All-electric design for new construction projects; this applies to low-rise residential buildings,
detached ADUs, multifamily buildings, and nonresidential buildings.
• Addition/alteration projects that meet the “Substantial Remodel” definition will trigger the all-electric
requirements. For the purposes of electrification, substantial remodel shall mean the alteration of any
structure, including cumulative projects or additions to the existing structure within any three (3) year
period, that affects the removal or replacement of 50% of the linear length of the exterior weight-
bearing walls of the building, 50% of the wall plate height is raised, and/or 50% of the roof structural
framing.
• Prohibit the extension of gas infrastructure in existing buildings to outdoor amenities such as pools,
spas, fireplaces and grills in order to minimize the carbon footprint of these equipment.
• Require heat pump water heater when the existing water heater is replaced, or new water heater is
added as part of a residential addition or alteration project.
Collectively these proposed requirements will avoid over 3,420 MT CO2-e per year, about 1% to 1.5% of the
remaining emissions reductions needed to achieve the 80x30 goal (about 1.5% to 2% when upstream emissions
from fuel use are included).3 Other proposed Green Building requirements cover EV infrastructure, water
efficiency, and embodied carbon limits in the use of concrete for new construction projects. Additional details can
be found in the 2022 Reach Codes webpage. Staff will be bringing the proposed Green Building regulations to City
Council for the first reading this coming October.
6.2 Funding Sources for Emissions Reductions
Energy efficiency and water efficiency programs have traditionally been funded by electric, gas, and water rate
revenues. To fund emissions reduction programs, the City has developed multiple alternative funding sources
6.2.1 Low Carbon Fuel Standard (LCFS) Program
LCFS base credits are allocated by the California Air Resources Board (CARB) to CPAU, based on the number EVs
registered in Palo Alto, the estimated miles travelled and the difference in carbon intensity of transportation fuels
and electricity. Credits are also allocated based on CNG dispensed and electricity dispensed at city owned EV
chargers. The sales proceeds of these credits are the source of funds for CPAU’s customer programs related to
EVs.
6.2.2 Cap and Trade Program, Revenue from Allocated Allowances
The Global Warming Solutions Act of 2006, also known as Assembly Bill (AB) 32, authorized CARB to develop
regulations to lower the state’s greenhouse gas (GHG) emissions to 1990 levels by 2020. CARB developed a cap-
and-trade program as one of the strategies to achieve the 2020 goal. Under the cap-and-trade program, an overall
3 Using 20-year global warming potentials.
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limit on GHG emissions from capped sectors is established and facilities subject to the cap are able to trade permits
(allowances) to emit GHGs. Senate Bill 32 (2016) expanded upon AB 32 by requiring a 40% reduction in GHG
emissions below the 1990 levels by 2030.
In 2012, CARB’s cap-and-trade program commenced and certain covered entities, such as electricity generators
and other stationary sources of GHGs, had a compliance obligation under the new program. The City of Palo Alto
Utilities’ (CPAU’s) electric utility does not own or operate fossil fuel-based electricity generation covered by the
cap-and-trade regulations. CPAU also received free allowances from CARB to mitigate the costs of reducing its
GHG emissions. Since CPAU’s electric utility is carbon neutral and typically has no need to use the allowances for
compliance, it must sell them into the cap-and-trade auction.
Allowance revenues, estimated to be at around $3 million per year in 2022 and onward, can be used for several
approved purposes, including: a) purchases or investment in renewable resources (outside Palo Alto or locally) for
the electric portfolio; b) investment in energy efficiency programs for the electric portfolio and retail customers;
c) investment in other carbon reduction activities, including those required to achieve a carbon-neutral electric
portfolio; and d) rebates to electric retail ratepayers.
As of 2021, some allowances have been utilized to purchase renewable resources while others have been
earmarked for future electrification programs (about $1.2 million). Staff is investigating using more of these funds
for investments in emissions reduction programs.
6.2.3 Electric Public Benefit Funds
Locally owned municipal utilities like CPAU must collect Public Benefit funds from their electric utility customers
as required by section 385 of the Public Utilities Code, to be used on cost-effective energy efficiency and
conservation, low-income programs, investments in renewable energy resources and technologies, and research
and development. CPAU currently has an Electric Public Benefit surcharge of 2.85% of the electric utility bill for all
customers. A portion of this fund can be used for building electrification pilot programs and projects.
6.3 Innovation and Pilot Programs
CPAU’s Program for Emerging Technologies, or PET, (www.cityofpaloalto.org/UTLInnovation) provides the
opportunity for local businesses and organizations to submit proposals for innovative and impactful products to
CPAU for review as a prospective partner. The goal is to find and nurture creative products and services that will
improve customer value, save natural resources, or reduce carbon emissions. From the program’s inception in
June 2012 through today, the program has received a total of 104 applications. The figure below summarizes the
status of all applications through FY 2022.
So far this year, only a single academic collaboration has reached the threshold of value, quality, and relevance to
be considered a good fit for a pilot project. CPAU is currently in discussions with some applicants about revising
their projects and is also evaluating potential regional collaborations with promising early-stage companies. In
order to provide more clarity for applicants and better focus the applications on CPAU’s priorities, staff is also
revised the program’s guidelines to highlight what makes a compelling project pitch for CPAU. These updated
program priorities and guidelines were released this year and presented to the UAC. Pending other priorities and
sufficient resources, staff will work with local universities and accelerators to solicit high-quality applications
closely aligned with CPAU’s highest priorities in calendar year 2022.
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6.3.1 Academic Collaborations
CPAU staff is working with Keola Iskandar, a Stanford Fellow, for the summer to assess energy resiliency options
for residential units in collaboration with Office of Emergency Services. The study builds on techno-economic
models to compare the cost of different backup energy systems and the level of electric reliability these
technologies may provide during an outage. The final report will be presented at the November 2022 UAC meeting
6.3.2 Completed Projects
In FY 2022 CPAU has received eight applications, declined three and is reviewing five others. Staff is also in
discussions with a few start-ups and will consider asking them to apply for collaborations.
Figure 28: Status to date of all applications to the Program for Emerging Technologies
Deadline Total Received Under Review Declined/Closed Active Completed
FY 2013 13 0 11 0 2
FY 2014 15 0 11 0 4
FY 2015 15 0 11 0 4
FY 2016 14 0 9 0 5
FY 2017 10 0 7 0 3
FY 2018 10 0 9 0 1
FY 2019 9 0 5 0 4
FY 2020 8 0 3 0 5
FY 2021 2 0 1 0 1
FY 2022 8 5 3 0 0
TOTAL 104 5 70 0 29
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7 Communications
This section summarizes communications highlights, updates on major campaigns and noteworthy events. Copies
of ads and bill inserts are available online at http://cityofpaloalto.org/UTLbillinsert.
Water Supply and Drought: Staff have been proactive about communicating the current situation of water supply
conditions and ever-changing water shortage emergency declarations. As a result of the continued dry conditions,
CPAU continues a robust outreach campaign about water supply conditions, water use restrictions, and resources
for water use efficiency. Staff are working with the Bay Area Water Supply and Conservation Agency (BAWSCA)
and Valley Water to coordinate public education events. Updates are available at cityofpaloalto.org/water
Summer Electric Grid Challenges: This summer and fall, we anticipate the electric grid will be strained due to high
temperatures, possible wildfire conditions, and higher demands for electricity than grid resources can supply. In
preparation for this situation, an intradepartmental staff team has been refining outage operational protocols and
communication plans for internal coordination and public outreach. We are hoping that electric customers will
heed our calls for conservation to help avoid power outages. Palo Alto Fiber: In June, the City launched the
internet services market research survey and Palo Alto Fiber (Fiber-to-the-Premise or FTTP) deposit program. This
survey is designed to learn more about internet preferences and service needs for the community. Responses will
provide guidance to Council to help determine next steps for the Palo Alto Fiber project, including service details
such as pricing and speed. Gauging interest in a $50 deposit program is a way to assess support for locally
controlled fiber internet services. As with any City project, community input is essential to ensuring that Council
knows where the community stands, thus staff has engaged in a robust outreach campaign to encourage
participation.
New Business Programs: The City recently launched several new programs for business customers, including the
Business Energy Advisor (BEA), Business Customer Rebate, and Business Electrification Technical Assistance
Program (BE TAP). These programs are designed to make it easy for businesses to improve energy efficiency, lower
utility costs, and their carbon footprint. The communications team is supporting the program managers with
outreach through a variety of marketing channels to communicate this value to businesses, all of which helps the
City make progress on climate action.
Tree Line USA: CPAU has earned the recognition as a 2022 Tree Line USA member. Tree Line USA is a national
program recognizing public and private utilities for best practices that protect and preserve America's urban
forests. This program is possible through a partnership with the Arbor Day Foundation and the National
Association of State Foresters. Tree Line USA promotes the coexistence of delivering safe and reliable electricity
while maintaining healthy community trees. Successfully achieving Tree Line USA standards through training
employees in quality tree-care practices, educating the public about planting trees for energy conservation, and
helping homeowners plant appropriate trees near utility lines, not only helps provide trees for a greener future,
but also yields long-term savings for customers.
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Annual Water Quality Report: Every year, the City publishes a consumer confidence report on drinking water
quality conditions for the previous calendar year. The report on water quality for 2021 is now available online and
in print by request. Visit cityofpaloalto.org/waterresources to find the report online and contact
UtilitiesCommunications@cityofpaloalt.org or (650) 329-2479 to request a printed copy. The report is published
in English, Spanish, and Chinese.
Utilities at a Glance: This newly formatted and rewritten brochure provides an overview of all our utility services.
It is meant to inform the community and communicate the benefits of being a public utility customer. The report
provides insight into our utility's strategic vision, infrastructure, operations and maintenance, finances, programs,
and customer services. It can be a handy reference piece for staff as well! Download the report at
cityofpaloalto.org/utilitiesataglance or request a paper copy from UtilitiesCommunications@cityofpaloalto.org.
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8 Legislative and Regulatory Activity
8.1 State Legislation
As of mid-August, the legislature is busy finalizing bills and budget compromises. We hear that a few last-minute
bills may appear and are watching for legislation related to energy funding generally and appropriations for
building decarbonization, transmission, and a self-generation specifically. The last day to pass bills is August 31;
the Governor must sign all bills he wishes to become law by the end of September.
Below is an overview of key State legislative and regulatory activity we’ve been monitoring:
AB 847 (Quirk) Electrically conductive balloons. This bill requires foil balloon manufacturers to ensure that those
balloons pass a standard test developed by the Institute of Electrical and Electronics Engineers to ensure that the
balloon does not cause a fault at high-voltage electric distribution levels.
AB 1864 (Gipson) Small businesses. Allows a tax credit to a "qualified small business employer" or local
government equal to $434 per qualified employee. Includes cities; but has not moved forward since May.
AB 2204 (Boerner Horvath) Clean energy: Labor and Workforce Development Agency: Deputy Secretary for
Climate. This bill establishes, upon appropriation by the Legislature, the position of Deputy Secretary for Climate
within the Labor and Workforce Development Agency.
ACR 188 (Holden) Independent System Operator: regional cooperation: study. A non-binding resolution that
requests CAISO produce a report by February 2023 summarizing recent studies on the impacts of expanded
regional cooperation and identifying key issues that will most effectively advance the state’s energy and
environmental goals. This resolution passed the Legislature; we should expect to see an actual bill regarding
regionalization in 2023.
SB 260 (Wiener) Climate Corporate Accountability Act. Requires any U.S.-based business with annual revenues in
excess of $1 billion and that does business in California to annually report the full range of GHG emissions
attributable to the business, including direct emissions, electricity use, and indirect emissions from the business’s
supply chain and other sources.
SB 379 (Wiener) Residential solar energy systems: permitting. Requires cities and counties to implement an online,
automated rooftop solar permitting platform such as SolarAPP+ that verifies code compliance and issues permits
in real time. For a city the size of Palo Alto, we'd have to implement by September 30, 2023, unless our system is
not configured for SolarAPP+.
SB 396 (Bradford) Forestry: electrical transmission or distribution lines: clearances: notice and opportunity to be
heard. Among other items: Requires a state agency to develop standardized content for use by utilities to notify
landowners when they need to gain access to land and prior access has not been granted, and to develop
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standardized content for landowners to request removal of valuable lumber and to request an opportunity to be
heard. *As a result of effective industry advocacy, POUs were removed from this bill*.
SB 833 (Dodd) Community Energy Resilience Act of 2022. Requires the CEC to (1) develop and implement a grant
program to make energy resiliency awards to local governments and (2) develop and maintain an online
community energy resilience toolkit to support local government’s development of community energy resilience
plans. Does not appear to relate to or impact local governments with electric POUs; as with some other bills, we
are monitoring SB 833 for awareness.
SB 852 (Dodd) Climate resilience districts: formation: funding mechanisms. Allows local governments, either alone
or in combination, to create climate resilience districts and provides these new districts various financing powers.
SB 887 (Becker) Electricity: transmission facility planning. This bill directs the state’s energy agencies to provide
15-year projections of portfolios of resources and energy demand in order to accelerate identification and
development of transmission facilities needed to meet the state’s clean energy goals.
SB 892 (Hurtado) Cybersecurity preparedness: food and agriculture sector and water and wastewater systems
sector. Requires the Office of Emergency Services to develop and adopt optional reporting guidelines applicable
to entities in the water and wastewater industry, among others, regarding identification of a significant and
verified cyberattack. Any report of a cyberattack or cyber threat submitted pursuant to the developed guidelines
is confidential and not subject to disclosure as a public record.
SB 936 (Glazer) California Conservation Corps: forestry training center: formerly incarcerated individuals:
reporting. This bill requires state agencies to establish a forestry training center in northern California to provide
enhanced training, education, work experience, and job readiness for entry-level forestry and vegetation
management jobs Enrollment is prioritized for certain formerly incarcerated individuals.
SB 1032 (Becker) State Energy Resources Conservation and Development Commission: electrical transmission grid
development and expansion: study. This bill will not move forward. Requires the CEC to complete a study to
identify proposals on development of the state’s transmission grid to achieve the state’s clean energy goals CPAU
submitted a letter of support.
SB 1112 (Becker) Energy suppliers: notice and recordation of a decarbonization charge. This bill governs the
installation of voluntary “decarbonization upgrades” to properties, the costs of which are to be recovered through
“decarbonization charges” applied to the billing service of the meter of the property where such an upgrade is
made, mainly by establishing notification requirements regarding the upgrades and charges.
SB 1158 (Becker) Retail electricity suppliers: greenhouse gas emissions. This bill requires each retail seller of
electricity to annually report the sources of electricity used to serve the seller’s load for each hour during the
previous year.
SB 1174 (Hertzberg) Electricity: eligible renewable energy or energy storage resources: transmission and
interconnection. Under this bill, IOUs would have to add to their current RPS’ procurement plans information
about in-service dates of active eligible renewable energy resources or energy storage resources that have
executed interconnection agreements and the reason for any changes to the status of in-service dates.
SB 1197 (Caballero) This bill will not move forward. Water Innovation and Drought Resiliency Act of 2022. Creates
an Initiative to Advance Water Innovation and Drought Resiliency in the Governor’s Office of Planning and
Research for the furtherance of new technologies and other innovative approaches in the water sector. The bill
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would require the office to take specified measures on or before December 31, 2024 to advance innovation in the
water sector and ensure a drought-resilient economy.
SB 1376 (Stern) This bill will not move forward. State Energy Resources Conservation and Development
Commission: strategic plan: integrated energy resources and policies. This bill would require the CEC to adopt a
strategic plan on or before November 1, 2023, to enable no less than 6 GW annually of zero-carbon resources to
be interconnected to the state’s electrical grid, beginning on January 1, 2025.
SB 1391 (Kamlager) Greenhouse gases: market-based compliance mechanism. Requires CARB, at least once every
three years, to conduct a review of the cap and trade program.
8.2 State Regulatory Proceedings
Below are issues currently before state regulatory bodies that CPAU is monitoring, primarily through our work
with CMUA and NCPA.
8.2.1 Energy Commission
The CEC recently adopted new offshore wind planning goals, released draft guidance for a voluntary POU Demand
Side Grid Support Program, disseminated proposed changes to the IRP guidelines, and is considering a possible
POU Load Management Program. The CEC and CAISO hosted a joint workshop on the Diablo Canyon Power Plant,
exploring options to extend its operating license.
8.2.2 State Water Resources Control Board
The Water Board released updated regulatory text and an updated economic model in the Water Loss Control
Standards rulemaking
8.2.3 Air Resources Board
In mid-August, CARB hosted a public workshop to provide input on potential changes to the Low Carbon Fuel
Standard program.
8.2.4 Natural Resources Agency
CPAU submitted to the Wildfire Safety Advisory Board our 2022 Wildfire Mitigation Plan. We expect to receive
comments from the Board in October, which will help guide our 2023 Plan.
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Appendices
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9 Appendix A: Energy Risk Management Program
This appendix provides a quarterly update on the City’s Energy Risk Management Program.
9.1 Overview of Hedging Programs
The City’s Utilities Department maintains a hedging program for its Electric and Gas Utilities. In the Gas Utility the
program protects against short-term (intra-month) price spikes caused by weather or major incidents on the
Western gas system. However, the City does not hedge its gas supply more than one month in advance, choosing
instead to protect the Gas Utility’s financial position by passing gas supply costs through to customers via a charge
that varies monthly based on gas market prices. As a result, the Gas Utility’s only market exposure is the amount
by which gas demand deviates from forecasts within the month. This exposure is relatively small and can be
managed using Gas Utility Operating Reserves. A risk assessment is performed each year as part of the Gas Utility
financial planning process to ensure adequate reserves to cover all risks. The most recent Gas Utility Financial Plan
was adopted June 21, 2021 (Staff Report #12240).
The City has entered into long-term contracts for its Electric Utility to ensure that the City has carbon free
electricity supplies equal to 100% of Palo Alto’s annual electric demand. However, the output from these
generating sources does not match Palo Alto’s electric load. In the summer, the City has a surplus of carbon free
energy and it has a deficit in the winter. This exposes the City to market risk, and staff maintains a hedging program
to protect against this risk. In addition, hydroelectric generators make up approximately half the City’s energy
supply. During dry years these resources do not generate as much energy, creating an additional market exposure
that must be hedged. Unlike the gas hedging program, which is operated by City staff, the electric hedging program
is operated by the Northern California Power Agency (NCPA), a joint powers agency the City formed in partnership
with several other California publicly owned electric utilities, with oversight by City staff.
9.2 Overview of Energy Risk Management Program
The hedging programs described above are conducted in accordance with the City’s Energy Risk Management
Program, which includes a set of Program Policies adopted by the City Council, Guidelines adopted by the City’s
Utilities Risk Oversight Coordinating Committee (UROCC), and Procedures approved by the Utilities Director. In
addition, for the electric hedging program, NCPA maintains its own Risk Management Program. The City is able to
provide policy level oversight of this program through its seat on the NCPA Risk Oversight Committee, which is
held by the City’s Risk Manager.
Per the Energy Risk Management Policies, the City Council must receive quarterly reports on the City’s forward
contract purchases, market exposure, credit exposure, counterparty credit ratings, transaction compliance, and
other relevant data.
9.3 Forward Deals
Below are tables of forward Electric and Gas deals made in Q4 of FY 2022.
Figure 29: Electric Energy Contracts
Delivery Month Deal Type Total Energy (MWh) Avg Price ($/MWh) Amount ($)
Nov '22 Purchase 6,000 84.60 507,600
Dec '22 – Jan '23 Purchase 26,112 95.50 2,493,696
Nov '23 – Dec '23 Purchase 21,975 70.40 1,547,040
Nov '22 Purchase 4,000 94.00 376,000
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Figure 30: Gas Contracts
Delivery Month Deal Type Total Volume
(MMBtu) Price
($/MMBtu) Amount ($)
May – Oct '22 Purchase – Baseload 826,000 Bidweek Index Varies
May – Oct '22 Purchase – Swap 257,680 6.9000 1,777,992
May – Oct '22 Sale – Swap (257,680) 7.8225 2,015,702
9.4 Market Exposure
The chart below shows the City’s market exposure and committed and planned purchases and sales to cover
exposed positions.
Figure 31: Electric Load Resource Balance, April 2022 - March 2025
9.5 Transaction Compliance
There are no transaction exceptions or violations to report.
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10 Appendix B: Staffing and Vacancies
As of Q4 FY 2022, the Utilities Department has 46 vacant positions out of 248 authorized positions or a 19%
vacancy rate. Below is a breakdown of the vacancies by division. The Electric and Fiber Engineering and Operations
(E&O) division continues to have the highest number and hardest positions to fill. Electric Engineering and
Operations has a total of 30 vacancies or 34% vacancy percentage. Some of the critical and difficult-to-fill positions
include lineperson/cable splicer, compliance technician, engineer, and engineer estimators. CPAU is actively
recruiting for 32 positions. The remaining vacant positions are rotational and promotional opportunities for
existing staff or being reevaluated for departmental reorganization. CPAU will continue to seek third party
contracts for some of the difficult-to-fill positions until the positions are filled and staff is trained.
Figure 32: Utilities Vacancies and Recruitments by Division, up to Q4 FY 2022
Division
Authorized
FTEs
Vacant
FTEs
Active
Recruitments Vacancy %
Administration 18.5 3 1 16%
Customer Service 23 2 1 9%
Resource Management 23.5 1 1 4%
Electric Operations 69 21 13 30%
Electric Engineering 20 9 8 45%
WGW Operations 70 8 6 11%
WGW Engineering 24 2 2 8%
Total 248 46 32 19%
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11 Appendix C: Water Utility Annual Infrastructure Maintenance and Replacement
Report
In each Quarterly Update the Utilities Department will provide a detailed overview of a single utility’s investment
and maintenance activity. An update on the water utility was scheduled for this report, it is presented as
Attachment B.
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Water Utility Asset Management Overview - 2021
Executive Summary
• The City continues to meet water quality standards and regulatory requirements
• Water Main Replacement program continues as planned
• Corte Madera Reservoir Replacement Project substantially complete and brought into service
April 2022
• Advanced Metering Infrastructure (AMI) program started in 2022
Infrastructure Overview
See attached for an overview of all assets. Key infrastructure replacement
efforts in the next five years include:
● Regular main replacement
● Overhaul of California Ave Turnout
● Repair and seismic retrofit of Dahl and Park Reservoirs
System Operations and Maintenance
There are 17.2 Total FTE’s working on Water System O&M.
● Water Quality (2.3 FTE):
o *Monitoring: Weekly, monthly, quarterly, annual water quality
sampling
o *System Flushing: Flushing dead ends in the system to prevent
bacterial accumulation
o Backflow Prevention (BFP) Program: Ensuring water from easily
contaminated end-uses does not enter water system
● *System Monitoring (1 FTE): 24-hour monitoring and management of
the system to ensure it is operating safely, moving water in and out of
reservoirs to preserve water quality
● System Inspections (1.3 FTE): Periodic field inspections of pump stations
and other key system components
Asset Management Goals
What are our goals?
-Prevent system failures that can cause
property damage and threaten the health and
safety of our employees and community
-Maintain our ability to reliably deliver
service to our community
-Maintain our community’s ability to fight
fires and preserve health and safety in a
major emergency
-Keep costs down by maximizing asset life
and controlling unplanned maintenance
costs
-Exhibit a culture of compliance, ensuring
we comply with our regulatory requirements
How do we achieve those goals?
-Inspect our system to make sure it is
running properly and the water is in good
condition
-Make repairs in a timely manner
-Replace assets as they reach end of life or
their condition deteriorates
-Identify capacity constraints and risks to
our assets and mitigate these issues
promptly through appropriate capital
investment
-Look for ways to increase our productivity
and control costs by completing our work
more efficiently
Figure 1: FTE Breakdown by Maintenance Category
S stem Monitorin
New Construction
2.1 ¾.
S stem lnspecti~ns
7.6%
Woter Quoli
13.4%
Planned Maintenance
Unplanned Maintenance
37.2%
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● Planned Maintenance (6.4 FTE): Test and maintain distribution system equipment required for
operations such as station mechanical equipment, valves, and meters, and non-emergency repair
and replacement of degraded or damaged assets (e.g. hydrants, valves, mains, and services).
● *Unplanned Maintenance (2.5 FTE): Emergency response and infrastructure repairs and
replacements requiring immediate attention.
● New Construction (3.8 FTE): Installation of new water services, valves, and meters for construction
projects.
*First priority programs critical to daily operation
Maintenance Status:
● Critical maintenance programs running smoothly
● BFP inspection program meets state requirements but has room for improvement in enforcement
● Valve exercise program needs to be digitized for better record keeping
● Large meter testing and replacement program behind schedule due to staffing issues
Table 1: Status of Drinking Water System Operation and Maintenance Programs
System
Operation or
Maintenance
Program
Status
Green = good
Yellow = room
for improvement
Comments
Water quality
monitoring City has a regular testing program to meet all regulatory requirements. This
includes tests of disinfection effectiveness, water quality, and water physical
characteristics.
System flushing Flushing is performed to prevent stagnation of water in rarely used outlets
like hydrants and blowoff valves. This flushing is done on a regular schedule
throughout the year. City is keeping up with its flushing schedule.
Backflow
prevention Backflow preventers (BFP’s) protect water quality by preventing water in a
customer’s system from flowing back into the City system. City owns about
400 BFP’s which are tested annually. Private BFP owners are required to test
annually and submit results to the City. Between 86 and 92% of owners
typically comply with the requirement. The City continues to investigate ways
to improve compliance. The State Water Resources Control Board has not
found the City out of compliance with State regulations, but continues to
note the compliance rate as an area to focus on in the future. 2021 was a
challenging year for this program, because during COVID there was high
turnover of commercial property ownership, which makes it harder to obtain
accurate contact information for BFP owners.
System
monitoring The City maintains 24-hour system monitoring. Several staff are adequately
trained to handle this function in the event of a staffing emergency to ensure
redundancy.
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Valve Exercise Valves are being operated on a multi-year cycle and broken valves are
repaired as they are discovered. Currently, valve exercising records are
marked and maintained on physical utility grid map sheets, and records are
submitted and digitally recorded when all valves on a particular grid have
been exercised. On occasion, records for specific grids will take longer to
submit for recordation, if the valving is difficult to access or requires
additional traffic controls and/or staffing. The data presented in this
scorecard lags actual field performance. In the future, valve exercising records
will be digitized in the field and real-time data will be available.
73% of the target was met for the number of valves exercised in 2021, for the
records available at this time.
Meter
Maintenance Multiple one-time sampling projects have shown that most meters are in
good shape. There are many meters due for replacement, and the mass
replacement of older, small water meters with new advanced metering
infrastructure (AMI) is currently underway in 2022. In 2021, the City had two
contracts with other regional agencies in a third-party meter testing program
for fiscal years 20-21 and 21-22. Meter testing was performed under those
contracts but not during calendar year 2021.
Unplanned
Maintenance There are no backlogs of leaks or assets in need of repair. The City maintains
an emergency on-call program to respond to and control water leaks or other
system emergencies at any hour of the day or night.
Table 2: Condition of Drinking Water System Assets
Asset Class Quantity Maintenance Asset Condition
Water Receiving
Stations (Turnouts)
5 Meter testing (every 2 years)
Annual Maintenance (calibrate
pressure transducer and analog
gauges, exercise isolation
valves and PRV’s, clean out
cover)
Most receiving stations currently require only
minor and routine maintenance and are in good
condition overall. Some minor improvement
projects may be required in the next few years.
California Ave turnout is scheduled for overhaul in
FY23. Page Mill Turnout is scheduled for valve
restraint work in FY23, which will allow the
completion of some annual maintenance items
that have been deferred for two years, due to
safety concerns.
Booster Stations /
Pressure Reducing
Stations
7 / 6 Annual maintenance (calibrate
upstream / downstream
pressure transducer, analog
gauges, check pressure
switches, exercise isolation
valves and PRV’s, cleaning).
Mayfield and El Camino PS have
VFD’s which are maintained by
Tesco.
Most booster stations and pressure reduction
stations require only minor and routine
maintenance and are in good condition overall.
Maintenance work for the five booster stations in
the Foothills portion of the system was on hold to
maintain full operation while Corte Madera
Reservoir Construction was underway.
Maintenance will continue in the Foothills booster
stations now that Corte Madera is back in
operation, including repainting all five of the
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Weekly monitoring booster stations in FY23. Minor improvement
projects may be required in the next few years.
Reservoirs 7 Annual maintenance (climb
tank, take physical reading of
water level, check altitude
valve, check screens, calibrate
tank pressure transducer,
analog gauges)
Water quality monitoring
Several reservoirs have had recent seismic
upgrades and general rehabilitation. The new
Corte Madera Reservoir has been constructed and
brought into service, although the project is still
being finalized. Dahl and Park Reservoirs had
mixers added in 2021 and are scheduled for repair
and seismic retrofit in FY 2023-2027. Mayfield
Reservoir is the only tank without a mixer, but
passive mixing has been sufficient to maintain
water quality there so far.
Emergency Wells 8 Annual maintenance (check
pressure switches, calibrate
pressure transducer, analog
gauges). Wells have VFD’s
maintained by Tesco.
Water quality monitoring
City wells were rehabilitated in 2013, but some
maintenance is needed. Pressure transducers for
all wells are in need of repair. Rinconada Well’s
pump needs to be downsized so it can be powered
by a reasonably-priced generator during a power
outage. City has begun evaluating adding
generators for wells.
Water Valves ~6,000
valves
Operate every valve at least
once every five years (1200
valves per year), repair /
replace as needed
Operate 120 critical valves in
foothills annually
Valves are replaced on failure, or proactively when
water mains in the area are replaced.
Water Mains and
Services
~230
miles of
main,
~20,000
services
Repair leaks as identified
Monitor water quality
Water Main Replacement program continues as
planned, prioritizing leaky pipes and seismically
vulnerable pipes. Asbestos-Cement Pipe testing
program is underway to help update replacement
program as needed.
Water Meters ~20,000
small
meters,
380 large
meters
Sample test small meters, test /
repair large meters annually
Replacement of oldest small water meters
continues, informed by small meter testing. Large
meter testing will ramp up in 2022, which will help
identify large meters in need of replacement. AMI
meter upgrade project is currently under way in
2022 to replace many older small water meters.
Fire Hydrants ~2000
public
hydrants
Painting / inspection Hydrants are replaced upon failure. No ongoing
inspection program at this time.
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Figure 2: Water Maintenance and Inspection Charts
CITY OF PALO ALTO UTILITIES -ANNUAL REPORT FOR WATER MAINTENANCE AND INSPECTION YEAR: 2021
Water Valve Testing and Replacement
800
600
400
200
0
Regular Valve Operation
Jan Mar May Jul Sep Nov
Backlog
(End)
-Work Completed
(Planned)
-Goal
'Note see norrotive above re ording ovoiloble record doto
Valve Replacement
s
0
Jan Mar May Jul Sep Nov
Hydrants
Cumulative
Completed
■ Work Completed
Unplanned Hydrant Replacement
20
10
0
Jan Mar May Jul Sep Nov
Cumulative
Completed
■ Work Completed
Water Trans Annual System Maintenance
Emergency Well
Maintenance
Reservoir Maintenance
Booster Station
Maintenance
Pressure-Reducing Valve
(PRV) Stations
Receiving Stations
Goal
l I '
I I I
I I I
I I
I I
0 2 4 6
■ Work Completed {Planned)
Customer Backflow Preventers (Bf Psi
92%
BFP Inspection Compliance Percentage
(Goal.?: 90%)
-+-Compliance -GOAL
86% 91% 88% 89%
8 10
90%
Jan-Feb Mar-Apr May-Jun Jul-Aug Sep-Oct Nov-Dec
Water Meter Testing and Replacement
100
so
0
Small Water Meter Testing
I i I I I I I I I I i I
Jan Mar May Jul Sep Nov
Cumulative
Completed
■ Work Completed
*Note see narrative above re ardin CY21 testin
Small Water Meter Replacement
1000
500
0
Jan Mar May Jul Sep Nov
Water leaks
100
50
0
Water Leaks Repaired
. --
Jan Mar May Jul Sep Nov
■ Cumulative
Completed
■ Work C3mpleted
Cumulative
Completed
■ Work Completed
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