HomeMy WebLinkAboutMay 1, 2024 Agenda Packet Board of Directors F General Manager
Joseph Aguera Brian C. Wright
Jeff Bender AN& Public Utility District m Executive Leadership
Christa Finn r9PL Chad J. Reed
Tony Laliotis Jared Carpenter
Kim Harris REGULAR BOARD MEETING Shanna D. Kuhlemier
11570 DONNER PASS ROAD, TRUCKEE Michael Salmon
6:00 PM, Wednesday, May 1, 2024 Steven Poncelet
AGENDA Scott Crow
Jillian Steward
1. Call to Order
2. Roll Call
3. Pledge of Allegiance
4. Changes to the agenda
5. Public Comment— This is time set aside for the public to address the Board on
any matter not on the agenda. Testimony related to any agendized matter should
be addressed at the time that that item is considered.
(The public may comment on any subject that is not on the agenda. Each
speaker will be limited to three minutes, but speaker time may be reduced at
the discretion of the Board President if there are a large number of speakers
on any given subject.)
DIRECTOR UPDATE
6. This item provides time for Directors to comment on any item within the purview of
the District.
DEPARTMENT UPDATES
7. This item provides time for each Department to update the Board of Directors.
PUBLIC HEARING
CONSENT CALENDAR
8. Consider Adoption of Resolution Nos. 2024-09 & 2024-10 to Consolidate the
District's November 2024 General Elections with Nevada County and Placer
County.
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Adopt Resolutions 2024-09 and 2024-10 to consolidate the District's
November 2024 General Elections with Nevada County and Placer County,
respectively.
9. Consider Approval of a Contract with Moss Adams for a Compensation Study for
the District for an Amount not to Exceed $75,000.
Authorize the General Manager to execute a contract with Moss Adams for a
compensation study for the District, with a contract amount not to exceed
$75,000.
10. Consider Approval of a Service Contract for Treated Wood Waste Disposal with
Dillard Trucking for an Amount not to Exceed $28,700.
Authorize the General Manager to execute a Service Contract for Treated
Wood Waste Disposal with Dillard Trucking for the amount of$28,700, plus a
10% change order authorization, for a total contract amount not to exceed
$31,570 for the remainder of FY24, with the option to extend the contract for
four additional years.
11. Consider Approval of Dispensing with the Public Bidding Process for Electric
Distribution Transformer Purchase
1. Dispense with the competitive public bid process for electric distribution
transformers allowing the General Manager to negotiate directly with
prequalified vendors for FY24; and
2. Authorize the General Manager to contract with General Pacific, Inc. for
the purchase of three electric distribution transformers in the amount of
$153,097, plus a 10% contingency, for a not to exceed purchase
amount of$168,407.
ACTION ITEMS
12. Consider Approval of the Development Agreement for the Tahoe Donner Downhill
Ski Lodge Project
Approve the development agreement between the District and the Tahoe
Donner Association for the Tahoe Donner Downhill Ski Lodge Project.
13. Consider Approval of a Contract with Resource Development Company for the
District's Ski Run Tank Replacement Project for an Amount not to Exceed
$1,317,600.
Authorize the General Manager to execute a construction contract with
Resource Development Company for the District's Ski Run Tank Replacement
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project in the amount of$1,197,800, plus a ten percent change order
allowance of $119,800 for a total authorization not to exceed $1,317,600.
14. Consider Approval of 2024 Q1 Power Cost Adjustment (PCA) of$0.0088 CREDIT
per kWh Billed in May, June and July 2024
Approve Power Cost Adjustment for 2024 Q1 of $0.0088 CREDIT per kWh
billed in May, June and July 2024
15. Consideration of a construction contract for the East Office remodel
A) Authorize the General Manager to execute a construction contract with
GLA Morris, Inc. for the East Office Remodel Project in the amount of
$373,265.20, plus a change order authorization of 10%, for a total
construction contract budget not to exceed $410,591.72.
Or
B) Reject all bids received due to total bid prices exceeding estimated budget
16. District Code Title 4, Post Retirement Benefits
A.) Approve a revision to District Code, Title 4 Personnel, as proposed on
March 6, 2024, to limit the eligibility of negotiated employee group benefit
adjustments made effective January 1, 2024 to current employees and those
who have retired after January 1, 2024;
or
B) Approve a revision to District Code, Title 4 Personnel to make current and
all retired employees eligible for negotiated employee group benefit
adjustments made effective January 1, 2024
WORKSHOP
17. Emergency Response and Operation Plan Workshop
Receive this presentation and provide input to staff.
ROUTINE BUSINESS
18. Consider Approval of the Feb. 7 & April 3, 2024, Board Meeting Minutes
19. Consider Approval of the Treasurer's Report, May 2024
Approve the Treasurer's Report May 2024 which includes:
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a. Fund Balances for the Month of February 2024
b. Disbursements for the Month of March 2024
CLOSED SESSION
20. Employee Performance Review Pursuant to Govt Code Section 54957(b). Title:
General Manager
21. Closed Session Pursuant to Government Code Section 54956.9(d)(2), Conference
with Legal Counsel, Exposure to Litigation, Three Cases.
ADJOURNMENT
The agenda is available for review at the TDPUD administrative office and the District's
internet website. Posted on Friday, April 26, 2024.
Brian C. Wright, General Manager
A copy of the agenda packet is available for public review, during normal business hours, at the district
administrative office located at 11570 Donner Pass Road. Public participation is encouraged. The
meeting location is accessible to people with disabilities. Every reasonable effort will be made to
accommodate participation of the disabled in all of the Districts public meetings. If particular
accommodations for the disabled are needed (i.e. disability-related aids, or other services), please
contact the General Manager at (530) 582-3957 or Brianwright(a�tdpud.org , at least 24 hours in advance
of the meeting.
Any person with a disability may submit a request for reasonable modification or accommodation to the
above-described means for accessing and offering comment at the meeting to Brian C. Wright, General
Manager, or Email at brianwright@tdpud.org who will swiftly resolve such a request.
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AGENDA ITEM #7
Public Utility District m
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM:
SUBJECT: This item provides time for each Department to update the Board of
D i recto rs.
APPROVED BY:
Brian C. Wright, General Manager
RECOMMENDATION:
BACKGROUND:
ANALYSIS AND BODY:
Electric Utility:
From April 14-18, Staff attended the NCPA Federal Policy Conference including
meetings with the Federal Energy Regulatory Commission (FERC), Department of
Energy (DOE), Clean Hydrogen Future Coalition, Smart Electric Power Alliance
(SEPA), Northwest Public Power Association (NWPPA), the offices of Representative
Kevin Kiley and Representative of Doug LaMalfa, and others. The focus of the
discussions with our state Representative's Kiley and LaMalfa included the topics of the
impacts of increased sediments due to wildfire on hydroelectric dams, $1.2 billion
federal funding allocations, supply chain issues affecting electric utilities, need for
financial support of Central Valley Project hydroelectric dams, and support of creations
of Fire-Safe Electrical Corridors. The primary conversation with FERC was to update
them on the current interconnection que for development of new generation (5+ years
before any basic review), and a unique idea for public power to help lead the efforts in
the creation of a new Regional Transmission Operator (RTO) to help increase reliability
in the west, and reduce volatility in both short and long-term costs.
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Image 1: Bulk Electric Systems
Image 2: ISO's and RTO's around Truckee Donner PUD
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Water Utility:
Water Deliveries
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Water Production(Gallons)
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MARCH UPDATES
Since both the May and April Board meetings were so early in the month, adequate
time did not exist (four days were remaining in the month of March) for staff to include
the previous months' usage. For this reason, staff have included March water usage.
When March's production from last year is compared to this March, production was
down by 12%. Whereas, when the three-year average is compared to last month, the
production was only down by 8%.
System Updates
As of the date of this staff report, the Water Department has either bid or awarded 73%
of the total $4.9million allotted for 2024. The remaining 27% will be put out to bid this
spring, so ample time exists to finish these projects prior to December 2025.
• Pioneer Trail Pump Station - The updated scheduled completion and testing will
occur mid-April (Update: Generator commissioned and tested, test pumping
and site commissioning to take place last week of April)
• Tank 6170B- Contractor to start working on the coating system in mid-April, and
we expect completion in May (weather dependent)
• Summer pipeline replacement will be on upper Ski Slope and parts of
Northwoods Boulevard in Tahoe Donner, to start late May / early June (weather
dependent)
• Prosser Annex Well rehabilitation (performed by Eaton Pump) commenced on
April 2Id, anticipated completion on June 1st. (UPDATE: Pump is pulled and
being rehabilitated at their facility. Overall, the project is on time and on
budget)
• Water Department staff are working on completion of EPA revised lead and
copper rules which consist of surveying older customer side laterals to ensure
any lead services are located. (Update: On time and on budget)
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• The Water Department is working on installing master system meters in specific
areas of the water system to help identify regions with larger losses. (Prosser
Lake View Zone, Red Mountain Zone)
• The Water Department is trying to finalize Hirschdale easement documents to
construct intertie between the main system and Hirschdale. (Anticipated
completion in fall in 2024)
• Installation of emergency generator backup at Falcon Point Pump Station, to be
completed in the summer of 2024.
Customer Service:
Survey Scores for March 2024
Overall, how satisfied were you with the experience with our customer...
Answered,45 Skipped!U
100%
90%
80%
70%
CDC%
50%
40%
30%
20%
10%
0% � -
Extremely Verysatisfied somewhat Not so Nofataill
satisfied satisfied satisfied satisfied
General Services:
EV Silverados(2) delivery is anticipated in late April or May
Planned wrap design has been selected by committee for approval
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TRUCKEE DONNER
PUBLIC UTILITY DISTRICT
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T
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CHARGINGFFORWARD
Human Resources and Risk:
Staffing
We would like to welcome Xander Thomassian who started on 4/15 as our new Network and Systems
Administrator!
Water Helper-job offers in process, we had 54 applicants
Vegetation Program Manager- recruitment in process
Management Analyst 1- recruitment in process
Contract Administrator- recruitment in process
Culture
4/22 - 2nd Annual TDPUD Earth Day Celebration -TDPUD Clothes Swap, Freshen Up You Plants Station,
TDPUD Garden, Breakfast Potluck
5/01 - Nacho Bar
Recognition
We have not yet announced our April Core Value winners, these will be celebrated with our May
winners soon!
Staff Development
Emergency Operations Plan Workshops in May
Safety& Risk
4/16-Office Safety and Ergonomics
Public Information and Strategic Affairs:
California Conservation as a Way of Life Regulation Nearing Adoption: The
California State Water Resources Control Board (SWRCB) continues to move towards
adoption of this landmark regulation which is expected to be adopted in August of this
year and take effect on January 1, 2024. The new regulation is a combination of water
loss for utilities, outdoor water restrictions, and indoor water restrictions. District staff
continue to track the evolution of this regulation and advocate for the interests of our
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customers and community. This includes advocating for: accurate data for utility water
loss; ensuring that outdoor water use standards are achievable and practicable; and
that indoor water use standards which are based on per capita accurately capture the
District's actual population (vs. full-time population). It should be noted that, while the
District continues to work with our customers to save water, this regulation, which does
not include the major uses of water in California (i.e. agriculture), has been documented
to be very expensive and complicated with estimates of only saving -1% of California's
water use.
Staff Continue to Execute 2024 Communication Plan:
April was a busy communications month led by the Board's adoption of the District's
Integrated Resource Plan. Staff issued the Board recap press release covering the
adoption, created a new webpage to help educate our customers and community
(www.tdpud.org/energy), and conducted a radio interview with KTKE among other
outreach efforts. The American Public Power Association followed the Board's adoption
of the IRP and published it as the lead story for one of their member communications.
Staff also featured Linemen Appreciation Day with social media posts and interviews
with two District Apprentice Linemen. In addition, the District launched the annual
Customer Bingo program with advertisements in the local media outlets, social media
posts, and an all-customer e-mail. The District continues to communicate internally, led
by the monthly edition of Connections.
GOALS AND OBJECTIVES:
District Code 1 .05.020 Objectives:
1. Responsibly serve the public.
2. Provide a healthy and safe work environment for all District employees.
3. Provide reliable and high quality water supply and distribution system to meet
current and future needs.
4. Provide reliable and high quality electric supply and distribution system to meet
current and future needs.
5. Manage the District in an environmentally sound manner.
6. Manage the District in an effective, efficient and fiscally responsible manner.
District Code 1 .05.030 Goals:
1. Manage for Financial Stability and Resiliency
2. Environmental Stewardship: Create a sustainable resilient environment for all our
communities.
3. Engage with our customers and communities in a welcoming and transparent way to
identify opportunities.
4. Take the best of private sector thinking to modernize the utility and add value to our
communities.
5. Developing an inclusive culture drives organizational integration and success.
FISCAL IMPACT:
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ATTACHMENTS:
1. By the Numbers March 2024
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d" TRUCKEE DONNER
)rWPublic Utility District By the Numbers YTD March 2024
Customer Billing Metrics
Electric Change to Prior Year Average per Month Water Change to Prior Year
141764 107 0.7% Number of Accounts 131665 78 0.6%
1,136 (102) -8.3% Billed Volume per Account 3,597 (274) -7.1%
$ 0.2129 $ 0.020 10.6% Billed Dollars / Billed Volume $ 0.0288 $ 0.001 2.0%
$ 256 $ 36.80 16.8% Average Bill $ 110 $ 9.13 9.1%
$ 25.5 $ (7.1) -21.7% Billed AR Past Due 90+ days $ 13.6 $ (7.5) -35.6%
$ 6.1 31.5% AR 90+var to last month $ (0.2) -1.8%
Operating
Electric Variance to Budget Dollars in Thousands Water Variance to Budget
$ 11,656 754 6.9% Revenues $ 4,577 134 3.0%
41219 257 6.5% - Expenses 21634 (26) -1 .0%
4,211 135 3.3% - Purchased Power 341 (99) -22.5%
$ 31226 362 12.6% = Operating Net Result $ 11603 258 19.2%
Excludes Depreciation(non-cash)operating expense
By the Numbers-Page 1 of 2
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' TRUCKEE DONNER
Public Utility District By the Numbers March 2024
Expenditures • .serve Balances
Electric Variance to Budget Dollars in Thousands Water Variance to Budget
$ 549 (12,787) -95.9% Capital Expenditures $ 405 (5,389) -93.0%
Actual YTD Variances-Red Over Budget Green Under Budget Actual YTD
$ 91248 (4,087) -30.7% Capital Expenditures $ 91168 3,375 58.2%
Forecast Annual (1st draft for Q1) Variances-Red Over Budget Green Under Budget Forecast Annual (1st draft for Q1)
$ 10,747 6,657 162.8% Capital Reserve Balance $ 4,174 4,174 -
$ 6,807 6,807 - ® 2022 Debt Project Funds Bal. $ 1,044 1 ,044 -
$ 5,845 (1 ,166) -16.6% Rate Reserve Balance NA
$ 8,340 1 ,418 20.5% Operating Reserve Balance $ 7,625 1 ,836 31 .7%
By the Numbers-Page 2 of 2
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AGENDA ITEM #8
Public Utility District m
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM: Steven Poncelet, Public Information Officer
SUBJECT: Consider Adoption of Resolution Nos. 2024-09 & 2024-10 to
Consolidate the District's November 2024 General Elections with
Nevada County and Placer County.
APPROVED BY:
Brian C. Wright, General Manager
RECOMMENDATION:
Adopt Resolutions 2024-09 and 2024-10 to consolidate the District's November 2024
General Elections with Nevada County and Placer County, respectively.
BACKGROUND:
The Board of Directors are elected every four years on staggered terms. In an effort to
save costs, the District can consolidate elections held in even years with both Nevada
County and Placer County elections. Historically, the District used this to consolidate
elections and use the registrars of voters in both counties.
ANALYSIS AND BODY:
On November 5, 2024, three Board of Directors seats will be up for election, including:
• Joe Aguera
• Jeff Bender
• Kim Harris
The District is required to submit Board approved resolutions with additional ancillary
documents to Nevada County and Placer County by July 3, 2024, to request
consolidation of elections. The resolutions are routine, with updated names and dates.
The consolidation of elections marks the beginning of the General Election
Calendar. Candidate filings begin July 15, 2024, and regular candidate filings end
August 9, 2024. Should an incumbent choose not to file, the candidate filing deadline
shall be extended five days to August 14, 2024.
GOALS AND OBJECTIVES:
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District Code 1.05.020 Objectives:
1. Responsibly serve the public.
2. Provide a healthy and safe work environment for all District employees.
3. Provide reliable and high quality water supply and distribution system to meet
current and future needs.
4. Provide reliable and high quality electric supply and distribution system to meet
current and future needs.
5. Manage the District in an environmentally sound manner.
6. Manage the District in an effective, efficient and fiscally responsible manner.
District Code 1.05.030 Goals:
1. Manage for Financial Stability and Resiliency
2. Environmental Stewardship: Create a sustainable resilient environment for all our
communities.
3. Engage with our customers and communities in a welcoming and transparent way to
identify opportunities.
4. Take the best of private sector thinking to modernize the utility and add value to our
communities.
5. Developing an inclusive culture drives organizational integration and success.
FISCAL IMPACT:
ATTACHMENTS:
1. R2024-09 Consolidation of Elections, Nevada County
2. R2024-10 Consolidation of Elections, Placer County
Page 2 of 2
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■ UCKEE r
■
ublic Utility District 5
Resolution No. 2024-09
NOTICE OF GOVERNING BOARD MEMBER ELECTION
RESOLUTION OF THE GOVERNING BODY OF THE
TRUCKEE DONNE PUBLIC UTILITY DISTRICT
DECLARING AN ELECTION BE HELD IN ITS JURISDICTION;
REQUESTING THE BOARD OF SUPERVISORS TO CONSOLIDATE THIS
ELECTION WITH ANY OTHER ELECTION CONDUCTED ON SAID DATE:
AND
REQUESTING ELECTION SERVICES BY THE COUNTY CLERK
WHEREAS, this District Governing Body orders an election to be held in its jurisdiction
on November 5, 2024; at which election the issue to be presented to the voters shall be:
NOMINATION OF CANDIDATES FOR THE GOVERNING BODY
1. Said election shall be to fill a vacancy for the following Board Members whose
terms expired:
Incumbent's Name Term
Joe A uera Regular
Jeff Bender Regular
Kim Harris Regular
2. Said Directors for this District are elected At Large. There are no divisions in the
District; all voters within the District vote for all candidates.
3. The District has determined the following election particulars:
• The length of the Candidate Statement shall not exceed 200 words
• The cost of the Candidate Statement shall be paid by the Candidate
• In the case of a tie vote, the election shall be determined by lot, in
accordance with Election Code Section 10551(b).
• The County Clerk is requested to provide elections services. All
applicable costs will be paid by the District to the Nevada County Elections
Office to provide election services.
4. The District hereby certifies that there have been no District boundary changes
since our last election.
1
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NOW, THEREFORE BE IT RESOLVED that the Board of Supervisors of the County of
Nevada is hereby requested to:
1. Consolidate the election with any other applicable election conducted on the
same day;
2. Authorize and direct the County Clerk, at the expense of the District, to provide
necessary election services.
This Resolution shall be considered a Notice of Election and Specification of Election
Order if applicable.
PASSED AND ADOPTED by the Board of Directors of the Truckee Donner Public Utility
District at a meeting held within said District on May 1, 2024 by the following roll call
vote:
AYES:
NOES:
ABSENT:
TRUCKEE DONNER PUBLIC UTILITY DISTRICT
By
Jeff Bender, Board President
ATTEST:
Brian Wright, General Manager
2
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■ UCKEE r
■
ublic Utility District 5
Resolution No. 2024-10
NOTICE OF GOVERNING BOARD MEMBER ELECTION
RESOLUTION OF THE GOVERNING BODY OF THE
TRUCKEE DONNE PUBLIC UTILITY DISTRICT
DECLARING AN ELECTION BE HELD IN ITS JURISDICTION;
REQUESTING THE BOARD OF SUPERVISORS TO CONSOLIDATE THIS
ELECTION WITH ANY OTHER ELECTION CONDUCTED ON SAID DATE:
AND
REQUESTING ELECTION SERVICES BY THE COUNTY CLERK
WHEREAS, this District Governing Body orders an election to be held in its jurisdiction
on November 5, 2024; at which election the issue to be presented to the voters shall be:
NOMINATION OF CANDIDATES FOR THE GOVERNING BODY
1. Said election shall be to fill a vacancy for the following Board Members whose
terms expired:
Incumbent's Name Term
Joe A uera Regular
Jeff Bender Regular
Kim Harris Regular
2. Said Directors for this District are elected At Large. There are no divisions in the
District; all voters within the District vote for all candidates.
3. The District has determined the following election particulars:
• The length of the Candidate Statement shall not exceed 200 words
• The cost of the Candidate Statement shall be paid by the Candidate
• In the case of a tie vote, the election shall be determined by lot, in
accordance with Election Code Section 10551(b).
• The County Clerk is requested to provide elections services. All
applicable costs will be paid by the District to the Placer County Elections
Office to provide election services.
4. The District hereby certifies that there have been no District boundary changes
since our last election.
1
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NOW, THEREFORE BE IT RESOLVED that the Board of Supervisors of the County of
Placer is hereby requested to:
1. Consolidate the election with any other applicable election conducted on the
same day;
2. Authorize and direct the County Clerk, at the expense of the District, to provide
necessary election services.
This Resolution shall be considered a Notice of Election and Specification of Election
Order if applicable.
PASSED AND ADOPTED by the Board of Directors of the Truckee Donner Public Utility
District at a meeting held within said District on May 1, 2024 by the following roll call
vote:
AYES:
NOES:
ABSENT:
TRUCKEE DONNER PUBLIC UTILITY DISTRICT
By
Jeff Bender, Board President
ATTEST:
Brian Wright, General Manager
2
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AGENDA ITEM #9
Public Utility District m
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM: Jillian Steward, Human Resources Director
SUBJECT: Consider Approval of a Contract with Moss Adams for a
Compensation Study for the District for an Amount not to Exceed
$75,000.
APPROVED BY:
Brian C. Wright, General Manager
RECOMMENDATION:
Authorize the General Manager to execute a contract with Moss Adams for a
compensation study for the District, with a contract amount not to exceed $75,000.
BACKGROUND:
District Code 4.06.101 Compensation Plan establishes the General Manager's
responsibility to maintain a compensation plan for all classes of positions. The plan
shall establish a salary range or rate of pay, showing minimum and maximum rates for
each class. The General Manager shall submit the compensation plan to the Board of
Directors for approval.
Historically, the District has maintained two salary schedules, one for the classifications
represented by the International Brotherhood of Electrical Workers (IBEW), Union Local
1245, and a second schedule for classifications not represented by a union
(management, technical, engineering).
In March 2020, the District and IBEW Local 1245 negotiated an updated Memorandum
of Understanding (MOU) establishing a compensation and benefits plan effective
January 1, 2020, through December 31, 2024.
The last compensation study completed for represented employees was prior to
2015. The most recent compensation study for unrepresented employees was
completed at the end of 2021 and presented to the Board in March 2022. When the
results were presented to the Board in March 2022, the District committed to
undertaking a more comprehensive compensation plan to include the following:
• Review of job classifications and descriptions
• Establish Board adopted policy for competitive salary metrics
• Identify employer market profile for future compensation studies
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• Healthcare benefits market analysis
• Retirement benefits program review
• Proposed updated compensation and benefits maintenance plan
ANALYSIS AND BODY:
At this stage of the comprehensive compensation plan project, the District has identified
the need to do an organizational assessment study to allow for a more thorough and
accurate compensation study. The information gathered from the study will be a useful
resource during labor negotiations with IBEW 1245, which will begin in the late
summer/early fall of this year for a new contract effective 2025.
For the compensation study and organization assessment, the following services will be
performed:
• Review the District's compensation package, provide analysis relative to other
comparable agencies, and provide recommendations based on results.
• Review job descriptions selected from the 2024 unrepresented and represented
employee wage ranges to ensure internal alignment and equity between groups
based on the essential duties, minimum qualifications, and comparable positions
identified.
• Review selected job descriptions for internal alignment and uniformity in lay out,
consistent language, expectations, and minimum qualifications.
• Review current compensation policy and plan design to determine if adjusting
pay structure will provide better equity, flexibility and mobility.
• Review of organizational structure, including analysis of the appropriate grouping
of functions and responsibilities within departments, as well as cross-
departmental.
Three qualified companies, Gallagher, Moss Adams, and CBIZ Compensation
Consulting, provided proposals for the work to be performed.
A District selection committee met to review the three proposals and evaluated the
following criteria:
• Clarity of proposal
• Experience of project manager and staff
• Technical requirements
• Schedule
• References
• Cost
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The proposed costs are as follows:
Firm Proposal Cost
Gallagher $138,000
Moss Adams' $71,000
CBIZ $44,525
Based on the overall proposal evaluations, the committee determined that Moss Adams
would be the most beneficial firm in the District for the following reasons:
• The proposal included a thorough and comprehensive plan for the compensation
study.
• The proposal included an in-depth approach to understanding the specifics of
our organizational structure and the positions that will be evaluated. This
thorough understanding is a priority of the District's to feel confident that the data
received from the study is comparable to our organization and therefore useful.
• The staff assigned to this project have extensive experience.
• The company's expertise included various special districts, municipalities,
cooperatives, and most notably their experience with power and water utilities in
the western region. Moss Adams will have the resources and contacts to provide
the most thorough and relative compensation study.
• The proposal provided the most comprehensive study objectives and
deliverables.
Timeline:
• May : Start-Up and Management
• May - June: Fact Finding
• July - Aug.: Analysis
• Aug. - Sept: Reporting
Moss Adams's Assurance (audit) and Consulting groups are independent. Engaging
with Moss Adams for this study contract does not conflict with the audit services, and
multiple services are common in the audit/consulting business.
GOALS AND OBJECTIVES:
District Code 1.05.020 Objectives:
6. Manage the District in an effective, efficient and fiscally responsible manner.
District Code 1.05.030 Goals:
1. Manage for Financial Stability and Resiliency
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5. Developing an inclusive culture drives organizational integration and success.
FISCAL IMPACT:
The FY24 budget included $75,000 for a compensation study to be completed this year.
GL account number 1/2.2.925.00.583.
ATTACHMENTS:
None
Page 4 of 4
Page 23 of 215
AGENDA ITEM #10
Public Utility District m
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM: Jared Carpenter, Electric Utility Director
SUBJECT: Consider Approval of a Service Contract for Treated Wood Waste
Disposal with Dillard Trucking for an Amount not to Exceed $28,700.
APPROVED BY:
Brian C. Wright, General Manager
RECOMMENDATION:
Authorize the General Manager to execute a Service Contract for Treated Wood Waste
Disposal with Dillard Trucking for the amount of$28,700, plus a 10% change order
authorization, for a total contract amount not to exceed $31,570 for the remainder of
FY24, with the option to extend the contract for four additional years.
BACKGROUND:
Electric Operations annually generate significant amounts of Treated Wood Waste
(TWW). TWW is generated during the course of normal business through pole
replacement and rebuild projects. The State of California Department of Toxic
Substances Control classifies utility poles treated with Pentachlorophenol, Creosote,
and Copper Naphthenate, among others, as TWW, and requires TWW generators to
dispose of TWW at Class I Hazardous Waste facilities.
Since 2022, the District has utilized third party services to collect, haul, and properly
dispose of the District's TWW. The District currently does not have the equipment and
staff resources to adequately dispose of generated TWW, and therefore requires a third
party to perform these services annually.
ANALYSIS AND BODY:
In March 2024, the District published a request for bids for TWW Disposal Services.
The bid opening was held April 16, 2024, with three responsive bids received. Dillard
Trucking was found to have submitted the lowest responsive bid.
Bid results can be found in the table below.
Page 1 of 2
Page 24 of 215
Vendor Bid Schedule ResponsiveLocation
Pricing
Dillard Trucking $ 28,700.00Y Byron,
CA
Patriot $ 47,826.25Y Signal
Environmental Hill, CA
Ponder $ 33,740.00Y Benicia,
CA
Staff is presenting to the Board for consideration for approval of a Service Contract in
the amount of $28,700, plus a 10% change order authorization for a total amount not to
exceed $31,570 in FY24 with Dillard Trucking for TWW Disposal Services. This
contract will be effective upon execution in May 2024 and ending December 31, 2024,
with the option to extend the contract for four additional years (Option years 2025,
2026, 2027, and 2028). For contract extension years, the contract period for TWW
Disposal Services will begin on January 1 and end December 31 each year.
GOALS AND OBJECTIVES:
District Code 1 .05.020 Objectives:
1. Responsibly serve the public.
4. Provide reliable and high quality electric supply and distribution system to meet
current and future needs.
6. Manage the District in an effective, efficient and fiscally responsible manner.
District Code 1 .05.030 Goals:
1. Manage for Financial Stability and Resiliency
4. Take the best of private sector thinking to modernize the utility and add value to our
communities.
FISCAL IMPACT:
Staff is requesting a $31,570 authorization for the remainder of 2024 for Treated Wood
Waste Disposal Services. The FY24 Budget of $817,350 in account 1 .6.588.00.588 is
currently estimated to be sufficient to fund this item.
ATTACHMENTS:
None
Page 2 of 2
Page 25 of 215
AGENDA ITEM #11
Public Utility District m
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM: Keith Renshaw, Electric Engineering Manager
SUBJECT: Consider Approval of Dispensing with the Public Bidding Process for
Electric Distribution Transformer Purchase
APPROVED BY:
Z-
Brian C. Wright, General Manager
RECOMMENDATION:
1. Dispense with the competitive public bid process for electric distribution
transformers allowing the General Manager to negotiate directly with prequalified
vendors for FY24; and
2. Authorize the General Manager to contract with General Pacific, Inc. for the
purchase of three electric distribution transformers in the amount of $153,097,
plus a 10% contingency, for a not to exceed purchase amount of $168,407.
BACKGROUND:
District Code section 3.08.010 — Procedure for Purchase of Commodities or Equipment
Over $15,000
Estimated purchase amount: $153,097
Distribution transformers are a critical component of the electric distribution system and
are required to step down distribution level voltage to usable service level voltages for
the District's customers. Over the past several years, all domestic distribution
transformer manufacturers have experienced significant raw material shortages,
causing major supply chain constraints for electric utilities nationwide. Beginning in
2021, the industry witnessed lead times for distribution transformers skyrocket from 7 to
15 weeks to more than two years in most cases. In 2021, the District was successful in
its annual solicitation for bids and awarded to three transformer vendors for FY2022.
However, lead times exceeded 52 weeks at that time. Orders placed by the District
during the FY2022 contract period have yet to be fully fulfilled (more than two years
later).
In 2022, the District was unsuccessful in its annual solicitation for bids for FY2023 for
distribution transformers. Many vendors and/or manufacturers responded to the bid
request in late 2022 by stating that because of market conditions and raw material
Page 1 of 4
Page 26 of 215
shortages, they were no longer able to commit to pricing on a long-term basis. The
distribution transformer market has not improved since, and manufacturers do not see
any relief in the near term.
In late 2022, after a failed solicitation for bids for FY2023, and due to continued
distribution transformer market volatility, staff published a Request for Qualifications
(RFQ) for distribution transformers for FY2023. The intent of the RFQ was to pre-qualify
a pool of transformer vendors, suppliers, and/or manufacturers that had the ability to
supply distribution transformers meeting the District's technical specifications, and for
the District's Board of Directors to consider an annual authorization for transformer
purchases for FY2023 through the annual procurement process. The RFQ did not
require vendors and/or manufacturers to commit to long-term pricing or delivery dates
for FY2023, but it would require staff to request quotes for transformer purchases from
the pre-qualified vendor pool, which would then be taken to the Board for approval on
an as-needed basis. Staff received very few responses to the RFQ in 2022 for FY2023,
and therefore, did not purchase transformers in 2023.
In late 2023, staff again published a revised RFQ for transformer purchases for
FY2024, which included clarifying language intended to solicit more responses. Staff
successfully pre-qualified four vendors for FY2024 through the RFQ process.
In early April this year, one of the District's pre-qualified transformer vendors, General
Pacific, Inc. (GenPac), contacted staff offering transformer production slots for
completion and delivery by the end of October 2024. The production slots offered to the
District are for specific size and voltage transformers required to complete upcoming
development projects planned for late 2024. The District currently does not have any
stock of the transformers needed, and not taking the opportunity to secure the
production slots offered by GenPac will likely lead to delays in the completion of the
above-mentioned development projects until the proper transformers have been
procured.
ANALYSIS AND BODY:
After being notified of the available transformer production slots by GenPac, staff sent
an informal Request for Information (RFI) via email to the remaining pre-qualified
transformer vendors who responded to the District's RFQ for FY2024. The RFI
requested that the pre-qualified vendors respond whether they would or would not be
responsive to a request for competitive bid on the specified transformer and quantities
for a delivery date of no later than October 31, 2024. The pre-qualified vendors were
given a deadline of 5:OOPM on April 25, 2024, to respond to the RFI. Of the pool of four
pre-qualified vendors, including GenPac, only GenPac and One Source were able to
meet the delivery date. One Source also provided a quotation with transformer pricing
with their response. The remaining two pre-qualified vendors, Wesco/Anixter and
Gexpro, both responded they could not meet the requests of the RFI. Of the two
vendors who responded, GenPac's pricing was the lowest. The pricing comparison for
both quotations received from GenPac and One Source can be found below.
Page 2 of 4
Page 27 of 215
endor Unit Cost Qua ntityTotaI Cost
GenPac$68,870.5243 $206,611.57
One $51,032.29 3 $153,096.89
Source
In discussions during the RFQ process, and again recently with the pre-qualified
transformer vendors, staff were made aware that vendors were still unable to forecast
lead times. However, they regularly contact utilities to offer production slots as they
become available. The staff's challenge is that production slot availability is first come-
first serve and offered to many utilities by the vendors upfront, resulting in those
production slots being filled within days of the offer.
District legal counsel advises that California case law recognizes that the competitive
bidding statutes are not to be applied in a way which denies public agencies the
authority to deal with problems in a sensible, practical way (Domar Electric, Inc. v. City
of Los Angeles, 9 Cal.41h 161 (1994)) and that where the public interest is better served
by dispensing with competitive bidding, such as where the subject of a contract is such
that competitive proposals would be unavailing or would not produce an advantage,
and the advertisement for competitive bids would thus be undesirable or impractical, or
impossible, a public agency may dispense with competitive bidding (Graydon v.
Pasadena Development Agency, 104 Cal.App.3d 631 (1980)). Given the continuing
market conditions, it appears that engaging in a competitive bid process would produce
any bids, thus frustrating the District's ability to perform important projects. The most
sensible and practical way to address this issue is to dispense with competitive bidding
and engage in a procurement process, as described in this report.
Staff does not have the ability to respond quickly enough to issue purchase orders over
the $15,000 limit without prior Board authorization. Staff recommends the Board
dispense with the competitive public bid process for distribution transformers, and allow
the General Manager to negotiate directly with vendors pre-qualified through the
District's RFQ process. Staff's recommendation will enable the District to better take
advantage of production slot availability for future transformer purchases. In addition,
staff recommends that the Board authorize the General Manager to contract with
General Pacific, Inc. for the purchase of three electric distribution transformers in the
amount of $153,097, plus a 10% contingency, for a not to exceed purchase amount of
$168,407.
GOALS AND OBJECTIVES:
District Code 1 .05.020 Objectives:
1. Responsibly serve the public.
6. Manage the District in an effective, efficient and fiscally responsible manner.
District Code 1 .05.030 Goals:
1. Manage for Financial Stability and Resiliency
4. Take the best of private sector thinking to modernize the utility and add value to our
Page 3 of 4
Page 28 of 215
communities.
FISCAL IMPACT:
This item requests the Board of Directors approve of dispense with competitive bidding
and negotiate with vendors, who have been pre-qualified through the RFQ process, for
distribution transformer purchases in FY2024. The Board approved an annual
authorization of $1,200,000 for distribution transformers on December 6, 2023 through
the annual procurement authorization for FY2024.
The initial proposed purchase of$153,097 recommended in this agenda item would be
included in the annual authorization for FY2024. Distribution transformers are utilized
for both Electric Capital Improvement Projects and Electric Developer Projects, and are
charged to those respective work orders as needed. Transformers utilized for Capital
Projects are included in the engineer's estimate for those projects budgeted for in the
FY24/25 approved budget. The costs for transformers used on Developer projects are
passed through to the developer.
ATTACHMENTS:
None
Page 4 of 4
Page 29 of 215
AGENDA ITEM #12
Public Utility District m
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM: Neil Kaufman, System Engineer
SUBJECT: Consider Approval of the Development Agreement for the Tahoe
Donner Downhill Ski Lodge Project
APPROVED BY:
Brian C. Wright, General Manager
RECOMMENDATION:
Approve the development agreement between the District and the Tahoe Donner
Association for the Tahoe Donner Downhill Ski Lodge Project.
BACKGROUND:
The Tahoe Donner Association (TDA) operates a downhill ski area located on Slalom
Way within the Tahoe Donner Subdivision. The District provides potable water and
electrical service to the base lodge in the ski area. The existing base lodge structure
was constructed in the early 1970s and is approaching the end of its useful life.
ANALYSIS AND BODY:
TDA is undertaking a project to replace the existing base lodge structure with a new
structure. As part of this project, both the water and electrical utility service entrances
to the structure will be relocated. There will also be grading modifications and
replacement of the pavement in the vicinity of the structure. The attached drawings
show the planned scope of work.
The District owns and maintains the water distribution system throughout the Ski Bowl
Condominiums complex, and has existing pipes in close proximity to the project
site. This distribution system piping is in poor condition and requires repeated
repairs. In August 2021, the Board of Directors approved a contract with Sage Land
Surveying to perform a utility survey within the complex, so that the design for a
pipeline replacement project could be developed. This design work is about 75%
complete.
The Water Department had originally planned to undertake this pipeline replacement
project in the summer of 2024. However, the project was delayed to avoid conflict with
the TDA base lodge replacement project. This delay also allowed the replacement of
water pipes on Northwoods Boulevard in advance of the Town of Truckee's paving
overlay project. It is planned to proceed with the pipeline replacement project when
Page 1 of 2
Page 30 of 215
construction of the new base lodge has been completed.
The replacement water pipelines will be located within areas that will be repaved as
part of the TDA project. District staff and TDA representatives have been discussing
the planned work for both projects. To avoid disturbing the newly placed paving work, it
was agreed to have the TDA contractor install about 455 feet of water pipeline in the
areas that will be paved. The TDA contractor has provided a price of $234/ft for the 8-
inch main line pipe. This can be compared to the price of about $245/ft given in the
recently awarded District Pipeline Replacement— 2024 project. The total cost
proposal from the contractor awarded the TDA project for the replacement of the
District-owned water pipeline is $192,520.76. This total includes associated
appurtenances, such as isolation valves, one fire hydrant and two water services within
the project area, along with a proportionate share of common costs, such as
mobilization, the best management practices (BMP) implementation and insurance. It
is recommended that a ten percent change order allowance be established for this
work, which would correspond to a total expenditure of about $211,800.
Attached is a copy of the draft Development Agreement between the District and the
Tahoe Donner Association. This agreement uses the District's standard development
template with one modification. This modification is the insertion of Article 29, which
discusses the reimbursement from the District to TDA for installation of the water
pipeline.
GOALS AND OBJECTIVES:
District Code 1 .05.020 Objectives:
1. Responsibly serve the public.
3. Provide reliable and high quality water supply and distribution system to meet
current and future needs.
6. Manage the District in an effective, efficient and fiscally responsible manner.
District Code 1 .05.030 Goals:
1. Manage for Financial Stability and Resiliency
3. Engage with our customers and communities in a welcoming and transparent way to
identify opportunities.
FISCAL IMPACT:
This item is included in the water utility's 10-year capital improvement plan, within the
$23AM, 10yr pipeline replacement component. The water utility has sufficient funds
for this capital expenditure in 2024.
ATTACHMENTS:
1. Board Figure 1
2. Board Figure 2
3. Board Figure 3
4. Board Figure 4
5. Electric Water Development Agreement Tahoe Donner Downhill Ski Lodge
Page 2 of 2
Page 31 of 215
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Page 35 of 215
ELECTRIC AND WATER DEVELOPMENT AGREEMENT
BETWEEN THE
TRUCKEE DONNER PUBLIC UTILITY DISTRICT
AND
OWNER/DEVELOPER
046-250-009
Tahoe Donner Downhill Ski Lodge
This Agreement is entered into between the TRUCKEE DONNER PUBLIC UTILITY DISTRICT, a
local public agency of the State of California, hereafter referred to as "the District," and Tahoe
Donner Association, hereafter referred to as "Developer," with respect to the following facts:
RECITALS
A. Developer is the owner of that certain real property located within Nevada County, California,
bearing Assessor's Parcel Number 046-250-009 on which Developer intends to construct a
"Replacement of Downhill Ski Lodge with facilities for rentals, food and beverage dining,
commercial kitchen, offices and support spaces", hereafter referred to as the "Project."
B. Developer intends to construct a complete electric distribution system for the Project in
accordance with the approved plans and specifications. Such system shall hereafter be referred
to as the "electric distribution system."
C. Developer intends to construct a complete water distribution system for the Project for domestic
and fire protection use, including pipes, valves, service laterals, and related equipment, in
accordance with the approved plans and specifications. Such system shall hereafter be referred
to as the "water distribution system."
D. The electric and water distribution systems is a necessary part of the Project, and Developer
has requested that the District accept the system by including it within the District's existing
integrated system. Developer has further requested that, upon completion,the District thereafter
own, operate, maintain, repair, and replace the electric and water distribution systems as
necessary. If the total value of the projects on-site improvements being installed by the
Developer to be conveyed to the District for ownership, operation and maintenance exceeds
$400,000, the Development Agreement will be brought to District's Board of Directors for
review. The total value will be calculated by the engineer of record.
E. The District is willing to accept the electric and water distribution systems providing it is properly
constructed in accordance with the approved plans, specifications and terms of this Agreement.
F. Complete plans and specifications for the construction of the electric and water distribution
systems have been prepared in accordance with the District's Rules and Regulations and with
the requirements and specifications as hereafter set forth. Copies of the approved plans and
specifications are on file in the District's Department.
G. Developer has selected contractors for construction of the electric and water portions of this
Project. The names of the contracting firms, contact persons, mailing addresses, telephone
numbers, California Contractor License, insurance coverage verification and a schedule of
Page 1 of 14
Page 36 of 215
construction dates have been included on data sheets entitled Contractor Firm Data Sheets,
and are on file in the District's Electric and Water Departments.
H. The following items are on file in the District office and incorporated herein by reference:
• Development agreement application
• Contracting firm data sheet— electric
• Contracting firm data sheet—water
• Temporary Blanket Public Utility Easement
• Proof of Insurance
• Project parcel map
• Site and Improvement plans - electric
• Site and Improvement plans -water
• Estimated costs and calculation of fees — electric
• Estimated costs and calculation of fees —water
• Improvements by and Responsibilities of Developer— electric
• Improvements by and Responsibilities of Developer- water
• Improvements by and Responsibilities of District— electric
• Improvements by and Responsibilities of District -water
• Project documentation policy
• TDPUD Electric Construction Standards
• TDPUD Water Construction Standards
The parties agree as follows:
1. Payment of Costs and Fees. The District has prepared an estimate of its costs for materials,
labor, consultants, and legal expenses that the District expects to expend for administrative,
design, inspection, and actual construction (hereafter collectively referred to as the
"construction costs"). Upon start of construction, Developer shall deposit with the District
amounts that shall be applied to the actual construction costs incurred by the District. If the
actual cost exceeds the amount deposited, Developer shall pay such excess within thirty(30)
days of receipt of the District's invoice. If the actual cost is less than the amount deposited,
the District shall refund the difference within sixty (60) days of the date of unconditional
acceptance of the electric and water distribution systems. Upon execution of this Agreement,
Developer shall also pay to the District the fees set forth in the estimated construction costs
and calculation of fees.
2. N/A
3. N/A
4. Provision of Easements - Permission to Enter Land. Developer will execute a temporary
blanket easement granting the right to do all things necessary for the construction of the
electric and water facilities including, but not limited to, a right to ingress and egress, a right
to temporarily store equipment and materials, to excavate, to drive vehicles over, to place
markers on, to survey, to inspect and repair, and to remove rocks, boulders, trees and plant
life in the course of excavation or re-excavation. The temporary easement will be abandoned
upon receipt by the District of a permanent easement for the maintenance and repair of the
electric and water distribution systems.
Page 2 of 14
Page 37 of 215
5. Provision of Insurance - Upon execution of this agreement, Developer shall provide the
District with satisfactory evidence of an insurance policy written upon a form and by a
company which meets with the approval of the District, insuring the District, its officers,
agents and employees against loss or liability which may arise during the construction, or
which may result from any of the work or construction herein required to be done, including
all costs of defending any claims arising as a result thereof. The minimum limits of such
policy shall be in the amount of$1,000,000 for the death of or injury to any person in any one
accident and $2,000,000 for the death of or injury to more than one person in any one
accident and $1,000,000 for property damage in any one accident. Such policy shall be
written in favor of Developer or its general contractor and subcontractors and also in favor of
the District, its officers, agents and employees and shall be maintained in full force and effect
until the electric and water distribution systems are unconditionally accepted by the District.
Such insurance policy shall state by its terms or by an endorsement that it shall not be
canceled without thirty (30) days prior written notice to the District that the right of
subrogation is waived and that the coverage is provided on a primary and non-contributory
basis.
6. Indemnification by Developer. Developer shall indemnify, defend and save harmless the
District, its officers, agents and employees, and each of them, of and from any and all claims,
demands, causes of action, damages, costs, expenses, losses, or liabilities, in law or in
equity, of every kind and nature whatsoever, for, but not limited to, injury to or death of
Developer, any subcontractor of Developer, or any officers, agents or employees of the
District, of Developer, or of any subcontractor, or any other person, and damages to or
destruction of property of the District or any other person, arising out of or in any manner
directly or indirectly connected with the work to be performed underthis Agreement,however
caused, regardless of any negligence of the District or its officers, agents or employees,
except for the active negligence or willful misconduct of the District.
7. Improvements by and Responsibilities of Developer- Electric. Developer shall perform and
be responsible for all labor and material expenses involved in performing the distribution
system improvements described in the design drawings and outlined under the general
construction notes entitled Customer to Supply and Install.
8. Improvements by and Responsibilities of Developer-Water. Developer shall perform and be
responsible for all labor and material expenses involved in performing the water distribution
system improvements described in the attachment entitled Improvements by and
Responsibilities of Developer (Exhibit A).
9. Improvements by and Responsibilities of District- Electric. The District shall assign a Project
Administrator to oversee the Project. The District shall perform electric distribution system
improvements at Developer's expense as described in the design drawings and outlined
under the general construction notes entitled TDPUD to Supply to the Customer, for
Installation by the Customer and TDPUD to Supply and Install at Customers Expense. The
construction costs deposited with the District shall be applied to the actual construction costs
unless otherwise indicated. If the actual construction costs exceed such deposit, Developer
shall pay such excess within thirty (30) days of receipt of the District's invoice.
10. Improvements by and Responsibilities of District—Water. The District shall assign a Project
Administrator to oversee the Project. The District shall perform water distribution system
improvements at Developer's expense as described in the attachment entitled Improvements
by and Responsibilities of District (Exhibit B). The construction costs deposited with the
Page 3of14
Page 38 of 215
District shall be applied to the actual construction costs unless otherwise indicated. If the
actual construction costs exceed such deposit, Developer shall pay such excess within thirty
(30) days of receipt of the District's invoice.
11. Construction Inspection. The District shall inspect the construction from time to time, in order
to determine that the electric and water distribution systems are installed in accordance with
the approved improvement plans, construction specifications and the terms of this
agreement.
a. The District shall notify the Developer and/or the Developer's representatives in writing
as to any deviation from the approved improvement plans, construction specifications
and the terms of this agreement. The Developer and/or the Developer's representatives
shall correct such deviation or failure as soon as is reasonably practicable.
12. Timely Construction Required. Construction of the electric and water distribution systems
shall be completed, as defined herein, within twenty-four (24) months from the date of
execution of this agreement. In the event Developer fails to complete the electric and water
distribution systems within that time, the District may in its discretion (1)increase any and all
fees and costs to equal the District's current charges, (2) require Developer's plans and
specifications to be updated and redrawn to comply with the District's current standards,and
(3) terminate this Agreement and recover from Developer the full cost of all expenses and
charges incurred by the District, including but not limited to material, labor, backfill, paving
and outside services.
13. Developer's Warranty. Developer warrants and guarantees that all labor and materials
supplied by Developer are of a good and workmanlike quality, free of any defects of any type
whatsoever for a period of one(1)year after unconditional acceptance by the District.Within
the period of this warranty, Developer shall repair or replace, at Developer's expense, any
defective material or workmanship. The District shall notify Developer of any malfunction or
nonconformity promptly upon discovery. Within fifteen (15) business days after receiving
notice from the District, Developer shall commence to repair or replace the defective part and
will expeditiously pursue such work to completion and acceptance by the District. Emergency
repairs will be coordinated by District and charged to the Developer.
14. No Early Use of Project. Developer shall not request or obtain a temporary occupancy
permit, final inspection approval, nor shall Developer use, or permit anyone else to use, any
portion of the electric and water distribution systems on the Project, nor shall Developer use
or permit anyone else to use any electric and water service supplied by the District, until the
District has granted Conditional Acceptance in writing. Developer may, however, with the
District's written permission and prior to conditional acceptance, use electricity or water for
metered construction purposes. The District shall be entitled to terminate,without notice,any
electric and water usage by Developer or any other person, other than that required for
construction purposes, occurring prior to unconditional acceptance by the District of the
entire electric and water distribution systems.
15. Completion of the System. Construction shall be deemed complete when the District
determines that the electric and water distribution systems have been entirely finished,
properly tested, and ready to service the Project in accordance with the District's Rules and
Regulations and qualifies for Unconditional Acceptance.
16. Conditional Acceptance. When the District has determined that the electric and water
Page 4 of 14
Page 39 of 215
distribution systems have been completed, the District may conditionally accept the system
and may provide electric and water service, on a conditional basis, to the Project.
Conditional service shall be provided to enable Developer to use the Project while Developer
is in the process of providing to the District those items specified in the paragraph entitled
"Requirements for Unconditional Acceptance." Any conditional acceptance shall be in
writing from the District General Manager. If at any time the District, in its sole discretion,
determines that Developer is not making adequate progress toward providing the District
with the required items or is delinquent in not paying for metered electric and water services,
then the District may, after providing thirty (30) days prior written notice, discontinue
conditional electric and water service to the Project. Any electric and water service provided
by the District prior to unconditional acceptance of the electric and water distribution systems
shall be deemed conditional service.
17. Requirements for Unconditional Acceptance. Within thirty (30) days after completion as
determined by the District, Developer shall fully comply with all steps set forth below, and
upon such full compliance, the District shall unconditionally accept the electric and water
distribution systems.
a. Developer shall execute an offer of dedication for the electric and water distribution
systems to the District in a form satisfactory to the District, without cost, free, and clear
of all liens and encumbrances.
b. Developer shall certify that the Project was constructed with approved materials and in
compliance with the development agreement and the approved plans, except as noted
on the Project documentation drawings.
C. Developer shall provide the District with Project documentation drawings in compliance
with District policy.
d. Developer shall provide the District with the appropriate permanent easements.
e. Developer shall provide the District with a maintenance bond in a form satisfactory to
the District in a sum equal to fifteen percent(15%) of the ultimate construction costs of
the water distribution system. This bond shall remain in effect for a period of one (1)
year after unconditional acceptance of the water distribution system and protect against
any defects or failures in the system that may develop during that time.
f. Developer shall provide the District with a statement of the "as-built" dollar value of the
installed electric and water distribution systems with documentation to substantiate the
stated value.
g. Developer shall pay any outstanding costs and fees.
18. Responsibilities After Unconditional Acceptance. Prior to unconditional acceptance of the
electric and water distribution systems by the District, Developer shall be responsible for all
maintenance and repair of the electric and water distribution systems. Upon unconditional
acceptance of the electric and water distribution systems by the District, the District shall
thereafter own, operate, maintain, repair and replace the electric and water distribution
systems, unless such repairs or replacements are covered by Developer's warranty.
Thereafter, the District shall use its best efforts to provide adequate electric and water
service to the Project upon request, completion of any permit requirements and payment of
Page 5 of 14
Page 40 of 215
all appropriate fees and charges, in accordance with California law Town of Truckee, County
of Nevada requirements and District Rules and Regulations.
19. Notices. Notices or requests from either party to the other shall be in writing and delivered or
mailed, postage prepaid, to the following addresses:
Tahoe Donner Association
John Mitchel
11509 Northwoods Blvd
Truckee, CA 96161
TRUCKEE DONNER PUBLIC UTILITY DISTRICT
Attention: Contract Administrator
11570 Donner Pass Road
Truckee, California 96161
20. Successors and Assigns. This Agreement shall be binding upon and inure to the benefit of
the successors and assigns of all parties; however, Developer shall not assign any of its
rights, duties or obligations under this Agreement without the prior written consent of the
District.
19. District Powers. Nothing contained herein shall be deemed to limit, restrict, or modify any
right, duty, or obligation given, granted, or imposed upon the District by the laws of the State
of California now in effect, or hereafter adopted, nor to limit or restrict the power or authority
of the District. The District may enact rules, regulations, resolutions, or ordinances,
including, without limitation, creation of service zones and rate differentials applicable within
the Project area that may not be applicable elsewhere, at its discretion.
20. Severability. In the event that any part or provision of this Agreement is found to be illegal or
unconstitutional by a court of competent jurisdiction, such findings shall not affect the
remaining parts, portions, or provisions of this Agreement.
21. Attorneys' Fees. In the event of any litigation concerning any controversy, claim or dispute
between the parties hereto, arising out of or relating to this Agreement or the breach hereof,
or the interpretation hereof, the prevailing party shall be entitled to recover from the other
party reasonable attorneys' fees and costs incurred therein or in the enforcement or
collection of any judgment or award rendered therein.
22. Entire Agreement. This Agreement contains the entire agreement of the parties and
supersedes any prior written or oral agreements between them concerning the subject
matter contained herein. There are no representations, agreements, arrangements, or
understandings, oral or written, between the parties relating to the subject matter contained
in this Agreement which are not fully expressed herein. The provisions of this Agreement
may be waived, altered, amended or repealed in whole or in part only upon the written
consent of all parties to this Agreement.
23. Dispute Resolution. If at any time during the Development Agreement process issues arise
that need resolution, the Developer should submit a written request to the Project
Administrator responsible for the Project in question. Such request shall state all of the
Page 6 of 14
Page 41 of 215
items of concern. The Developer can expect a response within 10 business days from
receipt of request. If no resolution is reached, the Developer can request a meeting with the
District's General Manager. If still no resolution is reached, the Developer can request a
meeting before the Board to resolve the issue. The item shall be agendized before the
Board for the next scheduled regular Board meeting. Scheduling shall be consistent with the
Brown Act and must occur with at least 72 hours prior notice. Only after this process is
exhausted without resolution of the dispute may the parties proceed to litigation. If either
party commences a court action against the other based on a dispute or claim to which this
paragraph applies without first complying with the provisions of this paragraph, the party
commencing the court action shall not be entitled to recover attorney's fees or costs, even if
they would otherwise be available in such court action.
24. Forum. Any litigation to enforce or interpret the provisions of this Agreement or the parties'
rights and liabilities arising out of this Agreement or the performance hereunder shall be
maintained only in the courts in the Superior Court in and for the County of Nevada,
California, if in state court, or the Federal Court for the Eastern District of California, if in
federal court.
25. Captions. The captions and headings of the different paragraphs of this Agreement are
inserted for convenience of reference only, and are not to be taken as part of this Agreement
or to control or affect the meaning, construction, or effect of the same.
26. Necessary Acts. Each party to this Agreement agrees to perform any further acts and
execute and deliver any further documents that may be reasonably necessary to carry out
the provisions of this Agreement.
27. No Waiver. The waiver by one party of the performance of any covenant, condition or
promise shall not invalidate this Agreement, nor shall it be considered as a waiver by such
party of any other covenant, condition or promise. The delay in pursuing any remedy or
insisting upon full performance for any breach or failure of any covenant, condition or
promise shall not prevent a party from later pursuing remedies or insisting upon full
performance for the same or any similar breach or failure.
28. Governing Law. This Agreement shall be governed by and construed in accordance with
the laws of the State of California.
29. Water Pipeline Construction and Reimbursement. The DISTRICT has identified the
need to replace the existing water distribution system piping throughout the Tahoe
Donner Ski Bowl Condominium complex. This includes piping in the immediate vicinity of
the Project. The DISTRICT has delayed this pipeline replacement work to avoid conflicts
with construction of the Project. The DISTRICT intends to undertake this pipeline
replacement work within three years of completion of the Project.
The scope of the Project includes placing new asphalt pavement in the immediate vicinity of
the new base lodge structure. It is planned to install replacement water pipelines in this
area. In order to avoid disturbing any newly placed asphalt, the Developer agrees to install
approximately 455 feet of new water distribution piping and appurtenances as depicted on
the approved Project drawings.
Page 7 of 14
Page 42 of 215
The DISTRICT agrees to reimburse the Developer for the cost of installing this piping in
accordance with the attached cost estimate. Final payment for this work shall be based
upon the unit prices given in the cost estimate and the actual quantities installed in the field
as measured by the DISTRICT.
Reimbursement to the Developer shall not be made until Unconditional Acceptance of the
Project is achieved. The conditions for Unconditional Acceptance are described in this
Development Agreement. Upon Unconditional Acceptance, the Developer shall submit an
invoice or letter to the DISTRICT requesting reimbursement for the pipeline installation
work.
This Agreement shall be binding upon the parties only when signed by all parties. The District
representative shall not sign this Agreement until Developer has provided all costs, fees and items
required to be provided by Developer"upon execution of this Agreement."
Dated:
Annie Rosenfeld, General Manager
Tahoe Donner Association
Dated:
Brian C. Wright, General Manager
Truckee Donner Public Utility District
Page 8 of 14
Page 43 of 215
ESTIMATED ELECTRIC FEES
FACILITIES, CONNECTION,AND METERING
TD DOWNHILL SKI LODGE
WO#22-644470
Date: 4/17/2024
1.FACILITIES FEES
Qty Charge Total
30 1200A 277/480V 1 $26,975.00 $26,975.00
Total Facilities Fees $26,975.00
2.CONNECTION FEES
esign, installation and inspection of primary an Material cost $ 29,152.01
econdary cables,transformer and electric mete Labor cost $46,295.82
Total Connection Fees $ 75,447.84
3.METERING FEES
(1)9S CL20 meter and CTs
Material cost $2,248.00
Labor cost $1,334.84
Setup&Admin Fee $115.00
Total Metering Fees $3,697.85
TOTAL $106,120.69
Project Documentation Deposit (see note 1.) 5.0% $3,957.28
$1000 minimum deposit
GRAND TOTAL $110,077.97
Deposit received 12/15/22 Deposit Received ($1,000.00)
BALANCE DUE $109,077.97
Note:
1.The Project Documentation Deposit will be refunded to the developer when the project
as-built drawings have been submitted to and accepted bythe District in accordance
with District policy, See Development Agreement for As-Built policy.
2. Long lead times exist for required project materials. Project materials will not
be ordered until fees are paid in full to the District.
Page 10 of 14
Page 44 of 215
General Construction Notes:
TRUCKEE DONNER PUD-ELECTRICAL DESCRIPTION OF WORK PROJECT NOTES
CUSTOMER TO SUPPLY AND INSTALL,AS INDICATED ON THESE DOCUMENTS: Site Work Electric Work
O - Primary Overhead TRUCKEE DONNE
Poles
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TDPUD TO SUPPLY TO THE CUSTOMER,FOR INSTALLATION BY THE CUSTOMER:
1
■
TDPUD TO SUPPLY AND INSTALL AT CUSTOMER EXPENSE
Sheet Index:
(NOT A COMPLETE LIST):
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Page 46 of 215�
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Page 47 of 215�
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Page 48 of 215�
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Page 49 of 215�
Estimated Water Fees
TD Downhill Ski Area Base Lodge WO # - 22-744470
The Estimated Costs are as follows:
Administrative and design $ 1,000.00
Engineering & modeling 0.00
Construction and inspection 1,500.00
Project documentation deposit 5,000.00
Total Estimated Costs $ 7,500.00
The Fees as follows:
Total Fees $ 0.00
Total Estimated Costs & Fees $ 7,500.00
Less Deposit Paid in Advance ( 1,000.00)
BALANCE DUE $ 6,500M
Page 11 of 14
Page 50 of 215
Exhibit A
Improvements by and Responsibilities of Developer
1. Schedule a pre-construction meeting with District staff and the pipeline contractor.
2. Provide all permits required.
3. Provide all traffic control and trench protection as required per applicable laws and
TDPUD field supervisor's requirements.
4. Construct water system improvements per approved plans/construction drawing.
5. Water facilities constructed under this "Development Agreement/Estimate of Water
Construction"shall be constructed by appropriately licensed contractors. Contractors
shall have current and active licenses issued by the California Department of
Consumer Affairs, Contractors License Board. The appropriate licenses for water
system construction are typically "A — General Engineering Contractor", or "C34 —
Pipeline Contractor".
6. All construction to meet or exceed requirements of the current District WATER
SYSTEM CONSTRUCTION STANDARDS.
7. Perform all water pipeline testing and disinfection per requirements of WATER
SYSTEM CONSTRUCTION STANDARDS.
8. Provide compaction test results by a licensed professional.
9. Schedule main taps and meter installations with the Water Superintendent(Earl Smith
582-3955). A minimum of five working days notification is required for District crew
scheduling.
10. Contact Clay Walker(582-3926)to confirm cross connection installation requirements
(equipment, location, testing, etc.).
11. Compile and submit project documentation drawings in accordance with District
requirements.
12. Certify that the project was constructed with approved materials and in compliance
with the development agreement and the approved plans, except as noted on the
project documentation drawings.
Page 12 of 14
Page 51 of 215
13. Schedule and attend final walk through inspection with contractor and District
representatives.
Page 13 of 14
Page 52 of 215
Exhibit B
Improvements by and Responsibilities of District
1. Operate water system as required including customer notification (outages),
system shut-down and system flushing.
2. Attend pre-construction meeting.
3. Inspect installation and construction of Project.
4. Relocate the existing 1.5" water meter to the new point of service
5. Observe pressure testing & disinfection activities.
6. Take bacteriological samples.
7. Review, approve and inspect installation of all required backflow prevention
equipment.
8. Attend final walk thru inspection and prepare punch list if necessary.
Page 14 of 14
Page 53 of 215
Tahoe Donner Downhill Ski Lodge Project - TDPUD Water Line Costs
Bid Item Description Quantity Uni Unit Price** Total
t
1 Mobilization / Demobilization / BMPs 1 LS 1,209.65 1,209.65
2 Surveying 1 LS 1,907.93 1,907.93
3 Slalom Way Temporary Connection (8x8x6 'T') 1 LS 1,813.00 1,813.00
4 FL Tee with RFCA 1
6" FL GV 1
FL x MJ bend 1
5 8-Inch Water Main incl. Trenching and Backfill 455 LF 234.00 106,470.00
6 8-Inch Gate Valves 3 EA 2,881.00 8,643.00
7 6-Inch Gate Valve 1 EA 2,637.00 2,637.00
8 8" Mechanical Joint Cap Fittings 3 EA 799.00 2,397.00
9 ARV Assembly 1 EA 7,428.00 7,428.00
10 New Fire Hydrant 1 EA 16,075.00 16,075.00
11 Reconnect Water Services to Condos 1 LS 11,512.00 11,512.00
2" HDPE Service Line 2
1" WM Assembly 2
Abandon Each (E) Service at Corp Stop 2
12 Compaction testing for water lines 1 LS 1,936.00 1,936.00
13 Pressure testing 1 LS 4,235.00 4,235.00
14 Disinfection and flushing 1 LS 4,235.00 4,235.00
GC Subtotal $170,498.58
15 General Conditions 1 % 6.2% 10,541.68
16 GC Insurance 1 % 1.0% 1,704.99
17 GC Fee 1 % 4.0% 7,241.61
GC Total $189 986.85
18 Owner Rep. CM 1 % 1.3% 2,533.91
Grand Total $192,520.76
**Includes Prevailing Wage Rates
Page 54 of 215
AGENDA ITEM #13
Public Utility District m
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM: Neil Kaufman, System Engineer
Chad Reed, Water Utility Director
SUBJECT: Consider Approval of a Contract with Resource Development
Company for the District's Ski Run Tank Replacement Project for an
Amount not to Exceed $1,317,600.
APPROVED BY:
Brian C. Wright, General Manager
RECOMMENDATION:
Authorize the General Manager to execute a construction contract with Resource
Development Company for the District's Ski Run Tank Replacement project in the
amount of $1,197,800, plus a ten percent change order allowance of $119,800 for a
total authorization not to exceed $1,317,600.
BACKGROUND:
The District currently operates 34 water storage tanks throughout the water distribution
system:
• 30 ground level welded steel tanks
• Two ground level bolted steel tanks
• One partially buried pre-stressed concrete tank
• One elevated welded steel tank
The tanks range in volume from 100,000 gallons to 1.5 million gallons, with the oldest
tank constructed in 1963 and the newest tank constructed in 2021.
District staff evaluated adjustments in capital maintenance required to extend the useful
life of the inventory of water utility storage tanks during the preparation of the 2020
Water System Capital Improvement Plan update. Through this process, staff
determined the need to increase funding allocated to a more comprehensive tank
maintenance program, and subsequently adjusted budgets to fund this
maintenance. Many of these tanks still use their original interior coating systems, which
are approaching 50 years old. The design standards and seismic engineering
requirements have also changed significantly, and many tanks do not meet current
Page 1 of 4
Page 55 of 215
standards.
ANALYSIS AND BODY:
In order to efficiently spend these maintenance funds, the need for an outside
engineering consultant was identified. Valuable experiences were gained during the
Roundhill Tank rehabilitation project. During this project, it was found that the tank
infrastructure exhibited more advanced stages of corrosion than originally anticipated,
requiring significant change orders to cover additional repairs to address this
issue. The additional costs and efforts required to address the advanced stages of
metal degradation were approaching the cost of completely replacing the tank. The
experience gained in the Roundhill Tank rehabilitation project prompted staff to do a
more comprehensive study on rehabilitation versus replacement of existing tanks.
In September 2022, the Board of Directors approved a contract with Carollo to conduct
engineering evaluations and prepare bid documents for the rehabilitation of the Ski Run
and Prosser Lakeview Tanks. During the course of this work, it was determined that the
District should not proceed with rehabilitation of the Prosser Lakeview Tank. Detailed
inspections revealed that the interior of the tank exhibited advanced stages of metal
degradation, exceeding industry standards for rehabilitation. An overall review of water
system hydraulics and water storage capacities determined that the water system could
function efficiently without the utility of the Prosser Lakeview Tank. Abandonment and
demolition of the tank within a 5-7 year time frame is currently planned.
Based upon the field inspections, it is believed the Ski Run tank is in better condition
than the Prosser Lakeview Tank. However, it should be noted that the Ski Run Tank is
experiencing some leakage in the proximity of floor construction and subterranean
infrastructure (inlet piping and weld seams). The current configuration of the water
system prevents the tank from being removed completely from service to perform a
thorough interior inspection. Since the tank cannot be drained for a comprehensive
review, the engineers' report denotes some uncertainties regarding the level of
rehabilitation required to bring the existing Ski Run Tank to current engineering
standards. It should also be noted that the Ski Run Tank was built by the same
contractor in the same time frame as the Roundhill tank. For this reason, staff believes
similar change orders will be associated with the rehabilitation of Ski Run tank, and that
replacement is more fiscally responsible than rehabilitation.
A set of bid documents for rehabilitation of the Ski Run tank was prepared, and bidding
began in early February 2023. The bid opening was held on March 2, 2023. Five bids
were received. The low bid for this work was $395,000. Additional costs would be
incurred for inspection and administration of the contract. It was determined that
expenditure of $450,000 - $500,000 for rehabilitation of the existing tank would not be
advisable, and on staff recommendation, the Board rejected all bids on April 5, 2023.
In May 2023, an RFP was issued to secure a consultant to design a new storage tank
to replace the existing Ski Run Tank. The consultant would also consider replacing the
existing Ski Run pump station, which has been in operation for about 50 years, and is
Page 2 of 4
Page 56 of 215
at the end of its useful life. Four proposals were received in response to the RFP. As a
result of this RFP process, a contract for design of the new tank was awarded to
Sauers Engineering at the August 2, 2023 Board meeting.
Construction bid documents were completed in early March 2024, and the District
began advertising for bids from construction contractors.
The bid opening was held on April 17, 2024. Three responsive bids were received:
SUMMARY OF BIDS
Bidder Location Bid Amount Responsive
Resource Sparks, NV $1,197,800 Yes
Development
Crosno Arroya Grande, CA $1,408,473.00 Yes
Construction
Paso Robles Tank Hemet, CA $1,741,700.00 Yes
In addition to the construction contract, the District will retain outside consultants to
perform construction inspection, environmental services and geotechnical testing for
this project. The estimated costs for this work are:
• Construction Inspection — CME — Estimated at $25,000
• Environmental Services — Inland Ecosystems — Estimated at $1,000
• Geotechnical Testing — NV5 — Estimated at $10,000
The Board of Directors approved the NV5 contract on December 6, 2023, as part of the
annual procurement process. The CME contract was approved by the Board at the
February 7, 2024, meeting.
GOALS AND OBJECTIVES:
District Code 1 .05.020 Objectives:
3. Provide reliable and high quality water supply and distribution system to meet
current and future needs.
6. Manage the District in an effective, efficient and fiscally responsible manner.
District Code 1 .05.030 Goals:
1. Manage for Financial Stability and Resiliency
4. Take the best of private sector thinking to modernize the utility and add value to our
communities.
FISCAL IMPACT:
The bid price from Resource Development is $1,197,800. It is recommended that a ten
percent change order allowance of $119,800 be established, for a total authorization of
Page 3 of 4
Page 57 of 215
$1,317,600. The rehabilitation of the Ski-Run tank was included in the water utility's 10-
year capital improvement plan. However, after the significant change orders associated
with a similarly aged tank, engineering services were consulted, and it was determined
that replacement would be the best path forward for this asset. Since the replacement
cost is higher than the anticipated rehabilitation cost, additional funding from the
District's capital budget will be required, pushing other tank rehabilitation projects back
in the CIP scheduled for FY2024. The water utility has sufficient funds for this capital
expenditure in 2024.
ATTACHMENTS:
None
Page 4 of 4
Page 58 of 215
AGENDA ITEM #14
Public Utility District m
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM: Michael Salmon, Chief Financial Officer
SUBJECT: Consider Approval of 2024 Q1 Power Cost Adjustment (PCA) of
$0.0088 CREDIT per kWh Billed in May, June and July 2024
Z--
APPROVED BY:
Brian C. Wright, General Manager
RECOMMENDATION:
Approve Power Cost Adjustment for 2024 Q1 of $0.0088 CREDIT per kWh billed in
May, June and July 2024
BACKGROUND:
Electric Rate Ordinance 2023-01 established a Power Cost Adjustment (PCA) to be
reviewed and calculated on a quarterly basis.
The PCA is calculated by comparing the budget versus actual wholesale costs of
purchased power. To the extent the cost difference is less than budget, a credit PCA is
applied to customer billings. To the extent the cost difference is greater than budget, a
PCA charge is applied to customer billings.
If the cost difference is more than 15%, the rate reserve fund will be included in the
assessment of PCA determination.
ANALYSIS AND BODY:
Staff analyzed actual wholesale purchased power costs for Quarter 1 (Q1) of 2024 as it
compares to budget expectations.
The detailed analysis is provided as Attachment 1 to this report.
Results of Q1 2024 analysis can be summarized as follows:
$84.73 cost per MWh, Budget
78.45 cost per MWh, Actual
$ 6.28 cost per MWh variance (7.4%)
x 51,839.315 MWh volume purchased
_ $325,551 cost variance impact, favorable/under-budget
The $325,551 Q1 cost variance and 37,041,600 kWh estimate (May through July billing
cycles) results in PCA customer credit of$0.0088 per kWh PCA for Q1 2024. This PCA
credit will be applied to customers' May, June and July 2024 billing cycles.
Page 1 of 2
Page 59 of 215
For the 2024 Q1 billings, the effective average cost per kWh was $0.2128.
The PCA for Q1 equates to a bill credit of 4.1% ($0.0088 / $0.2128) and $0.2040 post-
credit cost per kWh.
The 4.1% credit reduces the average bill increase for 2024 from 12% to 8% for the 1 st
quarter.
The favorable 7.4% cost per MHh variance for Q1 was driven primarily by favorable
natural gas market prices' impact on related power production.
GOALS AND OBJECTIVES:
District Code 1 .05.020 Objectives:
1. Responsibly serve the public.
6. Manage the District in an effective, efficient and fiscally responsible manner.
District Code 1 .05.030 Goals:
1. Manage for Financial Stability and Resiliency
3. Engage with our customers and communities in a welcoming and transparent way to
identify opportunities.
4. Take the best of private sector thinking to modernize the utility and add value to our
communities.
FISCAL IMPACT:
The net effect of the PCA credit of $325,551 for Q1 is to equalize the purchase power
cost per MWh fluctuation. The extent to which MWh volume varies, purchase power
cost will continue to vary to budget.
ATTACHMENTS:
1. PCA 2024Q1
Page 2 of 2
Page 60 of 215
TDPUD
POWER COST ADJUSTMENT (PCA)
2024 Q1
4/25/2024
BUDGET ACTUAL
Total Energy Requirements 17,734.000 15,718.000 15,977.000 49,429.000 18,024.410 16,823.731 16,991.174 51,839.315
Total Costs By Vendor- Jan-24 Feb-24 Mar-24 YTD Mar-24 Jan-24 Feb-24 Mar-24 YTD Mar-24
Energy Supply-UAMPS(533)(00584) $ 1,382,300 $ 1,180,600 $ 1,120,800 $ 3,683,700 $ 1,292,880 $ 1,061,376 $ 1,081,209 $ 3,435,465
Energy Supply-TCID(536) (0183) 0 0 9,300 9,300 0 0 9,300 9,300
Energy Supply-STAMPEDE(539) (v7' 0 56,300 56,300 112,600 135,021 33,085 11,080 179,185
Transmission -NVEnergy(534) (v6402 71,000 84,500 105,700 261,200 87,602 81,561 105,700 274,863
EIM -NVEnergy(534) (v6403) 31,400 37,400 46,700 115,500 74,870 45,709 47,200 167,780
Enviro Compli/Regulty Other(588) 2,000 2,000 2,000 6,000 0 38 18 56
Total Power Costs $ 1,486,700 $ 1,360,800 $ 1,340,800 $ 4,188,300 $ 1,590,373 $ 1,221,769 $ 1,254,508 $ 4,066,650
Total Power Cost$/MWh $83.83 $86.58 $83.92 $84.73 $88.23 $72.62 $73.83 $78.45
account1..555 $ 1,486,700 $ 1,304,500 $ 1,284,500 $ 4,075,700 $ 1,455,353 $ 1,196,789 $ 1,254,508 $ 3,906,650
account 1.4.908.05.768 $ - $ 56,300 $ 56,300 $ 112,600 $ 135,021 $ 24,979 $ - $ 160,000
Estimate
VARIANCE
Total Energy Requirements 290.410 1,105.731 1,014.174 2,410.315 4.9%
Total Costs By Vendor- Jan-24 Feb-24 Mar-24 YTD Mar-24 38,585 Budget months Apr May Jun KWh
Energy Supply-UAMPS(533) (89,420) (119,224) (39,591) (248,235) -7% 96% retail factor
Energy Supply-TCID(536) 0 0 0 0 0% 37,041.6 MWh billed May Jun Jul Budget
Energy Supply-STAMPEDE(539) 135,021 (23,215) (45,220) 66,585 59% B 37,041,600 in KWh,billed estimate
Transmission -NVEnergy(534) 16,602 (2,939) 0 13,663 5% A $ (325,551) PCA Adjustment Amount
EIM -NVEnergy(534) 43,470 8,309 500 52,280 45% A/B $ (0.0088) PCA per KWh Q1 2024 to be
Enviro Compli/Regulty Other(588) (2,000) (1,963) (1,982) (5,944) -99% applied to May Jun Jul billings
Total Power Costs $ 103,673 $ (139,031) $ (86,292) $ (121,650) -3%
Total Power Cost$/MWh $4.40 ($13.95) ($10.09) ($6.28) -7.4%
Budget Cost per Actual Cost per
at Actual Vol. at Actual Vol.
$ 84.73 $ 78.45 per MWh Cost -Budget/Actual
51,839.315 51,839.315 Actual Purchased MWh Q1 2024
$ 4,392,345 $ 4,066,794 PP Cost-B$/@A Volume/A$/@A Volume
$ (325,551) (A) PCA Adjustment Amount
NOTE- ESTIMATE cost amounts and billed kWH will be reconciled/factored in subsequent quarter's calculation.
Page 61 of 215
AGENDA ITEM #15
Public Utility District m
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM: Brian Yohn, General Services Manager
Michael Salmon, Chief Financial Officer
SUBJECT: Consideration of a construction contract for the East Office remodel
APPROVED BY:
Brian C. Wright, General Manager
RECOMMENDATION:
A) Authorize the General Manager to execute a construction contract with GLA Morris,
Inc. for the East Office Remodel Project in the amount of$373,265.20, plus a change
order authorization of 10%, for a total construction contract budget not to exceed
$410,591.72.
Or
B) Reject all bids received due to total bid prices exceeding estimated budget
BACKGROUND:
Code section 3.08.030 — Bid Procedure for Issuance of Service Contracts over $15,000
At the November 3, 2021, Board of Directors meeting, the Board approved funding of a
project for the design and remodel of the East Office and Board Room in the FY2022
budget.
At the December 1, 2021, Board of Directors Meeting the Board authorized the General
Manager to execute a contract with Fringe Studio in the amount of $41,000 plus a 10%
change order for an amount not to exceed $44,900, for design of the East Office and
Board Room remodel.
The project is viewed as the final phases of the District's lobby and office remodel
project that began in 2018, creating a more welcoming and useful lobby space, updated
administrative, operations and engineering offices, meeting room spaces as well as
bringing publicly accessible spaces such as restrooms and customer service counters
up to code. The East Office and Board Room remodel was also initiated in the interest
of providing enhanced efficiency in the use of available workspace, including relocating
some key workspaces from the upper floor to the lower floors, and vice versa. One
such relocation was the General Manager and Clerk Depts. to the lower floor, intended
Page 1 of 4
Page 62 of 215
to enhance accessibility and engagement throughout all levels of the organization and
community. The planned remodel facilitates an environment of open and transparent
communication, as well as support across all operations.
Staff also identified the need to complete some minor remodel work within the Board
Room to address the layout of staff and attendees of public Board meetings and
improve lighting within the space. An upgrade to the Board Room will improve the
general utility of a multi-use meeting space and accommodate the emerging need for
hybrid meeting accessibility (virtual and in-person).
Fringe Studios has completed contracted design services for the east office remodel,
inclusive of construction documents and bidding coordination, and at staff's direction,
paused design services for the Board Room remodel.
Fringe Studios Basic Design East Office Board Room
Services
Schematic Design 10c% 50%
Design development 10c% 50%
Construction Documents 10c% 50%
Bidding Coordination 106% Pending
Contract Administration Pending contract award Pending
At the June 7, 2023, Board of Director meeting, the Board was provided a project
update and approved the extension of the contract with Fringe Studios toward design
completion and bidding coordination with staff for the public bid process.
Other related contracts that may impact this project include the Facility Master Plan
update project. JK Architecture and Engineering (JKAE) was contracted in 2019 to
perform a comprehensive analysis of the Truckee Donner PUD properties, operations,
and facilities to provide a Facility Master Plan in 2020. The Draft 2020 Facility Master
Plan was generated, but due to changes of personnel over several years, as well as
shifts in operational philosophies, the project paused before reaching completion and
approval for adoption by the Board.
At the February 7, 2024, Board of Directors Meeting, staff presented an informational
workshop to provide an update of the Facility Master Plan project history and current
DRAFT status. The Board provided feedback from the workshop presentation and
discussion, which included interest in continuing to work with JKAE to bring the DRAFT
2020 Facilities Master Plan up to date to 2024 building code and development
requirements, with consideration to alternative opportunities, current and future
regulatory constraints. The Board of Directors also provided feedback for staff to
explore alternative properties for potential relocation.
On April 3, 2024, the Board of Directors authorized the General Manager to execute a
new contract with JKAE to review and update the information from the Draft 2020
Facility Master Plan to complete the updated 2024 Facilities Master Plan Project,
building upon the existing facilities assessments already completed in the 2020 project,
and expanding the scope of work to incorporate updated 2024 building code and
development requirements, with consideration to alternative opportunities, and current
Page 2 of 4
Page 63 of 215
and future regulatory constraints.
ANALYSIS AND BODY:
On March 8, 2024, a request for bids was published for the District Administration East
Office Remodel project. A public bid opening for the East Office Remodel project was
held on April 15, 2024, at 2:30pm. Six bids were received. All bids were considered
responsive.
Bidder Location Bid Total Responsive
GLA Morris Construction Inc. Truckee, CA $ 373.265.20 Yes
Kingsley Builders Inc. Loomis. CA $ 380.495.00 Yes
K and K JL Services Inc. Fairfield, CA $ 398.744.17 Yes
Monley Hamlin Inc. Davis CA $ 419.376.00 Yes
5wierstock Enterprise Inc. I Oran evale, CA 1 $ 428.800.00 Yes
REM Construction Inc. I Chico, CA 1 $ 512.239.00 Yes
The bid submitted by GLA Morris Construction, Inc. from Truckee, CA, was determined
to be the lowest responsive bid received at $373,265.20. Three bids received were
within 10% of the low bid and five bids were within 15% supporting that the bids
received are competitive.
Staff have evaluated the bids received recognizing the total costs submitted are higher
than anticipated. The District has an immediate need to develop additional staffing
workspace. The proposed remodel would accommodate these needs. However, a
more temporary office enhancement may be a more cost-effective approach.
Originally, the District had pursued interest in a building modernization project that
included the remodeling of the building frontage, incorporation of energy efficient
windows and solar awnings. It was discovered during the construction design and
permitting approval process that the District's current office building is in legal non-
conformity with certain building codes that would require resolution as part of any
exterior remodel. Recognizing the remedies to the building code issues would
negatively impact the feasibility of the Building Modernization Project, the District has
re-directed its efforts to an updated facilities master plan.
Staff has presented two available options for Board consideration related to the
construction contract for the East Office remodel.
Option A — Move forward with the District Administration Building East Office Remodel
Project as proposed with, approving a contract with GLA Morris in amount not to
exceed $410.591.72; or
Option B — Reject all bids received for the East Office Remodel Project due to
proposed costs exceeding the District's estimated budget, providing an opportunity for
Page 3 of 4
Page 64 of 215
the District to evaluate the outcome of the updated 2024 Facilities Master for future
office remodel and/or construction considerations.
GOALS AND OBJECTIVES:
District Code 1 .05.020 Objectives:
1. Responsibly serve the public.
2. Provide a healthy and safe work environment for all District employees.
6. Manage the District in an effective, efficient and fiscally responsible manner.
District Code 1 .05.030 Goals:
1. Manage for Financial Stability and Resiliency
4. Take the best of private sector thinking to modernize the utility and add value to our
communities.
5. Developing an inclusive culture drives organizational integration and success.
FISCAL IMPACT:
Option A — Authorize the General Manager to award the East Office remodel project
with the lowest responsive bidder, GLA Morris Construction, Inc., and execute a
contract for the East Office remodel for the lowest bid amount of$373,265.20, plus a
change order authorization of 10%, or $37,326.52, for a total construction contract
budget not to exceed $410,591.72.
The Board approved FY2024-25 Electric Utility capital budget has sufficient funds for
the proposed services.
Option B - There is no additional fiscal impact related to this item as the budget for the
2024 Facility Master Plan update was approved by the Board of Directors at the April 3,
2024, Board of Directors meeting.
ATTACHMENTS:
1. 20240501 East Office Remodel Floor Plan Page
Page 4 of 4
Page 65 of 215
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Page 66 of 215
AGENDA ITEM #16
Public Utility District m
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM: Jillian Steward, Human Resources Director
Brian Wright, General Manager
SUBJECT: District Code Title 4, Post Retirement Benefits
APPROVED BY:
Brian C. Wright, General Manager
RECOMMENDATION:
A.) Approve a revision to District Code, Title 4 Personnel, as proposed on March 6,
2024, to limit the eligibility of negotiated employee group benefit adjustments made
effective January 1, 2024 to current employees and those who have retired after
January 1, 2024;
or
B) Approve a revision to District Code, Title 4 Personnel to make current and all retired
employees eligible for negotiated employee group benefit adjustments made effective
January 1, 2024
BACKGROUND:
District Code, Title 4 Personnel codifies group benefits for all regular employees who
are not represented by a Union Memorandum of Understanding (MOU), as well as
other personnel policies. As part of the unrepresented employees group compensation
negotiations, certain benefit changes are proposed from year to year.
At the Board's regularly scheduled meeting held on March 6, 2024, staff presented for
Board consideration Item #14, Consideration of Approval of Employee Benefits
Changes. Employee benefits for District employees are outlined in District Code, Title
4. The proposed changes to the benefits outlined in Title 4 included:
1. 4.07.020.3 Changing the vision plan benefit from $400 to $500 per covered
employee or dependent;
2. 4.07.050, for retiree's vision benefit, specifying the increase to $500 is for
retirees with retirements effective 1/1/2024 or later;
3. 4.07.010.1, for paid sick leave cash-out, reducing the minimum accrued sick
hours from 600 to 500 hours;
Page 1 of 4
Page 67 of 215
4. 4.07.035, adding documentation of the 457B District match and increasing the
match by 2.0% compared to the current level;
5. 4.07.090, changing the administrative leave benefit from 9 days to 10 days;
6. 4.07.020.6, adding a new Wellness benefit program, a FY24 budgeted benefit
addition
At the March 6, 2024 Board Meeting, the Board evaluated each of the modifications to
employee benefits, approving all as proposed except for modification #2 related to post-
retirement benefits and the application of increased benefits to employees who have
retired prior to January 1, 2024. The Board provided feedback to staff, requesting
additional information and an opportunity to review at a future Board Meeting.
During the Board's discussion and review of the proposed changes on March 6, 2024, it
was acknowledged that the Board had previously reviewed the same subject matter at
a meeting held on May 20, 2020, during the review and determination in response to a
Letter of Referral (grievance) submitted by the International Brotherhood of Electrical
Workers (IBEW), Local 1245, disputing the District's interpretation of post retirement
benefits outlined in the recently approved 2020-2024 Memorandum of Understanding
(MOU) with IBEW. As indicated in the approved Board Minutes from the May 20, 2020
meeting (Attachment 1), the Board made a motion and approved staff's
recommendation to reject the grievance submitted by IBEW Local 1245. Additionally,
reflected in the minutes of the May 20, 2020 Meeting, the Board provided feedback that
staff's interpretation of the MOU and District Code Title 4 was correct, and that
negotiated increases in employee benefits were applicable to current employees, future
retirees, and not previously retired employees.
ANALYSIS AND BODY:
As indicated previously in this staff report, at the March 6, 2024 Board Meeting, the
Board requested that staff bring the item back for further consideration at a future
meeting date, providing the opportunity to more fully review the issue, past discussion,
and the financial impacts.
One of the key points of discussion on March 6th was the fact that while the Board
made a determination at the May 20, 2020, meeting to reject the grievance submitted
by IBEW 1245 and uphold staff's interpretation of both District Code Title 4 and the
MOU as it pertains to employee benefits, District Code Title 4 was not revised in any
manner to reflect this determination. Staff's recommendation with this item is for the
Board to make a determination as to the application of recently negotiated increases in
group benefits of previously employed retirees.
In response to the Board of Director's request for additional information and for
consideration, the following items have been included as attachments to this staff
report:
1. Staff Report for the March 6, 2024 Agenda, Item #14;
Page 2 of 4
Page 68 of 215
2. Staff Report for the May 20, 2020 Agenda, Item #12;
3. Board approved minutes for the May 20, 2020 Meeting
GOALS AND OBJECTIVES:
District Code 1 .05.020 Objectives:
1. Responsibly serve the public.
2. Provide a healthy and safe work environment for all District employees.
3. Provide reliable and high quality water supply and distribution system to meet
current and future needs.
4. Provide reliable and high quality electric supply and distribution system to meet
current and future needs.
5. Manage the District in an environmentally sound manner.
6. Manage the District in an effective, efficient and fiscally responsible manner.
District Code 1 .05.030 Goals:
1. Manage for Financial Stability and Resiliency
2. Environmental Stewardship: Create a sustainable resilient environment for all our
communities.
3. Engage with our customers and communities in a welcoming and transparent way to
identify opportunities.
4. Take the best of private sector thinking to modernize the utility and add value to our
communities.
5. Developing an inclusive culture drives organizational integration and success.
FISCAL IMPACT:
The application of recently negotiated changes to employee group benefits was not
included in the District's FY2024-2025 Board approved budget.
As of January 1, 2024 there are 48 retired former District employees actively receiving
post-retirement benefits. Including retired employee's qualifying spouse and
dependents, there are 88 participants in the District's post-retirement benefit program.
The District's total cost of active participants in post-retirement benefits are as follows:
• Medical Benefits
o $378,803 (Total annual cost of current participants prior to application of
an approved increase)
o $460,267 (Estimated total annual cost of current participants including
application of approved benefits increase)
o $81,464 (Equivalent to a 22% increase in the District's total annual cost of
post-retirement medical benefits)
Page 3 of 4
Page 69 of 215
• Vision Benefits
o $12,243 (2023 total post-retirement vision care payment)
o $16,943 (Estimated total cost in annual post-retirement vision care
benefits
o $4,700 (Equivalent to a 38% increase in the District's total annual post-
retirement vision care benefits)
The application of recently negotiated increases in group benefits (Medical and Vision)
would result in an increase of the District's total estimated post-retirement benefit cost
of approximately $86,164.
NOTE: This change would have a material impact on the District's OPEB net liability
valuation which as of 12/31/2023 was $5.97M. An increase in the liability would be a
non-cash expense charge and result in a corresponding decrease in, the Net Position
of the District.
ATTACHMENTS:
1. Attachment #1, March 6, 2024 Staff Report, Item #14
2. Attachement #2, Staff Report May 20, 2020 Item #12
3. Attachment #3, May 20, 2020 Board Minutes
Page 4 of 4
Page 70 of 215
AGENDA ITEM #14
F��r Public Utility District
MEETING DATE: March 6, 2024
TO: Board of Directors
FROM: Jillian Steward, Human Resources Director
Michael Salmon, Chief Financial Officer
SUBJECT: Consideration of Approval of Employee Benefits Changes
APPROVED BY:
Brian C. Wright, General Manager
RECOMMENDATION:
Approve Resolution 2024-04 amending District Code - Title 4 Personnel as presented
in Attachment 1, which provides modifications to employee benefits.
BACKGROUND:
District Code, Title 4 Personnel codifies group benefits for all regular employees who
are not represented by a Union Memorandum of Understanding (MOU), as well as
other personnel policies. As part of the unrepresented employees group compensation
negotiations for 2024, certain benefit changes have been identified. Revisions to Title 4
are accomplished by a Resolution adopted by the Board.
ANALYSIS AND BODY:
In summary, approval of Resolution 2024-04 (attachment 1) amending District Code,
Title 4 provides for the following revisions:
1 4.07.020.3, changing the vision plan benefit from $400 to $500 per covered
employee or dependent
2 4.07.050, for retiree's vision benefit, specifying the change to $500 is for retirees
with retirements effective 1/1/2024 or later.
3 4.07.101.1, for paid sick leave cash-out, reducing the minimum accrued sick hours
from 600 to 500 hours
4 4.07.035, adding documentation of the 457B District match and increasing the
match by 2.0% compared to the current level
5 4.07.090, changing the administrative leave benefit from 9 days to 10 days
(formalizing in District Code the effective 1/1/2023 board previously approved change)
6 4.07.020.6, adding a new Wellness benefit program, a FY24 budgeted benefit
addition
Attachment 2 provides a red-line above within the complete Title 4 text.
Below is information regarding each of the above-noted benefit changes.
Page 1 of 4
Page 71 of 215
1. Increase the vision benefit from $400 to $500 per employee and dependent. The
vision benefit has been $400 per year per eligible participant for decades, and has not
adjusted for inflation. The increase of$100 is estimated to have an annual cost
increase impact of $14,000 (all Employees/Retirees). Resolution 2024-04 provides
the update to 4.07.020.3 Vision Plan dollar amount per participant.
2. For Post-Retirement Health Benefits (4.07.050) specifies the change to $500 is only
for retirees retiring after 11112024. Therefore, the benefit remains $400 per year for all
current retirees and dependents who are eligible.
3. Paid Sick Leave cash-out currently has a minimum balance threshold of 600
hours. Unrepresented employees recommend reducing this policy to 500 hours. There
are currently 6 employees with more than 600 hours of sick time accrued, and 3 with
between 500 and 600 hours. Cashing out hours is an elective/optional matter from a
cash flow basis. On an accounting basis, this change is estimated to have a one-time
expense charge of$27,500 (non-cash).
4. Effective 7/01/23, CalPERS increased the required PEPRA employee contribution
rate from 6.75% to 7.75%, a 1% increase. To offset this increase, which would have
resulted in an additional 1% deduction in a PEPRA employee's paycheck, the District
reduced the minimum contribution to the employees' 457b plan by 1%, from 6.28% to
5.28% effective 7/01/23. The District's retirement plan for PEPRA employees includes
a match of the 457b minimum contribution into a 401 a plan, so this match was also
reduced by 1%, 6.28% to 5.28% effective 7/01/23. These changes were made based
on the intent of the PEPRA members section of the Memorandum of Understanding
with IBEW 1245, section 19.2(h) Retirement Plans.
The total impact of these changes to PEPRA employees is that they are now paying
1% more into the pension program for the same benefit and lost a 1% contribution
match, a total of a 2% loss in their retirement benefit. As of January 2024, the District's
employee CalPERS pension participant mix is 69% PEPRA to 31% CLASSIC, therefore
this change is affecting the majority of our staff. On 7/01/23 The District's retirement
cost for PEPRA employees increased 0.21% to 7.68% and the District's contribution to
the 401 a match decreased 1% to 5.28%, resulting in a net change of a decrease of
0.79% to a total contribution for PEPRA employees of 12.96% of wages. The District's
total contribution for CLASSIC member employees is currently 15.17% of wages.
Resolution 2024-04 provides new section as follows:
4.07.035 PEPRA Members — Employee and District Contributions
a) The CaIPERs contributions by the Employee and District are determined by the
annual actuarial valuation reports issued annually in July by CalPERS.
b) 457(b) or 401(a) Plan Contributions —
1. Employee shall pay a percentage of wages equal to 13.03% minus the employee
contribution in a) above.
2. District shall pay a percentage of wages equal to 13.03% minus the employee
contribution in a) above plus 2.0%; subject to a maximum combined rate of District
CalPERS contribution in a) above and b) District contribution shall not exceed the
Classic pension District contribution rate.
Page 2 of 4
Page 72 of 215
Below summarizes the above information in table form
Current Proposed
To 2020 FYE 6130 to 613012024 FYE 6130
2019 to 2023 2024 eff.11112024 2025
PEPRA member of CalPERS Pension: Employee
CalPERS Contribution 6.25% 6.75% 7.75% 7.75% 7.75%
Def.Comp.457(b)Contrib.(Req.Minimum) 6.78% 6.28% 5.28% 5.28% 5.28%
Combined Retirement Paid by Employee,PEPRA 13.03% 13.03% 13.03% 13.03% 13.03%
for ref.Classic,required contribution by Employee 8.00% 8.00% 8.00% 8.00% 8.00%
PEPRA member of CalPERS Pension: DISTRICT
CalPERS Contribution(varies slightly by year) 6.84% 7A7% 7.68% 7.68% 7.87%
Def.Comp.401(a)Contribution 6.76% 6.28% 5.28% 7.28% 7.28%
Combined Retirement Paid by Employer 13.62% 13.76% 12.96% 14.96% 15.15%
for ref.Classic,required conbrbution by District 11.57% 13,35% 15.17% 15.17% 15.24%
Excludes C LASSIC UAL($1 Am for 2025)
5. In FY23 for 2023 and forward, the Board approved an increase in the administrative
leave benefit for unrepresented employees; changing the administrative leave benefit
from 9 days to 10 days. Revising 4.07.090 formalizes Title 4 for this effective 1/1/2023
previously board approved change.
6. The approved FY24 FY25 budget included a new wellness benefit program. The
addition of chapter 4.07.020.6 to Title 4 codifies this new benefit program at up to $500
per year per active employee and active board director.
The unrepresented employee group benefit changes are recommended to be effective
11112024.
Staff recommends the benefit items outlined in this report to be in alignment with MOU
represented and unrepresented employees in 2024. For represented (MOU)
employees, these benefit items are pending review by IBEW Local 1245 and will
require a letter of agreement for amendments to the MOU.
GOALS AND OBJECTIVES:
District Code 1.05.020 Objectives:
2. Provide a healthy and safe work environment for all District employees.
6. Manage the District in an effective, efficient and fiscally responsible manner.
District Code 1.05.030 Goals:
1. Manage for Financial Stability and Resiliency
5. Developing an inclusive culture drives organizational integration and success.
FISCAL IMPACT:
Page 3 of 4
Page 73 of 215
Below are the financial impacts for all employees (ie assumes the represented
employee group to align with the unrepresented employee group, as applicable).
Items 1 and 2, the vision benefit change equates to an estimated $14,000 annual cost
impact.
Item 3, the paid sick leave cash-out is estimated to have a nominal cash outflow impact
and $27,500 non-cash expense cost charge.
Item 4, the PEPRA district's contribution increase of 2.0% is estimated to have a 2024
impact of $137,800.
Item 5, administrative leave benefit increase of one day, was previously approved by
the Board, included in Budget for FY24 & FY25 and has no incremental cost impact.
Item 6, new wellness benefit, was included in FY24 and FY25 budget, $35,000 and
$37,500 respectively.
The District's operating reserves of$6.51M Electric and $7.7M Water are sufficient to
fund above items 1 to 4 non-budgeted impacts.
ATTACHMENTS:
1. R2024-04 Adopting Amendments to District Code Title 4
2. Title 4 Personnel - 2020-04
Page 4 of 4
Page 74 of 215
TRUCKEE r
Publ'IC Utility District
Resolution No. 2024-04
ADOPTING AMENDMENTS TO DISTRICT CODE TITLE 4
WHEREAS, TITLE 4 PERSONNEL of District Code provides personnel general personnel
policies and provisions for Employee Benefits; and
WHEREAS, the Board of Directors of the Truckee Donner Public Utility District wishes to
amend the District Code Title 4 to account for updated provisions in employee benefits; and
WHEREAS, it is the Board's desire to amend District Code Title 4 Personnel to specify
certain benefit items, effective 1/1/2024 (unless stated otherwise) and so,
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Truckee Donner
Public Utility District to authorize the following amendments to District Code Title 4:
1) 4.07.020.3 shall be amended to modify the vision benefit from $400 to $500
2) 4.07.035 of Title 4 shall be added and read as follows:
4.07.035 PEPRA Members — Em Io ee and District Contributions
a) CalPers Contributions by the Employee and District are determined by the annual
actuarial valuation reports issued annually in July.
b) 457(b) or 401(a) Plan Contributions —
1. Employee shall pay a percentage of wages equal to 13.03% minus the
employee contribution in a) above.
2. District shall pay a percentage of wages equal to 13.03% minus the
employee contribution in a) above plus 2.0%; subject to a maximum
combined rate of District CalPERS contribution in a) above and b)2 District
contribution shall not exceed the Classic pension District contribution rate.
3) 4.07.050 Post-Retirement Health Benefits, the next to last sentence shall be
amended (amendments in italics) to read as follows:
The vision benefit will remain the same without any monthly caps; with retirements
effective on or before December 31, 2023 at the $400 per eligible individual benefit
level and employee retirements effective post-12131/2023 at the $500 per eligible
individual benefit level.
4) 4,07.010.1 Paid Sick Leave Cash-Out Plan, , to change the 600 hours limit to 500
hours
5) 4.07.090 of Title 4 shall be amended to change administrative leave benefit from 9
Page 75 of 215
days to 10 days per calendar year. This item effective 1/112023.
6) 4.07.020.6, adding new Wellness benefit program, a FY24 budgeted benefit
addition.
Attachment 1 to this Resolution 2024-4 (attachment 2 of staff report) provides complete
District Code Title 4 including the full wording of changes referenced above in items A.
through E.
PASSED AND ADOPTED by the Board of Directors of the Truckee Donner Public Utility
District at a meeting held within said District on March 6, 2024 by the following roll call vote:
AYES:
NOES:
ABSENT:
TRUCKEE DONNER PUBLIC UTILITY DISTRICT
BYw..- - -
Jeff Bender, President
ATTEST:
Brian Wright, General Manager
Page 76 of 215
Agenda Item # 12
DONNER
o;P1 -
ACTION
To: Board of Directors
From: Brian Wright
Date: May 20, 2020
Subject: Consideration of Letter of Referral Submitted by IBEW 1245
Regarding MOU Grievance
1. WHY THIS MATTER IS BEFORE THE BOARD
Step 3 of Section 14.4,Grievance Procedure Steps, of Title 14, Grievance Procedure
of the Memorandum of Understanding (MOU) between the District and IBEW 1245
includes provisions for the Board's written response to a grievance submitted by an
employee or an employee organization official if desired by the employee.
2. HISTORY
The majority of the District's operations, maintenance and administrative staff (non-
exempt employees) is a bargaining unit that is represented by the International
Brotherhood of Electrical Workers (IBEW) Local 1245. The District and IBEW 1245
have maintained a Memorandum of Understanding (MOU) since May 1, 1967. The
previous MOU with IBEW Local 1245 became effective on January 1, 2016 and
expired on December 31, 2019.
In November and December of 2019, the District's labor negotiating team met with
IBEW business representatives and the Local 1245 negotiating committee (District
bargaining unit employees) to negotiate the terms of the new MOU. On December 12,
2019 the District and IBEW arrived at a tentative agreement on all proposed
modifications, pending ratification by majority vote from IBEW Local 1245 membership
and approval by the Board. In the interest of honoring the tentative agreement, all of
the new provisions within the MOU were implemented and made effective January 1,
2020.
On February 5, 2020, IBEW 1245 submitted a grievance to the District on the grounds
that the District failed to uphold the terms of Title 19, Employee Benefit Program. The
grievance reveals a material difference in interpretation by the District and IBEW Local
1245 as to the applicability of the MOU to previously retired employees of the District.
Page 77 of 215
District staff holds the position that during negotiations, compensation and benefits are
provisions that were negotiated on behalf of current employees only. IBEW 1245
represents the bargaining unit, which is comprised of current employees. It does not
include former employees, including those who have retired from the District.
Therefore, District staff had no expectation or reasonable basis upon which to believe
that in negotiating with IBEW 1245 that it was negotiating compensation and benefits
for anyone other than those persons who are members of the bargaining unit. In other
words, there was no expectation or basis upon which to believe that it was bargaining
for benefits for anyone who is not a member of the bargaining unit, i.e. - retirees..
At no point during the negotiations did the IBEW 1245, the District's negotiating team
or the Board of Directors indicate or suggest that any of the negotiations were being
conducted on behalf of non-bargaining unit or previous employees. In the context of
the grievance submitted by IBEW 1245 on April 14th, this includes increases in the
District's monthly contribution to post retirement benefits. This holds true with other
negotiated provisions such as wage increases, increases in employee monthly
contributions to group medical insurance plans and other economic benefits.
On February 20, 2020, the District and IBEW 1245 held an informal meeting to
discuss the difference in interpretation of Title 19, and its potential impact on the
timely approval of the MOU. Neither party conceded its position in terms of the
applicability of newly negotiated benefits to previously retired employees. Subsequent
to this meeting, a second informal meeting was held between the District and IBEW
1245 with the intent of finding resolution to the disputed item and proceed with the
timely approval of the new MOU. In this meeting both parties agreed that advisory
arbitration, as provided in Title 14 of the MOU, was the appropriate means for seeking
resolution.
The parties entered into a "Side Letter Agreement" whereby they agreed to resolve
their difference without further meet and confer and by allowing the Board to adopt the
proposed MOU without either party waiving its respective position on the disputed
issue. The Side Letter Agreement has been included with this staff report as
Attachment 2. Following final review, IBEW ratified the proposed MOU on February
25, 2020.
At the March 18, 2020 meeting, the Board approved the MOU and acknowledged the
Side Letter Agreement.
3. NEW INFORMATION
On April 14, 2020 the District received a second grievance from IBEW 1245 that was
substantially the same as the grievance received on February 5, 2020. The Grievance
received from IBEW 1245 on April 14, 2020 has been included with this Staff Report
as Attachment 1 . In accordance with Step 2 of the Grievance Procedures outlined in
Title 14 of the MOU, the District responded to IBEW 1245 on April 15, 2020, stating
Page 78 of 215
that the District's position on the disputed item had not changed and that subsequent
to the initial grievance submitted on February 5, 2020, both parties had agreed to find
resolution through advisory arbitration.
On May 5, 2020, in accordance with Step 3 of the Grievance Procedures outlined in
Title 14 of the MOU, IBEW 1245 submitted to the Board a Letter of Referral for
consideration of the grievance submitted on April 14, 2020. The Letter of Referral has
been included with this Staff Report as Attachment 2. Not only was the Letter of
Referral submitted in contravention of the Side Letter Agreement, it was submitted the
day before the May 6, 2020 Board meeting and after the agenda for the meeting had
been posted. Therefore, the Board would not have been able to hear and decide on
the Letter of Referral within 10 days as required by the MOU.
Regardless of the fact that it was submitted in contravention of the Side Letter
Agreement, the District informed IBEW 1245 that if it wanted the Board to consider the
Referral Letter, it would need to waive the 10-day period in writing. IBEW 1245
waived the 10-day period. A copy of the District's letter and IBEW 1245's response
are included with this Staff Report as Attachments 3 and 4, respectively.
It should be noted that there are multiple inaccuracies within the Letter of Referral,
most significantly:
• In paragraph 5 of the letter, IBEW 1245 Business Representative, Mike
Venturino indicates that during an informal meeting held on February 20, 2020
"Mr. Holley conveyed in confidence that the cancellation of payment to current
retirees was due to outside pressure from unrepresented retirees." This is
entirely inaccurate. During the meeting, IBEW 1245 was informed that the
previous retirees were never intended to receive the increased post retirement
benefit, that Staff had mistakenly distributed the increased contributions to
existing retirees in January 2020, and once the mistake was identified, the
contribution amounts were corrected. Furthermore, IBEW 1245 was informed
that former unrepresented retirees were in fact collaborating with former union
retirees to protest the action jointly.
The options under consideration by the Board include the following:
1.) Reject the grievance submitted by IBEW 1245 on April 14, 2020, at which point
IBEW 1245 would have the option, in accordance with Step 4 of the Grievance
Procedures outlined in Title 14 of the MOU, to submit the grievance to non-binding
advisory arbitration within twenty (20) days. The arbitrator shall then provide a written
recommendation to the Board. The Board would then have ten (10) days to provide a
final written decision; or
Page 79 of 215
2.) Accept the grievance submitted by IBEW 1245 as valid, thereby affirming the
position that IBEW 1245 represents past employees and direct staff to increase the
District's post retirement medical benefit contributions for existing employees, effective
January 1, 2020.
In making a determination as to how to proceed in this matter, the Board may wish to
consider some of the following contributing factors:
• Generally speaking, labor negotiations between the District and the employee's
collective bargaining unit are conducted under the pretext that newly agreed
upon provisions are intended for the benefit of retaining current employees and
the recruitment of future employees. The negotiation process includes
compromises in providing monetary increases to some provisions within the
compensation and benefits package as well as cost containment or employee
contributions to other provisions within the package. Past employees are not
represented at the table and therefore are not subject to either side of the
compromises agreed upon, whether those are increases in provisions or
additional costs to the employees. Employees who retire from the District are
subject to the compensation and benefits package, and all other provisions
available and which had been agreed upon and in place at the time of
retirement. Subsequent negotiations, agreements and MOUs do of apply to
individuals not employed by the District or in this case who are no longer
members of the collective bargaining unit at the time of the agreement unless
otherwise explicitly agreed upon. Former employees and retirees are not
members of IBEW 1245 and do not pay dues, so it is curious as to why IBEW
1245 takes the position that it bargained on behalf of them.
• Title 14 of the MOU, Grievance Procedures stipulates that an employee, and/or
an employee organization official if desired by the employee, shall refer the
issue in witting. The District contends that both the original grievance received
on February 5, 2020, and the second grievance received on April 14, 2020
have been submitted by IBEW 1245 on behalf of ex-employees, not
employees, who are no longer members of the collective bargaining unit, and
therefore not covered by the current MOU. In other words, the Union had no
standing to submit these grievances. During the informal meeting held
between the District's labor negotiating team and IBEW 1245 representatives,
Staff indicated that one of the contributing factors of the dispute is whether
IBEW 1245 had standing to submit the grievance, as it has been submitted on
behalf of a group IBEW 1245 does not represent. Moving directly to advisory
arbitration was recommended during this meeting to determine the validity of
the grievance and avoid re-opening negotiations which would have financial
implications to represented employees.
Page 80 of 215
• During the negotiations, the District's negotiating team received parameters
from the Board to include modest increases in the District's contribution to
employees monthly post retirement medical benefits in exchange for cost
containment measures in the form of monthly employee contributions to group
medical insurance plans. Neither of these provisions were intended to be
applied to previously retired employees.
4. FISCAL IMPACT
The direct fiscal impact associated with this item is not yet known, as it is dependent
upon the direction provided by the Board. The following potential fiscal impacts have
been outlined for consideration:
• If the grievance is rejected there will be no direct fiscal impact associated with
this item. The District will be subject to equal share with the collective
bargaining unit for the cost of advisory arbitration should IBEW 1245 choose to
pursue that option. The actual cost of arbitration is not known at this time.
• If the grievance is accepted and the Board determines it appropriate to apply
the negotiated increases in the District's contributions to post retirement
medical benefits to all past retirees, there will be an estimated annual increase
in the District's Other Post Employment Benefits (OPEB) of approximately
$50,000 - $75,000/year. This annual cost estimate is dependent upon the
number of retirees in the program and eligible contributions each year.
5. RECOMMENDATION
Staff recommendation is to reject the grievance submitted by IBEW 1245 on April 14,
2020.
Brian Wright Michael D. Holley
Water Utility Director/Assistant GM General Manager
Page 81 of 215
Attachment 1
May 5, 2020
Jeff Bender
Board President,TDPUD Board of Directors
Truckee Donner PUD
11570 Donner Pass Road
Truckee, CA 96161
Dear Mr. Bender,
As you may be aware, IBEW 1245 and Truckee Donner PUD are currently in dispute over the
applicability of the recently negotiated, December 2019, retiree medical cap increase contained
in Title 19 of the Memorandum of Understanding between IBEW 1245 and TDPUD.
The retiree medical cap increase was included in a Tentative Agreement (TA), that was
presented to and agreed upon by the Board from the District's outside counsel,Joe Wiley,on
December 12, 2019, the last day of bargaining. With the understanding of approval of the TA
from the Board, at the Union's next unit meeting on December 17, 2019, a ratification vote was
held, and the TA was successfully passed by the Union membership.
On January 1, 2020, the economic provisions of the TA, approved by the Board and accepted by
the membership, were implemented by the District, including the retiree medical cap increase,
which was accordingly, paid to all retirees. In early February 2020,the Union became aware
that the District would not continue to pay the retiree medical cap increase to current retirees,
in contravention of what was bargained and ratified by the Union's membership.
Consequently, on February 5, 2020, a grievance was filed on behalf of the retirees. This led to
the discovery that although the Board had approved and agreed to the TA, it had not been
"formally adopted" in an open meeting, which made the grievance premature. Based on this
information,the Union withdrew its grievance on February 12, 2020,with the intention of
refiling once the dispute became ripe. On the morning of February 20, 2020, an informal
meeting was scheduled to discuss the issue. In attendance were General Manager Michael
Holley,Water Utility Director Brian Wright, IBEW 1245 Assistant Business Manager Al Fortier
and IBEW 1245 Business Representative Mike Venturino.
During the meeting, Mr. Holley conveyed in confidence that the cancellation of payment to
current retirees was due to outside pressure from unrepresented retirees. He further stated
that the Board was inclined not to approve the TA until the parties had resolved the
discrepancy. However, no resolution was reached at that meeting.
Page 82 of 215
Another meeting was scheduled for February 25, 2020,to further discuss the issue. The
attendees included outside counsel for the District,Joe Wiley,Water Utility Director Brian
Wright, Electric Utility Director Joe Horvath, IBEW Assistant Business Manager Al Fortier and
Business Representative Mike Venturino. During the meeting, the parties agreed that they
would execute a side letter agreement that would include terms for resolving the retiree
medical cap increase through the grievance process, so that the TA could be adopted by the
Board. This was executed by the District and the Union on March 3, 2020 and March 5, 2020,
respectively.
With the side letter agreement in place,the TA was finally presented to and adopted by the
Board at its March 18, 2020 meeting. Following the adoption of the TA by the Board, the Union
refilled its grievance on behalf of the retirees on April 14, 2020. In accordance with Title 14 of
the MOU, the Union requested an informal meeting with the General Manager to discuss the
grievance. It was the Union's expectation, based on the language of Title 14, that it would
receive a response from the General Manager regarding this request. However, on April 15,
2020 the Union received acknowledgement of receipt the grievance from Brian Wright, Acting
General Manager—not Michael Holley, General Manger—referring the matter to the District's
outside counsel,Joe Wiley.
In his April 16, 2020 response, Mr. Wiley states that "rather than go through the traditional
steps of the grievance procedure, and based upon our side letter on the issue, I recommend
that we proceed directly to arbitration." His proposal to expedite the grievance to arbitration,
however, is not what the parties agreed to in the side letter agreement, nor is such action
contemplated within Title 14.
During the events described above,there was a Board meeting held on April 15, 2020. Among
the agenda items for this meeting was "Action Item#13," which pertains to District Code 4,
Personnel. Title 4, chapter 4.07 outlines the provisions for employee benefits such as
retirement, medical leave and insurance. During the March 18, 2020 Board meeting Resolution
2020-09 was adopted. The April 15, 2020 meeting was to further clarify District Code 4,
Chapter 4.07.050, Post-Retirement Health Benefits under Resolution 2020-10 to fall in line with
the amounts bargained in December 2019. This was quickly removed from the agenda by Mr.
Holley and no action was taken.
It is the Union's understanding that any increases to the retiree medical caps negotiated over
the years have always been afforded to current retirees, as Title 19, (19.2) (1) 2 allows.
However, seeking a middle ground,on or about April 16, 2020, the Union proposed that the
District pay the increase to all current retirees for the term of the current MOU, 2019-2024, but
that starting January 1, 2025, increases would go solely to members who retired on or after
that date. In the Union's estimation,this is both an equitable and reasonable solution. Not
Page 83 of 215
only does it uphold the parties' mutual intent at the bargaining table, it also resolves the
current grievance and provides the District with an end date.
Please advise whether the Union's proposal is acceptable.
Sincerely,
„t..�
MI a Venturino
Business Representative
IBEW 1245
Page 84 of 215
J
'J 111� 4•
TO: Michael Holley GM, TDPUD IBEW Local 1245
FROM: Mike Venturino—Business Representative Local 1245 TDPUD Grievance Form
Date: 4/14/20 grievance# 01-2020
STATEMENT OF FACT
IBEW is submitting a grievance pursuant to the Memorandum of Understanding between the Truckee
Donner PUD and IBEW L.U. 1245, Titlel4 Grievance Procedure. On or about April 1, 2020, TDPUD failed
to make appropriate retiree medical payments in accordance with the MOU.
SECTION OF MOU VIOLATED
TITLE 19 EMPLOYEE BENEFIT PROGRAM, and all other applicable Titles, Policies and/or Procedures
(1) Post-Retirement Medical and Dental Benefits:
REQUESTED REMEDY OF GRIEVANCE
The Union requests that the District cease practice of violating the MOU and make the retirees whole for
all losses.
IBEW 1245 Representative:
Page 85 of 215
(1) Post Retirement Medical and Dental Benefits:
(1) To be eligible to receive post-retirement health benefits, an employee must have
at least ten (10) years of service with the District. Years of service is defined as
cumulative years of service with the District, which may or may not be consecutive
years. Employees, who retire from the District and meet the service requirement
stated above, will receive a District contribution towards their post-retirement
health benefits premium with the insurance company that is contracted for retiree
benefits with the District at the time of the employee's retirement, [or to an HRA
Heath Reimbursement Account as indicated below] as follows:
Percent of Premium Paid
Years of Service by District
10 50%
11 55%
12 60%
13 65%
14 70%
15 75%
16 80%
17 85%
18 90%
19 95%
20 100%
The post-retirement plan is the same as the active employees' medical plan
except for a $500 deductible per person compared to a $400 deductible per
person for employees. Retirees may choose the High Deductible Health Plan
as a lower cost alternative to the PPO plan.
For example, a person retiring at age 55 with 19 years of service would have 95%
of the retiree and dependent caps paid by the District.
(2) The benefit paid by the District is capped as listed below:
Monthly Caps
Individual only $ 600
Spouse only $ 600
Child(ren) only $ 600
Spouse & child(ren) only $ 1,000
Medicare Rate $ 500
If the premiums increase above the monthly cap, the retiree will pay the difference
between the new premium and their percent of benefit established upon retirement
multiplied by the cap. Example:A person retiring at age 55 with 19 years of service
would have 95% of the retiree and dependent caps paid by the District. If initially
the premium for individual only was$340, the retiree would pay 340—(95%x$340)
_ $17.00 If the premium increases to $500 while the cap is$475, the retiree would
Page 86 of 215
pay 500— (95% x$475) _ $48.75.
(3) Retiree cannot leave the plan and then come back. Once time is broken on the
plan, the employee or retiree cannot come back on the medical plan.
(4) If the retiree is paying for part of the medical coverage it will be done through an
electronic fund transfer from the retiree's account on a monthly basis.
(5) When the retiree is eligible for Medicare, it is mandatory that the retiree enroll for
Medicare Part B coverage.
(6) Should the District change the insurance plans or coverage through the collective
bargaining process, those will apply to retirees also.
(7) The vision benefit will remain the same without any monthly caps.
Page 87 of 215
SIDE LETTER AGREEMENT
This Side Letter Agreement is entered into between Truckee Donner Public Utility District
("TDPUD")and IBEW Local 1245.
WHEREAS a dispute has arisen as to whether the parties intended in their Tentative Agreement
dated December 13,2020 regarding an increase in the Retiree Medical Benefit Cap Payments to
extend the increase in the Retiree Medical Benefit Cap Payments to those persons retired prior
to January 1,2020;
WHEREAS the successor Memorandum of Understanding("MOU")has not yet been adopted
by the TDPUD Board of Directors;
WHEREAS the parties seek to resolve this dispute without further meet and confer and by
allowing the Board of Directors to adopt the proposed Memorandum of Understanding,
notwithstanding the present dispute regarding interpretation of the terms of the December 13,
2020 Tentative Agreement,and without either party waiving their respective positions relating
to the above dispute.
NOW THEREFORE, the parties agree as follows:
1. If the Board of Directors adopts the proposed MOU, there shall be no adverse inference
regarding the Board's action.
2. The parties agree to submit the dispute regarding the intent of the Tentative Agreement
regarding the increase in the Retiree Medical Benefit Cap Payments for resolution under
Title 14,Grievance Procedure,of the Memorandum of Understanding.
3. By entering into this Agreement,neither party waives any procedural or substantive
arguments it may have regarding the prosecution or defense of this disagreement.
Dated: /j " 3 ' ZC � Dated: -/✓'�/ `�
t
By: " _ By:-4��/
For noe Donner Public Utility is ict For IBEW 1245
Page 88 of 215
Truckee Donner Public Utility District
Directors
Joseph R. Aguera
Jeff Bender
Bob Ellis
Christa Finn
Tony Laliotis
General Manager
Michael D. Holley
May 8, 2020
Mr. Michael J. Venturino
Business Representative
IBEW Local 1245
30 Orange Tree Circle
Vacaville, CA 95687
Subject: Response to Board Referral Letter Received from IBEW 1245 on May 5, 2020
Dear Mr. Venturino:
The Truckee Donner Public Utility District Board of Directors (Board) has received a letter of referral
for a grievance submitted on April 14, 2020 from IBEW 1245. The letter of referral to the Board was
received on May 5,2020,one day prior to the regularly scheduled meeting held on May 6,2020. Because
the letter was received after the meeting agenda had already been published, the item could not be
included on the agenda for Board consideration.
The District is willing to place the item on the agenda for the regularly scheduled meeting on May 20,
2020. This will require IBEW 1245 to provide a written waiver of the requirement for the Board's
written response within ten (10) working days of the next regularly scheduled Board meeting as
prescribed in MOU Title 14, section 14.4, Step 3.
If IBEW 1245 chooses not to provide the written waiver, then the item shall not be placed on the agenda
for consideration within the ten(10)day requirement and the union may move to Step 4 of the grievance
procedures, referral to Advisory Arbitration.
If IBEW 1245 chooses to provide the written waiver for the Board to review the item in open session,
the written waiver and any additional supporting materials intended to be included in the Board packet
for consideration must be received by the District no later than 5:OOpm on Wednesday, May 13cn
Respectfully,
Brian Wright
Water Utility Director(Acting General Manager)
cc: Sharma Kuhlemier, District Clerk
11570 Donner Pass Road,Truckee, CA 96161 —Phone 530-587-3896—www.tdpud.org
Page 89 of 215
May 12, 2020
Mr. Brian Wright, Acting General Manager
Truckee Donner PUD
11570 Donner Pass Road
Truckee, CA 96161
Subject: Waiver, 10-Day Written Response Requirement,TDPUD Board of Directors, MOU
Title 14, (14.4) Step 3
Dear Mr. Wright,
The Union hereby agrees to waive the 10-day written response requirement, set forth in Title
14, (14.4) Step 3 of the MOU, as requested in the District's letter received May 8, 2020, on the
condition that the Union's Letter of Referral and Grievance will be placed on the agenda and
considered by the Board in open session at its next regularly scheduled meeting of May 20,
2020. Furthermore, this agreement (and the Union's waiver) shall establish no precedent.
Respectfully,
9aAa*zF--- -
Mike Venturino
Business Representative
IBEW 1245
Page 90 of 215
REGULAR MEETING MINUTES
May 20, 2020
1. CALL TO ORDER The meeting of the Board of Directors of the Truckee Donner Public Utility
District was called to order at 6:00 p.m. in the TDPUD Boardroom by President Bender.
Disclaimer: Due to the COVID-19 situation and the California Governor's Executive Orders,
this Board meeting was conducted with the Board via video/teleconferencing measures and
live streamed on the District website. Public comment was opened using email and questions
and answers on Zoom.
2. ROLL CALL Directors: Tony Laliotis, Joe Aguera, Bob Ellis, Vice President Finn, and Pres-
ident Bender.
Absent: Director Joe Aguera.
EMPLOYEES PRESENT: Brian Wright, Ian Fitzgerald, Steven Poncelet, Mike Salmon, Joe
Horvath, Michael Holley, and Shanna Kuhlemier.
CONSULTANTS PRESENT — Steve Gross, District Counsel and Pam Hobday, Pamela Hurt
Associates.
OTHERS PRESENT—
3. PLEDGE OF ALLEGIANCE—defer.
4. CHANGES TO THE AGENDA
5. PUBLIC INPUT
President Bender called for public comment, seeing none.
President Bender closed public comment.
6. DIRECTOR UPDATE
Vice President Finn —
• Sent best wishes to Director Aguera who was unable to attend the meeting.
• Stated appreciation for technology through this crazy time.
• Is focused on future goals for the PUD to keep in mind. Items like climate change and
renewable energy are areas to focus.
Director Ellis
• Stated appreciation of the health of the community.
Director Laliotis
• Glad to see businesses starting to open and showing respect for social distancing.
• Appreciated everyone's efforts in doing the right thing.
President Bender
Page 91 of 215
• Appreciated the businesses opening according to protocols.
PUBLIC HEARING
7. Conduct Public Hearing Related to Adoption of District Resolutions 2020-12, 2020-13,
2020-14, and 2020-15 for Annual Electric and Water Standby Charges
Mike Salmon provided a presentation (available upon request).
President Bender opened the public hearing to hear testimony in support or opposition of the
District's Annual standby changes. Seeing none, President Bender closed the public hearing.
Board Comments:
• Discussion on cost of service and these long time fees. With a cost of service analysis
underway for water and electric. The Board directed to staff to include these fees.
o Keeping in mind a proposition 218 process would apply to increase these fees.
Director Laliotis moved, and Director Ellis seconded, that the Board approve the staff recom-
mendation. The motion passed unanimously (4-0), by a roll call vote. Director Aguera was
absent.
CONSENT CALENDAR
8. Consideration of Resolutions to Consolidate the General Election on November 3, 2020.
9. Consideration to Adopt Resolution 2020-11 to Close-Out the SCADA Reliability Improve-
ment Project Phase 5.
10.Consideration to Appoint a Treasurer for the District.
11.Consideration of a Contract to Perform Geotechnical Testing Services.
President Bender called for public comment, there were none.
Director Ellis moved, and Vice President Finn seconded, that the Board approve the Consent
Calendar. The motion passed unanimously (4-0), by a roll call vote. Director Aguera was ab-
sent.
ACTION
12.Consideration of the Letter of Referral Submitted by IBEW 1245 Regarding a Grievance
per the Memorandum of Understanding with IBEW 1245 (MOU).
Brian Wright provided a presentation (available upon request).
President Bender called for public comment.
District Clerk Kuhlemier read into the record the name of those who provided public comments
submitted for consideration and those names who provided public comment on March 18,
2020.
Board Comments:
Page 92 of 215
• Thanked everyone for their comments and emails. Each Director provided input on
receiving and reading every public comment provided.
• District Code outlines the policy clearly and concisely. Being sensitive to comments
and concerns, the Code and interpretation is clear.
• The presentation was through and aligns with negotiation updates to the Board.
• Stated a trust in staff and legal counsel.
o Updates did not include retired employees nor persons not employed by the
District.
• Appreciated the process that is outlined in code and the MOU, the presentation clearly
depicts what the Board understood through negotiations.
• The District negotiates with employees. The District has never negotiated with or for
retirees.
• The District needs to control cost of the public's money.
• An explanation of staffing administration error in January for retirees.
• Does the Union represent women?
Brian Wright answered, IBEW1245 represents hard working women in the District.
President Bender noted that IBEW1245 should consider gender neutrality in their name to in-
clude women.
• Assurances that every comment was read and considered prior to the meeting.
President Bender noted Mike Venturino was making a comment during the meeting that was
inaudible.
General Counsel Gross stated the Union had the opportunity to submit information for the
agenda item. The District clearly and legally stated what the mechanism was for public com-
ment.
President Bender requested Mr. Venturino's comments during the presentation be read into
the record. Those comments are as follows:
Michael Venturino 06:41 PM
Hello?
Michael Venturino 06:40 PM
Mike Venturino, IBEW is on the video chat but apparently cannot be heard
Michael Venturino 06:42 PM
I can see the video and hear the video, but appaently i cannot be heard
Michael Venturino 06:43 PM
correct
Michael Venturino 06:44 PM
I would ask the Board review my submission, to Brian
Michael Venturino 06:44 PM
In the Board packet there should have been a submission
Michael Venturino 06:45 PM
can type, but it will take several minutes as I do not quickly
Michael Venturino 06:45 PM
type quickly
Michael Venturino 06:46 PM
The highlightes section is very clear and unambiguous.
Page 93 of 215
Michael Venturino 06:46 PM
sorry, highlighted
Michael Venturino 06:47 PM
the increaase was a change in coverage, and will apply to retirees
Michael Venturino 06:48 PM
The side letter only stipulates that Title 14 would be followed, not go straight to arbitration as
suggested by Mr. Wright
Michael Venturino 06:49 PM
Retirees are a permissive subject of bargaining and without specifically "excluding" them from
bargaining, they would then be included.
Michael Venturino 06:50 PM
Why then are current retirees being paid as per the most current MOU?
Michael Venturino 06:52 PM
A resolution that is favorable to both the Union and the District is proposed in the last para-
graph of the letter of referral. It is fair and reasonable and limits the Districts liability going
forwARD. Please read!
Michael Venturino 06:53 PM
Thank you Mr. Gross
Michael Venturino 06:54 PM
was not aware I would not be able to spe
Vice President Finn moved, and President Bender seconded, that the Board approve the staff
recommendation. The motion passed unanimously (4-0), by a roll call vote. Director Aguera
was absent.
13.Consideration of a Contract to Perform the Water Meter Radio Transmitter Replacement
Project.
Brian Wright proved a presentation (available upon request).
President Bender called for public comment, there were none.
Director Ellis moved, and Vice President Finn seconded, that the Board approve the staff rec-
ommendation. The motion passed unanimously (4-0), by a roll call vote. Director Aguera was
absent.
14.Consideration of a Contract to Complete the Tank Site Piping Modifications Project.
This item concerns a contract with Longo Incorporated in an amount not to exceed
$321,500.
Brian Wright proved a presentation (available upon request).
President Bender called for public comment, there were none.
Director Laliotis moved, and Director Ellis seconded, that the Board approve the staff recom-
mendation. The motion passed unanimously (4-0), by a roll call vote. Director Aguera was
absent.
Page 94 of 215
President Bender called a recess at 7:27 p.m.
The Board reconvened at 7:35 p.m.
WORKSHOP
15.Review the Proposed Water Utility Ten Year Capital Improvement Plan.
This item involves review of the proposed updated Water Utility Ten Year Capital Im-
provement Plan.
Brian Wright proved a presentation (available upon request).
President Bender called for public comment, there were none.
Board Comments:
• A large tool for the Board to use for the rate study
• Large numbers but informative to work with staff and prioritize.
• Resilience and sustainability are in every project the District embarks on.
o How does the Board meet these goals strategically?
o The Town approved a 100% renewable resolution. The first project the Town
embarked on did not fit the resolution and commitment.
o Wants the Board to set the standard and ensure we meet our commitments.
• There are opportunities to shape the plan and the future of the District.
• Use the rate study to prioritize this plan
• This is an opportunity to leverage the District in the future.
16.Review of the District's COVID-19 Relief Efforts.
This item involves an update to the Board on the COVID-19 Relief Program.
Steven Poncelet proved a presentation (available upon request).
President Bender called for public comment, there were none.
Board Comments:
• Continue to work closely with business partners in need of help.
• Ideas for business customers.
o Introduced staff's idea to help mid-level customers.
ROUTINE BUSINES
17. Treasurer's Report: May 2020.
a) Approval of the Treasurer's report of fund balances for the Month Ended March
2020.
President Bender called for public comment, there were none.
Director Ellis moved, and Director Laliotis seconded, that the Board approve the staff recom-
mendation. The motion passed unanimously (4-0), by a roll call vote. Director Aguera was
absent.
Page 95 of 215
b) Approval of disbursements for April 2020.
President Bender called for public comment, there were none.
Director Laliotis moved, and Director Ellis seconded, that the Board approve the staff recom-
mendation. The motion passed unanimously (4-0), by a roll call vote. Director Aguera was
absent.
18.Approval of the Minutes of May 6, 2020
President Bender called for public comment, there were none.
Director Ellis moved, and President Bender seconded that the Board approve the minutes. The
motion passed unanimously (4-0), by a roll call vote. Director Aguera was absent.
CLOSED SESSION —8:35 p.m.
19.Closed Session Pursuant to Government Code Section 54957.6, Conference with Labor
Negotiators: Agency designated representatives: President, Jeff Bender; and Director,
Tony Laliotis Unrepresented employee: General Manager No reportable action.
20.Closed Session Pursuant to Government Code Section 54957, Public Employee Perfor-
mance Evaluation — General Manager's Performance Plan Review. No reportable action.
ADJOURNMENT- 10:07 p.m.
There being no further business before the Board, the meeting was adjourned to the next
scheduled regularly scheduled meeting of the Truckee Donner Public Utility District on June 3,
2020 at 6:00 p.m.
TRUCKEE RP IC UTILITY DISTRICT
Jeff Ben er, sident
Respectfully Submitted,
Shanna D. Kuhlemier, CIVIC, District Clerk
Page 96 of 215
AGENDA ITEM #17
r P, I
Public Utility District
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM: Jillian Steward, Human Resources Director
SUBJECT: Emergency Response and Operation Plan Workshop
APPROVED BY.
Brian C. Wright, General Manager
RECOMMENDATION:
Receive this presentation and provide input to staff.
BACKGROUND:
During the June 7, 2023 Board Meeting, the Board awarded Howell Consulting, Inc. a
contract for the development of an Emergency Response and Operations Plan.
An Emergency Response and Operation Plan provides the District with the guidelines
needed for emergency response planning, preparation and training. Adherence to the
plan will help ensure the preservation of life, property and environment during natural
disasters and emergencies, as well as in man-made incidents. Emergency Response
processes require coordination between many agencies, departments, allied
organizations, and different levels of government. Furthermore, different types of
emergencies require different kinds of expertise and response capabilities. The
Emergency Response Plan includes a structure, framework and outlines responsibilities
for District personnel to comply with The California Standardized Emergency
Management System (SEMS), Incident Command Systems (ICS), and National
Incident Management System (NIMS) structure and processes. While the District is not
subject to regulatory compliance with the California Public Utilities Commission
(CPUC), many CPUC programs are generally recognized as best management
practices for publicly owned utilities. CPUC regulated water and electric utilities are
required to develop disaster and emergency response plans and coordinate with other
local government agencies. The District's adoption of these same standards will align
with emergency response standards adopted by the Town of Truckee, Truckee Fire and
Nevada County. Additionally, all public sector employees and Special District staff are
subject to being designated Disaster Service Workers per the California Labor Code.
Therefore, it is important for all public employees to familiarize themselves with the
concepts and structure of emergency response plans.
ANALYSIS AND BODY:
Page 1 of 2
Page 97 of 215
This informational workshop will present an overview of the proposed Emergency
Response and Operation Plan, that will be the foundation for ongoing training,
workshops, development, and table-top exercises to adequately prepare District Staff to
respond in an emergency.
GOALS AND OBJECTIVES:
District Code 1 .05.020 Objectives:
1. Responsibly serve the public.
2. Provide a healthy and safe work environment for all District employees.
3. Provide reliable and high quality water supply and distribution system to meet
current and future needs.
4. Provide reliable and high quality electric supply and distribution system to meet
current and future needs.
District Code 1 .05.030 Goals:
5. Developing an inclusive culture drives organizational integration and success.
FISCAL IMPACT:
There is no fiscal impact associated with this informational workshop item.
ATTACHMENTS:
1. TDPUD Emergency Operations Plan Final 2024
2. TDPUD EOC Annex Final 2024
Page 2 of 2
Page 98 of 215
DistrictU.00--'TRUCKEE DONNER
Ap- Public Utility
Truckee Donner
Public Utility District
EMERGENCY OPERATIONS PLAN
APRIL 51 2024, VERSION 1.3
IN
11570 Donner Pass Road
Truckee, CA 96161
Page 99 of 215
TDPUD Basic EOP
ACKNOWLEDGEMENTS
There are numerous individuals who have contributed their time, efforts, insights and resources towards
the completion of this version of the Truckee Donner Public Utility District Emergency Operations Plan.
The strategies, guidance, and information in this plan represent the diligent work of numerous persons in
the Truckee Donner Public Utility District.
Thanks go to all the persons who extended their time and energy into developing this Plan. Of special
note is the Truckee Donner Public Utility District, who led and managed this project, under the direction
of the General Manager. Thanks also go to those persons who contributed during the planning meetings,
provided insights and data, and supported the development of the plan.
As with any working plan, this document represents planning strategies and guidance as understood as of
the date of this plan's release. This plan provides a framework to facilitate an organized and effective
response to a catastrophic disaster event.
1. The title of this document is the Truckee Donner Public Utility DistrictEmergency Operations Plan
2. The information gathered herein is to be used for guidance, training and reference purposes
within the District. Reproduction of this document, in whole or in part, without prior approval
from the District is prohibited.
3. Point of Contact:
Brian Wright, General Manager
Truckee Donner Public Utility District
11570 Donner Pass Road
Truckee, CA 96161
brianwright@tdpud.org
(530) 582-3957
Prepared by Howell Consulting, Inc. for the Truckee Donner Public Utility District Emergency Plan Update
Project.
BRENNA HOWELL
Howell Consulting, Inc.
(916) 202-2635
brenna@brennahowell.com
www.brennahowell.com
APRIL 2024 FINAL VERSION 1.3 2
Page 100 of 215
TDPUD Basic EOP
TABLE OF CONTENTS
Acknowledgements...............................................................................................................2
Approval and Implementation...............................................................................................6
Foreward.......................................................................................................................................6
PlanApproval.................................................................................................................................6
PlanActivation...............................................................................................................................6
PlanModifications .........................................................................................................................7
Recordof Changes.................................................................................................................8
Recordof Concurrence ..........................................................................................................9
Recordof Distribution ......................................................................................................... 10
Section 1.0 Purpose, Scope, Situation, and Assumptions...................................................... 11
1.1 Purpose..................................................................................................................................11
1.1.1 Plan Organization and Format...................................................................................................11
1.2 Scope.....................................................................................................................................12
1.3 Situation Overview.................................................................................................................13
1.3.1 Hazard Analysis Summary..........................................................................................................14
1.3.2 Capability Assessment ...............................................................................................................14
1.3.3 Mitigation Overview ..................................................................................................................14
1.4 Planning Assumptions.............................................................................................................15
1.5 Whole Community Approach..................................................................................................15
Section 2.0 Concept of Operations....................................................................................... 16
2.1 Goals, Priorities and Strategies................................................................................................16
2.1.1 Operational Goals......................................................................................................................16
2.1.2 Operational Priorities.................................................................................................................17
2.1.3 Operational Strategies...............................................................................................................17
2.2 Plan Activation .......................................................................................................................17
2.3 Proclaiming an Emergency......................................................................................................18
2.3.1 Local Emergency Proclamation..................................................................................................19
2.3.2 Proclamation of a State Emergency...........................................................................................20
2.3.3 Proclamation of a State of War Emergency...............................................................................20
2.4 Presidential Declarations........................................................................................................21
2.5 Emergency Management Response Levels...............................................................................22
2.5.1 National Emergency...................................................................................................................23
2.6 Sequence of Events During Disasters.......................................................................................23
2.6.1 Before Impact.............................................................................................................................23
2.6.2 Immediate Impact......................................................................................................................24
2.6.3 Sustained Operations.................................................................................................................26
2.6.4 Transition to Recovery...............................................................................................................26
2.7 Continuity of Operations and Government..............................................................................27
APRIL2024 FINAL VERSION 1.3 3
Page 101 of 215
TDPUD Basic EOP
2.7.1 Continuity of Government.........................................................................................................27
2.7.2 Preservation of Vital Records.....................................................................................................28
2.7.3 Truckee Donner Public Utility District Emergency Operations Policy Statement Limitations...29
2.7.4 Disaster Service Workers...........................................................................................................29
2.8 Continuity of Operations(COOP).............................................................................................30
2.8.1 Orders of Succession..................................................................................................................30
Section 3.0 Organization and Assignment of Responsibilities ............................................... 32
3.1 Supporting Plan Development.................................................................................................32
3.2 District Department/Allied Agency EOC Organization Assignments..........................................33
3.2.1 Director of Emergency Services.................................................................................................33
3.3 Organization of Emergency Management................................................................................33
3.3.1 Federal Emergency Support Functions......................................................................................34
3.3.2 California Emergency Functions.................................................................................................34
3.4 Role of Private Sector .............................................................................................................35
3.4.1 District Customers......................................................................................................................35
3.4.2 Volunteer Organizations............................................................................................................35
3.4.3 Public-Private Partnerships........................................................................................................35
Section 4.0 Direction, Control and Coordination................................................................... 37
4.1 Direction and Control..............................................................................................................37
4.2 Coordination ..........................................................................................................................37
4.3 Standardized Emergency Management System........................................................................37
4.3.1 Standardized Emergency Management System (SEMS) Organization Levels...........................37
4.3.2 SEMS Functions..........................................................................................................................38
4.4 National Incident Management System (NIMS) .......................................................................41
4.5 Mutual Aid .............................................................................................................................42
4.5.1 Mutual Aid Coordination ...........................................................................................................42
Section 5.0: Information Collection and Dissemination ........................................................45
5.1 Action Planning ......................................................................................................................45
5.1.1 Planning Requirements..............................................................................................................45
5.2 EOC Reporting........................................................................................................................45
5.3 EOC Reporting Systems...........................................................................................................46
5.4 Emergency Public Information ................................................................................................46
Section6.0: Communications...............................................................................................47
6.1 Communications Systems .......................................................................................................47
6.2 Internal Communications........................................................................................................47
6.3 Notification and Warning........................................................................................................47
6.4 Non-Emergency(non 9-1-1 calls) External Communications.....................................................47
Section 7.0: Administration, Finance and Logistics ............................................................... 49
7.1 Documentation.......................................................................................................................49
7.2 Finance...................................................................................................................................49
7.3 Expenditure Tracking..............................................................................................................49
7.3.1 Eligible Expenses........................................................................................................................49
7.3.2 Recordkeeping Requirements....................................................................................................49
APRIL2024 FINAL VERSION 1.3 4
Page 102 of 215
TDPUD Basic FOP
7.4 Resource Management...........................................................................................................50
7.4.1 Resource Priorities.....................................................................................................................50
7.4.2 Resource Requests.....................................................................................................................50
Section 8.0: Preparedness,Training, Exercises and After Action Reporting ........................... 52
8.1 Preparedness Planning............................................................................................................52
8.1.1 Community Preparedness and Awareness................................................................................52
8.1.2 Preparedness Actions.................................................................................................................53
8.2 Readiness Training..................................................................................................................53
8.3 Exercise and Evaluation ..........................................................................................................53
8.4 After Action Reporting............................................................................................................54
Section 9.0: Plan Development and Maintenance ................................................................ 55
9.1 Plan Development and Maintenance RESPONSIBILITIES...........................................................55
9.2 Review and Updating..............................................................................................................55
Appendix A: Authorities and References.............................................................................. 56
Authorities...................................................................................................................................56
References...................................................................................................................................57
AppendixB: Acronyms......................................................................................................... 58
Appendix C: List of Basic EOP Supporting Documents.......................................................... 59
APRIL2024 FINAL VERSION 1.3
Page 103 of 215
TDPUD Basic FOP
APPROVAL AND IMPLEMENTATION
FOREWARD
The Truckee Donner Public Utility District(District) Emergency Operations
Plan (EOP) addresses the District's planned response to extraordinary
emergency situations associated with natural or human caused disasters,
technological incidents and national security emergencies in or affecting
the District boundaries. This plan does not apply to normal day-to-day AEmergen
cy ,
emergencies or the established departmental procedures used to cope �' ManagementCycle
g� 4Q
with such emergencies. Rather,this plan focuses on operational conceptsa a�
and would be implemented relative to large-scale disasters, which can k a4
pose major threats to life, property and the environment, and require r„"1_1= ,.
unusual emergency responses. RESPONSE
This plan accomplishes the following:
• Establishes the Emergency Management Organization required to mitigate any significant
emergency or disaster affecting the District.
• Identifies the roles and responsibilities required to protect the health and safety of the District's
residents; public and private property; and the environmental effects of natural, technological
and human-caused emergencies and disasters.
• Establishes the District's operational concepts associated with a field response to emergencies;
the Emergency Operations Center(EOC) activities; and the recovery process.
PLAN APPROVAL
Upon approval by the District's Board of Directors, the plan will be officially adopted and promulgated.
The approval date will be included on the title page. The plan will be made available to District
departments, the cities and counties in which it serves, and supporting allied agencies and community
organizations having assigned primary functions or responsibilities within this plan.
PLAN ACTIVATION
The EOP may be activated by authorized District personnel under any of the following circumstances:
• On the order of the General Manager as designated by the District EOP and promulgation from
the District Board.
• Upon proclamation by the Governor that a STATE OF EMERGENCY exists in an area of the State.
• Automatically on the proclamation of a STATE OF WAR EMERGENCY as defined in the California
Emergency Services Act (Chapter 7, Division 1,Title 2, California Government Code.)
APRIL 2024 FINAL VERSION 1.3
Page 104 of 215
TDPUD Basic FOP
• Upon declaration by the President of the existence of a National Emergency.
• Automatically, on receipt of an attack warning or actual attack on the United States, or upon
occurrence of a catastrophic disaster that requires immediate government response.
PLAN MODIFICATIONS
Upon the delegation of authority from the District's Board of Director and after review by the District's
General Counsel specific modifications can be made to this plan without the signature of the Board. This
EOP, it's Functional Annexes, Appendices and Attachments supersede all previous versions of the
District's EOP.
APRIL 2024 FINAL VERSION 1.3
Page 105 of 215
TDPUD Basic EOP
RECORD OF CHANGES
NumberVersion Implemented By Date Approved By Approval Date Descrip 15
1
2
3
4
5
6
7
8
9
10
APRIL2024 FINAL VERSION 1.3
Page 106 of 215
TDPUD Basic EOP
RECORD OF CONCURRENCE
The following signature documents the Board President's approval and receipt of the 2024 Truckee
Donner Public Utility District Emergency Operations Plan. As needed, revisions will be submitted to the
District's General Manager.
Board President
DATE
APRIL 2024 FINAL VERSION 1.3 9
Page 107 of 215
TDPUD Basic EOP
RECORD OF DISTRIBUTION
Version Department/Agency Approved By Approval Da
Number
APRIL2024 FINAL VERSION 1.3 10
Page 108 of 215
TDPUD Basic FOP
SECTION 1.0 PURPOSE, SCOPE, SITUATION, AND ASSUMPTIONS
1.1 PURPOSE
The purpose of the Truckee Donner Public Utility District Emergency Operations Plan (EOP) is to provide
the basis for a coordinated response before, during and after a disaster incident affecting the District.
This plan is the principal guide for the District's response to, and management of real or potential
emergencies and disasters occurring within its designated geographic boundaries. Specifically,this plan is
intended to:
• Facilitate multi-jurisdictional and interagency coordination in emergency operations, particularly
between the cities and counties in which it serves, other partnering special districts or private
industries, and appropriate state and federal agencies.
• Serve as a District plan and a reference document for pre-emergency planning and emergency
operations.
• Be utilized in coordination with applicable local, state and federal contingency plans.
• Identify the components of an Emergency Management Organization and establish associated
protocols required to effectively respond to, manage and recover from major emergencies
and/or disasters.
• Establish the operational concepts and procedures associated with field response to
emergencies, and District EOC activities.
• Establish the organizational framework of the California Standardized Emergency Management
System (SEMS) and the National Incident Management System (NIMS)within the District.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1.1.1 PLAN ORGANIZATION AND FORMAT
.....................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The plan is divided into several elements that contain general and specific information relating to the
District's emergency management operations. Those elements are as follows:
Basic Plan
This section provides the structure and organization of the District's emergency management
organization, identifies individual roles and responsibilities, describes the concept of emergency
operations, and identifies how the District integrates SEMS and NIMS into its emergency management
organization. In addition, this section contains supporting materials to the overall EOP and its
components.
Functional Annexes
The Functional Annexes contain detailed descriptions of the methods that the District and its
departments follow for critical functions during emergency operations. These Functional Annexes
address both the State's Emergency Functions (EF) and the Federal Emergency Support Functions (ESF)
and are explained in more detail in Section 1.2 Scope.
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Hazard Specific Annexes
Hazard specific annexes identify hazard-specific areas and specify provisions and protocols.The threat-
and hazard-specific annexes describe the courses of action unique to particular threats and hazards.
Support Documents
The support documents focus on critical operational functions and who is responsible for carrying them
out. These documents clearly describe the policies, processes, roles and responsibilities that agencies
and departments carry out before, during, and after any emergency.
Functional SupportDocuments .-
Annexes
1.2 SCOPE
The scope of this plan applies to any extraordinary emergency situation associated with any hazard
(natural, technological or human caused),which may affect the District and requires planned,
coordinated responses by multiple agencies or jurisdictions.
The provisions, policies, and procedures of this plan are applicable to all agencies and individuals, public
and private, having responsibilities for emergency preparedness, response, recovery, and/or mitigation in
the District. The other governmental agencies within the District's service territory maintain their own
emergency operations plans and those plans are consistent with the policies and procedures established
by this plan.
This plan incorporates the FEMA Comprehensive Preparedness Guide (CPG) 101 v. 3.0 and State of
California Emergency Plan best practices, in addition to the County's EOP, and is designed to be read,
understood and exercised prior to an emergency and establishes the framework for implementation of
SEMS and NIMS for the District. The District's EOP is intended to facilitate multi-agency and multi-
jurisdictional coordination, particularly between the District,various jurisdictions that cross its
geographical boundaries, as well as special districts, utilities, major businesses, community groups, state
agencies, and the federal government. The District's emergency operations will be coordinated through
the structure of the District's Emergency Operations Center(EOC). This plan will be used in coordination
with the State Emergency Plan and the National Response Framework.
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This plan is part of a larger framework that supports emergency management within the State of
California. Through an integrated framework of emergency plans and procedures involving all
stakeholders in the emergency management community, the District will promote effective planning and
coordination prior to an emergency,thereby ensuring a more effective response and recovery.
Each element of the District's emergency management organization is responsible for assuring the
preparation and maintenance of appropriate response plans and current Standard Operating Procedures
(SOPS), including resource lists and checklists that detail how assigned responsibilities will be performed
to support implementation of this plan and to ensure successful response during a major disaster.
It is the District's intent to fulfill the policies described herein, within District's capabilities and resources
available at the time of an emergency or disaster event.
1.3 SITUATION OVERVIEW
This section provides a brief situation overview of the District. The following map, Figure 1—Base Map of
TDPUD Boundaries, shows the District's boundaries.
B9
f I
1
I
I 287
Sf
.i -I...
Water Service Area Y j,
_r J Town oT Truckee
�p County Boundary
TDPUD WATER SYSTEM&SERVICE AREA i1N[i[�6DHNER
PUBLIC IIALfI7 DISTRICT
Figure 1—Base Map of TDPUD Boundaries
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...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1.3.1 HAZARD ANALYSIS SUMMARY
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Both the Nevada and Placer County Offices of Emergency Services and a consortium of community
stakeholders worked to complete their respective County Multi-jurisdictional Local Hazard Mitigation
Plans (LHMP).The purpose of this analysis was to identify and discuss the natural and human caused
threats confronting the communities and the mitigation efforts that have taken place or are underway
that might address those threats. For more in-depth details, please refer to the Nevada and Placer
County Hazard Mitigation Plans within the Office of Emergency Services.
Both of the County's plans and previous District hazard assessments show that the District is vulnerable
to a wide range of threats. An all-hazards threat perspective must include a complete range of threats,
including emerging and increasing technological factors. It is important to consider past events for future
planning,with the consideration that the location and scope of hazards changes over the years.
Although an attempt has been made to identify all major hazards and their respective impacts, it must be
remembered that we live in a time of emerging threats, and nature, coupled with societal instabilities
ensure that the material contained within this document will surely require modification over time.
1.3.2 CAPABILITY ASSESSMENT
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
A capability assessment provides part of the foundation for determining the type of emergency
management, preparedness, and mitigation strategy. The assessment process also identifies gaps or
weaknesses that may need to be addressed through preparedness planning goals and actions deemed
practical considering the jurisdiction's capabilities to implement them. Finally,the capability assessment
highlights the positive measures that are in place or underway for continued support and enhancement
of the jurisdiction's preparedness and response efforts.
The District has performed a capability assessment and continues to work at a regional level to develop
plans, agreements, procedures, exercises and critical tasks needed for strengthening regional capabilities.
Some of the following products from the assessment are listed below:
• Emergency Operations Center Annex
• EOC Tools Attachment
• District Emergency Response Plan
The District currently participates in the County's Operational Area Coordination meetings.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
1.3.3 MITIGATION OVERVIEW
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The County's LHMP,formally approved by FEMA, identifies mitigation efforts to reduce the likelihood that
a defined hazard will impact the community.As the cost of damage from natural disasters continues to
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increase nationwide,the District recognizes the importance of identifying effective ways to reduce its
vulnerability to disastrous events. As a result, the District has taken a number of mitigation measures for
each identified local area hazard, to minimize the impact that is likely to result from an emergency.
For detailed information on the mitigation strategies, please refer to both the Nevada and Placer County
Multi jurisdictional LHMPs.
1.4 PLANNING ASSUMPTIONS
Certain assumptions were used during the development of this plan. These assumptions translate into
basic principles associated with conducting emergency management operations in preparation for,
response to, and recovery from major emergencies. Assumptions provide context, requirements, and
situational realities that must be addressed in plan development and emergency operations. This plan
makes the following assumptions:
• Emergencies or disasters may occur at any time, day or night, in populated as well as remote
areas of the District.
• Major emergencies and disasters will require a multi-agency, multi-jurisdictional response. For
this reason, it is essential that the SEMS, and in many cases a Unified Command, be implemented
immediately by responding agencies, and expanded as the situation dictates.
• The District is primarily responsible for emergency actions within its boundaries and its
responsibilities which is supplying power and water to its customers and will commit all available
resources to minimize property damage, environmental and public safety- impacts.
• Large-scale emergencies and/or disasters may overburden local resources and necessitate
auto/mutual aid from neighboring jurisdictions and agencies.
• Large-scale emergencies and/or disasters require complex organizational response and pose
significant challenges in terms of warning and notification, logistics, and agency coordination.
• Major emergencies and/or disasters may generate widespread media and public interest. The
media must be considered a partner in large-scale emergencies and/or disasters;this relationship
can provide considerable assistance in emergency public information and warning.
• Large-scale emergencies and/or disasters may pose serious long-term threats to public health,
property,the environment, and the local economy. While responding to significant emergencies
and/or disasters, all strategic decisions must consider each of these consequences.
• Large-scale emergencies and/or disasters may require an extended commitment of personnel
and other resources from involved agencies and jurisdictions.
• The District's emergency management organization is familiar with this plan and with SEMS and
NIMS.
1.5 WHOLE COMMUNITY APPROACH
The whole community concept is a process by which residents, emergency management representatives,
organizational and community leaders, and government officials can understand and assess the needs of
their respective communities and determine the best ways to organize and strengthen their resources,
capacities, and interests. Engaging in whole community emergency management planning builds a more
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effective path to societal security and resilience. This plan supports the following whole community
principles for the Truckee Donner Public Utility District:
• Understand and meet the power and water needs of the entire community, including people with
disabilities and those with other access and functional needs.
• Engage and empower all parts of the community to assist in all phases of the disaster cycle.
• Strengthen emergency public education and preparedness in communities on a daily basis.
In keeping with the whole community approach, this plan was developed by representatives from the
District and various other stakeholders. The effectiveness of the emergency response is largely predicated
on the preparedness and resiliency of the community.
Community resiliency consists of three key factors:
1. The ability of responders (e.g., the District)to divert from the day-to-day operations to the
emergency effectively and efficiently.
2. The strength of the emergency management system and organizations within the region, to
include Emergency Operations Centers (EOCs), mass notification systems and communication
systems.
3. The civil preparedness of the region's citizens, businesses and community organizations.
Focusing on enhancing all three of these components constantly focuses the District on improving the
District's resiliency.
SECTION 2.0 CONCEPT OF OPERATIONS
2.1 GOALS, PRIORITIES AND STRATEGIES
During the response phase, emergency managers set goals, prioritize actions and outline operational
strategies.This plan provides a broad overview of those goals, priorities and strategies, and describes the
direction to be given and actions taken during each step.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.1.1 OPERATIONAL GOALS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
During the response phase,the departments that are charged with responsibilities in this plan should
focus on the following five goals:
• Mitigate hazards
• Meet basic human needs (water and power supply)
• Address needs of the people with disabilities and others with access and functional needs
• Restore essential services
• Support community and economic recovery
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...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.1.2 OPERATIONAL PRIORITIES
Operational priorities govern resource allocation and the response strategies for the Truckee Donner
Public Utility District (District) during an emergency. Below are operational priorities addressed in this
plan:
• Save Lives—The preservation of life is the top priority of the District and takes precedence over
all other considerations.
• Protect Health and Safety—Measures should be taken to mitigate the emergency's impact on
health and safety.
• Protect Property—AII feasible efforts must be made to protect District property and resources,
including critical infrastructure,from damage during and after an emergency.
• Preserve the Environment—All reasonable efforts must be made to preserve the District's
environment and protect it from damage during an emergency.
2.1.3 OPERATIONAL STRATEGIES
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
To meet the operational goals, responders should consider the following operational strategies:
• Mitigate Hazards—As soon as practical, suppress, reduce or eliminate hazards and/or risks to
persons and property. Lessen the actual or potential effects and/or consequences of future
emergencies.
• Meet Basic Human Needs—All possible efforts must be made to supply power and water
resources to meet basic needs, .during the emergency.
• Address Needs of People with Disabilities and Others with Access and Functional Needs—People
with disabilities and others with access and functional needs are more vulnerable to harm during
and after an emergency. The necessities for people with disabilities and others with access and
functional needs must be considered and addressed. For this reason the District will work with
the Town of Truckee and the appropriate County to provide that support.
• Restore Essential Services—Power and water, must be restored as rapidly as possible to assist
communities in returning to normal daily activities.
• Support Community and Economic Recovery—AII members of the community must collaborate
to ensure that recovery operations are conducted efficiently, effectively and equitably, promoting
expeditious recovery of the affected areas.
2.2 PLAN ACTIVATION
The District's Emergency Operations Plan (EOP) may be activated by the General Manager or designees
under any of the following circumstances:
• By order of the District's General Manager as designated by the District Board of Directors, or as
needed on the authority of the District's General Manager or designee(s) based on incident
complexity.
• Upon Proclamation by the Nevada or Placer County Office of Emergency Services.
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• Upon proclamation by the Governor that a STATE OF EMERGENCY exists in an area of the state.
• Automatically on the proclamation of a STATE OF WAR EMERGENCY as defined in the California
Emergency Services Act(Chapter 7, Division 1,Title 2, California Government Code).
• Upon declaration by the President of the existence of a National Emergency.
• Automatically, on receipt of an attack warning or actual attack on the United States, or upon
occurrence of a catastrophic disaster that requires immediate government response.
2.3 PROCLAIMING AN EMERGENCY
The California Emergency Services Act provides for three types of emergency proclamations in California:
(1) Local Emergency, (2) State of Emergency, and (3) State of War Emergency.
Emergency proclamations expand the emergency powers and authorities of the State and its political
subdivisions. They also provide a mechanism for unaffected jurisdictions to provide resources and
assistance to the affected jurisdictions. Although emergency proclamations facilitate the flow of
resources and support to the affected jurisdictions and local government,they are not prerequisite for
rendering mutual aid and assistance under existing agreements or requesting assistance from other
agencies such as Nevada and/or Placer Counties,the Town of Truckee, the American Red Cross or the
State of California.
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...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.3.1 LOCAL EMERGENCY PROCLAMATION
A Local Emergency proclaimed by these individuals must be ratified by the Nevada and/or Placer County
Board of Supervisors within seven (7) days.
The governing body must review the need to continue the proclamation at least every thirty (30) days
until the Local Emergency is terminated. The Local Emergency must be terminated by resolution as soon
as conditions warrant. A Proclamation is normally made when there is an actual incident, threat of
disaster, or extreme peril to the safety of persons and property within the District (Nevada and/or Placer
County), caused by natural,technological or human-caused situations.
The Proclamation of a Local Emergency provides the governing body (Nevada and/or Placer County) with
the legal authority to:
• Request the Governor proclaim a State of Emergency, if necessary.
• Promulgate or suspend orders and regulations necessary to provide for the protection of life and
property, including issuing orders or regulations imposing a curfew within designated boundaries.
• Exercise full power to provide mutual aid to any affected area in accordance with local
ordinances, resolutions, emergency plans, or agreements.
• Request state agencies and other jurisdictions to provide mutual aid.
• Require the emergency services of any local official or employee.
• Requisition necessary personnel and materials from any local department or agency.
• Obtain vital supplies and equipment and, if required, immediately commandeer the same for
public use.
• Impose penalties for violation of lawful orders.
• Conduct emergency operations without incurring legal liability for performance or failure of
performance. (Note: Article 17 of the California Emergency Services Act provides for certain
privileges and immunities.)
Request for a California Office of Emergency Services Director's Concurrence: Nevada and/or
Placer County on behalf of the District can request cost reimbursement from the State for certain
disaster—related repair costs under the California Disaster Assistance Act following the
Proclamation of a Local Emergency.The Director's concurrence with the Local Proclamation is
required for this reimbursement. This step is not required if a Governor's Proclamation of a State
of Emergency is received for the same event.
Request for the Governor to Proclaim a State of Emergency: When emergency conditions exceed
or have the potential to exceed local resources and capabilities, local government may request
the Governor proclaim a State of Emergency. The formal request may be included in the original
emergency proclamation or as a separate document. The request must be received within ten
(10) days of the event. In addition to providing access to reimbursement for eligible disaster-
related response and recovery expenditures, a Governor's Proclamation can facilitate other
actions, such as waiver of state regulations impacting response or recovery operations.
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o Initial Damage Estimate (IDE): The request for a Director's Concurrence or a Governor's
Proclamation should include a copy of the proclamation document and an IDE that
estimates the severity and extent of the damage caused by the emergency. An IDE may
not be immediately required for sudden emergencies with widespread impacts,
emergencies of significant magnitude, or during fast moving emergencies where
immediate response assistance is necessary.
o Analysis of Request: The California Office of Emergency Services reviews the request and
the IDE, and makes a recommendation to the Governor through the Director of the
California Office of Emergency Services.
.................................................................................................................................................................................................................................................................................................................................................................-.......................................................................................................................................
2.3.2 PROCLAMATION OF A STATE EMERGENCY
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The Governor proclaims a State of Emergency based on a formal request from the Nevada and/or Placer
County Board of Supervisors on behalf of the District and the recommendation of the California Office of
Emergency Services. If conditions and time warrant, the Governor drafts and signs a formal State of
Emergency Proclamation. The Governor has expanded emergency powers during a proclaimed State of
Emergency, including the following capabilities:
• Has the right to exercise police power as deemed necessary,vested in the State Constitution and
the laws of California within the designated area.
• Is vested with the power to use and commandeer public and private property and personnel to
ensure all resources within California are available and dedicated to the emergency when
requested.
• Can direct all state agencies to:
o Utilize and employ personnel, equipment and facilities for the performance of any and
all activities designed to prevent or alleviate actual and threatened damage due to the
emergency; and
o Direct them to provide supplemental services and equipment to political subdivisions to
restore services in order to provide for the health and safety of the residents of the
affected area.
• May make, amend, or rescind orders and regulations during an emergency and temporarily
suspend any non-safety-related statutes, ordinances, regulations, or rules that impose
restrictions on the emergency response activities.
Governor's Proclamation without a Local Request: A request from the local governing body is not always
necessary for the Governor to proclaim a State of Emergency. The Governor can proclaim a State of
Emergency if the safety of persons and property in California are threatened by conditions of extreme
peril or if the emergency conditions are beyond the emergency response capabilities of the local
authorities. This situation is, however, unusual.
2.3.3 PROCLAMATION OF A STATE OF WAR EMERGENCY
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In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever
California or the nation is attacked by an enemy of the United States, or upon receipt by California of a
warning from the federal government indicating that such an enemy attack is probable or imminent. The
powers of the Governor granted under a State of War Emergency are commensurate with those granted
under a State of Emergency.
2.4 PRESIDENTIAL DECLARATIONS
When it is clear that State capabilities will be exceeded, the Governor can request federal assistance,
including assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 USC
§5121 et seq.) (Stafford Act). The Stafford Act authorizes the President to provide financial and other
assistance to state and local governments, certain private nonprofit organizations, and individuals to
support response, recovery, and mitigation efforts following Presidential emergency or major disaster
declarations.
• Preliminary Damage Assessment: Upon submission of the request, the Federal Emergency
Management Agency (FEMA) coordinates with the State to conduct a Preliminary Damage
Assessment and determine if the incident is of sufficient severity to require federal assistance under
the Stafford Act. This process could take a few days to a week depending on the magnitude of the
incident. FEMA uses the results of the Preliminary Damage Assessment to determine if the situation
is beyond the combined capabilities of state and local resources and to verify the need for
supplemental federal assistance. The Preliminary Damage Assessment also identifies any unmet
needs that may require immediate attention. This assessment may not be required if immediate
response assistance is necessary.
• Federal Analysis of the State's Request: The FEMA Regional Administrator assesses the situation and
the request, then makes a recommendation to the President through the Federal Department of
Homeland Security on a course of action. The decision to approve the request is based on such
factors as the amount and type of damage, the potential needs of the affected jurisdiction(s) and the
State, availability of state and local government resources, the extent and type of insurance in effect,
recent disaster history and the State's hazard mitigation history.
• Federal Declarations without a Preliminary Damage Assessment: If the incident is so severe that the
damage is overwhelming and immediately apparent, the President may declare a major disaster
immediately without waiting for the Preliminary Damage Assessment process described above.
• Declaration of Emergency or Major Disaster: The President of the United States can declare an
Emergency or Major Disaster under the Stafford Act, thereby providing federal government resources
to support the States' response and recovery activities. While Presidential Declarations under the
Stafford Act release federal resources and funding to support response and recovery,federal
agencies may also provide assistance under other authorities or agreements that do not require a
Presidential Declaration.
The sequence of activities occurring for the emergency response and the proclamation process is
illustrated in Figure 2—Response Phase Sequence of Events.
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Warning
Local Emergency
P mrla Imetl hp oral
Increase Readiness j 6memingtody
Prepasition
Resources
Alert& InitiaL Damage
Notification Activation and Estimate
lE 6_9i-r,c5we) Mobilization by Leath G°,-e mment
M Fim Responders
rie,n l ndxr',Commaaa Request for Slate
syxumimpl m nm"M of Emergency
RrA Responders by Lcul Gorernm
Local E O C
aaMea q
AppolNed/Ekcred am.r,l Analysis of Request
M Cal DES aegion
Local Assistance 6porationatArea
CEnt2f5�DISaSLer Emergeary 0,—iens
Recovery Centers c°°°er ddr.died
aegl°nYEmvgenry
rdaeex Pmgramaigrwed mrc�o-,ce on State of Emergency
of er pa.l � r9 Y
h —
P�adim°a W cwemec
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Acairamd try FFMA State Operations Center
hdminisl ramr A&,,,ed h,Cal OES
oir�mr
arenmiaary . Response Sequence
Analysis of Request Damage
Re quest for Assessment
Fede raL Assistance ■ Recovery
Mode ty eoro-nor
. Proclamation/
6ecLaration Sequence
Figure 2-Response Phase Sequence of Events
2.5 EMERGENCY MANAGEMENT RESPONSE LEVELS
The District's EOP will be activated when an emergency occurs or threatens to exceed capabilities to
adequately respond to and mitigate an incident(s). The scope of an emergency, rather than the type, will
largely determine whether the EOP and EOC will be activated, and to what level.
For planning purposes,the California Office of Emergency Services has established three "levels" of
response to emergencies. The District also employs this system to guide local response to emergencies
as noted in Figure 3—District Activation Levels:
Event/Situation •
Events with potential impacts on the
health and safety of the public and/or
environment
Severe Weather Issuances EOC Director
Significant incidents involving 2 or
more departments Three (low)
Major wind,rain or snow storm Other Designees
Power and/or water outages and Stage
1 and 2 powerand/or water
emergencies
Two or more large incidents involving EOC Director
2 or more departments
Major wind or rain Two (medium)
Major scheduled event Section Chiefs/Coordinators
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Event/Situation •
Large scale power and/or water
outages and Stage 3 power and/or Branches and Units as
wateremergencies
Hazardous Materials incidents appropriate to situation
involving large-scale or possible large-
scale evacuations Liaison/Agency Representatives
Events with potential impacts on the as appropriate
health and safety of the public and/or
environment
Public Information Officer
Major District/City/County or Regional
emergency—multiple departments
with heavy resource involvement
Events with potential impacts on the One (high) All EOC as appropriate
health and safety of the public and/or
environment
Figure 3—District Activation Levels
2.5.1 NATIONAL EMERGENCY
................................................................................................................................................................................. .........................................................................................................................................................................................
In the event of a declared National Emergency, the District Emergency Operations Center could be
activated and all elements of local government organized to respond to the indicated threat. A National
Emergency may occur due to a real or potential act of terrorism or other catastrophic event that affects
the country, including the District, the Town of Truckee, Placer and Nevada counties and surrounding
jurisdictions.
For additional information regarding the District's Emergency Management response and EOC Functions,
refer to the Truckee Donner Public Utility DistrictEOC Support Annex.
2.6 SEQUENCE OF EVENTS DURING DISASTERS
Two sequences of events are typically associated with disasters: one involves the response and the other
involves emergency proclamations.The response sequence generally describes the emergency response
activities to save lives, protect property and preserve the environment.This sequence describes
deployment of response teams, activation of emergency management organizations and coordination
among the various levels of government.The emergency proclamation sequence outlines the steps to
gain expanded emergency authorities needed to mitigate the problem. It also summarizes the steps for
requesting county, state and federal disaster assistance.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.6.1 BEFORE IMPACT
Routine Monitoring for Alerts,Watches and Warnings: Emergency officials constantly monitor events and
the environment to identify specific threats that may affect their jurisdiction and increase awareness level
of emergency personnel and the community when a threat is approaching or imminent.
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Increased Readiness: Sufficient warning provides the opportunity for response agencies to increase
readiness, which are actions designed to increase an agency's ability to effectively respond once the
emergency occurs.This includes, but is not limited to:
• Briefing government officials.
• Reviewing plans and procedures.
• Preparing and disseminating information to the community.
• Updating resource lists.
• Testing systems such as warning and communications systems.
• Activating EOCs even if precautionary.
Pre-Impact: When a disaster is foreseen as highly likely, action is taken to save lives and protect property.
During this phase, warning systems are activated, resources are mobilized and evacuation begins.
2.6.2 IMMEDIATE IMPACT
................................................................................................................................................................................................................................. ...................................................................................................................................................................................
During this phase, emphasis is placed on control of the situation, saving lives and minimizing the effects of
the disaster. Below is a partial list of actions to be taken:
Alert and Notification: Local response agencies are alerted about an incident by the public through 9-1-1,
another response agency, or other method. First responders are then notified of the incident. Upon an
alert, response agencies notify response personnel.
Resource Mobilization: Response agencies activate personnel and mobilize to support the incident
response.As the event escalates and expands, additional resources are activated and mobilized to
support the response.Activation and mobilization continue for the duration of the emergency, as
additional resources are needed to support the response.This includes resources from within the County,
or, when resources are exhausted,from surrounding unaffected jurisdictions.
Incident Response: Immediate response is accomplished within the District by local responders. First
responders arrive at the incident and function within their established field level plans and procedures.
The responding agencies will manage all incidents in accordance with the Incident Command System
organizational structures, doctrine and procedures.
Establishing Incident Command: Incident Command is established to direct, order, and/or control
resources by virtue of some explicit legal agency or delegated authority at the field level. Initial actions
are coordinated through the on-scene Incident Commander.The Incident Commander develops an initial
Incident Action Plan, which sets priorities for the incident, assigns resources and includes a common
communications plan. If multiple jurisdictions or agencies are involved,the first responders will establish
a Unified Incident Command Post to facilitate multijurisdictional and multiagency policy decisions.The
Incident Commander may implement an Area Command to oversee multiple incidents that are handled
by separate Incident Command System organizations or to oversee the management of a very large or
evolving incident that has multiple incident management teams engaged.
Activation of the Multiagency Coordination System: Responding agencies will coordinate and support
emergency management and incident response objectives through the development and use of
integrated Multiagency Coordination Systems and Multiagency Coordination System Groups.This
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includes developing and maintaining connectivity capability between the Incident Command Post, local 9-
1-1 Centers, local EOCs, Regional Emergency Operations Centers,the State Operations Center and
Federal EOC and National Response Framework organizational elements.
Local EOC Activation: Local jurisdictions activate their local EOCs based on the magnitude or need for
more coordinated management of the emergency. When activated, local EOCs help form a common
operating picture of the incident by collecting, analyzing and disseminating emergency information.The
local EOC can also improve the effectiveness of the response by reducing the amount of external
coordination of resources by the Incident Commander by providing a single point of contact to support
multiagency coordination. When activated, the local EOC notifies the Operational Area lead that the EOC
has been activated.
Communications between field and the EOC: When a jurisdiction's EOC is activated, communications and
coordination are established between the Incident Commander and the Department Operations Center
to the EOC, or between the Incident Commander and the EOC.
Operational Area EOC Activation: If one or more Local EOCs are activated, or if the event requires
resources outside the affected jurisdiction, the Operational Area EOC activates.The Operational Area EOC
also activates if a Local emergency is proclaimed by the affected local government.The Operational Area
EOC then coordinates resource requests from the affected jurisdiction to an unaffected jurisdiction, or if
resources are not available within the Operational Area,forwards the resource request to the Regional
EOC and mutual aid coordinators.
Regional EOC Activation: Whenever an Operational Area EOC is activated, the California Office of
Emergency Services Regional Administrator will activate the Regional EOC within the affected region and
notify the California Office of Emergency Services Headquarters.The Regional EOC will then coordinate
resource requests from the affected Operational Area to unaffected Operational Areas within the
affected region, or, if resources are not available within the affected region, forward resource requests to
the State Operations Center for coordination.
State Level Field Teams:The State may deploy Field Teams (Emergency Services Regional Staff) to provide
situation reports on the disaster to the Regional EOC in coordination with the responsible Unified
Command.
State Operations Center Activation:The State Operations Center is activated when the Regional EOC
activates in order to:
• Continuously monitor the situation and provide situation reports to brief state officials as
appropriate.
• Process resource requests between the affected regions, unaffected regions and state agency
Department Operation Centers.
• Process requests for federal assistance and coordinate with Federal Incident Management
Assistance Teams when established.
• Coordinate interstate resource requests as part of the Emergency Management Assistance
Compact or Interstate Disaster and Civil Defense Compact.
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• The State Operations Center may also be activated independently of a Regional EOC to
continuously monitor emergency conditions.
Joint Information Center Activation: Where multiple agencies are providing public information, the lead
agencies will work together to analyze the information available and provide a consistent message to the
public and the media. Where practical, the agencies will activate a Joint Information Center to facilitate
the dissemination of consistent information.
Department Operations Center Activation: Each state agency may activate a Department Operations
Center to manage information and resources assigned to the incident. If a Department Operations
Center is activated, an agency representative or liaison may be deployed to facilitate information flow
between the two facilities.
FEMA Regional Response Coordination Center Activation:The FEMA Regional Response Coordination
Center may deploy a liaison or Incident Management Assistance Team to the State Operations Center to
monitor the situation and provide situational awareness to federal officials.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.6.3 SUSTAINED OPERATIONS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
As the emergency situation continues,further emergency assistance is provided to victims of the disaster
and efforts are made to reduce the likelihood of secondary damage. If the situation demands, mutual aid
is provided..
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.6.4 TRANSITION TO RECOVERY
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
As the initial and sustained operational priorities are met, emergency management officials consider the
recovery phase needs. Short-term recovery activities include returning vital life support systems to
minimum operating standards. Long-term activity is designed to return to normal activities. Recovery
planning should include reviews of ways to avert or mitigate future emergencies. During the recovery
phase, damage is assessed, Local Assistance Centers and/or Disaster Recovery Centers are opened and
hazard mitigation surveys are performed. This effort will be lead by other local, state and/or federal
agencies and the District will support as appropriate by the District.
Local Assistance Centers: Local governments open Local Assistance Centers to assist communities by
providing a centralized location for services and resource referrals for unmet needs following a disaster or
significant emergency. Local, state and federal agencies, as well as non-profit and voluntary organizations
normally staff and support the Local Assistance Center. The Local Assistance Center provides a single
facility at which individuals, families and businesses can access available disaster assistance programs and
services.As more federal resources arrive, a federal Disaster Recovery Center may be collocated with the
State/Local Assistance Centers.
Joint Field Office:The State coordinates with FEMA as necessary to activate a Joint Field Office to
coordinate federal support for the emergency.The State will appoint a State Coordinating Officer to serve
as the state point of contact. A Federal Coordinating Officer is appointed upon a Presidential Declaration
of an Emergency or Major Disaster.
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Demobilization: As resources are no longer needed to support the response, or the response activities
cease, resources are demobilized. Demobilization includes provisions to address and validate the safe
return of resources to their original location and include processes for resource tracking and ensuring
applicable reimbursement. Where applicable, the demobilization should include compliance with mutual
aid and assistance provisions. For more information on the Recovery effort before, during and after a
disaster, refer to the Nevada and/or Placer Operational Area Emergency Operations Plan.
2.7 CONTINUITY OF OPERATIONS AND GOVERNMENT
A major disaster could result in great loss of life and property, including the death or injury of key
government officials, the partial or complete destruction of established seats of government, and/or the
destruction of public and private records essential to continued operations of government and industry.
In the aftermath of a major disaster, during the reconstruction period, law and order must be preserved
and, so far as possible, government services must be maintained. Civil government can best complete
these services. To this end, it is particularly essential that the local units of government continue to
function.
Applicable portions of the California Government Code and the State Constitution provide authority for
the continuity and preservation of state and local government.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.7.1 CONTINUITY OF GOVERNMENT
Truckee Donner Public Utility District Board
To provide for the continuation of the Board during an emergency, the Board may establish a quorum in
accordance with District policies.
District Officials
Depending on the extent of the emergency, the District's normal organization may be partially or
completely replaced by an emergency organization, and District Officials may or may not be fully
occupied with their emergency roles.
Alternate Facilities
The Board and the District have identified the following alternate facilities to coordinate emergency
response:
Board Chambers
If the Board Chambers are unusable the Temporary Seat of Government will be located at:
Primary
11570 Donner Pass Road
Secondary
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To Be Determined
Emergency Operations Center
The District's EOC is located in the District Headquarters. This facility has access to emergency power,
landline telephones, and other important supporting information and resources.
Primary
11570 Donner Pass Road
Board Room
Secondary
To Be Determined
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.7.2 PRESERVATION OF VITAL RECORDS
.................................................................................................................................................................... ........................ ...... .................... ........ ....................................................................................................................
Preservation of the District's vital records is critical to conducting emergency operations in the event of a
disaster and to restoring the District's day-to-day operations following a disaster. In addition, certain
records contain information that document and protect the rights and interests of individuals and the
government.These latter records must also be protected and preserved.
The District' Clerks Department is responsible for the preservation and protection of vital records.
Typically, vital records are comprised of a small percentage of all District records and meet one or more
of the following criteria:
1. Records necessary to conduct emergency operations:
• Utility system maps
• Locations of emergency supplies and equipment
• Emergency operations plans and procedures
• Lists of regular and auxiliary personnel
2. Records required to restore day-to-day District operations:
• Constitutions and charters
• Resolutions
• Court records
• Official proceedings
• Financial reports
3. Records necessary for the protection of rights and interests of individuals and government, such
as Articles of Incorporation.
Currently, the District's vital records are stored at a District-owned, off-site location.
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2.7.3 TRUCKEE DONNER PUBLIC UTILITY DISTRICT EMERGENCY OPERATIONS POLICY STATEMENT
LIMITATIONS
Due to the nature of emergency response,the outcome is not easy to predict.Therefore, it should be
recognized that this plan is meant to serve as a guideline and that the outcome of the response may be
limited by the scope, magnitude and duration of the event.
Suspension of Routine Activities and Availability of Employees: Day-to-day functions that do not
contribute directly to the disaster operation may be suspended for the duration of an emergency. Efforts
normally required for routine activities may be redirected to accomplish emergency tasks. During an
emergency response, District employees not otherwise assigned emergency/disaster related duties will,
unless otherwise restricted, be made available to augment the work of their department or other District
departments if required.
Households of Emergency Response Personnel: District employees may not be at peak efficiency or
effectiveness during a disaster if the status of their households is unknown or in doubt. Employees who
are assigned disaster response duties are encouraged to make arrangements with other employees,
friends, neighbors or relatives to check on their immediate families in the event of a disaster and to
communicate that information through the District's EOC.
Non-Discrimination:All local activities will be carried out in accordance with federal nondiscrimination
laws. It is the District's policy that no service will be denied on the basis of race, religion, national origin,
age, sex, marital status,veteran status, sexual orientation or the presence of any sensory, mental or
physical disability.
Citizen Preparedness: This plan does not substitute government services for individual responsibility.
Citizens are expected to be aware of developing events and take appropriate steps to respond in a safe
and timely manner. Since the District's resources and personnel may be overwhelmed at the onset of a
disaster event, individuals and organizations should be prepared to be self-sufficient following a disaster.
The District will make every effort to provide information to the public,via the media and other sources
to assist citizens in dealing with the emergency.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.7.4 DISASTER SERVICE WORKERS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Under California Government Code, Section 3100-3109, all public employees are obligated to serve as
Disaster Service Workers. Public employees (civil service) are all persons employed by any county, city,
state agency or public district in the State of California. Disaster Service Workers provide services and
support during declared emergencies or disasters.
In the event of a major emergency or disaster, District employees may be called upon to perform certain
duties in support of emergency management operations, such as serving in a position in the EOC,
supporting shelter operations, or working at a logistics base in the field.
• District employees may be required to work at any time during a declared emergency and
may be assigned to disaster service work.
• Assignments may require service at locations,times and under conditions other than normal
work assignments.
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• Assignments may include duties within the EOC, in the field or within other designated
locations.
Under no circumstances will District employees who do not usually have a response role in their day to
day responsibilities be asked to perform duties or functions that are hazardous,that they have not been
trained to perform or that are beyond their recognized capabilities.
2.8 CONTINUITY OF OPERATIONS (COOP)
A critical component of the District's emergency management strategy involves ensuring that District
operations will continue during and after a major emergency or disaster. The ability to maintain essential
government functions, including the continuity of lawfully constituted authority is a responsibility that
must be provided for to the greatest extent possible.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
2.8.1 ORDERS OF SUCCESSION
Lines of succession are provisions for the orderly and predefined transition of leadership during an
emergency when the incumbents are unable or unavailable to execute their official duties. The orders
specify who is authorized to make decisions or act on behalf of the department and are used for specific
purposes during Continuity of Operations Plan (COOP) activations, such as:
• Approving emergency policy changes.
• Approving changes in Standard Operating Procedures (SOPs).
• Empowering designated representatives to participate as members of departmental emergency
response teams to act on behalf of the Department Head.
• Making personnel management decisions.
• Approving commitment of resources.
• Signing contracts.
Pre-identifying orders of succession is critical to ensuring effective leadership during an emergency. In the
event an incumbent is incapable or unavailable to fulfill essential duties, successors have been identified
to ensure there is no lapse in essential decision-making authority.
Emergency Organization Succession
The Emergency Operations Plan is designed so that anyone can step in and follow the position checklist
for any emergency position within the District's EOC, including the District's General Manager.The Order
of Succession for the District's General Manager position will be as follows:
1. Director of Emergency Services—General Manager
2. Assistant Director of Emergency Services—Assistant General Manager
3. District Finance/Administration Department—Chief Financial Officer
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The District's department-level orders of succession are described below and shown in Figure 4—Truckee
Donner Public Utility DistrictOrders of Succession:
• At least two positions deep, where possible, ensuring sufficient depth to ensure the District's
ability to manage and direct its essential functions and operations.
• Geographically dispersed where feasible.
• Described by positions or titles, rather than by names of individuals holding those offices.
• Reviewed by the organization's legal department as changes occur.
• Included as a vital record, with copies accessible and/or available at both the primary operating
facility and continuity facilities.
DEPARTMENT ••
Key District Departments w/EOC Responsibilities
General Manager's Office 1. General Manager
2. Asst. General Manager
District Clerk/Records 1. District Clerk
2. Executive Assistant
Electric Utility Director 1. Electric Utility Director
2. Electric Operations Manager
Finance/Administration Department 1. Chief Financial Officer
2. Finance Manager
1. Human Resources& Risk Compliance
Human Resources/Risk Management Director
2. Risk& Compliance Specialist
Information Technology 1. Director of IT/CIO
2. IT&Securities Applications Manager
PIO&Strateigic Affairs 1. PIO&Strategic Affairs Director
2. Communications Specialist
1. Water Utility Director
Water Utility Director 2. Water Operations Manager or Water
Systems Engineer
Figure 4—Truckee Donner Public Utility DistrictOrders of Succession
In the event of a change in leadership status, the Department Head must notify the successors, as well as
internal and external stakeholders. In the event departmental leadership becomes unreachable or
incapable of performing their authorized legal duties, roles, and responsibilities,the Department Head
will initiate a notification of the next successor in line.
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SECTION 3.0 ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES
For the Truckee Donner Public Utility District(District),this basic plan establishes the operational
organization that is relied on to respond to an emergency situation.This plan includes a list of the kinds of
tasks to be performed, by position and organization.
The District uses the Standardized Emergency Management System (SEMS), the National Incident
Management System (NIMS) and the Incident Command System (ICS) and has elected to us the Federal
Emergency Support Function format to be consistent with the National Response Framework concepts
and to be coordinated with other jurisdictional partners within Nevada and/or Placer County. Specific
functional and/or hazard specific responsibilities are detailed in those support, emergency function or
hazard specific annexes.
3.1 SUPPORTING PLAN DEVELOPMENT
Each element of the Emergency Management Organization is responsible for assuring the preparation
and maintenance of appropriate response plans and current Standard Operating Procedures resource
lists and checklists that detail how assigned responsibilities will be performed to support implementation
of this plan and to ensure successful response during a major disaster.
Elements to be addressed in Standard Operating Procedures are:
• Arrangements for the provision of direction and control within the department/agency.
• Specific emergency authorities that may be assumed by a designated successor during
emergency situations.
• Circumstances under which successor emergency authorities would become effective, and when
they would be terminated.
• Current internal personnel notification/recall rosters and procedures to implement them. This
should include a 24-hour communication system with the capability to notify and call-out
personnel designated by the agency for emergency response.
• Designation and establishment of a work/control/dispatch center or Department Operations
Center to manage organizational resources and response personnel and,to maintain contact with
the Emergency Operations Center during emergencies.
• Designation of a representative to report to the Emergency Operations Center (EOC) during an
emergency to advise decision makers and coordinate the agency's response efforts with other
responding entities.
• Reporting of appropriate information (casualties, injuries, damage observations to critical
infrastructure, etc.)to the EOC during an emergency.
• Support of cleanup and recovery operations during disasters.
• Training of assigned response staff to perform emergency functions.
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3.2 DISTRICT DEPARTMENT/ALLIED AGENCY EOC ORGANIZATION ASSIGNMENTS
In the event of an EOC activation, each District department and selected allied agencies are assigned
specific functions to support emergency management operations. These assignments may involve direct
participation within the EOC or provide indirect support. See Figure 5-Responsibility Matrix for Primary
and Support roles for each District department or organization.
Emergency Operations Center Responsibility Matrix
Truckee Danner Public Utility District
Emergency
Operations Center
Functions
Ly
G F
POP-
9 a 9 �yp ft
�
•E a $ 9 y
�
&51
District De artlnents m 3 m Y
General Manager S S S S S S S S S S S
PIDJCommunications S S P P S S S S P S
District Clerk's Office
HR&Risk S P S S S S P S
Admin Services P P S S P P P
Engineering P S P P P
Finance P P P P
Information Systems S P P S
Legal P
Operations S P P P P S P S S S S S S
Electric Utilities p p
er es p P
Outside Agencies S S S S P S S S
Support
Figure 5-Responsibility Matrix
3.2.1 DIRECTOR OF EMERGENCY SERVICES
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
As defined by the District, the District's General Manager or designee is the Director of Emergency
Services and also serves as the EOC Director. If the Director or designee is unavailable,the appointed
Assistant Director of Emergency Services,the Assistant General Manager, will assume the role.
Within the District's government organization, the District's General Manager is responsible to the Board
of Directors for the District's Emergency Management program and has the authority to implement the
program goals.The District has taken the necessary steps and has directed the General Manager to
perform the overall emergency management program coordination and day-to-day emergency
management functions and activities.
3.3 ORGANIZATION OF EMERGENCY MANAGEMENT
As described previously in Section 3.0,the District prescribes to the following functions:
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...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
3.3.1 FEDERAL EMERGENCY SUPPORT FUNCTIONS
The NIMS identifies fifteen (15) Emergency Support Functions (ESFs) through its National Response
Framework. The ESFs provide the structure for coordinating Federal interagency support for a Federal
response to an incident. In addition,they are mechanisms for grouping functions most frequently used to
provide Federal support to the State and Federal-to-Federal support, both for declared disasters and
emergencies under the Stafford Act and for non-Stafford Act incidents.
3.3.2 CALIFORNIA EMERGENCY FUNCTIONS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The State Emergency Plan establishes the California Emergency Functions as a key component of
California's system for all-hazards emergency management.The California Office of Emergency Services
initiated the development of the California Emergency Functions in cooperation with California's
emergency management community, including federal, state, tribal, and local governments,
public/private partners and other stakeholders to ensure effective collaboration during all phases of
emergency management.The development of the California Emergency Functions involves the
organization of the participating stakeholders and gradual development of emergency function
components.This development also includes a process to maintain each of the California Emergency
Functions as a permanent component of California's emergency management system.
A comparison of Federal Emergency Support Functions and California Emergency Support Functions is
found in Figure 6-Federal/State Emergency Support Functions Comparison.
Federal Emergency Support Function California Emergency Support Function
ESF#1 Transportation CA-ESF#1 Transportation
ESF#2 Communications CA-ESF#2 Communications
ESF#3 Public Works and Engineering CA-ESF#3 Construction and Engineering
ESF#4 Firefighting; ESF#9 Search & Rescue' CA-ESF#4 Fire and Rescue
ESF#5 Information and Planning CA-ESF#5 Management
ESF#6 Mass Care, Emergency Assistance, CA-ESF#6 Care and Shelter
Temporary Housing& Human Assistance
ESF#7 Logistics CA-ESF#7 Resources
ESF#8 Public Health & Medical Services CA-ESF#8 Public Health and Medical
ESF#9 Search and Rescue CA-ESF#9—Merged into EF#4& EF#13 (2013)
ESF#10 Oil and Hazardous Materials CA-ESF#10 Hazardous Materials
ESF#11 Agriculture&Natural Resources CA-ESF#11 Food &Agriculture
ESF#12 Energy CA-ESF#12 Utilities
ESF#13 Public Safety&Security; ESF#9 Search& CA-ESF#13 Law Enforcement
Rescue'
'Responsibility for ESF#9 is share between Fire and Law response operations and is dependent on the type of
search &rescue required during the incident.
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Federal Emergency Support Function California Emergency Support Function
ESF#14—Superseded by the National Disaster CA-ESF#14 Long-Term Recovery
Recovery Framework
ESF#15 External Affairs CA-ESF#15 Public Information
N/A CA-ESF#16 Evacuation—Merged into EF#13
N/A CA-ESF#17 Volunteer and Donations
Management
N/A CA-ESF#18 Cybersecurity
Figure 6-Federal ESF/State EF Comparison
3.4 ROLE OF PRIVATE SECTOR
3.4.1 DISTRICT CUSTOMERS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The District's/customers are the primary beneficiaries of the District's disaster preparedness. At the same
time, residents play an important role in emergency management by ensuring that they and their families
are prepared for disasters. Before an emergency, residents can assist the emergency management effort
by taking first aid training, maintaining supplies and being prepared to evacuate or shelter in-place for
several days.
Many residents join disaster volunteer programs such as Community Emergency Response Teams and
remain ready to volunteer or support emergency response and recovery efforts. During an emergency,
residents should monitor emergency communications and carefully follow directions from authorities. By
being prepared, residents can better serve their family,their community and reduce demands on first
responders.
3.4.2 VOLUNTEER ORGANIZATIONS
The District recognizes the value and importance of organizations that perform voluntary services in their
community.These organizations have resources which can augment emergency response and recovery
efforts.
3.4.3 PUBLIC-PRIVATE PARTNERSHIPS
The private sector provides valuable assistance and resources to support emergency response and
recovery activities.The goal of the Public-Private Partnership is to advise on the following:
• Appropriate agreements to provide for quick access to emergency supplies and essential services
in order to minimize the need to stockpile such supplies during normal times.
• Logistic measures required to quickly deliver needed supplies and services to affected areas.
• Methods to utilize non-profit and private sector capabilities to increase the surge capacity of local
agencies responding to emergencies.
• Methods to promote the integration of the non-profit and private sectors into the emergency
services system so that people can be better informed and prepared for emergencies.
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• Systems that aid business and economic recovery after an emergency.
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SECTION 4.0 DIRECTION, CONTROL AND COORDINATION
4.1 DIRECTION AND CONTROL
The Truckee Donner Public Utility District(District) is responsible for coordinating the resources, strategies
and policy for any event in the jurisdiction that exceeds the capacity of its responders. Tactical control
remains the responsibility of field Incident Commanders at all times.The District's General Manager or
designee, working through the mechanisms of the Emergency Operations Center (EOC), provides
direction and control over the coordination of multi department and multi-jurisdictional resources to
support the field responders. Policy decisions may be made by the EOC Director, staffed by the District's
General Manager or designee.
4.2 COORDINATION
The District's EOC will coordinate resource requests from the field and other jurisdictions within the
District. If requests exceed the supply, the EOC will provide resources based on established priorities.
If resources are not available to the District, requests will be made to the The Town of Truckee, Nevada
and/or Placer Operational Area EOC.The Town of Truckee, Nevada and/or Placer Operational Area EOC
will coordinate resources obtained from within the operational area. If resources are not available in the
operational area, they will request from the Inland Region. The Regional will coordinate resources
obtained from the operational areas throughout the region. If resources are not available in the region,
they will request from the State Operations Center located in Mather, CA. If the state cannot supply the
resource, they will request from FEMA and other federal agencies.
4.3 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM
The Standardized Emergency Management System (SEMS) is the cornerstone of California's emergency
response system and the fundamental structure for the response phase of emergency management.
SEMS is required by the California Emergency Services Act for managing multiagency and
multijurisdictional responses to emergencies in California.The system unifies all elements of California's
emergency management community into a single integrated system and standardizes key elements.
SEMS incorporates the use of the Incident Command System, California Disaster and Civil Defense Master
Mutual Aid Agreement, the Operational Area concept and multiagency or inter-agency coordination.
State and local government agencies are required to use SEMS in order to be eligible for any
reimbursement of response-related costs under the State's disaster assistance programs.
_.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
4.3.1 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS) ORGANIZATION LEVELS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
There are five SEMS organizational levels, as illustrated in Figure 6-Standardized Emergency
Management System Organization Levels.
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State—The State Level of SEMS prioritizes tasks and coordinates State _
resources in response to the requests from the Regional Level and
coordinates mutual aid among the mutual aid regions and between the
Regional Level and State Level.The State Level also serves as the Region
coordination and communication link between the State and the Federal 1
emergency response system.The State Level requests assistance from
other state governments through the Emergency Management Operational
Assistance Compact and similar interstate compacts/agreements and U
coordinates with FEMA when federal assistance is requested. The State Local Government
Level operates out of the State Operations Center.
1
At the Federal Level,the National Response Framework identifies the - •
methods and means for federal resources to provide support to the
state and local government. Federal resources would be accessed via Figure 6-Standardized
SEMS process through the mutual aid region and State Operations Emergency Management
Center. System Organization Levels
Region—The Regional Level manages and coordinates information and resources among Operational
Areas within the mutual aid region and also between the Operational Area and the State Level.The
Regional Level also coordinates overall state agency support for emergency response activities within the
region. California is divided into three Administrative Regions—Inland, Coastal and Southern—which are
further divided into six mutual aid regions. The Regional Level operates out of the Regional EOC. See
Figure 9—California Mutual Aid Regions.
Operational Area—An Operational Area is the intermediate level of the State's emergency management
organization, which encompasses a county's boundaries and all political subdivisions located within that
county, including special districts. The Operational Area facilitates and/or coordinates information,
resources and decisions regarding priorities among local governments within the Operational Area. The
Operational Area serves as the coordination and communication link between the Local Government
Level and Regional Level. State, Federal and tribal jurisdictions in the Operational Area may have statutory
authorities for response similar to that at the local level.
Local Government(District)—The Local Government Level includes cities, counties and special districts.
Local governments manage and coordinate the overall emergency response and recovery activities within
their jurisdictions. A local government is required to use SEMS when its EOC is activated or a local
emergency is declared or proclaimed in order to be eligible for state reimbursement of response-related
costs.
Field—The Field Level is where emergency response personnel and resources, under the command of
responsible officials, carry out tactical decisions and activities in direct response to an incident or threat.
_.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
4.3.2 SEMS FUNCTIONS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
SEMS requires that every emergency response involving multiple jurisdictions or multiple agencies
include the five functions identified in Figure 7-Standardized Emergency Management System Functions.
These functions must be applied at each level of the SEMS organization.
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Command/
Management
Operations gistics Finance/
IntelligenceAdministration
Figure 7—Standardized Emergency Management System Functions
Command/Management: Command is responsible for the directing, ordering, and/or controlling of
resources at the field response level. Management is responsible for overall emergency policy and
coordination at the SEMS EOC levels. Command and Management are further discussed below:
• Command: A key concept in all emergency planning is to establish command and tactical control
at the lowest level that can perform that role effectively in the organization. In the Incident
Command System, the Incident Commander, with appropriate policy direction and authority from
the responding agency, sets the objectives to be accomplished and approves the strategy and
tactics to be used to meet those objectives.The Incident Commander must respond to higher
authority. Depending upon the incident's size and scope,the higher authority could be the next
ranking level in the organization up to the agency or department executive.This relationship
provides an operational link with policy executives who customarily reside in the Department
Operations Center or the EOC, when activated.
• Management:The EOC serves as a central location from which multiple agencies or organizations
coordinate information collection and evaluation, priority setting and resource management.
Within the EOC, the Management function is responsible for the following:
o Facilitates multiagency coordination and executive decision making in support of the
incident response
o Implements the policies established by the governing bodies
o Facilitates the activities of the Multiagency Coordination Group
Operations: Responsible for coordinating and supporting all jurisdictional operations supporting the
response to the emergency through implementation of the organizational level's Action Plans. At the
Field Level, the Operations Section is responsible for the coordinated tactical response directly applicable
to, or in support of the objectives in accordance with the Incident Action Plan. In the EOC, the Operations
Section Coordinator/Chief manages functional coordinators who share information and decisions about
discipline-specific operations.
Logistics: Responsible for providing facilities, services, personnel, equipment and materials in support of
the emergency. Unified ordering takes place through the Logistics Section Ordering Managers to ensure
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controls and accountability over resource requests. As needed, Unit Coordinators are appointed to
address the needs for communications,food, medical, supplies, facilities and ground support.
Planning/Intelligence: Responsible for the collection, evaluation and dissemination of operational
information related to the incident for the preparation and documentation of the Incident Action Plan at
the Field Level or the Action Plan at an EOC. Planning/Intelligence also maintains information on the
current and forecasted situation and on the status of resources assigned to the emergency or the EOC.As
needed, Unit Coordinators are appointed to collect and analyze data, prepare situation reports, develop
Action Plans, set Geographic Information Systems priorities, compile and maintain documentation,
conduct advance planning, manage technical specialists and coordinate demobilization.
Finance/Administration: Responsible for all financial and cost analysis aspects of the emergency and for
any administrative aspects not handled by the other functions. As needed, Unit Leaders are appointed to
record time for incident or EOC personnel and hired equipment, coordinate procurement activities,
process claims and track costs.
The field and EOC functions are further illustrated in Figure 8-Comparison of Field and EOCSEMS
Functions.
Primary SEMS FunctionField Level EOCs
Command is responsible for Management is responsible for facilitation
Command/Management directing, ordering, and/or of overall policy, coordination and support
controlling of resources. of the incident.
The coordinated tactical The coordination of all jurisdictional
response of all field operations operations in support of the response to
Operations in accordance with the the emergency in accordance with the
A IIncident Action Plan. Emergency Operations Center Action
Plan.
The collection, evaluation, Collecting, evaluating and disseminating
documentation and use of information and maintaining
Planning/Intelligence intelligence related to the documentation relative to all jurisdiction
incident. activities.
Providing facilities, services, Providing facilities, services, personnel,
personnel, equipment and equipment and materials in support of all
Logistics materials in support of the jurisdiction activities as required.
incident.
Financial and cost analysis and Responsible for coordinating and
administrative aspects not supporting administrative and fiscal
Finance/Administration handled by the other consideration surrounding an emergency
functions. incident.
Figure 8-Comparison of Field and EOC SEMS Functions
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4.4 NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS)
The terrorist attacks of September 11, 2001, illustrated the need for all levels of government,the private
sector, and nongovernmental agencies to prepare for, protect against, respond to, and recover from a
wide spectrum of events that exceed the capabilities of any single entity. These events require a unified
and coordinated national approach to planning and domestic incident management. To address this
need, the President signed a series of Homeland Security Presidential Directives (HSPDs)that were
intended to develop a common approach to preparedness and response. The following two Policy
Directives are of particular importance to emergency planners:
• HSPD-5, Management of Domestic Incidents: identifies steps for improved coordination in
response to incidents. It requires the Department of Homeland Security to coordinate with other
federal departments and/or agencies and state, local, and tribal governments to establish a
National Response Framework and a National Incident Management System (NIMS).
• PPD-8, National Preparedness: describes the way federal departments and agencies will prepare.
It requires the Department of Homeland Security to coordinate with other federal departments
and agencies and with state, local, and tribal governments to develop a National Preparedness
Goal.
Together, the NIMS, National Response Framework, and the National Preparedness Goal define what
needs to be done to prevent, protect against, respond to, and recover from a major event; and how well
it needs to be done. These efforts align federal, state, local, and tribal entities; the private sector; and
nongovernmental agencies to provide an effective and efficient national structure for preparedness,
incident management, and emergency response.
The NIMS structure provides a consistent framework for incident management at all jurisdictional levels,
regardless of the cause, size, or complexity of the incident. Building on the Incident Command System
and NIMS provides the nation's first responders and authorities with the same foundation for incident
management for terrorist attacks, natural disasters, and all other emergencies. The NIMS structure
requires the institutionalization of the Incident Command System and its use to manage all domestic
incidents.
The NIMS structure integrates existing best practices into a consistent, nationwide approach to domestic
incident management applicable at all jurisdictional levels and across functional disciplines. Six major
components make up the NIMS approach:
• Command and Management.
• Preparedness.
• Resource Management.
• Communications and Information Management.
• Supporting Technologies.
• Ongoing Management and Maintenance.
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4.5 MUTUAL AID
California's emergency assistance is based on a statewide mutual aid system designed to ensure that
additional resources are provided to the State's political subdivisions whenever its own resources are
overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master
Mutual Aid Agreement, which is entered into by and between the State of California, its various
departments and agencies, and the various political subdivisions, municipal corporations and public
agencies, to assist each other by providing resources during an emergency. The agreement obligates
each signatory entity to provide aid to each other during an emergency without expectation of
reimbursement. Under specific conditions, Federal and State monies may be appropriated to reimburse
public agencies that aid other jurisdictions. If other agreements, memoranda and contracts are used to
provide assistance for consideration,the terms of those documents may affect disaster assistance
eligibility and local entities may only be reimbursed if funds are available. This plan promotes the
establishment of emergency assistance agreements between public and private sector agencies at all
levels.
There are four approved,formal Mutual Aid w
Systems in California. Those systems are:
• Fire and Rescue.
• Law Enforcement.
• Coroner.
• Emergency Management (resources not
covered by the other three systems). "
Other informal mutual aid involves, but is not
limited to the interchange of:
Region 1 !lu 1 Aid
• Public Information. sub-Regions
• Medical and Health. v�,
• Communications. _ j
• Transportation Services.
• Facilities.
• Hazardous Materials Mutual Aid System.
• Volunteer and Private agencies.
Figure 9—California Mutual Aid Regions
California is divided into six mutual aid regions, which are subdivisions of the state emergency services
organization established to facilitate the coordination of mutual aid and other emergency operations
within an area of the State consisting of two or more Operational Areas. A map of the Regions is shown
in Figure 9—California Mutual Aid Regions. The District is located in Mutual Aid Region IV.
4.5.1 MUTUALAID COORDINATION
Formal mutual aid requests will follow specified procedures and are processed through pre-identified
mutual aid coordinators as shown in Figure10—Flow of Requests and Resources. Mutual aid requests will
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follow discipline-specific chains (i.e. fire, law enforcement, emergency manager, etc.)from one level of
government to the next.The mutual aid coordinator receives the mutual aid request and coordinates the
provision of resources from within the coordinator's geographic area of responsibility. In the event
resources are unavailable at one level of government,the request is forwarded to the next higher level of
government to be filled.
Field Level Requests: Requests for Master Mutual Aid Agreement resources originate from the Field Level
and are managed by the Incident Commander. If the Incident Commander is unable to obtain the
resource through existing local channels,the request is elevated to the next successive government level
until obtained or cancelled.
Local Government Request: Local jurisdictions are responsible for the protection of life and property
within the municipal geographic boundaries.The local jurisdiction where the incident occurred should
assess its resource inventory and existing local agreements to determine if the requested resource is
available. When locally committed resources are exhausted and mutual aid is needed,the local official
will request assistance from the Operational Area Mutual Aid Coordinator.
Operational Area Requests:The Operational Area is a composite of its political subdivisions, (i.e.
municipalities, contract cities, special districts and county agencies).The Operational Area Mutual Aid
Coordinator assesses the availability of resources within the Operational Area and fulfills the resource
request based upon that assessment. In the event resources are unavailable at the Operational Area
level,the request is forwarded to the responsible Region Mutual Aid Coordinator to be filled.
Region Level Requests:The state is geographically divided into six Mutual Aid Regions. For Law
Enforcement Mutual Aid, Region I is divided into two sub-regions. Each Mutual Aid Region is comprised of
multiple Operational Areas and has a Regional Mutual Aid Coordinator.The Regional Mutual Aid
Coordinator is granted the authority to coordinate the mutual aid response of discipline-specific
resources within the Region to support a mutual aid request by a jurisdiction also within the Region. In
the event resources are unavailable at the Regional Level, the request is forwarded to the State Mutual
Aid Coordinator to be filled.
State Level Requests: On behalf of the Governor, the Director of the California Office of Emergency
Services has the responsibility for coordination of state mutual aid resources in support of local
jurisdictions during times of emergency.The Director will analyze and coordinate the request by
forwarding the request to an unaffected Regional EOC or tasking an appropriate state agency to fill the
need.
California Utility Emergency Association: The District is a member of the California Utility Emergency
Association (CUEA), which plays a key role in ensuring communications between utilities and emergency
responders during emergencies.The District also participate in the Western Energy Institute's Western
Region Mutual Assistance Agreement(WRMAG), which is a mutual assistance agreement covering utilities
across a number of western states. In addition to those agreements, the District is also signatory to the
American Public Power Association (APPA) mutual aid agreement, providing nationwide access to
resources for system restoration and support after a major event that exhausts District resources.
It should be noted that the District's service territory is largely within the Town of Truckee boundaries but
does include unincorporated areas of Placer and Nevada County.
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Unaffected Local Operational
Operational Governments Areas
Areas in OA J
Unaffected
Operational Local Local
Area Governments Governments
rin OA in OA
I
Affected Local
Governments
Resource Requests —
Resources
Figure 10-Flow of Requests and Resources
For additional information regarding the District's EOC Functions, refer to the Truckee Donner Public
Utility District EOCAnnex.
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SECTION 5.0: INFORMATION COLLECTION AND DISSEMINATION
5.1 ACTION PLANNING
The use of Action Plans in the Truckee Donner Public Utility District Emergency Operations Center (EOC)
provides a clear and measurable process for identifying objectives and priorities for a given event. Action
Planning is an important management tool that involves:
• Process for identifying priorities and objectives for emergency response or recovery efforts.
• Plans which document the priorities and objectives, and the tasks and personnel assignments
associated with meeting the objectives.
The Action Planning process should involve the EOC Director and Section Chiefs (one from each Section),
along with other EOC staff, as needed, such as agency representatives.
5.1.1 PLANNING REQUIREMENTS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The initial EOC Action Plan may be a verbal plan that is developed during the first hour or two following
EOC activation. A verbal plan may also be utilized for incidents involving a limited scope, short duration
(less than 12 hours) and/or a limited number of response personnel. An EOC Action Plan shall be
developed whenever the EOC is activated, either partially or fully. A written EOC Action Plan is required
whenever:
• Two or more agencies are involved in the response.
• The incident overlaps more than one operational period.
• All EOC functions are fully staffed.
The EOC Action Plan addresses a specific operational period, which may vary in length from a few hours
to days depending on the circumstances. The plan should be regularly reviewed and evaluated
throughout the operational period, and revised or updated as warranted.
5.2 EOC REPORTING
Information may be sent to District departments, EOC personnel, the Town of Truckee, Placer and
Nevada Counties and other key agencies using various available methods, such as email. Regardless of the
method of communication, all data should be verified prior to transmission. If unverified data must be
transmitted, it should be clearly designated as unconfirmed information. The District's EOC should
transmit reports identified in the Truckee Donner Public Utility District EOCSupportAnnex to District
departments, the Town of Truckee, Placer and Nevada Operational Area EOC, as necessary.
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5.3 EOC REPORTING SYSTEMS
The Nevada and/or Placer Operational Area (OA) uses a number of different systems that are currently in
use for reporting specific types of response information. These include:
• WebEOC
• Google Docs
• Google Forms
• Dropbox
• ESRI
The District will use the EOC forms to report information to Nevada and/or Placer County in addition to
utilizing the systems/applications named above.
5.4 EMERGENCY PUBLIC INFORMATION
Emergency Public Information is a priority of utmost importance during emergencies and disasters.
Government has a primary responsibility to provide accurate and timely information to the public
regarding conditions,threats, and protective measures. To avoid conflicts and confusion,the Emergency
Public Information function operates best when centralized and coordinated among all involved
jurisdictions, agencies and organizations.
For additional information regarding the District's Emergency Public Information, refer to the Nevada
and/or Placer Operational Area Emergency Public Information Annex.
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SECTION 6.0: COMMUNICATIONS
Communication is a critical part of emergency management.This section outlines the Truckee Donner
Public Utility District's communications plan and supports its mission to provide clear, effective internal
and external communication between the District Emergency Operations Center(EOC), all incident
response personnel, and the public.
Communication will be coordinated between the District's EOC,Truckee EOC, the Placer and Nevada
Operational Area (OA) EOCs and all responding supporting agencies through various forms of
communications devices, channels and methods. If the District's EOC is activated, all incident-related
information, updates, resource requests, etc. should be shared through chosen methods of
communication.
6.1 COMMUNICATIONS SYSTEMS
The District will use personnel-specific email addresses while working in the District EOC. The internet
connectivity in the EOC works through both LAN and Wi-Fi, which is available for incoming non- District
partners. Telephone connectivity in the EOC is through Voice Over Internet Protocol (VOIP), in addition to
the use of cellular phones.
6.2 INTERNAL COMMUNICATIONS
All communications should be a two-way flow from EOC Section Leadership to support staff and field
responders, and vice versa. When communicating, all incident response personnel should use plain
language to avoid any confusion (no acronyms or abbreviations).All incident-related information should
be communicated and displayed in the EOC for everyone to see.This multi-faceted approach for
communication provides quick, reliable, and consistent information to all incident response personnel
while ensuring that the appropriate information reaches all intended recipients.
Information will be communicated from the field to the District EOC and then to the OA EOC.The EOC will
make priority decisions and provide guidance and direction to the EOC General Staff, who will coordinate
the management of the incident per the direction of the Management Section.The District's EOC serves
as the hub of information for the incident, and will communicate necessary information and response
actions to the field.
6.3 NOTIFICATION AND WARNING
In addition to an effective communications capability, government must have an effective means to
provide warning alerts to the population impacted or at risk as the result of an emergency.The District
alert and warning system (Nixie) is designed to provide District customers with emergency warning
information and anyone can sign up by texting TDPUD to 333111.
6.4 NON-EMERGENCY (NON 9-1-1 CALLS) EXTERNAL COMMUNICATIONS
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During an incident,the District's EOC expects that a high volume of calls for the public seeking incident
related information.The District will place information on its website, utilize social media and work with
Nevada County(2-1-1)to provide an outlet of information to the public in an effort to relieve call influx to
local 9-1-1 systems. 2-1-1 personnel can provide incident-related information to the inquiring public that
is provided by the District's Public Information Officer.
For additional information regarding theTown of Truckee, County of Nevada or Placer's Alert and
Warning methods, refer to their respective wesites.
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SECTION 7.0: ADMINISTRATION, FINANCE AND LOGISTICS
7.1 DOCUMENTATION
The Emergency Operations Center(EOC) Finance/Administration Section will be responsible for
maintaining records on damage assessment expenditures, recovery cost expenditures, insurance-related
documents, personnel overtime, and other costs associated with the emergency. Guidance is provided in
the Planning Section's position guides located in the EOC.
The EOC Planning Section will maintain copies of documents that are integral to EOC functions, (such as
EOC Action Plans, Situation Status logs, position log)that together make up the history and chronology of
the emergency events.
7.2 FINANCE
In the case of a major disaster, the EOC will support District, City/County, State and Federal entities with
cost recovery efforts, if requested and as able. District citizens may benefit from the Small Business
Administration, and the District may benefit from the State and/or the Federal Emergency Management
Agency(FEMA) Public Assistance Program
7.3 EXPENDITURE TRACKING
The District may be reimbursed from insurance, State and/or Federal sources for disaster-related
expenses and uninsured expenses.The purpose of this section is to provide guidance on the
recordkeeping requirements for claiming such expenses.
7.3.1 ELIGIBLE EXPENSES
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Eligible costs are extraordinary costs incurred while providing emergency services required by the direct
impact of a declared disaster and which service is the responsibility of the applicant agency. Eligible costs
are generally considered to be the net costs over and above any increased revenue or subsidy for the
emergency service. Ineligible expenses include costs for standby personnel and/or equipment and lost
revenue.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
7.3.2 RECORDKEEPING REQUIREMENTS
State and Federal governments require detailed information to support claims for reimbursement.
Funding will be approved or denied based upon the information supplied by applicant agencies.
Documentation supporting all costs claimed will be required, and all information must relate back to
individual original source records. The following guidelines should be followed when documenting
disaster-related reimbursable expenses:
• Costs and revenues associated with emergency operations should be segregated from normal
operating expenses.
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• Separate records should be maintained for each vehicle and piece of heavy equipment used for
emergency operations.
• Vehicle and equipment documentation should include the miles and/or hours operated by
location and operator.
• Vehicle operating expenses should include fuel, tires, and maintenance.
• Labor costs should be compiled separate from vehicle and/or equipment expenses.
• Equipment documentation should include exactly where the equipment was used and for what;
hours and minutes used; and the name of the equipment operator if applicable.
• Revenues and subsidies for emergency operations must be subtracted from any costs claimed.
• Requisitions, purchase orders, and invoices must be maintained for all supplies, materials and
equipment expenses claimed.
• Costs for supplies and materials must include documentation of exactly where resources were
used and for what purpose.
• All non-competitive procurements must be justified.
Expenditure tracking should commence upon notice or obvious occurrence of disasters that require
expense of labor, equipment use, materials, and other expenses.The Incident Commander(s), EOC
Director, and EOC staff are responsible for maintaining written records of all disaster-related personnel
overtime, requests for supplies, equipment and contract personnel, and receipts for emergency
purchases of supplies, equipment and other disaster-related expenses. The District may activate a special
coding for emergency expenditure tracking which is used for both labor and equipment.
The Finance/Administration Section will compile reports, including total expenditures by category.The
Finance/Administration Section Chief will submit a summary report on total costs to the EOC Director as
requested.This information will be used for state and federal disaster assistance applications.The
expenditure data and documentation is vital to State and Federal agencies for requesting financial
assistance during and after the disaster.
7.4 RESOURCE MANAGEMENT
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
7.4.1 RESOURCE PRIORITIES
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
When activated,the District's EOC establishes priorities for resource allocation during the emergency. All
District resources are considered part of a pool, which may be allocated by the EOC to fulfill priority
missions. Each department retains control of its non-assigned resources until released for an emergency
assignment by the EOC.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
7.4.2 RESOURCE REQUESTS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Resource Requests will be made through one of the following processes:
• Discipline-specific(usually Fire and Law) mutual aid systems: Requests for resources that are
normally within the inventories of the mutual aid system will go from local coordinator to
Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator.
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• All other resource requests will be made through the logistics function at each level.
Resource requests from jurisdictions within the District will be coordinated with the Town of Truckee or
Counties of Nevada and or Plancer Operational Area EOC to determine if the resource is available
internally or other more appropriate sources located within the Operational Area. Emergency
Management Mutual Aid Coordinators at each level will keep the Operations Chief informed of the status
of resource requests and allocations. Coordinators at each level will communicate and coordinate with
each other to maintain current status on resource requests and allocations within the disaster area.
Resource requests from the District's EOC to the appropriate Towf of Truckee or County EOC may be
verbally requested and then documented. Available resources will be allocated to the requesting local
government. If requests for a specific resource exceed the supply,the available resources will be
allocated consistent with the priorities established through the action planning process. The EOC Section
Chiefs are responsible for ensuring that priorities are followed.
Resource requests for equipment, personnel or technical assistance not available to the District should be
coordinated with the appropriate Town of Truckee or County EOC to the Inland Regional Emergency
Operations Center. Once the request is coordinated, approved and resources deployed, Planning, in
coordination with various Operations Branches, is responsible for tracking the resources.
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SECTION 8.0: PREPAREDNESS, TRAINING, EXERCISES AND AFTER
ACTION REPORTING
8.1 PREPAREDNESS PLANNING
The Truckee Donner Public Utility District(District) conducts a wide array of emergency planning activities.
Planning efforts include development of internal operational documents as well as interagency response
plans having multi-jurisdictional participation.
In addition to the planning activities conducted, District departments develop internal preparedness and
contingency plans to ensure provision of government services and maintenance of departmental
functions during disasters. The Department Operations Plan is an integral supporting component of the
master Emergency Operations Plan.
Emergency readiness cannot be conducted within a vacuum. The District is responsible for working with
all District departments, special districts and allied agencies that are considered a component of the
District's Emergency Management Organization. Such coordination extends to the following interagency
activities:
• Plan development.
• Training coordination.
• Exercise development and presentation.
• Response management.
• Emergency public information activities.
Additionally, the District Safety Officer acts as the District's key representative and lead agent for day-to-
day emergency management activities such as: mitigation, preparedness, response, and recovery. Non-
emergency functions include: planning,training and exercise development, preparedness presentations,
interagency coordination, hazard assessment, and development of preparedness and mitigation
strategies; and grant administration and support to response agencies.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
8.1.1 COMMUNITY PREPAREDNESS AND AWARENESS
The public's response to any emergency is based on an understanding of the nature of the emergency,
the potential hazards, the likely response of emergency services, and knowledge of what individuals and
groups should do to increase their chances of survival and recovery.
Public awareness and education prior to an emergency or disaster will directly affect the District's
emergency operations and recovery efforts. The District will communicate impact to services in severe
weather such as snow,fire and/or wind regarding the District's infrastructure.
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...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
8.1.2 PREPAREDNESS ACTIONS
In identifying general preparedness actions, the District works through the appropriate Town of Truckee
and the appropriate County Office of Emergency Services to coordinate with community-and faith-based
organizations, other local governments/special districts, private industry, preparedness groups, and other
entities-to provide information relating to individual and group preparedness.
Government is limited in its ability to provide endless services and support during times of disaster, so
public preparedness is essential for ensuring individual and organizational safety and protection.
8.2 READINESS TRAINING
The District Safety Officer will notify holders of this plan of training opportunities associated with
emergency management and operations. Individual departments within the District are responsible for
maintaining training records.Jurisdictions and agencies having assigned functions under this plan are
encouraged to ensure that assigned personnel are properly trained to carry out these tasks.
The District Safety Officer will develop and execute a comprehensive training program for emergency
management topics on an annual basis. The established training schedule will include applicable courses
of instruction and education that cover management subjects. Such instruction shall meet or exceed the
Standardized Emergency Management System (SEMS) and the National Incident Management System
(NIMS)training requirements.
8.3 EXERCISE AND EVALUATION
Elements of this plan will be exercised regularly. The District Safety Officer will conduct emergency
preparedness exercises, in accordance with its annual exercise schedule,following appropriate State and
Federal guidance. Deficiencies identified during scheduled exercise activities will result in the
development of corrective action plans to initiate appropriate corrections.
The planning development and execution of all emergency exercises will involve close coordination
between all departments; allied agencies;the Town of Truckee, Placer and Nevada Counties; and
supporting community and public service organizations.
The primary focus will be to establish a framework for inter-organizational exercise collaboration in
coordination with all-hazard response and recovery planning and training activities, conducted within the
District.
Emergency exercise activities will be scheduled in accordance with State and Federal guidance and
program requirements. Exercise activity will follow the Homeland Security Exercise and Evaluation
Program guidance and may be designed as one or more of the following exercise types:
• Drills.
• Seminars (Workshops).
• Table Top Exercises.
• Functional Exercises.
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• Full Scale Exercises.
8.4 AFTER ACTION REPORTING
The SEMS and NIMS protocols require any City, City and County, or County declaring a local emergency
for which the Governor proclaims a State of Emergency, to complete and transmit an After Action Report
to the California Office of Emergency Services within ninety (90) days of the close of the incident period.
This does not include special districts in the requirement, however they are encouraged to hold their own
AAR conference and document their lessons learned for the future. The After Action Report will provide,
at a minimum, the following:
• Response actions taken.
• Application of SEMS.
• Suggested modifications to SEMS.
• Necessary modifications to plans and procedures.
• Training needs.
• Recovery activities to date.
The After Action Report will serve as a source for documenting the District's emergency response
activities and identifying areas of concern and successes. It will also be utilized to develop a work plan for
implementing improvements.
For the District, the After Action Report's primary audience will be the District itself, including
management. The District will participate in the Town of Truckee and the appropriate County Office of
Emergency Services After Action Report process, if they do not complete their own internal review.
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SECTION 9.0: PLAN DEVELOPMENT AND MAINTENANCE
This section of the Truckee Donner Public Utility District's Emergency Operations Plan discusses the
overall approach to plan development and maintenance responsibilities.
9.1 PLAN DEVELOPMENT AND MAINTENANCE RESPONSIBILITIES
This plan is developed under the authority conveyed to the General Manager, or designee, in accordance
with the District's Emergency Organization who has the primary responsibility for ensuring that necessary
changes and revisions to this plan are prepared, coordinated, published, and distributed. The District
used the planning process prescribed by the Federal Emergency Management Agency and the State of
California. This Basic Plan, Annexes, Appendices and Attachments are reviewed and updated on a regular
basis. The review and updates are coordinated with District Departments.
9.2 REVIEW AND UPDATING
This plan and its supporting documents will be reviewed annually, with a full document update conducted
minimally every three (3) years. Changes to the plan will be published and distributed to all involved
departments and organizations. Recommended changes will be received by the General Manager, or
designee, reviewed, and distributed for comment on a regular basis.
Elements of this plan may also be modified by the General Manager, or designee, any time State or
Federal mandates, operational requirements, or legal statute so require. Once distributed, new editions
to this plan shall supplant older versions and render them inoperable. These documents are included in
the regular cycle of training, evaluating, reviewing, and updating as discussed in Section 8.2.
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APPENDIX A: AUTHORITIES AND REFERENCES
AUTHORITIES
Federal
• Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988,42 U.S.C. 5121, et seq.,
as amended
• Homeland Security Presidential Directive 5, Management of Domestic Incidents, February 28,
2003
• Homeland Security Presidential Directive 8, National Preparedness, December 17, 2003
• The Code of Federal Regulations,Title 44, Chapter 1, Federal Emergency Management Agency,
October 1, 2007
• Public Law 920, Federal Civil Defense Act of 1950, as amended
• Public Law 84-99, U.S.Army Corps of Engineers - Flood Fighting
• Public Law 93-288, Federal Disaster Relief Act of 1974
• Public Law 107-188, Bio-terrorism Act,June 2002
• Public Law 107-296, Homeland Security Act,January 2002
• Executive Order 13228, Office of Homeland Security, October 8, 2001
• Executive Order 13231, Critical Infrastructure Protection, October 16, 2001
• Executive Order 13234, Citizens Prepared, November 9, 2001
• Presidential Decision Directive 39 - U.S. Policy on Counter-terrorism,June 1995
• Presidential Decision Directive 62 -Combating Terrorism, May 1998
• Presidential Decision Directive 63 -Critical Infrastructure Protection, May 1998
• National Security Presidential Directive 17 - National Strategy to Combat Weapons of Mass
Destruction
• Public Law 280
State
• California Disaster Assistance Act (CA government Code Section 8680 et. seq.)
• California Disaster and Civil Defense Master Mutual Aid Agreement
• CA Government Code (CGC),Title 1, Chapter 4, Division 8, Section 3100, (Disaster Service
Workers)
• CGC,Title 2, Division 1, Chapter 7, (California Emergency Services Act)
• California Code of Regulations (CCR)Title 19, Division 2 (Standardized Emergency Management
System)
• California Water Code (CWC), § 128 (Department of Water Resources - Flood Fighting)
County
• Nevada/Placer County Emergency Services/Ordinance
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City
• Town of Truckee Municipal Code
District
• Truckee Donner Public Utility District Code
REFERENCES
Federal
• National Response Framework(As revised)
• National Incident Management System
• Comprehensive Preparedness Guide 101 v.3
State
• California State Emergency Plan
• Standardized Emergency Management System
• California Disaster Assistance Act
• Continuity of Government in California (Article IV, Section 21 of the State Constitution)
• Preservation of Local Government
County
• Placer County Emergency Operations Plan
• Nevada County Emergency Operations Plan
• Placer and Nevada County Multi-Jurisdictional Hazard Mitigation Plan
City
• Truckee Emergency Operations Plan
District
• Truckee Donner Public Utility District Emergency Operations Plan, 2005, 2013
APRIL 2024 FINAL VERSION 1.3
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APPENDIX B: ACRONYMS
CDAA—California Disaster Assistance Act
CGC—California Government Code
COOP—Continuity of Operations
COG —Continuity of Government
CWC—California Water Code
DOC—Department Operations Center
EAS— Emergency Alert System
EF—Emergency Function
EMO—Emergency Management Organization
EMS— Emergency Medical Services
EOC— Emergency Operations Center
EOP—Emergency Operations Plan
ESF—Emergency Support Function
FOG— Field Operations Guide
HSPD—Homeland Security Presidential Directive
IDE—Initial Damage Estimate
IT—Information Technology
LAN —Local Area Network
CA—Operational Area
PPD—Presidential Policy Directive
SEMS—Standardized Emergency Management System
SOG—Standard Operating Guide
SOP—Standard Operating Procedures
VOIP—Voice Over Internet Protocol
APRIL 2024 FINAL VERSION 1.3
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APPENDIX C: LIST OF BASIC EOP SUPPORTING DOCUMENTS
Emergency Operations Center Annex
Emergency Operations Tools and Support Documents
APRIL 2024 FINAL VERSION 1.3
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APRIL 51 2024
District--000.0 , Public Utility
TRUCKEE DON N ER PUBLIC UTILITY
DISTRICT
EMERGENCY OPERATIONS CENTER ANNEX
11570 Donner Pass Road,Truckee,CA
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TABLE OF CONTENTS
Recordof Changes.................................................................................................................4
Introduction..........................................................................................................................5
Howto Use this Annex...................................................................................................................5
Relationship to Hazard Specific Annexes.........................................................................................5
TheOperational Area EMO.............................................................................................................5
District Emergency Management Organization ......................................................................6
SEMSOrganizations Chart ..............................................................................................................7
Conceptof Operations...........................................................................................................8
Purpose .........................................................................................................................................8
EOCFacility Location ......................................................................................................................9
ActivationPolicy ..........................................................................................................................10
ActivationResponsibility.....................................................................................................................11
ActivationLevels.................................................................................................................................11
Security and Access Control..........................................................................................................12
Communications..........................................................................................................................12
EOCReporting..............................................................................................................................12
PreliminaryReports ............................................................................................................................13
SituationReports ................................................................................................................................13
FlashReports.......................................................................................................................................13
EOCDocumentation.....................................................................................................................13
EOCBriefings ...............................................................................................................................13
EOCDeactivation .........................................................................................................................13
DeactivationTriggers..........................................................................................................................14
Procedure for Deactivation.................................................................................................................14
Deactivation Notifications ..................................................................................................................14
District Roles and Responsibilities........................................................................................ 15
Staffing........................................................................................................................................15
ActionPlanning............................................................................................................................15
Introduction ........................................................................................................................................15
PlanningRequirements.......................................................................................................................15
PlanElements......................................................................................................................................16
PlanningResponsibilities.....................................................................................................................16
ManagementSection .......................................................................................................... 18
SectionObjectives........................................................................................................................18
PolicyGroup ................................................................................................................................18
ManagementStaff..............................................................................................................................18
OperationsSection.............................................................................................................. 20
SectionObjectives........................................................................................................................20
Planning and Intelligence Section ........................................................................................ 21
SectionObjectives........................................................................................................................21
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PlanningProcess..........................................................................................................................21
Planning Considerations...............................................................................................................23
PlanningCycle..............................................................................................................................23
Documentation and Distribution........................................................................................................25
LogisticsSection .................................................................................................................. 26
SectionObjectives........................................................................................................................26
ResourceOrdering. ......................................................................................................................26
ResourceTracking........................................................................................................................27
District Asset Management System...............................................................................................27
Finance and Administration................................................................................................. 28
SectionObjectives........................................................................................................................28
District Emergency Purchasing Policy............................................................................................28
AnnexMaintenance ............................................................................................................ 29
District Purchasing Policy..................................................................................................... 30
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RECORD OF CHANGES
Version Implemented By Date i
Number Date Change
1
2
3
4
5
6
7
8
9
10
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INTRODUCTION
The Truckee Donner Public Utility District Emergency Operations Plan (EOP) establishes an emergency
management organization (EMO)with principal tasks to (1) develop an emergency plan, (2) establish
responsibilities for emergency response and emergency management, and (3) authorize designated
Truckee Donner Public Utility District officials, by job title, to manage and expend District resources as
well as seek resources and financial aid under the terms of the California Disaster Assistance Act(CDAA)
via the County of Nevada and or Placer. In cases of an immediately pending threat to public safety or an
actual emergency,the Truckee Donner Public Utility District executes the responsibilities outlined in
emergency plans to quickly and efficiently reduce, or"mitigate"that threat. Actions almost always
include the deployment of first responder agencies and activation of the EMO to conduct emergency
management activities.The EMO assembles in the Emergency Operations Center(EOC) and coordinates
District resource support to those first responding agencies in the field, and to the affected population.
All available local, state and federal resources will be committed, as necessary,to protect lives, property
and the environment.This annex outlines the direction and control of an emergency or disaster response
from the EOC and the support provided to that response by the Truckee Donner Public Utility District
(District).
HOW TO USE THIS ANNEX
This Annex should be used in conjunction with the District's Basic EOP. It is intended as an operational
tool which provides clarity to enhance the EOP.
RELATIONSHIP TO HAZARD SPECIFIC ANNEXES
The EOC Annex provides the overall structure from which the District will operate during a disaster and
provides the information needed to carry out the tasks associated with the EOC and its many functions.
While the Annex provides many of the tools,templates, and forms required to run an EOC, more detailed
information can be found in the Hazard-Specific Annexes to the Basic EOP. These Annexes contain unique
and regulatory response planning details applicable to specific hazards. The information contained in this
Annex and in the Hazard-Specific Annexes is meant to be complementary and, when used together,
provide a complete tool to be used in an EOC activation.
THE OPERATIONAL AREA EMO
The County of Nevada and/or Placer EMO serves as the Operational Area (OA) EMO whenever an
emergency or disaster impacts the unincorporated area plus any cities or special districts at the same
time. It is also activated in case of multiple EOC activations by cities or Town, regardless of whether or
not the unincorporated county is affected. The OA EMO may also be activated at the request of a single
city or Town or special district to coordinate information and resources for an incident affecting it alone.
The OA EOC, a physical place, is opened and so designated to provide a central location for
communications and coordination of support with and between the County, political jurisdictions (the
cities and Towns) and any state,federal, private-non-profit, and non-governmental agencies supporting
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the incident. The County facilities are located respectively in Placer and Nevada counties and each serves
as the CA EOC.
DISTRICT EMERGENCY MANAGEMENT ORGANIZATION
Incident Command in the field coordinates its own logistical support at the Incident Command Post, and
requests support through discipline specific mutual aid channels. Support is only requested through the
District's EOC when the mutual aid channels do not have the type or number of resources needed.The
District's EMO supports its own operations, such as setting up a staging area for District resources and
coordinates its own logistical support.
Consistent with Standardized Emergency Management System (SEMS), the District's EMO develops in a
modular fashion based upon the type and size of the incident:
• The EMO builds from the top down.
• As the need arises, the five separate SEMS functions can be activated, each with several sub-
units that may be established as needed.
• The specific organizational structure established for any given incident, i.e., which positions
need to be filled in the EMO to "work the incident" is based on the management and
resource needs of the incident as determined by the EOC.
The EMO comprises personnel from the District and can be supported by other departments and allied
agencies. It is organized around the five functions (Management, Operations, Planning/Intelligence,
Logistics, and Finance/Administration) of both the SEMS and the National Incident Management System
(NIMS). District personnel staff the EMO as portrayed in the following chart.
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SEMS ORGANIZATIONS CHART
Management
Section
EOC Director
Public Information
Officer EOC Coordinator
Legal Affairs Officer
Liaison Officer
Safety Officer
Security Officer
Operations Section Logistics Section Finance Section
011111111.
wr
IT and
Situation Status Unit Communications Recovery Unit
Branch
Water Utility EL
j I I F Compensation&Claims
Action Planning Unit Facilities Branch
Unit
Electric Utility
Resources Status Unit pply/Procurement Fiscal
Branch
Documentation Unit Personnel Branch
■
Demobilization Unit Transportation
Branch
FIGURE 1- DISTRICT EOC ORGANIZATION CHART
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CONCEPT OF OPERATIONS
During a disaster or emergency, the District's EMO supports field response operations within the
incorporated areas of the District. The EMO operates using the SEMS functions, principles, and
components. It will use the action planning process to identify and implement specific objectives for each
operational period.
PURPOSE
In normal times, the District conducts routine, day-to-day operations. When a major emergency or
disaster strikes,the EOC is the location from which centralized emergency management will be
performed by the EMO. It facilitates a coordinated response by all the departments and agencies that are
assigned emergency management responsibilities. The level of staffing of the EMO will vary according to
the needs of the emergency, and can also include a virtual EOC activation in which the functions are
coordinated remotely.
The EOC provides a central location for information collection and decision-making, and allows for face-
to-face coordination among decision makers. The following emergency management functions are
performed in the District's EOC:
• Managing and coordinating District support of field operations
• Receiving and disseminating warning information
• Developing emergency policies and procedures
• Collecting intelligence from and disseminating information to representatives of town, county,
state and federal agencies
• Preparing intelligence/information summaries, situation reports, operational reports, and other
reports as required
• Maintaining general and specific maps, information display boards, and other data pertaining to
emergency operations
• Continuing analysis and evaluation of all data pertaining to the emergency situation
• Controlling and coordinating, within established policy,the operational and logistical support of
departmental resources committed to the emergency and requesting resources from outside of
the District
• Maintaining contact and coordination with support EOCs and the Nevada and/or Placer
Operational Area EOC
• Providing emergency information and instructions to the public, creating official releases to the
news media and scheduling press conferences as necessary
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EOC FACILITY LOCATION
The Primary EOC is located at the following location:
Truckee Donner Public Utility District Headquarters
11570 Donner Pass Road,Truckee CA 96161
The Primary EOC offers the following facilities for use during major emergencies:
• Dedicated operating space
V4 n
• Extensive telephone and .
information management
capabilities
• Electronic display processing
capabilities
• Radio communications -
capabilities
0
r �
• Office support facilities
• Dedicated task work areas
• Auxiliary power generator
capability
• Adequate parking for personnel
• Adequate restroom/kitchen facilities
The alternate Truckee Donner Public Utility District EOC is located at:
To Be Determined.
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ACTIVATION POLICY
The District has adopted the Cal OES criteria, shown in Figure 2—SEMS EOC Activations Requirements
that identifies the events/situations which may require the EMO to be activated in the EOC.
Figure 2—SEMS EOC Activations Requirements
Shaded areas= not applicable
to SEMS levels SEMS LEVELS
Situation identified in SEMS Local Operational
Regulations Field Level Government Area Region State
Emergency involving two or more
emergency response agencies Use ICS
§ 2407(a)(1)
Local Emergency Proclaimed* Use ICS Use SEMS
§2407(a)(2)
Local Government EOC Activated
§2407(a)(1) Use ICS Use SEMS
Local Government activates EOC and Activate OA Activate
requests Operational Area EOC Use ICS Use SEMS EOC Activate REOC SOC
activation§2407(a)(1)
Two or more cities within an Activate OA Activate
Operational Area proclaim a local Use ICS Use SEMS EOC Activate REOC SOC
emergency§2409(f)(2)
County and one or more cities Activate OA Activate
proclaim a local emergency Use ICS Use SEMS EOC Activate REOC SOC
§2409(f)(3)
City,city and county,or county
requests Governor's State of Activate OA Activate
Emergency proclamation Use ICS Use SEMS EOC Activate REOC SOC
§2409(f)(4)
Governor proclaims a State of Activate OA Activate
Emergency for county or two or Use ICS Use SEMS EOC Activate REOC SOC
more cities§2409(f)(5)
Operational Area requests resources Activate OA Activate
from outside its Use ICS Use SEMS EOC Activate REOC SOC
boundaries** §2409(f)(6)
Operational Area receives resource Activate OA Activate
requests from outside it Use ICS Use SEMS EOC Activate REOC SOC
boundaries**§2409(f)(7)
An Operational Area EOC is activated Use ICS Use SEMS Activate OA Activate REOC Activate
§2411(a) EOC SOC
A Regional EOC is activated Use ICS Use SEMS Activate OA Activate REOC Activate
§2413(a)(1) EOC SOC
Governor proclaims a State of Activate OA Activate
Emergency§2413(a)(2) Use ICS Use SEMS EOC Activate REOC SOC
Governor proclaims earthquake or Activate OA Activate
volcanic prediction§2413(a)(3) Use ICS Use SEMS EOC Activate REOC SOC
§Indicates sections in the California Code of Regulations(CCR)Title 19,Division 2,Chapter 1(SEMS)
*The EOC is usually activated,but in some circumstances,a local emergency may be proclaimed without the need for EOC
activation.
`*Does not apply to requests for resources used in normal day-to-day operations which are obtained through existing mutual aid
agreements providing for the exchange or furnishing of certain types of facilities and services as provided for under the California
Disaster and Civil Defense Master Mutual Aid Agreement(MMAA).
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This matrix highlights the flow of SEMS activation requirements. Activation of a District EOC, with a
request of support from the Operational Area,triggers the activation of an Operational Area EOC; which
triggers activation of the Regional EOC; which, in turn,triggers activation of the State level EOC.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
ACTIVATION RESPONSIBILITY
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The Director of Emergency Services administers and directs the District EMO. When the EMO is activated
or there is the potential for activation,the Director of Emergency Services manages and directs all aspects
of the District's response and recovery operations. The District's General Manager or designee is
responsible for the overall physical set-up, functionality and close-out of the EOC.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
ACTIVATION LEVELS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The District's EOC will be activated according to a graduated, three-level system that designates specific
staffing and tasks based on the approach or impact of an emergency or disaster. There are many
activities that may be occurring prior to the actual activation, such as pre-activity monitoring with the the
Town of Truckee, Nevada and/or Placer OA OES, coordination amongst local jurisdictions, and
development of situational awareness briefings.The levels below can be activated virtually or in the
actual EOC.
In addition to the following activation levels,the District may find that activation of the EOC is not
warranted,yet monitoring of a developing situation is critical. At that time,the Director of Operations
will be the liaison with local emergency operations during business and after duty hours and will serve as
the Office of Emergency Services (OES) Coordinator.This individual will be identified to those agencies
affected by the developing situation.
There are several activities that the OES Coordinator will complete in the monitoring phase of an incident
or disaster, such as:
• Coordination of District activities,
• Information and analysis on overall situation (situation report),
• Resource needs or potential needs,
• Briefings to the District's General Manager/Town of Truckee/Nevada and/or Placer OA
The OES Coordinator will also be the point of contact for the District during non-duty hours when a Level
3 (low)Activation of the EOC has been initiated.
Level Three EMO Activation LOW: Level Three is a minimum activation usually done virtually, and
does not constitute a physical activation of the EOC.This level may be used for situations which
initially only require a few people, e.g., a short duration earthquake warning;winter storm alerts;
or public safety monitoring of a low-risk, planned event. At a minimum, Level Three staffing
consists of the EOC Director in an enhanced readiness/monitoring posture, but may select other
members of the EMO, such as someone from the Planning and Intelligence Section. Based on the
threat or incident, other coordinators, such as a Public Information Officer or Operations Section
representative may also be involved.
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Level Two EMO Activation Medium: Level Two activation is normally achieved as an increase from
Level Three or a decrease from Level One.This activation level is used for emergencies or
planned events that would require more than a minimum staff but would not call for a full
activation of all organization elements, or less than full staffing. One person may fulfill more than
one SEMS function.The EOC Director, in conjunction with the General Staff, will determine the
required level of continued activation under Level Two, and demobilize functions or add
additional staff as necessary based upon event considerations. Under a Level Two activation,
representatives to the EOC from other agencies or jurisdictions may be required.
Level One EMO Activation High: Level One activation involves a complete and full activation with
all organizational elements at full staffing. Level One would normally be the initial activation
during any major emergency such as a significant, damage-inducing earthquake or widespread
flooding.
If EOC activation is warranted, the first EMO staff member to arrive begins set-up procedures. The
Director of Emergency Services (General Manager) or designee makes all decisions regarding the level
and scope of operations. The scope and nature of the emergency, current conditions, and potential
concerns dictate the level of EMO operations and staffing requirements.
SECURITY AND ACCESS CONTROL
Once the EMO has been activated and the EOC put into operation, only authorized personnel are
permitted in the EOC. Access shall be granted to all personnel identified as EOC or EMO staff or District
officials, as well as to other individuals having legitimate business in the EOC. EMO staff and visitors shall
be issued identification for EOC access that distinguishes the bearer as a member of the EMO or a visitor.
COMMUNICATIONS
Communications within the EOC are accomplished using the most expedient and appropriate means
possible (usually in person or by phone). The EOC workstations have the capability to have a telephone
with all normal connectivity within the District. Radios may also be used for direct communications with
field forces. Key decision-makers and certain EOC staff will be issued portable radios as needed.
Regardless of the medium used, pertinent points of all significant communications shall be recorded on
the EOC unit/activity log.
EOC REPORTING
Information may be transmitted to staff and other key agencies using any one or more of the following
means: situational reporting database, satellite data, radio,telephone, email, Internet or FAX. Regardless
of the method of communication, all data should be verified for accuracy prior to transmission. If
unconfirmed data must be transmitted, it should be clearly designated as unconfirmed.
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•• . • Preliminary Reports are used during the first two hours of an emergency to
.•. provide an initial picture of its scope and magnitude.
A Situation Report(SitRep) is a brief narrative of the emergency situation covering
a set period of time and is submitted on a scheduled basis after the submission of
• any preliminary reports.
At the beginning of an emergency,the EOC Director and the Planning Section staff
determine the duration of time to be covered by a SitRep and they designate times
for other personnel to submit information for inclusion in the SitRep.
Flash Reports are used for transmitting critical,time-sensitive information outside
Preliminary Reports or regularly scheduled SitReps. For example, a Flash Report
'•' would be used to report an impending dam failure or receipt of a Federal
Declaration of a major disaster. Verbal Flash Reports often precede transmission
of written reports.
EOC DOCUMENTATION
Unit/activity logs are used to record significant events, communications and actions associated with an
emergency for a given operational period (shift). Each EOC staff position is responsible for maintaining a
unit/activity Log. Special emphasis must be made to document decision support discussions or
information.
All copies of reports, SEMS forms, and logs are submitted to the Planning/Intelligence Section at the close
of each operational period (or prior to EOC deactivation if operations do not require multiple shifts). This
documentation is important for both the documentation of the disaster and the financial recovery
process.
EOC BRIEFINGS
The purpose of briefings is to familiarize or update EOC staff on the current emergency situation.
Briefings provide an opportunity for the Section Chiefs,the EOC Director and all EOC staff to exchange
information on the incident, create and evaluate an Action Plan, and make any revisions deemed
necessary to the response strategy and/or priorities. Regular briefings provide a forum away from the
high level of activity in the EOC for ensuring that each of the five essential SEMS functions (Management,
Operations, Planning, Logistics and Finance) are coordinated and that the EOC staff have the same
information from which to base individual and collective decisions and actions.
EOC DEACTIVATION
Once the critical aspects of an emergency or disaster have been secured, EOC operations may begin to
scale down as needed.The purpose of this procedure is to outline the process to be followed whenever it
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is determined that the EOC can be deactivated. The EOC Director, with input from the Section Chiefs,
decides when and how to deactivate the EOC.
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
DEACTIVATION TRIGGERS
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
Once the emergency response phase has been terminated and system operations are stabilized, the EOC
Director may determine that the EOC can be deactivated. Triggers for determining deactivation may
include:
• Incident has deescalated to the point of department control
• Response has been terminated
• Recovery operations are underway
• No further media or public information dissemination is needed
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
PROCEDURE FOR DEACTIVATION
The EOC Director will:
• Establish the time period for deactivation
• Advise EOC staff of the actions to be taken, including a timeline
• Identify EOC staff to be on-call if stand down is implemented
• Direct the liaison or other EOC staff to make notifications
• Direct all functional leads to complete any required or necessary documentation
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
DEACTIVATION NOTIFICATIONS
All internal and external individuals, groups and agencies that were notified of activation will be notified
of stand down and/or deactivation.At a minimum, all District managers, elected officials, neighboring
jurisdictions, and responding county agencies will be notified.The person making the notifications
documents the date, time, name and contact method for all persons/organizations notified. Notifications
will include:
• Date and time of stand down period or deactivation
• A 24-hour contact number for further information
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DISTRICT ROLES AND RESPONSIBILITIES
STAFFING
When an emergency threatens or actually occurs, this Support Annex provides guidance, direction and
tasks (commonly known as Command and Control) for first responders and the EMO alike to efficiently
respond and undertake mitigation operations. The size or scope of an emergency, rather than the type,
will largely determine whether or not the EMO will be activated, and to what level.
ACTION PLANNING
INTRODUCTION
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The use of Emergency Action Plans (EAPs) in the District's EOC provides a clear and measurable process
for identifying objectives and priorities for a given event. Action Planning (AP) is an important
management tool that involves:
• Identifying priorities and objectives for response or recovery efforts.
• Documenting incident support priorities and objectives, and the tasks and personnel assignments
associated with meeting those objectives.
The AP process involves the EOC Director and Section Chiefs' along with other EOC staff, as needed, in
addition to representatives from the Town/City, County, special districts, and other supporting agencies.
_.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
PLANNING REQUIREMENTS
.........................................................................................................................................................................__............................................................__..........................................................................................................................................................................................................................................................
The initial EAP is normally verbal and then is quickly documented and used to develop the written EAP
during the first hour or two following EOC activation. A verbal plan may also be utilized for incidents
involving a limited scope, short duration (less than 12 hours) and a limited number of response personnel.
An EOC AP shall be developed whenever the EOC is activated at Level 11 or III. A written EOC AP is
required whenever:
• Two or more jurisdictions/agencies are involved in the response
• The incident extends beyond one operational period
• All EOC functions are fully staffed
Unlike Incident Action Plans (IAP) produced in the field by Incident Command, an EAP can cover an
extended period of time and often cover several days. The plan should be regularly reviewed and
evaluated throughout its operational period and revised or updated as warranted.
' For more information on EOC Positions see the Basic EOP for the District
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...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
PLAN ELEMENTS
The elements to be included in the EAP are noted below. The EAP form is located in the EOC Tools
attachment and may include some of the following:
• Period of time covered by the plan
• Parts of EOC organization that have been activated on an organizational chart
• Assignment of primary and support personnel and material resources to specific tasks and
locations
• Logistical or technical support to be provided and by whom
• Objectives (specific, measurable, attainable, realistic and time-measured or SMART)to be
accomplished
• Priorities for meeting objectives
• Strategy to be utilized to achieve the objectives
In addition to the required elements listed above,the AP may also include:
• Specific departmental mission assignments
• Policy and/or cost constraints
• Any inter-agency considerations
PLANNING RESPONSIBILITIES
Primary responsibility for developing the EAP rests with the Planning Section. However, development of
the plan requires the active participation of the EOC Director and the General Staff.The Operations
Section, in particular, works closely with the Planning Section during plan development. When indicated,
the Planning Section Chief requests specific technical experts to provide input to the plan.The EOC
Director approves the plan.
For incidents requiring close coordination with external agencies, (e.g., State field response agencies,
special districts, federal responders, etc.), input from those involved agencies should be included in the
EAP.
Specific EOC staff responsibilities associated with the EAP' include the following:
MANAGEMENT AND GENERAL STAFF
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
• Provide general incident objectives and strategy
• Provide direction and overall management
'For further information on the Action Planning process,see the Planning& Intelligence section of this annex
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• Ensure incident safety
• Provide information through Liaison and Public Information Officer
• Approve the completed AP
OPERATIONS SECTION CHIEF
• Determine the tactics necessary to achieve objectives
• Determine associated resource requirements
• Communicate AP to EOC staff and Incident Commanders, as appropriate
• Conduct Operations Shift briefing
.................................................................................................................................................................................
PLANNING SECTION CHIEF
• Conduct the Action-Planning meeting
• Establish planning timelines
• Coordinate preparation of the AP
• Manage planning process
LOGISTICS SECTION CHIEF
• Establish/confirm procedures for off-incident resource ordering
• Ensure that resource ordering process is in place
• Ensure that Logistics Section is configured to support the AP
FINANCE SECTION CHIEF
_. .................. .........
• Provide cost assessment of incident objectives
• Ensure that adequate finance approvals are in place for implementation of the AP
• Works with the Management and General staff to determine the need for cost
apportionment, cost sharing or state and/or federal reimbursement
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MANAGEMENT SECTION
The Director of Emergency Services leads the Management Section and is responsible for the overall
management of EOC operations to address the impacts of an emergency directly upon the District and
assessing conditions outside its jurisdiction, which have the potential for affecting local resources.
Additionally, the Director of Emergency Services is responsible for directing the creation of an EAP and
the overall strategic direction of response, including appropriate mutual aid liaison activities. The
Director of Emergency Services works closely with the Policy Group.
SECTION OBJECTIVES
The Management Section will accomplish the following specific objectives during a disaster/emergency:
❑ Establish the appropriate staffing level for the EOC and continuously monitor organizational
effectiveness ensuring that appropriate modifications occur as required
❑ Exercise overall management responsibility for the coordination between emergency response
agencies within the jurisdictional area
❑ In conjunction with the General Staff, set jurisdictional priorities for response efforts. Ensure that
all department and agency actions are accomplished within the priorities established at the EOC
❑ Ensure that inter-agency coordination is accomplished effectively
❑ Ensure that the Emergency Public Information response is appropriate to the event
POLICY GROUP
The Policy Group is available to address the economic, social and political impacts of an emergency. In
the District EOC, the Policy function is the responsibility of the Board Members, key EOC Management
staff and the General Manager and/or their designee. The Policy Group are those key personnel
identified that will make major policy decisions for the District at the recommendation of the EOC. The
Policy Group is convened to assist the EOC in addressing major impacts to the District.
MANAGEMENT STAFF
Management staff assists the Director of Emergency Services. Management Staff are responsible for
providing direct administrative and executive-level support to the Director, as well as for providing
additional emergency support functions such as Public Information, coordination with Elected Officials,
and ensuring the safety and well-being of the staff in the EOC. Key skills of the Management Staff include:
Authority, Responsibility, Leadership, Global Thinking, and good project management.
When fully activated,the EOC Management Staff includes the following:
PUBLIC INFORMATION OFFICER (PIO)
.........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The PIO is directly responsible for managing Emergency Public Information activities within the EOC and
in support of all District Emergency Public Information operations. The PIO may be assisted by additional
staff who will conduct assorted Emergency Public Information tasks and duties (rumor control and
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activation of the District Information Center) within the EOC or a Joint Information Center (JIC) if
established, or at a field incident command post.The responsible District department staffing for this
position is the PIO&Strategic Affairs Director or designee.
LEGAL AFFAIRS OFFICER
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The Legal Affairs Officer is responsible for providing legal advice and guidance to the Director and the
Board on all emergency management issues and concerns. Examples of the types of legal advice and
guidance include local proclamation development and execution, and legal opinions on evacuation and
other jurisdictional legal responsibilities.Tools maintained for this position include a drive with samples of
legal materials previously used in events throughout California, and legal references (such as the CA
Emergency Services Act and CA Disaster Assistance Act). The responsible District department staffing this
position is the District's Attorney.
LIAISON OFFICER
..................................................................................................................................................................................................................................................................................
The Liaison Officer functions as the primary point of contact for all allied agencies and jurisdictional
representatives not directly assigned to the District's EOC. All agency and jurisdictional representatives
will coordinate with the Liaison Officer as needed. There are tools available to the Liaison Officer such as
the Job Action Sheet and Master Contact List. The responsible District department staffing this position is
the PIO&Strategic Affairs Director or designee.
SAFETY & SECURITY OFFICER
...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
The Safety&Security Officer is responsible for ensuring that the EOC is secure when activated, that
hazards are identified and mitigated, and that the EOC environment is suitable for conducting operations
in a safe and healthful manner including, but not limited to chaplain support, healthy food and adequate
breaks within the EOC. The District has designated the human Resources& Risk Disrector as its Safety
Officer.
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OPERATIONS SECTION
SECTION OBJECTIVES
The Operations Section, an element of the EOC General Staff, is responsible for coordinating the
deployment of response resources in support of field operations. Such coordination activities will
normally include:
❑ Managing operational elements of approved EOC APs, if any.
❑ Supporting field incident command(s) and associated response activities.
❑ Coordinating and liaising with EOCs for reporting, action planning and situation reporting.
❑ Liaising with Mutual Aid Coordinators for electric and water agencies.
❑ Coordinating District incident response assets regardless of agency affiliation or type of asset
(e.g., animal services, shelters, etc.).
❑ Assessing the emergency within the District or in nearby jurisdictions that affect or may affect
local jurisdictions' response.
❑ Working with appropriate Functions under the Operations Section.
There are several Functions that represent an alliance of stakeholders who possess common interests and
share a level of responsibility for emergency management. The Emergency Support Functions bring
together Town/city departments, special districts and other support jurisdictions within the District to
collaboratively prepare for, cohesively respond to and effectively recover from an emergency.
In most cases a single department is assigned to lead each Function based on its authorities, resources
and capabilities. Each Function member is responsible to assist in coordinating the District's response to
emergencies, including provision of mutual aid and the allocation of essential supplies and resources.
An Operations Section Chief will be identified between the Electric and Water Utility Directors and/or
other staff as designated by the EOC Director.
The Operations Section Chief will activate those operations' functions deemed appropriate. When fully
activated, the Operations Section could be comprised of the following sections with each position being
staffed with District or allied-agency personnel.
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PLANNING AND INTELLIGENCE SECTION
The Planning Section is responsible for directing and managing the creation of a comprehensive situation
status report, development of EOC APs for each operational period, and maintenance of all
documentation related to the emergency. The Planning Section staff must evaluate the potential
economic, social and environmental impacts of the disaster, while managing response to the conditions
within the jurisdiction. Additionally, the Planning Section staff must consider whether an emergency in a
neighboring jurisdiction could impact their jurisdiction or draw upon resources normally available to the
District.
The Planning Section Chief identifies whether full or partial staffing is required to respond. When fully
activated the section may include the positions shown in the organizational chart. The duties assigned to
the unfilled position are the responsibility of the Planning Section Chief.
SECTION OBJECTIVES
The Planning Section will accomplish the following specific objectives during a disaster/emergency:
❑ Display situation status information in the EOC using maps and visual aids
❑ Ensure accurate recording and documentation of the incident
❑ Determine reporting schedules for all EOC elements
❑ Prepare the jurisdiction's Situational Status reports and EOC APs
❑ Disseminate situation status and EOC Action Reports to other EOC sections,jurisdictional
departments, and the Nevada and/or Placer OA EOC
❑ Provide planning support to other sections
❑ Maintain proper and accurate documentation of all actions taken to ensure that all required
records are preserved for future use and State OES and FEMA filing requirements
❑ Acquire specialized technical experts
This section will be staffed by District departments as directed by the EOC Director as needed to perform
the various functions required to support emergency management operations within the activated EOC.
Additional branches or units may be established as needed to meet operational needs.
PLANNING PROCESS
The Planning Section staff will maintain the EOC Major Incident Status Board and develop short-and long-
term planning scenarios based upon the situation and its impacts on facilities and operations. Utilizing
these planning scenarios, the Planning Section Chief will conduct an Action Planning meeting with the
EOC Director, General Staff and appropriate technical experts.The Operations Section Chief reports
significant changes to the Planning Section Chief as shown in the Planning Section Process Schedule
example on the following page.
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PLANNING SECTION PLANNING PROCESS
0700-0800 Shift Change Briefing.
0800—0900 Prepare for Planning Meeting. Purpose: To review accomplishments,identify new issues,
identify resource needs,and determine assignments for next operational period.
0900—1000 Planning Meetings(with Management and General Staff, Resources Status Unit Leader,Supply
Unit Leader, Communications Unit Leader,and Technical Specialists).
1000—1400 Prepare EOC Action Plan.
1400—1600 Finalize EOC Action Plan.
1600 Complete EOC Action Plan.
1600—1700 Prepare for Operations Briefing. Purpose: To review EOC Action Plan for next operational
period.
1700—1800 Operations briefing(Management,General Staff,and identified Operations staff and Technical
Specialists).
1800—1900 Finalize Reports(including Situation Status Report for the Operational Area EOC).
1900-2000 Shift Change Briefing.
2000—2100 Prepare for Planning Meeting. Purpose: To review accomplishments,identify new issues,
identify resource needs,and determine assignments for next operational period.
2100-2200 Planning Meetings(with Management and General Staff, Resources Status Unit Leader,Supply
Unit Leader,Communications Unit Leader,and Technical Specialists).
2200—0200 Prepare EOC Action Plan.
0200—0400 Finalize EOC Action Plan.
0400 Complete EOC Action Plan.
0400—0500 Prepare for Operations Briefing. Purpose: To review EOC Action Plan for next operational
period.
0500—0600 Operations briefing(Management,General Staff,and identified Operations staff and Technical
Specialists).
0600—0700 Finalize Reports(including Situation Status Report for the Operational Area EOC).
FIGURE 3-PLANNING PROCESS SAMPLE/EXAMPLE SCHEDULE
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PLANNING CONSIDERATIONS
In developing the AP, a number of issues should be considered, as outlined in the table below.Applicable
issues should be addressed in each iteration of the AP.
Inter-Agency . Use of resources Liaison
Coordination . Contact information and frequency
• Communications methods
Public Information . Constraints on information to be Public Information Officer
disseminated EOC Director
• Special instructions
0 Target areas/audiences
Safety • Special precautions to be taken Safety Officer
• Personal protective gear required
Technical Resources • System maps and schematics Planning Section Chief
0 Technical expert input
Operations . Special skills required Operations Section Chief
• Mutual aid needs
• Staging Area needs
• Progress in resolving major incident
objectives
Policy • Legal/political issues EOC Director
• Fiscal constraints
Special Needs • Contingency Plans Planning Section Chief
Special Resources • Availability of special supplies, Logistics Section Chief
personnel and equipment
• Transportation support
Finance . Federal/State reimbursement; cost Finance Section Chief
sharing/agreements
FIGURE 4—PLANNING CONSIDERATIONS
PLANNING CYCLE
The Planning Chief, with input from the EOC Director and the Operations Section Chief, establishes the
schedule and cycle for action planning. Initially, meetings may be conducted every few hours or several
times each day. Over time, meetings may be held twice each day, and then daily.The following graphic
describes the planning cycle process for development of the EAP.
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EOC PLANNING MEETING EOC AP PRODUCTION APPROVAL&DISTRIBUTION
Meeting of senior staff to validate objectives, Completed EX AP is
Planning Sectiion compiles data prerented to the EOC
policies,and EOC resource needs on cu rent situation,objectives,
Review aut haritirer,resource tasks and Command for approval and
policies,tasks,and resources ture
ordering processes
Other Mgnt and General Staff address ; Sr Collects from other sections
Approved EOC At,Is duplicated
remai
keys issues jSafety.PIO.Liaison.etc) LI bl AP elements distributed to approved
Lead by Planning Section Chief ; Assembles the AP and parties
Approval required by EOC Management
DETERMINE EOC r.,r
RESOURCES TO SUPPORT EOC BRIEFING
FIELD NEEDS EOC APPROVAL j EOC Mgmt
PLANNING briefs EOC Team
Determine current and AP DISTR I- staff on approved
prolectedFteldneeds MEETING PRODUCTION BUTION EOCAP
Compiled by Operations M411.. EOC Mgmt
Section ensures resources
Inputs also provided by M l fkeps sirs are in place for
LSft OSC,and others in DETERMINE rampArzrdand j implementation
operations as needed EOC ro Rrd f
EOC
RESOOURCES -y � . BRIEFING
EOC OEkJEGTIVES UPDA TO SUPPORT +sr. urm,
AND POLICIES CONFIRMED FIELD NEEDS J"'F-Pld""�fP'iO° �NEW
Review current and projected r"� p" OPERATIONAL
situation EOC PERIOD BEGINS
Set prioritized SMART ONGOING incamirrg EOC
objer�rrnsIn support offi� OBJECTIVES FIELD NEWOP5 Team staff We
1acldent.Cammander(s) UPDATED PERIOD briefed
Pdlciesconfirmed by+EiX AND POLICIES SUPPORT$ BEGINS °
EOC
Mana3 twith input from CONFIRMED ASSESSMENTS
Teamstaffare
General Staff debriefed
Senrlor staff
normally arrives
INITIAL BRIEFING INITIAL 641210minutes
EOC Command and General Staff BRIEFING pnorto the period
provides situation update and / change to
establish the followi ng! l promote effective
Event name transition
Operational period duration
Initial goals and objectives
• EOC staffing pattern EOC ONGOING FIELD SUPPORT&
• Meeting s-chedule 11111pr ACTIVATED ASSESSMENT&INFORMA71ON
_ EXCHANGE
EOCACFIVATED � 4 or ongoing field mid EOC ope,ratirons
Continuous exdianges and analysis of
F EOC Team staff are notified — information_inte mal and extemal
Emergency Manages ensures m Continuous evaluation of progress against
EO[readlness INCIDENT c stated objectives in the EOC AP
E({Team staff checks in Adjustments may he made but must be
F EOCTeam staff reviews OCCURS
approved by the EOC Mgmt In
position tools&Job funtctionts coordination with the OSC and PSC
INCIDENT OCCURS
F Emergency responders a wive
om-scenels) Note!EOCopefations foront®oing fleld support Involves three elements that must
Response activities be Simultaneously managed:unfulfilled requests from prior operational period;;
commence current resource requests;and planning for meeting future needs_
Based upon pre-dieterminred
benchmarks.the EM COM is
made aware of situation and
need for EX activation is
determined
FIGURE 5—THE PLANNING CYCLE
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...........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................
DOCUMENTATION AND DISTRIBUTION
........ ......... ......... ......... ... ......... ......... ......... ......... .........
Written EOC APs will be documented on the AP form. The Planning Section Situation Status function is
responsible for:
• Posting a copy of the current AP in the EOC, if operational
• Maintaining a copy of each AP as part of the permanent incident record
• Distributing copies of the current AP to all involved agencies and other personnel as directed by
the Planning Section Chief
The Operations Section Chief will ensure that the current EOC AP is distributed to all Operations Section
personnel.
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LOGISTICS SECTION
The Logistics Section is responsible for coordinating the provision of a broad assortment of equipment,
supplies and services such as maintenance, food services, etc. in support of the EMO and EOC, other
District sites, organizations, or activities during a disaster. On occasion, it responds to a request from the
field (Incident Command), but most often it supports jurisdictional departments, responding agencies and
activities.
When activated,the EOC establishes priorities for resource allocation during the emergency. All
jurisdictional resources are considered part of a pool which may be allocated by the EOC to fulfill priority
missions.
The Logistics Section Chief identifies whether full or partial staffing is required to respond. When fully
activated the section may include the positions shown in the organizational chart. The duties assigned to
the unfilled position are the responsibility of the Logistics Section Chief.
SECTION OBJECTIVES
The Logistics Section will accomplish the following specific objectives during a disaster/emergency:
❑ Ensure repair and maintenance of EOC supporting equipment and resources
❑ Analyze and identify appropriate sources of resources
❑ Order, receive, process and store all incident-related resources
❑ Set-up and maintain incident support facilities (example—feeding, sleeping and sanitation
services)
❑ Work with the Operations-Transportation Unit to move personnel, goods and services where
they are needed
❑ Supply food needs for entire incident including remote sites
❑ Volunteer Coordination
❑ Donations Management
The section will be staffed by the General Services Manager/or designees as needed to perform the
various functions required to support emergency management operations within the activated EOC.
Additional branches or units may be established as needed to meet operational needs. The Facilities unit
will house the IT and Communications staffing for the EOC.
RESOURCE ORDERING
When fulfilling a resource request,the Logistics Section staff will typically follow the general sequence for
locating the resource to fulfill the request:
• Use internal resources first (District owned)
• Attempt to borrow the resource
• Look for donated goods/services
• Rent or lease the resource
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• As a last resort, buy the resource (if the Logistics Section must resort to purchasing the resource,
the Logistics Section Chief will confer with the Finance &Administration Section to ensure the
purchase is approved before placing the order, and all purchases will be in accordance with
Purchasing guidelines)
• Complete resource request form
Additionally, if the resource is a critical and immediate need, the general sequence may need to be
bypassed in order to address immediate concerns.The Logistics Section Chief, Finance &Administration
Section Chief and Management (EOC Director) will coordinate to make the determination on the
appropriate action.
RESOURCE TRACKING
After the Logistics Section locates and procures the resources necessary to fulfill the request, it will
coordinate with the respective function to ensure the resource was delivered to the appropriate location
and has been checked in to the response. The Resource Management Unit will track all resources and
display their status via either a status board (manual or digital) or T-card system. Resource tracking will
ensure that all resources throughout the duration of the event are accounted for as per the resource
management cycle pictured below.
• IDENTIFY
I� REQUIREMENTS
INVENTORY _j
ORDER S
ACQUIRE
7Rf�_IPMgBLIRSE
MQUILIIE
RECOVER
QEMOBI,LI E
TRACK 11
REPORT
FIGURE 6—RESOURCE MANAGEMENT CYCLE
DISTRICT ASSET MANAGEMENT SYSTEM
The District has an in-house asset management system that is used to track all owned assets over$5,000
per item, including vehicles, equipment, software and infrastructure.
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FINANCE AND ADMINISTRATION
The Finance Section is responsible for tracking all costs associated with the EOC activation. Finance
Section staff must analyze and identify appropriate costs and ensure that all costs conform to existing
emergency operations procedures, ordinances and rules. Additionally, Finance Section staff must track
costs across multiple departments and agencies.
SECTION OBJECTIVES
The Finance Section will accomplish the following specific objectives during a disaster/emergency:
❑ Track all costs and present payments to the Management Section for approval
❑ Approve emergency purchases and contracts
❑ Maintain force labor accounting
❑ Maintain force equipment accounting
❑ Process claims (worker's compensation, injuries to responders, damage to equipment)
❑ Fiscal Management
The section will be staffed by the Chief Financial Officer as directed by the EOC Director as needed to
perform the various functions required to support emergency management operations within the
activated EOC. Additional branches or units may be established as needed to meet operational needs.
The District will respond (fiscally) with the understanding that the response will be funded by the District
and that every effort will be made to access recovery funds (but that those funds are not guaranteed).
Generally, in a disaster, if a Governor's Proclamation is granted to a City and/or County the state may
reimburse eligible costs to the District at a 75/25 percent cost share. Additionally, if the Governor asks
the President to proclaim a major disaster for the area and that request is granted,there may be
additional funding reimbursement available.
The District will identify expenditures by code within the District's financial system for recovery purposes.
The District will notify all staff when emergency coding should be used.
DISTRICT EMERGENCY PURCHASING POLICY
The District has an emergency purchasing policy in effect. District Code Section 3.08.100 outlines the
outlines the procedures of how costs associated with an emergency will be handled. Finance and
Administration section works closely with the Logistics Section, specifically the Personnel and Supply-
Procurement Units, to account for all expenditures during the event.
Purchasing procedures will not be waived during an emergency but may be augmented to accomplish any
emergency work, provided augmentations do not come into violation with standard Office of
Management and Budget(OMB) circulars.
The Recovery unit will advise all Finance and Administration staff on any changes needed to
policies/procedures/documentation during the event to be better in line to accept recovery funding
sources as they become available.
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ANNEX MAINTENANCE
The District Human Resources& Risk Director will coordinate with the District on any updates and
revisions of this EOC Annex.
Those agencies and organizations listed as having anticipated roles and responsibilities under this annex
shall inform the Director of Emergency Services when they are aware that changes need to be made.
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DISTRICT PURCHASING POLICY
3.08.100 Procurement Authorization During an Emergency
3.08.100.1 An "emergency" is a situation which poses an immediate risk to health, life,
property or environment. Most emergencies require urgent intervention to prevent
worsening of the situation. It is the General Manager's responsibility to take immediate
action to protect employees, customers and District property during an emergency.
3.08.100.2 During an emergency,the General Manager is authorized to repair or replace a
public facility, take any directly related and immediate action required by that emergency,
and procure the necessary equipment, services, and supplies for those purposes, without
immediate Board approval and without giving notice for bids to let contracts.
3.08.100.3 The General Manager will report to the Board of Directors within 48 hours any
and all actions taken to deal with the emergency.
3.08.100.4 If the General Manager takes any action to manage the emergency that would
otherwise require competitive bidding, the Board shall initially review the emergency action
taken not later than seven days after the action or, at its next regularly scheduled meeting if
that meeting will occur not later than 14 days after the action, and at least at every regularly
scheduled meeting thereafter until the action is terminated, to determine, by a four-fifths
vote, that there is a need to continue the action, unless the General Manager has
terminated that action prior to the Board reviewing the status of the emergency.
3.08.100.5 It is the District's intent to comply with all sections of the Public Contract Code
Section 22050 in managing emergency situations.
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AGENDA ITEM #18
Public Utility District m
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM:
SUBJECT: Consider Approval of the Feb. 7 & April 3, 2024, Board Meeting
Minutes
ATTACHMENTS:
1. 2-7-24 minutes
2. 4-3-24 minutes
Page 1 of 1
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TRUCKEE DONNER PUBLIC UTILITY DISTRICT
REGULAR BOARD MEETING
TDPUD BOARD ROOM, 11570 DONNER PASS ROAD, TRUCKEE, CA
6:00 PM, WEDNESDAY, FEBRUARY 7, 2024
MINUTES
1. Call to Order
The meeting of the Board of Directors of the Truckee Donner Public Utility District
was called to order at 6:00 p.m. by President Bender.
2. Roll Call
Directors Present: Aguera, Harris, Laliotis, Vice President Finn and President
Bender.
Employees Present: Brian Wright, Jared Carpenter, Chad Reed, Jillian Steward,
Scott Crow, Neil Kaufman, Brian Yohn, Alex Spychalsky, Steven Poncelet (virtual),
Sarah Kraker, Allison Spani.
Consultants Present: Andrew Todd, JK Architecture & Engineering; Catherine
Elder, Aspen Environmental Group (virtual); Joe Long, Aspen Environmental Group
(virtual); and Pushkar Wagle, Flynn RCI (virtual).
3. Pledge of Allegiance
Director Laliotis lead the Pledge of Allegiance.
4. Changes to the agenda
General Manager Wright asked the Board to remove Consent Calendar Item #8 re.
vendor correction of District's annual service contract for tank cleaning and
inspection to allow the staff report to be included on the next agenda, and by
consensus the Board agreed to remove it.
5. Public Comment on items not on the agenda
Jeff Bender, as an individual property owner, requested the District consider
abandoning easements on two parcels, located at 10017 and 10037 E. River Street
DIRECTOR UPDATE
6. Director Harris thanked staff for their hard work. She commented on her absence
from the last Board meeting while competing in Italy at the Winter World Masters
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Truckee Donner Public Utility District February 7, 2024
Games and pride in the American flag. She also congratulated Chuck Fillman on
his retirement.
Director Laliotis thanked Director Harris for representing the United States in recent
world competition.
Director Aguera thanked staff for work during recent storms.
Vice President Finn shared good news statistics on the clean energy revolution
throughout the world, saying she looks forward to the District's integrated plan.
DEPARTMENT UPDATES
7. Jared Carpenter, Electric Utility Director, reported on January loth power outage
from cable break.
Chad Reed, Water Utility Director, displayed day snapshot of water demand, being
8% below. He discussed the status of the Capital Improvement Plan for the water
utility and partnering with Truckee High School for summer help.
Scott Crow, Information Technology Director/CIO, outlined projects including
working with community partners to participate in TNT Tech Teens workshop.
Jillian Steward, Human Resources & Risk Director, highlighted Zack Meyers as the
January Peer Core Values winner, Chuck Fillman's Retirement, two new hires, and
two promotions in IT.
CONSENT CALENDAR
8. Consideration of Approving Vendor Correction of Previously Approved Annual
Procurement Item
By consensus the Board removed Consent Calendar Item #8 from the agenda
re. vendor correction of District's annual service contract for tank cleaning and
inspection to return on the March agenda with staff report.
9. Consideration of Approving an Updated Legal Services Agreement with Porter
Simon Law
Authorized the General Manager to execute an updated legal services
agreement with Porter Simon Law to reflect an increase in General Counsel
and litigation services effective March 1, 2024, as proposed.
10. Consideration of Approval to Award a Contract to Perform Construction Inspection
Services
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Truckee Donner Public Utility District February 7, 2024
Awarded a contract to Construction Materials Engineers (CME) to perform
construction inspection services during calendar 2024 for an amount not to
exceed $300,000, plus a ten percent change order allowance for a total
authorization not to exceed $330,000.
There were no public comments on the consent calendar. Vice President Finn
moved, and Director Aguera seconded to approve consent calendar items 9 and
10. Item #9 vote: (4-1 abstention — Harris). Item #10 vote: (5-0) by roll call vote.
ACTION ITEMS
11. Consideration of Approval to Award the District Pipeline Replacement - 2024
Construction Contract
Awarded the District Pipeline Replacement— 2024 contract to Hansen
Brothers Enterprises in the amount of $2,953,189.50, plus a ten percent
change order allowance of$295,310.50 for a total authorization not to exceed
$3,248,500.
Neil Kaufman, System Engineer, presented the staff report.
There were no public comments.
It was moved by Director Laliotis and seconded by Director Aguera to
approve the recommended action to award a contract for the District
pipeline replacement at a total cost not to exceed $3,248,500. The motion
passed (5-0), by roll call vote.
12. Consideration of Resolution 2024-01 Authorizing the Execution of Lot Line
Adjustments to District Owned Properties within Truckee River Regional Park
Adopted Resolution 2024-01, Authorizing the Execution of Lot Line
Adjustments Between Properties Owned by Truckee Donner Public Utility
District, Truckee Donner Recreation and Park District and Truckee Sanitary
District.
General Manager Brian Wright gave the staff report.
Louise Zabriskie, President Friends of the Truckee Library, introduced
Kathleen Eagan, Michael Rogers, and April Cole. Ms. Zabriskie thanked the
District for their support with the library. Ms. Eagan acknowledged the District's
participation with the park downtown, the high school, and now the lot line
adjustments for the library and provided updates on the project milestones.
Sven Leff, General Manager, Truckee-Donner Recreation and Park District,
thanked the District for years of partnership and for their role with this project
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Truckee Donner Public Utility District February 7, 2024
and others, and he indicated the Recreation and Park District Board will be
considering adopting a similar resolution.
Following Board questions and comments, it was moved by Director
Harris and seconded by Vice President Finn to adopt Resolution 2024-01
as recommended. The motion passed (5-0), by roll call vote.
WORKSHOP
13. Facilities Master Plan Progress Update
Brian Yohn, General Services Manager, presented the staff report. Andrew
Todd, JK Architecture and Engineering, gave an overview on the Corporation
Yard 2020 Master Plan, along with options for a single site and split concept.
General Manager Brian Wright discussed potential locations and a third option
for a new combined site.
There were no public comments.
Following Board discussion, the presentation was received; and by
consensus, feedback and direction was provided to staff to obtain
information about a third option for a new single campus site.
14. 2024 Public Information Department Plan and Communications Strategy
Alex Spychalsky, Communications Specialist, gave the staff report. Steven
Poncelet was present virtually.
There were no public comments.
Board members received this informational report, and discussed legal
requirements for the website, potential quarterly newsletter, continued
improvements, informational stuffer for those receiving mailed billing,
and effective communications.
The Board recessed briefly at 7:58 p.m. and reconvened at 8:08 p.m.
15. Integrated Resources Plan Presentation by Aspen Environmental Group
Jared Carpenter, Electric Utility Director, introduced the staff report and
provided comments throughout the presentation. Present virtually from Aspen
Environmental Group were Catherine Elder and Joe Long. Present virtually
from Flynn RCI was Pushkar Wagle. Ms. Elder reviewed the Integrated
Resource Plan (IRP) and market conditions. Mr. Long covered developing the
load forecast, defining load forecast scenarios, mid-case load modifier results
by month, and revisiting energy efficiency and electrification.
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Truckee Donner Public Utility District February 7, 2024
Mr. Wagle summarized the IRP model features, existing power supply
resources, future power supply resource possibilities, overview of IRP
methodology, recommended resource portfolio, electric supply mix under
recommended portfolio, recommended portfolio RPS (renewable portfolio
standard) and GHG (greenhouse gas)-free levels vs. requirements,
recommended portfolio seasonal supply stack: December vs. August 2040,
recommended portfolio performance relative to alternative portfolio (reliability,
environmental criteria, and uncertainty), and summary that recommended
portfolio meets the desired criteria.
Ms. Elder presented concluding remarks.
There were no public comments.
The Directors and District Counsel Gross asked questions and provided
feedback on the Integrated Resources Plan. Electric Utility Director
Carpenter and consultants responded. General Manager Wright indicated
the presentation will be made available and additional feedback may be
received prior to finalization.
ROUTINE BUSINESS
16. Approval of the Treasurer's Report - February 2024
There were no public comments.
Director Aguera moved, and Vice President Finn seconded to approve the
Treasurer's Report for February 2024. The motion passed (5-0), by roll call
vote.
17. Approval of the Minutes for January 17, 2024
There were no public comments.
Director Harris moved and Vice President Finn seconded to approve the
meeting minutes for January 17, 2024. The motion passed (5-0), by roll call
vote.
CLOSED SESSION
18. Closed Session Pursuant to Government Code Section 54956.9(d)(2), Conference
with Legal Counsel, Exposure to Litigation, Two Cases.
There were no public comments.
At 9:54 p.m. President Bender recessed the meeting to Closed Session for
5
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Truckee Donner Public Utility District February 7, 2024
the purposes stated above.
The meeting reconvened at 10:07 p.m. with no reportable action.
ADJOURNMENT
MEETING ADJOURNED AT 10:07 P.M.
TRUCKEE DONNER PUBLIC UTILITY DISTRICT
Jeff Bender, President
Respectfully Submitted, , Brian C. Wright General Manager
6
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TRUCKEE DONNER PUBLIC UTILITY DISTRICT
REGULAR BOARD MEETING MINUTES
TDPUD BOARD ROOM, 11570 DONNER PASS ROAD, TRUCKEE, CA
6:00 PM, WEDNESDAY, APRIL 3, 2024
1. Call to Order
The meeting of the Board of Directors of the Truckee Donner Public Utility District
was called to order at 6:10 p.m. by Vice President Finn.
2. Roll Call
Directors Present: Aguera, Laliotis, and Vice President Finn.
Directors Absent: Harris and President Bender.
Employees Present: Brian Wright, Jared Carpenter, Chad Reed, Steven
Poncelet, Michael Salmon, Scott Crow, Trey Griffin, Sarah Kraker, Allison Spani
3. Pledge of Allegiance
Director Laliotis lead the Pledge of Allegiance.
4. Changes to the agenda - None
5. Public Comment on items not on the agenda.
Courtney Murrell thanked the District for its service and reliability during recent
storms.
DIRECTOR UPDATE
6. Vice President Finn shared there will be a Governing Partners meeting of the
Climate Transportation Alliance (CTA) this week and a public quarterly CTA
meeting on April 121"
DEPARTMENT UPDATES
7. Jared Carpenter, Electric Utility Director, indicated some minor repairs are being
completed following the March storm; and power is available and will be restored to
homes upon completion of their repairs. February power purchase was greener
and cheaper than 2023, and trend is reducing for power outages.
Chad Reed, Water Utility Director, reported demand for water is down for first three
months of the year. He shared information about a successful collaborative with
Alder Creek Middle School, the Truckee Donner Public Utilities District, Truckee
Sanitation District and Tahoe Truckee Sanitation Authority on the urban water
cycle, conservation, environmental stewardship, proper usage of sewer system,
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Truckee Donner Public Utility District April 3, 2024
efficiency of operations by engineering, and methods of treating sewage.
Michael Salmon, Chief Financial Officer, on behalf of Human Resources, shared
the District held CPR training and Spring Equinox sunrise yoga; announced March
core value recognition winners Kris Cullen, Facilities Maintenance Technician and
Carlos Reyes, Customer Service Representative. Relative to Accounting and
Finance, Mr. Salmon communicated Moss Adams began field work this week on
the 2023 financial audit, and he displayed the "part of the month" being a swivel
hook invoiced at $1,300.
Steven Poncelet, Public Information Officer, provided an update on
Communications & Strategic Affairs, including filing the first compliance report on
carb advance clean fleets regulation; and participation in two carb workshops, one
on implementation of AB 1594 and the other with the rules provision committee on
the purchase exemption. Mr. Poncelet relayed the State Water Resources Control
Board released a report in March on conservation as a way of life, conveying the
Analyst found the report complex, expensive and only saves 1% of water so staff is
contributing to potential modifications. In the future, staff will be attending two
policy conferences.
Brian Wright, General Manager, as the District representative, gave an update on
the Truckee River Revitalization Steering Committee.
PUBLIC HEARING
8. Public Hearing Related to Adoption of the Annual Electric and Water Standby
Charges
A. Conducted a public hearing at the regularly scheduled District Board
Meeting on April 3, 2024, at 6:00 p.m., or as soon thereafter, to receive input
on the adoption of annual Electric and Water Standby Charges.
Vice President Finn opened the public hearing at 6:35 p.m.
Michael Salmon, Chief Financial Officer, presented the staff report.
There were no public comments, so Vice President Finn closed the public
hearing at 6:39 p.m.
Director Laliotis inquired about exceptions and staff responded.
B. Director Laliotis moved, and Director Aguera seconded to adopt the
following resolutions:
1. Resolution 2024-05 Continuing and Fixing Water Standby Charges
for the Fiscal Year 2024-2025;
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Truckee Donner Public Utility District April 3, 2024
2. Resolution 2024-06 Continuing and Fixing Electric Standby
Charges for the Fiscal Year 2024-2025;
3. Resolution 2024-07 Requesting Collection of Electric and Water
Standby Charges on Placer County Tax Roll; and
4. Resolution 2024-08 Fixing and Placing Electric and Water Standby
Charges on County of Nevada Tax Roll for Collection.
The motion passed (3 ayes: Aguera, Laliotis and Finn; 0 noes; 2 absent:
Harris & Bender), by roll call vote.
CONSENT CALENDAR
There were no public comments on the consent calendar.
9. Considering Approval of a Vendor Correction to a Previously Approved Annual
Procurement Item
Authorized the General Manager to correct an administrative error in the award
of a procurement contract for the District's aggregate & asphalt materials
approved in the FY24 Annual Contract and Procurements item from the
December 6, 2023, Board meeting, whereby:
A. The Board rescinded approval of the procurement contract with
Western Nevada Supply for aggregate & asphalt purchase for an
amount not to exceed $250,000; and
B. The Board approved a procurement contract with Teichert Rock
Products for aggregate and asphalt purchase for an amount not to
exceed $250,000.
10. Considering Approval of a Professional Services Contract with JK Architecture and
Engineering for the District's Facilities Master Plan Update for 2024
Authorized the General Manager to execute a professional services contract
with JK Architecture and Engineering for the completion of the District's 2024
Facilities Master Plan Update in the amount of $53,000, plus a 10%
contingency authorization, for a total contract not to exceed $58,300.
11. Considering Approval of a Professional Services Contract with MOBILETrak for the
District's Warehouse Bar Coding Project
Authorized the General Manager to execute a service contract with
MOBILETrak for the District's warehouse barcoding project, including entering
into a one-year software subscription, procurement of necessary hardware,
and setup implementation service fees totaling $19,590, plus a 10% change
order authorization for a total contract amount not to exceed $21,500.
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Truckee Donner Public Utility District April 3, 2024
12. Considering Approval of a Commercial Customer Electric Utility Bill Reconciliation
1. Authorized the General Manager to execute a settlement agreement
with Dave's Old 40 for the reconciliation of electric utility service
metering discrepancies and associated costs; and
2. Approved the reimbursement of billed electric utility services to Dave's
Old 40 in the amount of$20,080.65.
13. Consideration for Approval of a Professional Services Contract for Electric
Engineering Support with Qualus, LLC
Authorized the General Manager to execute a professional services contract
for electrical engineering support for 2024 with Qualus Services, LLC. This
contract shall be substantially the form presented, subject to legal counsel
review and/or minor administrative edits as determined necessary.
14. Considering Approval of a Professional Services Contract with Regional
Government Services
Authorized the General Manager to execute a professional services agreement
with Regional Government Services for a total contract amount not to exceed
$62,000.
Director Laliotis moved and Director Aguera seconded to approve consent
calendar items 9-14. The motion passed (3 ayes: Aguera, Laliotis and Finn; 0
noes; 2 absent: Harris & Bender), by roll call vote.
ACTION ITEMS
15. Consider the Approval of the District's Integrated Resources Plan (IRP)
Jared Carpenter, Electric Utility Director, gave a presentation on the Integrated
Resources Plan including review, load forecast, load modifiers, recommended
resource portfolio, renewable portfolio standard and green house gas-free levels
vs. requirements, and financial considerations and review.
Deirdre Henderson, 100% Renewal Truckee, thanked the Board for the IRP and
expressed support for it.
General Manager Brian Wright summarized the presentation and responded to
questions from the Board.
It was moved by Director Laliotis and seconded by Director Aguera:
4
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Truckee Donner Public Utility District April 3, 2024
A. Provided feedback and direction to staff; and
B. Approved the District's Integrated Resource Plan (IRP) as
proposed.
The motion passed (3 ayes: Aguera, Laliotis and Finn; 0 noes; 2 absent:
Harris & Bender), by roll call vote.
16. Consideration of Review of the District's Purchase Power Plan for FY23
Jared Carpenter, Electric Utility Director's, presentation covered power purchase
review, generation supply mixture, three-year financial comparison, renewable
portfolio standard and renewable energy, cap and trade revenue,
There were no public comments.
The Board asked questions, staff responded, and the Board provided
input on the District's actual versus budgeted purchase power costs and
energy consumption for FY23.
17. Consideration of Approval of a Contract with GEI Consulting for Martis Valley GMP
5-Year Update
Steven Poncelet, Public Information Officer, gave the staff report on the ground
water management plan, and he responded to questions.
There were no public comments.
It was moved by Director Laliotis and seconded by Director Aguera to
authorize the General Manager to enter into a contract with GEI
Consulting, contingent on approval of joint funding with Northstar
Community Services District and Placer County Water Agency, for an
amount of$104,119, plus a 10% change order authorization of $10,412,
for a total not to exceed contract amount of $114,531. The motion passed
(3 ayes: Aguera, Laliotis and Finn; 0 noes; 2 absent: Harris & Bender), by
roll call vote.
18. Consideration of Approval of an MOU Among the District, Northstar Community
Services District, Placer County Water Agency, and Truckee River Watershed
Council Regarding the Martis Valley Groundwater Basin
Steven Poncelet, Public Information Officer, gave the staff report, and he
responded to questions.
Beth Christman, Truckee River Watershed Council, expressed support for working
with the PUD on the watershed stewardship initiative.
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Truckee Donner Public Utility District April 3, 2024
Michele Prestowitz, Truckee River Watershed Council, said they are looking
forward to meeting with staff on the watershed stewardship and offered the
Council's support.
It was moved by Director Laliotis and seconded by Director Aguera to
authorize the General Manager to execute the Memorandum of
Understanding between the District, Northstar Community Services
District, Placer County Water Agency, and Truckee River Watershed
Council Regarding the Martis Valley Groundwater Basin. The motion
passed (3 ayes: Aguera, Laliotis and Finn; 0 noes; 2 absent: Harris &
Bender), by roll call vote.
19. Consideration of Acceptance of the District's Fiscal Year End 2023 Budget
Performance Review and Fund Transfers
Michael Salmon, Chief Financial Officer, summarized the staff report.
There were no public comments.
It was moved by Director Laliotis and seconded by Director Aguera
to:
A. Accept the report of Budget Performance for 2023 end of year,
which includes variances identified since the adoption of the
budget for 2023.
B. Consistent with Budget FY24 Financial Master Plan expectations,
authorize internal book fund transfers as of 12/31/2023 as follows:
1. Electric Utility - $475,763 from General Fund Operating
Reserve to Rate Reserve, for CVPIA litigation settlement
proceeds received in 2023
2. Water Utility - $1,985,000 from General Fund Operating
Reserve to Capital Reserve, for capital expenditure timing
variances between years in 2023.
The motion passed (3 ayes: Aguera, Laliotis and Finn; 0 noes; 2
absent: Harris & Bender), by roll call vote.
WORKSHOP
20. Consideration of Review of the District's 2023 Water Utility Annual Consumer
Confidence Reports
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Truckee Donner Public Utility District April 3, 2024
Chad Reed, Water Utility Director, presented the staff report, covering
background/history, Truckee-Main System and Hirschdale System reports, no
violations over maximum contaminant, report distributed in May, testing protocol,
included in budget.
There were no public comments.
Board members provided feedback, and staff responded to Board questions.
The Board reviewed the Truckee Donner Public Utility District's Main
System and Hirschdale System's 2023 Water Quality Consumer
Confidence Reports.
ROUTINE BUSINESS
21. Consideration of Approval of the Treasurer's Report for April 2024
There were no public comments.
A motion was made by Aguera and seconded by Laliotis to approve the
Treasurer's Report for April 2024 along with the recommended actions. The
motion passed (3 ayes: Aguera, Laliotis and Finn; 0 noes; 2 absent: Harris &
Bender), by roll call vote.
22. Consideration of Approval of the Meeting minutes for February 7, and March 6,
2024
There were no public comments. Director Laliotis noted the minutes included in the
packet were for January 17, 2024 instead of February 7, 2024, so the February 7,
2024 minutes will be placed on a future agenda for approval.
It was moved by Director Laliotis and seconded by Vice President Finn to
approve the March 6, 2024 Board meeting minutes. The motion passed (3
ayes: Aguera, Laliotis and Finn; 0 noes; 2 absent: Harris & Bender), by roll
call vote.
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Truckee Donner Public Utility District April 3, 2024
CLOSED SESSION
23. Performance Review Pursuant to Govt. Code section 54957(b). Title: General
Manager
24. Closed Session Pursuant to Government Code Section 54956.9(d)(2), Conference
with Legal Counsel, Exposure to Litigation, Three Cases.
There were no public comments.
At 8:42 p.m. Vice President Finn recessed the meeting to Closed Session for
the purposes stated above.
The meeting reconvened at 9:59 p.m. with no reportable action.
ADJOURNMENT
MEETING ADJOURNED AT 9:59 PM.
TRUCKEE DONNER PUBLIC UTILITY DISTRICT
Jeff Bender, President
Respectfully Submitted, , Brian C. Wright, General Manager
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AGENDA ITEM #19
Public Utility District m
MEETING DATE: May 1, 2024
TO: Board of Directors
FROM: Melanie Rives, Finance & Accounting Manager
SUBJECT: Consider Approval of the Treasurer's Report, May 2024
ATTACHMENTS:
1. 2024-05 Treasurers Report
Page 1 of 1
Page 203 of 215
TRUCKEE DONNER PUBLIC UTILITY DISTRICT
TREASURER'S REPORT
May 1 , 2024
Fund Balances for the Month February 29, 2024
(Preliminary — pending year-end close and annual audit)
And
Disbursements for the Month March 31, 2024
(includes Government Code section 53065.5 items)
Page 1 of 12
Page 204 of 215
TRUCKEE DONNER PUBLIC UTILITY DISTRICT
Summary report of fund balances for the month ending February 29, 2024, and
disbursements for March 2024.
1) REQUEST FOR APPROVAL OF DISBURSEMENTS and Check Summary
The attached listing of checks and ACH payments issued during March 2024 total $4,117,204.55
in disbursements.
2) EMPLOYEE REIMBURSEMENT FOR INDIVIDUAL CHARGES
Per Government Code 53065.5:
Each special district, as defined by subdivision (a) of Section 56036, shall, at least annually, disclose any
reimbursement paid by the district within the immediately preceding fiscal year of at least one hundred
dollars ($100)for each individual charge for services or product received. "Individual charge" includes,
but is not limited to, one meal, lodging for one day, transportation, or a registration fee paid to any
employee or member of the governing body of the district. The disclosure requirement shall be fulfilled by
including the reimbursement information in a document published or printed at least annually by a date
determined by that district and shall be made available for public inspection.
The Disbursements listing referenced in 1) includes above subject reimbursements information, as
applicable.
3) STATEMENT OF GENERAL FUND:
As of February 29, 2024, the balance in the General Fund was $14,780,462 (Electric $7,665,504
and Water $7,114,958).
4) FUNDS STATUS REPORT:
The total of all funds held in cash and on deposit with US Bank, the Local Agency Investment
Fund, Placer County Investment Fund, Utah Public Treasurers' Investment Fund and TVI
Investments as of February 29, 2024, was $52,252,280 ($36,040,415 Electric and $16,211,866
Water).
5) INVESTMENT STATUS REPORT:
The majority of the District's investments are in California's Local Agency Investment Fund (LAIF),
Utah Public Treasurers' Investment Fund (UPTIF)and the Placer County Investment Fund (PCIF).
The earnings rates for the last 13 months were:
LAIF PCIF UPTIF 1 YR T-B ILL TVI
February 2023 2.62% 2.23% 4.66% 4.78% 0.55%
March 2023 2.83% 2.42% 4.80% 4.43% 0.55%
April 2023 2.87% 2.65% 5.01% 4.57% 0.55%
May 2023 2.99% 2.71% 5.06% 4.94% 0.55%
June 2023 3.17% 2.71% 5.18% 5.13% 0.55%
July 2023 3.31% 2.80% 5.18% 5.11% 0.55%
August 2023 3.43% 2.95% 5.30% 5.11% 0.55%
September 2023 3.53% 3.06% 5.43% 5.19% 0.55%
October 2023 3.67% 3.11% 5.43% 5.14% 0.55%
November 2023 3.84% 3.13% 5.49% 4.54% 0.55%
December 2023 3.93% 3.31% 5.48% 4.55% 0.55%
January 2024 4.01% 3.42% 5.48% 4.56% 0.55%
February 2024 4.12% 3.45% 5.48% 4.76% 0.55%
Page 2 of 12
Page 205 of 215
TRUCKEE DONNER PUBLIC UTILITY DISTRICT
Request for Approval of Disbursements
The disbursements of the Truckee Donner Public Utility District for the month of March 2024
totaled $4,117,204.55. A listing of those disbursements is attached.
AP DISBURSEMENTS METRICS (excludes Payroll):
Accounts Payable (A/P) Metrics
$ A/P Disbursements
7,000,000.00
6,000,000.00
5,000,000.00
4,000,000.00
3,000,000.00 —
2,000,000.00
1,000,000.00
0.00
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
■2020 ■2021 ■2022 ■2023 ■2024
# A/P Payments Issued
400
350
300 —
250 - I
200
150
100
50
0 '
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
■2020 ■2021 ■2022 ■2023 2024
# A/P I nvoices Vouchered
1,200 —
1,000
800
600
400
200 IIII I II
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
■2020 ■2021 ■2022 ■2023 2024
Page 3 of 12
Page 206 of 215
Truckee Donner Public Utility District
Check Register CA
March 2024 Gov.Code
53605.5
Checklfran Date Type Vendor Vendor Name Item Reference Amount
5888 3/1/2024 WIRE 10360 AFLAC EMPLOYEE PAID INSURANCE $ 1,360.38
5889 3/1/2024 WIRE 6731 CALIFORNIA DEPARTMENT OFTAX AND FEE HAZARDOUS MATERIAL COMPLIANCE 345.00
5902 3/1/2024 WIRE 6731 CALIFORNIA DEPARTMENT OF TAX AND FEE USE TAX PAYABLE 426.00
41512 3/7/2024 DD 544O ALTEC INDUSTRIES INC REPAIRS&MAINTENANCE 358.34
41513 3/7/2024 DD 1537 AMAZON CAPITAL SERVICES,INC EMPLOYEE DEVELOPMENT 493.00
41514 3/7/2024 DD 2251 ASPEN ENVIRONMENTAL GROUP PROFESSIONAL SERVICES:STRATEGIC PLAN-IRP 6,636.00
41515 3/7/2024 DD 577 COOPERATIVE RESPONSE CENTER INC. ANSWERING SERVICE 4,234.04
41516 3/7/2024 DD 524 DE LAGE LANDEN OPERATIONAL SERVICES LLC XEROX COPIER LEASE 2,412.12
41517 3/7/2024 DD 9334 EMPLOYEE VISION REIMBURSEMENT 313.95
41518 3/7/2024 DD 1167 ERPR,LLC PROFESSIONAL SERVICES:MARKETING 1,000.00
41519 3/7/2024 DD 949 FERGUSON ENTERPRISES INC 1423 METERS PURCHASE 19,940.06
41520 3/7/2024 DD 1296 GOVINVEST PROFESSIONAL SERVICES:OTHER 4,400.00
41521 3/7/2024 DD 109 J.L.WINGERTCO. MATERIALS&SERVICES 5,258.51
41522 3/7/2024 DD 115 KIMBALL-MIDWEST MISC PARTS&SUPPLIES 149.93
41523 3/7/2024 DD 1149 LOOMIS BANKING CHARGES 849.54
41524 3/7/2024 DD 1523 M-3 CONSTRUCTION INC PIONEER TRAIL BOOSTER PUMP STATION 9,694.09
41525 3/7/2024 DD 1312 MILSOFT UTILITY SOLUTIONS LICENSING,MAINTENANCE&SUPPORT 3,999.96
41526 3/7/2024 DD 1099 MOANA NURSERY PROFESSIONAL SERVICES:OTHER 263.00
41527 3/7/2024 DD 4720 MOUNTAIN HARDWARE AND SPORTS MATERIALS&SERVICES 101.83
41528 3/7/2024 DD 5130 NCPA MEMBERSHIP DUES 13,510.00
41529 3/7/2024 DD 6403 NEVADA POWER COMPANY PURCHASED POWER-SPPC&NEVADA POWER 74,970.40
41530 3/7/2024 DD 289 NISC JANUARY 2O24 PRINT SERVICES 18,405.22
41531 3/7/2024 DD 1079 O'REILLY AUTO PARTS REPAIRS&MAINTENANCE 366.71
41532 3/7/2024 DD 9923 STEVEN PONCELET* MEETING EXPENSES 167.75
41533 3/7/2024 DD 1512 PONDER ENVIRONMENTAL SERVICES INC ENVIRONMENTAL COMPLIANCE FEES 578.00
41534 3/7/2024 DD 6402 SIERRA PACIFIC POWER CO PURCHASED POWER-SPPC&NEVADA POWER 87,602.40
41535 3/7/2024 DD 1787 SILVER STATE INTERNATIONAL TRUCKS MISC PARTS&SUPPLIES 2,286.18
41536 3/7/2024 DD 1O414 SNAP-ON INDUSTRIAL PERSONAL CHARGE-R.PURSEL 875.86
41537 3/7/2024 DD 11304 STELLA-JONES CORPORATION INVENTORY 67,843.39
41538 3/7/2024 DD 349 STRADLING YOCCA CARLSON&RAUTH P.C. GC MELLO ROOS ADMIN COSTS 12,868.04
41539 3/7/2024 DD 26 THE BANK OF NEW YORK MELLON DEBT PAYMENTS MONTHLY FUNDINGS(3 COPS) 210,685.64
41540 3/7/2024 DD 1176 TRUCKEE FAMILY EYECARE OPTOMETRY,INC VISION REIMBURSEMENT 1,194.00
41541 3/7/2024 DD 10584 UAMPS PURCHASED POWER-LAMPS 1,251,288.98
41542 3/7/2024 DD 10380 ULINE MATERIALS&SERVICES 991.27
41543 3/7/2024 DD 2236 UNIFIRST EMPLOYEE UNIFORM CLEANING SERVICES 409.23
41544 3/7/2024 DD 1528 UNISYS CORPORATION COMPUTER SOFTWARE MAINTENANCE&SUPPORT 1,620.18
41545 3/7/2024 DD 1538 USA FLEET SOLUTIONS MISC PARTS&SUPPLIES 1,382.70
41546 3/7/2024 DD 320 W&T GRAPHICS PERSONNEL EXPENSES 2,587.80
41547 3/7/2024 DD 9961 MATTHEW WELUSE` EMPLOYEE DEVELOPMENT 149.00
41548 3/7/2024 DD 816 WESTERN ENVIRONMENTAL TESTING WATER SAMPLE ANALYSIS 1,030.00
41549 3/7/2024 DD 7820 WESTERN NEVADA SUPPLY CO INVENTORY 18,463.05
134291 3/7/2024 CHK 134 ANIXTER INC. INVENTORY 5,046.62
134292 3/7/2024 CHK 657 AT&T COMMUNICATIONS 629.89
134293 3/7/2024 CHK 240 AUDIO ON-HOLD ON-HOLD PHONE SYSTEM 79.00
134294 3/7/2024 CHK 1054 COCHRANE FAMILY EYECARE VISION REIMBURSEMENT 644.00
134295 3/7/2024 CHK 5661 DOORKING,INC BUILDING MAINTENANCE 53.95
134296 3/7/2024 CHK 348 EDGES ELECTRICAL GROUP MATERIALS&SERVICES 9.97
134297 3/7/2024 CHK 99999 JOHNH EFT CUSTOMER REFUND-CLOSED ACCOUNT 163.03
134298 3/7/2024 CHK 78 FEDERAL EXPRESS CORPORATION PREPAID POSTAGE 54.61
134299 3/7/2024 CHK 99999 LARRY GRAY CUSTOMER REFUND-CLOSED ACCOUNT 163.03
134300 3/7/2024 CHK 99999 MR BRYCE HARPER CUSTOMER REFUND-CLOSED ACCOUNT 225.00
134301 3/7/2024 CHK 1577 HUNT&SONS,LLC FUEL/OIL FOR VEHICLES 9,874.12
134302 3/7/2024 CHK 6401 LIBERTY UTILITIES ELECTRIC FOR PUMP STATION 1,682.88
134303 3/7/2024 CHK 923 NETXPERTSINC LICENSING,MAINTENANCE&SUPPORT 5,904.00
134304 3/7/2024 CHK 970 NORTHERN CALIFORNIA JOINT POLE ASSN MEMBERSHIP DUES 9.32
134305 3/7/2024 CHK 5151 NRECA INSURANCE 17,439.87
134306 3/7/2024 CHK 5150 NRECA GROUP BENEFITSTRUST INSURANCE 244,230.25
134307 3/7/2024 CHK 5222 ODP BUSINESS SOLUTIONS LLC FACILITY SUPPLIES 69.94
134308 3/7/2024 CHK 1540 P31 ENTERPRISES CONTRACT SERVICES:ROW TREE CLEARING 47,394.12
134309 3/7/2024 CHK 10101 PITNEY BOWES OFFICE SUPPLIES 1,668.15
134310 3/7/2024 CHK 10808 RAILROAD MANAGEMENT CO LLC LEASE:O/H POWER LINE XING 2,555.60
134311 3/7/2024 CHK 10720 SNOQUIP REPAIRS&MAINTENANCE 810.11
134312 3/7/2024 CHK 10761 SOUTHWEST GAS CORP. UTILITIES:NATURAL GAS 4,325.68
134313 3/7/2024 CHK 6920 TAHOE TRUCKEE SIERRA DISPOSAL LANDFILL CHARGES 2,815.96
134314 3/7/2024 CHK 1005O TOWN OF TRUCKEE CONTRACT SVCS:PAVING/SLURRY 100,400.00
134315 3/7/2024 CHK 11041 TRUCKEE PAINT MART INC. MATERIALS&SERVICES 54.46
134316 3/7/2024 CHK 1308 TRUCKEE TIRE REPAIRS&MAINTENANCE 270.00
134317 3/7/2024 CHK 44444 DOUGLAS YOUD INCENTIVES-EV CHARGERS 950.00
5891 3/14/2024 PL PL PAYROLL PAYROLL DIRECT DEPOSIT 375,306.52
5892 3/14/2024 WIRE 905 HEALTHEQUITY INC. EMPLOYEE HSA CONTRIBUTIONS PPE 03/08/24 1,111.41
5893 3/14/2024 WIRE 11233 CALIPERS CALIPERS CONTRIBUTIONS PPE 03/08/2024 71,526.68
5894 3/14/2024 WIRE 731O INTERNAL REVENUE SERVICE FEDERAL/FICA WITHHOLDING PPE 03/08/2024 147,034.86
5895 3/14/2024 WIRE 3824 MISSIONSQUARE MISSIONSQUARE CONTRIBUTIONS PPE 03/08/24 34,695.93
5896 3/14/2024 WIRE 3094 EMPLOYMENT DEV DEPT SDI/STATE WITHHOLDING PPE 03/08/2024 27,775.24
5897 3/14/2024 WIRE 540 CALIPERS 457 DEFERRED COMP PRGM CALIPERS 457 CONTRIBUTIONS PPE 03/08/2024 33,863.39
5899 3/14/2024 WIRE 1359 CALIPERS OPEB-CERBT MONTHLY CONTRIBUTION 10,417.00
41628 3/14/2024 DD 856 ACLARA TECHNOLOGIES LLC LICENSING,MAINTENANCE&SUPPORT 20,150.00
41629 3/14/2024 DD 1537 AMAZON CAPITAL SERVICES,INC COMPUTER EXPENSES 321.27
41630 3/14/2024 DD 1255 BENNETT BINNS ARCHITECTS OFFICE REMODEL-INTERIOR DESIGN 783.75
41631 3/14/2024 DD 9157 JOSHUA J CAMPBELL' EMPLOYEE DEVELOPMENT 103.36
41632 3/14/2024 DD 9205 SHANE CHRISTIAN 53605.5 ELECTRICIAN CERTIFICATION 100.00
41633 3/14/2024 DD 736 FACTORY MOTOR PARTS MISC PARTS&SUPPLIES 342.34
41634 3/14/2024 DD 361 FIRST CHOICE SERVICES FACILITY SUPPLIES 107.45
41635 3/14/2024 DD 382O 1BEW LOCAL 1245 UNION DUES-MARCH 7,524.12
41636 3/14/2024 DD 2232 JKAE FACILITIES MASTER PLAN 2,400.00
41637 3/14/2024 DD 9738 ZACKARY MEYERS' EMPLOYEE DEVELOPMENT 966.00
41638 3/14/2024 DD 1OD08 MOTION&FLOW CONTROL PRODUCTS,INC. MISC PARTS&SUPPLIES 79.18
41639 3/14/2024 DD 1079 O'REILLY AUTO PARTS REPAIRS&MAINTENANCE 584.31
41640 3/14/2024 DD 775 ONLINE INFORMATION SERVICES CREDIT CHECK SERVICES 145.40
41641 3/14/2024 DD 758 PAMELA HURT ASSOCIATES EMPLOYEE DEVELOPMENT 5,500.00
41642 3/14/2024 DD 9942 BENJAMIN SILVA' EMPLOYEE DEVELOPMENT 966.00
41643 3/14/2024 DD 1787 SILVER STATE INTERNATIONAL TRUCKS REPAIRS&MAINTENANCE 717.82
41644 3/14/2024 DD 1511 SONSRAY MACHINERY DUMP TRAILER 54,960.60
41645 3/14/2024 DD 712 TRUCKEE DONNER PUD PURCHASED POWER-STAMPEDE HYDRO GENERAT 33,084.71
41646 3/14/2024 DD 2236 UNIFIRST EMPLOYEE UNIFORM CLEANING SERVICES 409.23
41647 3/14/2024 DD 816 WESTERN ENVIRONMENTAL TESTING WATER SAMPLE ANALYSIS 684.00
Page l of Page 4 of 12
Page 207 of 215
Truckee Donner Public Utility District
Check Register CA
March 2024 Gov.Code
53605.5
Checklfran Date Tyne Vendor Vendor Name Item Reference Amount
41648 3/14/2024 DD 7820 WESTERN NEVADA SUPPLY CO INVENTORY 30,175.51
41649 3/14/2024 DD 9968 BRIAN WRIGHT' MEETING EXPENSES 104.96
134318 3/14/2024 CHK 134 ANIXTER INC. INVENTORY 12,213.82
134319 3/14/2024 CHK 657 AT&T COMMUNICATIONS 1,425.32
134320 3/14/2024 CHK 1527 AT&T MOBILITY CELL PHONE CHARGES 3,055.06
134321 3/14/2024 CHK 99999 DENISE BLACKMUN CUSTOMER REFUND-CLOSED ACCOUNT 100.15
134322 3/14/2024 CHK 1D06 CALIFORNIA STATE DISBURSEMENT UNIT CHILD SUPPORT PPE 03/08/2024 115.38
134323 3/14/2024 CHK 9176 JARED CARPENTER* MEETING EXPENSES 132.00
134324 3/14/2024 CHK 528 SHANNON HOYT EMPLOYEE DEVELOPMENT 353.00
134325 3/14/2024 CHK 10932 1&L FOOD MART&CARWASH REPAIRS&MAINTENANCE 50.00
134326 3/14/2024 CHK 468 MAITA CHEVROLET REPAIRS&MAINTENANCE 398.47
134327 3/14/2024 CHK 9699 SEAN P MCMAHON* EMPLOYEE DEVELOPMENT 305.26
134328 3/14/2024 CHK 99999 GABRIELA PARTIDA-TREJO CUSTOMER REFUND-CLOSED ACCOUNT 50.78
134329 3/14/2024 CHK 99999 PORTOFSUBS CUSTOMER REFUND-CLOSED ACCOUNT 2,375.00
134330 3/14/2024 CHK 99999 MISS KATHERINE SALPAS CUSTOMER REFUND-CLOSED ACCOUNT 18.21
134331 3/14/2024 CHK 669 STATE WATER RESOURCES CONTROL BOARD EMPLOYEE DEVELOPMENT 100.00
134332 3/14/2024 CHK 682 VERIZON WIRELESS CELL PHONE CHARGES 3,159.93
41650 3/21/2024 DD 544O ALTEC INDUSTRIES INC REPAIRS&MAINTENANCE 1,565.08
41651 3/21/2024 DD 1537 AMAZON CAPITAL SERVICES,INC FACILITY SUPPLIES 1,576.33
41652 3/21/2024 DD 2263 CASHMAN EQUIPMENT COMPANY REPAIRS&MAINTENANCE 1,973.87
41653 3/21/2024 DD 9205 SHANE CHRISTIAN* EMPLOYEE DEVELOPMENT 110.00
41654 3/21/2024 DD 10650 EUROFINS EATON ANALYTICAL INC. WATER SAMPLE ANALYSIS 66.00
41655 3/21/2024 DD 949 FERGUSON ENTERPRISES INC 1423 MATERIALS&SERVICES 7,722.01
41656 3/21/2024 DD 1484 FUENTES CONSULTING LLC SAFETY MEETING 1,117.57
41657 3/21/2024 DD 3349 GLOBAL RENTAL CO INC RENTAL VEH ICLE 3,662.83
41658 3/21/2024 DD 3480 GRAINGER INC. FACILITY SUPPLIES 1,140.61
41659 3/21/2024 DD 9467 EMPLOYEE VISION REIMBURSEMENT 188.35
41660 3/21/2024 DD 1577 HUNT&SONS,LLC FUEL/OIL FOR VEHICLES 8,299.96
41661 3/21/2024 DD 495 INERTIA ENGINEERING INC. RECLOSERS,REGULATORS,CONTROLS,SWITCHES 27,881.63
41662 3/21/2024 DD 1305 JW WELDING SUPPLIES&TOOLS MATERIALS&SERVICES 393.24
41663 3/21/2024 DD 115 KIMBALL-MIDWEST MISC PARTS&SUPPLIES 276.17
41664 3/21/2024 DD 1496 LAUNCH CONSULTING GROUP PROFESSIONAL SERVICES:PROGRAM DELIVERY 7,200.00
41665 3/21/2024 DD 11025 MOONSHINE INK MARKETING 556.00
41666 3/21/2024 DD 965 MOSS ADAMS LLP PROFESSIONAL SERVICES:AUDIT 3,150.00
41667 3/21/2024 DD 617 MOUNTAIN EAP EMPLOYEE RELATIONS&WELLNESS PROGRAM 225.00
41668 3/21/2024 DD 4720 MOUNTAIN HARDWARE AND SPORTS MATERIALS&SERVICES 1,205.22
41669 3/21/2024 DD 289 NISC FEBRUARY 2O24 PRINT SERVICES 18,818.76
41670 3/21/2024 DD 1079 O'REILLY AUTO PARTS REPAIRS&MAINTENANCE 98.95
41671 3/21/2024 DD 820 ONESOURCE DISTRIBUTORS INVENTORY 13,520.00
41672 3/21/2024 DD 9915 EMPLOYEE VISION REIMBURSEMENT 155.00
41673 3/21/2024 DD 1512 PONDER ENVIRONMENTAL SERVICES INC ENVIRONMENTAL COMPLIANCE FEES 493.00
41674 3/21/2024 DD 5730 PORTER SIMON PROFESSIONAL SERVICES:GENERAL COUNSEL 29,669.35
41675 3/21/2024 DD 89O QUALUS,LLC MARTIS VALLEY SUBSTATION MODERNIZATION 39,311.00
41676 3/21/2024 DD 4447 SD MYERS LLC MATERIALS&SERVICES 7,138.00
41677 3/21/2024 DD 837 SIERRA OFFICE SOLUTIONS OFFICE SUPPLIES 106.39
41678 3/21/2024 DD 10988 SILVER STATE BARRICADE&SIGNS MATERIALS&SERVICES 49.95
41679 3/21/2024 DD 1D414 SNAP-ON INDUSTRIAL CG TOOL ALLOWANCE 426.10
41680 3/21/2024 DD 9947 ALLISON SPANI 53605.5 STORM DAMAGE-LODGING 496.90
41681 3/21/2024 DD 1357 SWIFT COMMUNICATIONS OF CALIFORNIA GENERAL ADVERTISEMENT 952.00
41682 3/21/2024 DD 7313 TAHOE SUPPLY COMPANY FACILITY SUPPLIES 764.63
41683 3/21/2024 DD 1176 TRUCKEE FAMILY EYECARE OPTOMETRY,INC VISION REIMBURSEMENT 889.00
41684 3/21/2024 DD 10380 ULINE FIELD SUPPLIES 163.62
41685 3/21/2024 DD 2236 UNIFIRST EMPLOYEE UNIFORM CLEANING SERVICES 409.23
41686 3/21/2024 DD 643 UNITED SITE SERVICES OF NEVADA MATERIALS&SERVICES 1,240.86
41687 3/21/2024 DD 10737 US BANK GOVERNMENT SERVICES CREDIT CARD CHARGES 51,821.83
41688 3/21/2024 DD 1546 WATERS CHIROPRACTIC DMV PHYSICAL-C.WISE 140.00
41689 3/21/2024 DD 816 WESTERN ENVIRONMENTAL TESTING WATER SAMPLE ANALYSIS 468.00
41690 3/21/2024 DD 7820 WESTERN NEVADA SUPPLY CO MATERIALS&SERVICES 1,149.33
41691 3/21/2024 DD 10678 WILLDAN FINANCIAL SERVICES GC MR ANNUAL ADMIN COSTS 6,273.38
134333 3/21/2024 CHK 134 ANIXTER INC. SAFETY SUPPLIES 1,721.18
134334 3/21/2024 CHK 579 AWAXX SYSTEMS INC. BUILDING MAINTENANCE 98.10
134335 3/21/2024 CHK 9176 JARED CARPENTER* MEETING EXPENSES 111.00
134336 3/21/2024 CHK 1518 COLUMN SOFTWARE PBC GENERAL ADVERTISEMENT 288.77
134337 3/21/2024 CHK 1D489 CORELOGIC INFORMATION SOLUTIONS INC LICENSING,MAINTENANCE&SUPPORT 521.67
134338 3/21/2024 CHK 348 EDGES ELECTRICAL GROUP MATERIALS&SERVICES 306.62
134339 3/21/2024 CHK 78 FEDERAL EXPRESS CORPORATION FEDERAL EXPRESS CHARGES 87.94
134340 3/21/2024 CHK 1557 HOWELL CONSULTING INC PROFESSIONAL SERVICES:OTHER 9,000.00
134341 3/21/2024 CHK 108O4 JUNIPER HILLS PROPERTY OWNER CONTRACT SERVICES:SNOW REMOVAL 587.00
134342 3/21/2024 CHK 468 MAITA CHEVROLET REPAIRS&MAINTENANCE 764.16
134343 3/21/2024 CHK 99999 JOHN L MITCHELL CUSTOMER REFUND-CLOSED ACCOUNT 132.08
134344 3/21/2024 CHK 999 MOUNTAIN VIBE LLC 20644433 REFUND,BENNA MULTIFAM PRJ 1,948.72
134345 3/21/2024 CHK 99999 MS MARIA PIA NEWMAN CUSTOMER REFUND-CLOSED ACCOUNT 37.02
134346 3/21/2024 CHK 5222 ODP BUSINESS SOLUTIONS LLC OFFICE SUPPLIES 526.84
134347 3/21/2024 CHK 1540 P31 ENTERPRISES STORM DAMAGE 62,187.60
134348 3/21/2024 CHK 1273 PFM INDUSTRIAL FINISHING REPAIRS&MAINTENANCE 250.00
134349 3/21/2024 CHK 10101 PITNEY BOWES OFFICE SUPPLIES 162.38
134350 3/21/2024 CHK 6273 SAILERS ENGINEERING INC SKI RUN TANK REPLACEMENT 3,675.00
134351 3/21/2024 CHK 11226 SHRED-IT USA LLC OFFICE SUPPLIES 85.00
134352 3/21/2024 CHK 9O0 SIERRA MOUNTAIN PIPE&SUPPLY TOILET EXCHANGE-N.SILVERGLEID 148.57
134353 3/21/2024 CHK 99999 MS EMMA L SMITH CUSTOMER REFUND-CLOSED ACCOUNT 377.21
134354 3/21/2024 CHK 669 STATE WATER RESOURCES CONTROL BOARD MEMBERSHIP DUES 80.00
134355 3/21/2024 CHK 1204 TAHOE CANVAS CO REPAIRS&MAINTENANCE 97.50
134356 3/21/2024 CHK 686O TAHOE FOREST HOSPITAL DISTRICT DOTTESTING 194.50
134357 3/21/2024 CHK 7175 TRANSWORLD SYSTEMS INC COLLECTION SERVICES 49.48
134358 3/21/2024 CHK 7290 TRUCKEE OVERHEAD DOOR BUILDING MAINTENANCE 365.00
134359 3/21/2024 CHK 7380 UNITED PARCEL SERVICE UPS CHARGES 195.37
134360 3/21/2024 CHK 1271 VALLEY FORKLIFT REPAIRS&MAINTENANCE 279.33
5901 3/28/2024 PL PL PAYROLL PAYROLL DIRECT DEPOSIT 251,184.13
5903 3/28/2024 WIRE 905 HEALTHEQUITY INC. EMPLOYEE HSA CONTRIBUTIONS PPE 03/22/24 1,129.04
5904 3/28/2024 WIRE 540 CALPERS 457 DEFERRED COMP PRGM CALPERS 457 CONTRIBUTIONS PPE 03/22/2024 25,361.22
5905 3/28/2024 WIRE 11233 CALPERS CALPERS CONTRIBUTIONS PPE 03/22/2024 74,140.08
5906 3/28/2024 WIRE 731O INTERNAL REVENUE SERVICE FEDERAL/FICA WITHHOLDING PPE 03/22/2024 116,622.52
5907 3/28/2024 WIRE 3824 MISSIONSQUARE MISSIONSQUARE CONTRIBUTIONS PPE 03/22/24 43,649.82
5908 3/28/2024 WIRE 3094 EMPLOYMENT DEV DEPT SDI/STATE WITHHOLDING PPE 03/22/2024 23,947.67
41776 3/28/2024 DD 544O ALTEC INDUSTRIES INC REPAIRS&MAINTENANCE 1,055.93
41777 3/28/2024 DD 1537 AMAZON CAPITAL SERVICES,INC OFFICE SUPPLIES 89.53
Page 2of3 Page 5 of 12
Page 208 of 215
Truckee Donner Public Utility District
Check Register CA
March 2024 Gov.Code
53605.5
ChecklTran Date Type Vendor Vendor Name Item Reference Amount
41778 3/28/2024 DD 893 DEBBIE MADERA CLEANING SERVICE BUILDING CLEANING 6,800.00
41779 3/28/2024 DD 736 FACTORY MOTOR PARTS MISC PARTS&SUPPLIES 610.87
41780 3/28/2024 DD 1562 FASTENERSINC TOOLS 181.51
41781 3/28/2024 DD 5840 FERGUSON ENTERPRISES INC MATERIALS&SERVICES 14.22
41782 3/28/2024 DD 949 FERGUSON ENTERPRISES INC 1423 MATERIALS&SERVICES 4,230.96
41783 3/28/2024 DD 3340 GENERAL PACIFIC INC EMPLOYEE UNIFORM 738.23
41784 3/28/2024 DD 778 HDR ENGINEERING INC ELECTRIC RATE STUDY 341.25
41785 3/28/2024 DD 4720 MOUNTAIN HARDWARE AND SPORTS MATERIALS&SERVICES 173.23
41786 3/28/2024 DD 6403 NEVADA POWER COMPANY PURCHASED POWER-SPPC&NEVADA POWER 45,933.17
41787 3/28/2024 DD 1079 O'REILLY AUTO PARTS MECHANICS TOOLS:PUD 352.85
41788 3/28/2024 DD 2245 SS SUPPLY TOOLS -
41789 3/28/2024 DD 1473 SINGLEWIRE SOFTWARE LICENSING,MAINTENANCE&SUPPORT 2,009.00
41790 3/28/2024 DD 66O4 SPIEGEL&MC DIARMID PROFESSIONAL SERVICES:FERC ISSUES 112.50
41791 3/28/2024 DD 6880 TAHOE INSTANT PRESS OFFICE SUPPLIES 824.32
41792 3/28/2024 DD 7313 TAHOE SUPPLY COMPANY FACILITY SUPPLIES 607.58
41793 3/28/2024 DD 2236 UNIFIRST EMPLOYEE UNIFORM CLEANING SERVICES 409.23
41794 3/28/2024 DD 320 W&T GRAPHICS COMMUNITY RELATIONS 673.75
41795 3/28/2024 DD 1546 WATERS CHIROPRACTIC DMV PHYSICAL-R.CLARKE 280.00
41796 3/28/2024 DD 630 WESTERN AREA POWER ADMINISTRATION ENVIRONMENTAL COMPLIANCE FEES 18.21
41797 3/28/2024 DD 816 WESTERN ENVIRONMENTAL TESTING WATER SAMPLE ANALYSIS 518.00
134361 3/28/2024 CHK 134 ANIXTER INC. INVENTORY 5,216.82
134362 3/28/2024 CHK 657 AT&T COMMUNICATIONS 93.45
134363 3/28/2024 CHK 1D06 CALIFORNIA STATE DISBURSEMENT UNIT CHILD SUPPORT PPE 03/22/2024 115.38
134364 3/28/2024 CHK 99999 LIZBETH CALLAGHAN CUSTOMER REFUND-CLOSED ACCOUNT 195.00
134365 3/28/2024 CHK 186 GRANITE CONSTRUCTION COMPANY MATERIALS&SERVICES 662.37
134366 3/28/2024 CHK 5151 NRECA HEALTH 125 ADMINISTRATIVE FEES 442.50
134367 3/28/2024 CHK 99999 JEFFREY PETERSON CUSTOMER REFUND-CLOSED ACCOUNT 88.58
134368 3/28/2024 CHK 322 POLLARDWATER MATERIALS&SERVICES 3,010.43
134369 3/28/2024 CHK 10573 PURCHASE POWER PREPAID POSTAGE 20.87
134370 3/28/2024 CHK 10331 RENO BUSINESS INTERIORS OFFICE SUPPLIES 4,928.04
134371 3/28/2024 CHK 6273 SAUERS ENGINEERING INC SKI RUN TANK REPLACEMENT 4,904.00
134372 3/28/2024 CHK 5673 SONETICS CORPORATION MATERIALS&SERVICES 3,591.57
134373 3/28/2024 CHK 669 STATE WATER RESOURCES CONTROL BOARD MEMBERSHIP DUES 55.00
225 $ 4,117,204.55
'Denofee employee reimbursement containinq multiple items with no individual item charqe of$100 or qreater.
Page 3 of Page 6 of 12
Page 209 of 215
TRUCKEE DONNER PUBLIC UTILITY DISTRICT
STATEMENT OF GENERAL FUND
Activity for the Month Ended 2/29/2024
Page 1 of 2
Electric Dept Water Dept Total
Balance in General Fund 1/31/2024 $7,514,302 $7,274,760 $14,789,062
Receipts:
Revenue received $3,221,699 $1,346,711 $4,568,410
Retired employees medical insurance 24,634 - 24,634
Record interest earned 3,656 1,304 4,959
Transfer from Vehicle Reserve 4,193 - 4,193
FF Funding&DL Surcharge Reimbursement for 2006 COP - 38,294 38,294
Cash clearing accounts(timing-prior month reversal) (74,207) - (74,207)
Cash clearing accounts(timing-current month) 198,288 - 198,288
Total Receipts $3,378,263 $1,386,309 $4,764,571
Disbursements:
Accounts payable/payroll disbursements $3,180,691 $1,536,818 $4,717,509
Voided checks (929) - (929)
Restrict facilities fees 1,298 - 1,298
Restrict Donner Lake surcharge - 9,293 9,293
Section 125 benefit disbursement 35,653 - 35,653
Bank charges 10,347 - 10,347
Total Disbursements $3,227,061 $1,546,111 $4,773,171
Balance in General Fund 2/29/2024 $7,665,504 $7,114,958 $14,780,462
4/19/2024 1:36 PM
I:\Treasurers Repo rt\Statement of General Fund\2024\2024-02 GF
Page 7 of 12
Page 210 of 215
TRUCKEE DONNER PUBLIC UTILITY DISTRICT
Funds Status Report
Activity for the Month Ended 2/29/2024
Page 2 of 2
Electric Dept Water Dept Total
Distribution of Non-Restricted Funds At Month-End:
Customer Services Operating Funds $2,400 $0 $2,400
Operating clearing accounts 198,288 - 198,288
U.S. Bank-General Fund 3,193,422 - 3,193,422
LAIF, UPTIF, PCIF, &TVI -General Fund 4,271,394 7,114,958 11,386,352
Total $7,665,504 $7,114,958 $14,780,462
Market Adjustment (489,678) (244,381) (734,059)
Total Non-Restricted Funds $7,175,826 $6,870,577 $14,046,403
Distribution of Designated&Restricted Funds at Month-End:
LAIF, UPTIF, PCIF&TVI-Restricted Funds $28,795,474 $8,613,813 $37,409,288
UPTIF-Donner Lake Assessment District - 83,270 83,270
2015 COP Water Bonds, Principal Payment Fund - 315,359 315,359
2022 COP Issuance/Payment Fund 128,754 285,675 414,429
U S Bank-Donner Lake Assessment District 00-1 - 43,171 43,171
Total $28,924,229 $9,341,289 $38,265,517
Market Adjustment (59,640) - (59,640)
Total Restricted Funds $28,864,588 $9,341,289 $38,205,877
Total Funds Available $36,040,415 $16,211,866 $52,252,280
Total Market Adjustments (549,318) (244,381) (793,699)
4/19/2024 1:36 PM
I:\Treasurers Repo rt\Statement of General Fund\2024\2024-02 GF
Page 8 of 12
Page 211 of 215
INVESTMENT STATUS REPORT
Activity for the Month Ended 2/29/2024
Balance Beg.Balance Month End Balance
%Current Month(%Last Month) 12/31/2023 1/31/2024 Activity 2/29/2024
ELECTRIC FUNDS
LOCAL AGENCY INVESTMENT FUND(LAIF)-4.12%(4.01%)
General Fund 1..136.1 $ 4,542,910 $ 3,986,178 $ 190,107 $ 4,176,285
Consolidate cash 190,107
Capital Replacement Fund 1..136.41 1,672,799 1,690,402 - 1,690,402
AB 32 Cap&Trade Fund 1..136.58 445,980 450,686 - 450,686
Deferred Liabilites Reserve 1..136.42 2,169,608 2,192,440 - 2,192,440
LCFS Credits 1..136.59 89,579 96,787 - 96,787
2022 COP Project Fund 1..132.95 6,736,089 6,806,999 - 6,806,999
Total LAIF Electric Investments 15,656,965 15,223,492 190,107 15,413,599
UTAH PUBLIC TREASURERS'INVESTMENT FUND(UPTIF)- 5.48%(5.48%)
General Fund 1..136.12 1,963,394 91,007 4,102 95,109
Restrict facility fees (1,298)
Record monthly interest 2,676
TVI Interest Receivable (1,469)
Reimbursement from VR for rental vehicle costs 4,193
Facilities Fees 1..136.9 349,579 357,558 2,986 360,544
Restrict facilites fees 1,298
Record monthly interest 1,688
Electric Rate Reserve Fund 1..136.45 870,625 1,380,263 4,761 1,385,023
Record monthly interest 4,271
TVI Interest Receivable 490
Capital Replacement Fund 1..136.46 835,257 842,748 4,959 847,707
Record monthly interest 3,979
TVI Interest Received 979
Electric Vehicle Reserve 1..136.13 1,478,862 2,325,653 6,789 2,332,442
Record monthly interest 10,982
Transfer to GF for rental vehicle costs (4,193)
Total UPTIF Electric Investments 5,497,717 4,997,228 23,597 5,020,825
PLACER COUNTY INVESTMENT FUND(PCIF)- 3.45%(3.42%)
Electric Rate Reserve Fund 1..136.47 2,430,571 2,437,395 7,079 2,444,474
Record monthly interest 7,079
Capital Replacement Fund 1..136.48 4,197,410 4,209,194 12,226 4,221,420
Record monthly interest 12,226
Total PCIF County Electric Investments 6,627,981 6,646,589 19,305 6,665,894
TVI INVESTMENTS- 0.55%(0.55%)
Capital Replacement Fund 1..136.43 3,966,550 3,966,550 - 3,966,550
Electric Rate Reserve Fund 1..136.44 2,000,000 2,000,000 - 2,000,000
Total TVI Electric Investments 5,966,550 5,966,550 5,966,550
Total Electric Investments $ 33,749,213 $ 32,833,860 $ 233,008 $ 33,066,868
4/19/2024 1:22 PM Investments Status Report Page 9 of 12
cUreasurer:Report\l,vestment stain atu s Report:\2024\2024-02lr-t-ts sts Report Page 1 of 3
Page 212 of 215
INVESTMENT STATUS REPORT
Activity for the Month Ended 2/29/2024
Balance Beg.Balance Month End Balance
%Current Month(%Last Month) 12/31/2023 1/31/2024 Activity 2/29/2024
WATER FUNDS
LOCAL AGENCY INVESTMENT FUND(LAIF)-4.12%(4.01%)
General Fund 2..1136.1 3,941,825 3,002,520 (190,107) 2,812,413
Consolidate cash (190,107)
Capital Reserve Funding @ Budget -
Book Transfer between funds -
Facilities Fees 2..136.90 1,032,007 1,042,863 - 1,042,863
Capital Replacement Fund 2..136.41 1,988,462 3,088,487 - 3,088,487
2022 COP Project Fund 2..132.95 1,032,659 1,043,540 - 1,043,540
Total LAIF Water Investments 7,994,953 8,177,409 (190,107) 7,987,302
UTAH PUBLIC TREASURERS'INVESTMENT FUND(UPTIF)- 5.48%(5.48%)
General Fund 2..136.12 245,059 276,069 30,305 306,374
Transfer to DLAD surcharge (9,293)
DL Surcharge Reimbursement for 2006 COP 8,358
FF Funding portion of 2006 COP 29,936
Record monthly interest 1,304
Facilities Fees 2..136.25 1,002,173 976,969 (25,323) 951,646
Record monthly interest 4,613
Transfer to GF for FF Funding portion of 2006 COP (29,936)
West River St.Assessment District 2..136.31 40,788 40,981 194 41,174
Record monthly interest 194
Prepaid Connection Fees 2..136.7 83,354 83,748 395 84,143
Record monthly interest 395
Donner Lake Assessment District Fund 2..136.84 82,490 82,879 391 83,270
Record monthly interest 391
Donner Lake Assessment District Surcharge Fund 2..136.61 200,448 202,337 1,891 204,228
DLAD surcharge collections 9,293
DL Surcharge Reimbursement to GF for 2006 COP (8,358)
Record monthly interest 955
TSA SAD II Improvement Fund 2..136.85 19,677 19,770 93 19,863
Record monthly interest 93
Water Vehicle Reserve 2..136.13 451,654 937,787 4,428 942,215
Record monthly interest 4,428
Deferred Liabilites Reserve 2..136.42 113,826 114,364 540 114,904
Record monthly interest 540
Capital Replacement Fund 2..136.46 1,070,616 1,075,671 5,079 1,080,751
Record monthly interest 5,079
Total UPTIF Water Investments 3,310,085 3,810,575 17,994 3,828,568
PLACER COUNTY INVESTMENT FUND(PCIF)- 3.45%(3.42%)
Total PCIF Water Investments
TVI INVESTMENTS- 0.55%(0.55%)
Water General Fund TVI 2..136.15 3,996,171 3,996,171 3,996,171
Total TVI Water Investments 3,996,171 3,996,171 3,996,171
Total Water Investments $ 15,301,210 $ 15,984,155 $ (172,113) $ 15,812,042
4/19/2024 1:22 PM Investments Status Report Page 10 of 12
:Urea:uar:R,Pon\1,,,,-r t stain atu s Report:\2024\2024-0211-t-ts sts Report Page 2 of 3
Page 213 of 215
INVESTMENT STATUS REPORT
Activity for the Month Ended 2/29/2024
Balance Beg.Balance Month End Balance
%Current Month(%Last Month) 12/31/2023 1/31/2024 Activity 2/29/2024
ELECTRIC&WATER INVESTMENTS,COMBINED TOTALS
Pre-Market Adjustments
Total LAIF Investments 48% 23,651,918 23,400,901 - 23,400,901
Total UPTIF Investments 18% 8,807,802 8,807,802 41,591 8,849,393
Total PCIF Investments 14% 6,627,981 6,646,589 19,305 6,665,894
Total TVI Investments 20% 9,962,722 9,962,722 9,962,722
Total Investments 100% Month End BaI.Mix $ 39,087,701 $ 48,818,015 $ 60,894 $ 48,878,910
Market Adjustments
Total LAIF Investments (152,717) (152,717) - (152,717)
Total UPTIF Investments 159 159 159
Total PCIF Investments (59,640) (59,640) (59,640)
Total TVI Investments (579,266) (580,383) (1,117) (581,500)
Total Investments $ (791,464) $ (792,581) $ (1,117) $ (793,699)
Post-Market Adjustments
Total LAIF Investments 48% 23,499,201 23,248,184 - 23,248,184
Total UPTIF Investments 18% 8,807,962 8,807,962 41,591 8,849,553
Total PCIF Investments 15% 6,568,341 6,586,949 19,305 6,606,254
Total TVI Investments 21% 9,383,456 9,382,339 (1,117) 9,381,221
Total Investments 100% Month End Bal.Mix $ 48,258,959 $ 48,025,433 $ 59,778 $ 48,085,211
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TRUCKEE DONNER PUD
INVESTMENT BALANCES
as of February 29,2024
Utah Public TVI Fidelity Mmkt Morgan Stanley Dreyfus Treasury BNY US Bank Cash/
LAIF Placer County Investment Fund Investments Govt 57 Treas Sec Port Security Treas Cash Res Checking Cash clearings Total
131.1
ELECTRIC FUNDS
General Fund $ 4,176,285 $ $ 95,109 $ $ $ $ $ $ 3,193,422 $ 200,688 $ 7,665,504
Facilities Fees - 360,544 - - 360,544
Electric Rate Reserve - 2,444,474 1,385,023 2,000,000 5,829,497
Capital Replacement Fund 1,690,402 4,221,420 847,707 3,966,550 10,726,079
Deferred Liabilites Reserve/POB Fund 2,192,440 - - - 2,192,440
Electric Vehicle Reserve - 2,332,442 2,332,442
AB 32 Fund 450,686 - 450,686
LCFS Credits 96,787 96,787
COP Project Fund 6,806,999 6,806,999
COP Issuance/Payment Fund - - - 128,754 128,754
Market Adjustments 101,095 59,640 99 388,682 549,318
Total Electric Investments 15,312,504 6,606,254 5,020,924 5,577,868 128,754 3,193,422 200,688 36,040,415
WATER FUNDS
General Fund $ 2,812,413 $ - $ 306,374 $ 3,996,171 $ $ $ $ - $ - $ - 7,114,958
Facilities Fees 1,042,863 951,646 - 1,994,509
Capital Replacement Fund 3,088,487 1,080,751 4,169,237
2015 COP Funds - - 315,359 315,359
West River St.Assessment District 41,174 - 41,174
Deferred Liabilites Reserve 114,904 114,904
Prepaid Connection Fees 84,143 84,143
DLAD Fund 83,270 43,171 126,441
DLAD Surcharge 204,228 - 204,228
TSA SAD II Improvement Fund 19,863 19,863
Water Vehicle Reserve - 942,215 942,215
COP Project Funds 1,043,540 - - 1,043,540
COP Issuance/Payment Fund - - 285,675 285,675
Market Adjustments 51,622 60 192,818 244,381
Total Water Investments 7,935,680 3,828,628 3,803,353 315,359 285,675 43,171 16,211,866
Electric and Water,subtotal 23,248,184 6,606,254 8,849,553 9,381,221 315,359 414,429 3,236,593 200,688 52,252,280
MELLO ROOS-OLD GREENWOOD - - - - - 302,850 309,927 - - - 612,777
Total Mello Roos-Old Greenwood 302,850 309,927 612,777
MELLO ROOS-GRAY'S CROSSING 1,977,509 - - 1,471,816 3,449,326
Total Mello Roos-Gray's Crossing 1,977,509 1,471,816 3,449,326
Total Investments $ 25,225,693 $ 6,606,254 $ 8,849,553 $ 9,381,221 $ 315,359 $ 302,850 $ 309,927 $ 1,886,245 $ 3,236,593 $ 200,688 $ 56,314,383
202401 Last Month End Balances 25,225,693 6,586,949 8,807,962 9,382,339 224,754 301,525 309,475 1,749,553 3,403,681 76,607 56,068,538
Change from last month - 19,305 41,591 (1,117) 90,605 1,325 451 136,692 (167,088) 124,081 245,845
202302 PY Month End Balances 31,812,557 6,303,345 8,827,013 9,065,775 313,643 295,076 449,129 2,075,412 3,695,030 298,141 63,135,121
Change from PY Month (6,586,864) 302,909 22,539 315,446 1,716 7,774 (139,203) (189,167) (458,437) (97,453) (6,820,739)
2023 12 PYE Balances 25,476,710 6,568,341 8,807,962 9,383,456 134,433 298,910 2,997 249,125 1,180,575 132,075 52,332,246
Change from PYE (251,017) 37,913 41,591 (2,235) 180,925 3,940 306,929 1,637,120 2,056,018 68,613 3,982,137
1'.\Treasurers Repo,[\2024\202405 Treasurer's Repot\All Inresfm-202402 SSS
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