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HomeMy WebLinkAboutAgenda Packet 2025_0702 Board of Directors General Manager Jeff Bender • Brian C. Wright Christa Finn PublicExecutive Leadership Tony Laliotis Chad J. Reed Courtney Murrell Jared Carpenter Steve Randall REGULAR BOARD MEETING Mike Swanson 11570 DONNER PASS ROAD, TRUCKEE Michael Salmon 6:00 PM, Wednesday, July 2, 2025 Steven Poncelet AGENDA Scott Crow Jillian Steward Martina Rochefort 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. CONSENT CALENDAR 8. Consideration for Award of Contract for District Asphalt Replacement 2025 Authorize the General Manager to execute a construction services contract with Lakeside Paving and Sealing, for the District Asphalt Replacement 2025 project in the amount of $48,582.29, plus a change order authorization of 10%, for a total construction contract budget not to exceed $53,440.19. 9. Consider Approval of the Treasurer's Report, July 2025 .®. FGiLIC G SPECIdE RISIRICi I cnnERSNIP FnNNN0.TI0N R .SUeK., n"wn w.:m rvrrrn:.r.:...::is:• 11570 Donner Pass Road,Truckee,CA 96161 Phone-530-587-3896-www.tdpud.org Page 1 of 139 Approve the Treasurer's Report for July 2025 which includes: a. Fund Balances for the Month of April 2025 b. Disbursements for the Month of May 2025 10. Approval of Meeting Minutes Consider approval of June 18, 2025 Regular Meeting Minutes ACTION ITEMS 11. Consideration to Adopt the 2024 Nevada County Multijurisdictional Hazard Mitigation Plan 1 . Adopt Resolution 2025-17 adopting the 2024 Nevada County Multijurisdictional Hazard Mitigation Plan Volume I and the Truckee Donner Public Utility District Annex in Volume 11 in substantially the form presented. 2. Authorize staff to incorporate any minor, non-substantial edits as directed by FEMA. 12. Consideration to Adopt Resolution No. 2025-18 Amending District Code Title 7 to Include a Preemptive De-Energization Policy 1. Authorize the General Manager to implement an electric utility preemptive de-energization program for the purposes of public safety and mitigation of risks to the District 2. Adopt Resolution 2025-18 approving the revisions to District Code, Chapter 7.08 Continuity of Service to include Section 7.08.050 Preemptive De-energization 13. Consideration of a Special Services Contract for Weather and Risk Intelligence Consultant Authorize the General Manager to execute a special services contract with CloudFire, to provide specialized consulting services related to weather and wildfire risk analysis in 2025, for an amount of $45,500 plus a 10% contingency, for a total contract amount not to exceed $50,050. ADJOURNMENT The agenda is available for review at the TDPUD Administrative Office and the District's internet website. Posted on Friday, June 27, 2025. Martina Rochefort, District Clerk Page 2 of 139 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 District Clerk at(530) 582-3923 or martinar@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 Martina Rochefort, District Clerk, or email at martinar@tdpud.org, who will swiftly resolve such a request. Page 3 of 139 AGENDA ITEM #7 Public Utility District MEETING DATE: July 2, 2025 TO: Board of Directors FROM: SUBJECT: This item provides time for each Department to update the Board of Directors. APPROVED BY. Brian C. Wright, General Manager RECOMMENDATION: BACKGROUND: ANALYSIS AND BODY: Department Updates attached. 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. Modernize the utility and add value to our communities through collaboration and innovation. 5. Developing an inclusive culture drives organizational integration and success. Page 1 of 2 Page 4 of 139 FISCAL IMPACT: There is no fiscal impact associated with this item. ATTACHMENTS: 1. Water Department Update 2. Electric Department Update 3. HR Risk Update 4. Administrative Services Update 5. Public Information Strategic Affairs Update Page 2 of 2 Page 5 of 139 i Public MEETING DATE: July 2, 2025 FROM: Chad J. Reed, Water Department Director SUBJECT: Water Department Update for the Month of July Water Department Update — June 2025 Water Supply As the current water year progresses, precipitation and snowmelt runoff have remained stable through May. According to the California Department of Water Resources, the statewide snowpack ended the season at 110% of average. This strong snowpack has significantly improved reservoir storage and helped alleviate drought concerns across the state. Locally, water production from the District's wells in May 2025 was consistent with May 2024, reflecting stable water use trends. When compared to the three-year average for May, production was approximately 3% higher, indicating a slight increase in demand likely due to warmer early summer temperatures and increased irrigation. Water Production(Gallons! f f f ^, V. O 1 ry ee• q .1A f ff. r l _-2 Aun— •2024P,.duct— 13Ye Average x Water Operations Operations crews continue to execute summer maintenance programs, which includes pump station inspections, reservoir cleaning, and routine SCADA system testing. The team has placed particular emphasis on inspecting and repairing Pressure Reducing Stations (PRS), which play a vital role in maintaining safe and efficient pressure levels within the distribution system during peak summer demand. Page 1 of 4 Page 6 of 139 Water Distribution The Water Distribution team has been actively responding to system maintenance needs, successfully completing system leak repairs and other task shown in the table below. Water Distribution Metrics 2025 Task 2024 Jan-May 2024 Task Completed totals Totals Underground Service Alerts Marked 400 372 1280 Main Line Leak Repair 10 8 26 Lateral Leak Repair 2 2 18 Lateral Leak Repair Slip Lined Service 4 0 5 New Services 9 6 28 Meter Drops New Services 18 5 22 Hydrant Repair 7 4 10 G-5 (Valve Lid in the Street) Repair 12 26 30 Meter Box Repair 7 2 5 In addition to this field work, staff responded to over 400 Underground Service Alert (USA) tickets. USA notifications are critical for preventing accidental damage during excavation; each request initiates a site visit from District staff to locate and mark underground water system assets prior to construction. These efforts help protect infrastructure and keep the public and contractors safe. "INN ! '3y � 0 .; .r Page 2 of 4 Page 7 of 139 E a i r Figure 1 Left Picture:Large Leak that was deeper than normal. Safety procedures were observed, and the work was completed. Middle Picture:Leaking Hydrant was located due to the leak detection equipment. Right Picture: Working with pipe crew to bring new main into service. Meter Maintenance & Water Loss In line with the District's goal to enhance water accountability, the Meter Maintenance and Water Loss team recently installed a new service meter at the Caltrans maintenance yard. This ensures all water usage at the facility is now metered and accurately reported. In collaboration with the IT Department, efforts to track and reduce non-revenue water continue to show success. With the recent approval of new leak detection equipment, the team has already located ten previously undetectable leaks this year—significantly improving system efficiency and reliability. rT L iG a .r a r Figure 2 Meter Replacement at Cal-Trans:Left Picture as they were attempting to isolate the meter the bolts in the bonnet broke. Right Picture: Completed section job and meter replacement. Capital Project Updates • Sierra Meadows Pipe Project— The first of three pipeline replacement phases is nearly complete and expected to wrap up around the time of this update. Pressure testing and disinfection are scheduled next, followed by service transfers to the new main. • Tahoe Donner Pipe Project —After early setbacks due to seasonal groundwater and subsurface conditions, progress has picked up. The project is now on track for Page 3 of 4 Page 8 of 139 completion by the end of July. • 6170A Tank Recoating — Contracts and preconstruction documentation are being finalized. A start date will be confirmed once all prerequisites are fulfilled. • Ski-Run Tank Removal — Demolition is scheduled for the first weeks of July. Site restoration and follow-up pipeline improvements will occur afterward. IF Figure 3 Before and After pictures of Ski-Run Tank • Capital Improvement Plan Workshop —A CIP Workshop is being scheduled for the second Board meeting in July to review and align future capital priorities with funding and operational capacity. Page 4 of 4 Page 9 of 139 Public Utility District MEETING DATE: July 2, 2025 FROM: Mike Swanson, Director of Electric Operations & Engineering SUBJECT: Electric Department Update Electric Engineering & Operations With the arrival of warmer weather, the Electric Engineering and Operations team is on high alert as wildfire risk increases across the region. Staff are closely monitoring weather conditions, red flag warnings, and regional fire indices, incorporating this data into daily operational briefings. High fire-risk protocols have been reinforced with field crews, and vegetation management and system inspections have been prioritized throughout our entire service territory. In parallel, we are working closely with our neighboring utilities—NV Energy and Liberty Utilities—to share situational awareness and align on response strategies. These efforts ensure a coordinated regional approach to wildfire mitigation and enhance public communication during elevated risk periods. The team remains committed to proactive system management, operational readiness, and collaboration to safeguard our community throughout the fire season. Engineering Martis Valley Substation Rebuild Following Board approval last month, staff is moving forward with the civil work for the Martis Valley Substation project. In parallel, efforts to secure all necessary permits and regulatory approvals remain a top priority to maintain the project's schedule and ensure timely execution. System Hardening Design and Material Procurement Staff continues to advance efforts design criteria for upcoming system hardening projects. These criteria are being developed with a focus on reducing wildfire ignition risk, improving system resilience during storm events, and aligning with statewide best practices. In addition, the team has initiated the ordering of long lead-time materials to ensure availability ahead of construction and to avoid schedule impacts due to supply chain constraints. Operations On June 12th, District operations personnel participated in Hurt Man, Bucket Truck, and Confined Space Rescue training, conducted in partnership with the Truckee Fire Department. This hands-on training provided essential refreshers on critical emergency response procedures and reinforced safe work practices in high-risk scenarios. The event was a success, highlighting the strong collaboration between the District and Truckee Fire. The training concluded with a joint BBQ, further strengthening the positive working relationship between our teams. Page 1 of 2 Page 10 of 139 Operations staff is placing a strong emphasis on completing General Order (GO) 165 inspections across the District's electric facilities. These inspections are critical to maintaining compliance with state regulatory requirements and ensuring that the distribution grid remains in peak condition. Findings from these inspections help prioritize maintenance activities and system improvements to enhance safety and reliability throughout the service territory. Vegetation Management Hazard Tree Removal & Facility Clearing Targeted hazard tree removal and vegetation clearing around critical electric infrastructure remain essential components of the District's wildfire mitigation strategy. These activities are being carried out in coordination with local agencies and in full compliance with regulatory requirements. The current fuels reduction project is nearing completion, with approximately 95% of the planned work finalized. As part of these efforts, the District has also partnered with CAL FIRE to utilize inmate labor crews, which has helped expand defensible space around key infrastructure and increase overall project efficiency. Page 2 of 2 Page 11 of 139 Public Utility District MEETING DATE: July 2, 2025 FROM: Jillian Steward, Human Resources and Risk Director SUBJECT: Human Resources and Risk Department Update Staffing Welcome Kate Traeger who started as a Customer Service Representative on 6/10! Current Job Openings: Journeyman Lineman - Applications under review Culture • 7/02 - Birthday and Anniversary Celebration - • 7/04 - Town of Truckee 4th of July Parade 7/10 — Staff Annual Reno Ace's Game • 7/17 - Staff BBQ Recognition • Greg Martin & Carlos Reyes - Timeliness • Chuck Gazso - Safety • Jenni Trekell-Bolan - Work Life Balance Staff Development • 7/22 - All Staff Meeting Safety and Risk 6/24-6/25 Emergency Response Training Page 1 of 1 Page 12 of 139 TRUCKEE DONNER Public Utility District MEETING DATE: July 2, 2025 FROM: Michael Salmon, Chief Financial Officer SUBJECT: Administrative Services/Chief Financial Officer Department Update Commercial EV Charger Accounts, 4 year comparative YTD May YTD May -Commercial EV Charger Accounts '.500.000 3.000 2.000.000 • 2.500 2.0 00 = 1.5 oo.000 • 3 • 1.500 Y Y 1.000.000 • 1.000 500.000 • 500 2022 2023 2024 2025 • KWH • KW 2025 YOY Change 30% KWH 45% KW 2025 Account Billing Totals $ in thousands Electric Water Jan $ 3,720 $ 1,592 Feb 4,365 1,618 Mar 3,494 1,585 Apr 3,111 1,580 May 3,283 1,619 YTD $ 17,973 $ 7,994 Accounts 14,840 13,725 change to py 0.3% 0.3% Page 1 of 2 Page 13 of 139 Electric Residential Accounts and Time of Use Rate Enrollment, as of May 31, 2025 o Primary Residents (P10) 5200 accounts ■ Enrolled with Time of Use Rate, 35 or 0.7% o Secondary Residents (S10) 7,968 accounts ■ Enrolled with Time of Use Rate, 19 or 0.2% o Combined (P10 + S10) 13,168 accounts ■ Enrolled with Time of Use Rate, 54 or 0.4% Conservation Garden, S rin Has S run ! A Z ,s V •1 1 �3 .:* n_l - i @ j Sg - i �t aVii Page 2 of 2 Page 14 of 139 Public Utility District MEETING DATE: July 2, 2025 FROM: Steven Poncelet, Public Information & Strategic Affairs Director SUBJECT: Public Information & Strategic Affairs Department Update P1O District staff continue to promote our key summer campaigns: • Your Money at Work, • Wildfire, and • Water. The District is working on press releases, print advertising, and digital outreach with the most recent press release covering wildfire preparedness/PSOM. District staff are planning the annual wildfire season kick-off with our local public safety partners to ensure everyone is aware and prepared. Strategic Affairs District staff continue to work with our joint-action groups in Sacramento and Washington DC to track and engage in key legislative and regulatory efforts that most impact the District. Staff have submitted the Board adopted Wildfire Mitigation Plan to the Wildfire Safety Advisory Board and toured the California Wildfire Forecast & Threat Intelligence Integration Center (WFTIIC) in Mather, CA to investigate existing wildfire situational analysis tools. WFTIIC serves as California's integrated central organizing hub for wildfire forecasting, weather information, threat intelligence gathering, analysis and dissemination. WFTIIC also coordinates wildfire threat intelligence and data sharing among federal, state, local agencies, tribal governments, utilities, other service providers, academic institutions and nongovernmental organizations. District staff are coordinating with our Martis Valley Groundwater Management Plan partners (Northstar Community Services District and Placer County Water Agency) to address comments filed during the recent public hearings to adopt the plan and create final documents to submit to the California Department of Water Resources. Page 1 of 1 Page 15 of 139 AGENDA ITEM #8 Public Utility District MEETING DATE: July 2, 2025 TO: Board of Directors FROM: Brian Yohn, General Services Manager Michael Salmon, Chief Financial Officer SUBJECT: Consideration for Award of Contract for District Asphalt Replacement 2025 APPROVED BY: Wiz_ �/ Brian C. Wright, General Manager RECOMMENDATION: Authorize the General Manager to execute a construction services contract with Lakeside Paving and Sealing, for the District Asphalt Replacement 2025 project in the amount of $48,582.29, plus a change order authorization of 10%, for a total construction contract budget not to exceed $53,440.19. BACKGROUND: Code section 3.08.030 — Bid Procedure for Issuance of Service Contracts over $15,000 For FY2025, the Water Division has Capital Funds for the lifecycle replacement of deteriorating asphalt for facility access roads and District asphalt parking areas. Staff have identified four (4) areas where asphalt replacement is recommended due to the asphalt area being in poor condition, with heavily "alligatored" areas with many large cracks that can no longer be filled. District staff measured the areas and assembled the scope of the project to remove and replace the asphalt. Development of the project scope considered asphalt replacement with an area totaling approximately 6,200 square feet. The scope includes, among others, the areas at the access gates for District Headquarters to permit the automatic gate sensor loops to be replaced with four (4) new sensor loops, two (2) at each gate, with heat-rated wire to accommodate coverage with hot asphalt mix to eliminate damage caused by annual snow removal efforts. Site Description Quantities - Square Feet 1 Prosser Annex — Section 1 3,150 10620 No Other Way Truckee CA, 96161 Page 1 of 3 Page 16 of 139 2 Prosser Annex — Section 2 1,443 10620 No Other Way Truckee CA, 96161 3 District Headquarters — East Gate 800 11570 Donner Pass Rd. Truckee, CA 96161 4 District Headquarters — West Gate 800 11570 Donner Pass Rd. Truckee, CA 96161 On May 22, 2025, the District Asphalt Replacement project was published into the public bid process. A public bid opening for the District Asphalt Replacement 2025 projects was held at 2:00pm on June 23, 2025. ANALYSIS AND BODY: Six bids were received. All bids were considered responsive. Bidder Location Bid Total Responsive Lakeside Paving Carnelian Bay, $ 48,582.29 Yes and Sealing, Inc. CA Asphalt Protectors, Reno, NV $ 48,803.47 Yes Inc. Blacktop Paving Truckee, CA $ 50,782.60 Yes Shaffer Paving Truckee, CA $ 51,090.18 Yes Folsom Lake Rancho $ 89,819.69 Yes Asphalt, Inc. Cordova, CA Darren Taylor Anderson, CA $159,203.57 Yes Construction, Inc. Following a review of bids received for responsiveness and compliance with District standards, the bid submitted by Lakeside Paving and Sealing from Carnelian Bay, CA, was determined to be the lowest responsive bid received in the amount of $48,582.29. 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. 6. Manage the District in an effective, efficient and fiscally responsible manner. Page 2 of 3 Page 17 of 139 District Code 1.05.030 Goals: 1. Manage for Financial Stability and Resiliency 4. Modernize the utility and add value to our communities through collaboration and innovation. FISCAL IMPACT: The lowest responsive bid received for the Asphalt Replacement 2025 project was in the amount of $48,582.29, plus a change order authorization of 10%, or $4,858.23, for a total construction contract amount not to exceed $53,440.19. The Board approved the FY25 Water Utility capital budget included $117,000 for asphalt replacement. Sufficient funds for the proposed asphalt replacements are available. ATTACHMENTS: None Page 3 of 3 Page 18 of 139 AGENDA ITEM #9 r F- -I Public Utility Districtill? MEETING DATE: July 2, 2025 TO: Board of Directors FROM: Melanie Rives, Finance & Accounting Manager SUBJECT: Consider Approval of the Treasurer's Report, July 2025 APPROVED BY. Brian C. Wright, General Manager RECOMMENDATION: Approve the Treasurer's Report for July 2025 which includes: a. Fund Balances for the Month of April 2025 b. Disbursements for the Month of May 2025 BACKGROUND: ANALYSIS AND BODY: GOALS AND OBJECTIVES: FISCAL IMPACT: ATTACHMENTS: 1. 2025-07 Treasurer's Report Page 1 of 1 Page 19 of 139 TRUCKEE DONNER PUBLIC UTILITY DISTRICT TREASURER'S REPORT July 2, 2025 Fund Balances for the Month April 30, 2025 And Disbursements for the Month May 31, 2025 (includes Government Code section 53065.5 items) Page 1 of 16 Page 20 of 139 TRUCKEE DONNER PUBLIC UTILITY DISTRICT Summary report of fund balances for the month ending April 30, 2025 and disbursements for May 2025. 1) REQUEST FOR APPROVAL OF DISBURSEMENTS and Check Summary The attached listing of checks and ACH payments issued during May 2025 total $5,454,460.08 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 April 30, 2025 the balance in the General Fund was $18,856,299 (Electric $10,101,231 and Water $8,755,067). 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, California CLASS, BNY and TVI Investments as of April 30, 2025 was $61,557,932 ($43,613,938 Electric and $17,943,994 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), California CLASS, and the Placer County Investment Fund (PCIF). The earnings rates for the last 13 months were: LAIF PCIF UPTIF 1 YR T-BILL TVI CLASS April 2024 4.23% 3.61% 5.45% 4.99% 0.55% May 2024 4.33% 3.52% 5.43% 4.94% 0.55% June 2024 4.48% 3.65% 5.44% 4.86% 0.55% July 2024 4.52% 3.77% 5.43% 4.58% 0.55% August 2024 4.58% 3.80% 5.41% 4.23% 0.55% September 2024 4.58% 3.78% 5.32% 3.85% 0.55% October 2024 4.52% 3.66% 5.04% 4.08% 0.55% 5.00% November 2024 4.48% 3.79% 4.87% 4.11% 0.55% 4.83% December 2024 4.43% 3.73% 4.74% 4.11% 0.55% 4.64% January 2025 4.37% 3.83% 4.55% 3.99% 0.55% 4.42% February 2025 4.33% 4.10% 4.53% 3.91% 0.55% 4.41% March 2025 4.31% 3.86% 4.49% 3.87% 0.55% 4.40% April 2025 4.28% 4.00% 4.49% 3.71% 0.55% 4.39% Page 2 of 16 Page 21 of 139 TRUCKEE DONNER PUBLIC UTILITY DISTRICT Request for Approval of Disbursements The disbursements of the Truckee Donner Public Utility District for the month of May 2025 totaled $5,454,460.08. 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 ■2021 ■2022 ■2023 ■2024 ■2025 # A/P Payments Issued 400 350 — 300 250 r 200 150 100 50 0 --- - -- - --- --- Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec ■2021 ■2022 ■2023 ■2024 2025 # A/P I nvoices Vouchered 1,200 1,000 800 600 400 200 III�I I Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 0 2021 0 2022 0 2023 0 2024 2025 Page 3 of 16 Page 22 of 139 Truckee Donner Public Utility District Check Register CA May 2025 Go,Code 53605.5 Check/Tran Date Type Vendor Vendor Name Item Reference Amount 6275 5/1/2025 WIRE 10360 AFLAC EMPLOYEE PAID INSURANCE $ 906.92 6276 5/1/2025 WIRE 6731 CALIFORNIA DEPARTMENT OF TAX AND FEE USE TAX PAYABLE 206.00 6289 5/1/2025 WIRE 10737 US BANK GOVERNMENT SERVICES CREDIT CARD CHARGES 38,318.76 46166 5/1/2025 DD 1619 ALL ELECTRIC MOTORS,INC MATERIALS&SERVICES 9,153.64 46167 5/1/2025 DD 5440 ALTEC INDUSTRIES INC MATERIALS&SERVICES 262.21 46168 5/1/2025 DD 1537 AMAZON CAPITAL SERVICES,INC MECHANICS TOOLS:PUD 218.75 46169 5/1/2025 DD 1467 AMERICAN FLOW CONTROL MATERIALS&SERVICES 225.49 46170 5/1/2025 DD 9205 SHANE CHRISTIAN* MEETING EXPENSES 240.00 46171 5/1/2025 DD 524 DE LAGE LANDEN OPERATIONAL SERVICES LLC XEROX COPIER LEASE 2,702.29 46172 5/1/2025 DD 893 DEBBIE MADERA CLEANING SERVICE BUILDING CLEANING 7,004.00 46173 5/1/2025 DD 949 FERGUSON ENTERPRISES INC 1423 METERS PURCHASE 13,701.68 46174 5/1/2025 DD 3480 GRAINGER INC. MATERIALS&SERVICES 535.52 46175 5/1/2025 DD 3515 GRAYBAR ELECTRIC CO INC OFFICE SUPPLIES 937.18 46176 5/1/2025 DD 277 HACH COMPANY MATERIALS&SERVICES 182.85 46177 5/1/2025 DD 1577 HUNT&SONS,LLC FUEL/OIL FOR VEHICLES 5,146.75 46178 5/1/2025 DD 468 MAITACHEVROLET REPAIRS&MAINTENANCE - 46179 5/1/2025 DD 4720 MOUNTAIN HARDWARE AND SPORTS MISC PARTS&SUPPLIES 42.19 46180 5/1/2025 DD 1419 MUNICIPAL MAINTENANCE EQUIPMENT REPAIRS&MAINTENANCE 4,178.98 46181 5/1/2025 DD 1079 O'REI LLY AUTO PARTS REPAIRS&MAINTENANCE 49.76 46182 5/1/2025 DD 9504397 PACE SUPPLY MATERIALS&SERVICES 6,602.66 46183 5/1/2025 DD 890 QUALUS,LLC MARTIS VALLEY SUBSTATION MODERNIZATION 32,481.75 46184 5/1/2025 DD 1270 RADIAN RESEARCH INC. MATERIALS&SERVICES 694.72 46185 5/1/2025 DD 3826 STONE'S COUNTRYTIRE REPAIRS&MAINTENANCE 100.00 46186 5/1/2025 DD 6880 TAHOE INSTANT PRESS OFFICE SUPPLIES 27.11 46187 5/1/2025 DD 7313 TAHOE SUPPLY COMPANY FACILITY SUPPLIES 108.00 46188 5/1/2025 DD 26 THE BANK OF NEW YORK MELLON DEBT PAYMENTS MONTHLY FUNDINGS(3 COPS) 212,265.13 46189 5/1/2025 DD 1286 TYNDALE COMPANY INC EMPLOYEE UNIFORM 182.23 46190 5/1/2025 DD 10380 ULINE MATERIALS&SERVICES 150.47 46191 5/1/2025 DD 2236 UNIFIRST EMPLOYEE UNIFORM CLEANING SERVICES 497.96 46192 5/1/2025 DD 1528 UNISYS CORPORATION COMPUTER SOFTWARE MAINTENANCE&SUPPORT 1,602.05 46193 5/1/2025 DD 816 WESTERN ENVIRONMENTAL TESTING WATER SAMPLE ANALYSIS 632.60 135820 5/1/2025 CHK 134 ANIXTER INC. INVENTORY 1,498.75 135821 5/1/2025 CHK 657 AT&T COMMUNICATIONS 64.10 135822 5/1/2025 CHK 1553 CRANMER ENGINEERING INC WATER SAMPLE ANALYSIS 100.00 135823 5/1/2025 CHK 348 EDGES ELECTRICAL GROUP INVENTORY 526.22 135824 5/1/2025 CHK 1210 IMPACT EQUIPMENT COMPANY TOOLS 7,348.75 135825 5/1/2025 CHK 10932 J&L FOOD MART&CARWASH FUEL/OIL FOR VEHICLES 157.14 135827 5/1/2025 CHK 5151 NRECA MAY 2025 INSURANCE 16,310.49 135828 5/1/2025 CHK 5150 NRECA GROUP BENEFITS TRUST MAY 2025 INSURANCE 237,268.08 135829 5/1/2025 CHK 5222 ODP BUSINESS SOLUTIONS LLC OFFICE SUPPLIES 373.99 135830 5/1/2025 CHK 1540 P31 ENTERPRISES CONTRACT SERVICES:ROW TREE CLEARING 59,747.50 135831 5/1/2025 CHK 462 POWERPLAN-OIB REPAIRS&MAINTENANCE 72.70 135832 5/1/2025 CHK 1398 SCHINDLER ELEVATOR CORP BUILDING MAINTENANCE 549.36 135833 5/1/2025 CHK 10050 TOWN OF TRUCKEE 2025 PIPELINE REPLACEMENT 5,637.30 135834 5/1/2025 CHK 1308 TRUCKEETIRE REPAIRS&MAINTENANCE 600.00 135835 5/1/2025 CHK 682 VERIZON WIRELESS CELL PHONE CHARGES 2,358.64 135836 5/1/2025 CHK 526 WESTERN INDUSTRIAL PARTS INC. MATERIALS&SERVICES 2,567.84 6267 5/8/2025 PL PL PAYROLL PAYROLL DIRECT DEPOSIT 267,959.51 6268 5/8/2025 WIRE 11233 CALPERS PENSION 82,157.03 6269 5/8/2025 WIRE 540 CALPERS 457 DEFERRED COMP PRGM CALPERS 457 CONTRIBUTIONS PPE 05/02/2025 24,423.54 6270 5/8/2025 WIRE 3094 EMPLOYMENT DEV DEPT SDI/STATE WITHHOLDING PPE 05/02/2025 30,018.96 6271 5/8/2025 WIRE 905 HEALTHEQUITY INC. EMPLOYEE HSA CONTRIBUTIONS PPE O5/02/25 1,336.48 6272 5/8/2025 WIRE 7310 INTERNAL REVENUE SERVICE FEDERAL/FICA WITHHOLDING PPE 05/02/2025 134,505.93 6273 5/8/2025 WIRE 3824 MISSIONSQUARE 401A/457 CONTRIBUTIONS PPE 05/02/2025 39,747.22 46271 5/8/2025 DD 1537 AMAZON CAPITAL SERVICES,INC COMPUTER EXPENSES 124.36 46272 5/8/2025 DD 1463 C-M EQUIPMENT COMPANY,LLC WATER QUALITY:TREATMENT 8,893.00 46273 5/8/2025 DD 9157 JOSHUAJ CAMPBELL* MEETING EXPENSES 223.00 46274 5/8/2025 DD 10367 CCMEDIA PUBLISHING,LLC. MARKETING 2,175.00 46275 5/8/2025 DD 577 COOPERATIVE RESPONSE CENTER INC. ANSWERING SERVICE 3,452.53 46276 5/8/2025 DD 1298 ELEMECH,INC. MATERIALS&SERVICES 504.00 46277 5/8/2025 DD 640 EMPLOYER LYNX INC. PERSONNEL EXPENSES 125.00 46278 5/8/2025 DD 1167 ERPR,LLC PROFESSIONAL SERVICES:MARKETING 1,685.00 46279 5/8/2025 DD 10650 EUROFINS EATON ANALYTICAL INC. WATER SAMPLE ANALYSIS 90.00 46280 5/8/2025 DD 361 FIRST CHOICE SERVICES FACILITY SUPPLIES 76.24 46281 5/8/2025 DD 1484 FUENTES CONSULTING LLC SAFETY MEETING 1,667.05 46282 5/8/2025 DD 1593 GLA MORRIS CONSTRUCTION,INC DISTRICT OFFICE-EASTWING REMODEL 20,520.57 46283 5/8/2025 DD 3349 GLOBAL RENTAL CO INC RENTAL VEHICLE 3,957.38 46284 5/8/2025 DD 3480 GRAINGER INC. FACILITY SUPPLIES 208.91 46285 5/8/2025 DD 277 HACH COMPANY MATERIALS&SERVICES 356.49 46286 5/8/2025 DD 3820 IBEW LOCAL 1245 UNION DUES MAY-EMP.CONTRIBUTIONS 7,603.27 46287 5/8/2025 DD 9510 EMPLOYEE VISION REIMBURSEMENT 99.00 46288 5/8/2025 DD 1305 JW WELDING SUPPLIES&TOOLS MATERIALS&SERVICES 408.24 46289 5/8/2025 DD 1149 LOOMIS BANKING CHARGES 938.39 46290 5/8/2025 DD 9947 EMPLOYEE VISION REIMBURSEMENT 687.20 46291 5/8/2025 DD 9733 EMPLOYEE VISION REIMBURSEMENT 264.77 46292 5/8/2025 DD 617 MOUNTAIN EAP EMPLOYEE RELATIONS&WELLNESS PROGRAM 225.00 46293 5/8/2025 DD 4720 MOUNTAIN HARDWARE AND SPORTS MATERIALS&SERVICES 292.67 46294 5/8/2025 DD 1419 MUNICIPAL MAINTENANCE EQUIPMENT REPAIRS&MAINTENANCE 165.50 46295 5/8/2025 DD 5130 NCPA MEMBERSHIP DUES 12,867.00 46296 5/8/2025 DD 970 NORTHERN CALIFORNIAJOINT POLE ASSN MEMBERSHIP DUES 11.77 46297 5/8/2025 DD 1079 O'REI LLY AUTO PARTS REPAIRS&MAINTENANCE 42.51 46298 5/8/2025 DD 9504397 PACE SUPPLY MATERIALS&SERVICES 4,593.54 46299 5/8/2025 DD 5730 PORTERSIMON LEGAL SERVICES 6,314.00 46300 5/8/2025 DD 552 RK CONTRACTORS INC. MATERIALS&SERVICES 5,821.00 46301 5/8/2025 DD 10438 STB ELECTRICAL TEST EQUIP INC SAFETY SUPPLIES 1,716.67 Page 1of4 Page 4 of 16 Page 23 of 139 Truckee Donner Public Utility District Check Register CA May 2025 Go,Code 53605.5 Check/Tran Date Type Vendor Vendor Name Item Reference Amount 46302 5/8/2025 DO 1357 SWIFT COMMUNICATIONS OF CALIFORNIA GENERAL ADVERTISEMENT 714.00 46303 5/8/2025 DID 7313 TAHOE SUPPLY COMPANY FACILITY SUPPLIES 264.55 46304 5/8/2025 DO 1328 TRAFFIC MANAGEMENT,INC. TRAFFIC CONTROL SERVICES 5,248.98 46305 5/8/2025 DID 1605 TRAVERSE CONSULTING LLC PROFESSIONAL SERVICES:OTHER 6,250.00 46306 5/8/2025 DO 448 TRUCKEE TAHOE RADIO LLC MARKETING 2,595.20 46307 5/8/2025 DID 10584 UAMPS PURCHASED POWER-UAMPS 925,169.05 46308 5/8/2025 DO 10380 ULINE FACILITY SUPPLIES 148.52 46309 5/8/2025 DID 2236 UNIFIRST EMPLOYEE UNIFORM CLEANING SERVICES 995.92 46310 5/8/2025 DO 1538 USA FLEETSOLUTIONS MISC PARTS&SUPPLIES - 46311 5/8/2025 DID 630 WESTERN AREA POWER ADMINISTRATION ENVIRONMENTAL COMPLIANCE FEES 5,360.54 46312 5/8/2025 DO 816 WESTERN ENVIRONMENTAL TESTING WATER SAMPLE ANALYSIS 718.66 135838 5/8/2025 CHK 99999 LANI ACKERMAN CUSTOMER REFUND-CLOSED ACCOUNT 18.72 135839 5/8/2025 CHK 99999 MR CULLEN AMBROSE CUSTOMER REFUND-CLOSED ACCOUNT 140.35 135840 5/8/2025 CHK 134 ANIXTER INC. INVENTORY 1,253.72 135841 5/8/2025 CHK 657 AT&T COMMUNICATIONS 5,859.62 135843 5/8/2025 CHK 99999 MR LUIS BOCANGEL CUSTOMER REFUND-CLOSED ACCOUNT 177.48 135844 5/8/2025 CHK 1006 CALIFORNIA STATE DISBURSEMENT UNIT CHILD SUPPORT PPE 05/02/2025 115.38 135845 5/8/2025 CHK 999 MONTY CLEEVES WO#23631212,10183 RIVERSIDE DR,REFUND 177.73 135846 5/8/2025 CHK 1054 COCHRANE FAMILY EYECARE VISION REIMBURSEMENT 500.00 135847 5/8/2025 CHK 5661 DOORKING,INC BUILDING MAINTENANCE 45.95 135848 5/8/2025 CHK 348 EDGES ELECTRICAL GROUP MATERIALS&SERVICES 887.07 135849 5/8/2025 CHK 428 EDWARD R.BACON CO. REPAIRS&MAINTENANCE 676.03 135850 5/8/2025 CHK 3096 EMPLOYMENT DEVELOMENT DEPT. UNEMPLOYMENT INSURANCE 2,016.00 135851 5/8/2025 CHK 99999 CRAIG FATLAND CUSTOMER REFUND-CLOSED ACCOUNT 189.89 135852 5/8/2025 CHK 99999 JUSTIN FERBER CUSTOMER REFUND-CLOSED ACCOUNT 78.74 135853 5/8/2025 CHK 1242 GRATEFUL GARDENS BUILDING MAINTENANCE 2,580.00 135854 5/8/2025 CHK 99999 HERIBERTO HERNANDEZ CUSTOMER REFUND-CLOSED ACCOUNT 143.51 135855 5/8/2025 CHK 9600 EMPLOYEE VISION REIMBURSEMENT 257.64 135856 5/8/2025 CHK 6401 LIBERTY UTILITIES ELECTRIC FOR PUMP STATION 1,050.69 135857 5/8/2025 CHK 99999 ROBERTE MEADOWS CUSTOMER REFUND-CLOSED ACCOUNT 36.44 135858 5/8/2025 CHK 99999 MATTHEW MEAGHER CUSTOMER REFUND-CLOSED ACCOUNT 24.45 135859 5/8/2025 CHK 7220 NAPA SIERRA MATERIALS&SERVICES 75.98 135861 5/8/2025 CHK 5200 NORTHWEST PUBLIC POWER ASSOCIATION EMPLOYEE DEVELOPMENT 720.00 135862 5/8/2025 CHK 99999 PARISAJ RASHIDI CUSTOMER REFUND-CLOSED ACCOUNT 10.68 135863 5/8/2025 CHK 99999 RONALD M SINCLAIR CUSTOMER REFUND-CLOSED ACCOUNT 366.48 135864 5/8/2025 CHK 10761 SOUTHWEST GAS CORP. UTILITIES:NATURAL GAS 2,563.81 135865 5/8/2025 CHK 1497 STATE COLLECTIONS AND DISBURSEMENT UNIT CHILD SUPPORT PPE 05/02/2025 612.18 135866 5/8/2025 CHK 669 STATE WATER RESOURCES CONTROL BOARD MEMBERSHIP DUES-A.METROKA D3 90.00 135867 5/8/2025 CHK 99999 CHRIS SWINARSKI CUSTOMER REFUND-CLOSED ACCOUNT 30.45 135868 5/8/2025 CHK 6920 TAHOE TRUCKEE SIERRA DISPOSAL LANDFILL CHARGES 3,054.09 135869 5/8/2025 CHK 99999 EDWARD TAYLOR CUSTOMER REFUND-CLOSED ACCOUNT 22.66 135870 5/8/2025 CHK 11041 TRUCKEE PAINT MART INC. MATERIALS&SERVICES 87.58 135871 5/8/2025 CHK 99999 MS EMMA VERRUE CUSTOMER REFUND-CLOSED ACCOUNT 273.62 6280 5/9/2025 WIRE 540 CALPERS 457 DEFERRED COMP PRGM CALPERS 4579215 FINAL 602.74 6281 5/9/2025 WIRE 7310 INTERNAL REVENUE SERVICE FEDERAL/FICA WITHHOLDING 9215 FINAL 919.29 6282 5/9/2025 WIRE 3094 EMPLOYMENT DEV DEPT SDI/STATE WITHHOLDING 9215 FINAL 202.68 135837 5/9/2025 CHK PL PAYROLL PAYROLL FINAL CHECK 1,655.54 46313 5/15/2025 DID 5440 ALTEC INDUSTRIES INC REPAIRS&MAINTENANCE 1,994.45 46314 5/15/2025 DO 1537 AMAZON CAPITAL SERVICES,INC MATERIALS&SERVICES 1,516.72 46315 5/15/2025 DID 9096 SCOTT BOTN* MEETING EXPENSES 378.00 46316 5/15/2025 DO 515 BRAGG CRANE SERVICE CONTRACT SERVICES:ROW TREE CLEARING 1,512.50 46317 5/15/2025 DID 358 CALIFORNIA SURVEYING DRAFTING SUPPLY INC MATERIALS&SERVICES 5,304.28 46318 5/15/2025 DO 1489 CAROLLO ENGINEERS 6170A TANK INTERIOR REHAB 12,453.50 46319 5/15/2025 DID 9503810 CDW GOVERNMENT INC. HARDWARE PURCHASES 2,702.17 46320 5/15/2025 DO 1251 CONSTRUCTION MATERIALS ENGINEERS,INC. 2025 PIPELINE REPLACEMENT 1,185.00 46321 5/15/2025 DID 9978 EMPLOYEE VISION REIMBURSEMENT 1,020.00 46322 5/15/2025 DO 1167 ERPR,LLC PROFESSIONAL SERVICES:MARKETING 2,564.00 46323 5/15/2025 DID 9360 JAMES M FLOWERS* EMPLOYEE DEVELOPMENT 307.10 46324 5/15/2025 DO 1530 FORTRA,LLC LICENSING,MAINTENANCE&SUPPORT 15,724.35 46325 5/15/2025 DID 2254 FULL HEART DESIGN PROFESSIONAL SERVICES:MARKETING 1,162.50 46326 5/15/2025 DO 10645 GEI CONSULTANTS INC PROFESSIONAL SERVICES:OTHER 6,437.68 46327 5/15/2025 DID 3340 GENERAL PACIFIC INC PURCHASE TRANSFORMERS 97,115.73 46328 5/15/2025 DO 3515 GRAYBAR ELECTRIC CO INC INVENTORY 229.38 46329 5/15/2025 DID 1577 HUNT&SONS,LLC FUEL/OIL FOR VEHICLES 6,494.00 46330 5/15/2025 DO 9510 EMPLOYEE VISION REIMBURSEMENT 475.00 46331 5/15/2025 DID 3520 JOHNSON CONTROLS FIRE PROTECTION LP BUILDING MAINTENANCE 9,549.11 46332 5/15/2025 DO 115 KIMBALL-MIDWEST MISC PARTS&SUPPLIES 867.59 46333 5/15/2025 DID 924 KWASAFETY&HAZMAT CONSULTANTS INC SAFETY MEETING 1,346.80 46334 5/15/2025 DO 468 MAITACHEVROLET REPAIRS&MAINTENANCE - 46335 5/15/2025 DID 9947 ALLISON MCENEANEY AIRFARE,MEETING EXPENSES 484.96 46336 5/15/2025 DO 1099 MOANA NURSERY PROFESSIONAL SERVICES:OTHER 315.00 46337 5/15/2025 DID 965 MOSS ADAMS LLP PROFESSIONAL SERVICES:AUDIT 35,554.00 46338 5/15/2025 DO 4720 MOUNTAIN HARDWARE AND SPORTS MATERIALS&SERVICES 351.77 46339 5/15/2025 DID 1419 MUNICIPAL MAINTENANCE EQUIPMENT REPAIRS&MAINTENANCE 435.35 46340 5/15/2025 DO 289 NISC APRIL 2025 RECURRING INVOICE 16,287.27 46341 5/15/2025 DID 494 NVS,INC. 2025 PIPELINE REPLACEMENT 376.57 46342 5/15/2025 DO 1079 O'REI LLY AUTO PARTS MISC PARTS&SUPPLIES 30.57 46343 5/15/2025 DID 1545 OHIO POWER TOOL,INC MATERIALS&SERVICES 79.50 46344 5/15/2025 DO 775 ONLINE INFORMATION SERVICES CREDIT CHECK SERVICES 194.15 46345 5/15/2025 DID 9504397 PACE SUPPLY WEST RIVER STREETSCAPE-WATER 49,561.34 46346 5/15/2025 DO 9924 RYAN PURSEL* MEETING EXPENSES 298.00 46347 5/15/2025 DID 419 QCS LLC BUILDING MAINTENANCE 5,158.00 46348 5/15/2025 DO 9936 KEITH RENSHAW* MEETING EXPENSES 223.00 46349 5/15/2025 DID 1606 SAAS E SOLUTIONS,LLC PROFESSIONAL SERVICES:PROGRAM DELIVERY 5,000.00 46350 5/15/2025 DO 9962 EMPLOYEE VISION REIMBURSEMENT 150.00 Page 2of4 Page 5 of 16 Page 24 of 139 Truckee Donner Public Utility District Check Register CA May 2025 Go,Code 53605.5 Check/Tran Date Type Vendor Vendor Name Item Reference Amount 46351 5/15/2025 DD 11226 SHRED-IT USA LLC OFFICE SUPPLIES - 46352 5/15/2025 DD 837 SIERRA OFFICE SOLUTIONS XEROX COPIER LEASE 265.47 46353 5/15/2025 DD 1787 SILVER STATE INTERNATIONAL TRUCKS MISC PARTS&SUPPLIES 1,760.35 46354 5/15/2025 DD 26 THE BANK OF NEW YORK MELLON MELLO ROOS TAXES COLLECTED 1,704,633.91 46355 5/15/2025 DD 9929 ALEXANDER THOMASSIAN* MEETING EXPENSES 216.00 46356 5/15/2025 DD 1176 TRUCKEE FAMILY EYECARE OPTOMETRY,INC VISION REIMBURSEMENT 1,793.50 46357 5/15/2025 DD 1286 TYNDALE COMPANY INC EMPLOYEE UNIFORM 739.61 46358 5/15/2025 DD 2236 UNIFIRST EMPLOYEE UNIFORM CLEANING SERVICES 497.96 46359 5/15/2025 DD 643 UNITED SITE SERVICES OF NEVADA MATERIALS&SERVICES 655.96 46360 5/15/2025 DD 9966 ROE VERNON* MEETING EXPENSES 286.19 46361 5/15/2025 DD 816 WESTERN ENVIRONMENTAL TESTING WATER SAMPLE ANALYSIS 632.60 46362 5/15/2025 DD 7820 WESTERN NEVADA SUPPLY CO MATERIALS&SERVICES 134.28 46363 5/15/2025 DD 9968 BRIAN WRIGHT 53605.5 CAR RENTAL,MEETING EXPENSES 509.34 135872 5/15/2025 CHK 134 ANIXTER INC. MATERIALS&SERVICES 754.71 135873 5/15/2025 CHK 240 AUDIO ON-HOLD ON-HOLD PHONE SYSTEM 79.00 135874 5/15/2025 CHK 99999 JAMISON BLAIR CUSTOMER REFUND-CLOSED ACCOUNT 15.66 135875 5/15/2025 CHK 381 CAL-NEVADA TOWING REPAIRS&MAINTENANCE 260.00 135876 5/15/2025 CHK 1054 COCHRANE FAMILY EYECARE VISION REIMBURSEMENT 900.00 135877 5/15/2025 CHK 1072 CONSOLIDATED ELECTRICAL DIST MATERIALS&SERVICES 117.69 135878 5/15/2025 CHK 10489 CORELOGIC INFORMATION SOLUTIONS INC LICENSING,MAINTENANCE&SUPPORT 537.32 135879 5/15/2025 CHK 1415 CRISIS INTERVENTION SERVICES PROFESSIONAL SERVICES:PROGRAM DELIVERY 3,743.75 135880 5/15/2025 CHK 348 EDGES ELECTRICAL GROUP HARDWARE REFRESH-NETWORK LIFECYCLE 16.26 135881 5/15/2025 CHK 99999 MICHAEL FORRER CUSTOMER REFUND-CLOSED ACCOUNT 89.32 135882 5/15/2025 CHK 186 GRANITE CONSTRUCTION COMPANY MATERIALS&SERVICES 819.02 135883 5/15/2025 CHK 99999 PATRICK GUERRA CUSTOMER REFUND-CLOSED ACCOUNT 57.98 135884 5/15/2025 CHK 44444 TIM HARSCH INCENTIVES-HT PMP WTR HTR,EV,&COOKTOP 2,200.00 135885 5/15/2025 CHK 905 HEALTHEQUITY INC. HSA ADMINISTRATIVE FEES 85.80 135886 5/15/2025 CHK 10932 J&L FOOD MART&CARWASH REPAIRS&MAINTENANCE 160.00 135887 5/15/2025 CHK 9655 EMPLOYEE VISION REIMBURSEMENT 710.00 135888 5/15/2025 CHK 99999 JUSTIN LAVELL CUSTOMER REFUND-CLOSED ACCOUNT 206.41 135889 5/15/2025 CHK 1054 NEVADA VISION GROUP VISION REIMBURSEMENT 245.00 135890 5/15/2025 CHK 1054 NEVADA VISION GROUP VISION REIMBURSEMENT 572.00 135891 5/15/2025 CHK 1054 NEVADA VISION GROUP VISION REIMBURSEMENT 245.00 135892 5/15/2025 CHK 592 NORTHERN SIERRAAIR QUALITY ENVIRONMENTAL COMPLIANCE FEES 3,173.67 135893 5/15/2025 CHK 5222 ODP BUSINESS SOLUTIONS LLC FACILITY SUPPLIES 257.05 135894 5/15/2025 CHK 1540 P31 ENTERPRISES CONTRACT SERVICES:ROW TREE CLEARING 103,422.18 135895 5/15/2025 CHK 9918 LINDA PENDLETON 53605.5 MILEAGE,HOTEL,MEETING EXPENSES 1,200.80 135896 5/15/2025 CHK 10331 RENO BUSINESS INTERIORS DISTRICT OFFICE-EASTWING REMODEL 10,761.37 135897 5/15/2025 CHK 5673 SONETICS CORPORATION MATERIALS&SERVICES 190.76 135898 5/15/2025 CHK 669 STATE WATER RESOURCES CONTROL BOARD D3 RENEWAL-J.LEONARD 90.00 135899 5/15/2025 CHK 999 TIMBERLINE CONSTRUCTION REFUND TPP-12584 FALCON POINT PLACE 836.00 135900 5/15/2025 CHK 7175 TRANSWORLD SYSTEMS INC COLLECTION SERVICES 74.22 135901 5/15/2025 CHK 7290 TRUCKEE OVERHEAD DOOR BUILDING MAINTENANCE 1,350.00 135902 5/15/2025 CHK 11041 TRUCKEE PAINT MART INC. MATERIALS&SERVICES 456.63 135903 5/15/2025 CHK 526 WESTERN INDUSTRIAL PARTS INC. MISC PARTS&SUPPLIES 281.63 135904 5/15/2025 CHK 9939 JOHN K WILKEY* EMPLOYEE DEVELOPMENT 244.10 135905 5/15/2025 CHK 9949 BRADLEY WUEST* MEETING EXPENSES 216.00 135906 5/15/2025 CHK 999 ZERO IMPACT SOLUTIONS REF-24644500,ZERO IMPACT EV CHRGRS 349.29 6278 5/22/2025 PL PL PAYROLL PAYROLL DIRECT DEPOSIT 303,907.42 6283 5/22/2025 WIRE 1359 CALPERS OPEB-CERBT MONTHLY CONTRIBUTION 10,417.00 6284 5/22/2025 WIRE 3824 MISSIONSQUARE 401A/457 CONTRIBUTIONS PPE 05/16/2025 40,541.75 6285 5/22/2025 WIRE 540 CALPERS 457 DEFERRED COMP PRGM CALPERS 457 CONTRIBUTIONS PPE 05/16/2025 24,341.52 6286 5/22/2025 WIRE 7310 INTERNAL REVENUE SERVICE FEDERAL/FICA WITHHOLDING PPE 05/16/2025 149,690.99 6287 5/22/2025 WIRE 905 HEALTHEQUITY INC. EMPLOYEE HSA CONTRIBUTIONS PPE 05/16/25 1,336.48 6288 5/22/2025 WIRE 3094 EMPLOYMENT DEV DEPT SDI/STATE WITHHOLDING PPE 05/16/2025 33,243.03 6291 5/22/2025 WIRE 11233 CALPERS PENSION 80,796.53 46447 5/22/2025 DD 5440 ALTEC INDUSTRIES INC MATERIALS&SERVICES 7,991.33 46448 5/22/2025 DD 1537 AMAZON CAPITAL SERVICES,INC OFFICE SUPPLIES 2,949.94 46449 5/22/2025 DD 10650 EUROFINS EATON ANALYTICAL INC. WATER SAMPLE ANALYSIS 22.66 46450 5/22/2025 DD 736 FACTORY MOTOR PARTS MISC PARTS&SUPPLIES 585.69 46451 5/22/2025 DD 361 FIRST CHOICE SERVICES FACILITY SUPPLIES 70.65 46452 5/22/2025 DD 3340 GENERAL PACIFIC INC METER PURCHASE 2,725.00 46453 5/22/2025 DD 3349 GLOBAL RENTAL CO INC 2022 FORD F550 AT40G RPO - 46454 5/22/2025 DD 10257 GMES LLC SAFETY SUPPLIES 840.68 46455 5/22/2025 DD 3480 GRAINGER INC. SAFETY SUPPLIES 121.13 46456 5/22/2025 DD 3515 GRAYBAR ELECTRIC CO INC MATERIALS&SERVICES 2,944.06 46457 5/22/2025 DD 1577 HUNT&SONS,LLC FUEL/OIL FOR VEHICLES 6,669.20 46458 5/22/2025 DD 1582 INTEGRITY DATA SOLUTIONS,INC. LICENSING,MAINTENANCE&SUPPORT 6,862.00 46459 5/22/2025 DD 9654 JESSE LEDESMA* EMPLOYEE DEVELOPMENT 602.00 46460 5/22/2025 DD 1246 LUMA OPTICS HARDWARE PURCHASES 2,262.50 46461 5/22/2025 DD 468 MAITACHEVROLET REPAIRS&MAINTENANCE - 46462 5/22/2025 DD 11025 MOONSHINE INK MARKETING 428.00 46463 5/22/2025 DD 10008 MOTION&FLOW CONTROL PRODUCTS,INC. MISC PARTS&SUPPLIES 142.45 46464 5/22/2025 DD 4720 MOUNTAIN HARDWARE AND SPORTS MATERIALS&SERVICES 269.35 46465 5/22/2025 DD 289 NISC APRIL 2025 PRINT SERVICES 5,917.09 46466 5/22/2025 DD 1079 O'REI LLY AUTO PARTS REPAIRS&MAINTENANCE 291.89 46467 5/22/2025 DD 820 ONESOURCE SUPPLY SOLUTIONS MATERIALS&SERVICES 1,482.43 46468 5/22/2025 DD 9504397 PACE SUPPLY INVENTORY 5,341.63 46469 5/22/2025 DD 9923 STEVEN PONCELET* MEETING EXPENSES 256.51 46470 5/22/2025 DD 419 QCS LLC MATERIALS&SERVICES 1,835.00 46471 5/22/2025 DD 1270 RADIAN RESEARCH INC. MATERIALS&SERVICES 1,100.00 46472 5/22/2025 DD 1574 REGIONAL GOVERNMENT SERVICES PROFESSIONAL SERVICES:OTHER 2,742.00 46473 5/22/2025 DD 552 RK CONTRACTORS INC. MATERIALS&SERVICES 2,375.00 46474 5/22/2025 DD 6402 SIERRA PACIFIC POWER CO PURCHASED POWER-SPPC&NEVADA POWER 61,417.96 46475 5/22/2025 DD 1509 TAHOE INFORMATICS LLC PROFESSIONAL SERVICES:MARKETING 1,140.00 Page 3of4 Page 6 of 16 Page 25 of 139 Truckee Donner Public Utility District Check Register CA May 2025 Gov.Code 53605.5 Check/Tran Date Type Vendor Vendor Name Item Reference Amount 46476 5/22/2025 DO 6360 THATCHER COMPANY OF CALIFORNIA,INC WATER QUALITY:TREATMENT 7,137.84 46477 5/22/2025 DID 1328 TRAFFIC MANAGEMENT,INC. TRAFFIC CONTROL SERVICES 5,977.95 46478 5/22/2025 DO 1176 TRUCKEE FAMILY EYECARE OPTOMETRY,INC VISION REIMBURSEMENT 1,751.20 46479 5/22/2025 DID 10380 ULINE FIELD SUPPLIES 540.14 46480 5/22/2025 DO 2236 UNIFIRST EMPLOYEE UNIFORM CLEANING SERVICES 497.96 46481 5/22/2025 DID 7380 UNITED PARCEL SERVICE UPS CHARGES 253.13 46482 5/22/2025 DO 320 W&T GRAPHIX SCREEN PRINTING& EMPLOYEE UNIFORM 40.88 46483 5/22/2025 DID 816 WESTERN ENVIRONMENTAL TESTING WATER SAMPLE ANALYSIS 1,069.08 135907 5/22/2025 CHK 134 ANIXTER INC. INVENTORY 13,024.47 135908 5/22/2025 CHK 99999 ELIZABETH L ARNAU LT CUSTOMER REFUND-CLOSED ACCOUNT 24.16 135909 5/22/2025 CHK 657 AT&T COMMUNICATIONS 31.75 135910 5/22/2025 CHK 1527 AT&T MOBILITY CELL PHONE CHARGES 3,291.15 135911 5/22/2025 CHK 10223 CALIFORNIA INDUSTRIAL RUBBER MISC PARTS&SUPPLIES 32.48 135912 5/22/2025 CHK 1006 CALIFORNIA STATE DISBURSEMENT UNIT CHILD SUPPORT PPE 05/16/2025 115.38 135913 5/22/2025 CHK 9176 TARED CARPENTER• MEETING EXPENSES 345.00 135914 5/22/2025 CHK 1518 COLUMN SOFTWARE PBC GENERAL ADVERTISEMENT 747.47 135915 5/22/2025 CHK 609 CUMMINS ROCKY MOUNTAIN LLC REPAIRS&MAINTENANCE 343.60 135916 5/22/2025 CHK 193 EASTERN REGIONAL LANDFILL LANDFILL CHARGES 1,217.65 135917 5/22/2025 CHK 348 EDGES ELECTRICAL GROUP MATERIALS&SERVICES 915.01 135918 5/22/2025 CHK 186 GRANITE CONSTRUCTION COMPANY MATERIALS&SERVICES 697.55 135919 5/22/2025 CHK 1242 GRATEFUL GARDENS BUILDING MAINTENANCE 258.86 135920 5/22/2025 CHK 99999 NICOLE HAKEL CUSTOMER REFUND-CLOSED ACCOUNT 11.56 135921 5/22/2025 CHK 5555 HY-VIZ INCORPORATED MATERIALS&SERVICES 3,246.79 135922 5/22/2025 CHK 999 JAR-HILLTOP,CLP WO#23744479,COTTONWOOD WTR DA REFUND 57.28 135923 5/22/2025 CHK 9657 LAMES LEONARD 53605.5 DMV PHYSICAL 120.00 135924 5/22/2025 CHK 999 MARION AVENUE PROPERTIES,LLC WOs-21(67)44452 11211 TRAILS END RD 2,727.05 135925 5/22/2025 CHK 1498 NEVADA STATE TREASURER'S OFFICE T.CROW CHILD SUPPORT FEE Q12025 12.00 135926 5/22/2025 CHK 5151 NRECA HEALTH 125 ADMINISTRATIVE FEES 435.00 135927 5/22/2025 CHK 5222 ODP BUSINESS SOLUTIONS LLC OFFICE SUPPLIES 125.57 135928 5/22/2025 CHK 1540 P31 ENTERPRISES CONTRACT SERVICES:ROW TREE CLEARING 38,132.00 135929 5/22/2025 CHK 10101 PITNEY BOWES OFFICE SUPPLIES 88.29 135930 5/22/2025 CHK 675 SHERWIN-WILLIAMS MATERIALS&SERVICES 65.76 135931 5/22/2025 CHK 900 SIERRA MOUNTAIN PIPE&SUPPLY MATERIALS&SERVICES 196.20 135932 5/22/2025 CHK 9928 KOLBY SILKWOOD 53605.5 MILEAGE,EMPLOYEE DEVELOPMENT 653.52 135933 5/22/2025 CHK 1497 STATE COLLECTIONS AND DISBURSEMENT UNIT CHILD SUPPORT PPE 05/16/2025 612.18 135934 5/22/2025 CHK 99999 FRANK STRATTON CUSTOMER REFUND-CLOSED ACCOUNT 452.61 135935 5/22/2025 CHK 11041 TRUCKEE PAINT MART INC. MATERIALS&SERVICES 774.52 135936 5/22/2025 CHK 682 VERIZON WIRELESS CELL PHONE CHARGES 175.14 135937 5/22/2025 CHK 526 WESTERN INDUSTRIAL PARTS INC. MISC PARTS&SUPPLIES 212.28 46484 5/29/2025 DID 1537 AMAZON CAPITAL SERVICES,INC MATERIALS&SERVICES 1,343.96 46485 5/29/2025 DO 893 DEBBIE MADERA CLEANING SERVICE BUILDING CLEANING 7,004.00 46486 5/29/2025 DID 1614 DUNCAN WEINBERG GENZER&PEMBROKE,P.C. PROFESSIONAL SERVICES:FERC ISSUES 135.00 46487 5/29/2025 DO 2263 EMPIRE SOUTHWEST,LLC. REPAIRS&MAINTENANCE 664.48 46488 5/29/2025 DID 3480 GRAINGER INC. MATERIALS&SERVICES 76.70 46489 5/29/2025 DO 778 HDR ENGINEERING INC ELECTRIC RATE STUDY 3,017.30 46490 5/29/2025 DID 3520 JOHNSON CONTROLS FIRE PROTECTION LP MATERIALS&SERVICES 10,163.14 46491 5/29/2025 DO 115 KIMBALL-MIDWEST MISC PARTS&SUPPLIES 194.11 46492 5/29/2025 DID 9699 SEAN P MCMAHON* EMPLOYEE DEVELOPMENT 298.00 46493 5/29/2025 DO 4720 MOUNTAIN HARDWARE AND SPORTS MATERIALS&SERVICES 17.79 46494 5/29/2025 DID 1419 MUNICIPAL MAINTENANCE EQUIPMENT REPAIRS&MAINTENANCE 1,365.00 46495 5/29/2025 DO 494 NVS,INC. VARIOUS PROJECTS 47,008.48 46496 5/29/2025 DID 820 ONESOURCE SUPPLY SOLUTIONS MATERIALS&SERVICES 223.13 46497 5/29/2025 DO 9504397 PACE SUPPLY MATERIALS&SERVICES 3,780.98 46498 5/29/2025 DID 890 QUALUS,LLC MARTIS VALLEY SUBSTATION MODERNIZATION 14,912.00 46499 5/29/2025 DO 9962 EMPLOYEE VISION REIMBURSEMENT 1,300.00 46500 5/29/2025 DID 1787 SILVER STATE INTERNATIONAL TRUCKS REPAIRS&MAINTENANCE 706.03 46501 5/29/2025 DO 3826 STONE'S COUNTRYTIRE REPAIRS&MAINTENANCE 200.00 46502 5/29/2025 DID 6360 THATCHER COMPANY OF CALIFORNIA,INC WATER QUALITY:TREATMENT 2,887.44 46503 5/29/2025 DO 712 TRUCKEE DONNER PUD PURCHASED POWER-STAMPEDE HYDRO GEN 37,308.66 46504 5/29/2025 DID 1176 TRUCKEE FAMILY EYECARE OPTOMETRY,INC VISION REIMBURSEMENT 564.00 46505 5/29/2025 DO 2236 UNIFIRST EMPLOYEE UNIFORM CLEANING SERVICES 497.96 46506 5/29/2025 DID 1528 UNISYS CORPORATION COMPUTER SOFTWARE MAINTENANCE&SUPPORT 1,627.69 46507 5/29/2025 DO 816 WESTERN ENVIRONMENTAL TESTING WATER SAMPLE ANALYSIS 632.60 135938 5/29/2025 CHK 134 ANIXTER INC. INVENTORY 8,772.21 135939 5/29/2025 CHK 657 AT&T COMMUNICATIONS 64.10 135940 5/29/2025 CHK 747 CAL FIRE MATERIALS&SERVICES 895.04 135941 5/29/2025 CHK 99999 MISS CAROLYN A CARTER CUSTOMER REFUND-CLOSED ACCOUNT 17.89 135942 5/29/2025 CHK 1518 COLUMN SOFTWARE PBC GENERAL ADVERTISEMENT 288.51 135943 5/29/2025 CHK 1553 CRANMER ENGINEERING INC WATER SAMPLE ANALYSIS 170.00 135944 5/29/2025 CHK 348 EDGES ELECTRICAL GROUP MATERIALS&SERVICES 239.87 135945 5/29/2025 CHK 78 FEDERAL EXPRESS CORPORATION FEDERAL EXPRESS CHARGES 57.90 135946 5/29/2025 CHK 99999 MARIBEL GARCIA CUSTOMER REFUND-CLOSED ACCOUNT 63.93 135947 5/29/2025 CHK 99999 HOWARDG GIBSON CUSTOMER REFUND-CLOSED ACCOUNT 245.66 135948 5/29/2025 CHK 99999 KATHLEEN MALLY CUSTOMER REFUND-CLOSED ACCOUNT 9.51 135949 5/29/2025 CHK 99999 BRAD MORAN CUSTOMER REFUND-CLOSED ACCOUNT 226.20 135950 5/29/2025 CHK 1540 P31 ENTERPRISES POLE CHANGE OUTS 8,641.47 135951 5/29/2025 CHK 10400 PLACER COUNTY ENVIROMENTAL HEALTH ENVIRONMENTAL COMPLIANCE FEES 527.00 135952 5/29/2025 CHK 462 POWERPLAN-0113 REPAIRS&MAINTENANCE 105.05 135953 5/29/2025 CHK 99999 MICHAELJSMITH CUSTOMER REFUND-CLOSED ACCOUNT 260.79 135954 5/29/2025 CHK 99999 CONNIE SULLIVAN CUSTOMER REFUND-CLOSED ACCOUNT 13.19 135955 5/29/2025 CHK 10189 TRUCKEE DOWNTOWN MERCH ASSN. PRGM DLVRY:DIRECT NON-INCNT 400.00 336 $ 5,454,460.08 *Denotes employee reimbursement containing multiple items with no individual item charge of$100 or greater. Page of Page 7 of 16 Page 26 of 139 TRUCKEE DONNER PUBLIC UTILITY DISTRICT STATEMENT OF GENERAL FUND Activity for the Month Ended 4/30/2025 Page 1 of 2 Electric Dept Water Dept Total Balance in General Fund 3/31/2025 $9,293,005 $8,181,923 $17,474,928 Receipts: Revenue received $4,244,978 $1,641,988 $5,886,966 Retired employees medical insurance 19,659 - 19,659 Record interest earned 23,882 53,578 77,460 FF Funding&DL Surcharge Reimbursement for 2006 COP - 38,234 38,234 Cash clearing accounts(timing-prior month reversal) (520,956) - (520,956) Cash clearing accounts(timing-current month) 77,981 - 77,981 Total Receipts $3,845,543 $1,733,800 $5,579,343 Disbursements: Accounts payable/payroll disbursements $2,971,541 $1,105,365 $4,076,906 Voided checks (11,400) - (11,400) Distribute UPTIF interest 20,260 11,362 31,623 Restrict facilities fees 13,791 34,620 48,411 Restrict Donner Lake surcharge - 9,309 9,309 Section 125 benefit disbursement 30,288 - 30,288 Bank charges 12,836 - 12,836 Total Disbursements $3,037,316 $1,160,656 $4,197,972 Balance in General Fund 4/30/2025 $10,101,231 $8,755,067 $18,856,299 5/29/2025 3:26 PM I:\Treasurers Report\Statement of General Fund\2025\2025-04 GF Page 8 of 16 Page 27 of 139 TRUCKEE DONNER PUBLIC UTILITY DISTRICT Funds Status Report Activity for the Month Ended 4/30/2025 Page 2 of 2 Electric Dept Water Dept Total Distribution of Operating Funds At Month-End: Customer Services Operating Funds $2,400 $0 $2,400 Operating clearing accounts 77,981 - 77,981 U.S. Bank-General Fund 4,422,229 - 4,422,229 LAIF, UPTIF, PCIF,&TVI-General Fund 5,598,621 8,755,067 14,353,689 Total Operating Funds $10,101,231 $8,755,067 $18,856,299 Distribution of Designated&Restricted Funds at Month-End: LAIF, UPTIF, PCIF,TVI &CLASS $33,507,639 $8,145,973 $41,653,613 UPTIF-Donner Lake Assessment District 88,500 88,500 2015 COP Water Bonds, Principal Payment Fund - 510,018 510,018 2022 COP Issuance/Payment Fund 205,167 453,744 658,911 U S Bank-Donner Lake Assessment District 00-1 - 43,171 43,171 Total Designated&Restricted Funds $339712,807 $9,241,406 $42,954,212 Total Market Adjustments (200,100) (52,479) (252,579) Total Funds Available $43,613,938 $17,943,994 $619557,932 5/29/2025 3:26 PM I:\Treasurers Report\Statement of General Fund\2025\2025-04 GF Page 9 of 16 Page 28 of 139 INVESTMENT STATUS REPORT Activity for the Month Ended 4/30/2025 Balance Beg.Balance Month End Balance %Current Month(%Last Month) 12/31/2024 3/31/2025 Activity 4/30/2025 ELECTRIC FUNDS LOCAL AGENCY INVESTMENT FUND(LAIF)-4.28%(4.31%) General Fund 1..136.1 $ 6,294,941 $ 247,014 $ (533,835) $ (286,821) Consolidate cash (536,623) Quarterly investment income payment received 2,788 Capital Replacement Fund 1..136.41 2,181,606 4,207,148 47,484 4,254,632 Quarterly investment income payment received 47,484 Electric Rate Reserve Fund 1..136.35 - 500,000 - 500,000 AB 32 Cap&Trade Fund 1..136.58 481,113 486,751 5,494 492,245 Reimbursement from GF for Horse Butte Power 5,494 Deferred Liabilites Reserve 1..136.42 2,267,444 2,293,973 25,891 2,319,864 Quarterly investment income payment received 25,891 25,891 LCFS Credits 1..136.59 112,056 113,382 1,280 114,661 Funds transfer to/from GF 1,280 2022 COP Project Fund 1..132.95 7,039,834 7,122,211 80,386 7,202,596 Quarterly investment income payment received 80,386 80,386 Total LAIF Electric Investments 16,195,388 14,970,479 (373,301) 14,597,178 UTAH PUBLIC TREASURERS'INVESTMENT FUND(UPTIF)- 4.49%(4.49%) General Fund 1..136.12 521,095 458,125 (32,300) 425,826 Distribute UPTIF interest (20,260) Restrict facility fees (13,791) Record monthly interest 1,752 Facilities Fees 1..136.9 653,845 676,895 16,380 693,275 Restrict facilites fees 13,791 Record monthly interest 2,589 Electric Rate Reserve Fund 1..136.45 1,868,991 1,937,203 7,409 1,944,612 Record monthly interest 7,409 Capital Replacement Fund 1..136.46 495,353 505,703 1,934 507,637 Record monthly interest 1,934 Electric Vehicle Reserve 1..136.13 1,428,687 2,386,411 9,127 2,395,538 Record monthly interest 9,127 Total UPTIF Electric Investments 4,967,970 5,964,336 2,552 5,966,888 PLACER COUNTY INVESTMENT FUND(PCIF)- 4.00%(3.86%) Electric General Fund PC 1..136.49 908,374 917,093 3,008 920,101 Record monthly interest 3,008 Electric Rate Reserve Fund 1..136.47 1,115,617 1,126,325 3,695 1,130,020 Record monthly interest 3,695 Capital Replacement Fund 1..136.48 1,335,212 1,348,029 4,422 1,352,451 Record monthly interest 4,422 Total PCIF County Electric Investments 3,359,204 3,391,446 11,126 3,402,572 TVI INVESTMENTS- 0.55%(0.55%) Capital Replacement Fund 1..136.43 2,966,550 2,966,550 - 2,966,550 Electric Rate Reserve Fund 1..136.44 1,500,000 1,500,000 - 1,500,000 Total TVI Electric Investments 4,466,550 4,466,550 4,466,550 5/29/20253s0 PM Investments Status Report Page 10 of 16 I:\Treasurers Report\Investment Status Reports\2025\2025-041nvestments Status Report Page 1 of 4 Page 29 of 139 INVESTMENT STATUS REPORT Activity for the Month Ended 4/30/2025 Balance Beg.Balance Month End Balance %Current Month(%Last Month) 12/31/2024 3/31/2025 Activity 4/30/2025 CLASS INVESTMENTS- 4.39%(4.40%) General Fund 1..136.16 503,934 2,523,182 2,016,334 4,539,516 Record monthly interest 16,334 Transfer from US Bank 2,000,000 Electric Rate Reserve Fund 1..136.22 1,511,598 1,527,785 5,517 1,533,302 Record monthly interest 5,517 Vehicle Reserve Fund 1..136.23 503,934 509,331 1,839 511,170 Record monthly interest 1,839 Capital Reserve Fund 1..136.24 4,031,201 4,074,371 14,713 4,089,084 Record monthly interest 14,713 Total CLASS Electric Investments 6,550,668 8,634,669 2,038,403 10,673,072 Total Electric Investments $ 35,539,781 $ 28,792,811 $ (359,623) $ 28,433,188 5/29/20253s0 PM Investments Status Report Page 11 of 16 c\Trea:�rer:ReportU..estment stain:Repon:\2o2s\2o2s-oa m�enmeots stains Rep- Page 2 of 4 Page 30 of 139 INVESTMENT STATUS REPORT Activity for the Month Ended 4/30/2025 Balance Beg.Balance Month End Balance %Current Month(%Last Month) 12/31/2024 3/31/2025 Activity 4/30/2025 WATER FUNDS LOCAL AGENCY INVESTMENT FUND(LAIF)-4.28%(4.31%) General Fund 2..136.1 3,090,636 4,522,140 553,043 5,075,184 Consolidate cash 536,623 Quarterly investment income payment received 51,040 Restrict facility fees (34,620) Facilities Fees 2..136.90 1,411,527 1,404,306 50,469 1,454,775 Restrict facility fees 34,620 Quarterly investment income payment received 15,850 Capital Replacement Fund 2..136.41 1,210,177 2,474,330 27,927 2,502,256 Quarterly investment income payment received 27,927 Reserve funding @ budget - Total LAIF Water Investments 5,712,340 8,400,776 631,440 9,032,215 UTAH PUBLIC TREASURERS'INVESTMENT FUND(UPTIF)- 4.49%(4.49%) General Fund 2..136.12 908,092 663,612 20,101 683,712 Transfer to DLAD surcharge (9,309) Distribute UPTIF interest (11,362) DL Surcharge Reimbursement for 2006 COP 8,160 FF Funding portion of 2006 COP 30,074 Record monthly interest 2,538 Facilities Fees 2..136.25 495,007 456,879 (28,326) 428,553 Record monthly interest 1,747 Transfer to GF for FF Funding portion of 2006 COP (30,074) West River St.Assessment District 2..136.31 43,090 43,593 167 43,760 Record monthly interest 167 Prepaid Connection Fees 2..136.7 88,057 89,086 341 89,427 Record monthly interest 341 Donner Lake Assessment District Fund 2..136.84 87,144 88,162 337 88,500 Record monthly interest 337 Donner Lake Assessment District Surcharge Fund 2..136.61 223,320 229,390 2,026 231,416 DLAD surcharge collections 9,309 DL Surcharge reimbursement to GF for 2006 COP (8,160) Record monthly interest 877 TSA SAD II Improvement Fund 2..136.85 20,787 21,030 80 21,111 Record monthly interest 80 Water Vehicle Reserve 2..136.13 728,607 1,066,597 4,079 1,070,677 Record monthly interest 4,079 Deferred Liabilites Reserve 2..136.42 120,249 121,654 465 122,119 Record monthly interest 465 Capital Replacement Fund 2..136.46 1,131,023 136,675 523 137,198 Record monthly interest 523 Total UPTIF Water Investments 3,845,376 2,916,680 (207) 2,916,473 PLACER COUNTY INVESTMENT FUND(PCIF)- 4.00%(3.86%) Total PCIF Water Investments TVI INVESTMENTS- 0.55%(0.55%) Water General Fund TVI2..136.15 2,996,171 2,996,171 - 2,996,171 Total TVI Water Investments 2,996,171 2,996,171 2,996,171 CLASS INVESTMENTS- 4.39%(4.40%) Water Vehicle Reserve 2..136.24 2,015,738 2,037,324 7,357 2,044,681 Record monthly interest 7,357 Total CLASS Water Investments 2,015,738 2,037,324 7,357 2,044,681 Total Water Investments $ 14,569,625 $ 16,350,950 $ 638,590 $ 16,989,540 5/29/20253s0 PM Investments Status Report Page 12 of 16 c\Tr....rer:ReportU....t,ent xm a :Report:\2o25\2o25-04 mvestmeots crams Report Page 3 of 4 Page 31 of 139 INVESTMENT STATUS REPORT Activity for the Month Ended 4/30/2025 Balance Beg.Balance Month End Balance %Current Month(%Last Month) 12/31/2024 3/31/2025 Activity 4/30/2025 ELECTRIC&WATER INVESTMENTS,COMBINED TOTALS Pre-Market Adjustments Total LAIF Investments 42% 21,907,728 23,371,254 258,139 23,629,393 Total UPTIF Investments 16% 8,813,347 8,881,016 2,345 8,883,361 Total PCIF Investments 6% 3,359,204 3,391,446 11,126 3,402,572 Total TVI Investments 13% 7,462,722 7,462,722 - 7,462,722 Total CLASS Investments 23% 8,566,405 10,671,993 2,045,760 12,717,753 Total Investments 100% Month End Bal.Mix $ 50,109,405 $ 53,778,432 $ 2,317,369 $ 56,095,801 Market Adjustments Total LAIF Investments (9,106) (9,106) - (9,106) Total UPTIF Investments 16,492 16,492 - 16,492 Total PCIF Investments (16,653) (16,653) (16,653) Total TVI Investments (243,495) (243,234) 86 (243,148) Total CLASS Investments (165) (165) (165) Total Investments $ (252,761) $ (252,666) $ 86 $ (252,580) Post-Market Adjustments Total LAIF Investments 43% 21,898,622 23,362,148 258,139 23,620,287 Total UPTIF Investments 16% 8,829,839 8,897,508 2,345 8,899,853 Total PCIF Investments 6% 3,342,552 3,374,794 11,126 3,385,919 Total TVI Investments 13% 7,219,227 7,219,488 86 7,219,573 Total CLASS Investments 23% 8,566,240 10,671,828 2,045,760 12,717,588 Total Investments 100% Month End Bal.Mix $ 49,856,479 $ 53,525,765 $ 2,317,455 $ 55,843,221 5/29/2025 3:10PM Investments Status Report Page 13 of 16 I:\Treasurers Report\Investment Status Reports\2025\2025-041nvestments Status Report Page 4 of 4 Page 32 of 139 TRUCKEE DONNER PUD INVESTMENT BALANCES as of April 30,2025 Placer County Utah Public California TVI Fidelity Mmkt Morgan Stanley Dreyfus BNY US Bank Cash/ LAIF Invest Fund Invest Fund CLASS Investments Govt 57 Trees Sec Port Treas Security Treas Cash Res Checking Cash Clearings Total 131.1 ELECTRIC FUNDS General Fund $ (286,821) $ 920,101 $ 425,826 $ 4,539,516 $ $ $ $ $ $ 4,422,229 $ 80,381 $ 10,101,231 Facilities Fees - - 693,275 - - - 693,275 Rate Reserve Fund 500,000 1,130,020 1,944,612 1,533,302 1,500,000 6,607,934 Capital Reserve Fund 4,254,632 1,352,451 507,637 4,089,084 2,966,550 13,170,355 Deferred Liabilites Reserve/POB Fund 2,319,864 - - - - 2,319,864 Electric Vehicle Reserve Fund - 2,395,538 511,170 2,906,708 AB 32 Fund 492,245 - - 492,245 LCFS Credits 114,661 114,661 COP Project Fund 7,202,596 7,202,596 COP Issuance/Payment Fund - - - 205,167 205,167 Market Adjustments 6,947 16,653 9,297 127 185,670 200,100 Total Electric Investments 14,590,231 3,385,919 5,976,184 10,672,946 4,280,880 205,167 4,422,229 80,381 43,613,938 WATER FUNDS General Fund $ 5,075,184 $ - $ 683,712 $ $ 2,996,171 $ $ $ $ $ $ 8,755,067 Facilities Fees 1,454,775 428,553 - 1,883,328 Capital Reserve Fund 2,502,256 137,198 2,044,681 4,684,135 2015 COP Funds - - - 510,018 510,018 West River St.Assessment District 43,760 - 43,760 Deferred Liabilites Reserve 122,119 122,119 Prepaid Connection Fees 89,427 89,427 DLAD Fund 88,500 43,171 131,671 DLAD Surcharge 231,416 - 231,416 TSA SAD II Improvement Fund 21,111 21,111 Water Vehicle Reserve 1,070,677 1,070,677 COP Issuance/Payment Fund - - 453,744 453,744 Market Adjustments 2,159 7,196 39 57,477 52,479 Total Water Investments 9,030,056 2,923,669 2,044,642 2,938,694 510,018 453,744 43,171 17,943,994 Electric and Water,subtotal 23,620,287 3,385,919 8,899,853 12,717,588 7,219,574 510,018 658,911 4,465,400 80,381 61,557,932 MELLO ROOS-OLD GREENWOOD - - - - - - 263,189 182,272 - - - 445,461 Total Mello Roos-Old Greenwood 263,189 182,272 445,461 MELLO ROOS-GRAY'S CROSSING 1,962,601 - - 724,660 2,687,261 Total Mello Roos-Gray's Crossing 1,962,601 724,660 2,687,261 Total Investments $ 25,582,889 $ 3,385,919 $ 8,899,853 $ 12,717,588 $ 7,219,574 $ 510,018 $ 263,189 $ 182,272 $ 1,383,571 $ 4,465,400 $ 80,381 $ 64,690,654 202503 Last Month End Balances 25,303,357 3,374,794 8,891,634 10,671,828 7,219,488 417,711 262,264 181,596 1,258,091 4,667,406 523,356 57,159,757 Change from last month 279,531 11,126 8,219 2,045,760 87 92,307 925 676 125,480 (202,005) (442,976) 7,530,898 202404 PY Month End Balances 29,795,748 6,643,458 8,891,322 - 9,378,986 497,955 305,424 167,154 1,441,276 2,561,236 209,152 59,891,710 Change from PY Month (4,212,859) (3,257,539) 8,531 12,717,588 (2,159,412) 12,063 (42,235) 15,118 (57,704) 1,904,165 (128,772) 4,798,944 2024 12 PYE Balances 25,999,121 3,342,552 8,891,634 8,566,240 7,219,227 142,863 259,524 306 313,210 2,266,449 220,427 57,159,757 Change from PYE (416,233) 43,368 8,219 4,151,348 348 367,155 3,665 181,966 1,070,361 2,198,952 (140,046) 7,530,898 I:\Treasurers Report\2025\202-Treasurer's Rep-W l Investment,202504555 Page 14 of 16 Page 33 of 139 TRUCKEE DONNER April 2025 Public Utility District Electric Utility - Key Reserve Balances $ thousands $14,000 $13,170 $12,000 $10,000 $10,101 $8,000 ■ $7,203 u - M $6,608 $6,000 $4,000 $2,000 $0 • YE 2020 YE 2021 YE 2022 YE 2023 YE 2024 PY Same Last Current YE YE GOAL Month Month Month FORECAST Operating Reserve ■ Rate Reserve ■ Capital Reserve • 2022 COP Project Funds 6/23/2025 11:24AM Page 15 of 16 0 FR Report Pack 2025 04 MFS Sec A(3.4) g Page 34 of 139 TRUCKEE DONNER April 2025 Public Utility District Water Utility - Key Reserve Balances $ thousands $14,000 $12,000 $10,000 ■ $8,755 $8,000 ■ ■ ■ ■ ■ $6,000 ■ ■ ■ ■ $4,684 $4,000 ■ $2,000 • • • • • • $1,883 ■ ■ ■ 1d ■ ■ $1,071 $0 $0 YE 2020 YE 2021 YE 2022 YE 2023 YE 2024 PY Same Last Current YE YE GOAL Month Month Month FORECAST ■ Operating Reserve ■ Vehicle Reserve ■ Capital Reserve 2022 COP Project Funds ° • Facility Fees ° 6/23/2025 11:24AM Page 16 of 16 0 FR Report Pack 2025 04 MFS Sec A(3.4) Page 35 of 139 AGENDA ITEM #10 r F- -I Public Utility Districtill? MEETING DATE: July 2, 2025 TO: Board of Directors FROM: Martina Rochefort, District Clerk/Executive Assistant SUBJECT: Approval of Meeting Minutes APPROVED BY. Brian C. Wright, General Manager RECOMMENDATION: Consider approval of June 18, 2025 Regular Meeting Minutes BACKGROUND: ANALYSIS AND BODY: 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. FISCAL IMPACT: There is no fiscal impact associated with approving this item. ATTACHMENTS: 1. Minutes 2025 0618 DRAFT Page 1 of 1 Page 36 of 139 TRUCKEE DONNER PUBLIC UTILITY DISTRICT REGULAR BOARD MEETING MINUTES TDPUD BOARD ROOM, 11570 DONNER PASS ROAD, TRUCKEE, CA 6:00 PM, WEDNESDAY, JUNE 18, 2025 1. Call to Order Meeting was called to order at 6:00 p.m. 2. Roll Call Directors Present: Courtney Murrell, Steve Randall, Jeff Bender, Vice President Tony Laliotis and President Christa Finn Staff in attendance: Brian Wright, General Manager; Scott Crow, Chief Information Officer/IT Director/Assistant General Manager; Mike Salmon, Chief Financial Officer; Chad Reed, Water Utility Director; Mike Swanson, Director of Electric Engineering and Operations; Steven Poncelet, Public Information and Strategic Affairs Director; Steve Keats, Special Projects Administrator; Xander Thomassian, Network & Systems Administrator; Martina Rochefort, District Clerk/Executive Assistant Other Steve Gross, General Counsel 3. Pledge of Allegiance Vice President Laliotis led the Pledge of Allegiance. 4. Changes to the agenda Due to anticipated public comment, Workshop items 12 and 13 were moved after approval of the Consent Calendar. 5. Public Comment No public comment was received. DIRECTOR UPDATE 6. Brian Wright, General Manager, notified the Board and members of the public that the District received information about a possible PSOM event for NV Energy customers this Friday. Director Bender attended a great adaptive leader workshop. PUBLIC HEARING 7. Public Hearing to Adopt the Updated Martis Valley Groundwater Management Plan 1. Conduct the Public Hearing for consideration of adopting the updated Martis Valley Groundwater Management Plan. 2. Adopt Resolution 2025-15 to adopt the updated Martis Valley Groundwater Management Plan. Public Hearing opened at 6:04 p.m. Steven Poncelet, Public Information and Strategic Affairs Director, presented on the 1 Page 37 of 139 TRUCKEE DONNER PUBLIC UTILITY DISTRICT REGULAR BOARD MEETING MINUTES TDPUD BOARD ROOM, 11570 DONNER PASS ROAD, TRUCKEE, CA 6:00 PM, WEDNESDAY, JUNE 18, 2025 updated Martis Valley Groundwater Management Plan. Public comment was received from Richard Anderson. Written comments were received from Trout Unlimited, Truckee River Watershed Council, and Mountain Area Preservation. Jared Carpenter, Director of Electric Power Supply,joined the meeting at 6:23 p.m. Discussion was held. Public Hearing closed at 7:01 p.m. General Counsel recommended amendment of item 1 that states "the District hereby adopts the updated Martis Valley Groundwater Management plan" by adding to the end "in substantially the form presented to this meeting." Based on General Counsel's understanding of the conversation, there would likely be some edits to the document to incorporate some of the recommendations received from Trout Unlimited with respect to procedural notifications, but those edits would be made in cooperation with and consensus from Northstar Community Services District and Placer County Water Agency such that the edits may not be precisely the language requested by Trout Unlimited. Mr. Gross shared his is a member of Trout Unlimited but did not participate in the preparation of their public comment. ACTION: Motion made by Director Murrell to adopt Resolution 2025-15 with the change recommended by General Counsel, seconded by Director Laliotis. AYES: Murrell, Randall, Bender, Laliotis and Finn NAYS: none ABSTAIN: none ABSENT: none Motion passed unanimously. CONSENT CALENDAR 8. Consideration of Approval for a Contract with Murray City, Utah for Renewable Energy from the Trans-Jordan Landfill Gas Generator Authorize the General Manager to Execute a Contract with Murray City for Renewable Energy Beginning January 1, 2025, thru December 31, 2029 9. Set the Board FY2026 and FY2027 Budget Workshop and Public Hearing Schedule The Board establish the following meeting dates for the development of the 2 Page 38 of 139 TRUCKEE DONNER PUBLIC UTILITY DISTRICT REGULAR BOARD MEETING MINUTES TDPUD BOARD ROOM, 11570 DONNER PASS ROAD, TRUCKEE, CA 6:00 PM, WEDNESDAY, JUNE 18, 2025 FY2026 and FY2027 Biennial Budget: • July 16, 2025 - Budget Workshop #1 • August 20, 2025 - Budget Workshop #2 • October 15, 2025 - Budget Workshop #3 • November 5, 2025 - Public Hearing and Action Item for consideration of budget approval 10. Approval of Meeting Minutes Consider approval of June 4, 2025 Regular Meeting Minutes No public comment was received. ACTION: Motion made by Director Laliotis to approve the Consent Calendar as presented, seconded by Director Randall. AYES: Murrell, Randall, Bender, Laliotis and Finn NAYS: none ABSTAIN: none ABSENT: none Motion passed unanimously. Items 12 and 13 were heard next. WORKSHOP 12. Updates in Pre-emptive Power Shutoff Policy Development Presentation, Discussion, Provide Input and Direction to Staff. Mike Swanson, Director of Electric Engineering & Operations, presented on pre-emptive power shutoff. Discussion was held. Public comment was received from Barney Dewey. Jillian Steward, Director of Human Resources & Risk Management,joined the meeting at 7.40 p.m. 13. Setting the Stage For A Net Energy Metering Successor Rate Design Receive this informational presentation and provide input and direction to staff. Steven Keats, Special Projects Administrator, presented on possible Net Energy Meter successor rates. Discussion was held. No public comment was received. 3 Page 39 of 139 TRUCKEE DONNER PUBLIC UTILITY DISTRICT REGULAR BOARD MEETING MINUTES TDPUD BOARD ROOM, 11570 DONNER PASS ROAD, TRUCKEE, CA 6:00 PM, WEDNESDAY, JUNE 18, 2025 ACTION ITEMS 11. Resolution No. 2025-16 Approving the District's New Employment Agreement for the General Manager Adopt Resolution No. 2025-16 Approving the District's New Employment Agreement with the General Manager No public comment was received. Discussion was held. ACTION: Motion made by Director Bender to adopt Resolution 2025-16 approving the District's New Employment Agreement with the General Manager as presented, seconded by Director Laliotis. AYES: Murrell, Randall, Bender, Laliotis and Finn NAYS: none ABSTAIN: none ABSENT: none Motion passed unanimously. Open Session recessed at 8:27 p.m. CLOSED SESSION 14. Closed Session Pursuant to Government Code Section 54956.9(d)(1), Conference with Legal Counsel, Existing Litigation, Regina Cooley v. TDPUD et al, Superior Court of the State of California, County of Nevada Case No. C00002116 Open Session reconvened at 9:11 p.m. There was no reportable action taken in Closed Session. ADJOURNMENT Meeting adjourned at 9:11 p.m. TRUCKEE DONNER PUBLIC UTILITY DISTRICT Christa Finn, President 4 Page 40 of 139 TRUCKEE DONNER PUBLIC UTILITY DISTRICT REGULAR BOARD MEETING MINUTES TDPUD BOARD ROOM, 11570 DONNER PASS ROAD, TRUCKEE, CA 6:00 PM, WEDNESDAY, JUNE 18, 2025 Respectfully Submitted, Martina Rochefort, District Clerk 5 Page 41 of 139 AGENDA ITEM #11 Public Utility District MEETING DATE: July 2, 2025 TO: Board of Directors FROM: Steven Poncelet, Public Information Officer SUBJECT: Consideration to Adopt the 2024 Nevada County Multijurisdictional Hazard Mitigation Plan APPROVED BY. Brian C. Wright, General Manager RECOMMENDATION: 1. Adopt Resolution 2025-17 adopting the 2024 Nevada County Multijurisdictional Hazard Mitigation Plan Volume I and the Truckee Donner Public Utility District Annex in Volume II in substantially the form presented. 2. Authorize staff to incorporate any minor, non-substantial edits as directed by FEMA. BACKGROUND: The Disaster Relief Act of 1974 is the United States Federal Law that established the process of presidential disaster declarations. It was intended to better handle the array of disasters that occur annually throughout the United States. The Act also helped give more relief to disaster survivors. In 1979, the Federal Emergency Management Agency (FEMA) was established to consolidate the federal agencies who were involved in handling disasters and emergencies. The Stafford Act of 1988 amended the Disaster Relief Act of 1974. The amended version created the system by which a presidential disaster declaration or emergency declaration triggers financial and physical assistance through FEMA. The act gives FEMA the responsibility for coordinating government- wide relief efforts. Through the Disaster Mitigation Act of 2000 (DMA 2000), the US Congress set a goal to encourage local governments and states to develop plans and undertake projects to mitigate the impact of natural disasters on a community before disasters occur. Federal requirements established by FEMA as a result of this legislation include a requirement that hazard mitigation plans (HMP) be reviewed and updated a minimum of every five years, and following any major disaster declaration, to maintain eligibility for funding and technical assistance from State and Federal hazard mitigation programs. In support of regionalism, cost, and work efficiencies, the District participated in the Nevada County Local Hazard Mitigation Plan 2011-2116. The plan included specific recommendations, action items, and projects that could help mitigate future disasters. The greatest risks and vulnerabilities identified in the plan were wildfire and flood. In Page 1 of 4 Page 42 of 139 2017, the District again participated in the Nevada County Multijurisdictional Hazard Mitigation Plan (MHMP) as an agency-specific annex within the plan. The plan identified several mitigation goals and objectives that were based upon a risk assessment of the participants. The 2018 MHMP was a countywide document that included a variety of jurisdictions within the county under the County of Nevada Office of Emergency Services umbrella. For the District, the greatest risks and vulnerabilities identified in the plan were wildfire and earthquake, and again the plan included specific recommendations, action items, and projects that could help mitigate future disasters. The District's Board last took action to adopt the MHMP in September 2018. ANALYSIS AND BODY: In response to the need to update the MHMP every five years, the District again participated with Nevada County in the update of the plan. Volume I of the 2024 MHMP provides detailed information on the planning process and planning area, risk assessment including the identification of hazards of concern, capability assessment, mitigation strategy, and plan maintenance. Attachment 1 is the executive summary of the 2024 MHMP, and the full Volume I can be accessed using the following link CLICK HERE. Volume II of the 2024 MHMP consists of the participating agency-specific annexes, including the Truckee Donner Public Utility District Annex (Attachment 2). Volume II can be accessed in its entirety using the following link CLICK HERE. Within each annex, the plan provides a community profile, capability assessment and integration, compliance with the National Flood Insurance Program (NFIP), growth and development trends, a Truckee Donner Public Utility District-specific risk assessment, and finally mitigation strategies and prioritization to address the identified hazards of concerns. The community-specific hazard ranking is based on problems and impacts identified by the risk assessment conducted in Volume I of the MHMP. The greatest risks and vulnerabilities to the District identified in the plan were wildfire, earthquake, and extreme weather. The Truckee Donner Public Utility District Annex identifies 7 total mitigation actions the District would like to pursue to reduce the effects of the hazards of concern. The actions are dependent upon available funding (grants, local match availability, and local funding availability) and may be modified or omitted at any time based on the occurrence of new hazard events and changes in the District's priorities. Each action was assigned a priority level based on an extensive evaluation criteria analysis including life safety, property protection, cost-effectiveness, political, legal, fiscal, environmental, social vulnerability, administrative, hazards of concern, climate change, timeline, community lifelines, and other local objectives. A numeric rank is assigned (-1, 0, or 1) for each of the valuation criteria and the action priority is based on a cumulative numeric score: Low (0-6), Medium (7-10), and High (11-14). For an action item to be placed in the annex, the action must identify a realistic funding source, and be achievable within a 5-year timeframe if funding was available. Additionally, for any mitigation project to be eligible for federal mitigation grant programs, the action must be Page 2 of 4 Page 43 of 139 included within the MHMP. Detailed action item descriptions can be found in Attachment 2. The District's mitigation projects from the Annex are: • Provide training to staff and implement the TDPUD 2024 EOP; • Develop and implement an electric utility preemptive de-energization program; • Decrease water system hydrant spacing; • Earthquake identification and hardening project; • Enhanced vegetation management for high wildfire wares and sectionalization; • Enhanced electric overhead system harding; and • Vegetation management in right of ways and utility easements and electric overhead system hardening. To have a valid MHMP, both the California Governor's Office of Emergency Services (CaIOES) and FEMA need to review and approve the plan and the jurisdictional governing body must also approve the plan. The initial draft was submitted to CalOES on August 30, 2024. CalOES subsequently requested revisions to meet current Hazard Mitigation Plan requirements. All CalOES comments were addressed, and a revised draft of Volume 1 and the Nevada County Annex were resubmitted to CalOES on November 18, 2024. CalOES approved the revised draft and forwarded the plan to FEMA Region IX for review and issued plan approval pending adoption on November 29, 2024. The Nevada County Board of Supervisors approved the MHMP on December 10, 2024. The remaining jurisdictional annexes were resubmitted to Cal OES on November 27, 2024. CalOES approved the revised draft plan and forwarded the MHMP to FEMA Region IX for review and approval on January 2, 2025. On April 28, 2025, the 2024 Nevada County Hazard Mitigation Plan was formally amended by FEMA to include the City of Grass Valley, City of Nevada City, Town of Truckee, Nevada Irrigation District, Truckee Donner Public Utilities District, Washington County Water District, and Nevada County Consolidated Fire District as official planning participants. FEMA confirmed that these jurisdictions meet the requirements of the Code of Federal Regulations, Title 44, Part 201, Section 6 (44 C.F.R. 201.6) pending final adoption of the plan. The plan was originally approved on December 17, 2024, for all participating jurisdictions. To maintain grant eligibility in the long term, Nevada County and participating jurisdictions must review, update, and resubmit the plan to FEMA before December 16, 2029. The final step in this process for the District is approval of the MHMP by the District's Board. District Resolution 2025-17 adopting the 2024 Nevada County Multijurisdictional Hazard Mitigation Plan update including the Truckee Donner Public Utility District specific Annex is Attachment 3. For the plan to be fully finalized at FEMA, all jurisdictions must adopt the plan and Nevada County will provide the adopted resolutions to FEMA to inclusion in the final documents. The District's approval of the plan before FEMA final approval will ensure the most expedited path to a valid plan. Given FEMA's existing approvals to date, there is little risk of FEMA requesting Page 3 of 4 Page 44 of 139 any changes. Staff are requesting the authority to make any necessary adjustments required by FEMA which will avoid the need to return to the District's Board for re- approval. Any requested changes made by FEMA will be based on Federal requirements to have a valid and approved plan. The District will have the ability to update the MHMP after final plan approval through the ongoing maintenance requirements and annual reviews. 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 3. Engage with our customers and communities in a welcoming and transparent way to identify opportunities. 4. Modernize the utility and add value to our communities through collaboration and innovation. FISCAL IMPACT: There is no direct fiscal impacts assocated with the adoption of the 2024 Nevada County Multijurisdictional Hazard Mitigation Plan. ATTACHMENTS: 1. Nevada County 2024 HMP_Vol_1 2. Nevada County HMP-Vol-II_Final FEMAReviewDraft_2024-12-272 3. R2025-17 Adoption of the 2024 Nevada County MHMP Page 4 of 4 Page 45 of 139 Attachment 1 2024 Nevada County Hazard Mitigation Plan (FEMA Review Draft) Executive Summary Executive Summary Hazard mitigation is the use of long-term and short-term policies, programs, projects, and other activities to minimize the loss of life, injury, and property damage that can result from a disaster. Communities, residents, and businesses across the United States have been faced with continually increasing costs associated with natural and human-caused hazards. Hazard mitigation is the first step in reducing risk and is the most effective way to reduce costs associated with hazards. Nevada County has developed a hazard mitigation plan (HMP) to reduce risks from disasters to the people, property, economy, and environment within the County. Developed by the County and seven participating local jurisdictions (the Planning Partners), this HMP updates the 2017 Nevada County HMP. It includes countywide assessment of hazards, risk, and capabilities. Currently, only the County of Nevada is seeking FEMA approval. This plan is presented as a standalone local hazard mitigation plan document for the County. All other participating jurisdictions will be incorporated into the plan through amendments at a later date. The following are the jurisdictions in Nevada County that have participated as Planning Partners: • Nevada County • Town of Truckee • City of Grass Valley • City of Nevada City • Nevada Irrigation District • Nevada County Consolidated Fire District • Truckee Donner Public Utility District • Washington County Water District The plan complies with federal and state hazard mitigation planning requirements to establish the Planning Partners' eligibility for funding under Federal Emergency Management Agency (FEMA) grant programs. The Planning Process Overall Approach To support the planning process for this HMP, the Planning Partners accomplished the following: • Developed a Steering Committee consisting of key stakeholders and a countywide Planning Partnership made up of the Steering Committee members, the Planning Partners, and other regional stakeholders • Reviewed the 2017 Nevada County Local Hazard Mitigation Plan Update • Involved a wide range of stakeholders and the public in the plan update process • Identified hazards of concern to the County to be included in the update agg.; NEVADA office of Emergency COUNTY Services O TETRA TECH CALIFORNIA III Page 46 of 139 2024 Nevada County Hazard Mitigation Plan (FEMA Review Draft) Executive Summary • Profiled the hazards of concern • Estimated the inventory at risk and potential losses associated with these hazards • Reviewed and updated the mitigation goals and objectives • Reviewed mitigation actions outlined in the 2017 HMP to determine progress • Developed new mitigation actions to reduce the vulnerability of assets from hazards of concern • Developed HMP maintenance procedures to be executed after obtaining approval of the plan from Cal OES and FEMA Multiple Aaency Support for Hazard Mitigation Primary responsibility for hazard mitigation lies with local governments. Partners at the regional, state, and federal levels are available to assist local communities with their mitigation strategies. FEMA provides grants, tools, guidance, and training to support mitigation planning. In California, Cal OES is the lead agency providing hazard mitigation planning assistance to local jurisdictions. The participating jurisdictions provided significant input into the preparation of this HMP, in particular the preparation of jurisdiction-specific annexes included in Volume II. They fully coordinated with and solicited participation from county and local governments, relevant organizations and groups, state and federal agencies, and the general public. This coordination ensured that stakeholders had established communication channels and relationships to support mitigation planning and mitigation actions included in the plan. Under the project management of the Nevada County Office of Emergency Services, the Nevada County Hazard Mitigation Steering Committee provided oversight for the preparation of this plan. The Steering Committee included representatives from the following: • Nevada County Office of Emergency Services • Truckee Fire Protection District • Town of Truckee Office of Emergency Services • Washington County Water District • FREED Center for Independent Living Fire Department • CAL FIRE • Yuba Watershed Institute • Nevada Irrigation District • South Yuba River Citizens League • Bear Yuba Land Trust • Coalition of Firewise Communities • Nevada County Consolidated Fire District • Nevada City, City Manager Risk Assessment for Local Hazards of Concern The Planning Partners evaluated each jurisdiction's vulnerability to each of 12 identified hazards of concern, based on past events, past and predicted future losses, and the expected probability of future occurrence. From these evaluations, hazards were ranked as high, medium, or low risk to each jurisdiction. The hazard rankings were used to focus and prioritize individual jurisdictional mitigation strategies. Summary overall hazard rankings for all of Nevada County are as follows: NEVADA Office of Emergency TETRA TECH t COUNTY Services O CALIFORNIA iv Page 47 of 139 2024 Nevada County Hazard Mitigation Plan (FEMA Review Draft) Executive Summary • Avalanche—Low • Extreme Cold—Low • Landslide—Low • Dam Failure—Low • Extreme Heat—Medium • Volcano—Low • Drought—Medium • Flood—Low • Wildfire—High • Earthquake—Low • Hazardous Materials Release—Low • Winter Storms—High Capability Assessment and Plan Integration into Other Local Mechanisms Effective mitigation is achieved when hazard awareness and risk management become integral parts of public activities and decision-making. Nevada County has many plans and programs that support hazard risk management. This HMP integrates, complements, and references those plans and programs to the extent practical in order for it to be a comprehensive resource for hazard mitigation. The HMP includes a capability assessment to review relevant local mechanisms for each participating jurisdiction. This assessment identifies where each jurisdiction is currently able to implement hazard mitigation measures and where each would benefit from improved capabilities for such measures. The capability assessment provides a summary of the existing plans, programs, and regulatory mechanisms at all levels of government (federal, state, county and local) that support hazard mitigation in the County. In the jurisdictional annexes, each participating jurisdiction identifies how it has integrated hazard risk management into its existing planning, regulatory and operational/administrative framework, and how it intends to continue to promote this integration. Mitigation Strategy Hazard Mitigation Plan Goals and Objectives The HMP includes mitigation goals for reducing or avoiding long-term vulnerabilities to the identified hazards of concern. The planning process included a review and update of previous mitigation goals and objectives developed to guide the selection of mitigation actions. The goals and objectives were updated based on the updated risk assessment, discussions, research, and input from plan participants and stakeholders. The goal development process considered the goals expressed in the California State Hazard Mitigation Plan, as well as other relevant county and local planning documents. Implementation of the 2017 Plan The status of the mitigation projects identified in the 2017 HMP was reviewed for this HMP. Numerous projects and programs have been implemented that have reduced hazard vulnerability to assets in the planning area. Uncompleted projects have been revaluated, modified as necessary, and incorporated into this plan. The Planning Partners' annexes describe these mitigation activities in more detail, and plan maintenance procedures have been developed to encourage thorough integration with local decisions and processes and regular review of implementation progress. 0 k-ma... NEVADA Office of Emergency TETRA TECH COUNTY services O CALIFORNIA v Page 48 of 139 2024 Nevada County Hazard Mitigation Plan (FEMA Review Draft) Executive Summary 2024 Mitigation Strategy Based on the risk assessment and the review of previously identified mitigation actions, each participating jurisdiction established a new set of recommendations for ongoing mitigation under the 2024 HMP and assigned a priority for each action. Figure ES-1 summarizes the number and priority of mitigation actions for each jurisdiction. Figure ES-1. Summary of Mitigation Actions for the 2024 HMP 25 U) c O U Q 20 O 15 _ a0 c a) E E 10 O U m 0 ■ . � 5 E Z3 Z 0 Nevada City of Grass City of Town of Nevada Truckee Washington Nevada County Valley Nevada City Truckee Irrigation Donner County Water County District Public Utility District Consolidated District Fire District Low Priority Medium Priority ■High Priority e.gha. NEVADA office of Emergency COUNTY Services O TETRA TECH CALIFORNIA vi Page 49 of 139 Attachment 2 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex 7. Truckee Donner Public Utilities District Annex This jurisdictional annex to the Nevada County Hazard Mitigation Plan (HMP) provides information to assist public and private sectors in the Truckee Donner Public Utility District (TDPUD) with reducing losses from future hazard events. This annex is not guidance of what to do when a disaster occurs; its focus is on actions that can be implemented prior to a disaster to reduce or eliminate damage to property and people. The annex presents a general overview of TDPUD, describes who participated in the planning process, assesses the District's risk, vulnerability, and capabilities, and outlines a strategy for achieving a more resilient community. This annex is part of a multi-jurisdictional HMP that was developed to meet plan participation requirements for all participating jurisdictions while accommodating their specific needs and limitations. Because many participating jurisdictions are rural agencies with limited staff, the planning process included establishing a Steering Committee and engaging a contract consultant to work with Nevada County in undertaking certain elements of the plan update on behalf of the jurisdictions. These elements included outreach to stakeholders and the public, risk assessment for all countywide hazards of concern, initial ranking of hazard risks, updates of hazard mitigation goals and objectives, and establishment of procedures for implementing and maintaining the HMP. This annex presents only the information specific to TDPUD as a participating jurisdiction. All other plan elements are included in Volume I and are referenced in this annex as appropriate. 7.1 Hazard Mitigation Planning Team The Truckee Donner Public Utility District identified primary and alternate HMP points of contact and developed this plan over the course of several months, with input from District departments. The Public Information and Strategic Affairs Director represented the utility on the Nevada County Hazard Mitigation Plan Planning Partnership and supported the local planning process requirements by securing input from persons with specific knowledge to enhance the plan. Table 7-1 summarizes District officials who participated in the development of the annex and in what capacity. Additional documentation of the District's planning activities through Planning Partnership meetings is included in Volume I. AM moLo. NEVADA Office of Emergency� TETRA TECH • COUNTY services O CALIFORNIA 7-1 Page 50 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex TABLE 7-1. HAZARD MITIGATION PLANNING TEAM Alt Name/Title: Steven Poncelet, Public Information & Name/Title: Scott Botn, Risk + Compliance Specialist Strategic Affairs Director Address: 11570 Donner Pass Road Address: 11570 Donner Pass Road Truckee, CA 96161 Truckee, CA 96161 Phone Number: 530-582-3987 Phone Number: 530-582-3951 Email: steven@tdpud.org Email: Scottbotn@tdpud.org Ir Contributions to the Annex Name/Title: Steven Poncelet, Public Information & Strategic Affairs Method of Participation: Provided updated information on history of hazards, capabilities, and mitigation actions. Name/Title: Scott Botn, Risk and Compliance Specialist Method of Participation: Provided input to TDPUD annex. Name/Title: Jared Carpenter, Electric Utility Director Method of Participation: Provided input to TDPUD annex and projects. Name/Title: Chad Reed, Water Utility Director Method of Participation: Provided input to TDPUD annex and projects. 7.2 Community Profile TDPUD is one of the 6,000 special districts in California. TDPUD offers electric and water services to the greater Truckee area including portions of Nevada and Placer Counties. The District serves more than 15,000 customers, most of which are residential (NCPA n.d.). It occupies 45.5 square miles beginning 4 miles from the northern border just beyond Alder Creek Road south to the Placer County line, and 11 miles from the western shore of Donner Lake eastward to the rim of Boca Dam and includes the community of Hirschdale. The TDPUD has approximately 212 miles of water mains, 135 miles of overhead electric lines, and 100 miles of underground electric lines. 7.3 Jurisdictional Capability Assessment and Integration TDPUD performed an inventory and analysis of existing capabilities, plans, programs, and policies that enhance its ability to implement mitigation strategies. Volume I describes the components included in the capability assessment and their significance for hazard mitigation planning. The jurisdictional assessment for this annex includes analyses of the following: • Planning and regulatory capabilities • Development and permitting capabilities • Administrative and technical capabilities • Fiscal capabilities • Education and outreach capabilities • Classification under various community mitigation programs • Adaptive capacity to withstand hazard events NEVADA Office of Emergency COUNTY Services O TETRA TECH CALIFORNIA 7-2 Page 51 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex For a community to succeed in reducing long-term risk, hazard mitigation must be integrated into day-to- day local government operations. As part of the hazard mitigation analysis, planning and /policy documents were reviewed and each jurisdiction was surveyed to obtain a better understanding of their progress toward plan integration. Development of an updated mitigation strategy provided an opportunity for TDPUD to identify opportunities for integrating mitigation concepts into ongoing District procedures. 7.3.1 Planning and Regulatory Capability Table 7-2 summarizes the planning and regulatory tools that are available to TDPUD. As a special district, TDPUD does not have planning and regulatory capabilities. Construction and development in the District are subject to the building codes, planning and land use regulation, and development standards of the County or municipality where they occur. TABLE 7-2. PLANNING AND REGULATORY CAPABILITY AND INTEGRATION Citation and Date (code Authority Jurisdiction chapter or name of plan, (local, Responsible has this? date of enactment or county, state, Person, Department (Yes/No) plan adoption) federal) or Agency ODES, ORDINANCES, & REGULATIONS Building Code N/A Zoning/Land Use Code N/A Subdivision Code N/A Site Plan Code N/A Stormwater Management N/A Code Post-Disaster Recovery/ N/A Reconstruction Code Real Estate Disclosure N/A Requirements Growth Management N/A Environmental Protection N/A Ordinance Flood Damage Prevention N/A Ordinance Wellhead Protection N/A Emergency Management N/A Ordinance Climate Change Ordinance N/A NEVADA Office of Emergency COUNTY services TETRA TECH O 7-3 Page 52 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Citation and Date (code Authority Jurisdiction chapter or name of plan, (local, Responsible has this? date of enactment or county, state, Person, Department (Yes/No) plan adoption) federal) or Agency NNING DOCUMENTS General/Comprehensive Plan N/A Capital Improvement Plan Yes TDPUD 10 -Year Capital Local Electric&Water Improvement Plan adopted Utility Directors as part of the budget process, most recently November 2023. How has or will this be integrated with the HMP and how does this reduce risk? TDPUD's Electric and Water Utilities rely upon complex and expensive infrastructure to deliver safe, reliable, and affordable electric and water services. Proper operation, maintenance, and capital replacement of infrastructure is the most cost-effective and reliable way to operate utilities. Capital Improvement Plans are one key tool. Disaster Debris Management N/A Plan Floodplain Management or N/A Watershed Plan Stormwater Management Plan N/A Open Space Plan N/A Urban Water Management Yes Truckee & Hirschdale Local Water Utility Director Plan Water Systems 2020 Urban Water Management Plans How has or will this be integrated with the HMP and how does this reduce risk? Urban Water Management Plan's identify current and projected water needs and compare against current water supply assessments and future supply. Habitat Conservation Plan N/A Economic Development Plan N/A Community Wildfire N/A Protection Plan Community Forest N/A Management Plan Transportation Plan N/A Agriculture Plan N/A Climate Action/ N/A Resilience/Sustainability Plan Tourism Plan N/A NEVADA Office of Emergency COUNTY services TETRA TECH 'VW� CALIFORNIA O 7-4 Page 53 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Citation and Date (code Authority Jurisdiction chapter or name of plan, (local, Responsible has this? date of enactment or county, state, Person, Department (Yes/No) plan adoption) federal) or Agency Business/Downtown N/A Development Plan ESPONSE/RECOVERY PLANNING Emergency Operations Plan Yes TDPUD Emergency Local Risk and Compliance Operations Plan Specialist How has or will this be integrated with the HMP and how does this reduce risk? The TDPUD Emergency Operations Plan establishes the Emergency Management Organization required to mitigate any significant emergency or disaster affecting the TDPUD. The Plan establishes the TDPUD's operational concepts associated with field response to emergencies; the Emergency Operations Center activities and the recovery process. The plan is implemented by the Risk and Compliance Specialist. Continuity of Operations Plan No How has or will this be integrated with the HMP and how does this reduce risk?N/A Substantial Damage No Response Plan How has or will this be integrated with the HMP and how does this reduce risk?N/A Threat and Hazard No Identification and Risk Assessment How has or will this be integrated with the HMP and how does this reduce risk?N/A Post-Disaster Recovery Plan No How has or will this be integrated with the HMP and how does this reduce risk?N/A Public Health Plan How has or will this be integrated with the HMP and how does this reduce risk? N/A 7.3.2 Integration Table 7-2 describes how some local planning mechanisms have been integrated into this HMP and how information from this HMP can be integrated into these mechanisms when they are updated in the future. Procedures for this future integration are outlined in Section 21.2.2 of Volume I of this HMP. Specific mechanisms to be reviewed for potential incorporation of HMP principles and findings are as follows: • Using HMP hazard assessment data and action item information for potential emergency plans and annex updates or emergency response plans • Incorporating hazard information, such as floodplain data, to potentially review and update codes and regulation • Utilizing hazard analyses for future district annexation • Updating capital improvement or strategic plans based on listed mitigation action items NEVADA Office of Emergency COUNTY services TETRA TECH O 7-5 Page 54 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex 7.3.3 Development and Permitting Capability Table 7-3 summarizes the capabilities of TDPUD to oversee and track development. TABLE 7-3. DEVELOPMENT AND PERMITTING CAPABILITY Yes/No Comment I Do you issue development permits? No • If you issue development permits, what Development permits are issued through local department is responsible? governments. • If you do not issue development permits, what is your process for tracking new development? Are permits tracked by hazard area? (For No example, floodplain development permits.) Do you have a buildable land inventory? No • If you have a buildable land inventory, please describe Describe the level of buildout in your jurisdiction. N/A 7.3.4 Administrative and Technical Capability Table 7-4 summarizes potential staff and personnel resources available to TDPUD and their current responsibilities that contribute to hazard mitigation. TABLE 7-4. ADMINISTRATIVE AND TECHNICAL CAPABILITIES Comment Available? (available staff, responsibilities, support of hazard Resources (Yes/No) mitigation) ADMINISTRATIVE CAPABILITY Planning Board N/A Zoning Board of Adjustment N/A Planning Department N/A Mitigation Planning Committee N/A Environmental Board/Commission N/A Open Space Board/Committee N/A Economic Development N/A Commission/Committee Public Works/Highway Department N/A Construction/Building/Code Enforcement N/A Department Emergency Management/Public Safety No Department NEVADA office of Emergency COUNTY Services O TETRA TECH CA LIFOPNIA 7-6 Page 55 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Comment Available? (available staff, responsibilities, support of hazard Resources (Yes/No) mitigation) Maintenance programs to reduce risk Yes TDPUD's Electric and Water Utilities perform (stormwater maintenance, tree trimming, maintenance on our electric and water infrastructure to etc.) reduce the risk of outages and maintain system performance. This includes vegetation management programs on TDPUD's overhead power lines and defensible space and forest management on TDPUD owned properties. Mutual aid agreements Yes California Utilities Emergency Association (CUEA)and California Water/Wastewater Agency Response Network (CALWARN) Human Resources Manual - Do any job Yes Human Resource and Risk Management Director. descriptions specifically include identifying or implementing mitigation projects or other efforts to reduce natural hazard risk? Other Yes TDPUD is a small utility with -80 total employees serving 15,000 electric and water customers. TDPUD does have a Risk and HR Director and one of TDPUD's recent staff additions was the Risk + Compliance specialist. This increased staffing facilitated the adoption of TDPUD's Emergency Operations Plan in 2024 and will lead the implementation and training going forward. ECHNICAL/STAFFING CAPABILITY Planners or engineers with knowledge of land development and land management No practices Engineers or professionals trained in TDPUD's Electric and Water Utilities design, building or infrastructure construction Yes construct, operate, and maintain electric and water practices infrastructure. Planners or engineers with an TDPUD's Electric and Water Utilities design, understanding of natural hazards Yes construct, operate, and maintain electric and water infrastructure. This includes an understanding of natural hazards Staff with expertise or training in Yes TDPUD's Electric and Water Utilities design, benefit/cost analysis construct, operate, and maintain electric and water infrastructure. This includes expertise or training in benefit/cost analysis. Professionals trained in conducting No damage assessments Personnel skilled or trained in GIS and/or No Hazus applications Staff that work with socially vulnerable No populations or underserved communities NEVADA Office of Emergency COUNTY services TETRA TECH O 7-7 Page 56 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Comment Available? (available staff, responsibilities, support of hazard Resources NEW- (Yes/No) mitigation) Environmental scientists familiar with No natural hazards Surveyors No Emergency manager No Grant writers Yes TDPUD has written and submitted grants but typically rely on outside resources as a small public owned electric and water utility. There is no dedicated staff but grants have supported safe and reliable operation of infrastructure. Resilience Officer Other(this could include stormwater No engineer, environmental specialist, etc.) 7.3.5 Fiscal Capability Table 7-5 summarizes financial resources available to TDPUD. TABLE 7-5. FISCAL CAPABILITIES Accessible or Eligible to Use? Financial Resources (Yes/No) Community Development Block Grants (CDBG, CDBG-DR) N/A Capital improvement project funding Yes Authority to levy taxes for specific purposes No User fees for water, sewer, gas, or electric service Yes Impact fees for homebuyers or developers of new development/homes Yes Stormwater utility fee No Incur debt through general obligation bonds Yes Incur debt through special tax bonds No Incur debt through private activity bonds Yes Withhold public expenditures in hazard-prone areas N/A Other federal or state funding programs Yes Open Space Acquisition funding programs N/A Other(for example, Clean Water Act 319 Grants [Nonpoint Source Pollution]) No 7.3.6 Education and Outreach Capability Table 7-6 summarizes the education and outreach resources available to TDPUD. NEVADA Office of Emergency TETRA TECH COUNTY services O 7-s Page 57 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex TABLE 7-6. EDUCATION AND OUTREACH CAPABILITIES Available? Outreach Resources (Yes/No) Comment Public information officer or Yes TDPUD's PIO is part of the leadership team and is communications office supported by a Communications Specialist along with outside marketing and design consultants. Personnel skilled or trained in website Yes PIO and Communications Specialist plus selected staff development Hazard mitigation information available Yes The website lists resources such as the Nevada County on your website Local HMP, wildfire preparedness, generator safety, and Energy Public Safety Outage Management. See Link (Emergency Preparedness & Response I Truckee Donner Public Utility District(tdpud.org)) Social media for hazard mitigation Yes TDPUD is active on Facebook, X (Twitter), and education and outreach Instagram. TDPUD's main focus has been education and outreach on wildfire and winter preparedness. Citizen boards or commissions that No - address issues related to hazard mitigation Warning systems for hazard events Yes TDPUD communicates with our customers through our Outage Management System, website, e-mail, text, and phone. Public communication is augmented with social media and Nixle alerts. Natural disaster/safety programs in N/A - place for schools Organizations that conduct outreach to Yes TDPUD's electric and water utility customer base socially vulnerable populations and includes socially vulnerable and underserved underserved populations populations. TDPUD customer programs include financial and other assistance. TDPUD contracts with a local non-profit(Sierra Community House)to help conduct outreach and get socially vulnerable and underserved populations to engage with TDPUD and take advantage of our support programs. Public outreach mechanisms/ Yes In addition to robust customer and community outreach programs to inform citizens on natural using customer account platforms, web, social media, hazards, risk, and ways to protect radio, and print media, TDPUD works directly with local themselves during such events public agencies and public safety partners to inform citizens. If yes, please describe. The TDPUD has developed communications channels (phone, e-mail, text, website, outage management systems, and digital to communicate with our customers and community. While not targeted at natural hazards, the severe mountainous weather in which TDPUD operates in the high Sierra Nevada Mountains and the impacts on system reliability are a major communications area. NEVADA Office of Emergency COUNTY services TETRA TECH O 7-9 Page 58 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex 7.3.7 Community Classifications Table 7-7 summarizes classifications for community programs available to TDPUD. TABLE 7-7. COMMUNITY CLASSIFICATIONS Participating? Program AM (Yes/No) Classification Date Classified Community Rating System (CRS) N/A Building Code Effectiveness Grading Schedule (BCEGS) N/A Public Protection (ISO Fire Protection Classes 1 to 10) N/A National Weather Service Storm Ready Certification N/A Firewise Communities classification N/A Other: Organizations with mitigation focus (advocacy group, No non-government) N/A=Not applicable 7.3.8 Adaptive Capacity Adaptive capacity is defined as "the ability of systems, institutions, humans and other organisms to adjust to potential damage, to take advantage of opportunities, or respond to consequences" (IPCC 2022). Each jurisdiction has a unique combination of capabilities to adjust to, protect from, and withstand a future hazard event, future conditions, and changing risk. Table 7-8 summarizes the adaptive capacity for each identified hazard of concern and the District's capability to address related actions using the following classifications: • Strong: Capacity exists and is in use. • Moderate: Capacity might exist; but is not used or could use some improvement. • Weak: Capacity does not exist or could use substantial improvement TABLE 7-8. ADAPTIVE CAPACITY Hazard Adaptive Capacity-Strong/Moderate/Weak Avalanche Moderate Dam Failure Moderate Drought Moderate Earthquake Moderate Extreme Cold Moderate Extreme Heat Moderate Flood Moderate Hazardous Materials Release Moderate Landslide Moderate NEVADA Office of Emergency COUNTY services TETRA TECH O 7-10 Page 59 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex 7- Hazard Adaptive Capacity-Strong/Moderate/Weak Wildfire Moderate Winter Storm Moderate Volcano Moderate 7.4 Growth/Development Trends Understanding how past, current, and projected development patterns have or are likely to increase or decrease risk in hazard areas is a key component to appreciating a jurisdiction's overall risk to its hazards of concern. Truckee Donner Public Utility District is not responsible for permitting for new construction. Development permits are issued through local governments. Since the approval of the last HMP, TDPUD has not experienced any major development in hazard-prone areas. Consequently, there have been no changes that have increased or decreased the overall vulnerability of the District. Additionally, there are no anticipated developments that would impact the vulnerability in the near future. Recent and expected future development trends, including major residential/commercial development and major infrastructure development, are summarized in Table 7-9 and Table 7-10. TABLE 7-9. RECENT MAJOR DEVELOPMENT AND INFRASTRUCTURE FROM 2017 TO PRESENT Property or Location (address Development Type of #of Units/ and/or block and Known Hazard Description/Status Name Development Structures lot) Zones of Development NONE IDENTIFIED TABLE 7-10. KNOWN OR ANTICIPATED MAJOR DEVELOPMENT AND INFRASTRUCTURE IN THE NEXT FIVE YEARS Property or Location (address Development Type of #of Units/ and/or block and Known Hazard Description/Status Name Development Structures lot) Zones of Development NONE IDENTIFIED 7.5 Jurisdictional Risk Assessment The risk assessment in Volume I provides information regarding the overall planning area's risks from the identified hazards, as well as preliminary hazard rankings for all participating jurisdictions. Key local risk assessment information for TDPUD is presented below. NEVADA Office of Emergency 4 COUNTY services TETRA TECH O CALIFORNIA 7-11 Page 60 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex 7.5.1 Jurisdiction-Specific Hazard Risks Volume I of this plan describes the 12 hazards identified as presenting the greatest risk to Nevada County overall. TDPUD identified how its local risks differ from the overall planning area based on a review of hazard events that specifically affected the District and consideration of the hazard ranking defined in Volume I. Each of these is described below. Hazard Event History The history of natural and non-natural hazard events in TDPUD is detailed in Volume I, where each hazard profile includes a chronology of historical events that have affected the County and its municipalities. Table 7-11 provides details on loss and damage in TDPUD during hazard events since the last hazard mitigation plan update. TABLE 7-11. HAZARD EVENT HISTORY IN TDPUD Event Type Dates of (Disaster County Summary of Damage and Losses Event Declaration) Designated? Summary of Event in TDPUD TDPUD and the region have increased awareness of the potential of a catastrophic earthquake with the discovery of the Polaris Fault in TDPUD has numerous faults 2011. TDPUD, using the official in the greater region including USGS site, identified nearly 1500 the discovery of the Polaris earthquakes within a 50-mile radius Fault in Truckee in 2011 with a magnitude of 2 or more which is now on the USGS's between 2017 and 2023. There Regional Earthquake No list of most active and were 15 earthquakes with a Earthquakes dangerous faults. The magnitude 4 or greater with the community periodically feels largest earthquake having a the effects of the movement of magnitude of 6. While TDPUD did the numerous faults in the not experience any direct damage, the prospect of Polaris experiencing region. a large local earthquake or one of the other regional faults experiencing a major earthquake have elevated this risk and the need to mitigate. The 2017 California wildfire season resulted in nearly 1.6 million acres of burned land across 9,000+wildfires. October 8— Wildfires Nevada County experienced 7 Although the County was impacted, October 31, (DR-4344, Yes wildfires during this season, TDPUD did not report significant 2017 FM-5271) with the most notable being impacts. the Lobo Fire (Wind Complex) and Pleasant Fire that burned a combined 1,000+ acres of land. NEVADA Office of Emergency COUNTY services TETRA TECH 'VW� CALIFORNIA O 7-12 Page 61 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Event Type Dates of (Disaster County Summary of Damage and Losses Event Declaration) Designated? Summary of Event in TDPUD December Near historic winter storm. 2017— Severe Yes Series of major winter TDPUD experienced power outages February Storms storms/atmospheric rivers and increased costs to respond. 2018 over a 3-month period January 20, Pandemic The coronavirus pandemic TDPUD was subject to closures and 2020—May (DR-4482, Yes resulted in roughly 20,521 masking/social distancing 11, 2023 EM-3428) cases and 155 attributed requirements. deaths as of fall 2023. Historic wildfires swept across the State of California in 2020, August 14— Wildfires resulting in over 4.3 million September (DR-4558, Yes acres burned across the 26, 2020 FM-5332) State. In Nevada County, the Jones Fire burned 705 acres and resulted in 7 injuries to civilians and fire personnel. Truckee Tahoe Airport Wildfire. Plane approaching Truckee Tahoe Airport TDPUD experienced electric crashes short of the runway in distribution system damage (poles, a neighborhood near wires, transformers) and increased July 2021 Wildfire No Ponderosa Golf course. Crash expenses responding to the explosion causes a wildfire emergency. There have also been with numerous full grown pine legal costs associated with the plane trees fully engulfed and crash investigation and protecting requiring a multi-jurisdictional TDPUD's rate payers. response to contain the wildfire. Donner Lake Wildfire. House TDPUD experienced increased fire on donner lake during a costs to respond to the emergency. declared red flag warning Given the red flag conditions during escapes to adjacent forest the fire (30-40 MPH winds)and August 2021 Wildfire No with some full grown pine location on the western portion of trees fully engulfed. Wildfire Truckee, this was a near-miss for was only contained with aerial the entire community. TDPUD's support dropping fire electric and water facilities could retardant. have been impacted. The River Fire burned over 2,600 acres through Nevada County before being July 14— contained. At least 21 Although the County was impacted, October 25, Wildfires(DR-4610) Yes structures were damaged, TDPUD did not report significant 2021 142 structures were impacts. destroyed, and 4 injuries were reported as a result of this fire. NEVADA Office of Emergency COUNTY services TETRA TECH O 7-13 Page 62 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Event Type Dates of (Disaster County Summary of Damage and Losses Event Declaration) Designated? Summary of Event in TDPUD Very wet and windy winter Formal emergency declared, mutual December Severe storms following a period of aid from Roseville Electric, and 2021 Storms Yes drought that led to significant almost$21M in damage. TDPUD tree damage. applied for and received disaster relief of—$1.3M from CalOES. TTSA Butterfield Wildfire. An over 10 acre wildfire near the TDPUD experienced increased Truckee Tahoe Sanitation costs to respond to the emergency. July 2022 Wildfire No Agency (TTSA) regional water TDPUD's electric and water facilities treatment plant was the result could have been impacted of arson and required a multi- jurisdictional response. December Severe winter storms, Severe flooding, landslides, and 27, 2022— TDPUD experienced power outages January 31, Storms (DR- Yes mudslides impacted residents and increased costs to respond. 2023 4683) and property across Nevada County. Severe Severe winter storms, February 21 Storms (DR- straight-line winds, flooding, TDPUD experienced power outages —July 10, 4699, EM- Yes landslides, and mudslides and increased costs to respond. 2023 3592) impacted communities across Nevada County. EM=Emergency Declaration (FEMA) FEMA =Federal Emergency Management Agency DR=Major Disaster Declaration(FEMA) N/A=Not applicable Hazard Ranking The participating jurisdictions have differing degrees of vulnerability to the hazards of concern, so each jurisdiction ranked its own degree of risk to each hazard. The community-specific hazard ranking is based on problems and impacts identified by the risk assessment presented in Volume I. The ranking process involves an assessment of the likelihood of occurrence for each hazard; the potential impacts of the hazard on people, property, and the economy; community capabilities to address the hazard; and changing future climate conditions. TDPUD reviewed the calculated preliminary hazard ranking to assess the relative risk of the hazards of concern to the community. During its review of the hazard/vulnerability risk ranking, the TDPUD indicated the following: • Drought is a Low hazard of concern for the District, not Medium as per the countywide calculation. • Earthquake is a Medium hazard of concern for the District, not Low as per the countywide calculation, because of the risks posed by the Polaris Fault. This fault runs through the Martis Valley, the District's main source of groundwater and where most of its wells are. A seismic NEVADA Office of Emergency TETRA TECH �• COUNTY Services O CALIFORNIA 7-14 Page 63 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex event on this fault could impact the District's water and electric systems. Many District facilities were constructed prior to the knowledge of the Polaris Fault. • Extreme heat is a Low hazard of concern for the District, not Medium as per the countywide calculation. • Winter storm is a Medium hazard of concern for the District, not High as per the countywide calculation. • Volcano is a Medium hazard of concern for the District, not Low as per the countywide calculation, due to the potential for volcanic ashfall to contaminate water supplies or cause power outages. The revised rankings also account for the changes in community priorities described in Section 20.2 in Volume I of this HMP. Table 7-12 shows TDPUD's final hazard rankings. Hazards with a high or medium risk ranking are those of greatest concern to the District. Mitigation actions target those hazards, though some of the identified actions also provide potential risk-reduction benefits for lower-ranked hazards. TABLE 7-12. HAZARD RANKING Hazard Rank Hazard Rank Avalanche Low Flood Low Dam Failure Low Hazardous Materials Release Low Drought Low Landslide Low Earthquake Medium Wildfire High10i Extreme Cold Low Winter Storm Medium Extreme Heat Low Volcano Medium Note:Based on the hazard rankings established in Volume 1, modified as appropriate based on review by the jurisdiction 7.5.2 Vulnerability and Potential Impacts for Hazards of Local Concern Based on the above jurisdiction-specific information, the following sections describe vulnerability and potential impacts for the hazards of greatest concern to TDPUD (listed alphabetically, not in order of risk ranking). The special purpose districts that participated in this HMP focus on maintaining critical facilities to provide specific services to customers. Hazard vulnerability and impact is described in terms of qualitative assessments and specific identified issues related to these services, with a focus on district-owned assets. Earthquake All people and structures in the District are equally vulnerable to earthquake. The hazard is uniform across Nevada County, and the vulnerability discussion in Volume I is applicable to TDPUD. NEVADA Office of Emergency I TETRA TECH COUNTY services O CA LIFOPNIA 7-15 Page 64 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex TDPUD power and water distribution facilities are at risk of significant damage due to earthquakes, which can compromise the safety and reliability of these utility services. The area's major fault, Polaris, was only discovered in 2010, so some TDPUD facilities were constructed prior to updated construction standards. The qualitative countywide impacts described in the risk assessment in Volume I are equally applicable to TDPUD. Potential future changes in impacts have been assessed as follows: • Climate change—Climate change is unlikely to have a significant effect on earthquake impacts in TDPUD. • Population changes—The impacts of earthquake on TDPUD's facilities are not generally related to population. Changing population in the District is not likely to change the earthquake impacts. • Future development—New development in TDPUD's service area may require extension of power and water facilities to serve that development, but locally enforced building codes should limit seismic impacts on those facilities. Wildfire The analysis of wildfire vulnerability in this HMP is based on hazard mapping previously performed for Nevada County that provides results for four forecast zones across the County, as described in Volume I (Nevada County OES 2023). TDPUD covers the south-central area of the easternmost of these, the Truckee/Donner Forecast Zone. Volume I provides a detailed description of the mapping of wildfire hazard priority areas and quantitative estimates of the associated vulnerability of people and structures in that forecast zone. CAL FIRE's fire hazard severity zone mapping shows almost all of the mapped portion of the District (which excludes Truckee's central urban area) as very high fire hazard area. The location of the Truckee-Tahoe Airport is mapped as mostly high hazard, with a small central area of moderate hazard. TDPUD faces significant wildfire risks in high-risk areas due to the proximity of vegetation near power lines and critical circuits. Wildfires pose a significant threat to the safety of the community and the reliability of electric and water utility services. The qualitative countywide impacts described in the risk assessment in Volume I are equally applicable to NID. Potential future changes in impacts have been assessed as follows: • Climate change—At the geographic scale used for California's climate projection tool Cal-Adapt, projected climate change through mid-century does not vary meaningfully across Nevada County for temperature or precipitation (Geospatial Innovation Facility n.d.). Therefore, its effect on wildfire impacts for TDPUD is assumed to be the same as described for all of Nevada County in Volume I. It is predicted that the number of large fires and total area burned will increase with the changing climate. • Population changes—Any increase in the population living in fire hazard zones in the District will have a corresponding increase in potential wildfire impacts. NEVADA Office of Emergency TETRA TECH �- COUNTY services O CALIFORNIA 7-16 Page 65 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex • Future development—TDPUD has no authority related to development. The effects of new development on wildfire impacts within the District would largely be related to growth management and building code practices of the County and the Town of Truckee. Winter Storm All people and structures in the District are equally vulnerable to winter storm. The hazard is uniform across Nevada County, and the vulnerability discussion in Volume I is applicable to TDPUD. TDPUD faces significant risks to its electric overhead system due to severe weather events and aging infrastructure. These vulnerabilities can lead to frequent power outages, infrastructure damage, and safety hazards for the community. The qualitative countywide impacts described in the risk assessment in Volume I are equally applicable to TDPUD. Potential future changes in impacts have been assessed as follows: • Climate change—Warming temperatures are projected to raise the divide between rain and snow by as much as 3,000 feet. Being in the higher elevation portion of the County, TDPUD is more likely to see this effect than lower-elevation areas to the east. Countywide, climate change is predicted to bring more extreme storms in winter. • Population changes—The impacts of winter storms on TDPUD's facilities are not generally related to population. Changing population in the District is not likely to change the winter storm impacts. • Future development—The impacts of winter storms on TDPUD's facilities are not generally related to development. New development in the District is not likely to change the winter storm impacts. Volcarn All people and structures in the District are equally vulnerable to volcano. The hazard is uniform across Nevada County, and the vulnerability discussion in Volume I is applicable to TDPUD. Within the TDPUD service area, overgrown vegetation and overhead utilities could hinder ingress/egress during a volcanic eruption event. The qualitative countywide impacts described in the risk assessment in Volume I are equally applicable to TDPUD. Potential future changes in impacts have been assessed as follows: • Climate change—As the atmosphere warms due to climate change, the plumes of ash and gas emitted by large volcanic eruptions will rise higher, increasing the potential for damage in TDPUD from more distant volcanoes. • Population changes—The impacts of volcano on TDPUD's facilities are not generally related to population. Changing population in the District is not likely to change the volcano impacts. • Future development—The impacts of volcano on TDPUD's facilities are not generally related to development. New development in the District is not likely to change the volcano impacts. NEVADA Office of Emergency TETRA TECH COUNTY services O CAL:FOR 1A 7-17 Page 66 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex 7.5.3 Identified Issues Table 7-13 lists issues related to the top hazards of concern for NID. These issues were identified based on local knowledge, the hazard event history, hazard rankings, hazard location, current capabilities, and the assessments of hazard vulnerability and potential impacts described in detail in Volume I Addressing these issues is an important community priority for the District, and the mitigation strategy has been developed to incorporate, where feasible, actions that would help to resolve one or more of these issues. TABLE 7-13. HAZARD ISSUES Associated with Associated Related Vulnerability or with Issue Hazard Impact Capability Truckee Donner Public Utility District is introducing its first-ever All hazards X Emergency Operations Plan (EOP) in 2024. As this is a new of local initiative, the District will work diligently to ensure that all staff concern members are adequately trained and prepared to implement the EOP. Without proper training, staff may lack the necessary knowledge and skills to effectively respond to emergencies, potentially compromising the safety and reliability of utility services during critical situations. The use of outside consultants and expertise would help ensure timely implementation of the EOP. Truckee Donner Public Utility District faces increasing risks of Wildfire X X wildfires due to climate change and other environmental factors. These wildfires pose a significant threat to the safety of the community and the reliability of electric and water utility services. Without a proactive approach to mitigate these risks, such as wildfire safety power outages during extreme wildfire danger, TDPUD's infrastructure and the surrounding areas remain vulnerable to catastrophic damage and power outages during high- risk periods. TDPUD water system has evolved over the decades and has both Wildfire X old and new infrastructure. In some areas, the current spacing of water system hydrants does not meet the industry standards prescribed by the American Water Works Association (AWWA)for effective fire protection. This inadequate spacing can lead to insufficient water supply during fire emergencies, potentially compromising the ability to control and extinguish fires promptly. As a result, the safety of the community and the protection of property are at risk. TDPUD facilities are at risk of significant damage due to Earthquake X earthquakes, which can compromise the safety and reliability of utility services. Truckee's major fault, Polaris, was only discovered in 2010 so some TDPUD facilities were constructed prior to updated construction standards. Without proper identification of vulnerabilities and implementation of hardening measures, these facilities remain susceptible to seismic events, potentially leading to prolonged service disruptions, costly repairs, and safety hazards for the community. NEVADA Office of Emergency� TETRA TECH • COUNTY services Q O CALIFORNIA 7-1 Page 67 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Associated with Associated Related Vulnerability or with Issue Hazard Impact Capability TDPUD faces significant wildfire risks in high-risk areas due to the Wildfire X proximity of vegetation near power lines and critical circuits. This vegetation can fall on electric equipment, potentially leading to severe damage to utility infrastructure, prolonged power outages, and safety hazards for the community. Enhanced vegetation management and strategic sectionalization would improve TDPUD's ability to prevent and respond to wildfires. TDPUD faces significant risks to its electric overhead system due to Wildfire, X severe weather events, aging infrastructure, and increased wildfire Winter threats. These vulnerabilities can lead to frequent power outages, Storm infrastructure damage, and safety hazards for the community. Without enhanced hardening measures, the electric overhead system remains susceptible to these risks, potentially compromising the reliability and safety of utility services. The Town of Truckee is facing significant challenges in maintaining All hazards X X safe and reliable evacuation routes for its residents. Overgrown of local vegetation and an electric overhead system along some of these concern key routes pose serious risks, including increased fire hazards and potential impacts to evacuation routes. These issues threaten the safety and well-being of the community, especially during critical evacuation scenarios. 7.6 Mitigation Strategy and Prioritization This section discusses the status of mitigation actions from the previous HMP, describes proposed hazard mitigation actions, and prioritizes actions to address over the next five years. 7.6.1 Past Mitigation Action Status Table 7-14 indicates progress on the District's mitigation strategy identified in the 2017 HMP. Actions that are still recommended but not completed or that are in progress are carried forward and combined with new actions as part of the mitigation strategy for this plan update. Previous actions that are now ongoing programs and capabilities are indicated as such and are presented in the capability assessment earlier in this annex. 7.6.2 Additional Mitigation Efforts In addition to the mitigation actions completed from the previous plan, TDPUD identified the following mitigation efforts completed since the last HMP: • TDPUD, as part of operating electric and water utility infrastructure, conducts ongoing mitigation efforts and system hardening. These are documents in the TDPUD's capital, financial, and operating plans. Some examples include CA SIB 901 Wildfire Mitigation Plan; Electric and Water Capital Improvement Plans, and the 10-Year Financial Master Plan. TDPUD has also taken steps to address physical and cyber security, communications infrastructure, and improve practices/procedures. NEVADA Office of Emergency�• COUNTY services TETRA TECH O CALIFORNIA 7-19 Page 68 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex TABLE 7-14. STATUS OF PREVIOUS MITIGATION ACTIONS —Troul rea Hazards Addressed Wildfire Responsible Party Kathy Neus/Administration Summary of Original Problem and Solution (Project) Action Review Status Complete Progress, or obstacles that have prevented Completed Fall 2017/Winter 2018 implementation Next Steps Include in the 2024 HMP or Discontinue? Discontinue If include, revise/reword as appropriate If discontinue, explain why The action has been completed el Reduction Plan - Hilltop Hazards Addressed Wildfire Responsible Party Kathy Neus/Administration Summary of Original Problem and Solution (Project) Action Review Status Complete Progress, or obstacles that have prevented Completed Fall 2017/Winter 2018 implementation Next Steps Include in the 2024 HMP or Discontinue? Discontinue If include, revise/reword as appropriate If discontinue, explain why The action has been completed 7.6.3 Proposed Hazard Mitigation Actions for the HMP Update The action worksheets included at the end of this annex list the mitigation actions that TDPUD would like to pursue in the future to reduce the effects of hazards. The actions are dependent upon available funding (grants and local match availability) and may be modified or omitted at any time based on the occurrence of new hazard events and changes in District priorities. Table 7-15 indicates the range of proposed mitigation action categories. The four FEMA mitigation action categories and the six CRS mitigation action categories are listed in the table to further demonstrate the wide range of activities and mitigation measures selected. NEVADA Office of Emergency COUNTY Services O TETRA TECH CALIFORNIA 7-20 Page 69 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex TABLE 7-15. ANALYSIS OF MITIGATION ACTIONS BY HAZARD AND CATEGORY Actions That Address the Hazard, by Action Category FEMA CRS Hazard LPR SIP NSP EAP PR PP PI NR SP ES Avalanche X X x Dam Failure X X x Drought X X x Earthquake X X X X X X X x Extreme Cold X X x Extreme Heat X X x Flood X X x Hazardous Materials X X x Release Landslide X X x Wildfire X X X X X X X x Winter Storm X X X X X X X x Volcano X X x Local Plans and Regulations(LPR)—These actions include government authorities,policies or codes that influence the way land and buildings are being developed and built. Structure and Infrastructure Project(SIP)—These actions involve modifying existing structures and infrastructure to protect them from a hazard or remove them from a hazard area. This could apply to public or private structures as well as critical facilities and infrastructure. This type of action also involves projects to construct structures to reduce the impact of hazards. Natural Systems Protection (NSP)—These are actions that minimize damage and losses and preserve or restore the functions of natural systems. Education and Awareness Programs(EAP)—These are actions to inform and educate citizens, elected officials, and property owners about hazards and potential ways to mitigate them. These actions may also include participation in national programs, such as StormReady and Firewise Communities Preventative Measures(PR)—Government, administrative or regulatory actions, or processes that influence the way land and buildings are developed and built. Examples include planning and zoning, floodplain local laws, capital improvement programs, open space preservation, and storm water management regulations. Property Protection(PP)—These actions include public activities to reduce hazard losses or actions that involve(1) modification of existing buildings or structures to protect them from a hazard or(2)removal of the structures from the hazard area. Examples include acquisition, elevation, relocation, structural retrofits, storm shutters, and shatter-resistant glass. Public Information(PI)—Actions to inform and educate citizens, elected officials, and property owners about hazards and potential ways to mitigate them. Such actions include outreach projects, real estate disclosure, hazard information centers, and educational programs for school-age children and adults. Natural Resource Protection(NR)—Actions that minimize hazard loss and preserve or restore the functions of natural systems. These actions include sediment and erosion control, stream corridor restoration, watershed management, forest and vegetation management, and wetland restoration and preservation. Structural Flood Control Projects(SP)—Actions that involve the construction of structures to reduce the impact of a hazard. Such structures include dams, setback levees, floodwalls, retaining walls, and safe rooms. Emergency Services(ES)—Actions that protect people and property during and immediately following a disaster or hazard event. Services include warning systems, emergency response services, and the protection of essential facilities NEVADA Office of EmerNMI— gency TETRA TECH �• COUNTY Services O CALIFORNIA 7-21 Page 70 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Volume I identifies 14 evaluation criteria for prioritizing the mitigation actions. To assist with rating each mitigation action as high, medium, or low priority, a numeric rank is assigned (-1, 0, or 1)for each of the evaluation criteria. Table 7-16 provides a summary of the prioritization of all proposed mitigation actions for the HMP update. NEVADA Office of Emergency COUNTY services TETRA TECH O CA LIFOPNIA 7-22 Page 71 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex TABLE 7-16. SUMMARY OF PRIORITIZATION OF ACTIONS Scores for Evaluation Criteria d w > `~ > > l4 = N I L N G> 7 J > in d � o � � ;c -a0 a � E � L � High/ Project o o c o N c o v o E c � ��, Medium / Number Project Name � a s C) w a � ii w cn > Q x 0 00 � U � 00 � Low 2024- Provide Training to Staff 1 1 1 0 0 1 1 1 1 1 1 1 1 1 12 High TDPUD-01 and Implement the TDPUD 2024 EOP 2024- Develop and Implement 1 1 1 0 0 1 1 1 1 1 1 1 1 0 11 High TDPUD-02 Electric Utility Preemptive De energization Program 2024- Decrease Water System 1 1 1 0 0 0 1 1 1 1 1 1 1 0 10 High TDPUD-03 Hydrant Spacing 2024- Earthquake Identification 1 1 1 0 0 0 1 0 1 1 1 0 1 0 9 Medium TDPUD-04 and Hardening Project 2024- Enhanced Vegetation 1 1 1 0 0 0 1 1 1 1 1 0 1 0 9 Medium TDPUD-05 Management for High Wildfire Areas and, Sectionalization 2024- Enhanced Electric 1 1 1 0 0 0 1 1 1 1 1 0 1 0 9 Medium TDPUD-06 Overhead System Hardening 2024- Vegetation Management 1 1 1 0 0 0 1 1 1 1 1 0 1 0 9 Medium TDPUD-07 in Right of Ways and Utility Easements and Electric Overhead System Hardening Note: Volume 1, Section 6(Mitigation Strategy)conveys guidance on prioritizing mitigation actions. Low(0-6), Medium(7-10), High(11-14). i� TETRA TECH NEVADA Office of Emergency COUNTY services O CA LIFOPNIA 7-23 Page 72 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex 2024-TDPUD-01. PROVIDE TRAINING TO STAFF AND IMPLEMENT THE TDPUD 2024 EOP Lead Agency: Truckee Donner Public Utility District Supporting Agencies: - Hazards of Concern: ®Avalanche ®Flood ®Dam Failure ®Hazardous Materials Release ❑N Drought ❑N Landslide ®Earthquake ®Wildfire ®Extreme Cold ®Winter Storms ❑N Extreme Heat ❑x Volcano Description of the Problem: Truckee Donner Public Utility District is introducing its first-ever Emergency Operations Plan (EOP) in 2024. As this is a new initiative, the District will work diligently to ensure that all staff members are adequately trained and prepared to implement the EOP. Without proper training, staff may lack the necessary knowledge and skills to effectively respond avalanches, dam failures, drought, earthquakes, extreme cold and heat, floods, hazardous materials releases landslides, wildfires, winter storms, and volcano events. Lack of training could potentially compromise the safety and reliability of utility services during critical situations. The use of outside consultants and expertise would help ensure timely implementation of the EOP. Description of the Solution: To address this issue, TDPUD will provide comprehensive training to all staff members on the 2024 EOP. This training will include detailed instructions on emergency procedures, roles and responsibilities, and the use of emergency equipment. By implementing this training program, TDPUD aims to enhance staff preparedness, improve response times, and ensure the safety and continuity of utility services during emergencies. Estimated Cost: Medium Potential Funding Sources: Operational Funds, BRIC, HMGP, PDM, other grant programs Implementation Timeline: 1-2 years Goals Met: 1, 2, 3, 4, 5, 6, 7, 8, 9, 10 Benefits: This initiative will ensure that staff are well-equipped with the necessary knowledge and skills to respond effectively to emergencies, thereby improving response times and minimizing disruptions to utility services. [Impact on Socially Vulnerable Consistent and reliable utility services during emergencies ensure that Populations: vulnerable groups have access to essential resources like electricity and water, which are critical for their well-being. Impact on Future Development: A well-prepared staff can better manage and mitigate the impacts of emergencies, leading to more resilient infrastructure that supports future development. Impact on Critical Facilities/Lifelines: Training ensures that critical lifelines such as power and water remain operational during emergencies, minimizing disruptions to essential services. Impact on Capabilities: The project builds a culture of preparedness and resilience within TDPUD, ensuring that the organization is better equipped to handle future emergencies. ,� TETRA TECH NEVADA Office of Emergency rCOUNTY services O CALIFORNIA 7-24 Page 73 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Climate Change Considerations: Climate change is leading to more frequent and severe weather events such as storms, floods, and wildfires. This increases the likelihood of emergencies that TDPUD staff will need to respond to, making the training even more critical. Mitigation Category ❑x Local Plans and Regulations(LPR) ❑Natural Systems Protection (NSP) ❑Structure and Infrastructure Project El Education and Awareness Programs (SIP) (EAP) CRS Category ❑x Preventative Measures(PR) ❑Natural Resource Protection (NR) ❑Property Protection (PP) ❑Structural Flood Control Projects(SP) ❑Public Information (PI) ❑x Emergency Services(ES) Priority High NEVADA Office of Emergency COUNTY services TETRA TECH O CALIFORNIA 7-25 Page 74 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex 2024-TDPUD-02. DEVELOP AND IMPLEMENT ELECTRIC UTILITY PREEMPTIVE DE-ENERGIZATION PROGRAM Lead Agency: Truckee Donner Public Utility District Supporting Agencies: - Hazards of Concern: ❑Avalanche ❑Flood ❑Dam Failure ❑Hazardous Materials Release ❑Drought ❑Landslide ❑x Earthquake ®Wildfire ❑Extreme Cold ❑x Winter Storms El Extreme Heat ❑Volcano Description of the Problem: Truckee Donner Public Utility District faces increasing risks of wildfires due to climate change and other environmental factors. These wildfires pose a significant threat to the safety of the community and the reliability of electric and water utility services. Additionally, earthquakes and winter storms also threaten utility services: abrupt soil movement can destabilize facilities, while winter storms can produce flood waters or high winds that lead to downed trees or other damage to utilities. Without a proactive approach to mitigate these risks, such as wildfire safety power outages during extreme wildfire danger, TDPUD's infrastructure and the surrounding areas remain vulnerable to catastrophic damage and power outages during high-risk periods. Description of the Solution: To address this issue, TDPUD will develop and implement an Electric Utility Preemptive De-energization Program. This program will involve strategically shutting down power in high-risk areas during extreme weather conditions to prevent TDPUD's electric utility infrastructure from being the source of a catastrophic wildfire. This project involves the need for both capital investment (situational awareness, sectionalizing, and system controls) along with the comprehensive training that will be provided to staff on the procedures and protocols for preemptive de- energization. By implementing this program, TDPUD aims to enhance community safety, protect critical infrastructure, and ensure a rapid and coordinated response to potential wildfire threats. Estimated Cost: High Potential Funding Sources: District Operational Funds, BRIC, HMGP, PDM Implementation Timeline: 1-5 years Goals Met: 1, 2, 3, 5, 6, 7, 8, 9 Benefits: The Electric Utility Preemptive De-energization Program not only mitigates wildfire risks but also contributes to the safety, resilience, and development of the community, while enhancing TDPUD's operational capabilities and public trust. Impact on Socially Vulnerable By preventing wildfires through preemptive de-energization, the project Populations: protects socially vulnerable populations who may have limited means to evacuate or recover from wildfire damage. Impact on Future Development: A proactive approach to wildfire prevention can make the area more attractive to new residents and businesses, fostering economic growth and development. NEVADA Office of Emergency TETRA TECH r COUNTY services O CALIFORNIA 7-26 Page 75 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Impact on Critical Facilities/Lifelines: By strategically shutting down power in high-risk areas, the project helps maintain the overall integrity of the electric grid and minimizes the disruptions to critical services like hospitals and emergency response centers. Impact on Capabilities: The project builds a culture of resilience within TDPUD, equipping the organization to handle future climate-related challenges more effectively. Climate Change Considerations: Climate change is leading to more frequent and severe wildfires due to rising temperatures, prolonged droughts, and changing precipitation patterns. This increases the necessity for a preemptive de-energization program to mitigate these heightened risks. Mitigation Category ❑Local Plans and Regulations(LPR) ❑Natural Systems Protection (NSP) ❑Structure and Infrastructure Project NEducation and Awareness Programs (SIP) (EAP) CRS Category NPreventative Measures(PR) ❑Natural Resource Protection (NR) ❑Property Protection (PP) ❑Structural Flood Control Projects(SP) ❑Public Information (PI) NEmergency Services(ES) Priority High NEVADA Office of Emergency COUNTY services TETRA TECH O CALIFORNIA 7-27 Page 76 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex 2024-TDPUD-03. DECREASE WATER SYSTEM HYDRANT SPACING Lead Agency: Truckee Donner Public Utility District Supporting Agencies: - Hazards of Concern: ❑Avalanche El Flood ❑Dam Failure ❑Hazardous Materials Release ❑Drought ❑Landslide 0 Earthquake 0 Wildfire El Extreme Cold ®Winter Storms El Extreme Heat ❑Volcano Description of the Problem: TDPUD water system has evolved over the decades and has both old and new infrastructure. In some areas, the current spacing of water system hydrants does not meet the industry standards prescribed by the American Water Works Association (AWWA)for effective fire protection. This inadequate spacing can lead to insufficient water supply during fire emergencies, potentially compromising the ability to control and extinguish fires promptly. The aged infrastructure is also potentially more vulnerable to malfunction or failure during an earthquake or winter storm. As a result, the safety of the community and the protection of property are at risk. Description of the Solution: TDPUD is working to decrease the spacing of water system hydrants to align with the industry standards set by the AWWA. This project would involve installing additional hydrants in strategic locations to ensure optimal coverage and water availability for fire protection. By implementing this solution, TDPUD aims to enhance fire-fighting capabilities, improve community safety, and protect property from fire-related damage. Estimated Cost High Potential Funding Sources: BRIC, HMGP, PDM Implementation Timeline: 2-5 or more years Goals Met: 1, 2, 3, 5, 6, 7, 8, 9 Benefits: This project significantly enhances fire protection capabilities, improves community safety, and supports future growth, while ensuring compliance with industry standards and promoting operational efficiency. Impact on Socially Vulnerable Improved fire-fighting capabilities ensure that vulnerable groups have Populations: access to essential services and support during fire emergencies. Impact on Future Development: Adequate hydrant spacing supports future residential and commercial development by ensuring that new areas are well-protected against fire risks. Impact on Critical Facilities/Lifelines: Properly spaced hydrants ensure that critical lifelines, such as hospitals, schools, and emergency services, have reliable fire protection, minimizing disruptions during emergencies. Impact on Capabilities: The project enhances the overall capabilities of TDPUD by ensuring that water resources are optimally utilized during fire emergencies. Climate Change Considerations: Climate change underlines the critical need for decreasing hydrant spacing to meet AWWA standards, making it an essential component of TDPUD's strategy to protect the community, infrastructure, and environment from the increasing risks posed by a changing climate. NEVADA Office of Emergency TETRA TECH COUNTY services O CALIFORNIA 7-28 Page 77 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Mitigation Category ❑Local Plans and Regulations(LPR) ❑Natural Systems Protection (NSP) ❑xStructure and Infrastructure Project ❑Education and Awareness Programs (SIP) (EAP) CRS Category ❑Preventative Measures (PR) ❑Natural Resource Protection (NR) ❑x Property Protection (PP) ❑Structural Flood Control Projects(SP) ❑Public Information (PI) ❑x Emergency Services(ES) Priority High NEVADA Office of Emergency COUNTY services TETRA TECH O CALIFORNIA 7-29 Page 78 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex 2024-TDPUD-04. EARTHQUAKE IDENTIFICATION AND HARDENING PROJECT Lead Agency: Truckee Donner Public Utility Supporting Agencies: - Hazards of Concern: ❑Avalanche El Flood ❑Dam Failure ❑Hazardous Materials Release ❑Drought ❑Landslide ❑N Earthquake ❑Wildfire ❑Extreme Cold ❑Winter Storms El Extreme Heat ❑Volcano Description of the Problem: TDPUD facilities are at risk of significant damage due to earthquakes, which can compromise the safety and reliability of utility services. Truckee's major fault, Polaris, was only discovered 2010 so some TDPUD facilities were constructed prior to updated construction standards. Without proper identification of vulnerabilities and implementation of hardening measures, these facilities remain susceptible to seismic events, potentially leading to prolonged service disruptions, costly repairs, and safety hazards for the community. Description of the Solution: TDPUD is working to undertake an Earthquake Identification and Hardening Project. This project would involve a comprehensive assessment of all facilities to identify vulnerabilities to seismic activity. Based on the findings, TDPUD would implement targeted hardening measures to reinforce structures and systems, ensuring they can withstand earthquakes. By executing this project, TDPUD aims to enhance the resilience of its facilities, maintain continuous utility services, and protect the safety of the community during seismic events. Estimated Cost: High Potential Funding Sources: BRIC, HMGP, PDM Implementation Timeline: 5 or more years Goals Met: 1, 2, 3, 5, 6, 7, 8, 9 Benefits: By identifying and reinforcing vulnerable facilities, the project ensures that TDPUD's infrastructure can withstand seismic events, reducing the risk of damage and service disruptions. Impact on Socially Vulnerable By reinforcing facilities, the project helps protect socially vulnerable Populations: populations who may be disproportionately affected by service disruptions and safety hazards during earthquakes. Impact on Future Development: A resilient infrastructure supports future residential and commercial development by ensuring that new areas are well-protected against seismic risks. Impact on Critical Facilities/Lifelines: Strengthening TDPUD facilities ensures that the impacts to critical services, such as hospitals, emergency response centers, and schools, are minimized during and after earthquakes. Impact on Capabilities: By implementing targeted hardening measures, TDPUD builds a culture of preparedness and resilience, ensuring that the organization is better equipped to handle future earthquakes. NEVADA Office of Emergency 1W COUNTY services TETRA TECH O 7-30 Page 79 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Climate Change Considerations: Extreme weather conditions can weaken infrastructure over time, making it more susceptible to damage during seismic events. This increases the necessity for hardening measures to ensure facilities can withstand earthquakes. Mitigation Category ❑Local Plans and Regulations(LPR) ❑Natural Systems Protection (NSP) ❑xStructure and Infrastructure Project El Education and Awareness Programs (SIP) (EAP) CRS Category ❑Preventative Measures (PR) ❑Natural Resource Protection (NR) ❑x Property Protection (PP) ❑Structural Flood Control Projects(SP) ❑Public Information (PI) ❑x Emergency Services(ES) Priority Medium NEVADA Office of Emergency COUNTY services TETRA TECH O CALIFORNIA 7-31 Page 80 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex 2024-TDPUD-05. ENHANCED VEGETATION MANAGEMENT FOR HIGH WILDFIRE AREAS AND SECTIONALIZATION Lead Agency: Truckee Donner Public Utility District Supporting Agencies: - Hazards of Concern: ❑Avalanche ❑Flood ❑Dam Failure ❑Hazardous Materials Release ❑Drought ❑Landslide ❑Earthquake ❑x Wildfire El Extreme Cold ❑x Winter Storms El Extreme Heat ❑Volcano Description of the Problem: TDPUD faces significant wildfire risks in high-risk areas due to the proximity of vegetation near power lines and critical circuits. This vegetation can fall on electric equipment, potentially leading to severe damage to utility infrastructure, prolonged power outages, and safety hazards for the community. Enhanced vegetation management and strategic sectionalization would improve TDPUD's ability to prevent and respond to wildfires. Excessive vegetation can also exacerbate impacts during winter storms such as through increased debris carried by flood waters or downed trees caused by strong winds. Description of the Solution: TDPUD is working to implement an enhanced vegetation management project focused on high wildfire risk areas and sectional ization to allow for targeted preemptive de-energizations. This project would involve enhanced clearing and maintenance of vegetation near power lines to reduce the risk of TDPUD infrastructure being the ignition of catastrophic wildfires. Additionally, TDPUD would implement sectional ization strategies to isolate and protect critical circuits during preemptive de-energizations. By executing this program, TDPUD aims to further mitigate wildfire risks, protect infrastructure, and ensure the safety and reliability of utility services for the community. Estimated Cost: High Potential Funding Sources: BRIC, HMGP, PDM Implementation Timeline: 5 or more years Goals Met: 1, 2, 3, 5, 6, 7, 8, 9 Benefits: Enhanced clearing and maintenance of vegetation near power lines and key circuits significantly reduce the risk of TDPUD infrastructure being the ignition source of catastrophic, thereby lowering the risk of fire ignition and spread. Sectional ization would limit the impacts of preemptive de- energizations. Impact on Socially Vulnerable Minimizing the risks of catastrophic wildfire and mitigating the impacts of Populations: preemptive de-energization helps ensure that vulnerable groups have access to essential resources like electricity and water, which are critical for their well-being. Impact on Future Development: Demonstrating a commitment to wildfire prevention and service reliability can attract new residents and businesses, fostering community growth and development. Impact on Critical Facilities/Lifelines: Improved resilience allows for quicker recovery and restoration of services, minimizing disruptions to critical facilities. NEVADA Office of Emergency COUNTY services TETRA TECH O 7-32 Page 81 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Impact on Capabilities: The project enhances the overall capabilities of TDPUD by ensuring that enhanced vegetation management and sectional ization strategies are fully funded and effectively implemented. Climate Change Considerations: Climate change is leading to more frequent and severe wildfires due to rising temperatures, prolonged droughts, and changing precipitation patterns. This increases the necessity for enhanced vegetation management and sectionalization. Mitigation Category ❑Local Plans and Regulations(LPR) ❑Natural Systems Protection (NSP) ❑xStructure and Infrastructure Project ❑Education and Awareness Programs (SIP) (EAP) CRS Category ❑x Preventative Measures(PR) ❑Natural Resource Protection (NR) ❑x Property Protection (PP) ❑Structural Flood Control Projects(SP) ❑Public Information (PI) ❑x Emergency Services(ES) Priority Medium NEVADA Office of Emergency COUNTY services TETRA TECH O CALIFORNIA 7-33 Page 82 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex 2024-TDPUD-06. ENHANCED ELECTRIC OVERHEAD SYSTEM HARDENING Lead Agency: Truckee Donner Public Utility District Supporting Agencies: - Hazards of Concern: ❑Avalanche El Flood ❑Dam Failure ❑Hazardous Materials Release ❑Drought ❑Landslide ❑x Earthquake ❑x Wildfire ❑Extreme Cold ❑x Winter Storms El Extreme Heat ❑Volcano Description of the Problem: TDPUD faces significant risks to its electric overhead system due aging infrastructure, which is more likely to fail during an earthquake, wildfire, or winter storm. These vulnerabilities can lead to frequent power outages, infrastructure damage, and safety hazards for the community. Without enhanced hardening measures, the electric overhead system remains susceptible to these risks, potentially compromising the reliability and safety of utility services. Description of the Solution: TDPUD is working to undertake an Enhanced Electric Overhead System Hardening project. This project would involve upgrading and reinforcing the electric overhead infrastructure to withstand severe weather conditions and reduce wildfire risks. Measures would include undergrounding overhead power lines, installing covered conductor, replacing and/or hardening overhead power poles, and installing advanced controls. By executing this project, TDPUD aims to improve the resilience and reliability of the electric overhead system, ensuring continuous and safe utility services for the community. Estimated Cost: High Potential Funding Sources: BRIC, HMGP, PDM Implementation Timeline: 5 or more years Goals Met: 1, 2, 3, 5, 6, 7, 8, 9 Benefits: Upgrading and reinforcing the electric overhead infrastructure enhances its ability to withstand severe weather conditions and reduce wildfire risks, ensuring more reliable utility services. Impact on Socially Vulnerable Ensuring continuous utility services means that vulnerable groups have Populations: consistent access to essential resources like electricity, which is critical for their well-being. Impact on Future Development: A resilient electric overhead system supports future residential and commercial development by ensuring that new areas are well-served and protected against severe weather and wildfire risks. Impact on Critical Facilities/Lifelines: Strengthening the electric overhead system ensures that critical facilities, such as hospitals, emergency response centers, and schools, reduces the risk of extended power outages. Impact on Capabilities: The project enhances the overall capabilities of TDPUD by ensuring that the electric overhead system is better equipped to handle severe weather and wildfire risks. Climate Change Considerations: The impacts of climate change are putting electric utility facilities at risk creating the possibility of more and prolonged power outages. NEVADA Office of Emergency TETRA TECH COUNTY services N CALIFORNIA 7-34 Page 83 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Mitigation Category ❑Local Plans and Regulations(LPR) ❑Natural Systems Protection (NSP) ❑xStructure and Infrastructure Project ❑Education and Awareness Programs (SIP) (EAP) CRS Category ❑Preventative Measures (PR) ❑Natural Resource Protection (NR) ❑x Property Protection (PP) ❑Structural Flood Control Projects(SP) ❑Public Information (PI) ❑x Emergency Services(ES) Priority Medium NEVADA Office of Emergency COUNTY services TETRA TECH O CALIFORNIA 7-35 Page 84 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex 2024-TDPUD-07. VEGETATION MANAGEMENT IN RIGHT OF WAYS AND UTILITY EASEMENTS AND ELECTRIC OVERHEAD SYSTEM HARDENING Lead Agency: Truckee Donner Public Utility District Supporting Agencies: Town of Truckee Hazards of Concern: ❑Avalanche ❑Flood ❑Dam Failure ❑Hazardous Materials Release ❑Drought ❑Landslide ❑x Earthquake ®Wildfire ❑Extreme Cold ❑x Winter Storms El Extreme Heat ❑xVolcano Description of the Problem: The Town of Truckee is facing significant challenges in maintaining safe and reliable evacuation routes for its residents. Overgrown vegetation and an electric overhead system along some of these key routes pose serious risks, including increased fire hazards and potential impacts to evacuation routes, especially during volcano events, winter storms, and earthquakes. These issues threaten the safety and well-being of the community, especially during critical evacuation scenarios. Description of the Solution: To address these challenges, a collaborative project has been initiated between the Town of Truckee and TDPUD. This project focuses on enhanced vegetation management within Town Rights of Way and TDPUD Public Utility Easements. By clearing overgrowth and mitigating fire hazards along key evacuation routes, the project aims to improve safety and accessibility. Additionally, the project includes hardening the TDPUD Electric Overhead System to enhance its resilience against extreme weather events and reduce the likelihood of potential impacts to evacuation routes. This comprehensive approach will ensure safer and more reliable evacuation routes for the community. Estimated Cost: High Potential Funding Sources: BRIC, HMGP, PDM Implementation Timeline: 5 or more years Goals Met: 1, 2, 3, 5, 6, 7, 8, 9 Benefits: This collaborative project between the Town of Truckee and TDPUD not only addresses immediate safety concerns but also lays the foundation for a more resilient and thriving community. Impact on Socially Vulnerable By clearing overgrown vegetation and mitigating fire hazards, the project Populations: ensures that evacuation routes are accessible and safe, particularly benefiting socially vulnerable populations who may have limited mobility or resources. Impact on Future Development: Strengthening the electric overhead system and managing vegetation proactively creates a more resilient infrastructure, which is crucial for supporting future development and growth in the area. Impact on Critical Facilities/Lifelines: Ensuring that key evacuation routes are clear, and that the electric system is robust helps maintain the operation of critical facilities such as hospitals, emergency services, and shelters during emergencies. NEVADA Office of Emergency services TETRA TECH COUNTY O 7-36 Page 85 of 139 2024 Nevada County Hazard Mitigation Plan (Amended FEMA Review Draft) Truckee Donner Public Utilities District Annex Impact on Capabilities: The project enhances the community's overall preparedness for emergencies by ensuring that evacuation routes are reliable, and that the electric system can withstand extreme weather events. Climate Change Considerations: Climate change is associated with more frequent and severe weather events, such as storms and heatwaves, which can damage the electric overhead system. Mitigation Category ❑Local Plans and Regulations(LPR) ®Natural Systems Protection (NSP) ❑xStructure and Infrastructure Project ❑Education and Awareness Programs (SIP) (EAP) CRS Category ®Preventative Measures(PR) ©Natural Resource Protection (NR) ❑Property Protection (PP) ❑Structural Flood Control Projects (SP) ❑Public Information (PI) ®Emergency Services(ES) Priority Medium NEVADA Office of Emergency COUNTY services TETRA TECH O CALIFORNIA 7-37 Page 86 of 139 Attachment 3 0 iUCKEE r 41 PubUc Utility District Resolution No. 2025-17 Adoption of the 2024 Nevada County Multijurisdictional Hazard Mitigation Plan WHEREAS, The District recognizes the threat that natural hazards pose to utility infrastructure, people,and property within our community; and WHEREAS, undertaking hazard mitigation actions will reduce the potential for harm to utility infrastructure, people and property from future hazard occurrences; and WHEREAS, the U.S. Congress passed the Federal Disaster Mitigation Act of 2000 emphasizing the need for pre-disaster mitigation of potential hazards and an adopted Hazard Mitigation Plan is required as a condition of future funding for mitigation projects under multiple Federal Emergency Management Agency pre-and post-disaster mitigation grant programs; and WHEREAS, regionalism and cooperation improve the preparedness and resiliency of the Region through effective and cooperative mitigation efforts; and WHEREAS, the District has previously participated in the Nevada County Multijurisdictional Hazard Management plans including the recent 2024 update; and WHEREAS, the 2024 Nevada County Multijurisdictional Hazard Mitigation Plan and District Annex will serve as the District's required Hazard Mitigation Plan update and meet the requirements of the Federal Disaster Mitigation Act of 2000; and WHEREAS, the California Office of Emergency Services and the Federal Emergency Management Agency, Region IX have reviewed and conditionally approved the 2024 Nevada County Multijurisdictional Hazard Mitigation Plan; and WHEREAS, the District is committed to using the adopted and approved 2024 Nevada County Multijurisdictional Hazard Mitigation Plan to guide pre-and post-disaster mitigation of the hazards identified; and WHEREAS, the District will continue its support of the ongoing mitigation efforts and continue to participate in the plan maintenance and support as described in the 2024 Nevada County Multijurisdictional Hazard Mitigation Plan. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Truckee Donner Public Utility District as follows: 1. The District hereby adopts Resolution 2025-17 adopting the 2024 Nevada County Multijurisdictional Hazard Mitigation Plan Volume I and the Truckee Donner Public Utility District Annex in Volume II in substantially the form presented. 2. The District hereby authorizes staff to incorporate any minor, non-substantial edits as directed by FEMA. Page 87 of 139 PASSED AND ADOPTED by the Board of Directors of the Truckee Donner Public Utility District at a meeting held within the District on July 2, 2025 by the following vote: AYES: NOES: ABSENT: TRUCKEE DONNER PUBLIC UTILITY DISTRICT By Christa Finn, President ATTEST: Martina Rochefort, District Clerk Page 88 of 139 AGENDA ITEM #12 Public Utility District MEETING DATE: July 2, 2025 TO: Board of Directors FROM: Mike Swanson, Director of Electric Engineering & Operations SUBJECT: Consideration to Adopt Resolution No. 2025-18 Amending District Code Title 7 to Include a Preemptive De-Energization Policy APPROVED BY. Brian C. Wright, General Manager RECOMMENDATION: 1. Authorize the General Manager to implement an electric utility preemptive de- energization program for the purposes of public safety and mitigation of risks to the District 2. Adopt Resolution 2025-18 approving the revisions to District Code, Chapter 7.08 Continuity of Service to include Section 7.08.050 Preemptive De-energization BACKGROUND: The District is proactively addressing the growing threat of catastrophic wildfires in the Northern Sierra Nevada by developing a preemptive de-energization program. This will be accomplished through the establishment of formal Standard Operating Procedures (SOP) for Preemptive Power Shutoffs (PPS). This SOP will outline operational actions the District may take to temporarily de-energize segments of the electric grid under extreme fire-weather conditions to reduce the risk of utility-caused ignitions. Communities in the Northern Sierra Nevada are facing heightened wildfire danger driven by high temperatures, strong winds, persistent drought, and dense forest conditions. Recent incidents, including the Caldor Fire (2021) and Mosquito Fire (2022), demonstrated how rapidly regional fires can jeopardize life, property, and public health—even when flames do not enter the District's service area. Utility-related ignitions statewide have resulted in catastrophic losses and have placed unprecedented financial liabilities on utilities through the doctrine of inverse condemnation. Courts have affirmed that publicly owned utilities are held to the same strict liability standard as investor-owned utilities when their infrastructure causes wildfire damage. In response, peer public utilities and Northern California Power Agency (NCPA) members are adopting de-energization protocols analogous to the Public Safety Power Shutoff (PSPS) programs implemented by investor-owned utilities. Page 1 of 3 Page 89 of 139 ANALYSIS AND BODY: Legal and Public Safety Imperatives — The District's PPS program is both a proactive safety measure and a necessary legal risk mitigation strategy. The increasing frequency and severity of wildfires in California have elevated the legal exposure for all electric utilities, including publicly owned utilities, under the doctrine of inverse condemnation. This legal doctrine imposes strict liability on utilities when utility-owned infrastructure is determined to have caused a wildfire, regardless of negligence or adherence to safety standards. In this context, the PPS represents an essential operational safeguard to minimize the risk of catastrophic ignitions, protect human life and property, and preserve the financial and operational integrity of the District. Above all, the program is centered on safeguarding the lives, health, and livelihoods of those within the District's service area. While the overarching goal remains protecting public safety, the legal implications underscore the urgency and necessity of adopting a formal PPS protocol. Industry Best Practice — Utilities across California are responding to wildfire threats by hardening their infrastructure and incorporating de-energization strategies into their wildfire mitigation planning. The Northern California Power Agency (NCPA) encourages its members to adopt localized de-energization protocols as part of a comprehensive wildfire mitigation strategy. Community Impact — Staff acknowledge that any decision to de-energize will have a direct impact on the lives of community members, affecting everything from daily routines to critical services. In recognition of this, the SOP includes robust re- energization protocols aimed at restoring power safely and efficiently, as well as measures to provide timely and transparent communication. These efforts are intended to balance the urgent need to reduce wildfire risk with the responsibility to support community continuity and resilience. Staff Initiative — The District has developed a Standard Operating Procedure (SOP) for its PPS program, which outlines defined operational triggers, staff roles and responsibilities under an Incident Command Structure, customer notification protocols, and post-event evaluation processes. This SOP reflects best practices in wildfire mitigation and is designed to ensure safe, timely, and effective decision-making during elevated fire-risk conditions. The SOP is now complete and ready for implementation pending approval by the Board. Moving forward, the District will continue refining the de-energization triggers with the support of a qualified weather and risk consultant to ensure decisions are based on the most current and localized fire weather intelligence. District Code Update - District Code, Chapter 7.08 Continuity of Service outlines circumstances and conditions for which the District may be required to intentionally interrupt electric utility services, or such time electric utility services may be unintentionally interrupted. The provisions in Chapter 7.08 outline specific conditions for interrupted service, including response to local emergencies, scheduled interruptions for system maintenance or repairs, and apportionment of supply during significant energy shortages. As proposed in Resolution No. 2025-18, the addition of District Code Chapter 7.08, Section 7.08.050 (Attachment 2) would incorporate provisions for preemptive de-energization during periods of high wildfire risk or other hazardous conditions that may place public safety or utility systems at significant risk. GOALS AND OBJECTIVES: Page 2 of 3 Page 90 of 139 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 electric supply and distribution system to meet current and future needs. 4. Manage the District in an environmentally sound manner. 5. 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. Modernize the utility and add value to our communities through collaboration and innovation. 5. Developing an inclusive culture drives organizational integration and success. FISCAL IMPACT: There is no direct fiscal impact associated with this item. The contract support of a qualified weather and risk consultant in FY25 proposed in a separate Board Item can be accomplished within the approved budget amount of $103,000 (GL account 1.6.923.736). ATTACHMENTS: 1. Attachment #1_TDPUD PPS DRAFT 2025 2. Attachment #2 - Resolution 2025-18 -Title 7 Amendment Page 3 of 3 Page 91 of 139 Purpose and Overview This Standard Operating Procedure, effective XX/XX/XXXX, outlines the Truckee Donner Public Utility District's (TDPUD) operational framework for implementing Preemptive Power Shutoffs (PPS). PPS will be employed only as a last resort, when all other mitigation measures are deemed insufficient to protect the public from significant risks posed by TDPUD facilities if not de-energized. These risks may include, but are not limited to, wildfire ignition, public safety hazards, or threats to critical infrastructure. By temporarily de-energizing specific portions of the electric distribution system under defined environmental and operational conditions, TDPUD aims to protect public safety, preserve critical infrastructure, and support emergency response efforts. This procedure establishes the criteria, roles, responsibilities, and communication protocols necessary to execute a controlled and coordinated de-energization and restoration process. PPS events are initiated based on real-time weather data, field observations, system conditions, and risk assessments, in conjunction with input from internal operations staff, fire agencies, and emergency management partners. Restoration of power will be conducted as safely and swiftly as conditions allow, following thorough inspections to verify system integrity and safety. During a Preemptive Power Shutoff (PPS) event, the Water Department plays a critical role in maintaining essential services by ensuring continuous access to safe and reliable water. Emergency generators are already installed at key pumping and treatment facilities and are tested regularly to ensure operational readiness. In advance of anticipated shutoffs, water storage tanks will be verified and filled to maximum capacity to ensure an adequate supply is available throughout the duration of the event. These preparedness measures help safeguard public health, support firefighting efforts, and strengthen the community's resilience during power outages. This SOP is intended to ensure a consistent and transparent approach to PPS decision- making, with a focus on public safety, interagency coordination, and customer awareness. Page 92 of 139 Roles and Responsibilities During a Preemptive Power Shutoff (PPS) event, TDPUD will utilize the Incident Command System (ICS) structure to manage and coordinate response efforts. An Incident Commander (IC) will be designated to lead the overall event response. Supporting ICS roles will include an Operations Section Chief to oversee field activities, a Planning Section Chief to manage situational awareness, coordinate the de- energization process, and establish restoration priorities. A Logistics Section Chief will coordinate resources and operational support, while a Finance/Administration Section Chief will be responsible for cost tracking, timekeeping, and documentation. A Public Information Officer (PIO), Safety Officer, and Liaison Officer will also be assigned to ensure effective communication, regulatory compliance, and coordination with external stakeholders. Additional personnel may be assigned to ICS roles as necessary to support a scalable and efficient response. Incident Commander The Incident Commander (IC) provides strategic oversight and leads TDPUD's response during a PPS event, ensuring coordination across all ICS functions and alignment with District objectives. Responsibilities include: • Maintaining situational awareness of weather and fire risk conditions that may necessitate a PPS • Initiating PPS protocols when defined triggers are met, and informing Command and General Staff to support decision-making • Approving and overseeing system de-energization and restoration activities based on input from the Operations and Planning Section Chiefs, and in consultation with the Weather and Risk Intelligence Consultant • Ensuring alignment with District-wide safety, regulatory, and customer service objectives Supporting high-level internal and external communications in coordination with the Public Information Officer (PIO) • Coordinating with Section Chiefs and Command Staff to ensure an effective and unified response • Reviewing and endorsing post-event reports, corrective actions, and continuous improvement efforts • Serving as the primary point of contact for all system-level decisions during a PPS event Page 93 of 139 Public Information Officer (PIO) The Public Information Officer (PIO) oversees external communications and strategic coordination with stakeholders throughout the PPS event. Responsibilities include: • Coordinating logistics and support for Community Resource Centers (CRCs) and related community outreach efforts in collaboration with the Logistics Section Chief • Organizing and delivering community briefings and public updates Ensuring local leaders, organizations, and stakeholders are kept informed with timely and accurate information • Working directly with community leaders to provide situational updates and ensure alignment of messaging • Leading the public and media communications strategy, including content development and dissemination • Coordinating closely with the Incident Commander, Operations and Planning Section Chiefs, and Liaison Officer to ensure message consistency • Managing official communications with local, regional, and regulatory stakeholders as appropriate • Ensuring that communication records, updates, and reports are documented and archived for internal review and external compliance Communications Unit Leader Reporting to the Public Information Officer (PIO), the Communications Unit Leader is responsible for supporting the development and dissemination of information to the public, customers, and media during all phases of a PPS event. Responsibilities include: • Drafting public messages, alerts, and updates for review and approval by the PIO • Coordinating with ICS sections to ensure consistent and accurate messaging • Assisting with customer notifications and community outreach efforts • Serving as a designated spokesperson for media or public communications when assigned by the PIO • Managing digital communication platforms, including social media channels and the TDPUD website • Posting real-time updates and monitoring community feedback and inquiries across digital platforms • Escalating significant public questions or concerns from online sources to the PIO for response and follow-up Page 94 of 139 Safety/Liaison Officer Reporting to the Incident Commander (IC), the Safety/Liaison Officer plays a key role in safeguarding public and employee safety, supporting wildfire risk mitigation, and ensuring effective coordination with external stakeholders. Responsibilities include: • Ensuring timely notifications to public safety partners, critical infrastructure contacts, and external agencies • Monitoring compliance with internal safety protocols, regulatory requirements, and documentation standards • Identifying and communicating operational risks, safety concerns, or stakeholder issues to the Incident Commander and Public Information Officer (PIO) • Supporting initiatives that protect the health and safety of employees, the public, and response personnel during PPS events Maintaining and updating risk and compliance contact lists, distribution records, and coordination protocols Operations Section Chief Reporting to the Incident Commander (IC), the Operations Section Chief is responsible for managing and directing all tactical field operations during a PPS event, including electric and water system operations. This role ensures real-time coordination between field crews, system operators, and support personnel to safely execute de-energization, maintain essential services, and carry out restoration activities. Responsibilities include: • Monitoring weather and fire risk conditions to support informed operational decisions • Overseeing system-wide de-energization and restoration efforts across electric and water infrastructure • Updating and maintaining the Outage Management System (OMS) with accurate system status and restoration information • Initiating patrols and step restoration protocols following an 'all clear' determination • Ensuring accurate and timely updates to the Outage Management System (OMS) • Directing electric and water field crews to support system stability, hazard mitigation, and restoration priorities • Identifying impacted circuits, service areas, and customer groups for both electric and water systems • Coordinating with the Planning Section Chief to align field operations with restoration strategies and resource planning • Communicating operational status, field conditions, and system needs to the Incident Commander and Command Staff Page 95 of 139 • Ensuring water system continuity by maintaining pressure and supply, supported by emergency generation • Deploying water personnel and resources to assist with field logistics, hazard identification, and cross-functional restoration activities • Working with the Logistics Section to provide vehicles, equipment, and other material support, and to ensure continued access to and functionality of critical infrastructure throughout all phases of the PPS event Planning Section Chief Reporting to the Incident Commander (IC), the Planning Section Chief is responsible for situational analysis, strategic planning, and coordination of restoration priorities for both electric and water systems during a PPS event. This role ensures that engineering data, system assessments, and operational intelligence are used to guide safe and effective decision-making. Responsibilities include: • Monitoring weather and fire risk conditions and supporting PPS initiation when defined triggers are met • Analyzing and defining impacted areas using system data, weather intelligence, and fire risk indicators • Coordinating with the Operations Section Chief to align field activities with engineering and restoration priorities • Supporting the initiation of patrol and step restoration activities following the issuance of an 'all clear' • Assist Operations Section with updating and maintaining the Outage Management System (OMS) with accurate system status and restoration information • Prioritizing restoration efforts based on critical infrastructure, system integrity, and community needs • Conducting and documenting engineering assessments for both electric and water infrastructure • Developing restoration strategies that maintain system balance and ensure reliability post-event • Planning for water system continuity, including verification of tank levels, pump station functionality, and emergency water supply strategies • Coordinating with the Logistics Section to ensure that restoration plans account for accessibility, resource allocation, and personnel deployment • Providing timely updates and forward-looking projections to the Incident Commander and Command Staff to support informed decision-making • Preparing and maintaining necessary ICS reports, including status updates, incident action plans, and post-event documentation Page 96 of 139 Customer Outreach Unit Leader Reporting to the Public Information Officer (PIO), the Customer Outreach Unit Leader is responsible for coordinating frontline customer communications and ensuring consistent, targeted outreach to all customer segments during a PPS event. This role includes responsibilities typically handled by a Key Accounts Liaison, providing focused communication to critical and high-impact customers. Responsibilities include: • Coordinating closely with the Communications Unit Leader to ensure alignment between public messaging and direct customer outreach • Managing proactive outreach to Medical Baseline customers and other vulnerable populations, ensuring timely notifications, resource information, and support • Serving as the primary point of contact for high-impact accounts such as hospitals, emergency services, schools, and essential infrastructure providers • Tracking and documenting all customer interactions, inquiries, and support efforts for post-event review and regulatory reporting • Monitoring incoming customer feedback from all communication channels (phone, email, social media, web) and escalating critical issues or trends to the PIO • Supporting the development and distribution of FAQs, service bulletins, and direct customer notifications based on current conditions and customer concerns Assisting in the deployment, monitoring, and troubleshooting of customer notification tools and systems to ensure reliable and timely outreach. Finance/Administration Section The Finance/Administration Section is responsible for managing all financial, cost tracking, administrative, and documentation-related activities during a PPS event. This section supports accountability, regulatory compliance, and resource planning across the ICS structure. • Finance/Administration Section Chief Reporting to the Incident Commander (IC), the Finance/Administration Section Chief oversees all financial and administrative functions to ensure accurate cost tracking, timekeeping, and documentation throughout the PPS event. Responsibilities include: • Tracking labor hours, equipment usage, and materials costs associated with PPS response and recovery • Coordinating with the Logistics and Operations Sections to gather cost data and resource usage in real time • Developing and maintaining cost reports, expenditure summaries, and resource allocation records Page 97 of 139 • Supporting procurement and reimbursement efforts by ensuring documentation aligns with applicable funding or regulatory requirements • Managing timekeeping processes and personnel tracking for all ICS participants • Preparing financial documentation needed for post-event reporting, audits, and agency reviews • Completing and submitting all required ICS financial and administrative forms (e.g., ICS 214, ICS 213RR, ICS 219 as applicable) • Coordinating with the Administrative Support Unit to maintain accurate, complete, and accessible event records Administrative Support Unit Reporting to the Finance/Administration Section Chief, the Administrative Support Unit provides critical support services to ensure documentation is accurate, meetings are well-coordinated, and event records are maintained throughout the PPS lifecycle. Responsibilities include: • Scheduling and facilitating internal coordination meetings and external stakeholder briefings • Supporting the planning and execution of community briefings and public-facing updates in coordination with the Public Information Officer (PIO) • Assisting with the preparation, organization, and completion of all event-related documentation and post-event reports • Coordinating data collection efforts, tracking issues, and compiling notes for inclusion in after-action reviews and debriefs • Maintaining document control to ensure consistency, accessibility, and compliance with internal procedures and ICS standards • Completing and filing required ICS administrative forms (e.g., ICS 214 Unit Log, ICS 221 Demobilization Check-Out) in coordination with section staff Page 98 of 139 Phase 1 - Potential PPS 72 HOURS UNTIL DE-ENERGIZATION This phase is initiated when weather forecasts indicate a potential to meet de- energization thresholds. While activation is not yet confirmed, conditions warrant increased readiness and interdepartmental coordination. Phase 1 Assumptions • Weather conditions may exceed thresholds within 72 hours of a potential PPS event. • Forecast models show possible weakening or redirection of the weather system. • Risk level is moderate; potential exists but not guaranteed. Objectives • Begin operational and communication readiness. • Establish coordination between internal departments and external stakeholders. • Prepare situational awareness tools, resource alignment, and notification templates. Key Actions by Role Incident Commander (IC) • Lead Phase 1 planning and coordination • Confirm weather and fire risk data; initiate Phase 1 procedures • Notify General Manager and Command and General Staff of projected or met thresholds • Provide go/no-go criteria for transition to Phase 2 Operations Section Chief • Coordinate with Planning Section Chief to identify at-risk electric circuits and critical water infrastructure • Begin tactical restoration planning based on potential impact zones for both electric and water systems • Monitor Outage Management System (OMS) and weather inputs for trigger alignment Page 99 of 139 • Direct field crews to assess and support water system continuity, including generator checks, tank levels, and pump station status • Coordinate with Logistics to ensure availability of vehicles, equipment, and emergency fuel for both electric and water operations • Deploy personnel to assist with pre-energization patrols and post-event restoration across utility functions Planning Section Chief • Generate initial impact maps and circuit exposure models for electric and water systems • Establish de-energization and restoration prioritization criteria for electric and water infrastructure based on system integrity and customer needs • Update OMS and SCADA data as the forecast evolves • Verify SCADA setpoints for water storage tanks to maintain capacity during the event • Develop and maintain water system continuity strategies, including staffing plans, equipment readiness, and emergency response coordination • Coordinate with Operations and Logistics Sections to ensure resource alignment for water and electric restoration Public Information Officer (PIO) • Coordinate with the Communications Unit Leader on external awareness and media content • Maintain alignment with Safety/Liaison Officer to ensure message accuracy and regulatory consistency • Prepare for Community Resource Center (CRC) activation, including initiating notifications, coordinating site readiness, and ensuring support resources are in place Communications Unit Leader • Draft and review internal and external messaging templates • Prepare and schedule updates for the website and social media platforms • Monitor digital platforms for public concerns, questions, or misinformation • Support the PIO with message rollout, real-time tracking, and public feedback escalation Page 100 of 139 Safety/Liaison Officer • Verify initial regulatory requirements for PPS response • Begin documentation of early-stage response actions for compliance tracking • Ensure public and employee safety are reflected in all operational and communication recommendations Customer Outreach Unit Leader • Segment and assess customer types in projected impact zones • Coordinate draft outreach content with the Communications Unit Leader • Validate contact information for key accounts, vulnerable customers, and Medical Baseline participants Finance/Administration Section Chief • Track labor hours, equipment usage, and material costs associated with PPS operations • Coordinate with Operations and Logistics Sections for real-time cost and resource data • Prepare cost reports, timekeeping logs, and financial summaries • Complete and submit required ICS forms (e.g., ICS 214, ICS 213RR, ICS 219) • Support post-event financial reporting, audits, and funding documentation Administrative Support Unit (Finance/Admin Section) • Schedule recurring ICS coordination meetings (e.g., morning and evening briefings) • Track and log all communications, decisions, and key planning milestones • Assist with preparation of post-event reports and after-action reviews • Complete and file required ICS administrative forms (e.g., ICS 214 Unit Log, ICS 221 Demobilization Check-Out) This Phase is concluded when conditions either worsen (triggering Phase 2: Imminent PPS) or improve sufficiently to cancel pre-activation procedures. Page 101 of 139 Phase 2 - Imminent PPS 48 HOURS UNTIL DE-ENERGIZATION This phase is activated when weather forecasts confirm a high probability that de- energization thresholds will be met. All operational unit's transition from preparation to full readiness and begin execution of Phase 2 protocols. Phase 2 Assumptions • Weather/fire conditions will exceed thresholds within 48 hours. • Forecasts confirm sustained threat with no likely alternate path. Objectives • Confirm operational readiness across departments. • Communicate imminent risk to customers and stakeholders. • Stage resources and staff for system impact and CRC deployment. Key Actions by Role Incident Commander (IC) • Confirm readiness and initiate transition to Phase 2 • Notify General Manager and Command and General Staff of the transition • Lead cross-functional readiness briefings and decision-making Operations Section Chief • Confirm at-risk electric circuits and critical water infrastructure with Planning Section Chief • Ensure readiness of electric patrol teams, field crews, and Community Resource Center (CRC) field support • Verify pre-positioning of materials, tools, and staffing resources for electric and water operations • Coordinate generator deployment to water system facilities and confirm start-up at key sites (in coordination with electricians) • Confirm communications readiness across operations teams, including radio and SCADA systems Page 102 of 139 Planning Section Chief • Finalize de-energization zone maps for electric and water systems • Provide updated OMS and GIS data for use in field operations and situational awareness • Deliver technical system data to support tactical field decisions and public communications • Coordinate with Operations Section Chief and Logistics to ensure water system continuity, including generator placement, equipment readiness, and site accessibility • Confirm communications equipment and system monitoring functionality (SCADA, radios, alarms) Public Information Officer (PIO) • Distribute updated internal communications and email messaging to staff • Finalize and issue talking points and situational updates to internal teams • Coordinate public-facing messaging in alignment with Communications Unit Leader • Support CRC activation planning, including notification procedures, readiness confirmation, and coordination of on-site support Communications Unit Leader • Finalize and publish messaging for the website, email, and social media platforms • Coordinate partner messaging efforts, including press releases, PSAs, and CMS notifications • Support all digital and external communication channels in coordination with the PIO Safety/Liaison Officer • Initiate notifications to public safety agencies, emergency management, and regulatory stakeholders regarding elevated PPS risk • Log critical decisions, coordination actions, and regulatory steps • Monitor and ensure continued alignment with safety standards and public health protocols Page 103 of 139 Customer Outreach Unit Leader • Execute targeted outreach to vulnerable populations and high-impact customers • Confirm readiness of Customer Service Representatives (CSRs) and initiate outbound contact plans • Lead coordination and response for key customer updates and status inquiries Finance/Administration Section Chief • Update cost tracking logs and verify accuracy of pre-event resource expenditures • Review and approve resource requests for generator support, fuel supply, and staffing • Maintain updated ICS financial documentation (ICS 213RR, 214, etc.) • Ensure readiness for real-time documentation during de-energization Administrative Support Unit (Finance/Admin Section) • Issue updated Incident Action Plan (IAP) for Phase 2 • Support daily situational meetings, track section deliverables, and maintain document control Document CRC readiness, internal staffing assignments, and communications milestones This phase concludes upon the start of the de-energization event or cancellation due to improved conditions. Page 104 of 139 Phase 3 - Imminent PPS 24 HOURS UNTIL DE-ENERGIZATION This phase is activated when weather and fire risk forecasts confirm that de- energization is highly probable within 24 hours. All coordination efforts must shift to near-term execution and resource mobilization. Phase 3 Assumptions • Weather/fire conditions will exceed thresholds within 24 hours. • Forecast models confirm direct impact with no deviation expected. Objectives • Finalize communications to customers and partners. • Confirm CRC logistics and team readiness. • Mobilize critical resources and finalize internal staffing. Incident Commander (IC) • Conduct final review of environmental conditions and operational readiness • Confirm de-energization timeline in coordination with the General Manager and Executive Leadership • Lead 24-hour coordination meetings and approve trigger execution based on Planning and Operations input Key Actions by Role Operations Section Chief • Validate readiness of patrol and restoration crews for both electric and water systems • Confirm staging of field equipment, mobile generators, and resource allocations • Place water crews on standby for rapid deployment • Ensure all assigned vehicles, equipment, and auxiliary fuel tanks (including those supporting water facilities) are fueled and ready for extended operations • Coordinate with Logistics to ensure materials and personnel can support extended outage response Page 105 of 139 Planning Section Chief • Deliver final outage footprint and customer segmentation using OMS and GIS data • Validate restoration models and confirm system readiness inputs • Provide technical prioritization guidance for re-energization of electric circuits and water system infrastructure • Verify all water storage tanks are filled and SCADA setpoints are adjusted to maintain optimal levels throughout the event • Coordinate final system readiness data for inclusion in the IAP and situational reports Public Information Officer (PIO) • Distribute finalized internal briefings and talking points to ICS staff and frontline employees • Coordinate final CRC readiness and staffing confirmation • Issue updated employee communications reflecting Phase 3 status and community expectations • Finalize external messaging strategy with the Communications Unit Leader Communications Unit Leader • Launch final pre-event messaging on web, email, and social platforms • Distribute CMS and PSA materials to media outlets and local partners • Ensure digital messaging is synchronized with CRC activation and electric/water service expectations • Support the PIO with consistent content delivery across all communication platforms Safety/Liaison Officer • Notify public safety and emergency management agencies that PPS activation is imminent (within 24 hours) • Submit required regulatory notifications in compliance with local and state mandates • Maintain detailed logs of key actions and decisions for post-event reporting Page 106 of 139 Customer Outreach Unit Leader • Contact all Medical Baseline and key account customers to confirm receipt of final notifications • Ensure staff readiness for inbound customer inquiries during the de-energization period • Coordinate distribution of door hangers or physical notices to at-risk or hard-to- reach customers Finance/Administration Section Chief • Confirm readiness of cost tracking, timekeeping, and resource documentation systems • Ensure ICS financial forms (ICS 214, ICS 213RR, ICS 219) are updated for Phase 3 operations • Support resource accountability as generator and staffing expenses increase during outage conditions Administrative Support Unit (Finance/Admin Section) • Distribute the finalized Incident Action Plan (IAP) and updated meeting calendar • Schedule and facilitate recurring briefings and coordination calls with external partners • Track key milestones, including CRC activation, public notifications, and interagency coordination This phase ends when de-energization is initiated or canceled due to changed conditions. Page 107 of 139 Phase 4 - Final Preparation for PPS Activation 4 HOURS UNTIL DE-ENERGIZATION This phase is activated when de-energization is projected to begin within four hours. All systems and teams should be fully mobilized, and communications finalized. This is the final phase before execution of the PPS event. Phase 4 Assumptions • De-energization will begin imminently. • All planning and customer outreach should be complete or in final execution. Objectives • Confirm team readiness across all departments. • Ensure customer and stakeholder notifications are complete. • Activate CRCs and finalize field execution plans. Key Actions by Role Incident Commander (IC) • Validate final environmental and operational conditions and approve PPS activation • Lead final pre-activation coordination meeting • Inform the General Manager, Executive Leadership, and key external stakeholders of activation decision Operations Section Chief • Confirm staging of electric field crews and final circuit patrol sequencing • Validate equipment pre-checks, fuel levels, and vehicle readiness for sustained field deployment • Coordinate transfer of critical water sites to emergency generator power one hour prior to de-energization • Ensure successful generator startup and verify transfer to backup power at designated water facilities • Oversee the transition of well sites and critical water pumps to manual "off' mode in SCADA to prevent equipment damage during power loss • Assess and prepare for shutdown of vulnerable water infrastructure during initial de-energization Page 108 of 139 Planning Section Chief • Support final circuit validation and system readiness assessments • Confirm de-energization sequencing in coordination with field operations and electric engineering • Validate SCADA configurations for both electric and water systems, ensuring tank levels, pump logic, and manual control settings are correctly implemented • Ensure documentation and technical plans are updated in the IAP for real-time use by operations staff Public Information Officer (PIO) • Deliver the final round of internal briefings and staff messaging • Coordinate with CRC site leads to confirm opening plans, logistics, and public communications • Issue final press releases, media statements, and talking points • Work with Communications Unit Leader to initiate real-time public updates during the activation window Communications Unit Leader • Post final alerts to social media channels and the TDPUD website • Finalize and distribute press releases, PSAs, and public notifications • Monitor public feedback through digital channels and coordinate timely responses with the PIO Safety/Liaison Officer • Notify public safety and emergency management agencies when PPS activation is within 4 hours • Ensure all required notifications and briefings are documented with timestamps • Verify all legal, regulatory, and safety compliance criteria are met before de- energization Page 109 of 139 Customer Outreach Unit Leader • Confirm Customer Service Representative (CSR) availability and readiness of communication tools • Log final outreach actions to vulnerable populations and Medical Baseline customers • Coordinate last-mile notification efforts, including door hanger distribution and direct outreach in impacted areas Finance/Administration Section Chief • Confirm financial tracking systems are ready to capture costs during activation and response • Review final resource commitments and ensure documentation is in place • Maintain continuity of ICS form tracking and update expenditure estimates Administrative Support Unit (Finance/Admin Section) • Document final meeting notes, stakeholder call logs, and CRC activation status • Support the launch and distribution of the updated Incident Action Plan (IAP) • Prepare ICS documentation systems for transition into active de-energization monitoring and real-time support This phase concludes as the PPS event is initiated and circuits are de-energized. Page 110 of 139 Phase 5 - Implement PPS DE-ENERGIZATION INITIATED UNTIL CONDITIONS IMPROVE This phase is activated when the PPS event is officially underway. All systems shift from preparation to active management, customer support, safety coordination, and status monitoring. Phase 5 Assumptions • Power has been turned off for fire risk mitigation. • Weather/fire conditions remain above re-energization thresholds. Objectives • Maintain real-time communication with customers and stakeholders. • Provide safe and timely support through CRCs. • Prepare for eventual restoration planning. Key Actions by Role Incident Commander (IC) • Oversee implementation of the PPS response and maintain strategic situational awareness • Communicate ongoing event status and developments to the General Manager and Executive Leadership • Support cross-functional coordination and resource prioritization in response to evolving conditions Operations Section Chief • Confirm grid status and full extent of de-energization with field and control center inputs • Monitor field safety conditions and coordinate directly with crews for status updates and hazard reporting • Evaluate critical water sites and determine if pump shutdown is necessary; oversee placement of applicable pumps in manual "off" mode in SCADA to prevent equipment damage • Deploy Water Department staff to assist with electric system logistics, field observations, or infrastructure support as needed Page 111 of 139 • Initiate 12-hour shifts for Water Crew members to maintain continuous operational coverage throughout the PPS event Planning Section Chief • Maintain real-time situational updates in OMS and GIS systems • Confirm and update impacted customer lists, electric circuit visuals, and water system performance data • Support restoration prioritization strategy by incorporating field intelligence, SCADA data, and system conditions • Monitor water SCADA in real time to track tank levels, performance indicators, and operational anomalies Public Information Officer (PIO) • Issue internal de-energization communications and staff updates • Coordinate CRC status and ensure accurate, real-time operational updates are shared with stakeholders • Respond to media inquiries and provide updated talking points to internal and external audiences • Coordinate with Communications Unit Leader to ensure consistency and accuracy in public messaging Communications Unit Leader • Distribute alerts and updates across digital platforms, including the TDPUD website and social media • Publish media updates including PSAs, CMS messages, and social media posts • Monitor customer sentiment, CRC feedback, and digital engagement to inform message refinement • Provide real-time support to the PIO for content distribution and public engagement Safety/Liaison Officer • Log all significant response actions, updates, and interagency coordination activities Page 112 of 139 • Submit and update required regulatory notifications to CPUC, Cal OES, and other authorities • Confirm CRC sites remain accessible and compliant with legal, safety, and communication requirements Customer Outreach Unit Leader • Manage call center messaging and ensure Customer Service Representatives (CSRs) have current status updates • Support inquiries from Medical Baseline and vulnerable customers, coordinating with CRC staff as needed • Ensure continuous coordination between customer-facing staff, CRCs, and field personnel Finance/Administration Section Chief • Track resource utilization and real-time expenses associated with PPS operations • Maintain accurate ICS documentation (ICS 214, 219, 213RR) for current event activities • Support planning for financial reporting and reimbursement after the event concludes Administrative Support Unit (Finance/Admin Section) • Maintain the most recent version of the Incident Action Plan (IAP) as operational needs evolve • Log key actions, decisions, and timeline milestones for post-event review and improvement planning • Provide documentation support for webinars, stakeholder meetings, and daily ICS coordination This phase continues until weather conditions improve and safe re-energization can begin. Page 113 of 139 Phase 6 - Re-energization Initiated POWER RESTORATION BEGINS This phase begins once weather conditions improve and grid inspections confirm circuits can safely be re-energized. Teams shift to prioritizing safe, efficient power restoration. Phase 6 Assumptions • Fire risk conditions have subsided for at least one hour. • Field inspections validate circuits as safe for re-energization. Objectives • Safely restore power in prioritized stages. • Maintain customer communication and regulatory transparency. • Begin post-event documentation and support. Key Actions by Role Incident Commander (IC) • Approve initiation of system restoration and re-energization • Coordinate with Section Chiefs on staging, sequencing, and restoration status • Provide Executive Leadership Team with timely updates and event transition progress Operations Section Chief • Direct patrol and step restoration teams in coordination with field supervisors • Confirm circuit clearance and safety validation before energization • Communicate restoration milestones to support units and ICS staff • Maintain coordination with water operations during re-energization period • Keep all generators supporting water infrastructure online during the initial two hours of re-energization to help manage demand and system stability • Coordinate demobilization of generators once use is complete, and return equipment to ready state • Continue to assign Water Department staff to assist with logistics, field operations, or system assessments as needed • Resume standard shift schedules for Water Department personnel once the system stabilizes Page 114 of 139 Planning Section Chief • Update OMS and GIS systems in real time as circuits are restored • Assist in identifying system performance issues or anomalies during re- energization • Support prioritization of remaining circuits based on customer needs, system topology, and critical services • Restore SCADA settings for water operations to normal configurations • Verify functionality of remote-control systems and document return to standard operations Public Information Officer (PIO) • Issue employee communications regarding restoration progress and operational status • Coordinate re-energization messaging for key stakeholders and partners • Work with the Communications Unit Leader to deliver timely updates through public and media channels Communications Unit Leader • Update social media platforms and the TDPUD website with live restoration updates • Support press and media communications with accurate restoration milestones • Provide safety messaging and coordinate CRC demobilization notifications for the public Safety/Liaison Officer • Notify public safety and emergency management agencies when the PPS event concludes and restoration begins • Document key safety and compliance actions during restoration • Coordinate follow-up notifications if restoration delays or hazards arise Page 115 of 139 Customer Outreach Unit Leader • Notify customers as service is restored, and respond to ongoing inquiries • Coordinate real-time status updates between Customer Service Representatives (CSRs) and field operations • Maintain ongoing direct communication with Medical Baseline and other sensitive accounts until full restoration is confirmed Finance/Administration Section Chief • Continue tracking restoration-related resource usage and expenditures • Begin preparing financial summaries and cost reporting for post-event review • Maintain up-to-date ICS financial documentation and cost logs Administrative Support Unit (Finance/Admin Section) • Log each restoration milestone and corresponding timestamp • Support preparation of post-restoration documentation, including incident logs, meeting notes, and reports • Maintain and finalize internal reporting tools and event timelines This phase ends once all circuits are restored and the event transitions into post- incident review. Page 116 of 139 Phase 7 - Post-Incident Review AFTER RESTORATION IS COMPLETE This phase focuses on evaluating the PPS event, documenting all actions taken, and conducting a comprehensive review to identify successes, gaps, and opportunities for improvement. Phase 7 Assumptions • All circuits have been re-energized and service restored. • CRCs have been deactivated and demobilized. • Regulatory reporting requirements are in effect. Objectives • Conduct full internal and external review of the PPS event. • Fulfill regulatory and stakeholder reporting requirements. • Integrate lessons learned into future PPS planning. Key Actions by Role Incident Commander (IC) • Lead the executive-level post-event debrief • Participate in lessons learned sessions and approve follow-up action planning • Oversee the completion of final reports and ensure accountability for improvement planning Operations Section Chief • Submit a full report on electric and water field operations, including restoration timelines and challenges encountered • Document any field safety incidents, delays, or issues related to access and coordination • Provide operational feedback on CRC setup, logistics, and demobilization effectiveness Page 117 of 139 Planning Section Chief • Archive GIS and OMS data, including de-energization and restoration maps • Submit a system performance and condition review, highlighting restoration outcomes and SCADA system observations • Identify gaps and opportunities in outage modeling and system forecasting used during the event Public Information Officer (PIO) • Compile and analyze public, media, and stakeholder feedback • Assess the effectiveness of internal and external messaging—reach, clarity, and timeliness • Draft the communications section of the after-action report, including key takeaways and areas for improvement Communications Unit Leader • Archive all digital messages, social posts, media updates, and analytics • Summarize trends in community sentiment, misinformation, and communication gaps • Support the PIO with findings, digital performance data, and public engagement outcomes Safety/Liaison Officer • Notify public safety partners and emergency management agencies that the PPS event is officially closed • Verify regulatory compliance and ensure documentation meets audit standards • Coordinate or support a root cause analysis process if required by internal policy or external mandate Customer Outreach Unit Leader • Compile and analyze customer call volume, service metrics, and inquiry trends • Document CSR team feedback and operational challenges in customer communication Page 118 of 139 • Engage key accounts and Community-Based Organizations (CBOs) for input during the debrief process Finance/Administration Section Chief • Review and reconcile all cost documentation and time tracking records • Finalize ICS financial forms and prepare materials for post-event financial review or reimbursement processes • Ensure cost recovery efforts are supported by clean and complete documentation Administrative Support Unit (Finance/Admin Section) • Coordinate scheduling and facilitation of lessons learned workshops across ICS sections • Assemble the final documentation package, including IAPs, ICS forms, action logs, and meeting notes • Archive all planning, response, and recovery documents in accordance with District protocols and retention policies This phase concludes once all reporting is submitted and lessons learned are integrated into future procedures. Page 119 of 139 General Education ONGOING PUBLIC OUTREACH AND PREPARATION This section outlines proactive educational efforts that TDPUD shall undertake throughout the year to inform customers and stakeholders about wildfire mitigation practices, what occurs during a PPS event, and how to be prepared. Communications Overview TDPUD will communicate wildfire preparedness and PPS-related information through a mix of recurring and event-specific outreach using the following schedule: General Communication Tactics TDPUD shall distribute PPS and wildfire mitigation educational materials through multiple channels, including: • Website • Emails • Community events • Social media • Printed materials (e.g., flyers, brochures) • Videos • Bill inserts • Radio ads Frequency Channels Daily Call-hold scripts Weekly Social media Bi-monthly Advertisements, bill inserts Email, HOA articles/op-eds, direct mail, Quarterly public meetings, stakeholder outreach, Public Safety Partner outreach Page 120 of 139 As Needed First responder, critical facilities outreach Responsibility: Communications Specialist (in coordination with PIO and Risk and Compliance Specialist) General education continues year-round and supports overall community readiness for potential PPS activations. Page 121 of 139 Criteria for PPS Tier 3 (Extreme Fire Risk) PPS Criteria — TDPUD Wind Gust Threshold: • Greater than 45 miles per hour (mph) Wind gusts above this level significantly increase the risk of vegetation or debris contacting electrical infrastructure, which can ignite fires during dry conditions. Burning Index (BI) Threshold: • Burning Index > 85 A BI above 85 represents extreme fire behavior potential, indicating that any ignition could lead to fast-moving and dangerous wildfires. Context: These thresholds are quantitative triggers—but not used in isolation. TDPUD combines them with: • Real-time field observations • Local weather forecasts • Fuel moisture data • Input from fire agencies and emergency management partners • Condition of electric infrastructure, including recent damage, age, or known vulnerabilities that could increase ignition risk A Preemptive Power Shutoff (PPS) event in Tier 3 zones is considered only when both wind gusts and fire conditions are severe, consistent with TDPUD's commitment to using power shutoffs as a last resort to protect public safety. Page 122 of 139 Reference Only Tier 3 Public Safety Shutoff Criteria Comparison Utility Wind Gust Burning Index Other Key Factors Threshold Threshold TDPUD > 45 mph > 85 BI Field observations, fuel moisture, weather forecasts, asset condition Sustained > 25— No fixed BI; uses Vegetation contact risk, historical PG&E 30 mph, gusts > Fire Potential data, situational awareness, fire 45-55 mph Index (FPI) agency input SCE Gusts > 30-45+ Not publicly Real-time models, fuel moisture, field mph disclosed inspections, asset condition Gusts > 35-50 No fixed BI; Fuel moisture thresholds, live SDG&E mph proprietary risk weather network, terrain/topography p model sensitivity NV Burning Index > Vegetation/fuel dryness, Energy Gusts > 45 mph 85 (Tier 3 zones) infrastructure condition, fire agency input, field observations Liberty Gusts —30-45 BI and ERC Modeled after PG&E; uses BI, ERC, Utilities mph (varies by considered (not fuel data, and circuit-specific circuit) published) topography Bear Not publicly Small system; coordination with CAL Valley Gusts > 40 mph specified FIRE and local agencies; extreme Electric caution during Red Flag Warnings Lodi No formal shutoff Operates in low fire risk area; does Electric N/A not have Tier 2/3 zones designated Utility program for PSPS Page 123 of 139 Contextual Notes • NV Energy is one of the few non-California utilities that explicitly uses a BI > 85 and > 45 mph gusts as formal criteria—closely aligning with TDPUD's thresholds. • Liberty is similar in approach to PG&E and NV Energy but tends to adjust thresholds by circuit and does not publish specific BI values, though BI and ERC are used. • Bear Valley operates in a very compact service area (Big Bear Lake) with limited shutoff scope; they use more conservative thresholds due to dense vegetation. • Lodi does not have an official PSPS or PPS program due to minimal wildfire exposure. Page 124 of 139 Page 125 of 139 ATTACHMENT #2 TRUCKEE DONNER Public Utility District Resolution No. 2025 - 18 ADOPTING AMENDMENTS TO THE DISTRICT CODE Title 7 WHEREAS, the District Code provides rules and regulations intended to convey a comprehensive description of the manner in which the District manages, operates, and provides electric utility services; and WHEREAS, the District has identified a need to include additional provisions for the interruption of electric service for the purposes of protecting public safety and property during high wildfire risk and other hazardous conditions; and WHEREAS, a workshop on the increasing wildfire risks associated with changing climate conditions and electric utility infrastructure in California and the western United Sates was held at the June 18, 2025 Board meeting ; and WHEREAS, Staff presented during the workshop held on June 18, 2025 the increasing need to establish a preemptive de-energization protocol to reduce the risk of the ignition of a wildfire by District owned energized electric utility infrastructure; and WHEREAS, the Board of Directors of Truckee Donner Public Utility District has chosen to amend the District Code Title 7; and NOW, THEREFORE, THE BOARD OF DIRECTORS OF THE TRUCKEE-DONNER PUBLIC UTILITIES DISTRICT DOES RESOLVE AS FOLLOWS: Section 1. That the Board does hereby adopt the amended District Code, Title 7, Chapter 7.08 Continuity of Service to include Section 7.08.050 Preemptive De-Energization as follows; CHAPTER 7.08 CONTINUITY OF SERVICE Sections: 7.08.010 General 7.08.020 Emergency Interruptions 7.08.030 Scheduled Interruptions 7.08.040 Apportionment of Supply 7.08.050 Preemptive De-Energization 7.08.010 General 7.08.010.1 The District will exercise reasonable diligence and care to deliver to its customers a continuous and sufficient supply of electricity at a proper voltage and to avoid, so far as reasonably possible, any interruption in delivery. When such interruptions occur, Page 126 of 139 ATTACHMENT #2 the District will endeavor to re-establish service as soon as is reasonably and practicably possible, taking into consideration the safety of its employees, customers and general public. 7.08.010.2 Electric Service is inherently subject to interruption, suspension, curtailment and fluctuation. In no event, however, shall the District be liable to its Customers or any other persons for any damages to person or property arising out of, or related to, any interruption, suspension, curtailment or fluctuation in service if such interruption, suspension, curtailment or fluctuation results in whole or part from any of the following: 7.08.010.2(A) Causes beyond the District's reasonable control include, but are not limited to, accident or casualty, fire, flood, drought, wind, acts of the elements, court orders, insurrections or riots, generation failures, lack of sufficient generating capacity, breakdowns of or damage to equipment/facilities of District or of third parties, acts of God or public enemy, strikes or other labor disputes, civil, military or governmental authority, electrical disturbances originating on or transmitted through electrical systems with which District's system is interconnected and acts or omissions of third parties. 7.08.010.2(B) Repair, maintenance, improvement, renewal or replacement work on District's electrical system which work, in the sole judgment of District, is necessary or prudent. 7.08.010.2(C) Automatic or manual actions taken by District, which in its sole judgment are necessary or prudent to protect the performance, integrity, reliability or stability of District's electrical system or any electrical system with which it is interconnected. Such actions shall include, but shall not be limited to, the operation of automatic or manual protection equipment installed in the District's electrical system, including, without limitation, such equipment as automatic relays, circuit breakers, switches or other controls. Automatic equipment is preset to operate under certain prescribed conditions, which in the sole judgment of District, threaten system performance, integrity, reliability and stability. 7.08.010.2(D) Actions taken to conserve energy and actions taken by the District with respect to any plan or course of action to conserve energy at times of anticipated deficiency of resources, including, but not limited to, non-voluntary curtailment or suspension of electric service. 7.08.020 Emergency Interruptions 7.08.020.1 Under disaster conditions, the District will cooperate to the fullest extent possible with all governmental agencies having authority within District boundaries. 7.08.020.2 Under disaster conditions, the District will restore power in the following order if feasible: 7.08.020.2(A) Hospitals and defined critical customers 7.08.020.2(B) Governmental agencies, including law enforcement, fire departments and other first responders 7.08.020.2(C) Disaster shelters 7.08.020.2(D) Main line feeders, tap circuits, and other areas where large groups of customers can be put back into service at the same time Page 127 of 139 ATTACHMENT #2 7.08.020.2(E) Individual services 7.08.030 Scheduled Interruptions The District may suspend the delivery of electric service for the purpose of making repairs or improvements to its system. The District will attempt to provide reasonable advance notice of such suspension to affected customers. Repairs or improvements that can be scheduled will be scheduled, when feasible, at such time as to minimize impact to District Customers. The District will have final determination on the timing of planned outages. In making repairs and improvements to the District's electrical system, the District will do so with diligence and complete them as soon as reasonably practicable in accordance with prudent utility practice. 7.08.040 Apportionment of Supply During periods of electrical shortage, the District shall apportion its available supply among its customers as required by existing state and federal laws. Otherwise, it will apportion its supply in the manner that appears most equitable under the circumstances then prevailing, with due regard to public health and safety. 7.08.050 Preemptive De-Energization The District may preemptively de-energize District owned and controlled electric transmission and distribution circuits in response to environmental, meteorological, physical security, or other conditions in which the District has determined energized circuits pose an elevated hazard to public safety or property as a result of the ignition of wildfires or other significant hazards. The District shall maintain and make available to the public a standard protocol for the initiation and implementation of a preemptive de-energization event, as well as a public communication plan. The public communication plan shall, based upon the best available information at the time, set a protocol for informing the public of an impending or anticipated preemptive de-energization event, any available updates as an event approaches, information and direction to receive critical resources, and anticipated re-energization timelines once conditions have been cleared. The District will review and update this protocol and plan as necessary, and no less frequently than annually. Section 3. That this resolution shall remain in effect until superseded by another resolution amending District Code Title 7.08.050. PASSED AND ADOPTED by the Board of Directors at a meeting duly called and held within the District on the second day of July, 2025 by the following roll call vote: AYES: Directors:. NOES: ABSENT: ABSTAIN: TRUCKEE DONNER PUBLIC UTILITY DISTRICT By Christa Finn, President ATTEST: Martina Rochefort, District Clerk Page 128 of 139 AGENDA ITEM #13 Public Utility District MEETING DATE: July 2, 2025 TO: Board of Directors FROM: Mike Swanson, Director of Electric Engineering & Operations SUBJECT: Consideration of a Special Services Contract for Weather and Risk Intelligence Consultant APPROVED BY. Brian C. Wright, General Manager RECOMMENDATION: Authorize the General Manager to execute a special services contract with CloudFire, to provide specialized consulting services related to weather and wildfire risk analysis in 2025, for an amount of$45,500 plus a 10% contingency, for a total contract amount not to exceed $50,050. BACKGROUND: The Truckee Donner Public Utility District (District) operates in a high fire-threat region and must meet growing regulatory and operational demands related to wildfire mitigation and Preemptive Power Shutoff (PPS) planning. As climate conditions intensify and the risk of utility-caused ignitions increases, it is critical that the District base its mitigation and operational strategies on scientifically sound wildfire behavior analysis and real-time decision-support tools. CloudFire is a recognized expert in wildfire dynamics and modeling, with a specialization in fire science and has worked with several utilities in the western region of the US, including Liberty Utilities, NV Energy, and Pacific Gas & Electric (PG&E), to support the development of Wildfire Mitigation Plans, PPS protocols, and operational fire spread modeling. Notably, CloudFire has local ties to the Truckee region, offering firsthand knowledge of the local landscape, weather patterns, and community priorities. ANALYSIS AND BODY: CloudFire brings extensive expertise in the niche field of utility-focused wildfire risk assessment and PPS readiness. The services required by the District are highly technical and not widely available on the open market. CloudFire's modeling capabilities, decision-support tools, and regulatory familiarity make the firm uniquely suited to meeting the District's requirements. Recognizing these uniquely qualified skill sets and services offered, staff is not recommending the District to advertise for a Request for Proposal (RFP), as the process would not likely result in any additional competitive proposals. Some of the key justifications for this recommendation include: Page 1 of 3 Page 129 of 139 • Specialized Expertise: CloudFire utilizes proprietary wildfire spread models and risk tools tailored for electric utility applications, including PPS operations. • Relevant Experience: Cloudfire has successfully delivered similar services to Liberty Utilities, NV Energy, and PG&E, helping those utilities comply with regulatory mandates and improve operational readiness. • Local Insight: CloudFire brings localized awareness that enhances the relevance and applicability of recommendations to the District's service area. • Strategic Alignment: Leveraging methodologies already in use with neighboring utilities ensures regional consistency and allows for faster implementation with fewer resource requirements. • Urgency and Continuity: With fire season underway and increasing regulatory scrutiny, securing expert support immediately is in the best interest of public safety and operational preparedness. CloudFire presented two proposals to meet the requirements of the District. Proposal 1 is for professional services to conduct fire risk analyses and develop fire risk tier polygons for a total fixed cost of$17,500. Proposal 2 is for the development of Preemptive Power Shutoff (PPS) criteria and thresholds and establishment of real-time fire weather monitoring for a fixed cost of$10,000 and a monthly service fee of $3,000. Staff recommend entering into a special services contract with CloudFire to support the District's wildfire mitigation and PPS efforts. 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. Modernize the utility and add value to our communities through collaboration and innovation. 5. Developing an inclusive culture drives organizational integration and success. FISCAL IMPACT: Page 2 of 3 Page 130 of 139 The FY25 Operating Budget included $103,000 for professional services in GL account 1.6.923.736. Including this agenda item, staff currently forecast the account to be within budget for FY25. ATTACHMENTS: 1. 2025-06-25 CloudFire TDPUD Proposal 1 - planning modeling 2. 2025-06-25 CloudFire TDPUD Proposal 2 - fire weather monitoring Page 3 of 3 Page 131 of 139 +1(530)202-9057 CC oud Fire u Chris@cloudfire.com QPO Box 5852 Incline Village, NV 89450 June 25, 2025 Mike Swanson Director—Electric Engineering and Operations Truckee Donner Public Utility District 11570 Donner Pass Rd. Truckee, CA 96161 Mr. Swanson, Subject: Proposal for professional services to conduct fire risk analyses and develop fire risk tier polygons Based on our recent discussions, CloudFire Inc. (CloudFire) is pleased to provide Truckee Donner Public Utility District (TDPUD)with this proposal. Scope of Work The scope of work is broken into four primary tasks: 1. Ignition modeling to quantify probability of ignition along overhead electric lines as a function of environmental conditions, 2. Fire consequence modeling to quantify potential impacts to assets at risk, 3. Delineation of draft fire risk tiers based on Tasks 1 & 2, and 4. Refinement draft fire risk tiers developed in Task 3 based on local knowledge, stakeholder input, and other factors not considered in fire modeling. Each of these tasks is described in greater detail below: 1. Ignition modeling to quantify probability of ignition along overhead electric lines as a function of environmental conditions. The goal of this task is to quantify ignition rate (ignitions per line mile per hour) as a function of environmental variables (wind gust, relative humidity, temperature), operating voltage, and presence/absence of canopy. This will be accomplished by analyzing TDPUD's outage records, if available, or publicly-available California Public Utilities Commission (CPUC)fire ignition data if TDPUD outage records are not available. For each outage or CPUC reportable ignition,wind/weather conditions at the time and location of the outage or ignition will be estimated using Real Time Mesoscale Analysis' (RTMA) data. By comparing the weather conditions for each outage/ignition to historical conditions at the same location, a correlation will be developed that provides an estimate of outage and ignition rate as ' RTMA provides hourly gridded(2.5 km)fields of wind speed and direction,wind gust,relative humidity, and temperature - see https://nomads.ncep.noaa.gov/txt descriptions/RTMA_doc.shtml for details 1 Page 132 of 139 a function of environmental variables such as wind gust speed, relative humidity, and temperature. Previous analyses using other utilities' outage data have shown a power law dependency of outage rate on wind gust speed. 2. Fire consequence modeling to quantify impacts to assets at risk. In this task, consequence from utility-caused fires to various assets at risk will be quantified across TDPUD's service territory by modeling the spread of millions of fires ignited in proximity to overhead lines under historical wind/weather conditions using the fire spread model ELMFIREz 3. Inputs to this analysis include: a. Historical wind/weather conditions from the RTMA dataset used in Task 1 (period of record is—14 years, 2011-2024) b. Ignition rate as a function of environmental factors as determined in Task 1 c. Topography, surface fuel, and canopy fuel layers at 30 m resolution from 2024-capable LANDFIRE data d. Timber layers developed from the LANDFIRE surface and canopy fuel layers e. Building footprints / structure density layers (including residential, commercial, and industrial occupancies) from 2020 census data and the Microsoft Building footprint dataset f. Critical or sensitive habitat for endangered species from US Fish and Wildlife g. Watershed from the US Forest Service forests to faucets datasets h. Infrastructure such as roads and powerlines The analysis proceeds by igniting virtual fires in proximity to overhead electrical assets under historical wind and weather conditions.The ignition model developed in Task 1 is used to estimate the probability of fire ignition across the service territory for each hour in the fire weather climatology. For each ignition location and time of ignition, fire progression is modeled and impacts to assets at risk (structures, timber, etc.) are quantified. This is repeated for millions of ignitions across the service territory under a range of historical wind/weather conditions. An example of modeled fire size from transmission-caused fires under forecasted weather conditions is shown in Figure 1, which illustrates qualitatively how different segments of the transmission line network have different fire spread potential. Findings will be documented in GIS data that provide a granular quantification of consequence levels using approximately 200 m "spans". 2 https://elmfire.io 3 http://dx.doi.org/10.1016/j.firesaf.2013.08.014 2 Page 133 of 139 Theme.O t Dark Fire Weather Actire Fire Forecast log In Layer Selection r - s V P ­11. O Figure 1.Modeled fire size,in acres,for transmission-caused fires under forecasted wind and weather conditions. 3. Delineation of draft fire risk tiers based on Tasks 1 & 2. In this Task,the ignition and consequence modeling from the previous tasks will be used to delineate draft fire risk tier polygons. This step involves taking the granular outputs from the previous tasks and aggregating them to larger polygons / zones to facilitate ope ratio naIization. To ensure that these zones/tiers could later be used as Public Safety Power Shutoff(PSPS)zones,we will work with TDPUD to identify portions of circuits that can be electrically isolated, and then build polygons around those circuit segments. Unless TDPUD directs otherwise, we recommend using three tiers as was done in the CPUC High fire threat district map4. Figure 2 shows an example of how granular consequence outputs (Figure 2a) are used to delineate draft fire risk tier polygons (Figure 2b). The primary deliverable from Task 3 is GIS data reflecting initial risk tier polygons.These risk tiers are a starting point for manual refinement/adjustment based on application of local knowledge in Task 4. 4 hM2s:Hcapuc.maps.arcgis.com/apps/webgppviewer/index.html?id=5bdb92ld747a46929d9fOOdbdb6dOfa2 3 Page 134 of 139 d ■Tier 1 ❑Tier 2 ■Tier 3 (a) _. ._ (b) —_ Figure 2.(a)Sample granular fire consequence outputs that are used to create fire risk tier polygons(b). 4. Refinement draft fire risk tiers developed in Task 3 based on local knowledge, stakeholder input, and other factors not considered fire modeling. In this Task, the draft fire risk tier polygons from Task 3 will be refined based on consideration of factors such as ingress and egress,tree mortality, disadvantaged communities, fire suppression capabilities and response times, suppression difficulty,presence of high-value assets at risk,etc.We have budgeted for up to two half-day online workshops and one full-day in-person workshop to solicit both internal and external stakeholder input. It is assumed that TDPUD will facilitate such workshops and that participants for each workshop will be invited at TDPUD's discretion. The primary output from this step is GIS data depicting refined fire risk tiers. Schedule and Deliverables We propose the following schedule assuming a start date of 7/7/25: • 7/18/25: Task 1 (ignition modeling) is complete • 7/25/25: Task 2 (consequence modeling) is complete • 8/1/25: Task 3 (draft fire risk tiers) is complete • 8/8/25: Task 4(refined risk tiers) is complete 4 Page 135 of 139 Personnel Chris Lautenberger, PhD, PE will be project manager and TDPUD's primary point of contact. Fee Proposal A fee proposal, broken down by Task, is provided below in Table 1.This is inclusive of all high performance computing costs. Table 1. Project fee by task. Task Fee 1. Ignition modeling $2,500 2. Fire consequence modeling $5,000 3. Delineation of draft fire risk tiers $5,000 4. Refinement of draft fire risk tiers developed in Task 3 $5,000 TOTAL $17,500 Exclusions Although the fire risk tiers developed in the current Scope of Work could potentially be used as Public Safety Power Shutoff (PSPS) zones, the current SoW does not include development of PSPS criteria or thresholds. Terms and Conditions This proposal remains in effect until July 7, 2025. We look forward to working with you. Sincerely, Christopher W. Lautenberger, PhD, PE 5 Page 136 of 139 +1(530)202-9057 CC oud Fire u Chris@cloudfire.com QPO Box 5852 Incline Village, NV 89450 June 25, 2025 Mike Swanson Director—Electric Engineering and Operations Truckee Donner Public Utility District 11570 Donner Pass Rd. Truckee, CA 96161 Mr. Swanson, Subject: Proposal for development of Public Safety Power Shutoff(PSPS)criteria and thresholds and establishment of real-time fire weather monitoring Based on our recent discussions, CloudFire Inc. (CloudFire) is pleased to provide Truckee Donner Public Utility District (TDPUD)with this proposal. Scope of Work The scope of work is centered around providing forecast analytics to inform Public Safety Power Shutoff (PSPS) decisions. It is broken into three primary subtasks: 1. Translation of fire risk tiers to fire weather monitoring zones(hereafter, "zones")and development of associated PSPS thresholds/screening criteria, 2. Establishment of a real-time PSPS/fire weather forecasting, monitoring, and alerting dashboard for TDPUD's fire weather monitoring zones similar to https://nvfireweather.com/northwest, 3. General &event-specific consulting. Each of these subtasks is described in greater detail below: 1. Establishment of fire weather monitoring zones and development of associated PSPS thresholds. In this task, working in collaboration with TDPID, we will identify a subset of zones/fire risk tiers for which real-time fire weather monitoring will be established. If CloudFire is engaged to develop fire risk tiers for TDPUD per the scope of work provided under separate cover, those polygons would serve as the basis for building these fire weather monitoring zones. Alternatively, zones developed by TDPUD or a third party vendor could also be used here. Next, we will develop zone-specific PSPS thresholds / screening criteria for zones deemed to be PSPS zones, as not all fire weather monitoring zones are necessarily PSPS zones. The overall formulation is based on a Composite Risk Index (CRI) that provides an estimate of risk from powerline-caused fires.The CRI formulation takes into consideration wind gust speed (a proxy for utility-caused ignition likelihood) and flame length (a proxy for fire consequence). Flame length is calculated using a wildfire model that considers wildland fuel characteristics, dryness of live and 1 Page 137 of 139 dead fuels, and topography. Baseline PSPS thresholds—meaning,the numerical CRI score at which PSPS may be considered for a given zone—will be established by playing back historical wind and weather conditions through the CRI model.Specifically, 14 years of hourly gridded (2.5 km resolution)weather data from 2011 —2024 will be used to calculate hourly gridded CRI values within each zone under historical wind and weather conditions. Working with TDPUD, these baseline thresholds will be adjusted to consider asset health / performance, to the extent that such data are available. The primary outputs from this task are zone-specific estimates of annual CRI threshold exceedance frequency and PSPS thresholds that balance fire prevention with service interruption. Operationally, CRI thresholds are intended to be used as screening criteria. Put differently, when the CRI approaches the pre-established thresholds, additional analyses such as fire consequence modeling should be conducted to determine whether PSPS is warranted for a given zone. This is discussed further in Subtask 3. 2. Establishment of a real-time PSPS/fire weather forecasting, monitoring, and alerting dashboard for TDPUD'sfire weather monitoring zones similar to https.11nvfireweather.com/northwest. In this subtask, a fire weather dashboard will be developed for TDPUD's zones.This PSPS dashboard will provide tabular daily—1 week zone-specific forecasts of: a. Daily maximum Composite Risk Index(CRI)threshold percentage, b. Severe Fire Danger Index (SFDI)—a measure that is correlated with overall fire activity, and c. Energy Release Component (ERC) percentile—a measure of long term dryness. Text(SMS)alerts will be automatically issued when the CRI is forecast to exceed a pre-determined percentage (e.g., 70%) of the threshold established in Subtask 1. In addition to the daily tabular summaries described above, hourly forecast timeseries of key fire weather quantities (wind gust, Fosberg Fire Weather Index, firebrand ignition probability, etc.) are provided graphically for each zone. These time-series forecasts are obtained from seven operational weather models and updated every 6 hours, except the ECMWF forecast which is updated twice per day. 3. General and event-specific consulting.This subtask covers one-time work activities associated with dashboard modifications such as adjustment or addition of new zones, fire behavior modeling or additional analyses for incoming wind events, and general consulting needs that arise. Schedule and Deliverables This schedule assumes that TDPUD opts to conduct the planning modeling scope of work provided under separate cover wherein CloudFire will develop fire weather monitoring zones, and that those zones are complete by 8/8/25. • 8/22/25: Establishment of zones, PSPS thresholds, exceedance probability estimates (subtask 1) • 8/29/25: Fire weather forecasting/monitoring/alerting system is operational (subtask 2) 2 Page 138 of 139 Fee The fee schedule for this work, broken down by subtask, is provided in Table 1: Table 1. Fee schedule b subtask. Subtask Fee Monthly Hourly One-time subscription (T&M) 1. PSPS zones,thresholds,exceedance probability estimates $5,000 - - 2. Fire-weather dashboard&alerting/PSPS monitoring $5,000 $3,000 - 3.General and event-specific consulting - I - $375/hr TOTAL $10,000 $3,000/month Costs are explained further as follows: • One-time fixed fees associated with establishing monitoring zones and PSPS thresholds and initializing TDPUD's fire weather dashboard are $10,000. • The Subtask 2 dashboard/alerting system is provided on a monthly subscription basis at a cost of $3,000 / month. TDPUD will direct CloudFire which months the fire weather dashboard will be active (e.g., May — November). Costs are not incurred when the fire weather dashboard is not active (e.g., December—April). • General and event-specific consulting will be conducted on a Time & Materials (T&M) basis at a rate of$375/hr. The subscription fee and T&M hourly rate are subject to revision annually. Thank you, and we look forward to working with you. Sincerely, Christopher W. Lautenberger, PhD, PE 3 Page 139 of 139