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Presented by: Ken Weinberg, Director
Dave Chamberlain, Principal Engineer
Kelley Gage, Senior Water Resources Specialist
Supply/Demand Analysis and Scenario Planning
Evaluation Thresholds and Decision Metrics
Baseline System Performance
Storage Utilization Analysis
New Supply and Conveyance Options (Long-Term)
Recommended System Improvements (Near-Term)
Project Costs, Supply/Conveyance Cost Comparisons
CEQA Process (Supplemental PEIR)
In-line Hydroelectric Opportunities
Approval/Selection of Recommended Projects
2
 Recap of Master Plan Analyses
 Recommended System Improvements
 Project Timelines and Budget Revisions
 Cost Comparisons of Long-Term Supply
Options
 CEQA Process
 Remaining Steps
3
 Supply/Demand Analysis
◦ Scenario planning determines a reasonable range of
system demands
◦ No Supply/Demand Gaps under Normal Weather
 Dependent on member agencies achieving conservation
and local supply targets
◦ Supply/demand gaps occur in dry years
 Multi-year dry weather and MWD allocation of imported
supplies
 Compounded by lower levels
of local supply development
 Continued uncertainty in
imported water availability
may result in lower reliability
levels
4
 Baseline System Analysis and Performance
 Evaluation metrics and thresholds determine
when conveyance constraints and supply
shortfalls will occur
 Decisions points on new infrastructure are
influenced by
◦ Frequency of dry-weather occurrence
◦ Magnitude of dry-weather shortfall
◦ Risk tolerance
5
Miramar
Otay
Perdue
Levy
Alvarado
Twin Oaks Valley
100 MGD
Escondido/Vista ID
Poway
Badger
Olivenhain
Weese
Untreated Water Delivery System Conveyance Constraints
6
Future System Capacity
Constraint - Pipelines 3 and 5
(beyond 2020)
Existing Capacity Constraint –
Serving South County WTPs
(current 2014)
Crossover Pipeline to serve WTP
(beyond 2030)
SV Pump Station
(Full use of emergency
storage)
 Conveyance Risks are solely related to
untreated water deliveries
◦ Risks increase around 2020
◦ New infrastructure needed 2020 to 2025
◦ Coordination with member agencies reduces
near–term conveyance risk
◦ Existing system bottlenecks addressed in near-term
7
 Supply Shortage Risks
◦ Low through 2025 under all demand scenarios
◦ Shortage risk beyond 2025 depends on demand
growth, member agency conservation, and local
supply
◦ Addition of fully proposed City of San Diego IPR
resolves most long-term supply-demand
imbalances
8
Wp special master-plan[071113]
Near- and Mid-Term Projects
1. ESP North County Pump Stations
2. ESP San Vicente Pump Station 3rd
Pump Drive and Power Supply
3. Pipelines P3/P4 Conversion
4. Mission Trails Flow Regulatory
Structure
4a. Lake Murray Control Valve
4b. South County Intertie
5. System Storage
6. System Isolation Valves (various
locations)
7. Asset Management Program (various
locations)
8. Facility Planning Studies
Potential Long-Term Projects
1. Pipeline 6
2. Second Crossover Pipeline
3. Camp Pendleton Desalination
4. Colorado River Conveyance
10
1
3
5
3
1
2
4
4
2
Project Purpose Time Frame
North County ESP Pump
Station
Meet ESP delivery requirements 2015-2020
System Isolation Valves
Improve aqueduct operations and
maintenance flexibility
2015-2025
Mission Trails Suite of
Projects
Increase untreated water conveyance to
serve South County WTPs
2015-2025
South County Intertie*
Alleviate conveyance bottleneck south of
Alvarado
2015-2016
ESP - San Vicente PS
Third Pump Drive and
Power Supply
Meet ESP and Carryover Storage
requirements
2020-2025
Pipeline 3/4 Conversion
Alleviate untreated water conveyance
constraint at MWD delivery point
2020-2025
System Storage
Provide operational storage for increased
deliveries
2020-2025
* Project may be eliminated subject to timing of Mission Trails Projects
11
Initiate Planning to Refine Project Description
Project Purpose Time Frame
Second Crossover
Pipeline
Address untreated water delivery
constraint s/o Twin Oaks
2035+
Pipeline 6 *
Address untreated water delivery
constraint at MWD delivery point
2035+
12
Beyond 2025
Project Purpose Time Frame
Colorado River
Conveyance *
Convey QSA supply through a
CWA-owned facility
2035+
Camp Pendleton
Desalination *
Address potential regional
supply shortages
2025+
Beyond 2025 – Mutually Exclusive Options to Pipeline 6
* Implementation of a project would preclude other options.
13
Project Purpose Time Frame
Renewable Energy
Optimization
Evaluate cost effective in-line
conduit hydropower projects
2014-2015
System Vulnerability
Assessment
Prioritize facility /operations
with high risk
2015-2016
Water Quality Assessment
Develop facility
needs/operational strategies to
mitigate nitrification
2014-2015
Planning Study Only
2014 – 2025
Project Budgets
Total Existing CIP (all projects) 1 $2,961M
Potential Deferrals of Long-Term Projects beyond 2025 2 ($653M)
Deleted Service Connections ($20M)
Potential Long-Term Project Evaluations 3 $3.5M to $4.5M
Potential Re-scoping of Near-Term Projects ($8M) to $62M
Proposed New Near –Term Projects 4 $40M to $60M
Revised Total CIP (all projects) $2,344M to $2,434M
Net Change to 2014-2025 CIP Budget ($546M) to ($637M)
14
1. Total CIP is $3.1 billion and includes expenditures beyond 2025.
2. Defers portion of Pipeline 6 and Second Crossover Pipeline beyond 2025.
3. Includes Camp Pendleton Desalination and Colorado River feasibility evaluations.
4. Includes system isolation valves and portion of P3/P4 Conversion Project south of delivery point. Estimate for total project
ranges between $200-$220M.
Wp special master-plan[071113]
 Long-Term Supply/Conveyance Projects
◦ Camp Pendleton Desalination
 Improves supply reliability and addresses long-term
untreated water conveyance constraint
 Compares to MWD Tier 1 supply rate
◦ Colorado River Conveyance
 Only addresses conveyance constraint
 Existing supply does not improve reliability
 Compares to MWD wheeling rate
16
 Costs above are 2013 dollars, and are escalated to the start of
construction and/or operations
 Salinity management, San Vicente Reservoir re-operation, and All
American Canal operating impacts not considered
 MWD Wheeling Rates will be incurred through completion of
construction
17
Pipeline Alternative Tunnel Alternative
Estimated Capital Cost $2.31 billion $1.98 billion
Annual O&M Cost $131.8 million $70.9 million
Planning/Environmental
and Design Phase
7 years 7 years
Construction Phase 7 years 10 years
Estimated Early Online Date 2027 2030
0
500
1000
1500
2000
2500
3000
3500
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
CostperAcre-Foot
Project Timeline
Tunnel-30 yr Tunnel-40 yr Pipeline-30 yr
Pipeline-40 yr MWD Wheeling (high) MWD Wheeling (low)
Planning/
Environmental
and Design Phase
Construction
Phase Post-Construction Phase
Cost includes Project Financing Cost +
Project Operating Costs
18
Note: 45-year initial term of the QSA transfer agreement ends 2048.
 First year costs of a new Colorado River Conveyance are comparable
to projected MWD Wheeling Rate
 Colorado River Conveyance is more favorable when analyzed at
longer terms (i.e., thru life of facility)
 Colorado River Conveyance cannot be completed in time to address
untreated water conveyance constraint
19
Pipeline
Alternative
Tunnel
Alternative
MWD Wheeling
Rate (low)
Project Capital Cost $2.31 billion $1.98 billion n/a
Completion Date 2027 2030 n/a
Net Present Value
(thru end of QSA term - 2047) $7.80 billion $6.72 billion $7.79 billion
Total Payments
(thru end of QSA term - 2047) $12.13 billion $10.07 billion $12.85 billion
 Financial results dependent on escalation factors and
outcome of MWD rate litigation case
 Extensive Federal, State and Local permitting
 Seven States opposition, potential litigation
 Facility useful life exceeds initial 45-year term of
Transfer Agreement - potential stranded asset
 Agreement required for use All-American Canal
 Reoperation of San Vicente system required to
distribute supply to local water treatment plants
 Additional capital facilities/operating costs may be
required to meet salinity goals
20
 Costs above are 2013 dollars, and are escalated to the start of
construction and/or operations
 Project could produce desalinated water meeting either treated or
untreated water quality requirements
 Camp Pendleton Desalination can be built in time to address
untreated water conveyance constraint
21
Initial
50 MGD Project
Ultimate
150 MGD Project
Estimated Capital Cost Range $1.44 - $1.56 billion $2.70 – $3.11 billion
Annual O&M Cost Range $62 – $68 million $178 - $192 million
Planning/Environmental and
Design Phase
8 years ___
Construction Phase 4 years ___
Estimated Early Online Date 2025 ___
0
1000
2000
3000
4000
5000
6000
7000
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
CostperAcre-Foot
Project Timeline
MCTSSA-SUB-50 SRTTP-OPEN-50 SRTTP-OPEN-150
SRTTP-SUB-150 MWD-Low MWD-hIGH
Construction
Phase Post-Construction Phase
Cost includes Project Financing
Cost + Project Operating Costs
Planning/
Environmental
and Design Phase
22
 First year cost for Camp Pendleton will exceed projected MWD Tier 1 rates. Point
when rates crossover is beyond 2033.
 Camp Pendleton is more favorable at larger plant sizes (economy of scale) and
when analyzed at longer terms
 Cost results are sensitive to financial assumptions
23
Initial
50 MGD
Project
Ultimate
150 MGD
Project
MWD Tier 1
UT 50 MGD
(low)
MWD Tier 1
UT 150 MGD
(low)
Project Capital Cost $1.44 billion $2.70 billion n/a n/a
Completion Date 2025 --- n/a n/a
Net Present Value
(30 yr operating term - 2054)
$3.69 billion $8.61 billion $2.96 billion $8.87 billion
Total Payments
(30 yr operating term - 2054)
$6.63 billion $15.72 billion $5.76 billion $17.28 billion
24
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
.......
2030
+
Address
Untreated
Capacity
Constraint
Address
Potential
Supply
Shortfall
* *
Determine
status of
demand,
local supply,
conservation
Award construction
contract for P3/P4
Conversion
Permitting for
initial 50 MGD
Camp Pendleton
Desal
Camp Pendleton
Desal
Environmental
Contract for Phase 1
IPR awarded.
Financing on Rosarito
Desal closed.
Construction
contract for BDCP
conveyance
awarded
Determine
status of IPR
and Rosarito
Desal
Permitting
Determine
status of
BDCP
Conveyance
Permitting
Initial 50 MGD Camp
Pendleton Desal
Implementation
“No Regrets” Adaptive Management Decisions Affecting Long-Term
Conveyance and Supply Projects
Pipeline 3/Pipeline 4 Conversion
Planning , Environmental, Pre-Design
Conveyance
Constraint
Camp Pendleton Desal
Option
Pilot Testing , Site
Preservation, Pre-Design
Conveyance
and Supply
Constraint
Near Term (2014-2025)
 Address raw water conveyance constraints
◦ South County
◦ MWD Delivery Point
 Improve operational flexibility to optimize existing
assets
 Defer ~$700 million in CIP expenditures beyond 2025
 Revise scope and timing of existing projects (budgeted
at $150 million) in current CIP
25
 Adaptive Management of long-term supply projects
◦ Monitor local and imported water supply development per
2010 UWMP Scenario Planning
◦ Monitor water demand trends and achievement of GPCD
targets
◦ Provide staff direction on continuing to develop long term
options
 Colorado River Conveyance
 Camp Pendleton Desalination
◦ Determine implementation of facilities based on needs
26
Wp special master-plan[071113]
 Disclose the significant effects
of proposed activities
 Identify ways to avoid or reduce
effects
 Prevent effects through feasible
alternatives or mitigation
measures
 Disclose the reasons why an
agency approves activities
having significant effects
 Foster interagency cooperation
 Enhance public participation
28
 Avoid duplicative reconsideration of broad policies,
alternatives, and program wide mitigation
measures
 Provide a more exhaustive consideration of
regional effects than would be practical in a project
specific EIR
 Provide the basis for determining whether a
subsequent activity may have new effects which
had not been considered before
 Allow reduction in paperwork
29
 Growth inducement
analysis on new supply
 Cumulative impacts of
project implementation
30
 Master Plan Project Description/Alternatives
◦ North, West, East
◦ Common elements (Table 2-1)
 Resource issues examined
◦ Not significant, no further review
◦ Not significant with mitigation
◦ Significant and unavoidable
 Alternatives not considered
 Other CEQA Considerations
 Findings/Conclusions
31
 Supply from the North
Expand Supply and
Conveyance from MWD
 Supply from the West
Seawater Desalination
(Proposed Project in PEIR)
 Supply from the East
Colorado River Conveyance
Facility
C ITYOF
SAN DIEGO
SO UTH
BAYI. D.
PADRE DAM
M. W. D.
OTAY
M. W. D.
OTAY
M. W. D.
C ITYOF
SAN DIEGO
HELIX W.D .
POWAYDEL MAR
RAMONA
M. W. D.
SANTA FE
I. D.
PENDL ETON M I LI TARY
RESERVATI ON
RAINBOW
M. W. D.
YUIMA
M. W. D.
VAL LEY
C ENTER
M. W. D.
CARLSBAD
M .W.D.
VISTA I.D.
RINCON
DEL DIABLO
M.W. D.
N ATIONAL
C ITY
SUTHERLAND
LAKE
J ENNINGS
UPPER OTAY
LOWER O TAY
LOVELAN D
MIRAMAR
RESERVOIR EL
CAPITAN
LAKE
MURRAY
FAL LBRO OKP.U.D .
OLIVENHAI N
M. W. D.
LAKE
HENSHAW
PI PELINE
FIRSTAQUEDUCT
CI TYOF
ESCO NDI DO
VALLEY CENTER PIPELINE
NORTH C OUNTY
DISTRIBUTION PIPELIN E
FRO M
METROPOLI TAN
RIVERSIDE COUNTY
SAN DIEGO COUNTY
SAN DIEGO COUNTY
ME XICO
BARG AR
WEESE
OTAY
LEVY
ES CONDID O-VISTA
LAKE
WOHLFORD
BA DGER
M IRA MAR
LAKE
POWAY
BERGLUND
RAMONA PI PELINE
ALVARADO
SWEETWATER
RESERVO IR
PERDUESECOND
U
AQ
EU
DCT
TRI-AGENC Y
VALLECITO S
W.D .
SAN
DIEGUITO
W.D.
CROSSOVERPIPELINE
CITYOF
OCEANSIDE
SAN VIC ENTE
RESERVOIR
OTAY
M. W. D.
PACIFIC
OCEAN
NOT TO SCALE
Supply
from the
North
Supply from
the West
Supply from
the West
Supply
from the
North
Supply from
the East
Types of included projects:
 Initial 50 mgd Carlsbad Desalination Project
 Addition of Regional Water Treatment Capacity
 Addition of 100,000 AF of Carryover Storage
 Expansion of Internal System Capacity
 Rehabilitation of Existing Facilities
Near- and Mid-Term Projects
1. ESP North County Pump Stations
2. ESP San Vicente Pump Station 3rd
Pump Drive and Power Supply
3. Pipelines P3/P4 Conversion
4. Mission Trails Flow Regulatory
Structure
4a. Lake Murray Control Valve
4b. South County Intertie
5. System Storage
6. System Isolation Valves (various
locations)
7. Asset Management Program (various
locations)
8. Facility Planning Studies
Potential Long-Term Projects
1. Pipeline 6
2. Second Crossover Pipeline
3. Camp Pendleton Desalination
4. Colorado River Conveyance
34
1
3
5
3
1
2
4
4
2
Near- and Mid-Term Projects
1. ESP North County Pump Stations
2. ESP San Vicente Pump Station 3rd
Pump Drive and Power Supply
3. Pipelines P3/P4 Conversion
4. Mission Trails Flow Regulatory
Structure
4a. Lake Murray Control Valve
4b. South County Intertie
5. System Storage
6. System Isolation Valves (various
locations)
7. Asset Management Program (various
locations)
8. Facility Planning Studies
Potential Long-Term Projects
1. Pipeline 6
2. Second Crossover Pipeline
3. Camp Pendleton Desalination
4. Colorado River Conveyance
35
1
3
5
3
1
2
4
4
2
CEQA Guidelines 15163
(a)(2) Only minor additions or changes would
be necessary to make the previous EIR
adequately apply to the project in the
changed situation.”
36
 Greenhouse gas emissions analysis
 Biological resources – incorporate NCCP/HCP
 Cumulative impacts of project implementation
37
 Aesthetics
 Agriculture and Forest
Resources
 Air Quality
 Biological Resources
 Cultural Resources
 Geology and Soils
 Greenhouse Gas Emissions
 Hazards and Hazardous
Materials
 Hydrology and Water Quality
 Land Use and Planning
 Mineral Resources
 Noise
 Population and Housing
 Public Services
 Recreation
 Transportation/Traffic
 Utilities and Service System
 Other CEQA mandated
analyses including
Alternatives, Cumulative
Effects and Growth
Inducement
38
Supplemental
Program EIR
Master Plan
Identify future facilities
needed and associated
emissions
Climate Action
Plan
Will add new facilities to
baseline emissions
 April 15 – NOP released for 30-day public
comment; posted at County Clerk’s office
◦ Mailed 61 copies of NOP to federal, state and local
agencies; member agencies; stakeholders
 April 19 - Notice published in Union-Tribune
 April 29 - Public scoping meeting held
◦ Two attendees, no comments
 May 18 – Public comment period closes
◦ Three comment letters received
40
Agency/Group Comment
California State Lands
Commission
• Potential Responsible Agency
County of San Diego –
Planning and Development
• County CAP included SBX7-7 targets consistent
with SDCWA; coordination to implement
San Diego Bay Council
-Surfrider
-San Diego Audubon Society
-San Diego Coastkeeper
-Coastal Environmental Rights
Foundation
• Minimize negative environmental impacts, GHG
emissions, and ‘embedded energy’ in water
supply portfolio
• Pursue supply options such as IPR and DPR
• Greater per capita water reduction targets
• Analyze broad range of conservation
alternatives in EIR
• Develop a preferred “loading order” of water
supply options
• Assess long term conceptual projects in EIR
• CAP should inform prioritization of projects
41
 Board review/selection of Master Plan list of
projects to be analyzed in PEIR
 Board and Member Agency review of project
specific cost estimates
 Board input on CAP and PEIR
 Initiate CEQA public reviews
 Member Agency and public review of Draft
Master Plan, PEIR and CAP
Date Description
June 25, 2013 Member Agency Technical Advisory Committee Meeting –
Review recommended projects and CEQA process.
June 27, 2013 Water Planning Committee Meeting – Review May 16th
workshop.
July 11, 2013 Special Meeting of the Water Planning Committee – Review
recommended projects, proposed budget revisions, cost
comparison of long-term supply projects, and CEQA process.
July 25, 2013 Water Planning Committee – Board input for preparation of the
Draft Master Plan, CAP, and PEIR for public review. Obtain
Committee approval of “Staff Recommended Projects.”
September 2013 Public Release of the Draft Program EIR, CAP and Draft Master
Plan for the 45-day public review period.
October-Nov 2013 Public Hearing on Draft Program EIR, CAP and Draft Master Plan.
February 2014 Regular Board Meeting - Certification of Final PEIR and approval
of Final Master Plan and CAP.
43

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Wp special master-plan[071113]

  • 1. Presented by: Ken Weinberg, Director Dave Chamberlain, Principal Engineer Kelley Gage, Senior Water Resources Specialist
  • 2. Supply/Demand Analysis and Scenario Planning Evaluation Thresholds and Decision Metrics Baseline System Performance Storage Utilization Analysis New Supply and Conveyance Options (Long-Term) Recommended System Improvements (Near-Term) Project Costs, Supply/Conveyance Cost Comparisons CEQA Process (Supplemental PEIR) In-line Hydroelectric Opportunities Approval/Selection of Recommended Projects 2
  • 3.  Recap of Master Plan Analyses  Recommended System Improvements  Project Timelines and Budget Revisions  Cost Comparisons of Long-Term Supply Options  CEQA Process  Remaining Steps 3
  • 4.  Supply/Demand Analysis ◦ Scenario planning determines a reasonable range of system demands ◦ No Supply/Demand Gaps under Normal Weather  Dependent on member agencies achieving conservation and local supply targets ◦ Supply/demand gaps occur in dry years  Multi-year dry weather and MWD allocation of imported supplies  Compounded by lower levels of local supply development  Continued uncertainty in imported water availability may result in lower reliability levels 4
  • 5.  Baseline System Analysis and Performance  Evaluation metrics and thresholds determine when conveyance constraints and supply shortfalls will occur  Decisions points on new infrastructure are influenced by ◦ Frequency of dry-weather occurrence ◦ Magnitude of dry-weather shortfall ◦ Risk tolerance 5
  • 6. Miramar Otay Perdue Levy Alvarado Twin Oaks Valley 100 MGD Escondido/Vista ID Poway Badger Olivenhain Weese Untreated Water Delivery System Conveyance Constraints 6 Future System Capacity Constraint - Pipelines 3 and 5 (beyond 2020) Existing Capacity Constraint – Serving South County WTPs (current 2014) Crossover Pipeline to serve WTP (beyond 2030) SV Pump Station (Full use of emergency storage)
  • 7.  Conveyance Risks are solely related to untreated water deliveries ◦ Risks increase around 2020 ◦ New infrastructure needed 2020 to 2025 ◦ Coordination with member agencies reduces near–term conveyance risk ◦ Existing system bottlenecks addressed in near-term 7
  • 8.  Supply Shortage Risks ◦ Low through 2025 under all demand scenarios ◦ Shortage risk beyond 2025 depends on demand growth, member agency conservation, and local supply ◦ Addition of fully proposed City of San Diego IPR resolves most long-term supply-demand imbalances 8
  • 10. Near- and Mid-Term Projects 1. ESP North County Pump Stations 2. ESP San Vicente Pump Station 3rd Pump Drive and Power Supply 3. Pipelines P3/P4 Conversion 4. Mission Trails Flow Regulatory Structure 4a. Lake Murray Control Valve 4b. South County Intertie 5. System Storage 6. System Isolation Valves (various locations) 7. Asset Management Program (various locations) 8. Facility Planning Studies Potential Long-Term Projects 1. Pipeline 6 2. Second Crossover Pipeline 3. Camp Pendleton Desalination 4. Colorado River Conveyance 10 1 3 5 3 1 2 4 4 2
  • 11. Project Purpose Time Frame North County ESP Pump Station Meet ESP delivery requirements 2015-2020 System Isolation Valves Improve aqueduct operations and maintenance flexibility 2015-2025 Mission Trails Suite of Projects Increase untreated water conveyance to serve South County WTPs 2015-2025 South County Intertie* Alleviate conveyance bottleneck south of Alvarado 2015-2016 ESP - San Vicente PS Third Pump Drive and Power Supply Meet ESP and Carryover Storage requirements 2020-2025 Pipeline 3/4 Conversion Alleviate untreated water conveyance constraint at MWD delivery point 2020-2025 System Storage Provide operational storage for increased deliveries 2020-2025 * Project may be eliminated subject to timing of Mission Trails Projects 11 Initiate Planning to Refine Project Description
  • 12. Project Purpose Time Frame Second Crossover Pipeline Address untreated water delivery constraint s/o Twin Oaks 2035+ Pipeline 6 * Address untreated water delivery constraint at MWD delivery point 2035+ 12 Beyond 2025 Project Purpose Time Frame Colorado River Conveyance * Convey QSA supply through a CWA-owned facility 2035+ Camp Pendleton Desalination * Address potential regional supply shortages 2025+ Beyond 2025 – Mutually Exclusive Options to Pipeline 6 * Implementation of a project would preclude other options.
  • 13. 13 Project Purpose Time Frame Renewable Energy Optimization Evaluate cost effective in-line conduit hydropower projects 2014-2015 System Vulnerability Assessment Prioritize facility /operations with high risk 2015-2016 Water Quality Assessment Develop facility needs/operational strategies to mitigate nitrification 2014-2015 Planning Study Only
  • 14. 2014 – 2025 Project Budgets Total Existing CIP (all projects) 1 $2,961M Potential Deferrals of Long-Term Projects beyond 2025 2 ($653M) Deleted Service Connections ($20M) Potential Long-Term Project Evaluations 3 $3.5M to $4.5M Potential Re-scoping of Near-Term Projects ($8M) to $62M Proposed New Near –Term Projects 4 $40M to $60M Revised Total CIP (all projects) $2,344M to $2,434M Net Change to 2014-2025 CIP Budget ($546M) to ($637M) 14 1. Total CIP is $3.1 billion and includes expenditures beyond 2025. 2. Defers portion of Pipeline 6 and Second Crossover Pipeline beyond 2025. 3. Includes Camp Pendleton Desalination and Colorado River feasibility evaluations. 4. Includes system isolation valves and portion of P3/P4 Conversion Project south of delivery point. Estimate for total project ranges between $200-$220M.
  • 16.  Long-Term Supply/Conveyance Projects ◦ Camp Pendleton Desalination  Improves supply reliability and addresses long-term untreated water conveyance constraint  Compares to MWD Tier 1 supply rate ◦ Colorado River Conveyance  Only addresses conveyance constraint  Existing supply does not improve reliability  Compares to MWD wheeling rate 16
  • 17.  Costs above are 2013 dollars, and are escalated to the start of construction and/or operations  Salinity management, San Vicente Reservoir re-operation, and All American Canal operating impacts not considered  MWD Wheeling Rates will be incurred through completion of construction 17 Pipeline Alternative Tunnel Alternative Estimated Capital Cost $2.31 billion $1.98 billion Annual O&M Cost $131.8 million $70.9 million Planning/Environmental and Design Phase 7 years 7 years Construction Phase 7 years 10 years Estimated Early Online Date 2027 2030
  • 18. 0 500 1000 1500 2000 2500 3000 3500 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 CostperAcre-Foot Project Timeline Tunnel-30 yr Tunnel-40 yr Pipeline-30 yr Pipeline-40 yr MWD Wheeling (high) MWD Wheeling (low) Planning/ Environmental and Design Phase Construction Phase Post-Construction Phase Cost includes Project Financing Cost + Project Operating Costs 18 Note: 45-year initial term of the QSA transfer agreement ends 2048.
  • 19.  First year costs of a new Colorado River Conveyance are comparable to projected MWD Wheeling Rate  Colorado River Conveyance is more favorable when analyzed at longer terms (i.e., thru life of facility)  Colorado River Conveyance cannot be completed in time to address untreated water conveyance constraint 19 Pipeline Alternative Tunnel Alternative MWD Wheeling Rate (low) Project Capital Cost $2.31 billion $1.98 billion n/a Completion Date 2027 2030 n/a Net Present Value (thru end of QSA term - 2047) $7.80 billion $6.72 billion $7.79 billion Total Payments (thru end of QSA term - 2047) $12.13 billion $10.07 billion $12.85 billion
  • 20.  Financial results dependent on escalation factors and outcome of MWD rate litigation case  Extensive Federal, State and Local permitting  Seven States opposition, potential litigation  Facility useful life exceeds initial 45-year term of Transfer Agreement - potential stranded asset  Agreement required for use All-American Canal  Reoperation of San Vicente system required to distribute supply to local water treatment plants  Additional capital facilities/operating costs may be required to meet salinity goals 20
  • 21.  Costs above are 2013 dollars, and are escalated to the start of construction and/or operations  Project could produce desalinated water meeting either treated or untreated water quality requirements  Camp Pendleton Desalination can be built in time to address untreated water conveyance constraint 21 Initial 50 MGD Project Ultimate 150 MGD Project Estimated Capital Cost Range $1.44 - $1.56 billion $2.70 – $3.11 billion Annual O&M Cost Range $62 – $68 million $178 - $192 million Planning/Environmental and Design Phase 8 years ___ Construction Phase 4 years ___ Estimated Early Online Date 2025 ___
  • 22. 0 1000 2000 3000 4000 5000 6000 7000 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 CostperAcre-Foot Project Timeline MCTSSA-SUB-50 SRTTP-OPEN-50 SRTTP-OPEN-150 SRTTP-SUB-150 MWD-Low MWD-hIGH Construction Phase Post-Construction Phase Cost includes Project Financing Cost + Project Operating Costs Planning/ Environmental and Design Phase 22
  • 23.  First year cost for Camp Pendleton will exceed projected MWD Tier 1 rates. Point when rates crossover is beyond 2033.  Camp Pendleton is more favorable at larger plant sizes (economy of scale) and when analyzed at longer terms  Cost results are sensitive to financial assumptions 23 Initial 50 MGD Project Ultimate 150 MGD Project MWD Tier 1 UT 50 MGD (low) MWD Tier 1 UT 150 MGD (low) Project Capital Cost $1.44 billion $2.70 billion n/a n/a Completion Date 2025 --- n/a n/a Net Present Value (30 yr operating term - 2054) $3.69 billion $8.61 billion $2.96 billion $8.87 billion Total Payments (30 yr operating term - 2054) $6.63 billion $15.72 billion $5.76 billion $17.28 billion
  • 24. 24 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 ....... 2030 + Address Untreated Capacity Constraint Address Potential Supply Shortfall * * Determine status of demand, local supply, conservation Award construction contract for P3/P4 Conversion Permitting for initial 50 MGD Camp Pendleton Desal Camp Pendleton Desal Environmental Contract for Phase 1 IPR awarded. Financing on Rosarito Desal closed. Construction contract for BDCP conveyance awarded Determine status of IPR and Rosarito Desal Permitting Determine status of BDCP Conveyance Permitting Initial 50 MGD Camp Pendleton Desal Implementation “No Regrets” Adaptive Management Decisions Affecting Long-Term Conveyance and Supply Projects Pipeline 3/Pipeline 4 Conversion Planning , Environmental, Pre-Design Conveyance Constraint Camp Pendleton Desal Option Pilot Testing , Site Preservation, Pre-Design Conveyance and Supply Constraint
  • 25. Near Term (2014-2025)  Address raw water conveyance constraints ◦ South County ◦ MWD Delivery Point  Improve operational flexibility to optimize existing assets  Defer ~$700 million in CIP expenditures beyond 2025  Revise scope and timing of existing projects (budgeted at $150 million) in current CIP 25
  • 26.  Adaptive Management of long-term supply projects ◦ Monitor local and imported water supply development per 2010 UWMP Scenario Planning ◦ Monitor water demand trends and achievement of GPCD targets ◦ Provide staff direction on continuing to develop long term options  Colorado River Conveyance  Camp Pendleton Desalination ◦ Determine implementation of facilities based on needs 26
  • 28.  Disclose the significant effects of proposed activities  Identify ways to avoid or reduce effects  Prevent effects through feasible alternatives or mitigation measures  Disclose the reasons why an agency approves activities having significant effects  Foster interagency cooperation  Enhance public participation 28
  • 29.  Avoid duplicative reconsideration of broad policies, alternatives, and program wide mitigation measures  Provide a more exhaustive consideration of regional effects than would be practical in a project specific EIR  Provide the basis for determining whether a subsequent activity may have new effects which had not been considered before  Allow reduction in paperwork 29
  • 30.  Growth inducement analysis on new supply  Cumulative impacts of project implementation 30
  • 31.  Master Plan Project Description/Alternatives ◦ North, West, East ◦ Common elements (Table 2-1)  Resource issues examined ◦ Not significant, no further review ◦ Not significant with mitigation ◦ Significant and unavoidable  Alternatives not considered  Other CEQA Considerations  Findings/Conclusions 31
  • 32.  Supply from the North Expand Supply and Conveyance from MWD  Supply from the West Seawater Desalination (Proposed Project in PEIR)  Supply from the East Colorado River Conveyance Facility C ITYOF SAN DIEGO SO UTH BAYI. D. PADRE DAM M. W. D. OTAY M. W. D. OTAY M. W. D. C ITYOF SAN DIEGO HELIX W.D . POWAYDEL MAR RAMONA M. W. D. SANTA FE I. D. PENDL ETON M I LI TARY RESERVATI ON RAINBOW M. W. D. YUIMA M. W. D. VAL LEY C ENTER M. W. D. CARLSBAD M .W.D. VISTA I.D. RINCON DEL DIABLO M.W. D. N ATIONAL C ITY SUTHERLAND LAKE J ENNINGS UPPER OTAY LOWER O TAY LOVELAN D MIRAMAR RESERVOIR EL CAPITAN LAKE MURRAY FAL LBRO OKP.U.D . OLIVENHAI N M. W. D. LAKE HENSHAW PI PELINE FIRSTAQUEDUCT CI TYOF ESCO NDI DO VALLEY CENTER PIPELINE NORTH C OUNTY DISTRIBUTION PIPELIN E FRO M METROPOLI TAN RIVERSIDE COUNTY SAN DIEGO COUNTY SAN DIEGO COUNTY ME XICO BARG AR WEESE OTAY LEVY ES CONDID O-VISTA LAKE WOHLFORD BA DGER M IRA MAR LAKE POWAY BERGLUND RAMONA PI PELINE ALVARADO SWEETWATER RESERVO IR PERDUESECOND U AQ EU DCT TRI-AGENC Y VALLECITO S W.D . SAN DIEGUITO W.D. CROSSOVERPIPELINE CITYOF OCEANSIDE SAN VIC ENTE RESERVOIR OTAY M. W. D. PACIFIC OCEAN NOT TO SCALE Supply from the North Supply from the West Supply from the West Supply from the North Supply from the East
  • 33. Types of included projects:  Initial 50 mgd Carlsbad Desalination Project  Addition of Regional Water Treatment Capacity  Addition of 100,000 AF of Carryover Storage  Expansion of Internal System Capacity  Rehabilitation of Existing Facilities
  • 34. Near- and Mid-Term Projects 1. ESP North County Pump Stations 2. ESP San Vicente Pump Station 3rd Pump Drive and Power Supply 3. Pipelines P3/P4 Conversion 4. Mission Trails Flow Regulatory Structure 4a. Lake Murray Control Valve 4b. South County Intertie 5. System Storage 6. System Isolation Valves (various locations) 7. Asset Management Program (various locations) 8. Facility Planning Studies Potential Long-Term Projects 1. Pipeline 6 2. Second Crossover Pipeline 3. Camp Pendleton Desalination 4. Colorado River Conveyance 34 1 3 5 3 1 2 4 4 2
  • 35. Near- and Mid-Term Projects 1. ESP North County Pump Stations 2. ESP San Vicente Pump Station 3rd Pump Drive and Power Supply 3. Pipelines P3/P4 Conversion 4. Mission Trails Flow Regulatory Structure 4a. Lake Murray Control Valve 4b. South County Intertie 5. System Storage 6. System Isolation Valves (various locations) 7. Asset Management Program (various locations) 8. Facility Planning Studies Potential Long-Term Projects 1. Pipeline 6 2. Second Crossover Pipeline 3. Camp Pendleton Desalination 4. Colorado River Conveyance 35 1 3 5 3 1 2 4 4 2
  • 36. CEQA Guidelines 15163 (a)(2) Only minor additions or changes would be necessary to make the previous EIR adequately apply to the project in the changed situation.” 36
  • 37.  Greenhouse gas emissions analysis  Biological resources – incorporate NCCP/HCP  Cumulative impacts of project implementation 37
  • 38.  Aesthetics  Agriculture and Forest Resources  Air Quality  Biological Resources  Cultural Resources  Geology and Soils  Greenhouse Gas Emissions  Hazards and Hazardous Materials  Hydrology and Water Quality  Land Use and Planning  Mineral Resources  Noise  Population and Housing  Public Services  Recreation  Transportation/Traffic  Utilities and Service System  Other CEQA mandated analyses including Alternatives, Cumulative Effects and Growth Inducement 38
  • 39. Supplemental Program EIR Master Plan Identify future facilities needed and associated emissions Climate Action Plan Will add new facilities to baseline emissions
  • 40.  April 15 – NOP released for 30-day public comment; posted at County Clerk’s office ◦ Mailed 61 copies of NOP to federal, state and local agencies; member agencies; stakeholders  April 19 - Notice published in Union-Tribune  April 29 - Public scoping meeting held ◦ Two attendees, no comments  May 18 – Public comment period closes ◦ Three comment letters received 40
  • 41. Agency/Group Comment California State Lands Commission • Potential Responsible Agency County of San Diego – Planning and Development • County CAP included SBX7-7 targets consistent with SDCWA; coordination to implement San Diego Bay Council -Surfrider -San Diego Audubon Society -San Diego Coastkeeper -Coastal Environmental Rights Foundation • Minimize negative environmental impacts, GHG emissions, and ‘embedded energy’ in water supply portfolio • Pursue supply options such as IPR and DPR • Greater per capita water reduction targets • Analyze broad range of conservation alternatives in EIR • Develop a preferred “loading order” of water supply options • Assess long term conceptual projects in EIR • CAP should inform prioritization of projects 41
  • 42.  Board review/selection of Master Plan list of projects to be analyzed in PEIR  Board and Member Agency review of project specific cost estimates  Board input on CAP and PEIR  Initiate CEQA public reviews  Member Agency and public review of Draft Master Plan, PEIR and CAP
  • 43. Date Description June 25, 2013 Member Agency Technical Advisory Committee Meeting – Review recommended projects and CEQA process. June 27, 2013 Water Planning Committee Meeting – Review May 16th workshop. July 11, 2013 Special Meeting of the Water Planning Committee – Review recommended projects, proposed budget revisions, cost comparison of long-term supply projects, and CEQA process. July 25, 2013 Water Planning Committee – Board input for preparation of the Draft Master Plan, CAP, and PEIR for public review. Obtain Committee approval of “Staff Recommended Projects.” September 2013 Public Release of the Draft Program EIR, CAP and Draft Master Plan for the 45-day public review period. October-Nov 2013 Public Hearing on Draft Program EIR, CAP and Draft Master Plan. February 2014 Regular Board Meeting - Certification of Final PEIR and approval of Final Master Plan and CAP. 43