BPU_Agenda_07-18-12 - Los Alamos County

Board of Public Utilities 

[Type a quote from tocum 

REGULAR MEETING 

July 18th, 2012 

5:30 p.m. 

DPU Conference 

Room 

170 Central Park 

Square 

Los Alamos, NM 87544 

Glenn Woodwell, Chair 

Timothy R. Neal, Vice Chair 

Kevin Anderson, Member 

D. Christopher Ortega, Member 

David Powell, Member 

John Arrowsmith, Utilities Manager 

If you are an individual with a disability 

who is in need of a reader, amplifier, 

qualified sign language interpreter, or 

any other form of auxiliary aid or service 

to attend or participate in the hearing or 

meeting, please contact the County 

Human Resources Division at 505-662- 

8040 at least one week prior to the 

meeting or as soon as possible. 

Public documents, including the agenda 

and minutes can be provided in various 

accessible formats. Please contact the 

personnel in the Department of Public 

Utilities at 505-662-8132 if a summary 

or other type of accessible format is 

needed. 

20120718_BPU Agenda_JK 

AGENDA 

I. Call to Order 

II. Public Comment 

III Chair’s Report 

IV. Board Member Reports 

V. Manager’s Report 

VI. County Administrator’s Report 

VII. Council Liaison’s Report 

VIII. Approval of Previous Meeting Minutes Pg. 1 

IX. Public Hearing 

A. Approval of Modification of Department of Public Utilities Rules & 

Regulations - Fee Schedule for Water Hydrant Meters – Janet Bettinger 

Pg. 14-17 

X. New Business 

A. Cooperation on Achieving the County’s Sustainability Goals – Stephen 

Tenbrink, Environmental Sustainability Board Chair 

Pg. 19-92 

B. Electric Reliability Plan Update – Rafael De La Torre Pg. 93-126 

C. Discussion of Sewer Project Costs and Ways to Fund Continuing Sewer 

Budget Needs – John Arrowsmith 

Pg. 126-138 

D. Discussion on the Board Presentation to Council on July 24th, 2012 – 

Glenn Woodwell 

Pg. 139-140 

E. Discussion on Utilities Manager Goals and Performance Planning for 

Fiscal Year 2013 – Glenn Woodwell 

Pg. 141-160 

F. Discussion on Upcoming Department of Public Utilities Strategic 

Planning Workshop for Fiscal Year 2014. – John Arrowsmith 

Pg. 161-172 

G. Approval of Incorporated County of Los Alamos Resolution No. 12-10; 

A Resolution Removing Uncollectible Utility Accounts from Accounts 

Receivable List of Los Alamos County – Fiscal Year 2007– Janet 

Bettinger 

Pg. 173-178 

H. Approval of Service Agreement AGR 13-3890 to Allied Tree Service for 

Tree Trimming and Removal Services – Rafael De La Torre 

I. Approval of Contract Agreement RFP 2013-38 with ASI Constructors, 

Inc. for the Los Alamos Canyon Dam Modifications Project – Tim 

Glasco 

Pg. 179-188 

Pg. 189-198 

XI. Tickler File Pg. 199 

XII. Status Reports 

A. Electric Distribution Reliability Report Pg. 201-205 

B. Accounts Receivables Report Pg. 206-208 

C. Safety Incident Report Pg. 209-211 

D. Kwage Mesa Gas Line Progress Report Pg. 212-213 

E. Eastern Area 2 Phase 1 Progress Report Pg. 214-215 

F. East Road Gas Replacement & Reinforcement Project Progress Report Pg. 216-217 

XIII. Adjournment

APPROVAL OF PREVIOUS 

MINUTES 


Meetings 

June 20 th – Regular Meeting 

1

MEMBERS PRESENT: 

• Glenn Woodwell, Chair 

• Tim Neal, Vice‐Chair 

• Chris Ortega, Member 

• David Powell, Member 

• Thurman Talley, Member 

ABSENT: 

DRAFT BOARD OF PUBLIC UTILITIES MEETING ‐ MINUTES 

June 20th, 2012 

DPU Conference Room ‐ 170 Central Park Square 

Los Alamos, NM 

OTHERS PRESENT: 

• John Arrowsmith, Utilities Manager 

• James Alarid, Dep. Util. Mgr. Engineering 

• Janet Bettinger, Dep. Util. Mgr. Finance & Admin. 

• Steve Cummins, Dep. Util. Mgr. Electric Production 

• Rafael De La Torre, Dep. Util. Mgr. Electric Distribution 

• Tim Glasco, Dep. Util. Mgr. Gas, Water, Sewer 

• Bob Westervelt, Dep. Util. Mgr. Finance & Admin. 

• Jaime Kephart, Senior Office Specialist 

• Christine Chavez, Conservation Coordinator 

• Allison Majure, Public Relations Specialist 

• Richard Dunn, Transportation Board Member 

• Joe Thomas, Risk Manager 

• Kevin Anderson, Member of the Public 

• Colorado Cordova, Member of the Public 

• Ivor Magnuson, Member of the Public 

The regular monthly meeting of the Incorporated County of Los Alamos Board of Public Utilities was held on Wednesday, 

June 20th, at 5:30PM, 2012 at the Department of Public Utilities Conference Room, 170 Central Park Square. 

I. CALL TO ORDER 

Mr. Woodwell called the meeting to order at 5:30PM. 

II. PUBLIC COMMENT 

Richard Dunn (Transportation Board Member) – Mr. Dunn stated that he has gathered and reviewed comments 

for his 2030 Challenge resolution. He has sent the final draft to the Board and has met with Conservation 

Coordinator, Christine Chavez. He thanked the Board for their comments and asked that they e‐mail him with 

any further questions or comments. 

III. CHAIR’S REPORT 

Mr. Woodwell reported the following items to the Utilities Board members and members of the public: 

1) Mr. Woodwell recognized that this would be Mr. Talley’s last meeting. A certificate of appreciation and 

a small gift were presented to Mr. Talley. Mr. Woodwell and Mr. Ortega expressed their thanks to Mr. 

Talley for his participation on the Board. 

2) Mr. Woodwell introduced new Board member, Kevin Anderson, whose first official regular meeting will 

be on July 18th. 

3) Mr. Woodwell informed the Board that the Council will discuss the Charter Review Committee 

recommendations to Article V. of the Charter on August 21st and encouraged other members to attend. 

DRAFT Page 1 of 12 

2





IV. BOARD MEMBER REPORTS 

• Mr. Powell stated that he attended the recent Utilities Department summer luncheon and appreciated 

the invitation. 

• Mr. Neal had a discussion with a customer who was upset about the inconvenience of the recent outage 

on North Mesa and wanted to know more about outage notifications. He forwarded a copy of the 

media notice that was sent out. Public Relations Specialist, Allison Majure, explained that the best way 

to be notified of outages is to follow the Twitter feed to receive outages on your mobile device. While 

the initial set up is a little more difficult than subscribing to other methods, it is the most effective 

notification method. Subscribers will receive all outage notices, not just those for a specific area. Ms. 

Majure offers one‐on‐one personal assistance to get set up. Mr. Neal will recommend this to the 

customer and suggest that she call Ms. Majure for assistance. 

V. MANAGER’S REPORT 

Mr. Arrowsmith reported the following items to the Utilities Board members and members of the public: 

1) Mr. Arrowsmith introduced Bob Westervelt, the new Deputy Utilities Manager of Finance and 

Administration. He will be working closely with Janet Bettinger until she retires. 

2) Mr. Arrowsmith and Mr. Cummins had a conference call regarding compliance with the Environmental 

Protection Agency’s (EPA) order for selective catalytic reduction installation at the San Juan generating 

plant. PNM will have to make a commitment by August 1 


st to start design. The overall estimate was 

$750‐$800 million dollars. NM estimates that the first deliverable will be design work at an approximate 

cost of $50 million, with the County’s share being approximately $1 million. If a stay is not granted, 

work will have to start by December 2012 with a compliance deadline in 2016. 

3) Mr. Arrowsmith had a meeting with a consultant for the County of Santa Fe. They are exploring 

municipalization of their electric utility. 

4) Mr. Arrowsmith reported that planning is taking place for the Smart Grid/Smart House ribbon cutting 

ceremony in September. Efforts are being made to schedule the New Mexico Governor as the key note 

speaker. 

5) Mr. Arrowsmith discussed the recent power outage on North Mesa. A contractor digging with a high 

pressure hose and vacuum exposed and breached one wire of a three phase direct bury electric line on 

the east end of North Mesa. To safely work on the damaged underground line, DPU’s electric linemen 

brought power down to all three phases of underground cable while inspection and repair work 

occurred in the trenched area, which increased the number of North Mesa customers affected from 250 

to approximately 750. 

6) Electric Coordination Agreement negotiations with the Department of Energy are still ongoing. 

Negotiations may need to move to a higher level of authority to address some of the proposed contract 

modifications. 

7) Mr. Arrowsmith distributed an editorial from the American Public Power Association magazine titled, ” 

Effective Governance is Key to a Healthy Utility”. 

8) Mr. Arrowsmith has completed the Leadership New Mexico program and attended a graduation in Taos 

last week. 

9) A pre‐bid conference was held for the Los Alamos Canyon Dam reconstruction and about 8 contractors 

showed interest. 

3






VI. COUNTY ADMINISTRATOR’S REPORT 

County Administrator, Harry Burgess, was not present. No report was given. 

VII. COUNCIL LIAISON’S REPORT 

Council Liaison, Ron Selvage, was not present. No report was given. 

VIII. APPROVAL OF PREVIOUS MEETING MINUTES 

• Mr. Powell moved and Mr. Talley seconded, that the Utilities Board approve the meeting minutes of 

May 16 th , 2012 as amended. The motion passed by acclamation. Mr. Ortega abstained. 

• Mr. Ortega moved and Mr. Powell seconded, that the Utilities Board approve the meeting minutes of 

June 1st, 2012 as presented. The motion passed by acclamation. 

IX. NEW BUSINESS 

A. Presentation on County Process for Collecting and Reporting Injuries – Joe Thomas, Risk Manager 

Mr. Arrowsmith had asked Mr. Thomas to give a presentation to the Board to answer questions and explain 

how accidents and near misses are reported at the County. Mr. Thomas reported that he believes that 

individuals feel very comfortable coming to him to report incidents, as evidenced by the many accident 

reports he receives. He explained that there are two different forms on which employees may report 

accidents. The first is the “Notice of Accident or Occupational Disease Disablement” form that employees 

complete if there is an accident but medical treatment is not required. The second is the “New Mexico 

Workers’ Compensation Administration Employers’ First Report of Injury or Illness” (E‐1) that employees 

complete if medical treatment is sought. This form is then filed as a claim with the State. Mr. Thomas 

explained that he receives many more of the former than the latter. He further explained that the reports 

the Board receives only reflect the accidents that are reported on the E‐1 form and not the accidents where 

no medical treatment is sought. 

Mr. Thomas explained that it is very difficult to report on near misses as the definition of a near miss is very 

broad and open to interpretation. 

Mr. Powell noted that he has a background of electric safety at Los Alamos National Lab (LANL) and is used 

to seeing incident rates that are close to OSHA rates. He is concerned that an incident rate of zero is 

perhaps not credible. Mr. Powell asked Mr. Thomas if he believes that there is a climate in which employees 

are afraid to report accidents out of fear of recrimination. He also asked if perhaps there is an attitude 

among some employees that reporting an accident indicates some sort of weakness. Mr. Thomas 

responded that he does not believe that is the case. He noted that when he first began working at the 

County, his office received an average of 30 to 35 accident reports per month. His office now consistently 

receives 50 to 60 accident reports County‐wide, indicating that employees are comfortable filing reports. He 

also stated that Utility Department workers frequently come see him. 

4





Mr. Neal asked Mr. Thomas what his process is for handling reports filed long after the accident actually 

occurs. Mr. Thomas responded that he accepts them regardless of the timing of the timing and allows the 

insurance company to make the determination as to whether or not an employee should receive Worker's 

Compensation. 

Mr. De La Torre commented on the issue of having a culture of not reporting accidents. He explained that 

over the last couple of years the department has been working diligently to adopt and implement a Culture 

of Safety. He explained that whenever an accident occurs Deputy Managers are responsible for heading the 

accident investigation. These reports eventually make their way to the Utilities Manager and then on to the 

DPU Safety Committee. 

Mr. De La Torre discussed a safety situation during a recent power outage where the only safe way to 

perform the work was to de‐energize and dig around a power line. This decision caused a power outage to 

500 additional customers; however, the field crew ultimately made the decision that this was the only safe 

way to conduct the work. 

B. Water and Energy Conservation Program Update – Christine Chavez 

Ms. Chavez gave an update on the status of the conservation plan. The consumption report currently 

includes multi‐family residences (MFR) in the Single Family Residential (SFR) Count. The Office of the State 

Engineer (OSE) gallons per capita data (GPCD) spreadsheet requires that the MFR be broken out. This is a 

condition of approval for water rights. Efforts underway include having a complete list of MFR units. The 

Cayenta group will write a script to pull consumption for MFR units for each utility. Those accounts will be 

tagged and subgroups created so that reports can be tailored to easily pull data relevant to our community. 

Progression of this work is a major factor in the timeline of preparing the conservation plan. Afterward, the 

consumption report will include the MFR breakout. The baselines and goals in the plan will reflect this data. 

Ms. Chavez explained that there are two major factors driving the deadline of the plan. The first is the OSE 

GPCD spreadsheet completion. The second is an AWWA audit with two different components: reduction of 

water and revenue losses and a leak detection program, which is already implemented. Once this is 

coordinated with billing, the requirement for the audit will be fulfilled. 

The Conservation plan will be submitted to WAPA as part of the joint Integrated Resource Plan with the 

Department of Energy. The deadline of the IRP has been extended to July 2012. 

The plan moving forward is to extend the Conservation plan deadline no further than six months to date. 

Once the work with the Cayenta group is done, staff will work with the Sustainability Board to incorporate 

their input, a draft will be taken to the Board for approval, public input will be sought, the final draft will be 

brought once again to the Board for final approval, then it will be submitted to the OSE and WAPA. 

Mr. Powell asked if the difference between MFR and SFR consumption was that great. Ms. Chavez 

responded that the SFR baseline consumption is huge and once the MFR is pulled out of that, the number 

should be more representative of true consumption. Mr. Powell noted that MFRs in Los Alamos are 

different than what is considered MFRs in other parts of the state. For example, a duplex with a huge lawn 


5






would be compared to an apartment complex with no lawn. He expressed concern that customers would 

not receive an accurate model of behavior for their type of residence. Mr. Alarid explained that the OSE 

uses the same criteria for MFRs and SFRs for every community in the state, and Los Alamos must also follow 

that. Ms. Chavez clarified that once staff gets past the initial step of complying with the OSE conditions for 

approval, the plan and data can be fine tuned and tailored to our community. Mr. Arrowsmith explained 

that staff is exploring different ways to mark MFR meters so that meaningful data can be pulled. 

Mr. Talley asked if anything would be included in the conservation plan regarding the transfer from potable 

to non‐potable water for the purpose of irrigation. Mr. Alarid explained that there is going to be a section in 

the plan that addresses that. He further explained that the non‐potable master plan would include this 

information and that the two plans will parallel each other. 

Ms. Chavez gave an update on the conservation program and shared the following information: 

• The PEEC contract expires September 2012 and an RFP will go out in the summer. So far they have 

developed four different task orders for PEEC. 

• This school year, the energy trunk reached a total of 402 students. 

• The water trunk reached a total of 185 students in grades 3‐5. 

• The cool the earth program at Mountain and Pinon Elementary resulted in a total of 1,549 actions. 

• The water and energy conservation trunk is to be implemented at the middle school next fall. 

• With regards to energy and water audits, Ms. Chavez reported that 94 audits have been completed since 

she was hired. 

• Audits average 3.5 hours per audit. This includes preparation time, drive time, the audit and report 

writing. 

• In the summer, emphasis is on outdoor irrigation and leak detection, and the winterization conservation 

efforts cannot take place at this time. 

• The blower door equipment and software have been ordered and she expects that this will provide 

better reporting capabilities and reduce the amount of time spent in writing reports. 

Ms. Chavez discussed steps to move forward on conducting commercial audits. She explained that she has 

been working with Lonnie Burke, who is contracted by the city of Rio Rancho to conduct all residential and 

commercial water audits. He will spend three days working with Los Alamos conducting commercial audits 

and irrigation audits on parks. Toward the end of July an audit will be conducted on Fuller Lodge. 

Mr. Neal asked how the conservation program is being funded. Mr. Arrowsmith explained that there aren’t 

any grants for the program. PEEC is contracted to do their work and Ms. Chavez’s time is funded through 

rates. 

C. Approval of the Third Revised Network Integration Transmission Service Agreement (NITSA) and the Third 

Revised Network Operating Agreement (NOA) between Los Alamos County and Public Service Company of 

New Mexico – Steve Cummins 

Mr. Cummins explained that The Public Service Company of New Mexico (PNM) filed a transmission rate 

case with the Federal Energy Regulatory Commission (FERC) on October 27, 2010 requesting that PNM's 

6





annual transmission revenue requirements (ATRR) be increased from $58,500,000 to $99,347,540 along 

with an increase in the transmission loss factor from 3.0 percent to 3.58 percent effective for all NITSA and 

Point‐to‐Point transmission customers on June 1, 2011 subject to refund. The County, via the Department 

of Public Utilities, and other PNM transmission customers intervened and protested the increases at the 

FERC. 

Mr. Cummins explained that there were six intervenors in the rate case. These were Los Alamos County, El 

Paso Electric, Western Area Power Administration (Western), Tri State Generation & Transmission, Navajo 

Tribal Utility Authority and Navopache Electric Coop. Mr. Cummins discussed the qualifications and 

experience of the legal representation and subject matter experts of the intervenors, listing specifically the 

following: Doug John (Attorney – Power Pool), Jack Lumberg (SME – Power Pool), Jay Kumar (SME‐Western) 

and Riley Rhore (SME – Western). He spoke highly of their abilities and their effectiveness in arguing a 

reasonable settlement for the intervenors. Mr. Ortega also spoke highly of the qualifications and 

experience of Jay Kumar, Doug John and Riley Rhore. 

Mr. Cummins explained that on March 1 st , 2012, PNM and the active intervenors reached an agreement in 

principle for complete resolution of the proceedings. PNM and the transmission customers settled on an 

ATRR of $79,500,000 and a transmission loss factor of 3.2 percent to be retroactive to June 1 st , 2011. The 

Third Revised NITSA, the NITSA Specifications and Third Revised NOA incorporate the terms of the 

transmission rate settlement. 

Mr. Cummins noted a success for the County in that The United States (DOE‐LANL) and/or Los Alamos shall 

have the right to file with the commission under section 30.9 of PNM’s Open Access Transmission Tariff 

(OATT) for Network credits for all new transmission facilities interconnected with PMN’s transmission 

system irrespective of the location and ownership. This will help the department to support LANL/County 

loads. 

Mr. Powell asked where the rates in dollars could be found. Mr. Cummins explained that they are listed by 

reference to the PNM OATT in the NITSA or the NOA. 

Mr. Powell asked how the County’s share is calculated based on PNM’s $79,500,000 transmission loss factor. 

Mr. Cummins explained that every month they take our coincidental peak with PNM, subtract the credit for 

the SVC 10 MW’s and the credit for the Western Power and average it over a rolling 12 months. We then 

pay the ratio of the 12 month rolling average to the PNM monthly peak load times 1/12 of the ATRR of 

$79,500,000. 

Mr. Ortega asked if the other intervenors have already signed the agreements and how long it would take to 

approve the agreements once submitted. Mr. Cummins responded that the other intervenors are already 

on board and that Los Alamos is the last to sign. He does not know how long the approval will take but 

stated that it is supposed to be filed by July 3 rd , 2012. 

Mr. Powell asked if Council had to also approve the agreements and questioned if they would be able to 

really understand all the details. Mr. Arrowsmith responded that it is on the consent calendar for June 26 


th 

7






and that if Council has questions, they will usually contact staff in advance to discuss them or pull the item 

off of consent and discuss it in detail at the meeting. Mr. Ortega noted that Council relies on the Board to 

understand these issues in more depth than perhaps Council is able to. 

Mr. Woodwell asked if the resulting increase of approximately $56,000 annually ($0.55 per month) to Los 

Alamos customers might translate to a rate increase. Ms. Bettinger and Mr. Cummins responded that it 

could be one factor in the need for a rate increase; however, it is already budgeted and PNM has been 

charging Los Alamos an increased rate since June 1 st , 2011. The County will receive a credit for the overage 

that has already been paid. 

Mr. Ortega asked if PNM could still file any type of appeal. Mr. Cummins responded that if PNM files for 

Commission approval to change the pricing in its OATT to a formula rate within one (1) year of the date of 

Commission approval of the Offer of Settlement based on this stipulation, no party will oppose the general 

principle of a formula, as opposed to stated rate. Parties retain all rights however to object to any and all 

aspects of any such filing, including and without limitation the elements of the formula. 

Mr. Powell asked if the County has similar agreements with Jemez Coop. and Tristate. Mr. Arrowsmith 

responded that it does. 

• Mr. Ortega moved and Mr. Powell seconded that the Board of Public Utilities approve the Third 

Revised Network Integration Transmission Service Agreement and Third Revised Network 

Operating Agreement between Los Alamos County and Public Service Company of New Mexico 

and forward to County Council for approval. Motion passed unanimously. 

D. Approval of Year‐end Budget Adjustments – Janet Bettinger 

Ms. Bettinger explained that the Board was notified in April that a year‐end budget adjustment might be 

necessary. She then explained the reasons for the adjustment. 

• Canyon Road Project – Engineers have already started working on this project which was budgeted 

for FY 2013. The project budget will be moved as a whole to FY2012 to pay for encumbrances then 

the remainder will be moved back to FY2013 to pay for the remainder of the project. 

• Environmental insurance for water production – Renewal of this policy is due every 10 years and it 

was an oversight that it was not included in the FY 2012 budget. Approval of the insurance policy 

was brought to the Board and approved earlier in FY 2012. It was hoped at that time that there 

would be enough money in the budget to cover the expense, but because of unforeseen well 

repairs, there was not. 

• Well Repairs ‐ Pajarito Well 4 experienced a failure of the pump in the summer of 2011 which 

resulted later in damage to the bowl assembly which now needs repair. 

Ms. Bettinger explained that these will be included in the County’s year‐end budget adjustments that go 

before Council next week. 

Mr. Talley asked if rates would increase as a result of this. Ms. Bettinger responded that they would not. 

8





• Mr. Powell moved and Mr. Ortega seconded that the Board of Public Utilities approve a Budget 

Adjustment for Fiscal Year 2012 in the amount of $263,000 for the Electric Distribution Fund, 

$82,000 for the Gas Distribution Fund, $420,000 for the Water Distribution Fund, $528,638 for the 

Water Production Fund and $52,000 for the Waste Water Fund, and forward to Council for 

approval. I further move that the Board of Public Utilities approve a Budget Reduction for Fiscal 

Year 2013 in the amount of $263,000 for the Electric Distribution Fund, $82,000 for the Gas 

Distribution Fund, $420,000 for the Water Distribution Fund and $52,000 for the Waste Water 

Fund, and forward to Council for approval. Motion passed unanimously. 

E. Award of RFP 2012‐1835 for Tree Trimming and Removal Services – Rafael De La Torre 

Mr. De La Torre explained that a bid for tree trimming and removal services to clear trees from within the 

right‐of‐way (ROW) of power lines opened May 29 th . Only one response was received. Mr. De La Torre 

requested that staff from Purchasing make contact with prospective respondents. The contract was rebid 

and opened again on June 18 th . Again, only one response was received. 

Mr. De La Torre explained that the contract is for approximately 16‐18 weeks of work and the cost and time 

line aligns with the assessment that was performed in‐house by DPU staff. The work includes trimming in 

the Los Alamos, White Rock and Ski Hill areas. 

Mr. Ortega asked if the contractor will stay in Los Alamos for the entire duration of the project. Mr. De La 

Torre responded that the workers will most likely come in to work here and leave on a daily basis. Mr. De La 

Torre further explained that the quote is firm regardless of the time it takes to clear all of the areas in the 

specifications. Utilities Department staff will coordinate daily activities with the contractor to ensure 

completion and accuracy. 

Mr. De La Torre stated that the bid does include the disposal of the trees and that the contractor will take 

them to the Los Alamos landfill. 

Mr. Powell asked if there is a mechanism to identify and pay for the removal of potentially dangerous trees 

that may be outside of the ROW but still present a hazard if they fall. Mr. De La Torre explained that the RFP 

provides an hourly rate for contingencies such as this. 

Mr. Powell asked if the workers are qualified as linemen and asked how their safety is being assured. Mr. De 

La Torre responded that the contractor has an EL 1 license, meaning they are trained to work along 

energized power lines. The contractor has worked with Jemez Coop and Santa Fe County for over 20 years. 

Mr. Woodwell further noted that Allied Tree Service worked in Los Alamos to do tree trimming after the 

Cerro Grande fire. 

Mr. Powell questioned why there was only one bidder interested in the project. Mr. De La Torre explained 

that in his experience, contractors prefer to commit their crews to jobs for longer periods of time. Because 

they have to move people from outside the area, it is sometimes not cost effective for them to bid on jobs 

that are shorter in duration. Mr. De La Torre speculated that many of the contractors who offer this service 

might have just been too busy to bid on this job. 


9





Mr. Powell asked Mr. Woodwell if he believed that having only one bidder affects the validity of the 

contract. Mr. Woodwell responded that he believes the contract is valid, especially if it was sent out for bids 

twice. Mr. Arrowsmith suggested that perhaps the other contractors could be asked why they didn’t bid. 

• Mr. Ortega moved and Mr. Talley seconded that the Board of Public Utilities approve Award of 

RFP 2013‐1835 for Tree Trimming and Removal Services to Allied Tree Service in the Amount of 

$93,000, plus a contingency in the amount of $7000 (8% of Base Bid), for a total project budget of 

$100,000, plus applicable gross receipt tax. Motion passed unanimously. 

F. Approval of Services Agreement AGR13‐3885 with Alpha Southwest, Inc. for Repair of Pajarito Well 4 – 

Tim Glasco 

Mr. Glasco explained that in the summer of 2011, Pajarito Well No. 4 experienced failure of the pump. This 

failure led to a ripple effect up the bowl assembly with total destruction of the bottom four bowls and some 

partial failure of the remaining 15 bowls. There were also problems with the bowl shaft and top bearings on 

the pump. A new bowl assembly is required to replace the previous pump. As the pump setting is at an 

approximate depth of 1150 ft. below ground surface, pumping water from that depth presents unique 

problems with hydraulic thrust. A search was made of available pumps and only one model was found that 

could sustain the expected hydraulic forces. Rather than advertise the project for bids, a similar contract for 

well repair bid out by the Albuquerque Bernalillo County Water Utility Authority was used. Alpha Southwest 

was the successful bidder and is really the only company with the expertise to perform this job. Those unit 

prices are being applied to this job. 

Mr. Powell asked about the productivity of Pajarito Well No. 4. Mr. Glasco responded that it pumps 1,350 

gallons per minute and is driven by a natural gas engine. Because of this, it runs constantly so that other 

wells run at night during off peak hours. Without this as a base load, the peak demand usage is creeping up. 

Mr. Ortega asked when the work will be completed. Mr. Glasco responded that he expects to have the 

repairs performed in August. 

Mr. Powell asked if there were any arsenic issues with this pump. Mr. Glasco responded that there are no 

detectable levels of arsenic in this well. 

• Mr. Talley moved and Mr. Ortega seconded that the Board of Public Utilities approve award of 

Agreement No. AGR13‐3885 with Alpha Southwest, Inc., in the amount of $125,229.75, plus 

$12,500.00 contingency, for a total project budget of $137,729.75, plus applicable New Mexico 

Gross Receipts Taxes. Motion passed unanimously 

G. Approval of Services Agreement AGR 13‐3888 with Knight Piesold and Co. for the Abiquiu Hydroelectric 

Plant and El Vado Hydroelectric Plant Condition Assessment – James Alarid 

Mr. Alarid explained that Department staff has performed a detailed condition assessment of all of the plant 

systems that do not require specialized testing. However, the following is still needed: non‐destructive 

testing of the generator windings, dye penetrant testing and ultrasonic testing of the turbine runners and 


10






review of operating data and inspection of the turbine and generator components by an experienced 

engineer. Planning for this has been conducted for over a year and it was budgeted in FY 2012. 

Mr. Alarid explained that the condition assessment will result in a long term (10‐20 year) capital plan 

including a turbine and generator refurbishment/replacement based on the risk of failure, a procurement 

plan for a turbine and generator refurbishment/replacement compliant with county procurement 

requirements and an evaluation to determine if replacement with a more efficient turbine is viable rather 

than refurbish existing equipment. 

Mr. Alarid explained that the units will have to be stopped while this work is performed; therefore, 

timeliness is very critical. The work is being scheduled during low flow times to minimize impact. 

Mr. Ortega asked if the contractors will be able to make a determination as to the condition of the bearings. 

Mr. Alarid responded that the temperature monitoring of the bearings is consistent, but the contractors will, 

in fact, be running other tests on the bearings to determine their condition. Mr. Ortega noted that when 

the Abiquiu plant was constructed, extra vibration sensors were installed to monitor it. 

Mr. Alarid explained that the contractors were specifically asked to look at the condition of the Abiquiu 

equipment because support from the vendor has expired. In some cases, if parts need to be replaced they 

may have to be pulled, measured, and reproduced. Mr. Ortega suggested that one of the tasks of the 

contractor may be to find out if there is an American vendor that still provides support, as the original 

equipment is from China. Mr. Alarid noted that the Chinese factories do still exist and are in operation. 

Mr. Woodwell requested a summary when the work is completed. 

• Mr. Ortega moved and Mr. Talley seconded that the Board of Public Utilities approve Agreement 

AGR13‐3888, in a form acceptable to the County Attorney, with Knight Piesold and Co. for the 

Abiquiu Hydroelectric Plant and El Vado Hydroelectric Plant Condition Assessment in the amount 

of $175,464.00 plus applicable gross receipts tax. Motion passed unanimously. 

X. TICKLER FILE 

1) 07/18/2012 ‐ Electric Reliability Plan update – Rafael De La Torre 

2) 07/18/2012 – Cooperation on achieving the County’s sustainability Goals– Environmental Sustainability 

Board Chair 

3) 07/18/2012 – Account Write‐Offs – Janet Bettinger 

4) 09/19/2012 – San Juan Chama Engineering Report Presentation – James Alarid 

5) 10/17/2012 ‐ Review of draft Utilities Conservation Plan for Water and Energy – Christine Chavez 

XI. STATUS REPORTS 

11





A. Electric Distribution Reliability Report 

Mr. De La Torre explained that there have been several outages in the last month. Last week, a contractor 

doing pole changes snapped a wire they were transferring. This caused an outage in White Rock circuit 2. 

He reminded the Board that every time hot work is performed, the overcurrent protector needs to be set on 

non‐reclosing or one shot for this very reason. The recloser does not restore power before it locks out for 

employee safety. This will be addressed in the Electric Reliability Plan. The solution is to perform an 

infrared inspection on the critical backbone. He noted that it is usually on windy days when they see 

problems with burned jumpers. 

Mr. Powell requested that a map be posted in the conference room that shows where the electric 

distribution circuits are located. 

B. Active Accounts Receivables Report 

Mr. Arrowsmith noted that one of the large commercial accounts is in the process of bankruptcy. Ms. 

Bettinger noted that there will only be one more month reported on for the current fiscal year (June). Ms. 

Bettinger informed the Board that she would be bringing the yearly account write offs to them in July. 

C. Safety Incident Report 

Mr. Glasco explained that in the “stripping wire, cut hand” incident in the report, the employee was wearing 

gloves, but the wire went through the gloves. As a lesson learned, the crews now wear Kevlar gloves as a 

result of that incident. The employee had to have stitches and was back to work the next day. 

D. Kwage Mesa Gas Line Report 

No comments. 

E. Eastern Area 2 Phase 1 Progress Report 

No comments on this report. 

Mr. Powell asked for a status of the Community water tank repainting project. Mr. Glasco reported that it 

was complete. 

XII. CLOSED SESSION 

• Mr. Powell moved and Mr. Ortega seconded that the Board of Public Utilities Move to Closed Session 

pursuant to §10‐15‐1 (H)(2) of the New Mexico Open Meetings Act NMSA, 1978 to discuss the Utilities 

Manager performance review and salary. Motion passed unanimously. 

At 7:12 p.m., the Board met in closed session. The meeting was reconvened in open session at 8:04 p.m. The 

Chair reported that the matters discussed in the meeting were limited only to those specified in the motion for 

closure. 

• Mr. Ortega moved and Mr. Talley seconded that the Board recommend to the County Council that the 

Utilities Manager receive a 3% salary increase, based on his FY2012 performance evaluation ranking 


12

XIII. ADJOURNMENT 

DRAFT Page 12 of 12 





of exceeds requirement. Motion passed unanimously. 

The meeting adjourned at 8:06 PM. 

Chair Signature Date 

Glenn Woodwell 

Chair Name 

13

PUBLIC HEARING 

Approval of Modification of Department 

of Public Utilities Rules & Regulations - 

Fee Schedule for Water Hydrant Meters 

Presenter: Janet Bettinger 

14

BOARD OF PUBLIC UTILITIES 

Agenda Documentation 

NAME Janet Bettinger DATE OF MEETING July 18, 2012 

SUBJECT Approval of Modification of Department of Public Utilities Rules & Regulations - 

Fee Schedule for Water Hydrant Meters 

BACKGROUND 

DPU currently charges $950.00 for deposits on water hydrant meters; however, the meters cost 

$1,100.00. Staff is requesting that the Board approve a change to the fee schedule in the Rules 

and Regulations to increase the deposit to cover the cost of the meters should they not be 

returned. 

STAFF IMPACT 

None 

FISCAL IMPACT 

No financial loss if meters are not returned. 

STAFF RECOMMENDATION 

Staff recommends the Board approve a change to the fee schedule raising the water hydrant 

meter deposit from $950.00 to $1,100.00. 

ALTERNATIVES (Required only if item is going to County Council.) 

N/A 

ATTACHMENTS (List A., B., C., etc.) 

A. Redline Version of the Rules & Regulations Fee Schedule 

SUGGESTED MOTION (If item needs to be forwarded to Council, make note of it in the suggested motion.) 

I move that the Board of Public Utilities approve proposed modifications of the Fee Schedule of 

the Department of Public Utilities Rules and Regulations increasing the deposit on water hydrant 

meters from $950.00 to $1,100.00. 

15 

Page 1 of 1

Revised January 24, 2007 July 18, 2012 

RULES AND REGULATIONS 

FEE SCHEDULE (FS) 

Administrative Fees 

Account Initiation and Transfer Fee $25 

Reconnection following disconnection for non-payment – $60 Per trip to 

normal hours 

location, 8:00 AM 

to 4:00 PM M-F 

Reconnection following disconnection for non-payment – $180 Per trip to 

after normal hours 

Deposits 

location, after 

hours, weekends 

and holidays 

Residential $60 per meter 

Commercial Variable Two times the 

highest 

anticipated 

monthly bill 

Water hydrant meter $950$1,100 All commodity 

charges shall be 

at the filed and 

approved rate 

schedule 

Service Fees 

Disconnection or reconnection of electric, gas or water – 

normal hours 

Emergency disconnection or reconnection of electric, gas 

or water – after normal hours 

Non –Emergency disconnection or reconnection of 

electric, gas or water – after normal hours 

No Charge 

Per trip to 

location, 8:00 AM 

to 4:00 PM M-F 

No Charge Per trip to 



and holidays 

$180 Per trip to 



and holidays 

Furnace check fees $85 For up to two 

furnaces 

Meter Test Fees (Requested by customer) 

Electric meters, all sizes $125 

Gas meters 3/4 inch through 1-1/2 inch $85 

Gas meters larger than 1-1/2 inch $175 

Water meters 5/8 inch through 1-1/2 inch $85 

Water meters greater than 1-1/2 inch (in place test) $85 

Construction Fees 

New Service Installations 

100 amp electric residential service installation less than 

150 feet 

200 amp electric residential service installation less than 

150 feet 

$619 Prepaid 

$651 Prepaid 

All other electric service installations Estimated Prepaid 

16

¾ inch gas residential service installation less than 150 

feet 

cost 

$521 Prepaid 

¾ inch service line up to 150 feet, tap to main, and meter, 

out of road 

$629 Prepaid 

¾ inch service line up to 150 feet, tap to main in paved 

road, and meter 

$2166 Prepaid 

All other gas service installations Estimated 

cost 

Prepaid 

¾ inch water meter $196 Prepaid 

1 inch water meter $284 Prepaid 

¾ inch water meter with box, install out of road $1198 Prepaid 

1 inch water meter with box, install out of road $1400 Prepaid 

¾ inch water meter with box, with tap in paved road $2819 Prepaid 

1 inch water meter with box, with tap in paved road $3022 Prepaid 

4 inch sewer tap and saddle with sewer main exposed by 

customer 

All other work including sewer installations, service 

relocations and replacement 

North Mesa Connection Charges 

$250 charge per undeveloped unit where the unit is 

located in a subdivision where the final plat has been 

formally accepted by the County, the charge shall be paid 

for by the individual customer or contractor at the time a 

water meter is requested 

Where the unit is located in a subdivision where the final 

plat has not been accepted by the County, the charge shall 

be paid by the subdivision’s developer at the time the final 

plat is filed with the County 

Inspection Fees for Subdivisions/Commercial Utility 

Infrastructure 

Fees for inspection will be based on a percentage of the 

construction cost estimate for the public Utility 

infrastructure. Estimate shall be prepared by a 

Professional Engineer, registered in the state of New 

Mexico and signed and sealed by the New Mexico 

Professional Engineer and provided to County Utility 

Engineering Department for written approval. 

Revised January 24, 2007 July 18, 2012 

17 

$357 Prepaid 

Estimated 

cost 

$250 per unit 

$250 per unit 

5% of 

construction 

cost estimate 

for the public 

Utility 

infrastructure 

Prepaid 

1.If construction 

scope and or cost 

increases by 10 

percent or more 

than original 

approved scope, 

inspection fee will 

be revised 

accordingly 

2. Utility 

Department 

reserves right to 

modify fees if 

needed.

BUSINESS 

Cooperation on Achieving the County’s 

Sustainability Goals 

Presenter: Stephen Tenbrink, ESB Chair 

18



NAME Stephen Tenbrink DATE OF MEETING 07/18/2012 

SUBJECT Cooperation on Achieving the County’s Sustainability Goals 

BACKGROUND 

The Chair of the Environmental Sustainability Board (ESB), Stephen Tenbrink, will present the 

draft County Sustainability Plan and will discuss efforts to form a stronger collaboration related 

to the energy and water conservation aspects of the Sustainability Plan. 

STAFF IMPACT 

None 

FISCAL IMPACT 

None 


The ESB Chair recommends the following: 

1. UB and ESB form a partnership on all issues relating to energy and water conservation in 

the County. All decisions made with respect to energy and water conservation will have 

input from both boards. 

2. Add a permanent agenda item (similar to Council and County Management) to the UB 

agenda each month for a report from the ESB Liaison. 

3. UB select a member to be a liaison to the ESB. 


N/A 


A. Presentation - Sustainability Common Cause with Environment Sustainability Board 

(ESB) and the Utility Board (UB) 

B. Draft County Sustainability Plan 


No suggested motion. 

19 

Page 1 of 1

ESB presentation to UB 

July 18, 2012 

Sustainability common cause with Environment Sustainability Board (ESB) 

and the Utility Board (UB) 

History of Sustainability efforts 

Information Taken from the (Draft) Sustainability Plan 

2005 Council recognizes six core goals for county, one of which is “Maintain environmental quality”. 

2008 Goals help guide development of Environment Sustainability Initiative (ESI) which narrows 

focus of sustainability to: 

� Environment sustainability policy 

� Waste and recycling 

� hydrocarbon independence, 

� Water use 

� Land use 

� Economic development 

� Education and Outreach 

2009 Council reinforces sustainability commitment by updating goal to be: “Enhance environmental 

quality and sustainability”. Overall goal being a “more sustainable community” with several short and 

long term efforts identified in the ESI with policies to ensure “sustainability is at the forefront of 

decisions made now and into the future”. 

County has formed a County Green Team and a County Fleet Team as part of these goals. 

Sustainability Plan wrt Energy and Water Conservation 

The Sustainability Plan addresses several areas that support the County's goals for sustainability. Some 

address the need for water and energy conservation and the indicators needed to monitor this. Current 

data indicates the need to collaborate with the UB on setting goals for residential energy and water 

usage. Further progress on this is dependent on completion of the current Water and Energy 

Conservation Plan. 

Issue: Energy use per capita in the County increased by 14% from 2006 to 2011. This was in spite of 

the decline in Heating Degree Days between 2007 and 2010. County's energy/capita use is higher than 

such communities as Decatur, GA, Hamilton OH, and Bellingham, WA. It would be beneficial to 

understand what is driving this. 

Request 

We would like to have the UB and the ESB form a stronger collaboration related to the energy and 

water conservation aspects of the Sustainability Plan and suggest 3 specific actions. 

1. UB and ESB form a partnership on all issues relating to energy and water conservation in the 

County. All decisions made with respect to energy and water conservation will have input from 

20

oth boards. 

2. Add a permanent agenda item (similar to Council and County Management) to the UB agenda 

each month for a report from the ESB Liaison. 

3. UB select a member to be a liaison to the ESB. 

21

Sustainability Plan Draft 

Introduction 

Appreciation and respect of the natural environment of Northern New Mexico has long been a cultural 

value shared by the residents of Los Alamos County. In 2005, the Los Alamos County Council recognized 

the public’s desire to preserve this environmental amenity through the adoption of “maintain 

environmental quality” as one of its six core goals. In 2009, Council reinforced this commitment by 

updating the goal to read: “enhance environmental quality and sustainability.” Sustainability refers to 

the concept of meeting present needs without compromising the ability of future generations to meet 

their needs. 

As a result of these goals the County created the Environmental Sustainability Initiative (ESI) (Appendix 

A) in March 2008. This initiative narrowed the County’s focus from the broad concept of sustainability, 

to eight focus areas: environmental sustainability policy, waste and recycling, hydrocarbon 

independence, water, land use, economic development, education and outreach, and measurement and 

reporting. Within these eight focus areas, short and long term programs and activities were proposed to 

enable Los Alamos County to become a more sustainable community. 

The County has made significant progress on a variety of short and long term activities identified in the 

ESI (Appendix B). Policies were passed to ensure sustainability is at the forefront of decisions made now 

and into the future, and significant infrastructure improvements have occurred. The County has taken 

actions to educate all of its employees on the importance of sustainability in internal operations with 

the formation of the County Green Team and County Fleet Team. The charters for these teams can be 

found in Appendix C. The formation of these teams will help ensure that the County government is 

leading the way in transitioning Los Alamos into a more sustainable community. 

Relation of this plan to the Water and Energy Conservation Plan 

It is important to be able to quantitatively measure Los Alamos’ progress toward reaching the Council 

goal to enhance environmental quality and sustainability. This report will document the County’s 

progress by identifying specific sustainability indicators and setting corresponding targets. 

Baseline Boundaries 

The overall boundary for this plan is all of Los Alamos County, including Los Alamos National Laboratory 

(LANL). Specific sustainability indicators will have a narrower focus as indicated in its title and 

description. 

Sustainability Plan Draft Page 1 

22

Sustainability Indicators 

The Los Alamos County sustainability baseline includes two distinctive categories of sustainability 

indicators: static and dynamic. The static indicators look at data that is not likely to change on an annual 

basis and therefore will not have an identifiable trend from year to year. Even though this data will not 

change on an annual basis, it still should be measured and reported due to its relevance to sustainability 

in Los Alamos County, and its changes need to be tracked over a longer period of time. On the other 

hand, dynamic indicators look at data that will change annually and therefore can be used to track the 

County’s yearly progress in efforts to create a more sustainable community. These dynamic indicators 

will serve as the County’s compass, directing Los Alamos County towards its sustainability goals. 

Table 1 identifies the static and dynamic indicators incorporated into the Los Alamos County 

sustainability baseline. Some indicators are focused solely on the local government so that residents 

can track how well the government is implementing sustainability into its own operations. The adopted 

indicators fall short of covering all aspects of sustainability, but they do represent the major focus areas 

adopted by Los Alamos County Council in the Environmental Sustainability Initiative. Representing these 

focus areas with the least number of indicators possible will enable easier and more effective 

understanding of County goals and increase the ease of public education. 

What follows is an analysis of each sustainability indicator which includes three sections: goal, 

performance and strategy. The goal section presents the goal that the County is striving to obtain. 

Goals were selected based upon research on actions being taken by federal, state, and local entities 

across the country, and input from knowledgeable individuals within the County. 

The performance section provides quantitative and qualitative information on how the community is 

performing in each indicator. There is no qualitative information provided specific to LANL usage and 

projects. To find LANL specific qualitative information visit www.lanl.gov/environment. Community 

wide indicators have a baseline year of 2006, based on data availability. The local government specific 

indicators have a baseline year of 2010. The local government indicators have a different baseline as a 

result of the major changes that have occurred since 2006 in the County, and when looking forward the 

most recent data is the most logical for the baseline. 

The strategy section provides a brief description of proposed actions that will enable the community to 

reach the established goal for each indicator. The strategy section does not provide any information 

about specific opportunities available for reduction by LANL. To keep abreast of strategies and 

developments in terms of LANL sustainability initiatives visit www.lanl.gov/environment. 

Static Sustainability Indicators Dynamic Sustainability Indicators 

Accessibility to Public Transit LAC Community Indicators 

LEED Certified County Facilities Residential energy usage 

Prevalence of Parks and Open Space Community greenhouse gas emissions 

Public transit ridership 

Recycling Rate 

Water usage 

Miles of Trails 


23

Table 1: Static vs. dynamic sustainability indicators for Los Alamos County 

Static Sustainability Indicators 

Accessibility to Public Transit 

Effectiveness of Environmental Sustainability 

program 

LAC Local Government Indicators 

County operations greenhouse gas emissions 

Energy Usage of County Facilities 

Water usage in Parks 

Goal 

Maintain current levels of access to public transit with any population expansion. 

Performance 

Currently 81% of Los Alamos County households are within ¼ mile of the bus route, while 93% are within 

½ mile. This data is currently being updated to determine the percentage of residents within close 

proximity to bus stops, since the bus can no longer be stopped anywhere on the route. Atomic City 

Transit also provides connection to NMDOT Park and Ride buses that provide service to Espanola and 

Santa Fe and the North Central Transit District that provides services to many nearby communities. 

In 2010, Atomic City Transit expanded service to provide access to the new Pajarito Cliffs Site building 

which expanded accessibility. Also in 2010, the County Council adopted a Streets and Right-of-Way 

Design Policy that will ensure that accessibility and amenities offered to transit riders are a required 

criteria in the future development of streets and right-of-ways. 

Strategy 

Ensuring that the recently passed Streets and Right-of-Way Design Policy is commonly utilized will help 

increase accessibility and ease of use for public transit. By further integrating public transportation into 

planning for new developments, the County can assure that extensive efforts are made to guarantee 

that public transit is offered and/or the development is located in an area near public transportation. 

LEED Certified County Facilities 

Goal 

One hundred percent of County facilities will meet LEED Silver certification. 

Performance 

LEED, which stands for Leadership in Energy and Environmental Design, is an internationally recognized 

green building certification system developed by the US Green Building Council. With the completion of 

the Judicial Complex and Pajarito Cliffs site in 2010 approximately 40% of the total square footage of 

County facilities are at least LEED Silver Certified. The Pajarito Cliffs site was awarded LEED Gold and the 


24

County will continue to strive towards Gold when cost effective. In five years the County has increased 

the percentage of total building square footage that is LEED certified from 0 to 40%. 

Strategy 

All new County buildings over 5,000 square feet will meet the LEED Silver building standards adopted by 

the County Council. As old buildings are replaced, including the new Municipal Building, LEED silver 

certified or better facilities will take their place. The County will also consider adopting a policy 

requiring all major remodels of County facilities be done to LEED silver standards, thereby assuring that 

those buildings that are not demolished will be updated in a way that maximizes efficiency. 

Prevalence of Parks and Open Space 

Goal 

Maintain the current high level of developed parks and open space Los Alamos County offers residents. 

Performance 

From 2006 to 2010 the amount of parks and open space in Los Alamos County has remained constant at 

approximately 4700 acres. Using the measure of acres per 1,000 population, Los Alamos County’s 

developed parks and open space can be compared to other International City-County Management 

Association (ICMA) communities. In 2010, Los Alamos County had 37.7 acres of developed parks per 

1,000 residents (includes golf course), ranking 5 th highest among 100 reporting ICMA members; and 

240.7 acres of open space per 1,000 residents ranking highest among 75 reporting ICMA members. 

Strategy 

With the acquisition of each new parcel of land by Los Alamos County a portion of the parcel will be 

preserved as parks and/or open space. 

Dynamic Sustainability Indicators 

LAC Community Indicators 

Residential Energy Usage 

Goal 

The development of this goal is dependent upon the completion of a survey of Los Alamos County 

residents on their conservation goals. 

Performance 

Residential energy usage per capita is an indicator that looks at natural gas and electricity usage of 

residential accounts on a per capital basis. In 2006 the residential energy intensity in Los Alamos was 

40.99 million BTU’s per capita. It has increased 14% to 46.67 million BTU’s per capita in 2011. This 

increase is the result of a decline in population coupled with an increase in energy usage. 

The increase in usage from 2008 to 2010 occurred in concert with a slight decline in Heating Degree 

Days (Figure 1). Heating Degree Days measures the amount of time and magnitude that the outside 

temperature is below a determined base temperature. In other words, it provides information on how 


25

much and how often a building needs to be heated. Because the Heating Degree Days did not change 

significantly over the three year period while energy usage increased, indicates that the weather is not 

the driving force of the increase. 

Million BTUs per capita 

Figure 1: Residential energy usage per capita and number of annual heating degree days for Los Alamos County. 

Figure 2 compares the residential energy usage per capita of Los Alamos County to other 

communities across the country. This figure shows that, along with the steady increase seen in 

Figure 1, Los Alamos residents also have a higher per capita usage than other communities. 

Million BTUs per capita 

60 

50 

40 

30 

20 

10 

60 

50 

40 

30 

20 

10 

0 

- 

Residential Energy Usage Per Capita 

10.11 10.20 

10.77 10.86 11.21 11.21 

30.88 32.46 35.72 35.99 37.28 35.46 

2006 2007 2008 2009 2010 2011 

36.93 

Natural Gas Electricity 

Residential Per Capita Energy Usage in 

Communities Across the Country 

39.19 

Bellevue, WA Sarasota 

County, FL 

41.45 

Figure 2: Per capita energy usage from communities across the country as reported in the ICMA FY2010 Sustainability data 

set. Los Alamos usage does not match Figure 1 due to the fact that this data is in fiscal year. 


42.92 

49.83 

Hamilton, OH Decatur, GA Los Alamos 

County, NM 

26

Strategy 

Details concerning energy conservation programs and educational campaigns that will be adopted to 

decrease energy usage in residences can be found in the Water and Energy Conservation Plan. 

Public Transit Ridership 

Goal 

Increase annual transit ridership 100% from 2008 to 2020. 

Performance 

Atomic City Transit was established in late 2007. Since its establishment, its popularity has seen a 

steady increase, with a 49% increase in annual ridership from approximately 312,000 riders in 2008 (the 

first full year of operation) to 460,000 in 2011 (Figure 3). 

# of riders 

60,000 

50,000 

40,000 

30,000 

20,000 

10,000 

Figure 3: Atomic City Transit ridership for the first full four years of service. 

Strategy 

Atomic City Transit recently expanded service to better serve the Eastern Area neighborhoods and 

Pajarito Cliffs Site. During the first year of operation, 30,000 one-way trips were taken on the Eastern 

Area Route. This expansion along with smaller changes focused on increasing rider amenities will help 

attract new riders to Atomic City Transit. 

Recycling Rate 

- 

Atomic City Transit Ridership 

Goal 

Reach an EPA Recycling Rate of 40% by 2020. 

2008 2009 2010 2011 

Performance 

The Los Alamos County Eco Station handles all waste and recycling functions for the community of Los 

Alamos and captures the majority of waste and recycling from Los Alamos National Laboratory. Since 


27

2006 the County recycling rate has increased from 15% to 24%. This increase has been driven by a 46% 

increase in the tons of materials recycled and a 17% decrease in the tons of solid waste generated. The 

County is still significantly below the national average recycling rate of 33%, but above the state 

recycling rate of 16%. 

The EPA recycling rate includes curbside recycling, commercial recycling and recycling at the Eco Station 

(metal, electronic waste, household hazardous waste, brush, and refrigerators). This measurement does 

not include WWTP sludge, concrete, oil and antifreeze, or construction and demolition debris. 

% of MSW Recycled 

35% 

30% 

25% 

20% 

15% 

10% 

5% 

0% 

Los Alamos County Recycling Rate 

2006 2007 2008 2009 2010 2011 

Figure 4: Los Alamos County recycling rate found using EPA methodology for 2006 to 2011. 

Strategy 

Increase participation in current recycling programs, inform residents of the recycling services available 

at the Eco Station, increase the number of materials that can be recycled, and focus on increasing the 

number of local businesses that recycle. 

In order to reach the more aggressive 2020 goal Los Alamos County will need to rethink the way it 

currently treats and handles waste. One way to rethink waste is through the adoption of a Pay-As-You- 

Throw (PAYT) program for residential waste disposal. A PAYT program charges resident’s variable rates 

dependent upon the amount of waste generated, thereby financially incentivizing waste reductions. 

PAYT programs have been successfully adopted in cities across the country and around the world, and 

are found to be a very effective means of increasing waste diversion. The Environmental Services 

Division is currently analyzing the option of switching to a PAYT system. 

Another item for consideration is increasing the types of materials pursued for diversion. The County is 

starting to look beyond the basic commodities currently being recycled and pursing other potential 

diversion streams such as food waste. One service expansion opportunity is to begin a weekly organic 

waste collection service. Many municipalities across the country have implemented such programs, and 

it is a good opportunity to significantly increase the amount of waste diverted from the landfill. 


28

Assuming 27.3% of the Los Alamos County waste stream is organic waste (13.4% yard waste and 13.9% 

food scraps), the national average in 2010 according to the US EPA, there is a potential to divert 

thousands of tons of organic waste from the landfill. Moving forward, Los Alamos also hopes to have 

the opportunity to expand the number of materials residents can place in their curbside recycle roll 

carts. Expanding the amount of plastics accepted as well as accepting paper board products could 

significantly increase the amount of materials recycled. 

Water Usage 

Goal 

The development of this goal is dependent upon the completion of a survey of Los Alamos County 

residents on their conservation goals. 

Performance 

Since 2006 water usage in Los Alamos County has increased 6%. The large increase from 2010 to 2011 

was largely driven by an increased usage by residents during the summer months, presumably for 

watering landscaping during a very dry year (Figure 6). 

Thousands of gallons 

1,400,000 

1,200,000 

1,000,000 

800,000 

600,000 

400,000 

200,000 

Figure 5: Community water usage and annual precipitation (rain and snow) 

Strategy 

Water conservation programs and educational campaigns that will be adopted to decrease water usage 

in Los Alamos County can be found in the Water and Energy Conservation Plan. 

Miles of Trails 

- 

Los Alamos Water Usage 

863,309 788,848 817,600 700,343 783,589 859,541 

345,867 332,867 370,490 383,896 412,759 426,709 

2006 2007 2008 2009 2010 2011 

Los Alamos National Lab Los Alamos County Rainfall 

Goal 

Reach 3.7 miles of trail per 1,000 residents by 2020. 


29 

25 

20 

15 

10 

5 

0 

Inches of rain

Performance 

In 2010, 5 miles of trails were added with the completion of the Canyon Rim Trail and other additions. 

The miles of trail per 1,000 residents increased from 2.9 in 2006 to 3.3 in 2010. With 3.3 miles of trail 

per 1,000 residents, Los Alamos has the third highest value of 90 communities that reported data in the 

FY10 ICMA Parks data set. 

Strategy 

The Los Alamos County Open Space Specialist is continually monitoring land throughout the County in 

search of areas prime for trail development. 

Effectiveness of Environmental Sustainability Program 

Goal 

Receive an excellent or good rating from at least 75% of respondents in 2020 survey. 

Performance 

Performance for this measure is based on responses to the following question in the community survey 

conducted every other year: Effectiveness of County environmental sustainability program. Table 2 

shows citizen responses to the question in the 2010 survey. 

Do you feel the quality of each item is: Count 

n=413 

% 

Excellent (4) 39 9.4% 

Good (3) 120 29.1% 

Fair (2) 58 14% 

Poor (1) 21 5.1% 

Don’t know/not sure/don’t remember/can’t say 175 42.4% 

Average 2.7 

Table 2: Responses from 2010 community survey question regarding the effectiveness of the environmental sustainability 

program 

Close to half of the respondents were unable to rate the sustainability program due to their 

unfamiliarity. These results clearly show that much more public outreach and education need to occur 

on this initiative. 

Strategy 

Raise awareness by increasing public outreach, and focusing on citizen education with the key message 

being how residents can benefit from taking advantage of the sustainability program. 

Community Greenhouse Gas Emissions 

Goal 

The development of this goal is related to the completion of the Los Alamos County Water and Energy 

Conservation Plan. 


30

Performance 

This measure includes emissions from community wide electricity usage, natural gas usage and solid 

waste generation. These emissions include usage from Los Alamos National Laboratory, thereby 

capturing usage and emissions from the entire community of Los Alamos County. 

Greenhouse gas emissions from electricity usage were determined from community electricity usage 

data and information about the sources of electricity used in Los Alamos County. Los Alamos County 

gets all of its electricity from the locally owned Department of Public Utilities, which enables the 

collection of specific data on the sources used to generate electricity. This information is not readily 

available to most communities, and it will result in a higher level of accuracy when calculating emissions 

from electricity usage. 

The two major sources of electricity provided to LAC are coal and hydroelectric facilities. The County is 

partial owner of the San Juan Generation station, a coal fired power plant in New Mexico, and has a lifeof-plant 

entitlement of 10MW from another coal plant in Wyoming. The burning of coal results in one 

of the highest greenhouse gas emissions rates per MWH generated when compared to other electricity 

sources. While on the other hand, the generation of electricity from the two County owned (Abiquiu and 

El Vado) and federally owned hydroelectric facilities results in no direct emissions of greenhouse gases. 

Over the past six years the County has decreased the amount of electricity coming from coal-fired 

power plants by increasing the amount coming from hydroelectric facilities. This has resulted in a 14% 

decrease in greenhouse gas emissions per MWH of electricity from 2006 to 2011. (Figure 7). For a 

thorough explanation of the methodology used to determine emissions from the usage of electricity 

refer to Appendix D. 

+ 


31

= 

Figure 6: The top figure shows the overall electricity usage in Los Alamos County; the middle figure shows the source of 

electricity used in Los Alamos County; the bottom figure shows the resulting emissions from electricity usage in Los Alamos 

County. 

Greenhouse gas emissions from natural gas usage were determined by utilizing World Resource Institute 

(2008), GHG Protocol tool for stationary combustion, Version 4.0. Figure 8 shows the combined 

emissions from natural gas and electricity usage. The emissions are separated into Los Alamos National 

Lab and Los Alamos County and show an overall decline in energy usage of 8% from 2006 to 2009. 


32

Metric Tons CO 2e 

600,000 

500,000 

400,000 

300,000 

200,000 

100,000 

- 

Emissions from Energy Usage 

134,428 132,759 

369,833 352,425 

126,412 

127,276 

313,321 335,213 

2006 2007 2008 2009 

Los Alamos National Lab Los Alamos 

Figure 7: Emissions resulting from the use of natural gas and electricity for Los Alamos and Los Alamos National Lab. 

Greenhouse gas emissions from solid waste include the emissions from the disposal of municipal solid 

waste; this does not include the disposal of any secured waste from Los Alamos National Lab. Los 

Alamos County is responsible for the emissions from the landfill located within its borders and those 

emissions from waste transferred out of the county for disposal. Emissions were found using the 

California Air Resources Board First Order Decay Model version 1.2. For the years 2006 to 2008, all solid 

waste was disposed of in the Los Alamos County landfill and therefore there is only one source of 

greenhouse gas emissions for solid waste. In 2009, some solid waste was disposed in the County landfill 

but the majority was transferred off site. While in 2010 and forward, all solid waste will be transferred 

off site for disposal. Even though the Los Alamos County landfill closed in 2009 it will continue to emit 

methane and carbon dioxide into the atmosphere long into the future, and the County is responsible for 

reporting these emissions. Figure 9 shows the source of landfill emissions for 2006 to 2011. 

Metric Tons CO 2e 

30,000 

25,000 

20,000 

15,000 

10,000 

5,000 

- 

Los Alamos Waste Emissions by Landfill 

4,154 

1,840 619 

2,857 2,494 

18,590 18,884 19,224 19,529 19,427 19,074 

2006 2007 2008 2009 2010 2011 

Los Alamos County Valencia County Rio Rancho 

Sustainability Plan Draft Page 12 

33

Figure 8: Greenhouse gas emissions from the disposal of waste by Los Alamos County reported by the landfill where the 

waste was disposed. 

Table 3 summarizes community wide usage and the resulting emissions from electricity, natural gas and 

the disposal of solid waste. Greenhouse gas emissions have decreased 7% from 2006 to 2009. This 

decline is the result of decreases in emissions from energy usage by the community of Los Alamos and 

Los Alamos National Lab (Table 3). 

2006 

2007 

2008 

2009 

2010 

Electricity Natural Gas Solid Waste 

(MWH) (MMBTU) (Tons) 

Usage 567,090 1,974,683 22,236 

Emissions (Metric Tons) 392.288 117,065 18,590 

Usage 550,613 1,992,770 26,155 

Emissions (Metric Tons) 373,097 118,140 18,884 

Usage 537,067 2,014,298 27,066 

Emissions (Metric Tons) 327,547 119,418 19,224 

Usage 547,113 1,964,328 32,073 

Emissions (Metric Tons) 351,289 116,456 23,683 

Usage 547,967 2,039,078 20,292 

Total 

Emissions 

527,943 

510,121 


491,428 

484,268 

Emissions (Metric Tons) 339,309 120,890 24,069 

Table 3: Community wide greenhouse gas emissions for Los Alamos County (includes emissions from Los Alamos National 

Lab). 

The County, in conjunction with Los Alamos National Lab, has recently undertaken two major renewable 

energy projects that enable the County to receive electricity without creating any harmful greenhouse 

gas emissions. The first project is the installation of a low-flow turbine at the Abiquiu hydroelectric 

facility. This turbine will generate an additional 6,468 MWh of electricity from a renewable energy 

source on an annual basis. The other project is a partnership with the Japanese agency NEDO to place a 

2 MW solar array on the soon to be closed Los Alamos County landfill. 

Strategy 

The strategy for decreasing emissions is inherently tied with reducing the use of electricity and natural 

gas and the creation of waste. Therefore, the strategies discussed previously for these categories apply 

here. An additional approach is to continue to shift the power supply from hydrocarbon electricity 

sources toward renewable energy sources. 

LAC Local Government Indicators 

Due to many recent changes to county facilities it was determined that in order to accurately set local 

government goals 2011 should be used as the baseline year. 

Energy Usage of County Facilities 

Goal 

Reduce the energy usage of County facilities 25% below 2011 levels by 2020. 


34

Performance 

Energy usage is a measure of the total annual amount of purchased energy used in County facilities; this 

includes natural gas and electricity usage. In 2011, County facilities utilized a total of 56,589 million 

BTU’s of energy; 38% from electricity and 62% from natural gas. 

One policy that has, and will continue to, greatly assist in minimizing emissions resulting from energy 

usage is the County Green Building Policy. This policy reduces energy usage by ensuring that all new 

County facilities are built in a way that maximizes energy efficiency and promotes alternative 

transportation. The County also recently performed building assessments and energy audits on all 

county facilities expected to be in operation into the foreseeable future. These audits identified around 

50 potential modifications and energy management changes that have a simple payback of less than ten 

years. These changes could greatly reduce building energy usage and save the County money. 

Strategy 

The County must ensure that the Green Building Policy continues to be implemented; thereby ensuring 

new facilities are energy efficient. In terms of pre-existing facilities, the County needs to enact the 

energy saving measures identified in the recent energy audits. These energy saving measures may come 

with a high upfront cost, but all identified measures will pay themselves off within ten years and result 

in more efficient and greener County infrastructure. The implementation of these energy savings 

measures in conjunction with the building assessment strategy used by the County will ensure existing 

facilities are performing efficiently. 

Creating energy efficient facilities is only part of the solution since it is the behavior of building 

occupants that leads to a significant portion of energy usage in County facilities. Therefore, the County 

will continue to educate County employees in order to reduce inefficient behaviors. In late 2009 County 

employees were reminded to turn off their computers at the end of the work day in order to help save 

electricity and money. The amount of education and information disseminated to County employees 

will increase, spearheaded by the newly formed Green Team. Changing wasteful/inefficient behaviors 

such as leaving the light or computer on when not in the office, or using a space heater during the cooler 

months, can have a noticeable impact on energy usage, and can also help develop behaviors in 

employees that will save them energy and money at home. 

County Operations Greenhouse Gas Emissions 

Goal 

Reduce greenhouse gas emissions from County operations to 25% below 2011 levels by 2020. 

Performance 

This measure includes emissions from fuel usage in County vehicles, and electricity and natural gas use 

in County operations. One common measure that was not included is emissions from waste due to the 

fact that there is no accurate way to ascertain LAC government waste from total County waste figures 

(Table 4). 


35

Electricity Natural Gas Gasoline Diesel 

(MWH) (MMBTU) (Gallons) (Gallons) 

Usage 9,807 35,171 163,762 141.594 

Emissions 

(Metric Tons) 

5,786 2,087 1,443 1,437 

Total 

Emissions 

10,753 

Table 4: County electricity, natural gas and vehicle usage and the resulting greenhouse gas emissions for 2011. 

Through the formation of a Green Team, the County has created a centralized body to work on 

developing policies and implementing specific sustainability initiatives to reduce energy and fuel usage. 

The team is compromised of County employees from a wide range of County departments and divisions 

tasked with creating a more sustainable County government. This team has also spawned a new team 

focused specifically on greening the County fleet. This internal team, combined with ideas and support 

provided by the Environmental Sustainability Board, a collection of County residents who report 

sustainability information directly to the County Council, will ensure that the sustainability efforts of the 

county continue to move forward. 

Strategy 

With buildings playing a significant role in energy usage, they also play a significant role in greenhouse 

gas emissions. Therefore, when focusing on reducing emissions, the County must utilize the strategies 

mentioned in the previous section focused on the energy intensity of facilities. Another approach the 

County is pursuing is the installation of on-site renewable energy systems at County facilities. On-site 

renewable energy systems generate electricity from a renewable source whether it is the sun, wind or 

other source and result in no greenhouse gas emissions. These sources can be used instead of carbon 

intensive electricity that results in high levels of greenhouse gas emissions. On-site renewables in the 

form of solar thermal panels to generate hot water are currently being installed at the new Justice 

Center and Animal Shelter, and are already in use at the Eco Station. 

Water Usage in Parks 

Goal 

Reduce water usage in Los Alamos County parks to 25% below 2011 levels by 2020. 

Performance 

In 2011, 50,690 thousands of gallons of water were utilized for irrigation of County parks and other 

green space. The Park’s division is currently taking proactive measures to help minimize the water 

needs per acre of grass. Frequently aerating grassy areas and planting grass species best fit for the local 

environment ensure that a beautiful landscape is created while minimizing water use. 

Strategy 

Reduce the amount of water used for the irrigation of parks through the installation of timers and 

moisture sensors, and the addition of effluent pipes that will increase the acreage that can be irrigated 

with effluent water. Water sensing sprinklers will eliminate the unnecessary watering of moist areas, 

thereby conserving a vital resource. 


36

Replace high water requirement vegetation, such as grass, with low to no water vegetation. 

Accomplishing this task will require a thorough investigation of the park system in order to identify 

potential areas to be converted without negatively affecting community usage. 

Baseline Update Process 

A report will be published annually updating the County’s progress towards the established goals. The 

annual report will contain updates on the dynamic indicators, providing information on 

accomplishments and citing any necessary adjustments to strategy as a result of unsatisfactory 

performance. The static indicators will be reported every 3 years in the annual report document. 

Critical analysis of dynamic goals and strategies on an annual basis will ensure that issues of 

sustainability are continually at the forefront of importance in Los Alamos County, guiding the 

community toward a brighter future. 


37

Environmental Sustainability Initiative 

for Los Alamos County 

March 2008 

38

Document Reviews: 

Contacts: 

Reviewer Review 

Date 

Revisions Direction 

Tony Mortillaro 12/11/2007 Yes Proceed to Board and CAO 

Solid Waste Advisory Board 12/20/2007 Yes Use as basis for FY09 Work 

Plan for new Board 

Max Baker 1/25/2008 Yes Present to Senior 

Management then Council 

Senior Management Team 2/6/2008 Yes Share with staff 

Public Works Department 2/21/2008 Yes Work with division 

managers on planning 

Dept of Public Utilities 3/6/2008 Yes Incorporate reference to 

Charter, partner as 

appropriate 

County Council 3/18/2008 Yes Implement Initiative 

including Board and 

organizational changes. 

Regina Wheeler, Solid Waste Manager 

Los Alamos County 

Phone: 1-505-662-8050 

Fax: 1-505-662-8051 

regina.wheeler@lacnm.us 

Anthony Mortillaro, Assistant County Administrator 


Phone: 1-505-663-1750 

Fax: 1-505- 

aj.mortillaro@lacnm.us 

www.loasalamosnm.us 

PO Box 30 

Los Alamos, NM 87544 

Version 2.1 - March 20, 2008 

i 39

TABLE OF CONTENTS 

INTRODUCTION 1 

ENVIRONMENTAL SUSTAINABILITY INITIATIVE OVERVIEW 2 

PROPOSED APPROACH 9 

Organizational Structure 9 

Interdepartmental collaboration 9 

Public Involvement 9 

Budget and Funding 10 

Potential Partners 10 

ENVIRONMENTAL SUSTAINABILITY POLICY SURVEY 11 

National Association of Counties 11 

Federal Policy and Programs 11 

EPA 12 

Federal Executive Order 12 

State of New Mexico 13 

BENCHMARK COMMUNITIES AND PROGRAMS 14 

Los Alamos County Accomplishments 14 

Cool Counties Program 15 

Clean Cities Program sponsored by the Department of Energy 15 

Sustainability Program in the City of Albuquerque 16 

Sustainability Program in Flagstaff, AZ 16 

Sustainability Program in Truckee, CA 16 

APPENDIX A - DRAFT OF COUNTY CODE CHAPTER 8 TO ESTABLISH THE 

ENVIRONMENTAL SUSTAINABILITY BOARD 17 

APPENDIX B - LIFECYCLE COST ANALYSIS 18 

i 40


APPENDIX D: FEDERAL EXECUTIVE ORDER: STRENGTHENING FEDERAL 

ENVIRONMENTAL, ENERGY, AND TRANSPORTATION MANAGEMENT 26 

APPENDIX E - LOS ALAMOS COUNTY RESOLUTION 06-06 ESTABLISHING 

HIGH PERFORMANCE GREEN BUILDING STANDARDS FOR COUNTY OF 

LOS ALAMOS PROJECTS 32 

APPENDIX F – CITY OF ALBUQUERQUE ENVIRONMENTAL 

SUSTAINABILITY ACCOMPLISHMENTS 34 

APPENDIX G - SUSTAINABILITY PROGRAM IN TRUCKEE, CA 36 

APPENDIX H - SUSTAINABILITY PROGRAM IN FLAGSTAFF, AZ 38 

41 

Page ii

Introduction 


Governments around the world are beginning to plan for providing services in a 

future likely to present challenges including high energy prices, resource limitations 

and increased regulation. Counties are already experiencing impacts such as water 

quality degradation, more frequent droughts, natural disasters damaging 

infrastructure, and increasing cost of resources. Los Alamos County is also on the 

verge of significant construction and growth projects. Implementing a strategy to 

make County operations and the community at large environmentally sustainable 

provides benefits to citizens including energy security, cost control, cleaner air, and 

healthier lifestyles. Many communities have demonstrated that implementing 

environmental sustainability is an opportunity for cost savings and economic 

development. Commitments to the environment and a better quality of life are 

articulated in Los Alamos County's mission statement: 

"Los Alamos is a unique combination of science and setting. We will preserve our 

safe, small town atmosphere, the natural surroundings and our past. We prize 

excellent schools, outdoor recreation, and the relaxed pace of life where shopkeepers 

and neighbors know your name. We will protect these treasures, even while we 

envision changes that will add to our quality of life." 

The National Association of Counties Environmental Platform for 2007-2008 has 

extensive policy for addressing environmental sustainability for Counties. An excerpt 

from the Environmental Platform states: 

"The National Association of Counties believes protection of the environment and 

wise development of our nation’s resources are obligations shared by citizens, 

private enterprise, and all levels of government. Counties are the primary service 

providers and have a responsibility to protect the health, welfare and safety of its 

citizens, and to maintain and improve their quality of life. Implementing 

environmentally sensitive and cost-efficient strategies to fulfill this responsibility can 

only be accomplished by planning for the appropriate use of natural resources. 

Therefore, counties must be involved as a significant partner in the formative stages 

of developing standards, policies and guidance and have the ability to develop 

specific standards, where appropriate." 

The opportunities for Los Alamos County in pursuing environmental sustainability 

include: 

�� Responsibly planning for the future 

�� Managing costs and reducing lifecycle costs 

�� Branding Los Alamos County as an environmental leader 

�� Delivering on stated goals 

�� Demonstrating community values 

�� Building partnerships 

Los Alamos County and the Department of Public Utilities, like community 

governments across the state and the nation, have already established goals and 

programs for environmental sustainability. 

Existing strategic goals include: 

�� 

Maintain quality essential routine services 

42 

Page 1 of 39

�� 

�� 

�� 

�� 


Maintain environmental quality 

Diversify the economy 

Improve transportation and mobility 

Provide 85% of peak electric with owned sources including renewables 

Existing programs include: 

�� 

�� 

�� 

�� 

�� 

�� 

�� 

High performance green building 

Recycling 

Regional transit 

Renewable energy portfolio 

Low flow turbine at Abiquiu Dam 

Water conservation 

Open space and trails management 

Major milestones have been achieved in each of these areas including ground 

breaking for the first building designed to LEED gold standards; launching a 

comprehensive local bus service; using energy saving LEDs in traffic signals; and 

recycling 40% of the waste brought to the County Landfill. The Department of Public 

Utilities has achieved major milestones in conservation and hydrocarbon 

independence including offering LA Green power to electric utility customers; 

expanding effluent use; educating the public about water conservation and 

xeriscaping; and hiring a Water and Energy Conservation Officer. 

By incorporating a value of environmental sustainability into County activities there 

is an opportunity to lead by example, control costs, inspire community and staff, and 

preserve the environment for future generations. 

Environmental Sustainability Initiative Overview 

This proposal outlines a coordinated approach to incorporate a value of 

environmental sustainability in County actions and achieve environmental, cost 

control and social benefits for the community. Building on existing County 

programs; programs in other communities and recommendations of national 

organizations the program areas listed below are proposed for Los Alamos County: 

�� 

�� 

�� 

�� 

�� 

�� 

�� 

�� 

Environmental Sustainability Policy 

Waste and Recycling 

Hydrocarbon Independence 

Water 

Land Use 

Economic Development 

Education and Outreach 

Measurement and Reporting 

Table 1 lists: proposed activities in each program area; estimated time frame; 

priority; budget; and owner division for each activity. Activities will be undertaken 

and accomplished as assessment deems appropriate and as resources allow. All 

activities may not be accomplished in the proposed timeframes. The list of activities 

may be adjusted and changes reported. 

43 

Page 2 of 39


Achieving environmental sustainability will require action by every County 

department, the Department of Public Utilities, County employee and citizen. To 

ensure coordination, regulatory compliance, and measurable progress, leadership of 

the initiative within the County is required. It is proposed to reprogram the Solid 

Waste Manager position to be the Environmental Manager who will utilize project 

management techniques to coordinate the environmental sustainability programs, 

while maintaining responsibility for solid waste management. The Solid Waste 

Division would be renamed the Environmental Services Division and no increase in 

FTEs is recommended at this time. The Department of Public Utilities and the 

Utilities Board will maintain ownership and jurisdiction over activities according to the 

County Charter. The Environmental Services Division will partner with the 

Department of Public Utilities on initiatives such as building guidelines and increasing 

efficiency of County operations. 

To provide public input, review policy and make recommendations to Council, the 

creation of an Environmental Sustainability Board is recommended. The new Board 

would have responsibilities related to recycling and solid waste management as well 

as other environmental sustainability activities such as green building. It is 

recommended that the Solid Waste Advisory Board be sunset since the new Board 

would have waste and recycling in its purview. The Environmental Sustainability 

Board, in partnership with other Boards, would review policy on environmental 

sustainability initiatives and make recommendations to Council. The Utilities Board 

would maintain ownership of matters related to the public utilities as defined in the 

County Charter. The Environmental Sustainability Board (ESB) could have 

subcommittees for initiatives and the chair of the subcommittee, or staff liaison, 

could attend meetings of other Boards working on the initiative to coordinate efforts. 

Additional public involvement activities would include stakeholder meetings and 

website ability to accept questions and suggestions. 

Table 1 lists the Owner Division where the primary responsibility for performing an 

environmental sustainability activity lies. The Environmental Manager, as the project 

manager for environmental sustainability initiatives outside of the Department of 

Public Utilities, will support owner divisions by: defining the regulatory context and 

making recommendations for compliance with regulations; recommending local 

regulations; synthesizing opportunities and input to guide programs; identifying and 

applying for grant funding; facilitating stakeholder input; establishing public 

information campaigns; preparing and monitoring budget and expenditures; holding 

project/program meetings; managing associated contracts; providing input to new 

state regulations, and ensuring and tracking progress toward goals. The 

Environmental Manager will be responsible for project managing environmental 

sustainability initiatives except those residing in the Department of Public Utilities 

(DPU). 

The cost to begin the environmental sustainability initiative is minimal since 

assessments and planning would be the first activities. It is recommended to budget 

for the initial environmental sustainability activities in the fiscal year 2009 budget. 

Implementation costs would be quantified and included in budget planning in the 

years to come, starting in fiscal year 2010. Table 2 shows the projected timeframe 

for the activities listed in Table 1. Investments in energy efficiency, renewable 

energy and waste reduction are likely to result in some cost savings over the long 

term. Actions toward environmental sustainability may be required by state 

regulations in the future. The cost of some actions will fall on departments across 

the County, such as the cost for hybrid vehicles or recycled content products, while 

44 

Page 3 of 39


other costs may be born by the Environmental Services Division such as the cost of 

the public information about green building. The estimated FY09 costs are 

approximately $40,000. These initial expenses could be funded by the 

Environmental Services Division. Future expenditures could include increased costs 

for hybrid vehicles, facility improvements and system replacements, consulting costs 

for program development and analysis. Options for future funding mechanisms will 

be evaluated and could include grants and possibly a user fee for environmental 

sustainability. 

Many resources exist to support Los Alamos County in pursuing environmental 

sustainability. Partnerships with local and state governments and organizations will 

allow Los Alamos County to progress rapidly by leveraging lessons, tools and 

program designs. Programs and tools aligned with County goals include the Cool 

Counties Program, Energy Star, LEED TM and Clean Cities. Organizations and 

communities that have expressed a commitment to partner with Los Alamos County 

include Los Alamos National Laboratory, Department of Energy, City of Albuquerque 

and Sierra Club Pajarito Chapter and Los Alamos Sustainable Energy. An important 

element of the initiatives will be to collaborate with these and other organizations in 

seeking additional resources and support in achieving mutually desirable 

environmental sustainability goals. 

Los Alamos County is well suited to establish itself as a leader in environmental 

sustainability. It is envisioned to showcase achievements and encourage 

collaboration through an annual sustainability summit organized by Los Alamos 

County. A comprehensive public information campaign will be developed to inform 

and engage the public and County staff as well as brand Los Alamos County as a 

clean community. On an annual basis the Council will be presented a progress 

report and updated program plans to ensure that we are accountable and on the 

right course. 

45 

Page 4 of 39


Table 1. Proposed Initial Activities for Environmental Sustainability 

Budget 

Estimate Owner Division iii 

Priority 

ii 

Time 

Frame 

i 

Program Proposed Initial Activities 


Commitment to 

No additional 

1 

Develop and adopt goals and resolution(s) short 1 

Environmental Services 

Sustainability 

2 Public Board Define Sustainability Board and amend County Code short 1 No additional Environmental Services 

3 Funding Research costs and funding options short 1 No additional Environmental Services 


Recycling in County offices short 1 No additional 

Increase 

4 

Increase recycling by local businesses short 2 No additional Environmental Services 

recycling 

Identify additional opportunities for recycling mid 3 TBD 

Reduce amount 

short 1 In FY08 Environmental Services 

Permanent residential HHW & E-waste drop off 

5 and toxicity of 

budget 

waste Pollution prevention in County operations mid 3 TBD 

Establish goals (recycled, recyclable, non-toxic, energy) short 1 No additional 

6 Green 

1 Up to 5% on 

Purchasing 

purchasing Policy and purchasing preference into County Code short 

some 

purchases 


Non- 

Develop additional hydroelectric energy long 2 TBD 

7 hydrocarbon 

Department of Public Utilities 

energy portfolio 

Develop solar energy long 1 TBD 

Increase use of Increase County employee use of public transit short 1 TBD 

8 

Public Works 

public transit Increase other employer use of public transit mid 2 TBD 

Energy 

Reduce energy use in County buildings mid 1 TBD 


9 Efficiency 

mid 2 In DPU 

Public Works 

County 

Reduce residential energy use 

budget Department of Public Utilities 

10 Energy 

Energy performance code for private building mid 3 No additional Environmental Services 

Efficiency Assess feasibility of winterization assistance short 2 TBD Department of Public Utilities 

46 

Page 5 of 39


Budget 


Priority 

ii 

Time 

Frame 

i 


Residential Assess incentives for residential energy efficiency short 2 TBD Community Development 

short 1 Implement 

Assess feasibility of green County remodels 

cost TBD 

short 1 I mplement 

Assess feasibility green operations of County buildings 

Community Development 

cost TBD 

11 Green building 

Public Works 

mid 2 No cost Department of Public Utilities 

County, cost 

Green building code for private development 

to builders TBD 

No cost 

assessment, 

Assess feasibility of County using hybrid vehicles short 1 

Fuel efficiency 

TBD to 

and alternative 

implement 

12 Public Works 

fuels County 

No cost 

assessment, 

Assess feasibility of alternative fuels in County vehicles short 1 

TBD to 

implement 

No cost 

Fuel efficiency 

assessment, 

13 and alternative Encourage private fuel efficient/alternative fuel vehicles mid 3 Environmental Services 

TBD to 

fuels community 

implement 

Benchmark performance of solar on Eco Station mid 1 No additional 

Increase use of 

Implement Environmental Services 

Assess feasibility alternative energy on County buildings short 2 

14 renewable 

cost TBD Department of Public Utilities 

energy 

Increase County’s use of LA Green Power short 1 TBD 

Public Works 

Solar information and possible demonstration short 2 

TBD 

47 

Water 

Ensure water Assess development of San Juan Chama water mid 1 DPU budget 

15 supply Increase effluent use short 1 DPU Budget Department of Public Utilities 



Reduce residential water use mid 1 DPU budget 

Assess saving water in County operations short 1 No additional 

Implement County operations water savings 

mid 1 

TBD 

Reduce 

County 

water use 

16 

Page 6 of 39


Budget 


Priority 

ii 

Time 

Frame 

i 


Land Use 

17 Preserve open Establish open space goals short 2 No additional Community Development 

space & trails Open space development code short 3 No additional Parks and Recreation 

Economic Devel opment 

LACDC 


Encourage 

18 green Assess feasibility of a sustainable business network mid 3 $1,000 

businesses 

Education and Outreach Environmental Services 


Public involvement events short 1 $3,000/year 

Establish Environmental Sustainability Board short 1 No additional 

Sustainability Summit for government and organizations short 1 $7,500/year short 1 

Virtual Resource Center 

$5,000 

Involve public 

and partners 

19 


Department 

of Public Utilities 

Public Works 

Train County staff and Boards short 1 $4,000 

Environmental Education in Schools 

short 1 No additional 

Change 

behavior with 

information and 

training 

20 


48 

Baseline 

Assess approaches for baselines short 2 No additional 

energy, water, 


21 

waste, open 

No additional 

Perform baselines short 


space 

2 self perform 

LA Scores No additional Environmental Services 

22 Establish and collect data for measures short 1 

measurement 


No additional Environmental Services 

Department of Public 

Utilities 

23 Reporting Semi annual reports at strategic planning sessions short 1 

i 

Timeframes estimate the time to produce results on the activity. Short = 1-3 years; Mid = 3-6 years, Long = 6-10 years. 

ii 

Priorities are assigned since staffing resources are limited and all activities cannot be 

undertaken at once. Priority was 

assigned based on the importance of the activity toward achieving goals while taking into consideration immediate 

opportunities, readiness to pursue the 

activity and expected impact of the activity. Generally, Priority 1 items will be 

undertaken first and priority 2 and 3 items undertaken as resources are available. 

iii 

Owner divisions will be responsible for research, policy development and implementation of initiatives. The Environmental 

Manager will coordinate initiatives. 

Page 7 of 39


Table 2. Environmental Sustainability Activities by Time and Priority 

Proposed Initial Activities 1-3 years 3-6 years 6-10 years 

Time Frame & 

Priority 

2008 2011 2014 

Develop and adopt Environmental Sustainability Policy 

Establish Environmental Sustainability Board 

Research costs and funding options 

Recycle in County offices 

Permanent residential HHW & E-waste drop off 

Establish green purchasing goals and incorporate into Code 

Increase County employee use of public transit 

Assess feasibility of green County remodels & building operation 

Assess feasibility of County hybrid and alternative fuel vehicles 

Increase County's use of LA Green Power 

Assess saving water in County operations 

Conduct public involvement events and Sustainability Summit 

Create a Virtual Resource Center 

Train County staff and Boards 

Education in schools 

Priority 1 

Short Term 

Increase effluent use 

49 

Reduce energy use in County buildings 

Benchmark performance of solar on Eco Station 

Assess development of San Juan Chama water 

Reduce residential water use 

Increase recycling by local businesses 

Assess feasibility winterization assistance & efficiency incentives 

Assess feasibility of alternative energy on County buildings 

Possible solar technology demonstration 

Establish open space goals 

Priority 1 

Mid Term 

Priority 2 

Short Term 

Develop energy, waste and open space baselines 

Develop non-hydrocarbon energy portfolio 

Increase other employer use of public transit 

Reduce residential energy use 

Water savings in County operations 

Energy performance & green building code for private buildings 

Encourage private fuel efficient/alternative fuel vehicles 

Assess feasibility of environmental sustainable business network 

Priority 1 

Long Term 

Priority 2 

Mid, Long Term 

Priority 3 

Short, Mid, Long 

Page 8 of 39

Proposed Approach 

Organizational Structure 


To ensure coordination, regulatory compliance, and measurable progress, leadership 

of the environmental sustainability initiative is required. It is proposed to reprogram 

the Solid Waste Division to be the Environmental Services Division and reprogram 

the Solid Waste Manager position to be the Environmental Manager. The 

Environmental Manager would provide overall coordination for the environmental 

sustainability programs outside of the Department of Public Utilities while 

maintaining responsibility for solid waste management. No increase in FTEs is 

recommended at this time. 

The Solid Waste Management Specialist position would be renamed the 

Environmental Services Specialist and this position would support environmental 

sustainability initiatives with public information campaigns, special events, drafting 

policy, benchmarking programs and identifying funding opportunities. 

Interdepartmental collaboration 

The Environmental Manager would partner with owner divisions to plan, implement 

and monitor environmental sustainability programs. The Environmental Manager 

would be the project manager working with owner departments to implement 

programs much like capital improvement projects are managed by project managers 

partnering with owner organizations and stakeholders. Each program activity would 

have regular project meetings documented by meeting minutes that would establish 

action items, responsible parties and due dates. The Environmental Manager would 

be responsible to establish the regulatory context for each initiative, identify 

funding/grant opportunities, coordinate activities and lead stakeholder involvement. 

Owner divisions would be responsible to provide subject matter expertise and 

execute implementation plans. 

The Department of Public Utilities and the Utilities Board will maintain ownership and 

jurisdiction over activities according to the County Charter. The Environmental 

Services Division will partner with the Department of Public Utilities on initiatives 

such as building guidelines and increasing efficiency of County operations. 

Public Involvement 

Boards and committees provide a proven and effective avenue for public 

involvement. According to Section 8-1 of the County Code: "The primary purpose of 

most volunteer citizen boards and commissions is to gather public input, to review 

policy recommendations by staff when requested, and to make policy 

recommendations to the County Council…". Valuable contribution can be continued 

in this subject area either by reconstituting the Solid Waste Advisory Board as an 

Environmental Sustainability Board or by creating ad hoc committees for specific 

issues on an as needed basis. The experience of the Solid Waste Advisory Board 

leads the Board and staff to recommend the former to have the benefit of the 

consistent public input to the environmental sustainability initiative. Multiple ad-hoc 

committees for various issues could be difficult to manage and would not have the 

50 

Page 9 of 39


benefit of developing a broader perspective the issues and programs. Draft language 

to create the Environmental Sustainability Board in Chapter 8 of the County Code is 

included in Appendix A. 

There is a lot of public interest in recycling and environmental sustainability that can 

help to shape and market a successful program for the community. Stakeholder 

meetings will be utilized for certain activities to involve and educate additional 

community representatives. The recently published Public Involvement Guide for 

Boards and commissions is an excellent aid and should be used in any of these 

involvement formats. 

The Sustainability Board would have responsibility to review policy on environmental 

sustainability except where the policy related mainly to the public utility and were 

therefore, under the jurisdiction of the Utilities Board. The Sustainability Board could 

have subcommittees for each initiative and the chair of the subcommittee could 

attend meetings of other Boards working on the initiative and report back to the 

Sustainability Board. The staff liaison to the Sustainability Board would have 

ultimate responsibility for coordinating efforts and would attend other Board 

meetings whenever appropriate. 

Budget and Funding 

Incorporating a value of environmental sustainability into County and community 

activities will probably introduce an incremental increase in initial cost which could, in 

some cases, result in long term operational cost savings. For instance replacing a 

vehicle when it is scheduled for replacement with a hybrid vehicle could most likely 

cost a little more than a standard sedan but may have lower operating costs. The 

same logic follows for investments in green building and renewable energy sources. 

It is proposed that these incremental costs would be included in the budgets of the 

user organizations or capital improvement project. See Appendix B for life cycle 

cost analysis of hybrid cars and green building. 

Other types of costs that may arise as part of the Environmental Sustainability 

Initiative include costs for consulting services, organization memberships, public 

information and technology demonstrations. Some of these costs can be born by the 

Refuse Enterprise Fund which will be managed by the new Environmental Services 

Division. As the Environmental Sustainability Initiative evolves, it will likely develop 

funding through partnership with the Department of Public Utilities, grants and 

possibly user fees. Should significant revenue streams be developed, a separate 

fund would be created. 

Potential Partners 

Many organizations throughout the region have environmental sustainability 

initiatives and are good candidates for partnering with Los Alamos County. 

Los Alamos National Laboratory 

Department of Energy 

University of New Mexico Los Alamos 

Los Alamos Commerce and Development Corporation 

Los Alamos Public Schools 

Bandelier National Monument 

Valles Caldera Trust 

New Mexico State University- Cooperative Extension Agency 

51 

Page 10 of 39


City of Santa Fe 

City of Albuquerque 

Santa Fe Solid Waste Management Agency 

North Central Regional Transit District 

State of New Mexico 

Environmental Sustainability Policy Survey 

National Association of Counties 

The National Association of Counties 2007-2008 Environmental Platform addresses 

environmental sustainability extensively. A summary of the platform is below, a 

larger exerpt is included in Appendix C. 

"The National Association of Counties believes protection of the environment and 

wise development of our nation’s resources are obligations shared by citizens, 

private enterprise, and all levels of government. Counties are the primary service 

providers and have a responsibility to protect the health, welfare and safety of its 

citizens, and to maintain and improve their quality of life. Implementing 

environmentally sensitive and cost-efficient strategies to fulfill this responsibility can 

only be accomplished by planning for the appropriate use of natural resources. 

Therefore, counties must be involved as a significant partner in the formative stages 

of developing standards, policies and guidance and have the ability to develop 

specific standards, where appropriate." 

Areas identified for action: 

Public Education and Communication 

Air Quality 

Solid and Hazardous Waste Management 

Resource Conservation 

Land Use 

Cleanup of Federal Installations and Weapon Site 

Energy 

Alternative Fuel Vehicles 

Enegy Conservation 

Renewable Energy 

Energy Efficient Building STandards 

Federal Policy and Programs 

The federal agency responsible to protect human health and the environment is the 

Environmental Protection Agency (EPA). The EPA website provides a definition of 

environmental sustainability and provides links to dozens of programs available to 

assist communities and organizations to protect the environment and improve 

quality of life. Excerpts from the website are shown below. 

Federal Agencies have been directed to conduct operations in an environmentally 

sustainable fashion for years; recently enacted policy strengthens that directive. 

Since LANL is a federal facility, it is required to implement environmental 

52 

Page 11 of 39


sustainability policy as directed by executive order. In order to achieve goals, LANL 

is partnering with Los Alamos County on renewable energy and recycling and has 

expressed an interest in further partnerships in areas such as biofuels. Excerpts of 

the Executive Order are below. 

EPA 

The EPA administrator states: "We have a responsibility to sustain - if not enhance - 

our natural environment and our nation's economy for future generations." -Steve 

Johnson, Administrator, U.S. Environmental Protection Agency. EPA provides the 

following overview of sustainability: 

What is sustainability? 

Sustainable development marries two important themes: that environmental 

protection does not preclude economic development and that economic development 

must be ecologically viable now and in the long run. Common use of the term 

"sustainability" began with the 1987 publication of the World Commission on 

Environment and Development report, Our Common Future. Also known as the 

Brundtland Report, this document defined sustainable development as "development 

that meets the needs of the present without compromising the ability of future 

generations to meet their own needs." This concept of sustainability encompasses 

ideas, aspirations and values that continue to inspire public and private organizations 

to become better stewards of the environment and that promote positive economic 

growth and social objectives. The principles of sustainability can stimulate 

technological innovation, advance competitiveness, and improve our quality of life. 

What is EPA doing? 

A combination of forces-including unprecedented growth in population, economy, 

urbanization, and energy use-is imposing new stresses on the earth's resources and 

society's ability to maintain or improve environmental quality. Meeting these new 

challenges, EPA research, policies, and programs are evolving from an emphasis on 

pollution control to pollution prevention to sustainable practices. EPA recognizes that 

every day hundreds of decisions are made that affect our quality of life and that of 

future generations. Collectively these decisions determine how sustainable our future 

will be. Dozens of EPA programs, policy tools, and incentives assist governments, 

businesses, communities, and individuals to be good stewards of the environment, 

make sustainable choices, and manage resources effectively. 

Federal Executive Order 

In January 2007, an executive order "Strengthening Federal Environmental, Energy, 

and Transportation Management" was signed. Exerpts of the policy and goals from 

the executive order are listed below. The entire executive order is contained in 

Appendix D. Exerpts are below. 

Policy statement: "It is the policy of the United States that Federal agencies 

conduct their environmental, transportation, and energy-related activities under the 

law in support of their respective missions in an environmentally, economically and 

53 

Page 12 of 39


fiscally sound, integrated, continuously improving, efficient, and sustainable 

manner." 

Goals of the Executive Order Include: 

� improve energy efficiency and reduce greenhouse gas emmissions. 

� ensure renewable energy from generation projects on agency property 

� reduce wter consumption 

� green purchasing including biobiased, environmentally preferable, recycledcontent 

� reduce use of toxic and hazardsous chemicals and materials 

� increase diversion of solid waste and maintain recycling 

� new construction and remodeling for high performance sustainable buildings 

� reduce fleet consumption of petroleum products and increase use of hybrids 

� energy efficient electronics 

State of New Mexico 

The State of New Mexico is addressing environmental sustainability with policies and 

programs with particular focus on clean energy and emission reduction. A summary 

of policies and programs is below. 

Executive Orders directing action on environmental sustainability include: 

�� EO2004-019 declaring New Mexico the 'Clean Energy State' and 

establishing the Clean Energy Development Council 

�� EO2005-033 establishing goals to reduce New Mexico's greenhouse 

gas emmissions to 2000 levels by the year 2012, 10% below 2000 

levels by 2020 and 75% by 2050. 

�� EO2005-049 entitled "Requiring the Increased Use of Renewable 

Fuels in New Mexico State Government" 

�� EO2006-01 entitled "State of New Mexico Energy Efficient Green 

Building Standards for State Buildings". 

�� EO2006-069 established the Climate Change Action Implementation 

Team 

The Climate Change Advisory Group provided policy recommendations to achieve 

emission reductions. The recommendations include: 

1. Establishing State Greenhouse Gas Reporting 

2. Energy Efficiency Requirements 

3. Green Power Purchasing 

4. Solar Hot Water as an Element of Builiding Codes for New Buildings 

5. Greening Government Operations (including procurement) 

6. Education and Outreach for Building Professionals 

7. Solid Waste Recycling, Source Reduction and Composting 

8. Mandate Renewable Energy - 10% by 2011 

9. Nuclear Power 

10. Alternative Fuel Use 

11. Smart Growth Planning, Modeling, Tools 

12. Multimodal Transporation 

13. Promote LEED for Neighborhood Development 

14. Open Space and Croplands Protection 

15. Biodiesel Production 

54 

Page 13 of 39


One of the State Departments, the New Mexico Energy Minerals and Natural 

Resources Department (EMNRD), is actively promoting resource conservation and 

the development of alternative energy through grants, policy and programs. 

Benchmark Communities and Programs 

Los Alamos County Accomplishments 

Los Alamos County, like community governments across the state and the nation, 

has already established goals and programs for environmental sustainability. 

Existing strategic goals include: 

Policy 

�� 

�� 

�� 

Maintain essential services 

Maintain environmental quality 

Improve transportation and mobility 

� Resolution 06-06 directed staff to evaluate feasibility of; high performance 

green building standards for new construction and renovations; a program to 

support green building outreach; a program to encourage the green building 

supply industry and green building technologies; support recycling. Included 

in Appendix E. 

� Resolution 06-18 dictating that all Los Alamos County funded new 

construction of public buildings in excess of 5,000 square feet would be 

designed and built to a minimum rating of “LEED Silver" using the U.S. 

Green Building Council's LEED-NC rating system. 

Existing programs 

�� 

�� 

�� 

�� 

�� 

�� 

High performance green building 

Recycling 

Regional transit 

Renewable energy portfolio 

Water conservation 

Open space management 

Major milestones have been achieved in each of these areas including ground 

breaking for the first building designed to LEED gold standards; availability of LA 

Green power to electric utility customers; launching a comprehensive local bus 

service; using energy saving LEDs in traffic signals; expanding effluent use; hiring 

the Water and Energy Conservation Officer and recycling 40% of the waste brought 

to the County Landfill. 

55 

Page 14 of 39

Cool Counties Program 


Cool Counties is a program developed to assist Counties in reducing carbon 

emissions and is endorsed by the National Association of Counties. It is based on the 

Cool Cities program to which over 750 cities have committed. Cool Cities in New 

Mexico include: Alamogordo, Albuquerque, Capitan, Las Cruces, Ruidoso, Santa Fe, 

and Taos. The program elements match the program proposed for Los Alamos 

however the Cool Counties program requires a resolution that establishes program 

goals that are different than the goals already adopted by Los Alamos County 

Council. Should Los Alamos choose to register, it could be the first County in New 

Mexico to register in the Cool Counties program. More information is available at 

www.coolcities.us. 

Cool Counties Policies and Programs Template outlines 7 Solution Areas: 

1. Energy Efficiency - includes green building and recycling 

2. Renewable Energy 

3. Fleets/Vehicles/Equipment 

4. Land Use 

5. Transportation 

6. Education and Outreach 

7. Water Conservation 

Clean Cities Program sponsored by the Department of Energy 

The mission of Clean Cities is to advance the energy, economic, and environmental 

security of the United States by reducing the use of petroleum in the transportation 

sector. Clean Cities coordinators lead local geographically-based coalitions composed 

of local fleets, fuel providers, and decision-makers that focus on a united goal: 

petroleum reduction. Since its inception in 1993, Clean Cities and its stakeholders 

have displaced more than 1.2 billion gallons of petroleum. 

LANL is interested in having Los Alamos County participate in Clean Cities and this 

program is aligned with Los Alamos County's goal of becoming hydrocarbon 

independent. 

The goal of Clean Cities is to expand and stimulate alternative fuel and advanced 

technology markets to reduce petroleum consumption by 2.5 billion gallons by 2020. 

Clean Cities is focusing on three primary methods to achieve this goal: 

�� 

�� 

�� 

Replacement: Replacing petroleum used in transportation with 

alternative fuels and blends of non-petroleum replacement fuels. 

Reduction: Reducing petroleum use by promoting energy efficiency in 

vehicles through advanced technology and efficient vehicles. 

Elimination: Eliminating petroleum or other fuel use by promoting 

advanced technologies and greater use of mass transit systems, trip 

elimination measures, and other congestion mitigation approaches. 

56 

Page 15 of 39


Sustainability Program in the City of Albuquerque 

The City of Albuquerque has implemented a comprehensive environmental 

sustainability initiative called "Albuquerque Green". The logo for the initiative 

is shown below and is used on the extensive public information campaign. 

The City has established the following "Green Goals": 

Safe Water 

Alternative Energy 

Zero Waste 

Clean Air 

Alternative Fuels 

Healthy Trees 

Green Building 

Alternative Transportation 

Stop Global Warming 

The City's accomplishments in this program are listed in Appendix F. 

Sustainability Program in Flagstaff, AZ 

The City of Flagstaff Arizona has a population of approximately 53,000 and an 

elevation of approximately 6900 feet. Flagstaff has a Sustainability Program 

directed by the Sustainability and Environmental Management Division 

(SEMD) and the Sustainability Commission. Programs include Sustainability 

and Climate Management; Brownfield Land Recycling and a Hazardous 

Products Center. The Environmental Management Division has 10 staff lead 

by the Sustainability and Environmental Manager and Sustainability Manager 

Additional details about the Flagstaff's program are included in Appendix G. 

Sustainability Program in Truckee, CA 

The town of Truckee, California has a population of approximately 16,000 and 

an elevation of approximately 5,980 ft. Truckee's primary sustainability 

initiatives are green building and recycling. Truckee has a public Green 

Building Committee with designated seats for representatives from industry, 

the planning board and the community at large. Truckee is implementing the 

building energy efficiency standards required by the State of California. 

Truckee also has a Waste Management Advisory Committee and is 

implementing the 50% waste diversion rate required by the State of 

California. Additional details are included in Appendix H. 

57 

Page 16 of 39


Appendix A - Draft of County Code Chapter 8 to 

Establish the Environmental Sustainability Board 

Sec. 8-231. Purpose 

ARTICLE X. ENVIRONMENTAL SUSTAINABILITY BOARD 

The environmental sustainability board is established to serve as the coordinating body for 

environmental sustainability interests of the County and as an advisory body to the County 

Council on sustainability initiatives. 

Sec. 8-232. Membership, Terms and Qualifications 

The board shall consist of seven members. The members shall be appointed for staggered 

terms beginning on September 1 and ending on August 31. 

Sec. 8-233. Duties and responsibilities. 

The environmental sustainability board shall serve in an advisory capacity to the county council 

and shall have the following functions, responsibilities and duties: 

(1) Gather and provide citizen input to staff and Council on ways and means for improving the 

County’s environmental sustainability efforts. For this purpose, the board shall gather 

public input in ways appropriate to the circumstances. 

(2) Recommend ways to involve and educate the community on environmental sustainability 

issues. Develop an annual work plan for consideration by the County Council. Review 

and comment on public involvement and information plans (PIIPs) related to 

environmental sustainability projects outside the Department of Public Utilities. 

(3) With the purpose of collecting public input, review and comment on proposed changes to 

the County Code affecting environmental sustainability policies, programs, and services 

(4) Review and comment to Council on Environmental Sustainability master plans. 

(5) Review all environmental sustainability related matters submitted to the Board by Council. 

(6) Coordinate with other Boards as appropriate on Environmental Sustainability activities. 

58 

Page 17 of 39


Appendix B - Lifecycle Cost Analysis 

59 

Page 18 of 39


Page 19 60of 

39


Page 20 61of 

39


Page 21 62of 

39


Appendix C - National Association of Counties 2007-2008 Environmental Platform 

Excerpt from the NACO Environmental Platform 2007 - 2008 on ENVIRONMENT, 

ENERGY AND LAND USE. 

PHILOSOPHY 

The National Association of Counties believes protection of the environment and wise 

development of our nation’s resources are obligations shared by citizens, private 

enterprise, and all levels of government. 

Counties are the primary service providers and have a responsibility to protect the 

health, welfare and safety of its citizens, and to maintain and improve their quality of 

life. Implementing environmentally sensitive and cost-efficient strategies to fulfill this 

responsibility can only be accomplished by planning for the appropriate use of 

natural resources. Therefore, counties must be involved as a significant partner in 

the formative stages of developing standards, policies and guidance and have the 

ability to develop specific standards, where appropriate. 

Incentive-Based Solutions 

NACo supports federal government incentives to protect the environment and natural 

resources. 

NACo supports the repeal of programs and policies that distort the pricing or 

development of products in a manner that encourages the exploitation of resources, 

discourages recycling and conservation, and provides inducements for greater 

pollution. 

Public Education and Communication 

NACo supports federal assistance and increased funding to assist local governments, 

schools, colleges, and technical and vocation institutions in developing curriculum, 

furnishing laboratories, training staff, teaching students in environmental fields, 

increasing public awareness, and facilitating and enhancing environmental air and 

water quality education within and among county governments. These programs help 

educate the public about the environmental, social, and financial impacts of 

implementing national and state environmental, energy, and land use policies. 

H. Water Conservation—NACo supports federal water conservation strategies that 

provide federal financial and technical assistance to state and local governments to 

design, implement, and evaluate appropriate water conservation measures including 

the rehabilitation of water supply systems. Water conservation should be given 

priority in water projects planning and evaluation where there are limited sources of 

supply. Federal research and grant programs should focus on water reclamation, 

recycling, reuse, and desalination. 

Air Quality 

NACo recognizes the need for on-going and sustained action regarding air quality 

involving all stakeholders at the international, federal, state, and local levels of 

government. The transport of air pollutants is a national and international problem 

and knows no political boundaries. Air pollutants can have significant impacts on 

human health, the economic vitality of communities, natural resources and 

recreation areas, quality of life, and the ecological balance of the world. 

Motor Vehicle Emissions—NACo urges the federal government to set stricter 

standards to help reduce motor vehicle emission levels across the United 

States. 

63 

Page 22 of 39


NACo supports programs to enhance transportation alternatives, including, 

but not limited to, low-pollutant emission vehicles, an increase in mass 

transit, rail, and carpools. 

Greenhouse Gases- NACo urges Congress to aggressively pursue national and 

international programs to develop carbon-neutral energy sources and reduce 

greenhouse gas emissions. Federal funding of sensible and cost-effective 

technologies to reduce greenhouse gases should be continued. 

NACo urges Congress to address global warming, regardless of its source. 

SOLID AND HAZARDOUS WASTE MANAGEMENT 

NACo recognizes that improper management of solid and hazardous waste is a 

national problem, which endangers public health by contributing to air, water, and 

land pollution. Local governments are integral to waste management, especially 

through establishing waste reduction and recycling programs. 

NACo supports a national integrated waste management system incorporating the 

following elements: 

1) Waste Reduction; 2) Recycling; 3) Waste Recycling; and 4) Waste Disposal 

NACo supports the development of a financing mechanism for waste management 

programs through a manufacturer responsibility system and encourages shared 

responsibility between local government and industry. 

ENERGY 

Waste Reduction—NACo encourages federal, state, and local governments to 

support public education designed to promote participation in activities that 

reduce the volume and toxicity of municipal solid waste (MSW). 

NACo encourages federal legislation in support of environmentally 

preferable purchasing that takes into consideration environmental impacts, 

cost effectiveness and flexibility and eliminates disincentive for reusable 

products by government. 

NACo supports federal research and incentive programs for product 

stewardship efforts that will work with manufacturers to minimize or eliminate 

heavy metals or other toxic substances in household products and packaging 

and disposable or “throw-away” products. 

NACo also encourages federal, state, and local governments to create 

incentives for the development of strong, stable private markets for 

recyclable commodities. To support market development, specifications 

must be developed that favor purchasing products containing recycled 

materials. Any government requirements for recycling of specific products 

must include end market development of such products. 

Energy Conservation—NACo supports federal funding and other incentives to 

promote nationwide energy conservation efforts. 

• State Energy Conservation Program; 

• Institutional Conservation Program; 

64 

Page 23 of 39


• Weatherization Assistance Program; 

• Low Income Housing Energy Assistance Program; and 

• Energy STAR Program 

NACo believes the federal government should work with local governments in the 

research, development, and implementation of energy efficient building 

standards. 

Renewable Energy—NACo supports increased federal resources for researching and 

developing renewable energy technologies, including wind, solar, geothermal, 

biomass, electricity from landfill gas, and other forms of waste-to-energy which will 

achieve the objective of clean and safe forms of energy. 

NACo supports increased and multifaceted federal efforts to increase renewable 

energy sources and consumption, including consumption incentives to all levels 

of government to encourage purchase of renewable energy, industry tax incentives, 

such as R&D credits, encouragement to co-ops to replace wired electricity delivered 

to remote rural areas that are not cost effective, and further public and private 

partnerships. 

Alternative Fuel Vehicles—NACo supports a national policy promoting lower pollution 

vehicles, such as Alternative Fuel Vehicles (AFV’s), Hybrids and High Efficiency 

Vehicles (HEV’s), and Advanced Technology Vehicles. 

NACo supports a national strategy, including tax incentives, rebates, and 

promotions, to increase the purchase of lower pollution vehicles by private 

businesses and all levels of government, including tax. However, federal policy must 

be established to ensure the availability of a refueling infrastructure and of 

competitively priced, reliable alternative fuel and alternative fuel vehicles, and should 

consider its impact on gas tax revenues and the highway trust fund before requiring 

conversion of motor vehicle fleets. 

NACo supports an increase in fueling infrastructure stations to support the promotion 

of AFVs. 

NACo supports the DOE’s efforts to decrease reliance on oil by focusing on 

alternative fuels such as ethanol, methanol, compressed natural gas, electricity, and 

biodiesel, among other agents. The ethanol used in E-85 is a renewable fuel that 

provides benefits to American farmers and rural areas of the country. 

NACo supports increased fuel economy standards for trucks and cars to reduce fuel 

costs and air pollution. 

LAND USE 

NACo recognizes that comprehensive land use planning and growth management are 

central to our social and economic stability. How we use our land directly affects our 

ability to accommodate development, protect valuable natural resources, minimize 

pollution, preserve the cultural and historical character of our community, conserve 

energy, provide community facilities and services, and maintain a high quality of life 

for current and future residents. 

Sustainable development principles should include providing protection for the 

integrity and health of our natural resources, enhancements for economic vitality of 

65 

Page 24 of 39


a region, environmental protection for counties to protect open space, farmland, 

national landscapes, watersheds, and critical environmental areas, and social equity 

for all. These principles assume that the benefits derived from smart growth are 

available to all of its citizens. Counties must retain the authority to plan and manage 

growth with federal and state laws being respectful of local initiatives, and provide a 

variety of transportation choices that link transportation decision-making to 

sustainable land use planning to increase safety, reduce traffic congestion, and 

improve air quality. 

Resource Conservation 

NACo supports the option by local government to implement Historical Building tax 

credits and conservation easement programs for historical preservation or to foster 

economic development, providing it is approved though local land use plans. 

NACo supports all levels of government developing techniques to reduce water and 

air pollution, generation of solid waste, inefficient and non-sustainable consumption 

of natural resources, promotion of historic and cultural resource preservation, energy 

resource conservation, full utilization of human resources, and sustainable uses of 

natural resources and space. 

Cleanup of Federal Installations and Weapon Sites 

NACo urges federal recognition that funding to cleanup former and existing federal 

military and other federal complexes is a federal responsibility. To protect human 

health and the environment, NACo believes the federal government should: 

�� Approve full federal funding for environmental cleanup activities at existing 

and former military, nuclear weapons, and other federal complexes; 

�� Make a commitment to complete environmental cleanup at its facilities within 

�� 

�� 

a reasonable and justifiable timeframe; 

Strive to not only comply with environmental laws, but also be a leader in the 

field of environmental cleanup to address public health concerns, ecological 

restoration, and waste management; and 

Consult with local governments regarding transportation and timing of 

cleanup materials. 

Parks and Recreation 

NACo supports continued funding of the Land and Water Conservation Fund (LWCF), 

with funding priority given to those areas in greatest need of open space protection. 

NACo supports federal programs which make surplus federal real and personal 

property available at no or reduced costs to local governments for parks and 

recreational purposes. 

NACo opposes legislation to limit the ability of counties to utilize reasonable user 

fees, as long as they do not deny persons with modest incomes access, to help 

defray some of the operational and maintenance costs for public parks and 

recreation programs. 

66 

Page 25 of 39


Appendix D: Federal Executive Order: Strengthening 

Federal Environmental, Energy, and Transportation 

Management 

Page 26 of 39 

For Immediate Release 

Office of the Press Secretary 

January 24, 2007 

Executive Order: Strengthening Federal Environmental, Energy, and 

Transportation Management 

By the authority vested in me as President by the Constitution and the laws of the United States 

of America, and to strengthen the environmental, energy, and transportation management of 

Federal agencies, it is hereby ordered as follows: 

Section 1. Policy. It is the policy of the United States that Federal agencies conduct their 

environmental, transportation, and energy-related activities under the law in support of their 

respective missions in an environmentally, economically and fiscally sound, integrated, 

continuously improving, efficient, and sustainable manner. 

Sec. 2. Goals for Agencies. In implementing the policy set forth in section 1 of this order, the head 

of each agency shall: 

(a) improve energy efficiency and reduce greenhouse gas emissions of the agency, through 

reduction of energy intensity by (i) 3 percent annually through the end of fiscal year 2015, or (ii) 

30 percent by the end of fiscal year 2015, relative to the baseline of the agency's energy use in 

fiscal year 2003; 

(b) ensure that (i) at least half of the statutorily required renewable energy consumed by the 

agency in a fiscal year comes from new renewable sources, and (ii) to the extent feasible, the 

agency implements renewable energy generation projects on agency property for agency use; 

(c) beginning in FY 2008, reduce water consumption intensity, relative to the baseline of the 

agency's water consumption in fiscal year 2007, through life-cycle cost-effective measures by 2 

percent annually through the end of fiscal year 2015 or 16 percent by the end of fiscal year 2015; 

(d) require in agency acquisitions of goods and services (i) use of sustainable environmental 

practices, including acquisition of biobased, environmentally preferable, energy-efficient, waterefficient, 

and recycled-content products, and (ii) use of paper of at least 30 percent postconsumer 

fiber content; 

(e) ensure that the agency (i) reduces the quantity of toxic and hazardous chemicals and 

materials acquired, used, or disposed of by the agency, (ii) increases diversion of solid waste as 

appropriate, and (iii) maintains cost-effective waste prevention and recycling programs in its 

facilities; 

f) ensure that (i) new construction and major renovation of agency buildings comply with the 

Guiding Principles for Federal Leadership in High Performance and Sustainable Buildings set 

67


forth in the Federal Leadership in High Performance and Sustainable Buildings Memorandum of 

Understanding (2006), and (ii) 15 percent of the existing Federal capital asset building inventory 

of the agency as of the end of fiscal year 2015 incorporates the sustainable practices in the 

Guiding Principles; 

(g) ensure that, if the agency operates a fleet of at least 20 motor vehicles, the agency, relative to 

agency baselines for fiscal year 2005, (i) reduces the fleet's total consumption of petroleum 

products by 2 percent annually through the end of fiscal year 2015, (ii) increases the total fuel 

consumption that is non-petroleum-based by 10 percent annually, and (iii) uses plug-in hybrid 

(PIH) vehicles when PIH vehicles are commercially available at a cost reasonably comparable, on 

the basis of life-cycle cost, to non-PIH vehicles; and 

(h) ensure that the agency (i) when acquiring an electronic product to meet its requirements, 

meets at least 95 percent of those requirements with an Electronic Product Environmental 

Assessment Tool (EPEAT)-registered electronic product, unless there is no EPEAT standard for 

such product, (ii) enables the Energy Star feature on agency computers and monitors, (iii) 

establishes and implements policies to extend the useful life of agency electronic equipment, and 

(iv) uses environmentally sound practices with respect to disposition of agency electronic 

equipment that has reached the end of its useful life. 

Sec. 3. Duties of Heads of Agencies. In implementing the policy set forth in section 1 of this order, 

the head of each agency shall: 

(a) implement within the agency sustainable practices for (i) energy efficiency, greenhouse gas 

emissions avoidance or reduction, and petroleum products use reduction, (ii) renewable energy, 

including bioenergy, (iii) water conservation, (iv) acquisition, (v) pollution and waste prevention 

and recycling, (vi) reduction or elimination of acquisition and use of toxic or hazardous chemicals, 

(vii) high performance construction, lease, operation, and maintenance of buildings, (viii) vehicle 

fleet management, and (ix) electronic equipment management; 

(b) implement within the agency environmental management systems (EMS) at all appropriate 

organizational levels to ensure (i) use of EMS as the primary management approach for 

addressing environmental aspects of internal agency operations and activities, including 

environmental aspects of energy and transportation functions, (ii) establishment of agency 

objectives and targets to ensure implementation of this order, and (iii) collection, analysis, and 

reporting of information to measure performance in the implementation of this order; 

(c) establish within the agency programs for (i) environmental management training, (ii) 

environmental compliance review and audit, and (iii) leadership awards to recognize outstanding 

environmental, energy, or transportation management performance in the agency; 

(d) within 30 days after the date of this order (i) designate a senior civilian officer of the United 

States, compensated annually in an amount at or above the amount payable at level IV of the 

Executive Schedule, to be responsible for implementation of this order within the agency, (ii) 

report such designation to the Director of the Office of Management and Budget and the 

Chairman of the Council on Environmental Quality, and (iii) assign the designated official the 

authority and duty to (A) monitor and report to the head of the agency on agency activities to 

carry out subsections (a) and (b) of this section, and (B) perform such other duties relating to the 

implementation of this order within the agency as the head of the agency deems appropriate; 

(e) ensure that contracts entered into after the date of this order for contractor operation of 

government-owned facilities or vehicles require the contractor to comply with the provisions of 

this order with respect to such facilities or vehicles to the same extent as the agency would be 

required to comply if the agency operated the facilities or vehicles; 

68 

Page 27 of 39


(f) ensure that agreements, permits, leases, licenses, or other legally-binding obligations between 

the agency and a tenant or concessionaire entered into after the date of this order require, to the 

extent the head of the agency determines appropriate, that the tenant or concessionaire take 

actions relating to matters within the scope of the contract that facilitate the agency's compliance 

with this order; 

(g) provide reports on agency implementation of this order to the Chairman of the Council on 

such schedule and in such format as the Chairman of the Council may require; and 

(h) provide information and assistance to the Director of the Office of Management and Budget, 

the Chairman of the Council, and the Federal Environmental Executive. 

Sec. 4. Additional Duties of the Chairman of the Council on Environmental Quality. In 

implementing the policy set forth in section 1 of this order, the Chairman of the Council on 

Environmental Quality: 

(a) (i) shall establish a Steering Committee on Strengthening Federal Environmental, Energy, and 

Transportation Management to advise the Director of the Office of Management and Budget and 

the Chairman of the Council on the performance of their functions under this order that shall 

consist exclusively of (A) the Federal Environmental Executive, who shall chair, convene and 

preside at meetings of, determine the agenda of, and direct the work of, the Steering Committee, 

and (B) the senior officials designated under section 3(d)(i) of this order, and (ii) may establish 

subcommittees of the Steering Committee, to assist the Steering Committee in developing the 

advice of the Steering Committee on particular subjects; 

(b) may, after consultation with the Director of the Office of Management and Budget and the 

Steering Committee, issue instructions to implement this order, other than instructions within the 

authority of the Director to issue under section 5 of this order; and 

(c) shall administer a presidential leadership award program to recognize exceptional and 

outstanding environmental, energy, or transportation management performance and excellence in 

agency efforts to implement this order. 

Sec. 5. Duties of the Director of the Office of Management and Budget. In implementing the policy 

set forth in section 1 of this order, the Director of the Office of Management and Budget shall, 

after consultation with the Chairman of the Council and the Steering Committee, issue 

instructions to the heads of agencies concerning: 

(a) periodic evaluation of agency implementation of this order; 

(b) budget and appropriations matters relating to implementation of this order; 

(c) implementation of section 2(d) of this order; and 

(d) amendments of the Federal Acquisition Regulation as necessary to implement this order. 

Sec. 6. Duties of the Federal Environmental Executive. A Federal Environmental Executive 

designated by the President shall head the Office of the Federal Environmental Executive, which 

shall be maintained in the Environmental Protection Agency for funding and administrative 

purposes. In implementing the policy set forth in section 1 of this order, the Federal 

Environmental Executive shall: 

69 

Page 28 of 39


(a) monitor, and advise the Chairman of the Council on, performance by agencies of functions 

assigned by sections 2 and 3 of this order; 

(b) submit a report to the President, through the Chairman of the Council, not less often than 

once every 2 years, on the activities of agencies to implement this order; and 

(c) advise the Chairman of the Council on the Chairman's exercise of authority granted by 

subsection 4(c) of this order. 

Sec. 7. Limitations. (a) This order shall apply to an agency with respect to the activities, 

personnel, resources, and facilities of the agency that are located within the United States. The 

head of an agency may provide that this order shall apply in whole or in part with respect to the 

activities, personnel, resources, and facilities of the agency that are not located within the United 

States, if the head of the agency determines that such application is in the interest of the United 

States. 

(b) The head of an agency shall manage activities, personnel, resources, and facilities of the 

agency that are not located within the United States, and with respect to which the head of the 

agency has not made a determination under subsection (a) of this section, in a manner consistent 

with the policy set forth in section 1 of this order to the extent the head of the agency determines 

practicable. 

Sec. 8. Exemption Authority. (a) The Director of National Intelligence may exempt an intelligence 

activity of the United States, and related personnel, resources, and facilities, from the provisions 

of this order, other than this subsection and section 10, to the extent the Director determines 

necessary to protect intelligence sources and methods from unauthorized disclosure. 

(b) The head of an agency may exempt law enforcement activities of that agency, and related 

personnel, resources, and facilities, from the provisions of this order, other than this subsection 

and section 10, to the extent the head of an agency determines necessary to protect undercover 

operations from unauthorized disclosure. 

(c) (i) The head of an agency may exempt law enforcement, protective, emergency response, or 

military tactical vehicle fleets of that agency from the provisions of this order, other than this 

subsection and section 10. 

(ii) Heads of agencies shall manage fleets to which paragraph (i) of this subsection refers in a 

manner consistent with the policy set forth in section 1 of this order to the extent they determine 

practicable. 

(d) The head of an agency may submit to the President, through the Chairman of the Council, a 

request for an exemption of an agency activity, and related personnel, resources, and facilities, 

from this order. 

Sec. 9. Definitions. As used in this order: 

(a) "agency" means an executive agency as defined in section 105 of title 5, United States Code, 

excluding the Government Accountability Office; 

(b) "Chairman of the Council" means the Chairman of the Council on Environmental Quality, 

including in the Chairman's capacity as Director of the Office of Environmental Quality; 

(c) "Council" means the Council on Environmental Quality; 

70 

Page 29 of 39


(d) "environmental" means environmental aspects of internal agency operations and activities, 

including those environmental aspects related to energy and transportation functions; 

(e) "greenhouse gases" means carbon dioxide, methane, nitrous oxide, hydrofluorocarbons, 

perfluorocarbons, and sulfur hexafluoride; 

(f) "life-cycle cost-effective" means the life-cycle costs of a product, project, or measure are 

estimated to be equal to or less than the base case (i.e., current or standard practice or product); 

(g) "new renewable sources" means sources of renewable energy placed into service after 

January 1, 1999; 

(h) "renewable energy" means energy produced by solar, wind, biomass, landfill gas, ocean 

(including tidal, wave, current and thermal), geothermal, municipal solid waste, or new 

hydroelectric generation capacity achieved from increased efficiency or additions of new capacity 

at an existing hydroelectric project; 

(i) "energy intensity" means energy consumption per square foot of building space, including 

industrial or laboratory facilities; 

(j) "Steering Committee" means the Steering Committee on Strengthening Federal 

Environmental, Energy, and Transportation Management established under subsection 4(b) of 

this order; 

(k) "sustainable" means to create and maintain conditions, under which humans and nature can 

exist in productive harmony, that permit fulfilling the social, economic, and other requirements of 

present and future generations of Americans; and 

(l) "United States" when used in a geographical sense, means the fifty states, the District of 

Columbia, the Commonwealth of Puerto Rico, Guam, American Samoa, the United States Virgin 

Islands, and the Northern Mariana Islands, and associated territorial waters and airspace. 

Sec. 10. General Provisions. (a) This order shall be implemented in a manner consistent with 

applicable law and subject to the availability of appropriations. 

(b) Nothing in this order shall be construed to impair or otherwise affect the functions of the 

Director of the Office of Management and Budget relating to budget, administrative, or legislative 

proposals. 

(c) This order is intended only to improve the internal management of the Federal Government 

and is not intended to, and does not, create any right or benefit, substantive or procedural, 

enforceable at law or in equity by a party against the United States, its departments, agencies, 

instrumentalities, entities, officers, employees or agents, or any other person. 

Sec. 11. Revocations; Conforming Provisions. (a) The following are revoked: 

(i) Executive Order 13101 of September 14, 1998; 

(ii) Executive Order 13123 of June 3, 1999; 

(iii) Executive Order 13134 of August 12, 1999, as amended; 

71 

Page 30 of 39


(iv) Executive Order 13148 of April 21, 2000; and 

(v) Executive Order 13149 of April 21, 2000. 

(b) In light of subsection 317(e) of the National Defense Authorization Act for Fiscal Year 2002 

(Public Law 107 107), not later than January 1 of each year through and including 2010, the 

Secretary of Defense shall submit to the Senate and the House of Representatives a report 

regarding progress made toward achieving the energy efficiency goals of the Department of 

Defense. 

(c) Section 3(b)(vi) of Executive Order 13327 of February 4, 2004, is amended by striking 

"Executive Order 13148 of April 21, 2000" and inserting in lieu thereof "other executive orders". 

GEORGE W. BUSH 

THE WHITE HOUSE, 

January 24, 2007. 

72 

Page 31 of 39


Appendix E - Los Alamos County Resolution 06-06 

ESTABLISHING HIGH PERFORMANCE GREEN 

BUILDING STANDARDS FOR COUNTY OF LOS ALAMOS 

PROJECTS 

WHEREAS, construction of public buildings to high performance green building 

standards will improve the health of Los Alamos County employees and citizens, 

increase the production and use of renewable and non-polluting energy sources, reduce 

waste, recycle materials, conserve water, reduce CO2 emissions, and empower 

sustainable economic development; and 

WHEREAS, the Federal Government through programs within many of its key 

agencies and numerous State governments as well as municipalities across the U.S. 

have adopted high performance green building principles through the incorporation of 

the U.S. Green Building Council (USGBC) Leadership in Energy and Environmental 

Design (LEED) rating system into their Building services; and 

WHEREAS, a recent study by the Lawrence Berkley Laboratory, Capital E group, 

and 40 California State Agencies completed the most definitive cost-benefit analysis of 

green buildings ever conducted and concluded that the financial benefits of green design 

are between $50 and $70 per square foot in a LEED building, more than 10 times the 

additional cost associated with building green; and 

WHEREAS, the construction industry in the County of Los Alamos represents a 

significant portion of our economy through Capital Improvement Projects and proposed 

economic development, and as a significant portion of the building industry is 

represented by small business, an increase in sustainable building practices will 

encourage and promote new and innovative small business development throughout the 


NOW, THEREFORE, THE COUNCIL OF THE INCORPORATED COUNTY OF 

LOS ALAMOS HEREBY RESOLVES THAT: 

Section 1. The County shall consider adopting specific standards to implement 

and facilitate the use of high performance green building practices for both new and 

existing buildings throughout the County of Los Alamos. 

Section 2. The County shall investigate the fiscal impact of requiring that all Los 

Alamos County funded projects 5,000 square feet and above and/or using over 50 KW 

electrical demand be built to a minimum rating of "Silver" using the U.S. Green Building 

Council's LEED-NC, LEED-EB, LEED-CS, or LEED-CI rating system in effect 

as of the project registration date.* 

Section 3. The County shall investigate the fiscal impact of requiring that all 

renovations of existing County buildings requiring two of the three major system 

replacements meet a USGBC LEED Silver Certification, and that all other renovations, 

repairs, and replacements employ best green building practices. 

Page 32 73of 

39


Section 4. The County shall consider development of a program which actively 

supports green building outreach through County training and technical assistance 

efforts. 

Section 5. The County shall evaluate the feasibility of establishing a 

"Sustainable Business Network” to complement an in-city high performance green 

building program and to encourage the development of a green building supply industry 

and green building technologies to foster job and wealth creation in Los Alamos County. 

Section 6. The County shall make every reasonable and practical effort to 

support waste management recycling. 

Section 7. County agencies shall be encouraged to work cooperatively with one 

another to achieve the goals outlined in this resolution. 

PASSED AND ADOPTED this 28th day of February, 2006. 

Page 33 74of 

39


Appendix F – City of Albuquerque Environmental 

Sustainability Accomplishments 

Water Supply 

�� 

Secured a sustainable water supply by implementing the San Juan- 

Chama water project in 2003. 

�� 

Reduce water usage in Albuquerque by over 30% in 10 years. 

�� Xeriscaping rebate program 

�� Low-flow appliance rebate program 

Greenhouse Gas Reduction 

�� 

�� 

Committed to the U.S. Conference of Mayor’s Climate Protection 

Agreement. 

Completed a greenhouse gas (GHG) emission inventory for the 

City. Achieved a 64% reduction in greenhouse gases between 

1990 and 2005 in Albuquerque. 

Renewable Energy and Biofuels 

�� 

Converted 20% of City’s energy to wind power. 

�� 

�� 

Directed that all purchases of motor vehicles by the City be limited 

to alternative fuel vehicles, effective March 1, 2006. 

Use anaerobic digesters to convert organic waste removed during 

the sewage treatment process into methane gas. This has resulted 

in an estimated savings of $2,000,000 per year in avoided 

electricity purchases. 

Planting & Maintaining Trees 

�� 

�� 

�� 

Alternative Transportation 

�� 

�� 

Acquisition and preservation of over 4,000 acres of public open 

space. 

Restoration of the Albuquerque Rio Grande Bosque including 

exotic-species eradication. 

Funding to plant 2000 trees per year in Albuquerque 

Launched Rapid Ride, downtown trolley, downtown shuttle bus 

systems and Albuquerque-Rio Rancho connection to the NM 

RailRunner. 

Created Bike & Ride program and one of the most extensive Bike 

Trail Systems in the country to encourage cycling. 

Page 34 75of 

39

Recycling 

Energy Conservation 


�� 

�� 

�� 

�� 

�� 

�� 

�� 

�� 

�� 


Albuquerque has a comprehensive recycling program including 

curbside pick-up and centers for drop-off recycling. 

Zero Waste Commitment - developing a strategic plan for 

implementation to include waste reduction, recycling, manufacturer 

responsibility and market development. 

Converting traffic signals in Albuquerque to LED technology. When 

complete, this will result in an energy savings of 12,000,000 kWh 

and a financial savings of $900,000 per year. 

Energy audits on municipal facilities. 

Converted outdated lighting at City Hall, parking structures, police 

substations, fire stations, and community centers to modern, more 

efficient lighting technology. This has resulted in an energy savings 

of 5,000,000 kWh and a financial savings of $375,000 per year. 

Legislation to set aside 3% of city bond revenues for energy 

conservation and renewables. 

Established green building standards for all building projects 

funded by the City, including requirements to meet or exceed LEED 

Silver rating. 

City agencies work with private industry to recruit "green building 

supply industries" to Albuquerque. 

Adopted the 2030 Challenge designed to reduce fossil fuels used by 

the building sector. The goal is that the building industry becomes 

carbon-neutral by 2030. 

Organizational Structure and Partnerships 

�� 

Hired a Sustainability Manager in the Mayor's office 

�� 

�� 

�� 

Established the E-Team to implement sustainability initiatives 

within the Albuquerque City government and the community. 

Member of U.S. Department of Energy's Clean Cities program. 

All employees have been trained on sustainability and asked to 

commit to change two behaviors to achieve goals. 

Page 35 76of 

39


Appendix G - Sustainability Program in Truckee, CA 

The town of Truckee, California has a population of approximately 16,000 and 

an elevation of approximately 5,980 ft. Truckee's primary sustainability 

initiatives are green building and recycling. Truckee has a public Green 

Building Committee with designated seats for representatives from industry, 

the planning board and the community at large. Truckee is implementing the 

building energy efficiency standards required by the State of California. 

Truckee also has a Waste Management Advisory Committee and is 

implementing the 50% waste diversion rate required by the State of 

California. Additional details are shown below. 


Mission Statement 

The Truckee Green Building Committee’s mission is to provide Green Building 

support and direction to the Town of Truckee through: 

¤ Education/promotion of sustainable and green practices 

¤ Collaboration with other local, regional and State jurisdictions 

¤ Promotion of innovative green technologies 

¤ Recognition of success 

Committee Goals and Objectives 

Goal 1: Promote a sustainable and green Truckee. 

Goal 2: Use and promote green technology when possible. 

GREEN BUILDING COMMITTEE 

Committee Member Qualification 

Contractor's Association of Truckee/Tahoe 

Sierra Green Building Association 

Truckee Donner Public Utility District 

Professional in design/landscaping 

Tahoe Truckee Engineers Association 

Mountain Area Preservation Foundation 

Tahoe Sierra Board of Realtors 

Building Materials Supply Company 

Local Architect 

At-Large Member 



Planning Commission 

Planning Commission Alternate 

Council Member 

Council Member 

Staff 

Page 36 77of 

39

Recycling 


FREE Household Hazardous Waste Collection Days. 

The Waste Management Advisory Council is comprised of thirteen local 

residents and the Assistant to the Town Manager. The committee is serving 

the Town in an advisory capacity to help Truckee meet the State-mandated 

50% recycling goal by the year 2000. 

Business Waste Reduction Program 

Mixed Office Paper Recycling Program 

Used Oil Recycling 

Page 37 78of 

39


Appendix H - Sustainability Program in Flagstaff, AZ 

Overview 

Programs 

The City of Flagstaff Arizona has a population of approximately 53,000 and an 

elevation of approximately 6900 feet. Flagstaff has a Sustainability Program 

directed by the Sustainability and Environmental Management Division 

(SEMD) and the Sustainability Commission. 

Anti-Litter & Environmental Code Enforcement 

Brownfield Land Recycling 

Environmental Management 

Hazardous Products Center 

Recycling & Compost Education 

Sustainability and Climate Management 

Regional Transit 

Organizational Structure 

The Sustainability and Environmental Management Division's role is to: "work to 

ensure that all residents of Flagstaff are provided with a clean, safe, and ecologically 

sound community. Our mission is to preserve and enhance the environment by 

implementing natural resource conservation and sustainability through leadership 

and education. Our programs promote sustainability and conservation strategies with 

an emphasis on recycling, anti-litter, Brownfield land recycling, climate management, 

composting, energy efficiency, environmental compliance, landfill management, 

renewable energy and fuels, safe disposal of hazardous products and wastes, 

sustainable community planning and waste reduction." 

Sustainability & Environmental Manager 

Sustainability Manager 

Brownfield Specialist 

Brownfield Assistant 

Environmental Program Assistant 

Environmental Project Manager 

Environmental Program Specialist, HPC 

Environmental Technician 

Environmental Code Enforcement Aide 

Environmental Code Specialist 

Public Board: Sustainability Commission 

The Sustainability Commission consists of seven Council-appointed members. 

The commission is responsible for recommending and coordinating activities 

Page 38 79of 

39


in concert with the Flagstaff sustainability program, the U.S. Mayors’ Climate 

Protection Agreement, and other sustainability initiatives. 

To accomplish these objective, the commission will address (although not 

exclusively) climate and air quality; transportation; energy; solid waste and 

toxic substances; water, wastewater, and stormwater; sustainable building 

and purchasing practices; and sustainable economic development. Among the 

commission’s directives are promotion of sustainable practices in all spheres 

of life and educating the public. 

Commission Projects 

The Sustainability Commission is currently working with the Sustainability 

Program Staff on the following projects: 

- Community recommendations for the Sustainability Plan 

- Earth Day event organization 

- Adopt an Avenue clean-up 

Flagstaff Sustainability Assessment 

The City of Flagstaff has developed a variety of innovative programs that 

demonstrate its commitment to sustainability. The Sustainability Assessment 

will provide a detailed inventory of the City's stewardship efforts, as well as 

identifying a baseline for the City's pending Sustainability Plan. The 

Sustainability Assessment will be available to the community and is scheduled 

for completion in December 2008. 

80 

Page 39 of 39

Appendix B: Los Alamos County 

Sustainability Accomplishments 

This document summarizes sustainability accomplishments made in Los Alamos, New Mexico. 

These accomplishments are organized by the program areas identified in the Environmental 

Sustainability Initiative (ESI) published in 2008. The ESI is a roadmap for sustainability action 

in Los Alamos County, and therefore is a good way to characterize the accomplishments to date. 


The County has taken significant policy actions to assist in the creation of a more sustainable 

community. The first step was the adoption in 2005 of the County Council goal to “maintain 

environmental quality”; this goal was then changed in 2009 to its current iteration: “enhance 

environmental quality and sustainability.” Driven by this new goal, County staff reorganized the 

Solid Waste Division, creating the Environmental Services Division that would guide 

sustainability efforts. This reorganization coincided with a revamping of the Solid Waste Board, 

creating the Environmental Sustainability Board: a citizen-populated Board that would assist 

staff and the Council in the effort to create a more sustainable community. In an effort to carry 

out the County council goal staff has taken the following policy related actions. 


The County created the Environmental Sustainability Initiative in March 2008. This initiative 

narrowed the County’s focus from the broad concept of sustainability, to eight focus areas: 

environmental sustainability policy, waste and recycling, hydrocarbon independence, water, land 

use, economic development, education and outreach, and measurement and reporting. Within 

these eight focus areas, short and long term programs and activities were proposed to enable Los 

Alamos County to become a more sustainable community. 

Green Purchasing Preference 

In the County purchasing code there is a 5% preference factor for environmentally preferable 

purchases for any competitive procurement. 

Green Team 

The green team is a collection of County employees from a wide array of departments and 

divisions tasked with recognizing and implementing the Council strategic goal to Enhance 

Environmental Quality and Sustainability, and to advance internal progress on sustainability 

initiatives listed in the Council adopted Environmental Sustainability Initiative. 

Fleet Team 

The purpose of the Fleet Team is to identify opportunities and provide recommendations on 

means to increase the sustainability of the Los Alamos County Fleet related to operations and 

maintenance. 

Policy on the Design of Public Streets and Rights-of-Way 

81

This policy, adopted in 2010, ensures that during the design or redesign/reconstruction of streets 

and rights-of-ways decisions are made that promote environmental sustainability and livability 

throughout the community. 

Recycling Policy 

In 2011, Staff adopted an internal County policy requiring recycling receptacles in all County 

facilities and at all County sponsored events. 

Green Building Resolution 

In 2006, a resolution was passed stating all Los Alamos County funded new construction of 

public buildings in excess of 5,000 squre feet shall be designed and built to a minimum rating of 

“LEED Silver” using the U.S. Green Building Council’s LEED-NC rating system. The 

resolution also states that a certain amount of points for energy and water usage must be 

obtained. 


With the opening of the Los Alamos County Eco Station in 2008 the County greatly enhanced its 

ability to handle waste and pursue opportunities to divert more materials from the landfill. With 

the closure of the Los Alamos landfill and the need to ship waste approximately 100 miles one 

way for disposal it becomes even more fiscally and environmentally advantageous for the 

County to generate less waste. The County consistently has diverted at least 40% of its waste 

stream from the landfill, largely due to the following initiatives. 

Permanent Residential HHW & E-waste Drop Off 

In 2009 the County began accepting household hazardous waste (HHW) and electronic waste on 

a daily basis. All electronic waste is recycled; some HHW is recycled while other materials are 

sent to specific facilities/landfills for proper disposal. 

Curbside Recycling Program 

In 2006 the County switched to a single stream curbside recycling program with roll carts. This 

program offers convenient recycling services to all households allowing for more materials to be 

diverted from the landfill. The Environmental Services Division also offers small rectangular 

recycling bins to local residents, businesses, and organization to help promote recycling. 

Recycling Convenience Centers 

For those residents who do not have access to curbside recycling collection, such as apartment 

dwellers, the County offers two recycling convenience centers one in Los Alamos and one in 

White Rock. 

Quarterly Collection 

The quarterly collection program gives residents the opportunity to place brush at the curb for 

convenient diversion. 

Recycling at Eco Station 

Residents can bring books, refrigerators, metal, tires, concrete and asphalt to the Eco Station to 

be recycled. 

82

Composting 

For over a decade the Environmental Services Division has been operating a composting 

operation at the Los Alamos County Eco Station. The composting operations helps divert horse 

manure, residential and commercial brush, and treated wastewater treatment plant sludge from 

the landfill and creates a wonderful soil amendment that is available to the community. The 

Division also offers backyard composters to residents at cost in order to promote the diversion of 

additional materials such as food waste, which are not used in the large scale composting 

program. 

Reuse of Concrete 

At the Los Alamos County Eco Station concrete and asphalt are diverted from the landfill by 

being ground into cullet that is then reused. With the presence of the Los Alamos National Lab 

the division receives a consistent stream of concrete and asphalt. This diversion program help 

keep thousands of tons of material out of the landfill annually. 

Outdoor Recycling Receptacles 

In 2010 the County placed outdoor recycling receptacles at Ashley Pond, the golf course, North 

Mesa Sports Complex and at the East Park mini-golf course. These receptacles help promote 

recycling in the community. 


Reaching hydrocarbon independence will require eliminating the usage of all hydrocarbon fuel 

sources. Hydrocarbon fuel sources are used to power vehicles and provide energy. The 

following County led initiatives are moving the community in the right direction, but much more 

action will need to occur to reach hydrocarbon independence. 

Public Transit 

In 2007 the County began offering bus service to the residents of Los Alamos County. Atomic 

City transit operates Monday-Friday and helps keep cars off the road, and thereby reduces 

community wide fuel usage. The bus system was also designed in a way that the majority of the 

community has easy access to a stop on one of the six routes. The transit center also provides 

access to the NM Park and Ride and the North Central Regional Transit District, which service 

nearby communities. 

Green Buildings 

In accordance with the Green Building Resolution adopted in 2006, three County facilities have 

been built to at least LEED Silver standards. The Eco Station received LEED Silver certification 

while the Judicial Complex and Pajarito Cliffs Site received LEED Gold certification. These 

green facilities use less energy than a non-LEED facility. 

LA Green Program 

Through the LA Green Program the Department of Public Utilities offers local businesses, 

organization and residents the opportunity to purchase Renewable Energy Credits to help 

promote the use of renewable energy. By registering for the LA Green programs individuals can 

83

help grow the renewable energy movement, and reduce the amount hydrocarbons energy sources 

used. 

Power from Hydroelectric Facilities 

The community receives around 30% of its power from hydroelectric facilities. Energy 

generated at these facilities is considered renewable energy and does not utilize hydrocarbon fuel 

sources. 

DPU Watt Swap Program 

The past few years the Department of Public Utilities has worked with Pajarito Environmental 

Education Center, the local environmental organization, to swap out old inefficient incandescent 

light bulbs for the energy efficient compact fluorescents. The program was largely successful and 

has been discontinued due to a large sampling of residents having already taken advantage of the 

opportunity. 

LED Traffic Signals and Street Lights 

Over the past few years the County has replaced some traffic signals and street lights with LED 

bulbs in order to reduce energy use. 

Solar Thermal Installations 

Solar thermal systems that capture the sun’s energy to heat water to be used in the facility have 

been installed at the Animal Shelter, Judicial Complex and Eco Station. These systems help 

reduce the use of hydrocarbon energy sources. 

Hybrid Trash Truck 

The Environmental Services Division purchased the first hydraulic hybrid refuse truck in the 

state of New Mexico in August of 2010. 

Energy Audits of County Facilities 

Los Alamos County recently completed building assessments and energy audits on County 

facilities older than five years. These actions have identified potential improvements that will 

help reduce energy usage and increase the efficiency of buildings in general. The assessments 

and audits will also document proper maintenance procedures for the building systems to ensure 

they are running at optimal performance. 

Solar on the Landfill 

The Department of Public Utilities has partnered with the Japanese governmental organization 

NEDO to build a 2 megawatt solar array on the closed landfill. This project will also include a 

smart house that will provide educational opportunities for residents to see some of the latest 

technology in energy efficiency. This project is currently in the development stages. 

Home Energy Audits 

As a service to assist residents the Department of Public Utilities offers free home energy audits 

that involve identifying possible improvements to help save the homeowner energy and as a 

result money. 

84

Home Energy Conservation Kits 

Available at the Department of Public Utilities, this kit includes 3 compact fluorescent light 

bulbs, a freezer/refrigerator thermometer, a filter whistle, a LED night light and an outlet switch 

air gasket. These free materials will help residents reduce energy and hopefully motivate them to 

make other energy saving changes. 

Low-flow Turbine at Abiquiu 

A 3 megawatt turbine was added to the Abiquiu hydroelectric facility in order to generate an 

additional 6,000 megawatt hours of energy. This new turbine was funded through the American 

Recovery and Reinvestment Act and helps increase the County’s renewable energy portfolio. 

Water 

Being in a semi-arid climate means water can be scarce at times and thus it is a very valuable 

resource. Therefore, it is important that the community take action to ensure water is being used 

in the most efficient means. The County is taking the following actions to help conserve water in 

County operations and the community as a whole. 

Xeriscaped Medians 

Medians planted with xeric plants, which require minimal to no additional watering create an 

aesthetically pleasing landscape while also helping conserve water resources. 

Leak Detection Audits 

The Department of Public Utilities performs system wide audits on a routine basis to locate and 

repair water leaks. The DPU also tracks resident water usage and sends out information to a 

resident if their usage it noticeably higher and informs them that they can have staff come out 

and perform a free leak check. 

Home Water Conservation Kits 

Kits provided by the Department of Public Utilities include a kitchen faucet aerator (1.5gpm), 2 

bathroom faucet aerators (1.0gpm), 2 low-flow showerheads (2.0gpm), 2 toilet tank banks (saves 

.08gpf), and 2 toilet dye tables. These materials will help residents save water and hopefully 

motivate them to make other water saving changes. 

Water Conservation Education for the Youth 

In October 2007 the DPU collaborated with the New Mexico State University and the University 

of New Mexico on an all-day water festival for all Los Alamos County fourth graders. The 

festival brought in several federal, state and local agencies to provide hands-on water activities 

for the children. 

New Sprinklers in Parks 

New sprinklers were installed in certain County Parks that will help reduce water usage. 

Sell Rain Barrels to Residents 

The summer of 2009 and 2010 the Department of Public Utilities sold 60 gallon rain barrels to 

the public at cost. Nearly 200 rain barrels were sold to help residents utilize rain water for 

landscaping needs, thereby conserving potable water. 

85

Watering with Effluent 

The necessary infrastructure was installed and is currently in use to utilize effluent water for 

landscaping at the Los Alamos Golf Course, Los Alamos Middle School, North Mesa Sports 

Complex and Overlook Park. The use of effluent eliminates the need to use potable water and 

helps conserve it for other uses. 

Rainwater Catchment System on the Eco Station 

A rainwater catchment system was installed to catch rain water flowing off of the roof of the 

transfer station building; it includes a 10,000 gallon storage tank. The water will then be used 

for dust control around the Eco Station. This system reduces the need to use potable water for 

dust control operations. 

Restaurant Water Audits 

The DPU was the recipient of a grant through the Bureau of Reclamation to conduct restaurant 

audits for approximately 40 sites in Los Alamos. Audits included training and educational 

materials, low-flow dish-spray nozzles (1.5gpm), bathroom faucet aerators (1.0gpm), toilet tank 

banks (saves .08gpf) and free leak detection. 

Water Rule W-8 

Water Rule W-8 was adopted by the Board of Public Utilities in July 2005 as part of the DPU 

Rules and Regulations. The Rule prohibits water waste and irrigation water runoff; establishes an 

Even/Odd Address Watering Schedule May1 – Sept 30; restricts day time watering; and requires 

that customers repair leaks. 

Land Use 

In developing a sustainable community it is imperative to preserve open space that enables 

residents to get out and enjoy nature. At the same time, natural systems can provide a plethora of 

other benefits to the community other than just being aesthetically pleasing and recreational 

playgrounds. The County has taken the following actions to help preserve the natural 

environment in order to reap all the benefits it can provide. 

Open Space Specialist 

Employing an open space specialist enables the County to ensure that trail systems and forests 

are maintained, and that plans are developed for open space preservation. 

Forest Stewardship 

The Open Space Specialist performs forest stewardship in Los Alamos County to reduce the risk 

of fire in the community while maximizing the benefits the forest provides. 

Trail System 

The County has one of the best trail systems in the country with every resident being within easy 

access to a well maintained trail. The trail systems give residents a wonderful opportunity to get 

active and enjoy the outdoors. 

86

Economic Development 

Education and Outreach 

In order to successfully accomplish the Council goal of “enhancing environmental quality and 

sustainability” it will require actions by all employees and residents. Therefore, effective 

education and outreach is imperative so everyone is aware of the County’s goal and what they 

can do to help the community obtain it. 

Virtual Resource Center for Sustainability 

The Environmental Sustainability website that was developed in 2009 serves as a wonderful 

resource for residents to learn about ways to live more sustainably and to track sustainability 

efforts throughout the community. 

Local Movie Theater Advertizing 

Over the past three years the Environmental Services Division has worked with PAC-8, the Reel 

Deal Theater and local talent to create sustainability-related commercials to run prior to the 

movies. The Department of Public Utilities and Atomic City Transit also run commercials that 

promote sustainable behavior. 

Articles in Local Newspaper 

Environmental Services staff has a monthly column in the local newspaper focused on informing 

residents about environmental issues. The article educates residents on actions the County is 

taking to create a more sustainable community and provides insight on changes residents can 

make. 

Inserts in Utility Bills 

The County uses the inserts placed in Utility bills as another means to communicate with 

residents about sustainability. 

Presentations at Schools 

The County reaches out to the local elementary schools to teach students about the importance of 

waste reduction, energy conservation and water conservation. 

Tours of Eco Station 

The Environmental Services Division staff provides tours of the LEED Silver certified Eco 

Station to any interested parties. The tour includes information about what make the Eco Station 

a green building, a tour of the operations of the transfer station and a discussion on the three R’s: 

reduce, reuse and recycle. 

Interactive Education at Local Events 

Environmental Services staff attends local events and provides educational information about 

sustainability. Staff engages attendees in interactive activities that are fun and educational. 

Library Book Displays 

87

The County has donated books focused on sustainability to the local library for educational 

purposes. These donations coincided with a temporary display featuring the new books at the 

library in order to raise resident awareness of these resources. 

Awards at Science Fair 

The Environmental Sustainability Board provided awards at the 2011 Los Alamos Science Fair 

for those projects that successfully and creatively researched one of the many facades of 

environmental sustainability. 

Sustainability Town Hall 

In an effort to increase public awareness and public input on the County Sustainability Initiative 

the Environmental Sustainability Board hosted a town hall in 2010. Residents provided 

hundreds of ideas on how to create a more sustainable community. 

Get Green Poster Competition 

In 2010, the Environmental Services Division hosted a poster contest focused on increasing 

community awareness and sustainability. The competition was open to kindergarten thru sixth 

graders and three winners were selected out of the over 50 entries submitted. 


As the County continues to try and create a more sustainable community it is important to have 

measurements to track progress and to enable comparison of our community to others in the area 

or throughout the country. Measurement and reporting enable the community to hold the County 

accountable for upholding the Council goal of “enhancing environmental quality and 

sustainability.” 

ICMA Sustainability Template 

The County reports data through the International City/County Management Association 

(ICMA) sustainability template annually. This data template provides the ability for Los Alamos 

to compare data with other local governments across the county. 

Sustainability Baseline/Plan 

Water and Energy Conservation Plan 

88

Los Alamos County Green Team 

Purpose 

To recognize and implement the Council strategic goal to Enhance Environmental Quality and 

Sustainability and to advance internal progress on sustainability initiatives listed in the Council 

adopted Environmental Sustainability Initiative. 

Responsibilities 

1. Review and document past policies, programs and practices that promote sustainability within 

County operations and the community as a whole. 

2. Collect, develop, and implement sustainability initiatives that will effectively reduce the 

environmental impact of County operations. 

3. Assist in the development and implementation of a sustainability baseline and plan for Los 

Alamos County that will set actionable goals. This plan will provide the framework by which the 

County will reduce environmental impacts from all activities and operations. It should include: 

A sustainability vision statement for the County 

A summary of existing sustainability efforts 

An overview of actions to be taken in the future (including responsible party(s), 

measures of success and timeline for each action) 

An employee communication strategy 

4. Report progress on enacting sustainability initiatives within County operations to Council on an 

annual basis. 

Goals/Milestones 

1. Develop a program for the review and updating of the Environmental Sustainability Initiative. 

2. Develop a program for the review and updating of the Sustainability Plan. 

3. Establish what kind of waste we generate as a County operation and see where our 

opportunities to reduce might exist. 

4. Review opportunities for increased recycling within County operations. 

5. Assess strategies to increase high efficiency vehicle and alternative use in the County fleet. 

6. Establish green purchasing goals and policy. 

7. Train and gather input from County staff. 

8. Develop a recommended internal communication plan for consideration by the Senior 

Management Team. 

Membership of the Team 

1. The team will be comprised of volunteers from across the County, representing as many 

Departments and Divisions as appropriate. 

Relationships 

1. Between team members: Every team member will have an equal voice in team decisions. 

Decisions will be made by consensus: consensus is achieved when all team members support 

the decision. All team members will be responsible for supporting any decisions made by the 

team. 

89

2. With the Senior Management Team (SMT): The SMT will serve as a resource for the team 

providing support, information, clarification and needed decisions that are beyond the scope of 

the team. 

Team Requirements 

The team shall: 

1. Hold regular meetings as necessary to accomplish the project within a reasonable timeline. The 

team members will determine the frequency and duration of such meetings. 

2. Establish and abide by ground rules. Enforcement of the ground rules is the responsibility of all 

team members who are accountable to each other. 

3. Draw on skills/attributes of each team member – the team will draw on the skills and experience 

of its members in order to be successful. Utilization of outside resources may be critical. The 

team is encouraged to consult throughout the organization in the development of an action plan 

and during implementation. 

Administrative Services 

Gina Coluzzi 

Capital Projects & Facilities 

Anne Laurent 

Community Development 

Martha Perkins 

Community Services 

Randy Smith 

CAO – Community & Public Relations 

David Griggs 

Fire 

Michael Thompson 

Police Department 

Randy Foster 

Public Works 

Beth Lucido 

Utilities 

Los Alamos County Green Team 

90

Fleet Charter 

A. Purpose 

The purpose of the Fleet Team is to identify opportunities and provide recommendations on 

means to increase the sustainability of the Los Alamos County Fleet related to operations and 

maintenance. 

B. Goals 

1. Perform an operational assessment of the County Fleet. This review should focus on 

number of vehicles, vehicle size, replacement cycles and fuel usage by vehicles. 

2. Develop cost-effective recommendations for how to make the County fleet more 

sustainable. 

C. Action Items 

1. Review process for adding new vehicles to fleet 

2. Investigate the adoption of a fleet pool 

3. Review and make recommendations on the vehicle replacement cycle 

4. Investigate possibility of integrating alternative fuel and hybrid vehicles 

5. Provide recommendations on the right sizing of the fleet – number and size of vehicles 

6. Develop an implementation plan for consideration by the Senior Management Team 

D. Membership 

1. The team will be comprised of one supervisor and one vehicle user from the following 

departments: Administrative Services, Capital Projects & Facilities, Community Services, 

Police, Public Works and Utilities. 

91

Appendix D: Methodology for 

determining greenhouse gas emissions 

from electricity usage 

The national standard for calculating greenhouse gas emissions from purchased electricity is to utilize 

the EPA eGRID tool. The eGRID tool utilizes regional emissions factors to estimate emissions from 

electricity usage. Since Los Alamos County receives its power from the County owned Department of 

Public Utilities, a wealth of information is available that can be used to accurately quantify the emissions 

resulting from electricity usage. Using the locally available data to generate emission factors will result 

in a more accurate quantification of emissions than would result from utilizing the eGRID tool. 

Electricity usage data for the community of Los Alamos and Los Alamos National Lab was received from 

the Department of Public Utilities. With the amount of energy used, the next step was to determine the 

sources of energy used to generate this electricity. The Department of Public Utilities provided annual 

information on the power purchased for the local power pool, which is used by the community and 

LANL. The County utilizes three sources of power: coal, hydroelectric, and power purchased from the 

regional grid. The County is partial owner of the San Juan Generation station, a coal-fired power plant in 

New Mexico, and has a life-of-plant entitlement of 10MW from another coal plant in Wyoming. The 

county owns two hydroelectric facilities (Abiquiu and El Vado) and also receives hydropower from 

federally owned facilities. 

Next, an emission factor for each source of electricity must be determined in order to convert electrons 

of energy into molecules of emissions. Electricity from hydroelectric facilities has an emissions factor of 

zero since no emissions are generated. To determine the emissions from the two coal-fired power 

plants facility specific data was taken from the EPA eGRID tool. Electricity generated from the San Juan 

plant results in emissions of 0.94 metric tons of CO2 per megawatt hour. While electricity generated 

from the coal-fired plant in Wyoming results in emissions of 1.18 metric tons of CO2 per megawatt hour. 

The emission factor for power purchased from the regional grid was found using the EPA Egrid tool. 

New Mexico is located in the WECC Southwest subregion and has an emission factor of 1,258.14 lbs of 

CO2equivalents per MWH, which converts into 0.57 metric tons of CO2equivalents per MWH. 

The total emissions from purchased electricity for Los Alamos is determined by multiplying the 

electricity usage by the percentage generated from each source, and then by the emission factor for 

each source. Error! Reference source not found. shows the data used along with the emissions factors 

found in this appendix to determine emissions from electricity. 

92

BUSINESS 

Electric Reliability Plan Update 

Presenter: Rafael De La Torre 

93



NAME Rafael De La Torre DATE OF MEETING July 18th, 2012 

SUBJECT Electric Reliability Plan Update 

BACKGROUND 

This report is an update to the original Electric Reliability Plan “Plan” dated April 20, 2011 and 

is a living-document meant to be updated every two years. The purpose for this report is to put a 

path forward to achieve a SAIDI of 60 minutes or less for the residents of Los Alamos County. 

The Plan is not project specific per se but does expand into the reliability improvement strategy 

for the department by identifying short-term and long term action plans in order to achieve its 

goal. 

STAFF IMPACT 

No staff impact. 

FISCAL IMPACT 

No fiscal impact. 


Information only, no staff recommendation and Utility Board input welcomed. 


N/A 


A. Electric Reliability Plan, dated July 18, 2012 


Discussion items only, no suggested motion. 

94 

Page 1 of 1

LOS ALAMOS DEPARTMENT OF PUBLIC UTILITIES 

ELECTRIC RELIABILITY PLAN 

(for information only) 

July 18, 2012 

Prepared by 

Rafael De La Torre, PE 

Deputy Utility Manager for Electric Distribution 

DRAFT 

1 95

2 96

TABLE OF CONTENTS 

Executive Summary .................................................................................................... 5 

I. System Overview: ................................................................................................. 7 

Los Alamos Power Pool ........................................................................................... 7 

Los Alamos Transmission System ........................................................................... 7 

LACU Distribution System ....................................................................................... 8 

II. Description of Relevant Systems and Impact on Reliability ............................. 10 

The Regional Transmission Grid: ........................................................................... 10 

The Local Transmission Grid: ................................................................................ 12 

The Local Distribution Grid: ................................................................................... 14 

Analysis of Performance Measures ....................................................................... 16 

SAIDI Comparison for Nearby Utilities ................................................................... 18 

Overview of past year’s Disturbances .................................................................... 19 

Historical Overview of Major Disturbances ............................................................ 19 

IV. Description of Distribution System and impacts on Reliability .......................... 22 

Distribution System ................................................................................................ 22 

Age and replacement challenges ........................................................................... 23 

Maintain, repair or replace ..................................................................................... 23 

V. Discussion of Short Term Action Plans ............................................................ 24 

Feeder 15-16 Overhead Rebuild Project ............................................................... 24 

Feeder 17 Expansion ............................................................................................. 24 

Feeder 18 Expansion ............................................................................................. 24 

Overhead Pole Replacement Program .................................................................. 24 

Infrared OH line inspection .................................................................................... 25 

UG Primary Replacement Program ....................................................................... 25 

VI. Discussion of Long Term Action Plans ............................................................ 26 

New LASS Substation Addition .............................................................................. 26 

Three Phase Primary Overhead Rebuild ............................................................... 29 

Primary Underground Rebuild:............................................................................... 29 

New Eastgate Substation Addition ......................................................................... 29 

VII. System Reliability Improvement Projects Completed ....................................... 31 

3 97

4 98

Executive Summary 

This report is an update to the original Electric Reliability Plan “Plan” dated April 20, 

2011 and is a living-document meant to be updated every two years. The purpose 

for this report is to put a path forward to achieve a SAIDI of 60 minutes or less for the 

residents of Los Alamos County. The Plan is not project specific per se but does 

expand into the reliability improvement strategy for the department by identifying 

short-term and long term action plans in order to achieve its goal. 

Some of the short-term action plans have been completed and proves the 

department strategy is effective by achieving a SAIDI goal for 6 months during 2011- 

2012. However, Mother Nature proves that it may impact the SAIDI significantly 

under the present distribution system configuration. 

The report provides an overview of the existing transmission and distribution system 

into the Los Alamos County Department of Public Utilities (LACU) service area and 

its impact on system reliability to the residents of Los Alamos County. 

The analysis of the transmission system reliability is for information only because 

LACU has no transmission line facilities. Transmission line facilities into Los Alamos 

are owned and managed by PNM and LANL. However, there are transmission line 

events which may require LACU to shed load during transmission wide outages or 

constraints. 

The focus of this report lies on detailed information about the LACU distribution 

system and its impact on system reliability to Los Alamos County residents now and 

in the future. 

The discussion of the distribution system and impacts on system reliability is broken 

into several components: description of electrical network components; age and 

replacement challenges; short-term action plans for sustaining the present level of 

system reliability; and long-term action plans for improved system reliability. The 

short-term projects may provide improved system reliability but are difficult to 

ascertain the exact level of sustained reliability improvement. (Short-term plans and 

projects should be viewed as solutions to known existing system deficiencies that 

need to be corrected in order to maintain the existing service reliability level.) 

It is important to note that due to LACU’s single substation source at Los Alamos and 

White Rock, LACU is particularly vulnerable to unforeseen outages due to inclement 

weather, force majeure, acts of god, etc. Even if LACU had a significantly new 

distribution system, it would still be constrained to the single substation source and 

subject to outages for reasons beyond control. To provide, measure, and sustain a 

higher level of system reliability to Los Alamos County residents, LACU must plan to 

add additional substation and feeder sources as discussed in the Long Term Action 

Plans. 

5 99

6 100

I. System Overview: 

Los Alamos Power Pool 

The Los Alamos Power Pool (Power Pool) is the product of The Electric Energy and 

Power Coordination Agreement (ECA) between the Los Alamos County Department 

of Public Utilities and the Department of Energy (DOE) through the National Nuclear 

Security Administration (NNSA). The Power Pool purchases, sells, and schedules 

the power requirements for LACU and Los Alamos National Laboratory (LANL). The 

Power Pool owns up to 88.5 MW (depending at the time of year) of generation 

resources and purchases up to 20 MW of power per year. 

Los Alamos Transmission System 

Public Service Company of New Mexico (PNM) provides 115 KV transmission 

service into Los Alamos from two substation sources as illustrated in Figure 1. PNM 

also provides primary and back-up relay protection to the DOE owned transmission 

lines and is the “balancing authority” for the Power Pool. The DOE owns the 

transmission system within Los Alamos to serve LANL and LACU electric facilities. 

LACU dispatchers operate the transmission system and manages the Power Pool 

resources 24 hours per day, 365 days per year. 

The LACU dispatchers manage and control the Los Alamos transmission system via 

a supervisory and control data acquisition system (SCADA) but have limited control 

over the LACU distribution system. In Section V, we will look at SCADA expansion 

alternatives into the LACU distribution system for improved system reliability. 

Figure 1. 115KV Transmission lines into Los Alamos 

7 101

LACU Distribution System 

The LACU distribution system consists of two substations, Townsite and White Rock. 

The Townsite substation illustrated in Figure 2. provides power to the Los Alamos 

community and is fed by LANL’s TA-3 substation via two 15 KV express feeders, TC- 

1 and TC-2; each feeder is fed from a 30 MVA transformer, TR-1 and TR-2. The 

Townsite substation bus is configured into two sections, half bus for TC-1 and half 

bus for TC-2. Upon loss of power to TR-1 or TR-2 and thereby TC-1 or TC-2, LACU 

can manually transfer one half the bus onto the other half. This feature can be 

automated by installing a main and transfer relay at the Townsite bus. However, the 

LANL TR-1 and TR-2 sources have proved to be very reliable and so automating this 

feature is not necessary at this time. 

Figure 2. LANL TA3 Substation to LACU TOWNSITE Substation 

During 2012, LACU and a Japanese government entity known as NEDO (New 

Energy and Development Organization) partnered to jointly demonstrate Japanese 

smart-grid technology on a US distribution grid. NEDO provided 1.8 MW of utilityscale 

battery storage and 1.0 MW of PV. By the end of 2012 or early 2013, LACU 

will add a second 1 MW PV source. The integration of the battery and PV sources 

onto TC-1 and TC-2 is illustrated in Figure 3. 

S&C Vista padmounted switchgear was utilized to integrate the NEDO and LACU 

generation sources “Sources” onto TC-1 and TC-2. The Vista’s utiilze bi-rectional 

SEL 451 (Sweitzer Engineering Lab) relays to accommodate the reverse power flow 

conditons from the battery and PV. It’s important to note that depending on the 

operation condition of the Sources, the fault conditions do change and so the SEL 

relays must be set on Parallel mode or Islanding mode. 

8 102

The NEDO battery and PV will be operated by a Toshiba control system called 

micro-ems. The micro-ems will optimize the battery and PV outputs under varying 

scenarios wth the primary goal to make the PV dispatchable (and thus reliable). The 

micro-ems has the functionality to provide islanding means to part of the LACU 

distribution system but only after a complete feeder shut-down before and afer the 

island. Though this feature is NOT presently scheduled to be demonstrated, it does 

allow for LACU to have the capability to provide emergency power to some of its 

customers upon complete loss of 115KV transmission power to Los Alamos. 

Figure 3. BATTERY & PV Integration onto TC-1and TC-2 

The White Rock substation provides power to the White Rock community and 

consists of primary and back-up 115KV to 12.47 KV transformers with metal-clad 

switchgear as illustrated in Figure 4. The primary feed was installed in 2006 and 

consists of a 10 MVA transformer with metal-clad switchgear. The secondary backup 

feed is the original 50 year old 7.5 MVA transformer and metal-clad switchgear. 

The secondary system is utilized when LANL takes the 115KV transmission section 

between White Rock and ETA out of service. 

9 103

Switching between the primary and secondary systems is done manually by closingin 

115KV fuses by buth LANL and LACU personnel. Having the back-up substation 

transformer has great reliability value but utilizing the 50 plus year back-up 

switchgear could be a potential risk. An better configuration would be to utilize the 

new switchgear with either transformer. However, this would require tearing down 

the old switchgear and establishing a new bus tie between the back-up transformer 

and newer switchgear. 

Figure 4. PNM to WHITEROCK Substation to LANL ETA Substation 

II. Description of Relevant Systems and Impact on Reliability 

The Regional Transmission Grid: 

There are two 115 KV transmission lines into Los Alamos owned and operated by 

Public Service Company of New Mexico (PNM) and LANL as illustrated in Figure 5. 

The Norton line (NL line) originates at the Norton Substation just west of Santa Fe 

and the Reeves line (RL line) originates at the B-A Substation just north of 

Albuquerque. The transmission lines have a capacity of 115 MVA and 130 MVA 

respectively and are presently loaded at XX and YY%. The transmission lines are 

“H” wood structures and are approximately 51 and 44 years old. PNM performs an 

annual line patrol and maintains the transmission lines to provide reliable and 

continuous service for Los Alamos. 

The NL and RL transmission lines are normally operated in a looped configuration. 

However, there are times when a section of the transmission line is taken out of 

service due to emergency maintenance or annually to comply with the National 

10 104

Energy Regulatory Commission (NERC) service reliability plans. NERC requires that 

relays and breakers be removed from service and tested to ensure the protective 

equipment is functional at all times. Operating the NL or RL transmission lines in a 

single radial mode exposes Los Alamos to full loss of power upon a transmission line 

contact due to trees or lightning. LANL provides LACU with advanced notice of 

scheduled line maintenance, equipment outages, configuration changes, etc. In 

return, LACU must keep informed and work with LANL to ensure that radial modes of 

operation are kept to a minimum and that LANL work is performed when the weather 

is most suitable. 

Figure 5. Regional 115KV transmission to Los Alamos 

There may be instances when transmission power must be curtailed for reasons 

beyond PNM or LANL’s control. During such events, the Western Electric 

Coordinating Council (WECC) rules may require the DOE and LACU to curtail their 

electrical load. LACU has adopted Policy and Procedure No. DPUICLA-PRC-008-8 

per WECC standards, as its Frequency Load Shedding Plan and is illustrated in 

Table 1. LACU has programmed into its substation relays, load shedding functions 

11 105

through the under/over frequency settings. Transmission instability is due to large 

variations between the generation and load normally caused by transmission line 

faults or generator unit failures. Transmission line faults may dump generation or 

load; and may cause other transmission lines to overload resulting in a domino effect 

of mismatched generation with load. These events may lead to grid instability until 

the generation and load is matched again. The LACU substation relays will shed 

load at different frequency levels to help keep the transmission grid stable. Should 

the Frequency Load Shedding Plan go in effect, the Feeders at the top of the list will 

rotate to the bottom of the list. 

Table 1. WECC Under-Frequency Load Shedding Plan 

Load 

Shedding 

Block 

% Of Required 

Customer Load 

Dropped 

Circuit 

% Of Actual 

Load 

Dropped 

12 106 

Pickup (Hz) 

Tripping Time* 

1 5.3 16 14 59.1 14 cycles 

2 5.9 X 58.9 14 cycles 

3 6.5 WR2 7 58.7 14 cycles 

4 6.7 15 15 58.5 14 cycles 

5 6.7 X 58.3 14 cycles 

Additional automatic load shedding to correct under frequency stalling 

2.3 X X 59.3 15 sec 

1.7 X X 59.5 30 sec 

2.0 X X 59.5 60 sec 

Load automatically restored from 59.1 Hz block to correct frequency overshoot 

1.1 WR2 7 60.5 30 sec 

1.7 WR2 X 60.7 5 sec 

2.3 WR2 X 60.9 15 cycles 

*Tripping time includes relay and circuit breaker times. 

X = conditions already met by previous action. 

During February 2011, severe cold fronts caused natural gas shortages and outages 

affecting the northern part of the State. These natural gas events may affect the 

transmission grid as more gas turbines are placed into service. Therefore, LACU 

may be called to curtail gas consumption by shedding electrical feeder load as 

illustrated in Table 2. 

The Local Transmission Grid: 

LANL owns seven (7) 115KV transmission lines within the DOE laboratory area and 

operates them in a looped configuration to link its five (5) substations; STA, ETA, 

WTA, TA53, and TA3 as illustrated in Figure 6. The 23.5 miles of transmission line is 

patrolled and maintained annually. All transmission right-of-way is within DOE 

property, readily accessible and could be repaired fairly quickly in the event of a 

major problem. Therefore, the regional transmission system within LANL is expected 

to be very reliable.

Table 2. Gas hourly usage per feeder (estimated) 

Feeder Number of 

Customers 

Ccf per hour 

(High) 

Ccf per hour 

(Mid) 

13 107 

Ccf per 

hour (Low) 

% Cust 

Dropped 

13 1480 740 1110 1480 16.5% 

14 680 400 600 800 7.6% 

15 2140 1070 1605 2149 23.9% 

16 1890 945 1418 1890 21.1% 

17 120 120 210 300 1.3% 

18 120 120 210 300 1.3% 

WR1 1875 938 1406 1875 20.9% 

WR2 660 330 495 660 7.4% 

TOTALS 8965 4723 7044 9454 100% 

Figure 6. DOE Transmission Lines

The White Rock substation is fed from PNM’s Norton substation (NL line) and via 

LANL’s ETA substation (NL’ line). The substation is fed directly from the looped 115 

KV transmission system, has redundant transformers and therefore, can be 

considered as having very reliable transmission service. 

The Townsite substation if fed from LANL’s TA3 substation which is served by 

LANL’s WTA substation (WT line) and TA53 substation (MP line). However, the 

Townsite substation is fed at distribution voltages (13.2 KV) and would be considered 

as having less reliable transmission service simply because it isn’t tied to the 115 KV 

transmission system directly. 

LANL’s TA-3 substation is over 50 years old including its two 30 MVA transformers, 

TR-1 and TR-2 which are operating near the end of their useful life. The substation’s 

13.2KV distribution bus #1682 is also over 50 years old, obsolete and in need of 

replacement. In terms of the TA-3’s continual reliability, the substation could be 

susceptible to mechanical failures because of its age. In 2010, LANL and LACU 

commissioned the “TA-3 and TA-53 Substation Replacement Feasibility Study” 

which looks at replacement options for TA-3. LANL has secured congressional 

funding for the TA-3 substation replacement project during 2014. 

The Local Distribution Grid: 

At the distribution level, the big vulnerability is the lack of redundant substation 

sources at Los Alamos and White Rock. For comparison purposes, Los Alamos is 

served by 9 water wells and White Rock is served by 3 water wells. The comparison 

is valid because electrical substations, water wells and their distribution systems 

function in similar ways. Typically, an electrical substation (or water well) is centrally 

located near a load center to distribute power (or water) away from the load center. 

For Townsite and White Rock substatons, it was determined that each community is 

in fact the electrical load center for each area! LACU doesn’t need nine electrical 

substations but having one substation is the extreme opposite. The Townsite 

substation serves almost 6500 customers with primarily 6 feeders; and, a feeder 

outage may affect between 800 to 3600 customers. Section VI illustrates how 

having two additional substation sources will configure the Los Alamos distribution 

grid such that the 6500 customers can be served by 12 feeders; thereby substantially 

reducing the customers per feeder. 

The Townsite switchgear substation (Townsite) has five (6) feeders, #13, #14, #15, 

#16, #17, and #18. In addition, LANL provides several primary metering points to 

LACU to serve many of its customers including Royal Crest mobile home park, NM 

Consortium Building, Los Alamos Medical Center (LAMC), Ski Hill, Pueblo and 

Rendija Canyons, and Totave in San Idelfonso Pueblo. Overall, eight (8) distribution 

feeders serve the Los Alamos community as illustrated in Figure 7. 

14 108

Figure 7. Existing Los Alamos distribution area 

The White Rock community is served by the White Rock substation as illustrated in 

Figure 8. The substation was upgraded during 2008 with the installation of a new 10 

MVA transformer and the addition of a new 15KV metal-clad distribution switchgear 

bus. The substation transformer is presently operating at 60% capacity during winter 

peak. The new switchgear substation contains four circuit breakers for Feeders 

WR1, WR2 and two spares. The substation includes an older 7.5 MVA transformer 

and the original 15KV switchgear substation bus. The 7.5 MVA transformer and 

switchgear is utilized when LANL requires a NL or NL’ 115KV transmission outage. 

From a transformer reliability perspective, having two transformers is certainly a plus. 

From a switchgear bus reliability perspective, having the spare 7.5 MVA transformer 

tied to the new switchgear would be best but would require retiring the 50 year old 

switchgear bus. 

From the distribution side, the WR1 and WR2 feeders can be paralleled within a 

quarter mile. Therefore, from a feeder redundancy perspective, this has limited use 

because each feeder remains mostly radial. Ideally, redundancy is best when the 

feeders can be paralleled near each end to create a looped configuration. LANL has 

a 13.2 KV distribution feeder in close proximity to both WR1 and WR2 but can’t be 

utilized to parallel the 12.47 KV LACU distribution systems because of the different 

operating voltages. The WR2 feeder could provide additional redundancy to the La 

Senda areas A and B, and Pajarito Acres 1 and 2 with the construction of a new 1 

mile long, three phase distribution line along south west Highway 4. This power line 

15 109

extension would provide an additional source at the end of the 3 mile long radial 

WR2 feeder. 

The projected load in the White Rock service area does not require the need for a 

second substation now or in the foreseeable future. From a distribution source 

perspective, the reliability for the White Rock service area is influenced greatly by its 

ability to maintain its substation energized. 

Figure 8. White Rock distribution area 

III. Discussion of Prior Years’ Performance 

Analysis of Performance Measures 

LACU measures its system reliability with four (4) performance factors as defined by 

IEEE Standard 1366-2003. 

16 110

SAIDI = System Average Interruption Duration Index. This is the total duration of 

interruption for the average customer during a predefined period of time; or 

SAIDI = Sum of all customer outage durations 

Total number of Customers Served 

SAIFI = System Average Interruption Frequency Index. This is how often the 

average customer experiences an outage over a predefined period of time; or 

SAIFI = Total number of customer interruptions 

Total number of Customers Served 

CAIDI = Customer Average Interruption Duration Index. This is the average time 

required to restore service; or 

CAIDI = Sum of all customer outage durations = SAIDI 

Total number of customer interruptions CAIDI 

ASAI = Average System Availability Index. This is the fraction of time that a 

customer has received power during the defined reporting period; or 

ASAI = Service hours available – SAIDI = 8760 - SAIDI 

Customer demand hours 8760 

Table 3 provides the four (4) performance measurement reliability factors through 

May, 2012. All factors calculated are based on a twelve month running average. 

Figure 8 graphs the SAIDI for the last 5 years and Table 4 provides the SAIDI on a 

per Feeder basis. 

Table 3. Reliability Performance Measurement Factors 

12 Month History Ending May 12 

APPA AVG 

2010 (recent) 

Total # of Accounts 8850 

Total # of Interruptions 51 

Sum Customer Interruption 

Durations 

16069:52: Hrs: Min 

# Customers interrupted 10179 

SAIFI 1.15 Int / Cust 0.88 

SAIDI 107 Min 69 

CAIDI 1:33 Min / Int 87 

ASAI 99.999 % Available 99.999 

17 111

Figure 8. Graph of LAC SAIDI for the last 5 years 

Table 4. Reliability Performance on a per Feeder Basis 

Table 4 illustrates that approximately 40 minutes of the 1 hour 47 minute SAIDI was 

due to bad weather. Also, the SAIDI for the EA4 feeder is strictly due to LANL 

because they are the feeder source. 

SAIDI Comparison for Nearby Utilities 

The SAIDI for the nearby utilities is illustrated in Table 5. LAC’s service area is 

similar to that of Kit Carson Electric Coop (KCEC) and Jemez Mountains Electric 

Coop (JMEC); whereas PNM’s service area is more urban. KCEC, JMEC, and LAC 

service area includes mountainous terrain with heavy winter snow fall. The five (5) 

18 112

year SAIDI average for LAC is around 2 hours and 35 minutes and is typical for 

utilities serving mountainous area but above the County’s 60 minute goal. 

Table 5. LAC SAIDI comparison with nearby utilities 

SAIDI 5 YEAR TOTAL (MINUTES) 

UTILITY 2011 2010 2009 2008 2007 AVG 

Kit Carson Electric Coop 90 114 90 138 114 109 

Jemez Mountains Electric Coop 448 885 337 959 565 639 

PNM (Santa Fe Area) 109 124 93 84 67 95 

LOS ALAMOS COUNTY 58 210 120 316 72 155 

Overview of past year’s Disturbances 

The utility met its goal for achieving a SAIDI less than 60 minutes for six months 

during 2011-2012. This achievement can be attributed to the Feeder 15-16 

overhead rebuild project; the department’s inspection and underground replacement 

program; crew response time and effectiveness. 

This past year, there were increases in outages related to aging hardware resulting 

in loose or burnt jumpers; particularly after windy days. There was also an increase 

in slapping of lines on LANL’s EA4 feeder affecting Royal Crest down to Rendija 

Canyon. Maintenance and replacement strategies for each outage type are 

discussed in the next section. 

Historical Overview of Major Disturbances 

For the last several years, the major disturbances in the Townsite area have been 

primarily attributed to the following: 

(1) Mis-coordination of Overcurrent Protective Device (OCDs); 

(2) Animal contacts on overhead power poles and transformers; 

(3) Feeder 15-16 3 Phase (backbone) overhead line failure; 

(4) 3 Phase (backbone) underground power line failure; 

(5) Bad weather due to snow, wind, lightning; 

(6) Loose hardware or burnt jumpers; 

Item (1) has been corrected. A fault study with coordination analysis was performed 

and all substation OCDs were programmed with new relay protective settings. In 

addition, all distribution system and transformer fuses were replaced to achieve fuseto-fuse 

coordination and fuse-to-OCD coordination. Now when line contacts do 

occur, the nearest OCD clears the fault and only the immediate area is affected. 

Since this study and fuse replacement took place, there’s been no instance of OCD 

and overhead Fuse mis-coordination. However, there has been several fuse-to-fuse 

19 113

mis-coordination in the underground system but only because this particular level of 

fuse coordination was not completed. 

Item (2) has been corrected. All new and existing primary and transformer jumpers 

have been properly insulated to guard against raptor and squirrel contacts. 

Approximately 2 feet of insulation is installed on exposed wires down to the insulator 

or arrester. As a result of this effort, we’ve experience a few outages with the 

exception of phase-to-phase contacts by ravens on a single pole structure six double 

dead-end structure at Canyon apartments. Since, this pole has been insulated with 

additional phase protection. 

Item (3) has been corrected. The single pole double circuit Feeder 15-16 has been 

the culprit of major power outages over the last several years. There were at least 

four (4) burnt and mechanical line failures causing the top Feeder 15 to topple onto 

the bottom Feeder 16 affecting up to 3500 customers each time. During 2011, 2.7 

miles of the double circuit was completed replaced. The new overhead Pueblo 

Canyon crossings were physically separated and the aerial spacing between phase 

conductors was increased. The new design increases the phase separation 

between electrical wires and prevents the slapping of wires during the extremely high 

wind season. 

Item (4) is ongoing. There have been several instances of bad UG primary sections 

affecting a major feeder. Presently, it is very difficult to identify a failing UG line but 

technology is catching up. At the recent 2012 IEEE T&D show, GE introduced the 

Multilin F60 relay with Early Fault Detection Technology by measuring the load 

before and after an incipient fault – faults which turn into permanent faults. Absent 

these $10,000 relays, the norm is to operate the UG system until experiencing a 

cable failure; then, assess the cable section. However, LACU has adopted an UG 

replacement strategy where upon several line failures, number of customers 

affected, priority rank, etc., that particular UG line section is replaced. As a result of 

this strategy, LACU is replacing over 2 miles of UG line sections for feeders 14, 15 

and 16 as well as replacing numerous UG line sections throughout Los Alamos and 

White Rock. 

Item (5) is ongoing and mainly subject to Mother Nature. LACU is susceptible to bad 

weather including snow, wind, rain, and lightning. However, under the department’s 

electric distribution Asset Management Program, quarterly power line inspections are 

undertaken to identify potential problems before they occur. For example, a routine 

line patrol looks for tree limbs or other obstructions which may topple over the power 

lines; searching for loose guy wires, rotted anchors, or leaning poles that will affect 

line sag; hit or damaged equipment; and similar problems that may cause a power 

outage during bad weather. 

Item (6) is something new the department started experiencing over the last two 

years. There have been several outages due to broken, loose, or burnt wires on 

primary risers and cut-outs (fuse holders) immediately after windy days. In addition, 

20 114

the department has experienced wire breakage while doing routine maintenance 

such as replacing fuses and poles. The department will assess performing infra-red 

testing on the main three primary overhead feeders to search for hot spots. 

For the White Rock area, the issues affecting reliability have been as follows: 

(1) Mis-coordination of Overcurrent Protective Device (OCDs) 

(2) No line OCDs, only fuses 

(3) 1 Phase underground power line failure 

(4) Minimal sectionalizing points 

(5) Radial lines 

(6) Three phase pole breakage 

Item (1) has been corrected. A fault study with coordination analysis was performed; 

substation and transmission OCDs were programmed with new relay protective 

settings. There were instances when a single phase UG line failure at the end of the 

distribution line would trip the entire substation. Since reprogramming the substation 

relays with new OCD settings, there have no instances of fuses tripping the entire 

substation. There have been typical temporary line contacts causing the feeder 

OCD to operate (momentary power outage or blink) but not locking-out (permanent 

outage). This is a clear indication of proper OCD coordination. 

Item (2) has been corrected. The two White Rock Feeders contain ten (10) major 

laterals with fuse protection serving a large majority of the overhead distribution 

system. Since overhead systems routinely experience temporary line contacts due 

to lighting, wind or snow; any temporary line contact in the White Rock overhead 

system would result in a blown fuse or permanent power outage. During 2009, ten 

(10) oil circuit reclosers (ocrs) were placed on the main feeder laterals. Now, a 

momentary overhead line contact will cause a momentary blink (a split second 

outage) affecting the SAIFI but have greater impact on the SAIDI (reduced). 

Item (3) is ongoing. As previously mentioned, an UG line section is replaced after 

two or more failures. UG power lines identified for replacement are identified in a 

working calendar and prioritized based on the number of consumers served. Small 

UG section replacements may be completed within the calendar year but large UG 

section replacements may have to be budgeted as capital projects. 

Item (4) is ongoing. There have been instances of subdivision outages lasting longer 

than usual due to lack-of or inadequate UG sectionalizing points (inside live-front 

transformers). Instead of sectionalizing (or isolating) a failed UG line, the entire UG 

phase is often de-energized turning a 10 customer outage into a 60 customer 

outage. Analysis is underway to add primary junction boxes with fused elbows at 

critical locations so that long single phase UG laterals have the ability to be 

sectionalized into smaller parts. Though 60 customers may be out of power initially 

for a failed UG line, power can be restored to all but 10 customers when proper 

sectionalizing points exist. 

21 115

Item (5) is ongoing. There have been instances of a 20 customer outage turning into 

a 100 customer outage because of a failed line on a radial UG lateral. Analysis is 

underway to create loops in radial lines so they can be backfed from an alternate 

source (when a failed UG line causes a power outage). The projects identified under 

this category will be place high on the priority list. 

Item (6) is ongoing. Early this Spring, a single pole failure on WR2 cause a 12-14 

hour power outage to the Pajarito Subdivision area. The pole breakage was during 

winter type weather conditions on a pole not readily accessible. What should have 

been a routine 4 hour outage ended up being 3 to 4 times too long. Similar failures 

along this 1 mile stretch of overhead distribution will require a looped solution for 

WR2 within the next two years. 

IV. Description of Distribution System and impacts on Reliability 

Distribution System 

Before the department can implement short-term or long-term action plans, it’s 

important to understand the electrical network that makes up the distribution system. 

In addition, factors such as age, number of past failures, feeder type, commercial or 

residential base, growth potential, and number of customers in a specific area or 

feeder heavily influence the priority for the short-term or long term action plans. For 

example, this past year heavy emphasis was placed on the expansion of the 

Feeders 17 and 18 into the Los Alamos commercial district and address outages 

related to Feeders 15 and 16; the most populous residential circuits. 

LACU owns and operates the Electric Distribution System (EDS) in Los Alamos and 

White Rock areas. The EDS is comprised of approximately 66% underground (UG) 

distribution and 34% overhead (OH) distribution serving approximately 8,500 

customers. There are approximately 6,100 customers in the Los Alamos area and 

2,400 customers in White Rock. 

For OH distribution, the major components are power poles (PPs), overhead 

conductor (OH wire), and pole mounted transformers (XFMRs). The transformers 

are either two (2) bushing conventional or single (1) busing CSP (completely self 

protected). The two bushing transformers are referred to as delta transformers 

requiring two energized phases to produce full power. The CSP transformers require 

only one phase to produce full power. 

For UG distribution, the major components are switchgear (SG), primary junction 

boxes (PJBOX), primary cable (PUG), padmounted transformers (PADs), secondary 

cable (SUG), and secondary junction boxes (SJBOX). Single phase pads provide 

power to residential areas and three phase pads provide power to commercial 

businesses. 

22 116

There are two operating distribution voltages in the LAC ED system, 13.2 KV 

(7.62KV line-to-neutral) for Los Alamos Townsite and 12.47 KV (7.2KV line-toneutral) 

for White Rock. All OH and UG distribution system components can be 

utilized in both distribution systems with the exception of transformers; transformers 

are rated for each specific voltage. (Note: For emergency purposes, the 

transformers for either area can be tapped to match the opposite area by simply 

changing the primary transformer taps; it’s an option but not highly desirable.) 

Age and replacement challenges 

The large majority of the OH system exceeds 50 years and is operating at the end of 

its useful life. The large majority of the UG system was installed during the 1970s 

with cable technology that was good for 30-40 years. Therefore, both systems are 

operating at the end of their useful life and LACU must adopt an aggressive 10 year 

replacement strategy. 

The OH and UG systems each have repair and replacement challenges and may 

impact the SAIDI as replacement features are implemented. For example each 

system has potential right-of-way access issues making it difficult to replace rotten 

poles, overloaded transformers, working around landscaped areas, or while digging 

for making routine repairs. In addition, most of the OH work needs to be completed 

while the existing power line is energized or while hot. Work and safety procedures 

require the feeder over-current protection be disabled (from normal reclosing) while 

hot work is underway. This means that a simple inadvertent line contact may kickout 

an entire feeder while doing hot work on that feeder. Unfortunately, we’ve had 

several of those occurrences this past year. Therefore, LACU must be prepared for 

these work challenges as the repair and replacement strategies take place. 

Maintain, repair or replace 

As the department strategizes on improving system reliability, the inevitable question 

is whether to maintain, repair or replace. Regardless of the alternative, the 

department must strategically operate under the following guidance: 

1. LACU must adequately maintain its electric distribution system moving 

forward so that equipment exceeds its useful life. For OH, this means pole 

treating every 10 years (and more frequently as the poles age). For UG, this 

means placing all electrical cable in pvc conduit and burial at proper depths. 

2. LACU must continue to make repairs to its distribution system; after several 

failures, UG sections must be planned for replacement. 

3. LACU must prioritize replacement efforts to critical feeder sections which 

impact the most customers and have the biggest impact on the SAIDI. 

Sections V and VI provide short-term and long-term action plans that must be done 

in parallel largely because of the age of the distribution system. Reality is that both 

action plans compete for limited funding resources because LACU must remain costcompetitive 

with adjacent electric utilities. However, the reliability requirements of 

23 117

the County residents, Utilities Board and Council should guide the short term and 

long term replacement strategies by the willingness to pay for increased reliability. 

V. Discussion of Short Term Action Plans 

Feeder 15-16 Overhead Rebuild Project 

This project replaces the 60 year old single pole double circuit for feeders 15 and 16 

which added 2.36 hours to the SAIDI during 2010-2011. The project consists of 

replacing approximately 2 miles of overhead distribution which serves 3600 

customers. The rebuild project includes three new spans across Pueblo Canyon 

with self-supporting steel pole structures at each end. The new steel poles will 

replace 63 year old wood poles and provide increased conductor spacing to avoid 

slapping of power lines during high winds and snowy days. COMPLETED in 2011 

Feeder 17 Expansion 

The purpose for this project is to transfer the commercial businesses along Central 

Avenue from residential Feeder 14 to newly constructed commercial only Feeder 17. 

The expansion consists of new UG primary cable, new UG switchgear, and new 

transformers when warranted. In addition, all manhole and switchgear connections 

will be the insulated dead-break type to rid of non-break primary splices and live-front 

equipment; both of which have proven unreliable in the past. Refer to Figure 7 on 

page 15 which illustrates the Feeder 17 expansion. COMPLETED in 2012 

Feeder 18 Expansion 

The project is similar to the Feeder 17 expansion project but transfers the 

commercial businesses along Trinity Drive and DP road from Feeder 14 onto new 

Feeder 18. This feeder will power the proposed expansion at 901 Trinity site but the 

feeder itself won’t be replaced until the Trinity Drive expansion takes replaced 

(design is complete but construction is on hold). Feeders 17 and 18 will have 

backfeeding connections to each other. Refer to Figure 7 on page 15 which 

illustrates the Feeder 18 expansion. COMPLETED in 2012 

Overhead Pole Replacement Program 

In 2005, all distribution poles were inspected and treated at the ground line. 

Approximately 250 poles or roughly 13% of the poles were rejected but temporarily 

braced. During 2012, LACU will re-inspect and treat all poles. It is anticipated that 

an additional 13% of the poles may need to be replaced. In addition, above ground 

inspection indicate many poles have signs of severe weathering. Therefore, LACU 

must adopt an aggressive pole replacement program because any critical pole on 

Feeders 13, 15, 16, WR1 or WR2 could potentially cause a power outage affecting 

thousands of customers. The department will prioritize replacing poles and cross- 

24 118

arms on the main three phase backbone system; laterals will lag behind. POLE 

CHANGE-OUTS UNDERWAY 

Infrared OH line inspection 

During the recent year, the distribution system has steadily increased outages 

related to burnt overhead wire connections on riser poles, switches, and fuse 

holders. The burnt wire connections primarily consist of 1960’s copperweld-copper 

wire attached with bolts to mechanical equipment. The department has access to an 

infrared camera and plans are underway to commence a system wide infrared 

inspection of the main three phase overhead system before the end of 2012. The 

infrared camera can detect arcing hot spots which lead to connection failure as 

illustrated in Figure 9 below. PLANNING UNDERWAY 

Figure 9. Hot spot on substation transformer bushing 

UG Primary Replacement Program 

Most of the primary UG subdivision systems installed in Los Alamos and White Rock 

during the 1970s and do not meet today’s standards. The 1970 standard includes: 

175 mil, XLP insulation; non-strand filled, direct buried with exposed neutral; 30-40 

year replacement life cable. In addition, the primary cable was installed at the rear of 

the property making access an issue today; and, fed live-front transformers with few 

sectionalizing points. Today’s standards include: superior 220 mil TRXLPE or EPR 

insulation; strand-filled, jacketed neutral placed in pvc conduit; 40-50 year 

replacement life cable. The primary cable is installed in front of the property for 

25 119

unobstructed access; and, feeds dead front transformer with junction boxes for 

sectionalizing means. 

Presently, the department has experienced primary cable failures in most area 

subdivisions but mainly during the wet seasons. The additional ground moisture 

tends to accelerate the treeing affect in the cable insulation leading to primary cable 

failures. Past departmental response has been to continue to repair the bad line 

section multiple times. Moving forward, the department has adopted a cable 

replacement strategy which places failed UG line sections in a working calendar. 

After a cable experiences two or more failures, the line section is prioritized and 

scheduled for replacement with today’s UG standards. Also, other engineering and 

reliability upgrade features are designed as well including: ridding of radial lines by 

adding loops; adding sectionalizing points, re-routing for accessibility, etc. The idea 

is to ensure that even if the newly installed line fails, power can be restored fast all 

while impacting the least amount of customers. 

It is anticipated that older primary cable sections may continue to impact reliability 

because the cable is operating near the end of its useful 40 year life. Department 

staff will continue to prioritize the UG replacement needs and propose budget funds 

accordingly. So far, budget funds have been adequate to replace small line sections 

which have failed on numerous occasions. However, as large replacement projects 

may unfold, capital funds may need to be requested. UG REPLACEMENT 

PROGRAM UNDERWAY 

VI. Discussion of Long Term Action Plans 

New LASS Substation Addition 

The top reliability project for the citizens of Los Alamos is the new LASS Substation 

addition near the County landfill. Unless LACU adds additional substation and 

feeder sources in Los Alamos, it will be difficult to sustain and maintain a high level 

of reliability defined by the 60 minute SAIDI. The department achieved reliability 

success by having a SAIDI less than 60 minutes for 6 months during 2011-2012. 

However, after one winter blizzard outage to a radial line on a populous feeder, the 

SAIDI increased by 40 minutes. 

Adding a new substation and feeder sources is the optimum project to significantly 

improve system reliability in the Los Alamos area. The new LASS substation would 

(1) decrease the number of customers on Townsite substation feeders 13, 15, and 

16, (2) provide new feeders 13T, 15T, 16T, etc. (3) add system redundancy during 

emergencies. For example and on a normal work day, a problem on double circuit 

Feeder 15-16 near Walnut Park affects 3600 customers for at least 4 hours. By 

adding the LASS substation, the same problem would affect 1800 customers for 2 

hours or less. The reason is: (1) half the Feeder 15-16 customers would normally be 

on Feeders 15T & 16, and not be affected by the outage; (2) new Feeders 15T and 

26 120

16T could be utilized to transfer all customers from Feeder 15 and 16 within 2 hours 

and having a quicker response time. Figure 10 illustrates the configuration of the 

LACU distribution system with the addition of the LASS substation. The LASS 

substation adds major reliability improvements to the western and northern sections 

of Los Alamos by increasing the number of feeders from 7 to 12. 

Figure 10. Los Alamos distribution area with LASS substation addition 

The LASS substation will also relieve load from the existing Townsite Substation. 

Under existing conditions and for a TC1 feeder outage, the Townsite peak demand 

exceeds the TC2 feeder ampacity rating as illustrated in Table 6 below. This 

condition may only worsen as future expansion at 901 Trinity Site and DP Road 

develops exasperating the need for the LASS substation addition. 

Feeder Size Rating 

27 121 

Max Carrying 

Load 

TC1 (2) 500 mcm CU 920 amp 21 MW 13.8 

TC2 1000 mcm Cu 615 amp 14.1 MW MW 

Table 6. Potential TC2 Feeder Loading for a TC1 Feeder Outage 

Townsite Peak Load 

2009 2010 2011 

15.9 

MW 

14.8 

MW

Distribution system SCADA expansion 

The LACU power production group (LACP) has SCADA expansion capabilities at the 

Townsite and White Rock substations. Presently, the SCADA system monitors 

individual feeder breaker status and power flows via a GE 750/760 relay. The 

SCADA system can be expanded to OPEN and CLOSE each feeder remotely. Often 

times and during a power outage, the lineman has to patrol to find and isolate the 

problem; then, return back to the substation to restore power. Having SCADA 

control of the feeder breaker, the lineman can request the LACP operator to CLOSE 

the breaker remotely thereby aiding in the restoration process. 

Feeders 13 and 16 presently have ABB electronic reclosers (EOCDs) which can be 

integrated into the LACP SCADA system at minimal cost. The EOCDs can be 

retrofitted with a SCADA card and micro-wave radio to communicate back to another 

micro-wave radio at the Townsite substation. These node additions can be mapped 

into the LACP SCADA system for automated control. Therefore, when an EOCD 

trips off line, the LACP operator will immediately know where the outage originates 

and then dispatch the linemen directly to the problem. After the linemen isolates and 

repairs the problem, LACP can remotely CLOSE the EOCD and restore power 

quickly. 

Similarly and after the new LASS substation is constructed, all backfeeding tie-points 

can be fitted with S&C SCADA mate switches. During power outages, the switches 

can be remotely controlled by the operator to help the linemen restore power more 

efficiently. In summary, having distribution system equipment with SCADA 

capabilities can help the operator identify the outage fast and help the linemen 

restore power more effectively. Figure 11 illustrates the S&C SCADA mate switch 

which is predominately the industry standard. 

Figure 11. S&C SCADA Switches 


Three Phase Primary Overhead Rebuild 

Table 7 illustrates the length of the main three phase OH feeder, or backbone. The 

purpose is to replace the most critical part of the distribution system network and 

ensure reliability to the large majority of customers. As was noted earlier, a downed 

power pole on the WR2 circuit backbone resulted in a SAIDI of 40 minutes. These 

OH rebuild projects would be contracted out and treated as capital projects. Primary 

single phase laterals which serve less than 50 customers can be replaced with LACU 

crews as part of its overall maintenance program effort. 

Table 7. Three Phase Main Feeder Backbone Lengths 

Primary Underground Rebuild: 

FEEDER # # OF POLES MILES OF LINE 

13 81 3.44 

SkiHill 70 3.5 

15 111 3.15 

16 137 4.53 

WR1 65 1.83 

WR2 73 3.41 

EA4 150 9 

TOTALS 687 28.86 

The primary UG rebuild projects would identify areas in the distribution system with a 

history of bad or failed UG line sections. If large sections within a subdivision or area 

have historical failures, this would be indicative of a deteriorating 30-40 year life 

cable. The primary UG replacement projects would be treated as capital projects 

and may consist of three phase primary, single phase primary or both. The strategy 

is to contract-out the placement of the conduit system only and have LACU crews 

install the primary cable, transformers, switchgear, etc.. It is more critical for LACU 

crews to install the primary UG system than the OH system. Unlike the OH system 

which can be visibly inspected after construction takes place, the UG system cannot 

be inspected after the terminations are sealed. A bad UG termination can fail 

prematurely but most likely after the contractor is gone. The department is in the 

process of identifying capital replacement projects within the UG distribution system. 

New Eastgate Substation Addition 

The new Eastgate substation addition is similar to the LASS substation addition but 

provides substation and feeder redundancy to the east side of Los Alamos. The 

substation will become more critical as development expansion takes place on DP 


Road and the Pajarito Cliffs Site area. The LAC-LANL jointly owned EA4 feeder is 9 

miles long across rough mesa terrain in the Pueblo and Bayo Canyons. The feeder 

provides power to the LAC water pumps along Rendija Canyon, to the waste water 

treatment Plant, and to San Idelfonso’s Totavi area. The age of this feeder and 

inaccessibility could prove to be an unreliable source. Power outages on the EA4 

feeder may shut-down critical LAC water and waste water treatment facilities 

unpredictably. 

Figure 12 illustrates the added redundancy to the east side of Los Alamos with the 

addition of the new East gate substation. The substation adds new feeders for the 

DP road area (18T), Pajarito Cliffs Site, Bayo Plant, San Idelfonso, and a new feeder 

14T to add redundancy to the Townsite substation’s Feeder 14. This project would 

be in the 5-7 year outlook. 

Figure 12. Los Alamos distribution area with Eastgate substation addition 


VII. System Reliability Improvement Projects Completed 

Table 8 identifies the system reliability projects completed during the last two years. 

Reliability Improvement Projects Area Year Cost 

1 Feeder 15-16 OH Rebuild 2.7 miles 2011 

Feeders 15-16 

2011- 

$1100K 

2 Feeder 15-16 UG Rebuild 2 miles 2012 

2011- 

$600K 

3 Feeder 14 UG Rebuild Downtown 2012 

2011- 

$200K 

4 Feeder 17 Expansion Downtown 2012 

2011- 

$200K 

5 New Feeder 18 & Expansion Downtown 2012 

2011- 

$200K 

6 10 PME Switchgear Replacements Townsite 2012 $300K 

7 Padmount Transformer Replacement 

(live front to dead-front conversion) 

300 KVA Golf Course 2012 $12K 

500 KVA Smiths 2012 $18K 

150 KVA Conoco 2012 $8K 

300 KVA Ashley Inn 2011 $12K 

Four (4) 225KVA Bomber Field 2011 $50K 

300 KVA VFW 2012 $12K 

300 KVA Long View 2012 $12K 

$124K 

8 Overhead to Underground Conversion 

Sycamore Tank 

2012 $10K 

Golf Course Well 

2012 $10K 

Bomber Field retire 1200 ft 2011 $25K 

9 Primary Replacement Projects 

IRIS 1100 ft. 3PH 2012 $50K 

Loma Vista (replace & add loop) 500 ft 1 ph 2011 $75K 

712 IRIS primary replacement 300 ft 1 ph 2011 $15K 

10 Contract Tree Trimming Underway 2012 $100K 

11 30 Utility Pole Change outs Service wide end 2012 $150K 


BUSINESS 

Discussion of Sewer Project Costs and 

Ways to Fund Continuing Sewer Budget 

Needs 

Presenter: John Arrowsmith 

126

NAME 

SUBJECT 



John Arrowsmith, Janet 

Bettinger, Bob Westervelt 

DATE OF MEETING 07/18/2012 

Discussion of Sewer Project Costs and Ways to Fund Continuing Sewer Budget Needs 

followed in FY2016 with a 20% decrease. This is the result of the reserve requirements on the 

existing debt. Staff recommends Scenario 5 attached, which shows that with a relatively small 

intra fund loan of $200k we could maintain required cash reserves with a much more moderate 

rate increase of 35%, and avoid the subsequent decrease. 

A change to the rate base, such as establishing a fixed charge per household for sewer charges 

(such as is used for refuse collection) is another alternative that we intend to explore. This 

would, however, affect the distribution of revenue collection among our customers, not the total 

amount that needs to be collected to maintain and operate the system. 

In summary, as Los Alamos citizens, we appreciate our rugged terrain and natural landscapes. 

However, building and maintaining sewer infrastructure in this environment is quite costly. 

Rather than subsidizing this cost with other utility or tax revenues, the Utilities Manager 

recommends that sewer rates reflect the actual cost for service. For families to which this would 

present an undue burden we may consider a subsidy based on a means test and which could be 

provided from other sources. 

STAFF IMPACT 

None 

FISCAL IMPACT 

A significant impact on sewer rates is likely. 


Staff recommends the Board request an inter fund loan of $200k from the General Fund and a 

rate ordinance implementing scenario #5 attached be drafted for approval by the Council. 


Please see Attachment C for discussion of possible alternative scenarios. 


127 

Page 2 of 3

NAME 

SUBJECT 

BACKGROUND 







At the last sewer rate increase hearing in August 2011, Council expressed reluctance to increase 

the sewer rates to higher levels. The DPU was projecting higher rates would be needed to build 

reserves to replace aging infrastructure as well as pay the annual operating expenses and pay off 

the loan for the Los Alamos Waste Water Treatment Plant (WWTP). The 2011 sewer rate 

increase of 10% was necessary to help reduce the funding deficit for other capital improvements 

and operating costs. At the 2011 sewer rate hearing, the Department projected the need for 

another 20% revenue increase in FY2013 which Council said they would have difficulty 

supporting. It is our intent with this discussion to update the Board and Council on the level of 

capital investment required to maintain our system in good operating order. 

One problem is that the approved FY2013 budget assumed $2M in loans and grants would be 

received from NMED in 2013 and 2014. Unfortunately, these funds are not available to the 

county. Additionally, the 2011 increase was intended to provide funding to service the debt on 

the WWTP, including building the cash reserves required under the financing agreement. 

Because of significant expenditures to resolve extensive collection system issues we have not 

been able to build the planned and required reserves. The DPU Engineering Department has 

updated its comprehensive system assessment and it has become apparent that replacement of 

ageing collection system infrastructure over the next several years will require major additional 

funding. 

An example is the Manhattan Loop project which has been discussed previously. A major 

collection line runs under several homes at that location. The line is failing and needs 

replacement. The only practical option is to relocate the line in County open space. Concern 

over the impact of the replacement line on trials and historic sites has also resulted in significant 

additional costs. This project was included in the FY13 budget at $700k but now is estimated at 

closer to $1M. We have conducted a condition assessment and determined there are similar 

situations at several locations throughout Los Alamos. We have attached a schedule showing 

previously budgeted projects compared with projected replacement needs and funding 

requirements developed as a result of this assessment. This schedule demonstrates that $23.6M 

over the next 15 years, which is $3.2M more than previously projected, will be needed for 

replacement of this ageing infrastructure. 

Staff has developed several different scenarios regarding the funding requirements. Scenario 1 

attached demonstrates that to support projected operating, replacement, and reserve requirements 

entirely through the sewer rate, an increase of 52% would be required in FY2013, but could be 


Page 1 of 3

NAME 

SUBJECT 







1. Attachment A- CIP projection of projects and costs 

2. Attachment B – Comparison of Typical Sewer Cost per Customer for scenarios discussed 

3. Attachment C – Scenarios 1 (included in discussion), 1a, 2, 3, 4, and 5 (included in 

discussion) 

Description of the alternatives we considered are summarized as follow: 

Scenario 1: rate supports all reserve, operation, and replacement requirements as 

discussed above. 

Scenario 1A: Same as #1, but cash reserve in FY13 is allowed to drop below 

requirements, but will be adequate from FY14 onwards. 

Scenario 2: General Fund pays off the existing debt for the treatment plant, related 

reserve requirements are abated. Additional increases under this scenario would not be 

required until FY19 when additional debt for replacement of the White Rock Treatment 

Plant is scheduled. 

Scenario 3: An inter fund load of $4M to delay and somewhat mitigate the need for a 

large increase. Note a 5% increase in FY13 would still be needed, but the total increase 

is spread over several subsequent two year periods. 

Scenario 4: With a $4M grant from the General Fund we could equalize and stabilize the 

increases to 10% every other year until FY19, when 15% would be needed to cover the 

additional debt for replacement of the White Rock Treatment Plant. 

Scenario 5: An inter fund loan of $200k still provides for the rate to support all 

operations and replacements needs, but provides support for the cash reserve requirement 

in FY13, as discussed above. 


None – discussion item only 


Page 3 of 3

EXISTING CIP PROGRAM ‐ INCLUDING REBUILD WRTP REVISED CIP ‐ NEW PROJECTS (STILL INCLUDING REBUILD WRTP) 

Sewer 

Wastewater 

Sewer 

Wastewater 

Collection 

Treatment 

CS+WT FY Collection 

Treatment 

CS+WT FY 

FY Costs Collection Project Description 

Costs Treatment Project Description 

TOTAL 

Costs Collection Project Description 

Costs Treatment Project Description 

TOTAL Comments 

13 $180,000 Arroyo Lane Lift Station Replacement $200,000 White Rock Plant (WRTP) Drain Lift Station $180,000 Arroyo Lane Lift Station Replacement $200,000 White Rock Plant (WRTP) Drain Lift Station Assume Full Cost of White Rock WWTP Reconstruction 

13 $80,600 15th Street Replacement at YMCA $150,000 LA Plant Blower Replacement $80,600 15th Street Replacement at YMCA $150,000 LA Plant Blower Replacement for this Analysis. Not WRTP Elimination. 

13 $54,000 Trinity Crossing at Gold Street $50,000 WRTP Plant Flow Metering $54,000 Trinity Crossing at Gold Street $50,000 WRTP Plant Flow Metering 

13 $52,000 Eastern Area (Canyon Road) Phase 1 $52,000 Eastern Area (Canyon Road) Phase 1 

13 $695,000 Manhattan Loop Sewer Replacement $1,052,943 Manhattan Loop Sewer Replacement Revised Manhattan Loop Costs Upward 

13 $1,061,600 $400,000 $1,461,600 $1,419,543 $400,000 $1,819,543 

14 $169,000 DP Road Lift Station Replacement $0 No Projects $169,000 DP Road Lift Station Replacement $0 No Projects 

14 $130,000 NM 502 (Knecht to Tewa Loop) $130,000 NM 502 (Knecht to Tewa Loop) 

14 $306,000 Chamisa Arroyo Replacement $306,000 Chamisa Arroyo Replacement 

14 $300,000 Eastern Area (Canyon Road) Phase 2 $300,000 Eastern Area (Canyon Road) Phase 2 

14 $905,000 $0 $905,000 $905,000 $0 $905,000 

15 $196,000 Mimbres Drive Replacement $150,000 WRTP MIOX $196,000 Mimbres Drive Replacement $150,000 WRTP MIOX 

15 $243,000 Connie Avenue Replacement $243,000 Connie Avenue Replacement 

15 $148,000 Cheryl Avenue Replacement $148,000 Cheryl Avenue Replacement 

15 $96,000 Backyard Replacement 43rd & 44th off Sandia $96,000 Backyard Replacement 43rd & 44th off Sandia 

15 $173,000 Rio Bravo Lift Station $173,000 Rio Bravo Lift Station 

15 $856,000 $150,000 $1,006,000 $856,000 $150,000 $1,006,000 

16 $350,000 Generic Sewer Line Rehab or Replacement $0 No Projects $461,000 Rim Road Sewer Canyon Drop $0 No Projects Added Rim Road Canyon Sewer Drop 

16 $177,000 Loma Vista Lift Station $177,000 Loma Vista Lift Station 

16 $150,000 Generic Sewer Line Rehab or Replacement 

16 $527,000 $0 $527,000 $788,000 $0 $788,000 

17 $350,000 Generic Sewer Line Rehab or Replacement $150,000 WRTP Facilities Plan & Environmental Assessment $550,000 Airport Sewer Canyon Drop $150,000 WRTP Facilities Plan & Environmental Assessment Added Airport Area Canyon Sewer Drop 

17 $181,000 Paseo Penasco Lift Station $181,000 Paseo Penasco Lift Station 


17 $531,000 $150,000 $681,000 $881,000 $150,000 $1,031,000 

18 $300,000 Generic Sewer Line Rehab or Replacement $900,000 WRTP Design $520,000 Los Pueblos Sewer Canyon Drop $900,000 WRTP Design 

18 $183,000 El Gancho Lift Station $183,000 El Gancho Lift Station 

18 $483,000 $900,000 $1,383,000 $703,000 $900,000 $1,603,000 

19 $300,000 Generic Sewer Line Rehab or Replacement $10,000,000 $510,000 Cooper Road Sewer Canyon Drop $10,000,000 

19 $186,000 North Road Lift Station $186,000 North Road Lift Station 

19 $486,000 $10,000,000 WRTP Construction of New Plant $10,486,000 $696,000 $10,000,000 WRTP Construction of New Plant $10,696,000 

20 $300,000 Generic Sewer Line Rehab or Replacement $0 $434,000 Camino Cereza Sewer Canyon Drop $0 

20 $190,000 Ridge Park Lift Station $190,000 Ridge Park Lift Station 


130 

20 $490,000 $0 $490,000 $824,000 $0 $824,000 

21 $500,000 Generic Sewer Line Rehab or Replacement $0 $427,200 Camino Redondo Sewer Canyon Drop $0 


21 $500,000 $0 $500,000 $627,200 $0 $627,200 

22 $500,000 Generic Sewer Line Rehab or Replacement $0 $276,000 Camino Encantado Sewer Canyon Drop $0 

22 $315,000 Old Pueblo WWTP Sewer Canyon Drop 


22 $500,000 $0 $500,000 $791,000 $0 $791,000 

23 $0 Generic Sewer Line Rehab or Replacement $0 $750,000 Laguna Road Sewer Canyon Drop $0 

23 $0 $0 $500,000 $750,000 $0 $750,000 

24 $0 Generic Sewer Line Rehab or Replacement $0 $700,000 Generic Sewer Line Rehab or Replacement $0 

24 $0 $0 $500,000 $700,000 $0 $700,000 


25 $0 $0 $500,000 $700,000 $0 $700,000 


26 $0 $0 $500,000 $700,000 $0 $700,000 


27 $0 $0 $500,000 $700,000 $0 $700,000 

$6,339,600 $11,600,000 $12,040,743 $11,600,000 TOTALS FOR EACH ASSET AREA 

$20,439,600 $23,640,743 GRAND TOTALS FOR ALL OF FY 13 THROUGH FY 27 (15 Year CIP) 

WW ASSET FY COSTS COMPARISONS AND REVISIONS

COMPARISON OF TYPICAL MONTHLY SEWER COST PER CUSTOMER 

SEWER RATE COMPARISON - Scenario 1 

FY13 Proposed 

TYPE CURRENT Rate $ CHANGE % CHANGE GALLONS # of UNITS 

n/a 

Residential $26.30 $39.98 $13.68 52.00% 2,000 

n/a 

Residential $38.08 $57.88 $19.80 52.00% 4,000 

n/a 

Commerical $244.23 $371.23 $127.00 52.00% 39,000 

390 

Multi-Family $4,556.40 $6,925.73 $2,369.33 52.00% 172,360 

SEWER RATE COMPARISON - Scenario 5 

FY13 Proposed 

TYPE CURRENT Rate $ CHANGE % CHANGE GALLONS # of UNITS 

131 

n/a 

Residential $26.30 $35.51 $9.21 35.00% 2,000 

n/a 

Residential $38.08 $51.41 $13.33 35.00% 4,000 

n/a 

Commerical $244.23 $329.71 $85.48 35.00% 39,000 

390 

Multi-Family $4,556.40 $6,151.14 $1,594.74 35.00% 172,360

SUMMARY OF RATE CHANGES BY SCENARIO 

FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 

SCENARIO 1 52% -20% 14% 9% 

SCENARIO 1A 40% -5% 3% 10% 

SCENARIO 2 10% 8% 5% 

SCENARIO 3 5% 25% 12% 9% 

SCENARIO 4 10% 10% 10% 15% 

SCENARIO 5 35% 8% 8% 

132

Los Alamos County Utilities Department 

Financial Forecast ‐ SCENARIO 1 

Wastewater Division 

FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST FORECAST 

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 

Supervision, Misc Direct Admin 336,818 289,258 293,597 298,001 302,471 307,008 311,613 316,287 321,032 325,847 

Wastewater Collection 472,431 482,033 489,263 496,602 504,051 511,612 519,286 527,076 534,982 543,007 

Lift Stations 137,182 139,936 142,035 144,166 146,328 148,523 150,751 153,012 155,307 157,637 

Non Potable Irrigation 0 0 0 0 0 0 0 0 

Wastewater Treatment 1,232,815 1,244,122 1,262,784 1,281,726 1,300,951 1,320,466 1,340,273 1,360,377 1,380,782 1,401,494 

Closing Adjustments 

Interdepartmental Charges 444,478 444,478 451,145 457,912 464,781 471,753 478,829 486,011 493,302 500,701 

Administrative Division Allocation 550,369 537,446 544,005 550,661 557,418 564,276 571,237 578,303 585,474 592,753 

In Lieu Taxes 

Debt Service 1,000,859 1,033,488 1,033,488 1,033,488 1,033,488 1,033,488 1,033,488 1,686,069 1,686,068 1,686,068 

Interdivision Loans 

968,752 

968,752 

968,752 

Capital Annuity 1,819,543 905,000 968,752 968,752 968,752 968,752 968,752 

Capital Paid with new Debt 10,000,000 

Total Operation Expenses 4,174,952 4,170,761 4,216,317 4,262,556 4,309,489 4,357,126 4,405,477 5,107,135 5,156,947 5,207,507 

Total Capital Expenditures 1,819,543 905,000 968,752 968,752 968,752 968,752 10,968,752 968,752 968,752 968,752 

Total Cash Outflow 5,994,495 5,075,761 5,185,069 5,231,308 5,278,241 5,325,878 15,374,229 6,075,887 6,125,699 6,176,259 

Revenue Forecast 

Customers 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 

Mgal Treated/Billed 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 

Revenue per Mgal $ 13.67 $ 13.67 $ 13.67 $ 10.94 $ 10.94 $ 10.94 $ 12.47 $ 12.47 $ 13.59 $ 13.59 

Rate Increase Percentage 52.00% -20.00% 14.00% 9.00% 

133 

Total Sales Revenue 5,099,598 6,151,896 6,151,896 4,921,517 4,921,517 4,921,517 5,610,529 5,610,529 6,115,477 6,115,477 

Bond Issuance 10,000,000 

Interfund Loan (4%) 

Interest on Utility Reserves 49,977 49,977 49,977 49,977 49,977 49,977 49,977 49,977 49,977 49,977 

Revenue on Recoverable Work 3,137 3,184 3,232 3,280 3,330 3,379 3,430 3,482 3,534 3,587 

Other Revenue 

Total Cash Inflow 5,152,712 6,205,058 6,205,105 4,974,775 4,974,824 4,974,874 15,663,937 5,663,988 6,168,988 6,169,041 

(7,218) 

43,289 

(411,899) 

289,707 

(351,004) 

(303,417) 

(256,534) 

1,020,036 

1,129,296 

Net Cash Flow (841,783) 

310,473 

317,691 

274,402 

686,301 

396,594 

747,598 

1,051,015 

1,307,549 

287,513 

Cumulative Net Cash Flow (841,783) 

1,976,387 

1,983,605 

1,940,316 

2,352,215 

2,062,508 

2,413,512 

2,716,929 

2,973,463 

1,953,427 

Cash Balance 824,131 

Required Loan Repayment Reserve 241,222 241,222 241,222 241,222 241,222 241,222 241,222 241,222 241,222 241,222 

Required Debt Service Reserve 321,630 482,444 643,259 804,074 964,889 964,889 964,889 964,889 964,889 964,889 

Required Replacement Reserve 239,252 358,878 478,504 598,129 717,755 717,755 717,755 717,755 717,755 717,755 

Total Required 802,103 1,082,544 1,362,985 1,643,425 1,923,866 1,923,866 1,923,866 1,923,866 1,923,866 1,923,866 

52,521 

59,739 

16,450 

428,349 

138,642 

489,646 


1,610,479 

870,883 

Amount Above Requirement 22,028 

Assumptions: 

Rate increase to cover the loss of the $2 million grant/loan assumption, additional capital projects and for NMED loan reserve requirements 

Capital expenditures increased in 2013 by $357,943. A budget adjustment will be required 

Assumes beginning cash balance of $1,665,914 

7‐5‐2012


Financial Forecast ‐ SCENARIO 1a 



2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 









In Lieu Taxes 

Debt Service 1,000,859 1,033,488 1,033,488 1,033,488 1,033,488 1,033,488 1,033,488 1,686,069 1,686,068 1,686,068 


968,752 

968,752 

968,752 







Customers 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 


Revenue per Mgal $ 12.59 $ 12.59 $ 12.59 $ 11.96 $ 11.96 $ 11.96 $ 12.32 $ 12.32 $ 13.55 $ 13.55 

Rate Increase Percentage 40.00% -5.00% 3.00% 10.00% 

134 



Interfund Loan (4%) 



Other Revenue 

Total Cash Inflow 4,909,874 5,719,382 5,719,429 5,436,167 5,436,216 5,436,266 15,597,804 5,597,855 6,152,347 6,152,400 

(23,859) 

26,648 

(478,032) 

223,574 

110,388 

157,975 

204,858 

534,360 

643,620 

Net Cash Flow (1,084,621) 


338,771 

312,123 

790,155 

566,580 

456,192 


93,359 

(441,001) 

Cumulative Net Cash Flow (1,084,621) 

1,980,826 

2,004,685 

1,978,037 

2,456,069 

2,232,494 


1,964,132 

1,759,273 

1,224,913 


Required Loan Repayment Reserve 241,222 241,222 241,222 241,222 241,222 241,222 241,222 241,222 241,222 241,222 



Total Required 802,103 1,082,544 1,362,985 1,643,425 1,923,866 1,923,866 1,923,866 1,923,866 1,923,866 1,923,866 

56,960 

80,819 

54,171 

532,203 

308,628 

198,240 

320,706 

396,289 

142,369 

Amount Above Requirement (220,810) 

Assumptions: 

Rate increase to cover the loss of the $2 million grant/loan assumption, additional capital projects and for NMED loan reserve requirements 








2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 









In Lieu Taxes 

Debt Service 13,273,949 3,342 3,342 3,342 3,342 3,342 3,342 655,922 655,922 655,922 


968,752 

968,752 

968,752 



Total Operation Expenses 16,448,042 3,140,615 3,186,171 3,232,410 3,279,343 3,326,980 3,375,331 4,076,988 4,126,801 4,177,361 


Total Cash Outflow 18,267,585 4,045,615 4,154,923 4,201,162 4,248,095 4,295,732 14,344,083 5,045,740 5,095,553 5,146,113 

135 


Customers 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 


Revenue per Mgal $ 8.99 $ 8.99 $ 8.99 $ 8.99 $ 8.99 $ 9.89 $ 9.89 $ 10.68 $ 10.68 $ 11.22 

Rate Increase Percentage 10.00% 8.00% 5.00% 



General Fund Pays Off Debt 13,270,607 



Other Revenue 

Total Cash Inflow 17,371,022 4,100,462 4,100,509 4,100,558 4,100,607 4,505,387 14,505,438 4,861,651 4,861,704 5,102,166 

(43,947) 

(233,850) 

(184,089) 

161,354 

209,655 

(147,488) 

(100,605) 

(54,414) 

54,847 

Net Cash Flow (896,563) 

(1,235,100) 

(1,191,153) 

(957,303) 

(773,214) 

(934,568) 

(1,144,223) 

(996,735) 

(896,131) 

(841,717) 

Cumulative Net Cash Flow (896,563) 

430,814 

474,761 

708,611 

892,700 

731,346 

521,691 

669,179 

769,783 

824,197 


Assumptions: 

County pays off existing debt on new Wastewater Treatment Plant. Change needed to cover the existing debt, loss of the $2 million grant/loan assumption and additional capital projects 








2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 









In Lieu Taxes 

Debt Service 1,475,055 1,507,684 1,507,684 1,507,684 1,507,684 1,507,684 1,033,488 2,160,265 2,160,264 2,160,264 


968,752 

968,752 

968,752 



Total Operation Expenses 4,649,148 4,644,957 4,690,513 4,736,752 4,783,685 4,831,322 4,405,477 5,581,331 5,631,143 5,681,703 


Total Cash Outflow 6,468,691 5,549,957 5,659,265 5,705,504 5,752,437 5,800,074 15,374,229 6,550,083 6,599,895 6,650,455 


Customers 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 



Rate Increase Percentage 5.00% 25.00% 12.00% 9.00% 

136 

Total Sales Revenue 4,148,483 4,249,665 5,312,081 5,312,081 5,949,531 5,949,531 5,949,531 5,949,531 6,484,989 6,484,989 


Interfund Loan (4%) 4,000,000 



Other Revenue 


(111,902) 

(61,395) 

(547,093) 

628,709 

202,814 

250,401 

(340,165) 

(293,975) 

(1,247,131) 

Net Cash Flow 1,732,906 

213,169 


386,466 

933,559 

304,850 

102,036 

(148,365) 

191,800 

485,775 

Cumulative Net Cash Flow 1,732,906 

1,879,083 

1,990,985 

2,052,380 

2,599,473 

1,970,764 

1,767,950 

1,517,549 

1,857,714 

2,151,689 

Cash Balance 3,398,820 

Required Loan Repayment Reserve 80,407 80,407 80,407 80,407 80,407 80,407 80,407 80,407 80,407 80,407 



Total Required 641,289 921,729 1,202,170 1,482,611 1,763,051 1,763,051 1,763,051 1,763,051 1,763,051 1,763,051 

116,031 

227,934 

289,329 

836,422 

207,712 

4,898 

34,938 

655,544 

1,229,960 

Amount Above Requirement 2,757,531 

Assumptions: 

Loan from General Fund at 4% interest. Loan and rate increase covers the loss of the $2 million grant/loan assumption, additional capital projects and for NMED loan reserve requriements 








2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 









In Lieu Taxes 

Debt Service 1,000,859 1,033,488 1,033,488 1,033,488 1,033,488 1,033,488 1,033,488 1,686,069 1,686,068 1,686,068 


968,752 

968,752 

968,752 







Customers 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 



Rate Increase Percentage 10.00% 10.00% 10.00% 15.00% 

137 



General Fund Grant 4,000,000 



Other Revenue 


72,305 

122,812 

172,572 

66,134 

114,435 

(327,701) 

(280,818) 

(679,830) 

(570,570) 

Net Cash Flow 2,105,919 

795,258 

722,954 

600,142 

427,570 

361,436 

247,000 

574,702 

855,519 

1,535,349 

Cumulative Net Cash Flow 2,105,919 

2,461,172 

2,388,868 

2,266,056 

2,093,484 

2,027,350 


2,240,616 

2,521,433 

3,201,263 

Cash Balance 3,771,833 






625,816 

503,005 

330,433 

264,298 

149,863 

758,005 

1,319,263 

2,279,534 

Amount Above Requirement 3,130,544 

Assumptions: 

Grant from General Fund. Loan and rate increase covers the loss of the $2 million grant/loan assumption and additional capital projects 








2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 









In Lieu Taxes 

Debt Service 1,024,569 1,057,198 1,057,198 1,057,198 1,057,198 1,057,198 1,033,488 1,709,778 1,709,778 1,709,778 


968,752 

968,752 

968,752 



Total Operation Expenses 4,198,662 4,194,471 4,240,027 4,286,266 4,333,199 4,380,836 4,405,477 5,130,845 5,180,657 5,231,217 


Total Cash Outflow 6,018,205 5,099,471 5,208,779 5,255,018 5,301,951 5,349,588 15,374,229 6,099,597 6,149,409 6,199,969 


Customers 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 7,039 


Revenue per Mgal $ 12.14 $ 12.14 $ 12.14 $ 12.14 $ 12.14 $ 12.14 $ 13.11 $ 13.11 $ 14.16 $ 14.16 

Rate Increase Percentage 35.00% 8.00% 8.00% 

138 



Interfund Loan (4%) 200,000 



Other Revenue 

Total Cash Inflow 5,008,692 5,517,017 5,517,064 5,517,113 5,517,162 5,517,212 15,954,371 5,954,422 6,426,552 6,426,605 

226,636 

277,142 

(145,174) 

580,142 

167,624 

215,211 

262,095 

308,285 

417,545 

Net Cash Flow (1,009,513) 

1,299,992 


796,214 

941,389 

361,247 

193,623 

(21,588) 

(283,683) 

(591,968) 

Cumulative Net Cash Flow (1,009,513) 

2,965,906 

2,739,271 

2,462,128 


2,027,161 

1,859,537 

1,644,326 

1,382,231 







1,202,855 

976,220 


844,251 

264,110 

96,486 

161,715 

180,061 

152,217 

Amount Above Requirement 15,112 

Assumptions: 

Rate increase and small interfund loan (4% interest) to avoid future rate reduction and to cover the loss of the $2 million grant/loan assumption, additional capital projects 

and for NMED loan reserve requirement 




BUSINESS 

Discussion on the Board Presentation to 

Council on July 24th, 2012 

Presenter: Glenn Woodwell 

139



NAME Glenn Woodwell DATE OF MEETING 07/18/2012 

SUBJECT Discussion on the Board Presentation to Council on July 24 th , 2012 

BACKGROUND 

Council leadership has requested that each Board/Commission Chair make a presentation to the 

Council once a year focused on what has been completed, what they are currently working on, 

and what challenges or opportunities they see coming up in the future. 

The Board of Public Utilities presentation is scheduled during the Council workshop on July 

24 th , 2012 at 7:00PM 

STAFF IMPACT 

None 

FISCAL IMPACT 

None 


Staff recommends that the Board discuss topics to be presented to the Council. 


N/A 


None 


No suggested motion. Discussion item only. 

140 

Page 1 of 1

BUSINESS 

Discussion on Utilities Manager Goals 

and Performance Planning for Fiscal 

Year 2013 

Presenter: Glenn Woodwell 

141




SUBJECT Discussion on Utilities Manager Goals and Performance Planning for Fiscal Year 

2013 

BACKGROUND 

The Board will discuss the Utilities Manager goals and performance planning for fiscal year 

2013 and review the Performance Planning & Evaluation form to be used for the FY 2013 

review period. 

If evaluation is to be, in the truest sense, a means of team building, certain conditions must 

prevail. The two processes must be compatible and interrelated in the following ways: 

1. Evaluation is basically a means, not an end in itself. 

2. The trust level between the evaluatee and evaluators must be high. 

3. The roles each are to fulfill must be clearly indicated and accepted. 

4. Responsibilities are matched with pre-determined standards of Performance. 

A performance standard is defined as a condition that will exist when a responsibility or function 

is successfully performed. It is essential that a performance standard be established, at the outset, 

for each of the six major areas of responsibility of the Utilities Manager. These six areas are as 

follows: organizational management and leadership; fiscal/business management; long range 

planning; community relations; relationships with the Utilities Board; intergovernmental 

relations. 

STAFF IMPACT 

None 

FISCAL IMPACT 

None 


Staff recommends that the Board of Public Utilities Adopt the Performance Plan and Goals for 

the Utilities Manager for Fiscal Year 2013. 


N/A 

142 

Page 1 of 2




SUBJECT Discussion on Utilities Manager Goals and Performance Planning for Fiscal Year 

2013 


A. Utilities Manager Performance Planning & Evaluation Form for FY2013 

B. Department-wide Goals for FY 2013 

C. Division Goals for FY2013 


I move that the Board of Public Utilities Adopt the Performance Plan and Goals for the Utilities 

Manager for Fiscal Year 2013. 

143 

Page 2 of 2

Evaluation as Team Building 



PERFORMANCE PLANNING & EVALUATION 

Evaluation of Utilities Manager – JOHN ARROWSMITH 

************************************************ 

Annual Review Period‐ July 1, 2012‐ June 30, 2013 

_______________ ___________________ 

Evaluator’s Name 

If evaluation is to be, in the truest sense, a means of team building, certain conditions must prevail. The two processes 

must be compatible and interrelated in the following ways: 

1. Evaluation is basically a means, not an end in itself. 

2. The trust level between the evaluatee and evaluators must be high. 

3. The roles each are to fulfill must be clearly indicated and accepted. 

4. Responsibilities are matched with pre‐determined standards of Performance. 

Definition of Roles 

A. Utilities Board 

1. Conduct annual assessments of performance of the Utilities Manager. 

2. Respect the prerogatives of the Utilities Manager insofar as operation and management functions of the 

organization are concerned and the policy function of the Utilities Board. 

3. Make assessments in general terms (although examples are helpful) except in instances where specific 

improvements are needed or when explicit commendations are due. 

B. Utilities Manager 

1. Accepts the prospects of annual evaluation. 

2. Understands the scope and thrust of the evaluations. 

3. Recognizes that the Utilities Board is ultimately responsible for performance of the Utilities Manager and 

organization. 

4. Expects the evaluations to adhere to the established procedures for evaluating the performance of the Utilities 

Manager. 

Pre‐determined Performance Standards 

144

A performance standard is defined as a condition that will exist when a responsibility or function is successfully 

performed. It is essential that a performance standard be established, at the outset, for each of the six major areas of 

responsibility of the Utilities Manager. This is necessary in order to use the rating scale effectively. 

Major Areas of Responsibility 

It should be reiterated that in determining the appropriate level of expectations, actual performance must be measured 

in relation to the indicated standard of performance. Six major areas of responsibility are established as the basis upon. 

Six Major Areas of Responsibility 

I. Organizational Management and Leadership 

II. Fiscal/ Business Management 

III. Long Range Planning 

IV. Community Relations 

V. Relationship with the Utilities Board 

VI. Intergovernmental Relations 

145 

Utilities Manager Evaluation Form Pg. 2 July 18, 2012

I. Organizational Management and Leadership 

RESPONSIBILITY PERFORMANCE STANDARD 

Pursue excellence in delivery of County 

government services. Seek and implement 

modern innovative and cost‐effective ways to 

function throughout the organization if possible. 

Effectively plans and organizes the work that 

goes into providing services established by past 

and current decisions of the Utilities Board 

Delegates authority responsibility to staff while 

retaining ultimate responsibility for staff 

performance; 

Empowers employees at all levels; 

Holds employees accountable for performance. 

Selects, leads, directs and develops staff 

members as may be appropriate; 

Work involved in researching program 

suggestions by the Utilities Board is carried out 

and the results of analysis is reported; 

Work Assigned by the Utilities Board is 

completed with dispatch and efficiency; 

Exceeds 

Expectations 

Achieves 

Expectations 

Effectiveness in Organizational Management will 

be based on the following performance 

standards. 

Measurable outcomes (to the extent possible) 

are used to determine success in program 

planning. 

Makes most effective use of available Staff 

talent. 

Effectively addresses poor performance of 

individuals and divisions. 

Well qualified, promising persons are recruited 

and employed. 

The organization is continually and responsibly 

reinventing its practices and aware of new 

trends in technology. 

Ongoing programs and services are responsive 

to the Utility Department’s needs. 

Monitoring procedures are in place and 

functioning well. 

The Utilities Manager can be depended upon to 

follow through. 

Hard decisions are made when required and 

responsibility is accepted for those decisions. 

Partially Meets 

Expectations 

Needs 

Improvement 

Comments: Observations of Evaluators: (use this space also to indicate the impact upon the teamwork factor). 

Suggestions for Improvement: (Specific area(s) that need strengthening.) 

Commendations: (Area(s) of performance calling for praise/commendation. 

146 


II. Fiscal/ Business Management 


The preparation of an annual budget is 

thorough and effective with documentation that 

conforms to guidelines adopted by the Utilities 

Board; 

Administers the adopted budget within 

approved revenues and expenditures; 

A system of reports for the Utilities Board that 

provide most up‐to‐date data available 

concerning expenditures and revenue; 

Oversee the maintenance, preservation, and 

operation of DPU facilities, buildings, equipment, 

and other infrastructure; 

Creates environment and supervises the most 

cost effective and economic utilization of 

manpower/materials/machinery. 

Exceeds 

Expectations 

Achieves 

Expectations 

Effectiveness in Fiscal/Business Management 

will be based on the following performance 

standards. 

Budget preparation and management reflects 

informed, reasoned and responsible budgetary 

and financial recommendations and decisions. 

Cost‐effective business practices are pursued. 

Financial reporting is timely and readily 

understandable. 

Physical facilities management is efficient. 

Works with staff to continually seek process 

improvements. 


Expectations 

Needs 

Improvement 

Comments: Observations of Evaluators (use this space also to indicate the impact upon the teamwork factor). 


Commendations: (Area(s) of performance calling for praise/commendation.) 

147 


III. Long Range Planning 


Plans, organizes, and maintains a process for 

establishing community goals to be approved or 

adopted by the Utilities Board along with 

monitoring. 

Assists the Utilities Board in effective 

prioritization of objectives, projects, programs 

and use of resources, including cost benefit 

analysis and identification of boundary 

conditions. 

Maintains an awareness of developments 

occurring within other cities or other jurisdiction 

that may have an impact on County and Utility 

activities; 

Exceeds 

Expectations 

Achieves 

Expectations 

Effectiveness in Strategic Planning will be based 

on the following performance standards. 

Program evaluation and personnel evaluation 

are inter‐related with the strategic planning 

process. 

An on‐going monitoring process is in operation 

to attain quality assurance in program and 

project implementation. 

Annual operational plans are carried out by Staff 

members. 


Expectations 

Needs 

Improvement 




IV. Community Relations 


Establishes and maintains an image of the 

county to the community that represents quality 

services and professionalism. 

Ensures a positive environment and feeling of 

helpfulness, courtesy, and sensitivity to public 

perception exists in employees coming in 

contact with the public; 

Appropriately participates in community and 

civic activities. 

148 

Effectiveness in Community Relations will be 

based on the following performance standards. 

Contacts with the media are timely and credible. 

Publications are varied and informative. 

Appropriate and timely responses are provided 

to citizen inquiries and public concerns. 

High customer service standards are established 


Responses to public requests and complaints or 

areas of concern brought to the attention of 

Staff by the Utilities Board; 

Serves as a liaison with governmental and non‐ 

governmental agencies, organizations and 

groups involved in areas of concern that relate to 

services or activities of the County. 

Continually evaluates all modern forms of 

communication and effectively selects the most 

effective medium for communications. 

Exceeds 

Expectations 

Achieves 

Expectations 

and executed by management and staff. 

Communicates in a clear and unbiased manner 

on both special and routine events and issues. 

Effective use is made of modern 

communications media and technology. 


Expectations 

Needs 

Improvement 




V. Relationship with the Utilities Board 


Maintains effective communication, both verbal 

and written, with the Utilities Board; 

Available to the Utilities Board, either personally 

or through designated subordinates; 

Establishes and maintains a system of reporting 

to the Utilities Board current plans and activities; 

Plans, organizes, and presents materials for 

consideration to the Utilities Board, either 

verbally or written, in the most concise, clear, 

and comprehensive manner possible; 

Effectively communicates with the Utility Board 

members about their concerns and delegates, or 

149 

Effectiveness in Relationship with the Utilities 

Board will be based on the following 

performance standards. 

Utilities Board packets, staff presentations and 

recommendations are clear and documented. 

Communications are made in a timely, 

forthright, and open manner. 

Staff reports and presentations are clear, 

concise, policy focused, competently prepared, 

objective and unbiased. 

Provides adequate expertise and guidance, 

recommendations and alternatives in policy 


follows through, to see that the Department 

implements appropriate actions. 

Exceeds 

Expectations 

Achieves 

Expectations 

making while respecting the integrity of the 

Utilities Board as a body. 

A system is in place to report to the Utilities 

Board current plans, activities, and events of the 


Responds equally to each member of the 

Utilities Board and implements directives of the 

Utilities Board as a whole rather than 

individually. 


Expectations 

Needs 

Improvement 




VI. Intergovernmental Relations 


Establishes and maintains a liaison with other 

Governmental jurisdictions in those areas of 

service that improve or enhance the County’s 

programs; 

Maintains open and transparent 

communications with governmental jurisdictions 

with which the County is involved or interfaces; 

Keeps Council Federal and State/Regional 

Committees advised of new and impending 

legislation and developments in the area of 

public policy that have direct impact on the 


Exceeds 

Expectations 

Achieves 

Expectations 

150 

Effectiveness in Intergovernmental Relations will 

be based on the following performance 

standards. 

Maintains sufficient activity with municipal and 

professional associates. 

Maintains positive relationship with surrounding 

communities. 

Cooperates well with Federal and State 

agencies. 

Maintains current and reasonably complete 

knowledge of relevant active, pending, and 

potential legislative and administrative activity. 


Expectations 

Needs 

Improvement 





Overall Performance Evaluation 

Considering the evaluation of the six major areas of responsibility (Organizational Management, Fiscal/Business 

Management, Relationship with the Utilities Board, Long Range Planning, Public Relations, and Intergovernmental 

Relations), make an evaluation of the employee’s overall performance. 

Exceeds 

Expectations 

Achieves 

Expectations 


Expectations 

Needs 

Improvement 




151 


Improve employee engagement: 

Incorporated County of Los Alamos 


Goals for Fiscal Year 2013 

1. Implement a first line supervisor training/orientation program to include: 

a. Safety culture 

b. Ethics policy 

c. County/Utilities governance 

d. Project and work management 

e. Quality New Mexico principles 

f. Accounting and Finance 

g. Asset management 

h. Process mapping and improvement 

i. Utilities Department Policies and Practices 

j. Supervisor Responsibilities (transitioning to supervisor) 

These topics will be divided among the Deputy Managers. Each Manager will 

cover these topics via one-on-one meetings that could take up to a day with new 

supervisors over the course of a month or so. 

Improve customer engagement: 

1. Develop and implement a water backflow prevention program to include tracking 

customer compliance. 

2. Develop and implement a program to inventory existing customer grease traps 

and maintenance programs, as well as encourage customers to install and 

maintain traps where applicable. 

3. Continue to gather, review and analyze feedback from customers, customers’ 

contractors, our contractors and other stakeholders. 

Develop a culture of continuous improvement: 

1. Prepare rate studies for all utilities 

2. Plan a QNM application 

3. Create a new gas curtailment plan 

4. Update our water conservation plan 

152

FY2013 Division Goals Summary – FINANCE & ADMINISTRATION 

MANAGER/DIVISION GOAL 1: Schedule all first line supervisors for Supervisor Training 

SUPPORTING DEPARTMENT GOAL(S) 2011‐2012 BALDRIGE CRITERIA TIE‐IN COUNTY PPA PERFORMANCE GOAL TIE‐IN 

1. Performance Goal – Supervisory/Leadership 

1. 5.2.c – Workforce Focus – Workforce Engagement ‐ 

Workforce and Leader Development 

1. Improve employee engagement – Implement a first line 

supervisor training/orientation program 

MANAGER/DIVISION GOAL 2: Coordinate any required changes to Supervisor Training Materials 


1. Improve employee engagement – Implement a first line 

1. 5.2.c – Workforce Focus – Workforce Engagement ‐ 1. Performance Goal – Supervisory/Leadership 

supervisor training/orientation program 

Workforce and Leader Development 

MANAGER/DIVISION GOAL 3: Assist Deputy of Engineering with documentation and implementation of backflow and grease trap programs. 


1. Performance Goal – Organizational (team, 

division, department related) 

1. 4.2.a(3) – Measurement, Analysis, and Knowledge 

Management – Management of Information, 

Knowledge, and Information Technology – Data, 

Information, and Knowledge Management ‐ 

Knowledge Management 

1. Improve customer engagement – Develop and implement a 

water backflow prevention program to include tracking 



program to inventory existing customer grease traps and 

maintenance programs, as well as encourage customers to 

install and maintain traps where applicable. 

MANAGER/DIVISION GOAL 4: Prepare rate studies for 

all utilities 

153 




1. 6.2.a – Operations Focus – Work Processes – Work 

Process Design 

1. Develop a culture of continuous improvement – Prepare rate 

studies for all utilities. 

MANAGER/DIVISION GOAL 5: Work with the Deputies of Engineering to establish a unique identifi er in th e billing system for multi‐family 

units. 




1. Does not support a specific Department goal. 1. 3.2.a(2) – Customer Focus ‐ Customer Engagement – 

Product Offerings and Customer Support ‐ Customer 

Support 

MANAGER/DIVISION GOAL 6: Work with othe r Deputies (James & Tim) to establish work orders for water SCADA issues. 


1. Does not support a specific Department goal. 

1. 4.2.a(3) – Measurement, Analysis, and Knowledge 1. Performance Goal – Organizational (team, 






Page 1 of 2

FY2013 Division Goals Summary – FINANCE & ADMINISTRATION 

MANAGER/DIVISION GOAL 7: Consolidate financial and performance 

reporting 




1. Does not support a specific Department goal. 1. 4.1.a(1) – Measurement, Analysis, and Knowledge 

Management – Measurement, Analysis, and 

Improvement of Organizational Performance – 

Performance Measurement – Performance 

Measures. 

MANAGER/DIVISION GOAL 8: Develop and document an emergency preparedness plan for Finance & Administration and ensure that the plan 

is accessible in emergencies. 




2. Does not support a specific Department goal. 2. 6.1.c – Operations Focus – Work Systems ‐ 

Emergency Readiness 

154 

Page 2 of 2

FY2013 Division Goals Summary – PUBLIC RELATIONS 

MANAGER/DIVISION GOAL 1: Work with other Deputies (Tim, Rafael, James) to develop a gas curtailment plan. 




1. 6.1.c – Operations Focus – Work Systems ‐ 


1. Develop a culture of continuous improvement ‐ Create a new 

gas curtailment plan. 

MANAGER/DIVISION GOAL 2: Maintain and improve on feedback systems from customers, contractors and other stakeholders. 




1. 3.1.a – Customer Focus – Voice of the Customer – 

Customer Listening. 

2. 3.1.b – Customer Focus – Voice of the Customer – 

Determination of Customers Satisfaction and 

Engagement 

1. Improve customer engagement – Continue to gather, review 

and analyze feedback from customers, customers’ 


MANAGER/DIVISION GOAL 3: Work with dispatch on outage notifications through 1610 emergency 

radio and social media. 






MANAGER/DIVISION GOAL 4: Develop and implement a marketing plan. 


1. Does not support a specific Department goal. 1. 2.2.a – Strategic Planning – Strategy Implementation 1. Performance Goal – Organizational (team, 

– Action Plan Development and Deployment 


155 

MANAGER/DIVISION GOAL 5: Coordinate the gathering of data 

for community involvement. 

SUPPORTING DEPARTMENT GOAL(S) 2011‐2012 BALDRIGE CRITERIA TIE‐IN CO UNTY 

PPA PERFORMANCE GOAL TIE‐IN 

1. 4.1.a(3) – Measurement, Analysis, and Knowledge 1. Performance Goal – Organizational (team, 

Management – Measurement, Analysis, and 


Improvement of Organizational Performance – 

Performance Measurement – Customer Data 

1. Improve customer engagement – Continue to gather, review 

and analyze feedback from customers, customers’ 


MANAGER/DIVISION GOAL 6: Develop and document an emergency preparedness plan for Pu blic Relations and ensure that the plan is 

accessible in emergencies. 


1. Does not support a specific Department goal. 1. 6.1.c – Operations Focus – Work Systems ‐ 1. Performance Goal – Organizational (team, 

Emergency Readiness division, department related) 

Page 1 of 1

FY2013 Division Goals Summary – GAS, WATER, SEWER 

MANAGER/DIVISION GOAL 1: Assist in identifying locations for back flow preventers and grease traps. 




1. 6.1.a(2) – Operations Focus – Work Systems ‐ Work 

System Design ‐ Work System Requirements. 




2. Improve customer engagement 

– Develop and implement a 



install and maintain traps where applicable 

MANAGER/DIVISION GOAL 2: Work with other Deputies and PR (James, Rafael, Julie) to develop a gas curtailment plan. 








MANAGER/DIVISION GOAL 3: Work with Public Works on an access plan for sewer lines (maintaining access) 

noting the requirements for 

LANL and fire access. 


1. Does not support a specific Department goal. 1. 6.1.a(2) – Operations Focus – Work Systems ‐ Work 1. Performance Goal – Organizational (team, 



MANAGER/DIVISION GOAL 4: Develop and do cument an emergency preparedness plan for GWS and ensure that the plan is accessible in 

emergencies. 

156 






Page 1 of 1

FY2013 Division Goals Summary – ELECTRIC PRODUCTION 

MANAGER/DIVISION GOAL 1: Implement outage notification through power dispatch and make it work 





1. 3.2.a(2) – Customer Focus ‐ Customer Engagement – 


Support 

MANAGER/DIVISION GOAL 2: Ensure that WECC compliance requirements are included in the compliance calendar 





1. 6.2.b – Operations Focus – Work Processes – Work 

Process Management 

MANAGER/DIVISION GOAL 8: Review and update the emergency preparedness plan for Electric Production and ensure 

that the plan is 







157 

Page 1 of 1

FY2013 Division Goals Summary ‐ ENGINEERING 

MANAGER/DIVISION GOAL 1: Identify back flow prevention requirements 









MANAGER/DIVISION GOAL 2: Identify grease trap prevention requirements 









install and maintain traps where applicable 

MANAGER/DIVISION GOAL 3: Work with other Deputies and PR (Tim, Rafael, Julie) to develop a gas curtailment plan. 








MANAGER/DIVISION GOAL 4: Update the Conservation Plan 


158 



1. 3.2.a(2) – Customer Focus ‐ Customer Engagement – 


Support 

1. Develop a culture of continuous improvement – Update the 

conservation plan. 

MANAGER/DIVISION GOAL 5: Develop a plan for DPU’s next QNM application. 


1. Performance Goal – Supervisory/Leadership 

1. 1.1.a(3) – Leadership – Senior Leadership – Vision, 

Values, and Mission ‐ Creating a Sustainable 

Organization 

1. Develop a culture of continuous improvement – Plan a QNM 

application. 

MANAGER/DIVISION GOAL 6: Work with the Deputies of Fin ance and Administration to establish a unique identifier in the billing system for 

multi‐family units. 




1. Does not support a specific Department goal. 1. 3.2.a(2) – Customer Focus ‐ Customer Engagement – 


Support 

MANAGER/DIVISION GOAL 7: Work with other Deputies (Janet & Tim) to establish work orders for water SCADA 

issues. 

Page 1 of 2

FY2013 Division Goals Summary ‐ ENGINEERING 




1. Does not support a specific Department goal. 1. 4.2.a(3) – Measurement, Analysis, and Knowledge 





MANAGER/DIVISION GOAL 8: Develop and document an emergency preparedness plan for Engineering 

and ensure that the plan is accessible 

in emergencies. 






159 

Page 2 of 2

FY2013 Division Goals Summary – ELECTRIC DISTRIBUTION 

MANAGER/DIVISION GOAL 1: Work with other Deputies and PR (Tim, James, Julie) to develop a gas curtailment plan. 








the County 

MANAGER/DIVISION GOAL 2: Work with LANL on identifying LANL distribution lines to be transferred to 


1. Does not support a specific Department goal. 1. 6.1 – Operations Focus – Work Systems 1. Performance Goal – Organizational (team, 


MANAGER/DIVISION GOAL 3: Implement a process to investigate and document all accidents and near misses. 


1. Does not support a specific Department goal. 1. 5.1.b(1) – Workforce Focus – Workforce 


Environment – Workforce Climate – Workplace 


Environment. 

MANAGER/DIVISION GOAL 4: Update the Electric Reliability Plan 


1. Does not support a specific Department goal. 1. 6.2.a(2) – Operations Focus – Work Processes – 


Work Process Design – Work Process Requirements 


160 

MANAGER/DIVISION GOAL 5: Develop and do cument an emergency preparedness plan for Electric Distribution 

and ensure that the plan is 



1. Does not support a specific Department goal. 1. 6.1.c – Operations Focus – Work Systems ‐ 1. Performance Goal – Organizational (team, 

Emergency Readiness division, department related) 

Page 1 of 1

BUSINESS 

Discussion on Upcoming Department of 

Public Utilities Strategic Planning 

Workshop for Fiscal Year 2014 

Presenter: John Arrowsmith 

161



NAME John Arrowsmith DATE OF MEETING 07/18/2012 

SUBJECT Discussion on Upcoming Department of Public Utilities Strategic planning 


BACKGROUND 

In accordance with the Strategic Planning Process that was approved by the Board on April 19 th , 

2012, the Department of Public Utilities Senior Management Team (DPU SMT) will hold a two 

day Strategic Planning Workshop for Fiscal Year 2014 on August 13 th -14 th , 2012 at Fuller 

Lodge. During this workshop, the DPU SMT will review the following: 

1. FY 2012 Recap for Each Division 

2. FY2013 Forecast for Each Division 

3. Status of Results Measures 

4. Indications of Major Shifts, Opportunities for Innovation, Core Competencies, Key 

Stakeholders 

5. Current Mission/Vision/Values 

6. Input from the Utilities Board 

7. County Council Goals 

8. Previously Identified Strengths, Weaknesses, Opportunities, Threats (SWOT), and 

Challenges 

The primary purpose of this workshop is to use the extensive available data and input to draft 

broad long-term Department strategic objectives. These objectives will then be used to guide the 

Asset Management Teams and the development of Division goals for FY2014. In addition to the 

Mission/Vision/Values these objectives will provide the framework under which DPU operates 

and will not change drastically from year to year, although, they will be reviewed annually. All 

future Department, Division, and personnel goals will align with these objectives and projects 

will be prioritized based on the objectives. 

The Board has already provided strategic planning input during previous Board meetings when 

the Mission/Vision/Values, SWOT, and challenges were brought forth for review. However, so 

that the Board has an opportunity to participate in this part of the strategic planning process, staff 

is requesting that members of the Board provide guidance and input on the attached 

questionnaire. Because time is very limited during the workshop, responding to these four 

questions in advance will help to facilitate the discussion. This input will be compiled and 

presented on day two of the workshop. Board members are invited to attend the workshop at 

anytime (see attached agenda); however, the discussion on Board input specifically is scheduled 

for August 14 th , 9:55 – 10:45. 

Board members are asked to return their completed questionnaires by August 1 st . 

162 

Page 1 of 2



NAME John Arrowsmith DATE OF MEETING 07/18/2012 

SUBJECT Discussion on Upcoming Department of Public Utilities Strategic planning 


In addition to the main questionnaire, Deputy Utilities Managers have submitted questions 

specific to each of their divisions. Responding to these questions in the appendix is OPTIONAL 

These may be completed and returned by Board members at their leisure. After Department 

strategic objectives are developed, responses to these additional questions will be helpful when 

Deputy Managers and Asset Management Teams develop division/utility specific long-term 

goals and short-term goals for FY 2014 and will help when prioritizing future projects. 

STAFF IMPACT 

None 

FISCAL IMPACT 

None 


Staff recommends that Board members complete the attached questionnaire and return it by 

August 1 st , 2012. 


N/A 


A. Board of Public Utilities Input Questionnaire for the Development Strategic Objectives 

B. Appendix – Optional Division Specific Questions 

C. Agenda for Strategic Planning Workshop for Fiscal Year 2014 


No suggested motion. Discussion item only. 

163 

Page 2 of 2

INCORPORATED COUNTY OF LOS ALAMOS 

DEPARTMENT OF PUBLIC UTILITIES – SENIOR MANAGEMENT TEAM (SMT) 

STRATEGIC PLANNING WORKSHOP FOR FISCAL YEAR 2014 

BPU INPUT 

QUESTIONNAIRE 

PURPOSE: 

The purpose of this document is to give the Board of Public Utilities an opportunity to provide input for the DPU Strategic Planning 

Workshop for Fiscal Year 2014 scheduled for August 13 th and 14 th , 2012. Staff is requesting input to assist in the development of broad 

long‐term Department strategic objectives. Responses to these 4 questions reflect what Board members feel should be the 

Department’s overall direction and focus. (If you would like to complete this electronically, contact Jaime Kephart at 

jaime.kephart@lacnm.us to have the electronic version sent to you.) Please return responses to these 4 questions to Jaime Kephart by 

August 1 st , 2012. 

BOARD MEMBER NAME Enter your name here 

1. Our vision 

statement indicates 

that we will be a 

world class utility. 

What does “world 

class” mean to you? 

2. On a scale from 1 to 

10, rate how 

important each of 

the following is to 

you: Reliability; 

Cost; Environment; 

Safety. 

3. Do the current 

Mission, Vision and 

Values statements 

accurately reflect 

the Department? 

4. What would you 

say is the number 

one priority on 

which the 

Department should 

focus its efforts 

over the next 10 

years? 

Enter your response here. More space available on the back. 

RELIABILITY = 

COST = 

ENVIRONMENT = 

SAFETY = 



164




ANSWER 1 CONTINUED 




165 

BPU INPUT 

QUESTIONNAIRE

BPU INPUT QUESTIONNAIRE 

APPENDIX 

OPTIONAL DIVISION‐SPECIFIC QUESTIONS 

JULY 2012 

APPENDIX: 

These 28 questions were submitted by the Deputy Utilities Managers for each of their divisions. These are OPTIONAL and may be completed and returned by Board members at their 

leisure. After Department strategic objectives are developed, responses to these questions will be helpful when Deputy Managers and Asset Management Teams develop division/utility 

specific long‐term goals and short‐term goals for FY 2014 and will help when prioritizing future projects. Because of the length of these questions, Jaime will send the electronic 

version to each of the members to complete and return electronically. Please return responses to jaime.kephart@lacnm.us 

BOARD MEMBER NAME Enter your name here 

ELECTRIC DISTRIBUTION AND PRODUCTION 

1. What do you think will be the primary source of Enter your response here. 

electric power 30 years from now? 

2. How do you think electric distribution systems will Enter your response here. 

differ in the future? 

3. Will distributed generation and storage systems Enter your response here. 

threaten the current business model for electric 

utilities? 

4. Do you think that customers will actively participate Enter your response here. 

in managing their electric consumption to reduce 

cost? 

5. Will distribution systems have to become 

Enter your response here. 

substantially more reliable or will appliances develop 

to provide seamless service? 

6. Will electric cars or plug in hybrids become a 


substantial load? 

7. Do you believe the department provides reliable Enter your response here. 

electric service? 

8. What should the SAIDI value be and what measures Enter your response here. 

should the department utilize to get there? 

9. Do you believe that improved reliability may increase Enter your response here. 

rates? If so, what is an acceptable rate increase? 

10. Do you believe that having electrical smart meters is Enter your response here. 

advantageous to our customers and why? 

GAS 

11. Do you believe that there is a 100 year supply of gas Enter your response here. 

due to new drilling techniques? 

12. Will gas prices stay low for the next 20 to 30 years? Enter your response here. 

166 

1


APPENDIX 



13. What will happen to the traditional home heating Enter your response here. 

market for natural gas? 

14. Will natural gas become a significant source of Enter your response here. 

transportation fuel? 

15. Will solar‐thermal systems threaten the use of gas for Enter your response here. 

heating? 

16. How will increased natural gas‐fired electric 


generation affect the supply, reliability and cost of 

gas for home heating and other purposes? 

17. Would it be beneficial to design a gas drive capability Enter your response here. 

for new water production wells to expand production 

capabilities during peak electric loads? 

WATER PRODUCTION 

18. What do you think of the water supply picture over Enter your response here. 

the next 30 years? 

19. How will water shortages affect the way we produce Enter your response here. 

and bill for water? 

20. Do you feel that the Los Alamos water supply is safe Enter your response here. 

and secure? 

21. Reducing demand results in life extension of 


infrastructure, operating cost reduction and reduced 

capital spending to increase supply. Do you think an 

aggressive conservation policy is an acceptable way 

to maintain low cost of service in the future? 

22. How important legally will water conservation be in Enter your response here. 

the future with regards to maintenance of water 

rights? 

WASTE WATER 

23. In view of increasing costs and regulatory activism, Enter your response here. 

how should DPU be structuring funding for the 

wastewater utility to meet these future needs? 

24. Should the DPU be considering/soliciting LANL as a Enter your response here. 

future wastewater customer? 

GENERAL 

25. Do you think that industry consolidation will affect Enter your response here. 

167 

2


APPENDIX 




small electric, gas and water providers in the future? 

26. Will local control remain important to Los Alamos 



citizens? 

27. As the County progresses to develop a 

communications utility, what role do you envision 

the DPU playing in the administration of this utility 

that must be subsidized to operate? 

28. Participation in regional utility efforts is increasing 

and encouraged by governmental agencies providing 

funding assistance. Do you see a benefit to DPU 

associating itself with regional utilities is the future? 

ADDITIONAL COMMENTS/INPUT: 

Please provide any additional input or comments here. 

168 

3




1 

AGENDA 

Aug. 13‐14, 2012 

Fuller Lodge 

AGENDA ITEM PERSON RESPONSIBLE 

DAY 1 

TIME 

Introduction John Arrowsmith 8:15 – 8:25 

• Why are we here? Desired outcomes of the workshop 

• Meeting facilitation 

• Review of agenda 

• Brief review of the strategic planning process 

1. Division/Manager 

Presentations 

DESCRIPTION: 

Managers 8:25 – 11:45 

How did we do? Where are we now? Where are we going? Each manager will give a 20 minute presentation that 

gives a previous fiscal year recap (FY 2012) and a current fiscal year forecast (FY 2013). Additional time is allotted 

for GWS and WW. A 10 minute question/feedback period will be allotted at the end of each presentation. 

a. Finance & Administration Janet Bettinger/Bob Westervelt 8:25 – 8:55 

b. Public Relations Julie Williams‐Hill 8:55 – 9:25 

c. Engineering James Alarid 

BREAK 9:55 – 10:00 

9:25 – 9:55 

d. Electric Production Steve Cummins 10:00 – 10:30 

e. Electric Distribution Rafael De La Torre 10:30 – 11:00 

f. Gas, Water, Sewer, Waste 

Water 

Tim Glasco 11:00 – 11:45 

LUNCH Off‐site 11:45 – 12:45 

2. Data Review – Results 

Measures 

DESCRIPTION: 

All 12:45 – 2:50 

Each person will provide a brief written executive level summary on the status of his or her assigned results 

measures (as defined by the Baldrige 2011 Criteria) from Fiscal Year 2012, discuss findings, and identify areas 

where changes in strategy are needed to address problem areas . This will be a group discussion with John 

Arrowsmith leading the discussion. 25 minutes is allotted for each category. 

a. Product and Process 

Outcomes 

All 12:45 – 1:10 

b. Customer Focused 

Outcomes 

Julie Williams‐Hill 1:10 – 1:35 

c. Workforce‐Focused 

Outcomes 

All 1:35 – 2:00 

b. Leadership and 

Governance Outcomes 

All 2:00 – 2:25 

c. Financial and Market John Arrowsmith / Janet Bettinger/ 2:25 – 2:50 

Outcomes 

Bob Westervelt 

BREAK 2:50 – 3:00 

3. Data Review – Indications 

of Major Shifts, 

All 3:00 – 5:00 

169




2 

AGENDA 


Fuller Lodge 

AGENDA ITEM PERSON RESPONSIBLE TIME 

Opportunities for 

Innovation, Core 

Competencies, Key 

Stakeholders 

DESCRIPTION: 

For each division, managers will identify in writing indications of major shifts, key stakeholders and opportunities 

for innovation in both their own divisions and other divisions. Each manager’s report will be briefly reviewed 

individually and the other managers will have an opportunity to provide feedback. 30 minutes is allotted for each 

report. Additional time is allotted for GWS and WW: 

a. Finance & Administration Janet Bettinger / Bob Westervelt 3:00 – 3:30 

b. Public Relations Julie Williams‐Hill 3:30 – 4:00 

c. Engineering James Alarid 4:00 – 4:30 

d. Electric Production Steve Cummins 4:30 – 5:00 

END OF DAY 1 

170




AGENDA ITEM PERSON RESPONSIBLE 

DAY 2 

TIME 

WELCOME – Discuss any 

necessary changes to the 

agenda. 

John Arrowsmith 8:15 – 8:25 

3 

AGENDA 


Fuller Lodge 

3. CONTINUED ‐ Data Review 

– Indications of Major Shifts, 

Opportunities for Innovation, 

Core Competencies, Key 

Stakeholders 

All 8:25 – 9:40 

e. Electric Distribution Rafael De La Torre 8:25‐8:55 

f. Gas, Water, Sewer, Waste 

Water 

Tim Glasco 8:55‐9:40 

4. Develop Broad Long Term 

Department Strategic 

Objectives 

DESCRIPTION: 

All 9:40 – 11:40 

After reviewing all of the available data the managers will then review the following information to help guide the 

discussion for the development of strategic objectives. 

a. Current Mission, Vision & 

Values – Any changes? 


b. Input from the Board of 

Public Utilities – What is 

their direction? 

John Arrowsmith 

Break 10:45 – 10:50 

9:55 – 10:45 

c. County Council Goals and 

Objectives – What is their 

direction? 


d. Previously identified SWOT. 

Was anything missed? 


e. Previously identified 

challenges and advantages. 

Was anything missed? 

John Arrowsmith 11:30‐11:50 

f. Definition of and difference 

between OBJECTIVES, 

GOALS and ACTION PLANS, 

and Open Discussion 

John Arrowsmith 11:50 – 12:10 

LUNCH Off‐site 12:10 – 1:10 

4. CONTINUED ‐ Develop 

Broad Long Term 

All 1:10 – 4:20 

171




4 

AGENDA 


Fuller Lodge 

AGENDA ITEM PERSON RESPONSIBLE TIME 

Department Strategic 

Objectives – OBJECTIVES 

DEFINED 

DESCRIPTION: 

After all of the data has been reviewed and all of the information taken into consideration, the managers will draft 

the Department Strategic Objectives. This will be an open discussion guided by John Arrowsmith. To further guide 

the discussion the group will use manager suggestions for strategic objectives that were submitted and compiled in 

advance. The group can decide if and when a break is needed. 

5. Next Steps John Arrowsmith 4:20 – 4:40 

DESCRIPTION: 

Now that strategic objectives are developed, John will discuss the next steps in the Strategic Planning process and 

will discuss how the objectives will be approved by the Utilities Board and form strategic guidance for the divisions 

and Asset management teams. 

6. Lessons Learned All 4:40 – 5:00 

DESCRIPTION: 

The group will discuss lessons learned for the next annual strategic planning workshop for FY 2015. Was this a 

successful workshop? What worked well? What did not work so well? Should changes be made to next year’s 

workshop to make it more effective? 

END OF DAY 2 

172

BUSINESS 

Approval of Incorporated County of Los 

Alamos Resolution No. 12-10; A 

Resolution Removing Uncollectible 

Utility Accounts from Accounts 

Receivable List of Los Alamos County – 

Fiscal Year 2007 

Presenter: Janet Bettinger 

173



NAME Janet Bettinger DATE OF MEETING 07/18/2012 

SUBJECT Approval of Incorporated County of Los Alamos Resolution No. 12-10 A 

Resolution Removing Uncollectible Utility Accounts from Accounts Receivable 

List of Los Alamos County – Fiscal Year 2007 

BACKGROUND 

Pursuant to 3-37-7 NMSA 1978, it is requested that the County Utilities Board approve the write 

off and removal of these uncollectible accounts. These accounts have been uncollectible for five 

(5) years, and all avenues for collection by the county have been exhausted. Once the Utilities 

Board has formally approved the write-offs for utility charges, a resolution will be forwarded to 

County Council for approval. 

The New Mexico Attorney General’s Opinion 70-88 indicated that writing off such uncollectible 

accounts has no effect on the County’s future right to collection if circumstances change, and if 

collection is not barred by the applicable statute of limitations. 

The amount of write-off for each utility was determined from the actual amounts billed. This 

schedule also shows the ratio of total uncollectible accounts per revenue dollar. APPA reports 

that comparably sized utilities (5,000 – 10,000 customers) have median ratio values of .0014 for 

uncollectible accounts. The County has a ratio of .0008 for FY2007, excluding sales to DOE. 

This shows that in FY2007 the County’s ratio of uncollectible utility accounts is lower than other 

utilities based on median values. 

Write-offs for fiscal year 2007 include two bankrupted accounts, totaling $277.82. On the list 

are eight accounts for customers who are reportedly deceased: Gary Steltzer, Thomas Keane, 

Wendy Rivera, Robert Baca, Rick Eddlemann, Michael Tremblay, Elizabeth Apodaca, and Dana 

Brunelle. Also, 42 accounts totaling $17,154.45 were sent to CreditWatch, the collection agency 

contracted by Los Alamos County to assist in collecting on outstanding final accounts in which 

previous collection efforts have failed. 

STAFF IMPACT 

None 

FISCAL IMPACT 

The amount of write off is delineated below by fund: 

Utility FY2007 

Electric $4,407.08 

174 

Page 1 of 2



NAME Janet Bettinger DATE OF MEETING 07/18/2012 

SUBJECT Approval of Incorporated County of Los Alamos Resolution No. 12-10 A 

Resolution Removing Uncollectible Utility Accounts from Accounts Receivable 

List of Los Alamos County – Fiscal Year 2007 

Gas $7,019.57 

Water $995.92 

Sewer $1,575.08 

Subtotal $14,020.65 (amount requiring Utility Board Approval) 

Refuse $5,699.62 

TOTAL $19,720.27 


Staff recommends that the Utilities Board approve Resolution No. 12-10; A Resolution 

Removing Uncollectible Utility Accounts from Accounts Receivable List of Los Alamos County 

and forward to the Council with a recommendation for approval. 


The alternative is to maintain these amounts as receivables, an asset, on the County's books, with 

an offsetting liability, allowance for uncollectible accounts. 


A. Resolution No. 12-10 

B. Exhibit A 


I move that the Utilities Board approve Resolution No. 12-10; A Resolution Removing 

Uncollectible Utility Accounts from Accounts Receivable List of Los Alamos County and 

forward to the Council with a recommendation for approval. 

175 

Page 2 of 2

INCORPORATED COUNTY OF LOS ALAMOS RESOLUTION NO. 12-10 

A RESOLUTION REMOVING UNCOLLECTIBLE UTILITY 

ACCOUNTS FROM ACCOUNTS RECEIVABLE LIST OF 

LOS ALAMOS COUNTY 

WHEREAS, Janet Bettinger, Deputy Utilities Manager-Finance and Administration, has 

stated that: 

1. The accounts listed are unsecured receivables incurred for the services or fees 

outlined in Exhibit “A” attached hereto; 

2. Monthly statements were mailed and numerous phone calls were made in an effort 

to locate the debtors and collect the receivables; 

3. The accounts have been uncollectible for over four (4) years; and 

4. In the opinion of the Deputy Utilities Manager-Finance and Administration, the 

accounts are uncollectible. 

WHEREAS, collection efforts with respect to the uncollectible accounts have been 

unsuccessful and the uncollectible accounts remain on the list of accounts receivable of Los 

Alamos County; and 

WHEREAS, the County wishes to remove the uncollectible accounts from the list of 

accounts receivable as authorized by Section 3-37-7, NMSA 1978. 

NOW, THEREFORE, THE COUNCIL OF THE INCORPORATED COUNTY OF LOS 

ALAMOS HEREBY RESOLVES THAT: 

Section 1. Pursuant to Section 3-37-7, NMSA 1978, the uncollectible accounts, 

including but not limited to those uncollectible accounts that have been discharged in 

bankruptcy, are hereby removed from the list of accounts receivable of Los Alamos County. 

Section 2. Nothing in this Resolution or the removal of the accounts from the list of 

accounts receivable shall have any effect on Los Alamos County’s future rights to collection as 

to the uncollectible accounts and the discharged accounts if circumstances change. 

PASSED AND ADOPTED this 7th day of August, 2012. 

ATTEST: (Seal) 

__________________________________ 

Janet Foster 

Los Alamos County Clerk 

COUNCIL OF THE INCORPORATED 

COUNTY OF LOS ALAMOS, NEW MEXICO 

_____________________________________ 

Sharon Stover 

Council Chair 

176

WRITE-OFF PRE-PROCESS FOR FY07 

Account Number Customer Name Amount Due 

2008271 ANDREA GEHRMANN 8.40 

2037778 JIN HO MOON 8.49 

2041088 THEODORE AND CARMEN WASHINGTON 11.34 

2008798 RANDY CHAVEZ 18.16 

2028478 ROBERT ELLENBERG INC 18.18 

2018808 LAWRENCE LOPEZ 22.02 

2034548 EMANUELE PESAVENTO 33.65 

2033958 WINTER DAWN PARKER 35.94 

2026886 TRACY SINCLAIR 37.64 

2005733 KIM COTE 42.46 

2044938 CAROLYN LOVETTE 51.03 

2031078 ROBI LYNN 68.55 

2010486 WM HORN 77.07 

2003423 CATHY GRINDSTAFF 81.97 

2030098 MR CHRIS JENSON 84.95 

2027866 JULIO DURAN 85.98 

2037328 KIM MINOR 91.77 

2049188 DANA GAINES 93.83 

2040128 SYLVIA SPIESS 100.57 

2049628 JANET STEWART 100.98 

2045618 ERICK SMITH 102.09 

2045648 CESAR AND EDNA Y LOPEZ 110.57 

2021828 LARRY COLSON 110.62 

2048798 PRUDENTIAL LOS ALAMOS 110.83 

2038078 MARCUS GEE 115.58 

2048318 JAMES HORNE 126.53 

2006658 MARVIN BEARD 138.63 

2041818 ERIC WISMER 141.84 

2047588 PRUDENTIAL REALTORS 751 46TH ST 168.34 

2009994 KASEY FREDENBURG 193.48 

2041928 WILLIAM HORNE SR 223.85 

2038358 GARY CULBERTSON 234.01 

2045968 ROBERT SUNDIN 234.89 

2000787 MELISSA ARMIJO 236.19 

2047568 GURLAL SINGH 238.16 

2035858 ALANA KAUL 247.92 

2022408 RITA SMOTHERMAN 257.55 

2041108 ANTONETTE QUINTANA 261.11 

2029908 RUDY ROMERO 261.59 

2040608 ROBERT OR FELISHA ARAGON 297.73 

2007456 LINDA SCHUMARD 298.42 

2038298 JOHN WELCH 326.18 

2047288 LYNN TYLER 356.50 

2047388 MARIOLA SULLIVAN 358.63 

2047808 FRANCISCO OROZCO 368.58 

2000764 RANDALL LEWIS 369.05 

2000974 KIM LINVILLE 402.14 

2014406 CHARLES KIRK 473.97 

2008453 TABATHA BARON 525.55 

2034398 CAREY WILLIAMS 592.81 

2041268 JAMES MCDONALD 600.55 

2045898 JESSICA QUINTANA 627.62 

2019507 RONALD MADRIGAL 637.37 

2017684 JENNA STAUB 642.30 

177

2011982 KIMBERLY KEEN 667.28 

2013580 DAVID WATERMAN 723.72 

2048558 TIFFANY DURAN AND JERILENE JOE 783.90 

2014820 LISA GENTRY 850.95 

2047148 PAYAN AND SONS 860.54 

2044378 QUESTON CONSTRUCTION 2,675.33 

FY07 TOTAL 18,025.88 

THE FOLLOWING ACCOUNTS SHOULD ALSO BE WRITTEN OFF: 

2042808 THOMAS KEANE 11.64 

2050558 DANA BRUNELLE 22.66 

2017164 GARY STELZER 33.94 

2092208 CHARLES E WOODARD 40.41 

2006347 WENDY RIVERA 111.46 

2020081 ELIZABETH APODACA 187.87 

2018859 MICHAEL TREMBLAY 206.70 

2091358 CHRISTOPHER KOLAR 237.41 

2009597 ROBERT BACA 389.11 

2017784 RICK EDDLEMANN 453.19 

BANKRUPT/DECEASED TOTAL 1,694.39 

178 

GRAND TOTAL $ 19,720.27

BUSINESS 

Approval of Service Agreement AGR 13- 

3890 to Allied Tree Service for Tree 

Trimming and Removal Services 

Presenter: Rafael De La Torre 

179



NAME Rafael De La Torre DATE OF MEETING 7/18/2012 

SUBJECT Approval of Service Agreement AGR 13-3890 to Allied Tree Service for Tree 


BACKGROUND 

Right-of-way (ROW) encroachment by trees or other obstructions can cause power line 

interruptions resulting in temporary or permanent power outages. In addition, tree contacts onto 

power lines during dry and windy conditions can lead to land or structure fires. The department 

often responds to tree trimming trouble calls and routinely clears the power lines from trees and 

branches. However, most of the overhead primary distribution system ROW in Los Alamos, 

White Rock, and Ski Hill areas require tree-trimming. Recently, a late Spring snowfall caused 

numerous tree branches from toppling onto the primary distribution system and disrupting 

service. Therefore, the department must proactively trim and remove trees from the primary 

overhead ROW before the winter season arrives. 

STAFF IMPACT 

Utilities Department’s salaried staff will coordinate daily activities with the contractor. The 

department must coordinate all work activities near its power lines in the event tree-limbs or 

other obstructions come in contact with the overhead primary distribution lines. For safety 

purposes, our journeyman lineman may be called to place the feeder OCDs in one-shot during 

normal work day hours. 

FISCAL IMPACT 

The 2012-2013 Fiscal Year Budget contains $125,000 for contract tree-trimming services. If 

additional tree-trimming is required, fund request in the amount of $50,000 may be submitted for 

the 2014-2015 Fiscal Year Budget. 


Staff recommends approval of AGR 13-3890 for Tree Trimming and Removal Services to Allied 

Tree Service up to the Amount of $175,000, including Applicable Gross Receipt Taxes, over a 

three (3) year period ending June 30, 2015. 

ALTERNATIVES(Required only if item is going to County Council.) 

The alternative is to utilize the department’s journeyman lineman for ROW tree-trimming and 

clearance. However, this would disrupt the on-going in-house overhead and underground 

replacement projects and delay new service line extension projects. From a cost perspective, it’s 


Page 1 of 2



NAME Rafael De La Torre DATE OF MEETING 7/18/2012 

SUBJECT Approval of Service Agreement AGR 13-3890 to Allied Tree Service for Tree 


most efficient to contract-out tree trimming and removal services rather than utilizing in-house 

journeyman linemen. 

ATTACHMENTS(List A., B., C., etc.) 

A. AGR 13-3890 

SUGGESTED MOTION(If item needs to be forwarded to Council, make note of it in the suggested motion.) 

I move that the Board of Public Utilities approve AGR 13-3890 for Tree Trimming and Removal 

Services to Allied Tree Service up to the Amount of $175,000, including Applicable Gross 

Receipt Taxes, over a three (3) year period ending June 30, 2015. 


Page 2 of 2


SERVICES PRICE AGREEMENT 

An Equal Opportunity Employer 

AGR13-3890 

This SERVICES PRICE AGREEMENT (this “Agreement”) is entered into by and between the 

Incorporated County of Los Alamos, an incorporated county of the State of New Mexico 

("County"), and Allied Tree Service, a New Mexico sole proprietorship ("Contractor"), to be 

effective for all purposes July 1, 2012. 

WHEREAS, the County purchasing agent determined in writing that the use of competitive 

sealed bidding was either not practical or not advantageous to County for procurement of the 

Services and County issued Request for Proposals No. 2013-1835 (“the “RFP”) on May 6, 2012, 

requesting proposals for Tree Trimming/Removal services as described in the RFP; 

WHEREAS, Contractor timely responded to the RFP by submitting a proposal, dated May 29, 

2012; 

WHEREAS, based on the evaluation factors set out in the RFP, Contractor was the successful 

offeror for said services; 

WHEREAS, the County Board of Public Utilities approved this agreement on ___; and 

WHEREAS, Contractor will provide the Services, as described below, to County. 

NOW THEREFORE, for and in consideration of the premises and the covenants contained 

herein, County and Contractor agree as follows: 

SECTION A. SERVICES: 

A. Tree trimming or removal as needed by County, on a Task Order basis. 

1. Task Order Process 

All work shall be performed under this Price Agreement through Task Order(s). 

Contractor shall prepare an estimate for each project with a not-to-exceed amount 

which, upon acceptance, County will issue a Task Order. 

2. Identification, Equipment, and Appearance: Contractor’s employees, agents and 

representatives shall carry identification cards and wear uniforms at all times while 

performing the services required by this Agreement. Contractor shall provide the 

identification cards and uniforms. Uniforms provided by the Contractor must be 

maintained in neat and clean condition at all times. Contractor’s employees, agents and 

representatives shall not wear worn, torn, or soiled uniforms while performing services 

under this Agreement. Contractor shall assure that Contractor vehicles are well marked 

and identified with company insignia or name designating the vehicles as property of 

Contractor. Contractor’s employees, agents and representatives will at all times 

throughout the duration of this Agreement present a professional appearance and 

display a courteous and responsible attitude towards the County’s customers and 

members of the public. Contractor shall advise and train its employees, agents and 


epresentatives as to how to interact with the County’s customers. Contractor shall 

furnish all equipment and vehicles necessary to provide the services contemplated by 

this Agreement unless otherwise agreed to in writing by the County. 

3. Damage To Property: Any damage to the property of others by Contractor, its employees, 

agents or representatives, while performing Services under this Agreement shall be the sole 

responsibility of the Contractor. Contractor shall make reasonable efforts to obtain, at 

Contractor’s expense, a written release from the owner(s) of such property, fully releasing 

County from any liability in such circumstances. The obligations of Contractor contained in 

this paragraph shall be in addition to Contractor’s other obligations under this Agreement, 

including without limitation Contractor’s obligations to indemnify and hold County harmless. 

4. Specifications for Tree Trimming 

Figure 1: For Ski hill area or where Large Ponderosa Pines Exist 

Figure 2. For all other areas for all other trees 

AGR13-3890 

Allied Tree Service 

2 


B. For Task Order #1, as directed by the County Department of Public Utilities (hereinafter 

“DPU”) Contractor shall provide an itemized estinmate for up to two (2) three-man crews to 

perform tree-trimming services as follows. Each crew must be equipped with one (1) each 

50 ft. aerial lift including all necessary hand tools, tree cutting equipment, and drum chipper. 

Unless otherwise notified by County, the crew(s) shall report for work in either Los Alamos 

or White Rock as assigned by the Electric Distribution Associate Engineer. 

1. Services within the Los Alamos and White Rock areas: One or two crews shall provide tree 

trimming services within the overhead electric distribution system rights-of-way (ROW) as 

follows: 

a. Prior to commencing work, the contractor shall develop a site specific work plan for the 

duration of the project. In addition, the contractor shall provide ahead of schedule, a 

weekly schedule for each crew and work area(s) to the Associate Engineer for approval. 

b. Each morning, the contractor shall coordinate with the Associate Engineer the placement 

of distribution feeders on “one-shot” and before any aerial trimming takes place. At the 

end of the work day, the contractor shall coordinate with the On-Call lineman the removal 

of the “one shot” capability. 

c. Each morning, the contractor shall brief all employees on tree trimming activities, 

overhead line work, safety procedures, PPE, etc. Safety standards shall be in 

compliance with OSHA and Los Alamos County Rules and Regulations for tree trimming 

near energized power lines. Tailgate briefing forms shall be kept on file and on site for 

the duration of this project. 

d. Unless otherwise noted, Contractor shall trim trees as illustrated at the end of this section 

or less (as directed by the County). 

e. Contractor shall clean the entire area of tree limbs, related debris, and dispose of 

appropriately. Wood trunks may be cut and blocked and left on site for nearby owners 

provided wood is cut to usable sizes. 

f. Contractor shall submit with each invoice a progress report that includes a street address 

of each location and type/number of trees trimmed, by day. 

g. Conctractor shall provide radio and cellular telephone communication capability to all 

crews. 

h. Contractor shall maintain a Customer Complaint Log (date, description of complaint, 

address and resolution) 

i. Contractor shall provide daily communication with the Associate Engineer of the previous 

day’s work and/or of any anticipated changes in scheduling, review of Customer 

Complaint Log, and other matters related to the tree trimming services. 

j. Contractor shall provide a customer survey card to each residence where trees were 

trimmed (return address on these shall be Los Alamos County – Dept. of Public Utilities, 

P. O. Drawer 1030, Los Alamos, New Mexico 87544). 

All trees shall be trimmed as directed by the New Mexico State University Horticulture 

Practice (five-year rotation plan); site inspections shall be made by County. 

2. Schedule/Map for Tree Trimming: Contractor shall perform the Services in accordance 

with the schedule/map, provided by the County of routes and areas where trees are to 

be trimmed. Field work shall be performed between 7:00 a.m. and 6:00 p.m. Contractor 

shall meet with the Associate Engineer on a weekly basis; review completion of the 

services provided to date, and review work schedule for the week ahead. The contractor 

shall submit a weekly report, to the Associate Engineer detailing the areas and progress 

of work completed to date. 

AGR13-3890 


3 


SECTION B. TERM: The term of this Agreement shall commence July 1, 2012 and shall 

continue for until June 30, 2015, unless extended or sooner terminated as provided herein. 

SECTION C. COMPENSATION and PAYMENT: 

1. Amount of Compensation. County shall pay compensation during the term of this 

agreement for the performance of the Services an amount not to exceed ONE HUNDRED 

SEVENTY FIVE THOUSAND DOLLARS ($175,000.00) which amount includes applicable 

New Mexico gross receipts taxes (“NMGRT”) and reimbursable expenses. Compensation 

shall be paid in accordance with the hourly rate schedule as follows – 

Regular Business Hours After Business Hours 

Foreman $35 $42 

Trimmer $34 $40.80 

Ground Man $26 $31.50 

Bucket truck $30 $30 

Chipper $10 $10 

Traffic control $35 $35 

2. Monthly Invoices. Contractor shall submit monthly invoices to County’s Project Manager 

showing the amount of compensation due, the amount of any NMGRT, and the total amount 

payable. Payment of undisputed amounts shall be due and payable thirty (30) days after 

County’s receipt of the invoice. 

SECTION D. TAXES: Contractor shall be responsible for remittance of the NMGRT levied on 

the amounts payable under this Agreement. 

SECTION E. STATUS OF CONTRACTOR, STAFF, AND PERSONNEL: This Agreement calls 

for the performance of services by Contractor as an independent contractor. Contractor is not 

an agent or employee of County and will not be considered an employee of County for any 

purpose. Contractor, its agents or employees shall make no representation that they are 

County employees, nor shall they create the appearance of being employees by using a job or 

position title on a name plate, business cards, or in any other manner, bearing the County’s 

name or logo. Neither Contractor nor any employee of Contractor shall be entitled to any 

benefits or compensation other than the compensation specified herein. Contractor shall have 

no authority to bind County to any agreement, contract, duty or obligation. Contractor shall 

make no representations that are intended to, or create the appearance of, binding County to 

any agreement, contract, duty, or obligation. Contractor shall have full power to continue any 

outside employment or business, to employ and discharge its employees or associates as it 

deems appropriate without interference from County; provided, however, that Contractor shall at 

all times during the term of this Agreement maintain the ability to perform the obligations in a 

professional, timely and reliable manner. 

SECTION F. STANDARD OF PERFORMANCE: Contractor agrees and represents that it has 

the personnel, experience and knowledge necessary to qualify it for the particular duties to be 

performed under this Agreement. Contractor shall perform the work described herein in 

accordance with a standard of care for performance of the Services that exceeds industry 

standards. 

SECTION G. DELIVERABLES AND USE OF DOCUMENTS: All deliverables required under 

this Agreement, including material, products, reports, policies, procedures, 

AGR13-3890 


4 


softwareimprovements, databases, and any other products and processes, whether in written or 

electronic form, shall remain the exclusive property and shall inure to the benefit of County as 

works for hire; Contractor shll not use, sell, disclose, or obtain any other compensation for such 

works for hire. In addition, Contractor may not, with regard to all work, work product, 

deliverables or works for hire required by this Agreement, apply for, in its name or otherwise, 

any copyright, patent or other property right and acknowledges that any such property right 

created or developed remains the exclusive right of County. Contractor shall not use 

deliverables in any manner for any other purpose without the express written consent of the 


SECTION H. EMPLOYEES AND SUB-CONTRACTORS: Contractor shall be solely responsible 

for payment of wages, salary or benefits to any and all employees or contractors retained by 

Contractor in the performance of the Services. Contractor agrees to indemnify, defend and hold 

harmless County for any and all claims that may arise from Contractor's relationship to its 

employees and subcontractors. 

SECTION I. INSURANCE: Contractor shall obtain and maintain insurance of the types and in 

the amounts set out below throughout the term of this Agreement with an insurer acceptable to 

County. Contractor shall assure that all subcontractors maintain like insurance. Compliance with 

the terms and conditions of this Section are a condition precedent to County’s obligation to pay 

compensation for the Services and Contractor shall not provide any Services under this 

Agreement unless and until Contractor has met the requirements of this Section. County 

requires Certificates of Insurance or other evidence acceptable to County that Contractor has 

met its obligation to obtain and maintain insurance and to assure that subcontractors maintain 

like insurance. General Liability Insurance and Automobile Liability Insurance shall name 

County as an additional insured and provide that County will be notified no less than 30 days in 

advance of cancellation. 

1. General Liability Insurance. $1,000,000 combined single limit per occurrence. 

2. Workers’ Compensation. In an amount as may be required by law. County may immediately 

terminate this Agreement if Contractor fails to comply with the Worker’s Compensation Act 

and applicable rules when required to do so. 

3. Automobile Liability Insurance for Contractor and its employees: An amount at least equal to 

the minimum required by state law on any owned, and/or non-owned motor vehicles used in 

performing Services under this Agreement. 

SECTION J. RECORDS: Contractor shall maintain throughout the term of this Agreement and 

for a period of six (6) years thereafter records that indicate the date, time, and nature of the 

services rendered. Contractor shall make available for inspection by County all records, books 

of account, memoranda, and other documents pertaining to County at any reasonable time 

upon request. 

SECTION K. APPLICABLE LAW: Contractor shall abide by all applicable federal, state and 

local laws, regulations, and policies and shall perform the Services in accordance with all 

applicable laws, regulations, and policies during the term of the Agreement. In any lawsuit or 

legal dispute arising from the operation of this Agreement, Contractor agrees that the laws of 

the State of New Mexico shall govern. Venue shall be in the First Judicial District Court of New 

Mexico in Los Alamos County, New Mexico. 

AGR13-3890 


5 


SECTION L. NON-DISCRIMINATION: During the term of this Agreement, Contractor shall not 

discriminate against any employee or applicant for an employment position to be used in the 

performance of the obligations of Contractor under this Agreement, without regard to race, 

color, religion, sex, age, national origin, sexual orientation or gender identity, disability or 

veteran status. 

SECTION M. INDEMNITY: Contractor shall indemnify, hold harmless and defend County, its 

Council members, employees, agents and representatives, from and against all liabilities, 

damages, claims, demands, actions (legal or equitable), and costs and expenses, including 

without limitation attorneys’ fees, of any kind or nature, arising from Contractor's negligent 

performance hereunder or breach hereof or the negligent performance of Contractor’s 

employees, agents, representatives and subcontractors 

SECTION N. FORCE MAJEURE: Neither County nor Contractor shall be liable for any delay in 

the performance of this Agreement, nor for any other breach, nor for any loss or damage arising 

from uncontrollable forces such as fire, theft, storm, war, or any other force majeure that could 

not have been reasonably avoided by exercise of due diligence. 

SECTION O. NON-ASSIGNMENT: Contractor may not assign this Agreement or any privileges 

or obligations herein without the prior written consent of County. 

SECTION P. LICENSES: Contractor shall maintain all required licenses, including without 

limitation all necessary professional and business licenses, throughout the term of this 

Agreement. Contractor shall require and shall assure that all of Contractor’s employees and 

subcontractors maintain all required licenses, including without limitation all necessary 

professional and business licenses. 

SECTION Q. PROHIBITED INTERESTS: Contractor agrees that it presently has no interest 

and shall not acquire any interest, direct or indirect, which would conflict in any manner or 

degree with the performance of its services hereunder. Contractor further agrees that it will not 

employ any person having such an interest to perform services under this Agreement. No 

County Council member or other elected official in County, or manager or employee of County 

shall solicit, demand, accept or agree to accept a gratuity or offer of employment contrary to 

Section 31-282 of the Los Alamos County Code. 

SECTION R. TERMINATION: 

1. Generally. County may terminate this Agreement with or without cause upon ten (10) days 

prior written notice to Contractor. Upon such termination, Contractor shall be paid for 

Services actually completed to the satisfaction of County at the rate set out in Section C. 

Contractor shall render a final report of the Services performed to the date of termination 

and shall turn over to County originals of all materials prepared pursuant to this Agreement. 

2. Funding. This Agreement shall terminate without further action by County on the first day of 

any County fiscal year for which funds to pay compensation hereunder are not appropriated 

by the County Council. County shall make reasonable efforts to give Contractor at least 

ninety (90) days advance notice that funds have not been and are not expected to be 

appropriated for that purpose. 

AGR13-3890 


6 


SECTION S. NOTICE: Any notices required under this Agreement shall be made in writing, 

postage prepaid to the following addresses, and shall be deemed given up hand delivery, 

verified delivery by telecopy (followed by copy sent by United States Mail), or three days after 

deposit in the United States Mail: 

County: Contractor: 

Project Manager Jose J. Herrera 

Incorporated County of Los Alamos Allied Tree Service 

170 Central Park Square P. O. Box 351 

P.O. Drawer 1030 Española, NM 87532 

Los Alamos, New Mexico 87544 

SECTION T. INVALIDITY OF PRIOR AGREEMENTS: This Agreement supersedes all prior 

contracts or agreements, either oral or written, that may exist between the parties with reference 

to the services described herein and expresses the entire agreement and understanding 

between the parties with reference to said services. It cannot be modified or changed by any 

oral promise made by any person, officer, or employee, nor shall any written modification of it be 

binding on County until approved in writing by both County and Contractor. 

IN WITNESS WHEREOF, the parties have executed this Agreement on the date(s) set forth 

opposite the signatures of their authorized representatives to be effective for all purposes on the 

date first written above. 

ATTEST INCORPORATED COUNTY OF LOS ALAMOS 

__________________________ BY:______________________________________ 

JANET FOSTER JOHN E. ARROWSMITH DATE 

COUNTY CLERK UTILITIES MANAGER 

Approved as to form: 

__________________________ 

REBECCA EHLER 

COUNTY ATTORNEY 

ALLIED TREE SERVICE, a New Mexico sole 

proprietorship 

BY:______________________________________ 

JOSE J. HERRERA DATE 

AGR13-3890 


7 


BUSINESS 

Approval of Contract Agreement RFP 

2013-38 with ASI Constructors, Inc. for 

the Los Alamos Canyon Dam 

Modifications Project 

Presenter: Tim Glasco 




NAME Tim Glasco DATE OF MEETING July 18 th , 2012 

SUBJECT Approval of Contract Agreement RFP2013-38 with ASI Constructors, Inc. for the 

Los Alamos Canyon Dam Modifications Project 

BACKGROUND 

This project was originally bid in 2010, with construction beginning in the Spring of 2011. 

When construction was approximately 30% complete, the Las Conchas fire burned the 

watershed and project site. Because of the increased risk of flooding and changed site 

conditions, the original construction contract with Kiewit New Mexico, Inc. was cancelled. The 

redesigned project was advertised as a Request for Proposals in June of 2012, with Proposals due 

on July 3. The Request for Proposals method of procurement was utilized rather than an 

Invitation for Bid because of the specialized nature of the construction, the extremely tight time 

frame for the work to be completed, and dramatically increased risk factors associated with the 

Project due to the burned watershed. Four contractor responses were received and evaluated for 

three criteria; Schedule and Project Approach (20 pts); Qualifications, Experience and Project 

Team Resumes (30 pts); and Cost (50 pts). Based upon the evaluations, ASI Constructors, Inc. 

was selected. The selected contractor has extensive experience in construction of roller 

compacted concrete structures, including dams in remote, forested canyons in New Mexico. 

Their schedule, project approach, and personnel devoted to the project were determined to be the 

most likely to be able to complete the work within the time required. Their proposed cost is 

$2,648,824.00, not including New Mexico gross receipts taxes. A 10% contingency of $265,000 

is proposed to be included in the project budget, for a total of $2,913,824.00, plus NMGRT. 

A very tight project schedule will be required to complete the project this year. The schedule 

provided by ASI shows construction ending by the second week of December. More 

importantly, they propose to install the roller compacted concrete in the months of late 

September and early October. This is critically important due to the temperature sensitivity of 

roller compacted concrete. Delays in completion of construction past 2012 would incur the risk 

of loss of our $1.5 million in funding from the New Mexico Water Trust Board. 

STAFF IMPACT 

No staff impact 

FISCAL IMPACT 

This project is included in the FY 2013 Water Production budget. 


190 

Page 1 of 2



NAME Tim Glasco DATE OF MEETING July 18 th , 2012 

SUBJECT Approval of Contract Agreement RFP2013-38 with ASI Constructors, Inc. for the 

Los Alamos Canyon Dam Modifications Project 

Staff recommends approval of the motion as presented. 


Should the contract not be approved, the alternative would be to re-advertise the project for 

construction in 2013. While we might possibly get a lower construction cost, it would mean 

delay of another year in re-opening the reservoir, and also the possible loss of $1.5 million in 

Water Trust Board funding. 


A. Contract Agreement No. RFP2013-1838 


I move the Board of Public Utilities approve award of Agreement No. RFP2013-1838 with ASI 

Constructors, Inc., in the amount of $2,648,824.00, plus $265,000.00 contingency, for a total 

project budget of $2,913,824.00, plus applicable New Mexico Gross Receipts Taxes, and 

forward to the County Council for approval. 

191 

Page 2 of 2

Los Alamos Canyon Dam Modifications 

RFP2013-1838 

SECTION 5 

CONTRACT AGREEMENT 

1 

192 



Section 5 – Contract Agreement

1 CONTRACT AGREEMENT 

1.1 Contract Agreement 


LOS ALAMOS, NEW MEXICO 

193 

2 



Section 5 – Contract Agreement 

THIS CONTRACT AGREEMENT, made and entered into by and between the Incorporated County of Los 

Alamos, New Mexico, hereinafter called the OWNER and ASI Constructors, Inc., a Colorado Corporation, 

hereinafter called the CONTRACTOR, is executed on the date set forth opposite the signature of the 

authorized representatives of the parties. 

WHEREAS, the Contractor was awarded the Contract for Los Alamos County Request for Proposals No. 

RFP2013-1838, Los Alamos Canyon Dam Modifications and said award was approved by the County 

Council on August 7, 2012, which date shall be deemed to be the date of this Contract Agreement. 

THIS AGREEMENT WITNESSETH: 

ARTICLE 1. SUBJECT MATTER - The Contractor shall perform the work, and shall furnish all the 

materials, equipment, tools, labor and all supplies, appliances, and appurtenances necessary to the full 

completion of the work on the Project, as set forth in Exhibit A (the "Work"), and in accordance with the 

language of the Contract Agreement and the Contract Documents. As used in this Contract Agreement the 

term "Contract Documents" means the Request for Proposals, Addenda to the Request for Proposals, if any, 

Summary of Work, Conditions for Offerors, Bid Forms, Award Forms, Contract Agreement, Application and 

Certification of Payment, Conditions of the Contract, General Requirements, Notices to Contractor, 

Technical Specifications and Plans, Contractor’s Proposal and Documentation submitted by Contractor prior 

to Notice of Award, Bonds, Written Amendments to any Contract Document, Change Orders, Field Orders, 

and Engineer’s written interpretations and clarifications issued on or after the Effective Date of the 

Agreement, all of which are incorporated by reference and made a part of this Contract Agreement as fully 

as if herein repeated and a copy of which the Contractor acknowledges hereby that he has received. 

The Work shall be performed in accordance with the Contract Documents, which shall be interpreted to give 

full effect to all of the terms and conditions set out therein. In the event of a conflict in the terms and 

provisions of the Contract Documents, the terms and provisions of the Contract Documents shall control in 

the following order: 

1. Change Orders 

2. Addenda 

3. Contract Agreement 

4. Notice to Contractors 

5. Special Conditions 

6. General Conditions 

7. Technical Specifications 

8. Contract Drawings

194 

3 




ARTICLE 2. CONTRACT TIME - Construction shall start on or after the date specified on the NOTICE TO 

PROCEED. The Work shall be substantially completed within 100 consecutive calendar days from the date 

of the NOTICE TO PROCEED. The Project shall be completed and ready for final payment within 120 

calendar days from the issuance of the NOTICE TO PROCEED. The 20 calendar day period between 

substantial completion date and the end of the contract time is for the sole purpose of completing all 

punchlist items. 

ARTICLE 3. LIQUIDATED DAMAGES FOR DELAY - The time of the completion of the Work in connection 

with the Project and the time limit set forth in this Contract Agreement are of essence to the Contract 

Agreement. Should the Contractor neglect, refuse or fail to complete the Work within the time herein agreed 

upon, after giving effect to extensions of time which are agreed to by the Owner in writing, if any, herein 

provided, then, or if Contractor fails to complete punch list items remaining after substantial completion 

within 100 calendar days after substantial completion of the Work then, in that event and in view of the 

difficulty of estimating with exactness damages caused by such delay, the Owner and Contractor agree that 

as liquidated damages for delay (but not as a penalty), Contractor shall pay Owner $500 per calendar day 

for each day that expires after the time specified in Article 2 for Substantial Completion until the Work is 

substantially complete. After Substantial Completion, if Contractor shall refuse or fail to complete the 

remaining Work within the Contract Time or any proper extension thereof granted by the Owner, Contractor 

shall pay Owner $1,000 per calendar day per day that expires after the time specified in Article 2 for 

completion and readiness for final payment. It is agreed that no proof of specific damages need be shown 

by the Owner for the Owner to become entitled to these liquidated damages. 

ARTICLE 4. PAYMENT - The Owner shall pay the Contractor the Contract Price as set forth in Exhibit B, at 

such time and in such amounts as set forth below: 

i. In accordance with the requirements of Article 5 hereof and, 

ii. In accordance with all General and Special Conditions included in the Contract Documents. 

ARTICLE 5. PROGRESS PAYMENTS - The Contractor's Application and Certification for Progress 

Payments ("Application for Payment") shall be made in writing and shall include work done and material in 

place. County, in its sole discretion, shall not be required to pay for completed work to the extent that the 

completed work or any portion thereof is not in accordance with the provisions of the Contract. Refer to 

Section 9 – Conditions of the Contract, General Conditions, Paragraph 9.1.19, Payments to the Contractor 

for additional progress payment requirements and information. 

The Owner shall make progress payments under the restrictions and limitations herein contained from time 

to time, on account of the performance of this Contract Agreement. Payment for amounts due shall be paid 

within twenty-one (21) days after the Owner receives an undisputed request for payment. Payment may be 

made by first-class mailing, electronic funds transfer or by hand delivery of the undisputed amount of a pay 

request based on work completed or service provided under the Contract Documents. Owner has full power 

to withhold payment and release of Contractor's Performance Bond until all the Work is completed to the 

Engineer’s and Owner’s satisfaction, and until the Contractor shall satisfy the Owner that it has fully settled 

or paid for all labor performed and materials, supplies, equipment rentals and services used from the 

respective suppliers and subcontractors involved. All Applications for Payments shall be made on the 

form provided in the Bid Proposal entitled “Application and Certification for Payment.” 

Contractor shall submit (but not more often than once a month), to the Engineer for review an Application for 

Progress Payment filled out and accompanied by such supporting documentation as is required by the 

Contract Documents and also as the Engineer or Owner may reasonably require. The Owner has seven (7) 

days to review the Application for Progress Payment either to accept or reject. If application is rejected, 

Contractor has to resubmit a new Application for Progress Payment. Upon any resubmittal of Application for

195 

4 




Progress Payment, the twenty-one (21) day time frame is reinstated. These Applications for Progress 

Payments shall be on the basis of estimates made by Contractor and shall be as specified in the Contract 

Agreement. Each subsequent Application for Progress Payment shall include a signed Affidavit of Payment 

and Release of Liens signed by Contractor and notarized stating that all previous payments received on 

account of the work have been applied to discharge in full all of Contractor's obligations reflected in prior 

Applications for Progress Payment. 

ARTICLE 6. PAYMENT TO MECHANICS AND LABORERS - Contractor agrees to make prompt payment 

to its subcontractors and suppliers for work performed under the Contract Documents within seven (7) days 

after receipt of payment from the Owner and to pay all mechanics and laborers in accordance with Section 

57-28-5 NMSA 1978, as applicable. Contractor shall obtain from each supplier of services or materials used 

in the performance of the Contractor's obligations under this Contract Agreement a written release and 

waiver of all liens against the Owner and Project. Such releases and waivers of lien shall be submitted to 

the Owner at each application for payment and at the final Application for Payment. 

ARTICLE 7. MODIFICATION OF CONTRACT AGREEMENT - This Contract Agreement may be modified 

only by mutual written consent of the parties, subject to the availability of funds by the Owner. 

ARTICLE 8. INDEMNITY - Contractor shall indemnify, hold harmless and defend Owner, its Council 

members, employees, agents and representatives, from and against all liabilities, damages, claims, 

demands, actions (legal or equitable), and costs and expenses, (including without limitation fees for 

attorneys and other professionals, of any kind or nature), arising from Contractor's performance or failure to 

perform hereunder or breach hereof or the performance or failure to perform of Contractor’s employees, 

agents, representatives and subcontractors. 

All representations, indemnifications, warranties and guarantees made in, required by or given in 

accordance with the Contract Documents, as well as all continuing obligations indicated in the Contract 

Documents, will survive final payment, completion and acceptance of the Work and termination or 

completion of the Agreement. 

ARTICLE 9. NON ASSIGNMENT – No assignment by a party hereto of any rights under or interests in the 

Contract Documents will be binding on another party hereto without the written consent of the party sought 

to be bound; and specifically but without limitation moneys that may become due and moneys that are due 

may not be assigned without such consent (except to the extent that the effect of this restriction may be 

limited by law), and unless specifically stated to the contrary in any written consent to an assignment, no 

assignment will release or discharge the assignor from any duty or responsibility under the Contract 

Documents. 

Contractor may not assign this Agreement or any privileges or obligations herein without the prior written 

consent of County 

IN WITNESS whereof the parties have executed this Contract. 

CONTRACTOR 

BY: ______________________ DATE: _____________ 

Contractor Name 

Contractor Title


BY: DATE: _____________ 


ATTEST 

BY: DATE: ______________ 

Janet Foster, County Clerk 

196 

5 



Section 5 – Contract Agreement

1.2 Exhibit A 

WORK TO BE PERFORMED 

197 

6 






Pursuant to the Contract Agreement between the parties hereto, and the Contract Documents, the 

Contractor shall perform the following Work within the Contract Time: 

Work on this Project consists of demolition, removal and disposal of the existing gunnite coating and 

articulated concrete mattresses on the reservoir faces, existing outlet gate tower, existing soil nail wall 

and other appurtenant features of the dam and construction of new features as outlined in the plans 

and specifications. Upstream and downstream faces of the dam structure are to be enhanced with 

additional fill and filter material and reconstructed to new slopes as called out in the plans and 

specifications. A new roller compacted concrete spillway with formed concrete trainer walls is to be 

constructed. Additionally, a new service spillway and stilling basin are to be constructed of formed 

concrete. A new submerged outlet gate is also to be constructed as detailed in the plans and 

specifications. New outlet piping is to be installed from the existing dam pipe to the existing canyon 

pipeline connection point as shown on the drawings. Monitoring and instrumentation points together 

with other appurtenant features are also to be installed as shown in the plans and specifications. 

IN WITNESS WHEREOF, the parties have executed this Exhibit A to the Contract 

Agreement. 

CONTRACTOR 

BY: DATE: 

Contractor Name 

Contractor Title 


BY: DATE: 


ATTEST 

BY: DATE: 

Janet Foster, County Clerk

1.3 Exhibit B 

CONTRACT PRICE 



198 

7 




Pursuant to and in accordance with the Contract Agreement between the parties hereto and the Contract 

Documents; the Contractor shall be paid the following Contract Price in consideration of the satisfactory 

performance of the Work by the Contractor and the acceptance of such Work by the Owner. 

The maximum Contract Price shall be an amount not to exceed two million six hundred forty eight 

thousand eight hundred twenty four dollars ($2,648,824.00), plus applicable gross receipts tax 

unless a Change Order is issued and approved. 

WHEREOF the parties have executed this Exhibit B to the Contract Agreement. 

CONTRACTOR 

BY: DATE: 

Contractor Name, Title 


BY: DATE: 


ATTEST 

BY: DATE: ______ 

Janet Foster, County Clerk


Tickler File 

# MEETING 

DATE 

1. 08/15/2012 Award of Bid for Otowi Booster 

Station 

2. 08/15/2012 Award of Bid No. 2013-33 

SUBJECT Requester 

Pajarito 4 Tank Repainting 

3. 09/19/2012 San Juan Chama Engineering 

Report Presentation 

4. 10/17/2012 Review of Draft Utilities 

Conservation Plan for Water and 

Energy 

199 

James Alarid 

James Alarid 

James Alarid 

Christine Chavez

STATUS REPORTS 

• Electric Distribution Reliability 

Report 

• Accounts Receivable Report 

• Safety Incident Report 

• Kwage Mesa Gas Line Progress 

Report 

• Eastern Area 2 Phase 1 Progress 

Report 

• East Road Gas Replacement & 

Reinforcement Project Progress Report 

200

201

202

203

204

205


Active Receivables Over 90 Days Past Due 

July 2, 2012 

Account Acct Type Comments 90 - 119 120 + 

2072318 Residential Late fees 0.31 - 

2004387 Residential Late fees 0.72 - 

2000053 Hydrant Pay arrangement 0.79 - 

2086548 Residential Account now finaled; deposit returned & balance dropped 1.28 - 

2074998 Residential Customer promises payment is on the way 1.30 - 

2025158 Residential Door tagged 1.55 - 

2069138 Residential Pay arrangement 1.59 - 


2061938 Residential Paid 7/9 1.90 - 



2007812 Commercial Paid 7/2 3.11 - 

2031248 Residential Pay arrangement 3.13 - 

2021632 Commercial Trying to determine correct billing contact for this account 4.19 - 



2042518 Residential Pay arrangement 5.34 - 



2008831 Residential Pay arrangement 12.57 - 

2049258 Residential Pay arrangement 12.91 - 

2049858 Residential Making large payments to catch up 18.20 - 

2000279 Commercial Unable to reach, commercial meters not attached to building, will mail 

doortag to billing address 

18.26 - 


2070048 Commercial Refuse account; customer is working with Environmental Services to 

straighten out charges 

20.06 - 





2085178 Residential Pay arrangement broken so sent door tag 29.02 - 






2015146 Residential Door tagged 126.06 - 

2021254 Residential Paid 7/3 216.15 - 

206 

2021741 Residential Door tagged 221.81 -

2002266 Commercial Business owner lives out of town, mailing doortag 223.18 - 

2008145 Residential Working with customer due to water leak 2,070.74 - 

2080508 Residential Door tagged 15.79 2.44 

2008552 Residential Paid 7/2 - 53.93 

2069558 Residential Paid 7/9 146.34 63.80 

2065578 Residential Customer lost job, waiting for unemployement & LIHEAP, pays as he's 

able in the meantime 

239.49 115.64 

2030168 Residential Abandoned; liened 92.33 170.93 

2010299 Residential Paid 7/2 205.69 281.19 

2021641 Commercial Door tagged 373.95 320.22 

2023776 Residential Check returned; Left message for customer - 435.45 

2055818 Residential Can't turn off due to med alert 222.81 521.78 

2021698 Commercial Pay arrangement 505.13 647.50 

2002443 Commercial Paid 7/9 6,355.14 1,170.27 

3 accounts Commercial Bankruptcy - 5,088.06 

207 

11,530.77 8,871.21 

TOTAL 20,401.98

YEAR 

OUSTANDING 

7/1 

FY07 24,050.38 

FY08 13,994.20 

FY09 18,214.99 

FY10 18,742.65 

FY11 19,085.07 

FY12 25,348.47 


Inactive Receivables More than 60 Days Past Due* 

July 2, 2012 

# OF 

ACCOUNTS 

64 

61 

63 

62 

69 

97 

TOTAL $ 119,435.76 

416 

208 

OUSTANDING 

6/1 

24,678.77 

13,994.20 

18,214.99 

18,931.70 

19,285.07 

22,649.08 

# OF 

ACCOUNTS 

66 

61 

63 

63 

69 

93 

$ 116,349.26 $ 398

NAME DOI REPT DT TYPE DESC ADDRESS 

County Tort Claims 

05/25/12 06/19/12 PD Transformer shorted, caused equip damage White Rock Bus Plaza 

05/25/12 06/25/12 PD Transformer shorted, caused equip damage White Rock Bus Plaza 

06/18/12 06/20/12 PD Faulty gas line installation in house 695 Aster 

06/20/12 06/27/12 PD Broken Freezer, lites & power on, not cooling 945 San Ildefonso 

209

NAME DOI REPTD EE# DESC DEPT EXP 

County WC Claims 

06/05/12 06/05/12 Clamp fell, hit head GWS 

210

MON 

ADMIN EL DIST EL PROD GWS WA PROD WWTP 

Jan ‐ 2012 3278.5 1081.5 1546.5 2305.8 1193.5 1196.0 

Feb ‐ 2012 4101.0 1548.0 1691.0 3076.0 1502.0 1382.0 

Mar ‐ 2012 3704.8 1418.0 1801.0 2643.2 1462.5 1252.0 

Apr ‐ 2012 3871.0 1545.0 1743.0 2665.0 1468.0 1330.0 

May ‐ 2012 6307.5 2484.8 2463.5 5018.7 2174.5 1952.0 

June ‐ 2012 4824.8 1545.0 1621.5 3073.5 1305.5 1088.5 

26087.6 9622.3 10866.5 18782.2 9106.0 8200.5 

INJURIES 0 1 0 1 1 0 

INC RATE 0 20.7850514 0 10.6483798 21.9635405 0 

DAYS LOST 0 0 0 0 0 0 

211

Los Alamos County Utilities Engineering 

Monthly Status Report June 11, 2012 to July 6, 2012 

KWAGE MESA GAS LINE PROJECT- BID NO. 2012-17 

Project Manager: Donald Houser Contractor: Paul Parker Construction 

Scheduled Budget: 

Estimated Earned: 

Total Budget: 

$ 219,610 

$ 245,403 

$ 442,304 

Period Ending: July 6, 2012 

Work Accomplished During This Month: 

Contractor was issued the Notice to Proceed on March 15, 2012. Contractor has installed 

6,150 feet of 8” HDPE Gas Line to the area of the bore section. They completed 710 feet of 

8” HDPE Gas Line on East Rd and tied in the East Rd section. Contractor seeded the 

disturbed area on Kwage Mesa and East Rd. 

Work Planned for Next Month: 

Contractor plans to complete the bore down the mesa to the sewer plant area and trench to 

the tie point at the Sewer Plant. 

Schedule Analysis: 

The Contractor is still a little ahead of schedule. They have been waiting for the directional 

bore operator to return to start the bore. The substantial completion date is September 30, 

2012 with final completion October 30, 2012. 

Concerns/Issues: 

There are no concerns at present. 

File: KMG-PSR-003-R00 Page 1 of 1 212

COUNTY OF LOS ALAMOS 

DEPARTMENT OF PUBLIC UTILITIES 

KWAGE MESA GAS LINE PROJECT - IFB 2012-17 

PROGRESS REPORT June 11, 2012 to July 9, 2012 

7/9/2012 

Items Description Percent Percent 

Estimated 

Value Value SPI 

Earned Scheduled Budget Earned Scheduled 

P/B S/B B P S P/S 

10 Mobilization 50.0% 50.0% 2,200 1,100 1,100 1.0 

11 SWPP Plan and Execution 50.0% 50.0% 6,500 3,250 3,250 1.0 

1,3-5,9 Trenched Gas Pipe Installation 92.0% 60.0% 240,429 221,195 144,257 1.5 

2 Gas Pipe Installation By Boring 0.0% 50.0% 77,455 0 38,728 

6 Connections to Existing Gas Lines 50.0% 50.0% 8,400 4,200 4,200 1.0 

7,8 Seeding 92.0% 50.0% 6,150 5,658 3,075 

Subtotal 69.0% 57.0% 341,134 235,403 194,610 1.2 

Change Orders 0.0% 0.0% 0 0 0 

Projected Contractor Total 69.0% 57.0% 341,134 235,403 194,610 1.2 

Inspection/Testing/Cultural Evaluation 20.0% 50.0% 50,000 10,000 25,000 0.4 

Contingency 51,170 

Project Total 55.5% 49.7% 442,304 245,403 219,610 1.1 

$500,000 

$450,000 

$400,000 

$350,000 $350 000 

$300,000 

$250,000 

$200,000 

$150,000 

$100,000 

$50,000 

$0 


Kwage Mesa Gas Line 

Scheduled Budget vs Actual 

213 

Earned Value 

Scheduled Budget 

Notes


Monthly Status Report June 11, 2012 to July 6, 2012 

Eastern Area 2 Phase 1 Utilities 

Project Manager: Donald Houser Contractor: RMCI Construction, Inc 



Total Budget: 

$ 415,375 

$ 447,364 

$ 1,015,954 



Contractor began work on May 29, 2012. Contractor has installed 1145 feet of 8” and 6” 

C900 water Lines, 5 water service lines, 3 fire hydrants, 10 water mainline connections, 

1200 feet of ductbank and 4 multiple ductbank appurtenances from East Manhattan Loop to 

4 th St and Canyon Rd Sta 23+75 the end of Milestone A. 


Contractor plans to concentrate on the road work for Milestone B due by July 28 th and begin 

work on Milestone C, the remaining utilities work from Canyon Rd Sta 23+75 to 16+00 and 

Myrtle St. from Canyon to 15 th St. 


The Contractor finished the Milestone A work on July 3rd. The Utilities Milestone A 

completion date was July 7, 2012. Utilities recommended a 2 day extension on Milestone A 

because of delays in shutting water off for the 4 th and Iris water tie in, the greater complexity 

of the gas tie ins compared to what the plans indicated, and two storm drains not shown on 

the plans that caused the rerouting of the ductbank. If the additional days are approved, the 

Contractor would be due 6 days of incentive money. Utilities Milestone C completion date for 

all Utilities is September 1, 2012 and the Project Substantial completion date is September 

30, 2012 



File: KMG-PSR-002-R00 Page 1 of 1 214



EASTERN AREA 2 PHASE 1 

PROGRESS REPORT June 11, 2012 to July 6, 2012 



Estimated 




34-37 Mobilization/Traffic Control/Staking 50.0% 50.0% 92,600 46,300 46,300 1.0 

13-18 Gas Pipe Installation 100.0% 100.0% 42,212 42,212 42,212 1.0 

8-22 Water Pipe Installation 40.0% 40.0% 325,640 130,256 130,256 1.0 

19 Sewer Pipe Installation 100.0% 100.0% 15,200 15,200 15,200 1.0 

20-23 Sewer Manhole and Service Installations 100.0% 100.0% 30,600 30,600 30,600 1.0 

24-26 Ductbank Installation 47.0% 47.0% 125,400 58,938 58,938 1.0 

27-28 Electric Appurtenances 57.0% 42.0% 39,350 22,430 16,527 1.4 

29 C1 Communication Appurtenances 80.0% 60.0% 22,500 18,000 13,500 1.3 

30 C2 Communication Appurtenances 58.0% 52.0% 5,610 3,254 2,917 1.1 

31-33 Retirements 45.0% 45.0% 36,500 16,425 16,425 1.0 

Subtotal 52.1% 50.7% 735,612 383,614 372,875 1.0 


Projected Contractor Total 52.1% 50.7% 735,612 383,614 372,875 1.0 

Electric Materials & LACU Labor 0.0% 0.0% 85,000 0 0 

Inspection/Testing 75.0% 50.0% 85,000 63,750 42,500 1.5 Wilson providing fulltime utility inspection 

Total 49.4% 45.9% 905,612 447,364 415,375 1.1 


Project Total 44.0% 40.9% 1,015,954 447,364 415,375 1.1 

$1,200,000 

$1,000,000 

$800,000 $800 000 

$600,000 

$400,000 

$200,000 

$0 


Eastern Area 2 Phase 1 

Utilities Only 


215 

Earned Value 


Notes


Monthly Status Report May 24, 2012 to July 6, 2012 

EAST ROAD GAS REPLACEMENT AND REINFORCEMENT PROJECT- BID NO. 2012-21 

Project Manager: Donald Houser Contractor: K.R. Swerdfeger 

Construction, Inc 



Total Budget: 

$ 124,040 

$ 102,204 

$ 584,594 



Contractor was issued the Notice to Proceed on May 29, 2012. Contractor has installed 750 

feet of 8” HDPE and 6” MDPE Gas Lines by directional boring and trenching. They have 

bored the areas in front of the fire station and TRK Building to avoid difficult areas to trench. 


Contractor plans to continue trenching and boring the new gas lines in front of the Pool, 

Crossroads Church, and area East of the Fire Station. 


The Contractor is a little behind schedule. The substantial completion date is September 30, 

2012 with final completion October 30, 2012. 



File: EGR-PSR-001-R00 Page 1 of 1 216



EAST ROAD GAS REPLACEMENT AND REINFORCEMENT PROJECT 

PROGRESS REPORT May 24, 2012 to July 6, 2012 



Estimated 




21,22 Mobilization/Traffic Control 50.0% 50.0% 39,500 19,750 19,750 

1,4,5 Trenched 8" HDPE Gas Pipe Installation 21.0% 25.0% 194,550 40,856 48,638 

2, 6-9 Trenched 6" MDPE Gas Pipe Installation 22.0% 25.0% 124,940 27,487 31,235 

3 Rock Trenching 0.0% 25.0% 27,000 0 6,750 

10 Test Boxes 0.0% 25.0% 4,200 0 1,050 

11-15 Connections to Existing Gas Lines 0.0% 0.0% 24,400 0 0 

16-18 Pavement Replacement 28.0% 25.0% 34,470 9,652 8,618 

19 Retire Gas Lines / Demolition of Building 0.0% 0.0% 18,500 0 0 

20 Seeding 8.0% 0.0% 6,000 480 0 

Subtotal 20.7% 24.5% 473,560 98,224 116,040 


Projected Contractor Total 20.7% 24.5% 473,560 98,224 116,040 

Inspection and Testing 10.0% 20.0% 40,000 4,000 8,000 


Project Total 17.5% 21.2% 584,594 102,224 124,040 

$700,000 

$600,000 

$500,000 

$400,000 

$300,000 

$200,000 

$100,000 

$0 


East Road Gas Replacement and Reinforcement 


217 

Earned Value 


Notes

BPU_Agenda_07-18-12 - Los Alamos County

Create successful ePaper yourself

Delete template?

Save as template?