CARPINTERIA VALLEY WATER DISTRICT
CLIMATE ACTION PLAN
Adopted December 18, 2019
Carpinteria Valley Water District
Board of Directors
Carpinteria Valley Water District Climate Action Plan 12/18/2019
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Contents
1.0 Carpinteria Valley Water District .......................................................................................................................................... 2
1.1 Legislative Framework............................................................................................................................................................ 2
1.2 Carpinteria Valley .................................................................................................................................................................... 3
1.3 District GHG reduction Goals ................................................................................................................................................ 5
2.0 District Emissions Inventory .................................................................................................................................................. 6
2.1 Electricity Use (Administration and Operations Buildings) .............................................................................................. 7
2.2 Natural Gas Use (Administration and Operations Buildings) ........................................................................................... 9
2.3 On-Road Transportation – Fleet ......................................................................................................................................... 10
2.4 On-Road Transportation – Commute ................................................................................................................................ 12
2.5 Water Production and Pumping – Electricity ................................................................................................................... 13
2.6 Diesel Use: Back-up generators and diesel equipment .................................................................................................. 15
2.7 Waste Generation ................................................................................................................................................................. 17
2.8 Overall Greenhouse Gas Emissions – Direct District Operations .................................................................................. 19
2.9 Emissions Reduction Targets ............................................................................................................................................... 20
2.10 External Greenhouse Gas Emissions ................................................................................................................................ 22
2.11 Overall Greenhouse Gas Emissions – External Sources ................................................................................................ 24
3.0 Climate Change Vulnerability .............................................................................................................................................. 22
3.1 Exposure ................................................................................................................................................................................. 26
3.2. Sensitivity and Potential Impacts ...................................................................................................................................... 34
3.3 Adaptive Capacity ................................................................................................................................................................. 38
3.4 Risk and Onset ....................................................................................................................................................................... 41
3.5 Adaptation Strategies ........................................................................................................................................................... 42
4.0 CAP Update Process.............................................................................................................................................................. 45
4.1 Monitoring, Evaluating, Updating the Plan ....................................................................................................................... 45
4.2 Public Involvement ............................................................................................................................................................... 45
5.0 Plan Development and Authorization................................................................................................................................ 46
5.1 Planning Team ....................................................................................................................................................................... 46
5.2 Inter-Agency Coordination .................................................................................................................................................. 47
5.3 Promulgation Authority ....................................................................................................................................................... 47
APPENDIX A -DISTRICT EMISSIONS INVENTORY DATA AND METHODOLOGY ................................................................... 49
APPENDIX B -Public Comments ................................................................................................................................................. 57
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1.0 Carpinteria Valley Water District
The Carpinteria Valley Water District (District) Climate Action Plan (CAP) is an inventory and estimate of
current greenhouse gas (GHG) emissions and strategies and plans for the reduction of these emissions.
The CAP is structured to integrate with other local climate initiatives, include that of the City of
Carpinteria and County of Santa Barbara. The plan sets realistic and achievable goals that fit with the
District’s responsibility as the primary water purveyor in the Carpinteria Valley while remaining fiscally
responsible to its ratepayers.
Although the CAP relies on some estimates of GHG production, the District has used the best available
information in order to develop this plan. As information and technology change, these estimates will
be refined. The plan is a working document, with additional information needed by the District to
complete the current picture of GHG emissions from its operations. Sharing this plan with staff and the
wider Carpinteria community is necessary for the District’s goals to be achieved and for long-term
reduction in GHG production to occur.
1.1 Legislative Framework
The State of California has been a forerunner of legislation regarding GHG reductions. Major legislative
efforts include Executive Order S-3-05 (Schwarzenegger, 2005) sought reductions in GHG back to 1990
levels by 2020 and 80% below 1990 levels in 2050. The California Legislature re-iterated these goals in
Assembly Bill 32 (Nunez and Pavley, 2006) and Senate Bill 32 (Pavley and Garcia, 2016) and set targets
for 2020 (1990 levels) and 2030 (40% below 1990 levels) respectively. AB 32 also established a timeline
for the State Air Resources Board (CARB) to establish a scoping plan to determine California’s goals and
strategy for GHG reductions. This scoping plan was adopted by CARB in 2017.
Other significant legislation includes SB 97 (Dutton, 2007) which modified the States CEQA requirements
to include GHG production in environmental analyses and SB 375 (Steinberg, 2008) which required
transportation and infrastructure planning to address GHG and meet regional reduction targets. SB 350
(De Leon, 2015) requires the increase in renewable energy production in the State to 50% by 2030 as
well as increased building energy efficiency while SB 379 (Jackson, 2015) requires communities to
address climate change and resiliency into local planning processes.
Although the District has no jurisdictional control over land use planning and the like, it does, through
daily operations and long-term planning, influence land use planning through water availability. Water
production and movement is a significant energy demand within the State and within the Carpinteria
Valley. The District’s stated goal of reducing GHG emissions can help achieve local, regional and State
GHG reduction targets.
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1.2 Carpinteria Valley
The District is located on the coast of California 80 miles north of Los Angeles and 12 miles southeast of
Santa Barbara. The District’s service area encompasses an area extending along the south coast of the
County of Santa Barbara easterly from the Toro Canyon area to the Ventura County line. The Foothills of
the Santa Ynez Mountains lay to the north and the Pacific Ocean to the south of the valley. The District’s
service area is approximately 11,098 acres (17.3 square miles).
The District is located on a narrow, moderately to gently sloping alluvial plain which extends from the
base of the Santa Ynez Mountains southward to the Pacific Ocean. Natural drainage of the plain is
provided by Rincon Creek, Gobernador Creek, Carpinteria Creek, Franklin Creek, Santa Monica Creek,
and Arroyo Paradon. Headwaters of each of these creeks are located in the Santa Ynez Mountains.
Climate within the District’s service area is Mediterranean-like in character. Summers are usually dry
with generally mild temperatures and the winters are cool and have light to moderate quantities of
precipitation (predominantly in the form of rainfall). Annual variation in climate conditions is minimal
within the District. However, unique topographic conditions in the Gobernador Canyon area of the
District can lead to frost conditions for approximately 5 days per year.
Average daily maximum air temperature varies between 64.9- and 77.1-degrees Fahrenheit with an
average of 70.8.1 Annual rainfall for the area is 18.83 inches. Annual average evapotranspiration (ETo)
for the area is 43.7 inches.2
The District is comprised of the City of Carpinteria and the surrounding agricultural lands that extend
into the lower foothills of the Santa Ynez Mountains. The economy of the City of Carpinteria
(incorporated 1965), is based on travel and tourism, commercial and retail and some light industry and
research. Financially, the majority of the City’s annual budget comes from hotel occupancy taxes, sales
taxes and residential property taxes.3 The agricultural economy is dominated by avocado orchards,
container nurseries and covered nurseries growing orchids, cut flowers, vegetables and – recently –
cannabis.
Public schools within the District include two elementary schools4 (grades K - 5), a middle school (grades
6 - 8) and a high school (grades 9 – 12), as well as multi-year family school and a continuing education
high school. There are several private day schools in the Valley, as well as preparatory boarding school.
1 Western Region Climate Center, Santa Barbara, Station No. 047902, 2015. 2 California Department of Water Resources (CADWR), Santa Barbara CIMIS, Station No. 107, 2015. 3 City of Carpinteria, Comprehensive Annual Financial Report, 2017. 4 The Carpinteria Unified School District also serves the neighboring community of Summerland.
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There are approximately 875 mobile coach homes within the District, principally located in five mobile
coach parks. Several of these parks restrict children and young adults. There is a single large (70 unit)
assisted living / memory-care facility in the community.
The District provides potable water to 4,376 customers and provides fire service standby water for 129
customers. The majority of water services are residential (3,243 single-family and 351 multi-family
residences). Agricultural customers (389) and commercial accounts (213) are the next largest classes.
There are also 68 Public Authority accounts, 58 Industrial accounts and 54 dedicated landscape
accounts. Water service meters range from 3/4" to 6”, while fire services range from 2” to 10”. The
District also maintains 435 fire hydrants in the community.
The 2010 US Census5 identified 13,040 people in the City of Carpinteria, and an additional 2,450 people
in the unincorporated area of the District. Based on City demographics, 71% of the population is White /
Latino; females comprise 51% of the population; 21% of the population is under 18; people 65 years and
older account for 14% of the population; the median age is 39.5 years; 28% of households contain
children under 18; and 50% of households own their own home. The estimated population of the City in
2017 was 13,622 people. The District’s estimated population was approximately 15,500 people in 2017.
The District’s service area is approximately 11,098 acres, of which 1,660 acres are within the City of
Carpinteria. The City contains approximately 530 acres of residential development. Almost 43% (4,730
acres) of the District is undeveloped or native vegetation, including extensive oak and chaparral wooded
areas as well as a large, protected saltwater estuary. Coastline forms a continuous southern boundary to
the District. Figure 1.1 depicts the District’s service area.
Agricultural activities dominate the developed area outside the City boundary. In 20176 there were
approximately 1,820 acres of avocado, 144 acres of lemons, 138 acres of cherimoyas, and another 38
acres of persimmons, passion fruit, olives and stone fruits. Covered nurseries comprised 362 acres of
productive land, growing cut flowers, specialty lettuce, orchids, cucumbers, succulents and medicinal
marijuana. Open and ‘hoop house’ nurseries (282 acres) predominantly grow containerized ornamental
landscape plants and cut flowers. The District also contains 191 acres of field and row crops growing a
variety of produce and berries. Equestrian related land uses comprise 185 acres of land – including over
40 acres of polo fields.
Presently, the City of Carpinteria is near complete build-out, with between 200 and 250 residential units
remaining to be developed. Although limited residential development occurs outside the City, much of
the existing agricultural land is protected by County and State land use designations. The District has
installed new water services in recent years, most notably Lavender Court (2006-08, 48 meters);
Lagunitas (2012, 79 meters); Dahlia Court expansion (2013, 36 meters) and Casa De Las Flores (2013-15,
38 meters). All of these developments were within the City and were a result of land use change rather
than green field development. Community sentiment appears to favor a ‘very slow’ or ‘no growth’
5 https://factfinder.census.gov/faces/nav/jsf/pages/index.xhtml 6 Carpinteria Valley Water District Land Use Analysis, 2017
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development track for the area. Future development will likely be slow, with perhaps 3 to 6 new water
meters installed annually (on average).
With climate change driven changes to weather patterns expected, including drought, the District is
concerned about future water security and has begun developing an Indirect potable reuse project. This
project has been named Carpinteria Advanced Purification Project or CAPP. The project captures
wastewater currently treated to a secondary level by the Carpinteria Sanitary District and discharged
into the ocean. This water would be treated with full advanced treatment including Reverse Osmosis
and Advanced Oxidation and then injected into the groundwater basin for recharge and reuse. It’s
expected that the CAPP will provide up to 25% of the District’s water supply. The CAPP is different than
its existing supplies because it is a local drought proof water supply.
It’s estimated that the CAPP will require approximately 1,930 kWh/AF to operate.
1.3 District GHG reduction Goals
The District does not have broad land use authority that cities and counties possess and is therefore
limited in its impact on reduction of GHG to its own operations. At a minimum the District desires to be
consistent with State and local goals in reduction of GHG production. To that end the District set its
goals consistent with the goals set by Santa Barbara County in their 2015 Energy and Climate Action Plan
(ECAP). It should be noted that sufficient data was not available to make 2007 for a base year for the
District so it is assumed that 2014 will act as a base year assuming reductions or increases occurred
consistent with the County’s calculation between 2007 and 2014 in the categories of Transportation, Off
Road Equipment, Solid Waste and Water.
The goals set in the ECAP were for reduction below 2007 GHG levels at 2020 and 2030 and 2050 for a
reduction below 2007 levels of 15%, 31% and 74% respectively. The County wide goals of 15% reduction
below 2007 levels will be not be achieved in 2020. This CAP will focus on the 2030 goal of 40% below
2007 which is calculated to be 220 MTCO2e below the District 2014 baseline. This reduction is based
solely on GHG emissions associated with its daily operations and does not include emissions associated
with water treatment or State Water. Although the District could eliminate overall GHG emissions
significantly by not using State Water (see sections 2.10 and 2.11) the plan is an effort to mitigate
emissions from all sources. The District will rely on the City of Santa Barbara and Department of Water
Resources to establish reduction targets for these operations.
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2.0 District Emissions Inventory
Greenhouse gas emissions are generated through a number of processes at the District. These
include water production and pumping, fleet operations and employee commuting. Energy use
for these activities are known to the District and can be readily used to determine GHG
production. The inventory for these activities – what are referred to as “Direct District
Operations” - are presented in sections 2.1 through 2.8 below. In addition to a description of
actions to be taken, the reduction strategies are prioritized numerically with 1 being immediate
need or action necessary and 3 being lower priority given budget or operational constraints.
The District also relies on external agencies for the importation and treatment of water. The
Central Coast Water Authority conveys water from the California State Water Project from
Northern California to the District. This water is pumped from the Central Valley, treated and
pumped into Lake Cachuma. Water from Lake Cachuma is then delivered via gravity to the City
of Santa Barbara’ Cater Treatment plant. Energy use by these two entities is presented
separately in sections 2.10 and 2.11. These operations are outside the control of the District
and therefore are considered as fixed on a MTCO2e/ AF basis.
Additional information regarding data sources and how greenhouse gas emissions were
calculated can be found in Appendix A.
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Direct District Operations
2.1 Electricity Use (Administration and Operations Buildings)
Goal: To improve the efficiency of electrical use for lighting, cooling, operations and computer use.
During the base year (2014) electricity use in the Administration and Operations buildings generated
3.3% of total greenhouse gas equivalents (18.1 MTCO2e7) created by the District. Electricity use has
declined between 2014 and 2019, despite the introduction of air conditioning to both buildings (see
Figure 1). Much of the reduction can be attributed to changes in lighting associated with the Siemens
project LED lighting retrofit. Current GHG equivalents are 46.9% lower than 2014 (9.61 MTCO2e). Given
planned reduction strategies, 2030 energy use will be mostly met by solar energy.
Figure 1: Electricity Use Administration and Operations / Shepard Mesa Tank
Emissions Reduction Strategies:
Behavioral: Avoidance of electrical space heaters; light control; equipment power-down
District staff will be encouraged to reduce their reliance on electrical space heaters for spot
heating and to power-down unused equipment in the evening and on weekends. Minimal
lighting and increased use of occupant sensing light switches will contribute to lower electricity
use.
Priority: 1 – requires communication with staff
7 MTCO2e: metric tons of carbon dioxide equivalent
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Solar Intertie: Connect Administration and Operations facilities to existing solar array
Currently the District’s 190 KW solar array is connected exclusively to the Headquarters well
facility. Connecting the Administration and Operations buildings to the array would permit the
District to use the arrays fully while the Headquarters well is offline or idle.
Priority: 1 – requires agreement with Southern California Edison and construction
Solar Array on Maintenance Center: Construct a 30-40 panel solar array over the vehicle shelter on the
operations building.
A new 30-40 panel solar array could provide ~ 30% to 40% of the electrical needs of the
Administration and Maintenance building. This option could be explored if the intertie to the
existing array is not feasible.
Priority: 3 - requires research, planning and financial scheduling
Solar array Shepard Mesa Tank: Construct a ~1 KW solar array with energy storage at the Shepard Mesa
Tank site to power lighting and radio equipment.
A small solar array with battery storage at Shepard Mesa would provide sufficient power to
reduce most energy costs at the site and provide for emergency power for radio equipment in
the event of power outages.
Priority: 2 – requires research, planning and financial scheduling
Community Choice Energy (CCE) – Renewable Energy: Adopt a low carbon energy portfolio when CCE
enrollment is completed for Santa Barbara County and the City of Carpinteria.
Adopting a renewable energy portfolio through CCE would permit the District to reduce its
carbon footprint on an incremental cost basis. This could permit faster reductions in GHG
equivalents given the District’s limited capital budget. Although energy costs per kWh would
increase, the overall budgetary impacts could be minimized by phasing in participation.
Priority: 1 – requires enrollment in CCE by City of Carpinteria and County of Santa Barbara of low
emission energy portfolio8. This is expected to occur in 2021.
8 On December 5, 2019 the City of Carpinteria and other County jurisdictions joined the Monterey Bay Community Power (MBCP) consortium. Low emission electricity will be available beginning 2021.
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Renewable Energy Feasibility Assessment: Develop, using a qualified Energy Consultant, a
Renewable Energy Feasibility Assessment.
In order to optimize its resources CVWD will be developing a Renewable Energy (RE)
Feasibility Study. This Study will analyze power needs at all District facilities, potential RE
projects, District sustainability goals, related costs, credit and funding opportunities and
determine feasibility of potential projects with priorities.
Priority: 1 – requires financial scheduling
2.2 Natural Gas Use (Administration and Operations Buildings)
Goal: To maintain low energy consumption for heating
Natural gas use for space and water heating at the Administration and Operations facility is minimal;
amounting to 0.8% of GHG equivalents in 2014 (4.6 MTCO2e) and 0.1% in 2019 (0.81 MTCO2e) (see
Figure 2). The District did experience a leak in its service line in 2017 and subsequently discontinued
service until a solution was identified and implemented. It is expected that natural gas use will increase
somewhat in FY 2020, but level off through 2030.
Figure 2: Natural Gas Use
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Emissions Reduction Strategies:
Behavioral: Thermostat Control
At times, staff will manually over-ride the automatic thermostat controls in order to compensate
for particularly cold days. This can be better control by a “smart” Thermostat. An upgraded
thermostat in the break room will permit staff to better manage temperatures in that room. The
thermostat in the Operations building should be up graded and relocated to a central area
where it can perform better. Zone heating may be implemented as well to use heating energy
more efficiently in the operations building.
Priority: 1 – requires communication with staff
Improved Building Energy Efficiency (Title 24): Operations Building Insulation / Furnaces and Ducting
The Operations building suffers from a lack of adequate wall and window insulation. The
concrete block walls are poor insulators as are the single-paned glass windows. Improving these
conditions (in conjunction with building upgrades) would reduce the poor energy performance
of the building. Additionally, the building ductwork should be sealed and insulated along with
its furnace. New ducting and venting should be evaluated to optimize use of heat.
Priority: 3 – requires further evaluation and financial scheduling and planning
2.3 On-Road Transportation – Fleet
Goal: To improve overall fleet fuel efficiency and reduce vehicle miles traveled (VMT).
The District no longer provides a fleet vehicle for the General Manager or District Engineer. This has
resulted in a reduction in VMT for fleet vehicles for commuting (see Figure 3). In addition, overall
mileage on District vehicles for daily operations has also declined. This may be due to staffing
reductions and vehicle sharing. In 2014 Fleet vehicles accounted for 7.5% of GHG equivalents (41.18
MTCO2e) while in 2019 this contribution declined to 4.3% (23.51 MTCO2e). Commute VMT is discussed
in section 2.4 below.
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Figure 3: District Fleet and Commuting Vehicle Miles Traveled
Emissions Reduction Strategies:
Electric Vehicles: Begin replacing fleet vehicles with electric or hybrid vehicles
The District currently has two office automobiles and a light duty SUV. These vehicles could be
replaced through the Fleet Contract with electric or hybrid vehicles, thereby reducing GHG
production. In addition, the District has three 2013 medium duty Ford F150s that together
account for ~37% of all fleet GHG contributions. These trucks are used for commuting by on-call
personnel, which accounts for between one-third and one-half of the VMT on the trucks. Given
the mix of heavier duty utility vehicles available for operations use, the F150s could be replaced
by electric or hybrid commuting vehicles.
Priority: 2 – requires review of future fleet needs and financial scheduling
Electric Vehicles: Install an electric charging station
If the District does move to electric vehicles it will need to incorporate a charging station into its
plans. This should be tied into the solar array in the Operations yard.
Priority: 2 – requires review of future fleet needs and financial scheduling
Upgrade Existing Vehicles: Replace the 1999 Ford F350 Crew truck and 2005 Freightliner dump truck
The crew truck and dump truck contribute 10.6% of all fleet GHG equivalents, despite
accounting for only 4% of total fleet VMT. Replacing these vehicles with more modern, fuel
efficient vehicles is a District priority.
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Priority: 1 – requires financial scheduling
Improved Fuel Economy: Replace older vehicles with more fuel-efficient vehicles
The District has 5 fleet vehicles that are over 15 years old. Replacing these vehicles with newer
vehicles will reduce GHG equivalent production. Fleet Vehicle are on a rotation schedule for
replacement every two to four years starting in 2018. This rotation allows the District to replace
older less efficient vehicles with newer lower emission vehicles as technology changes in the
automotive industry.
Priority: 2 – requires review of future fleet needs and financial scheduling
2.4 On-Road Transportation – Commute
Goal: To reduce total VMT for commuting vehicles
In the past 6 years, the District has experienced an increase in GHG equivalents associated with
commuting (2014: 27.66 MTCO2e; 2019: 44.31 MTCO2e). This is primarily a result of staff moving out of
Carpinteria or from recent hires living away from the community. Total VMT for commuting has
increased by ~77% from 77,000 VMT in 2014 to 136,000 in 2019. Emissions reduction strategies should
reduce personal commuting miles by 20% by 2030 (see Figure 3).
Emission Reduction Strategies:
Incentivized Carpooling: Provide financial incentives for staff to drive together
Although individual staff hours are somewhat variable, it is possible to coordinate carpooling
among staff. There are several parking facilities in western Ventura County and in the City of
Santa Barbara for carpooling. Incentives – financial or time – may induce carpool participation.
District management will poll staff to determine willingness / acceptance of the idea.
Priority: 1 – requires Management review of commuting using Fleet vehicles
Incentivized Transit: Provide financial incentives for staff to utilize transit alternatives
Ventura County Transit Commission operates a fleet of inter-city busses from Ventura County
cities to South Santa Barbara County. Although scheduled stops do not presently include
Carpinteria, the busses do travel both the US 101 and Carpinteria streets. In addition, there is
limited rail transit from Amtrak from Ventura to Carpinteria along the Southern Pacific Rail line.
The District may provide subsidies for the use of either service to incentivize use.
Priority: 2 – requires communication with staff and research into options
Telework: Provide opportunities for staff to work remotely
Most District staff need to be on-site to perform their duties (i.e. customer service, operations
and maintenance). However, approximately 8 staff members could reasonably work remotely
for at least one day per two week pay period. This arrangement could reduce staff commuting
by ~ 5% or 7,500 miles annually.
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Priority: 1 – requires Management review of staffing needs and opportunities
District-wide 9/80 Schedule: Expand the existing 9/80 work schedule for all employees
Currently 8 staff members work under a 9/80 works schedule (80 hours over 9 work days).
Expanding this program to all employees would reduce VMT by 10,500 miles annually or 7.5%.
Priority: 1 – requires Management review of staffing needs and opportunities
2.5 Water Production and Pumping – Electricity
Goal: To decrease energy use in water extraction and transport
Electricity use for groundwater extraction and pumping accounted for 69% of all GHG equivalent
production in 2014 (381.42 MTCO2e). This increased to 77.1% in 2019 (418.42 MTCO2e) (see Figure 4).
Headquarters and El Carro well have the largest electrical demand, followed by Foothill and Carpinteria
Reservoirs. The 2013-2018 drought is the primary factor in the increase in electrical usage over the
period. By 2030, projected energy demand will be relatively stable, but emissions are anticipated to
decline by 40% through CCE.
Figure 4: Electricity Use / Groundwater Production
Emission Reduction Strategies:
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Community Choice Energy (CCE) – Renewable Energy: Adopt a low carbon energy portfolio when CCE is
available in South Santa Barbara County.
This strategy has the potential to greatly reduce the District’s GHG production. It will likely add
additional cost to operations but would require no infrastructure development or capital
expenditures. Both the County of Santa Barbara and the City of Carpinteria have approved
joining Monterey Bay Community Power, a Community Choice Energy Aggregator for its power.
It is likely that, once these agencies enroll in CCE power program, Power options for the District
will include 100% carbon free energy. Since the goal is to reduce pumping related GHG
production by 40% a portfolio that uses at least 40% carbon free energy can be utilized for
pumping.
Priority: 1 - requires City of Carpinteria and County of Santa Barbara enrollment in Monterey Bay
Community Power CCE. Expected in 2021.
Solar Array on Carpinteria Reservoir: Establish a 1 MW solar array on the Carpinteria Reservoir roof.
Phase 2 of the Siemens project is the exploration of a large solar array fitted to the roof of the
Carpinteria Reservoir. A sufficiently large array would offset energy use at the reservoir and
other electrical uses across the District operations under a Renewable Energy Credit Bill Transfer
agreement with Southern California Edison.
Priority: 3 – requires engineering, costing and financial scheduling
Energy Efficiency: Improve energy efficiency of pumps and motors
Newer, more efficient pumps and motors can help reduce energy usage, as can the
implementation of variable frequency drives (VFD) that regulate energy input into equipment
and reduce energy use on start-up and shut-down.
Priority: 2 – requires financial scheduling
Water Use Efficiency and Conservation: Implement consumer water conservation and time of use
programs that limit pumping and distribution costs
As noted, groundwater production is the District’s largest energy use. Encouraging conservation
and restricting when water is used can permit the District to lower water production during
peak energy times, lower energy use and costs. Water Use Efficiency has been historically
viewed as a means to reduce water use for the purposes of water supply sufficiency particularly
during drought. This view has given way to a more integrated view of water use and resource
management. The District recognizes that each acre foot of water that does not go to
reasonable, efficient & beneficial use is a waste of water resources and contributes the
increased production of GHGs. The District has and will continue to commit significant resources
to drive efficiency in water use.
Priority: 1 – requires continued communication with consumers
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CAPP: Utilize Carpinteria Advanced Purification Project energy offsets
Project Solar energy production should be included where possible in the continued planning for
the Carpinteria Advanced Purification Project (CAPP). This will help offset the high energy
demand associated with the project. Additionally, the CAPP will offset other GHG production
because the water is produced locally and does not need to be conveyed long distances such as
with the State Water Project. The per acre foot power need for the CAPP is 1,930 kWh/AF which
is substantially higher than Cachuma Project Water and Local Groundwater power requirements
but two thirds of State Project Water power needs which uses 3,382 kWh/AF. Further offsets
can be achieved by using carbon free energy from the CCE portfolio to meet the District GHG
goals reduction goals.
Priority: 2 – Requires funding source for 50% of capital costs from grant funding sources.
Requires approval of the Board of Directors to implement the CAPP.
2.6 Diesel Use: Back-up generators and diesel equipment
Goal: Reduce diesel use and find alternate energy sources
The District relies on diesel fuel to power emergency back-up generators at the Administration and
Operations buildings, Headquarters well, Shepard Mesa pump station and the Foothill and Carpinteria
Reservoirs. In addition, the District has three vehicles (backhoe, skid-steer and dump truck) that use
diesel. Together, these items contributed ~2.6% of total GHG equivalents in 2014 (14.6 MTCO2e) and
2.9% of GHG in 2019 (15.49 MTCO2e) (see Figure 5). These three vehicles account for ~70% of GHG
emissions from diesel use.
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Figure 5: Diesel Fuel Use - Hours of Operation
Emission Reduction Strategies:
Equipment Operation: Reduce vehicle idling and trips
Day to day operation of diesel equipment includes idling. To the extent possible staff will be
directed to reduce or curb this practice when possible. In addition, repeated trips on-road for
material can be reduced with improved project planning and practice.
Priority: 1 – requires communication / training of staff
Upgraded Generators: Begin replacing older generators as budgeting permits
The District maintains a 20+ year old mobile generator for Headquarters well. Replacing this
unit with a more modern and fuel-efficient model will assist in lowering GHG equivalents. The
generator used to supply emergency power for the Administration and Operations buildings
could be augmented by battery storage should an intertie be constructed, or a new solar array
installed on site.
Priority: 2 – requires analysis, funding and financial scheduling
Tools and Equipment: Replace diesel using equipment with electric or gasoline powered tools
To the extent possible, the District should strive to replace older diesel equipment with either
electric or gasoline powered equipment. The District could purchase an electric forklift / pallet
jack that would eliminate the need to off-load material using the back hoe and skid steer.
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Priority: 1 – requires financial scheduling
2.7 Waste Generation
Goal: To reduce waste production and increase material recycling
The District generates a variety of waste materials – office and food waste, tree trimmings and brush,
concrete and asphalt, damaged pipes and valves and general construction debris. The District relies on
two waste haulers to remove various materials generated. Some materials are recycled – office
recyclables, concrete and asphalt and yard waste – while other material is deposited in landfills.
Currently, the respective volumes of waste generated by the District are largely guesswork. The
estimates for 2014 are 65.1 MTCO2e or 11.8% of total GHG while values for 2019 are thought to be 30.7
MTCO2e or 5.7% of total GHG (see Figure 6). Recycled materials have not been included in GHG
equivalent calculations.
Figure 6: Estimated Non-Recycled Waste Generation
Emission Reduction Strategies:
Waste Tracking: Develop a protocol to identify and track waste generation at the District
As noted, the District does not keep records of its waste generation. Waste bins are ordered
and removed whether full or not, meaning the District will need to track and identify regular
waste bin ordering, contents and estimate the volume removed.
Priority: 1 – requires development of waste tracking protocols
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Recycling and Paper Use: Increase District recycling efforts and reduce paper use
District recycling efforts are spotty and inconsistent. Education of Staff on how the recycle
program works and development of a quality assurance program to measure the effectiveness
of the program would improve the outcomes of the Recycling program. In addition, the District
creates significant volumes of paper waste for one-time uses such as meetings and document
review. A measurement of the amount of paper generated each week will provide a useful
feedback loop to remind staff to be contentious about how much paper is generated.
Priority: 1 – requires communication with staff
Composting: Establish a small compost system on District property
District staff generate food waste that typically is deposited into waste receptacles. The District
could purchase a simple compost bin and educate staff on proper compost procedures to
reduce this waste. The by-products from composting could be used on the District’s low water
garden.
Priority: 2 – requires planning and implementation and communication with staff
Plantings: Where practical drought tolerant, low maintenance planting should be utilized at District
facilities to minimize the production of green waste as well as sequester carbon.
Priority: 2 – requires analysis and planning
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2.8 Overall Greenhouse Gas Emissions – Direct District Operations
In 2014 total GHE equivalent emissions were ~ 552.7 MTCO2e (see Figure 7 and Appendix A). Despite
increased electrical use for groundwater pumping and VMT for commuting, the total estimated GHG
equivalents declined by 1.8% to 542.85 MTCO2e. Much of the decline can be attributed to solid waste
generation and commuting using fleet vehicles (see Table 1).
Figure 7: CVWD GHG Emissions – Direct District Operations
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Table 1: CVWD GHG Emissions – Direct District Operations
2.9 Emissions Reduction Targets
The proposed emissions reduction strategies are anticipated to reduce overall MTCO2e by 40% by 2030.
Electricity use for the Administration and Operations buildings are anticipated to be solar based and
result in a 90% reduction in GHG emissions. Similarly, electricity for water production and pumping will
decline 40% through CCE strategies. Newer fleet vehicles and various work and commuting programs
should reduce vehicle-related GHG emissions by 21%. The replacement of the dump truck and improved
operational protocols for the backhoe and skid steer will reduce diesel emissions by 13%. Improved
solid waste tracking and other actions should reduce GHG emissions by 60%. The District will not meet
the County’s 2020 emissions reduction targets but will meet the 2030 targets (see Figure 8). This
reduction will be ~ 222 MTCO2e from 2014 levels for the District’s Operations.
Source MTCO2e % MTCO2e %
Electricity - Admin 18.1 3.3% 9.6 1.8%
Natural Gas 4.6 0.8% 0.8 0.1%
On-Road Transportation - Fleet 41.2 7.5% 23.5 4.3%
On-Road Transportation - Commute 27.7 5.0% 44.3 8.2%
Water Production and Pumping - Electricity 381.4 69.0% 418.4 77.1%
Diesel Use 14.6 2.6% 15.5 2.9%
Waste Generation 65.1 11.8% 30.7 5.7%
TOTAL 552.7 100.0% 542.8 100.0%
FY 2014 FY 2019
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Figure 8: Projected GHG Reductions
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2.10 External Greenhouse Gas Emissions
As noted above, the District relies on the City of Santa Barbara to treat water arriving from Lake
Cachuma. City personnel provided the District with electricity use at the Cater Treatment facility
between 2015 and 2018 and a per acre-foot energy use. This value was then applied to the volume of
water treated for District use between 2014 and 2019 (see Figure 9). In 2014 the District had 4,336 AF
of water treated at Cater, generating 230 MTCO2e of emissions. In FY 2019, 2,012 AF of water was
treated, generating ~80 MTCO2e of emissions.
Figure 9: Electricity Use and Treated Water - Cater Water Treatment Plant
Imported water is conveyed from northern California to Lake Cachuma via the Coastal Branch of the
State Water Project. Energy costs associated with moving water throughout the State are notoriously
high. For Santa Barbara and San Luis Obispo counties, the 5-year average energy demand for each acre-
foot of water delivered is ~3,382 kWh9. During the drought, the District relied heavily on State Water to
meet lowered Cachuma supplies. This has resulted in very high energy usage and concomitant GHG
emissions (see Figure 10). In 2014 the District had 846 AF of State Water delivered to Lake Cachuma,
using ~2,861,000 kWh and generating 936 MTCO2e. In 2019, 1,430 AF of State Water was delivered,
utilizing 4,836,000 kWh and generating 1,581 MTCO2e.
9 R Morrow WSC Inc. 2019 personal communication (Santa Ynez pump station); California Department of Water Resources 2019 "Bulletin 132 - 17" p B-20 Table 7 (State Water); City of Santa Barbara 2019 (water treatment)
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Figure 10: Electricity Use and State Water Project Deliveries
Emissions Reduction Strategies:
Community Choice Energy: Encourage the City of Santa Barbara to adopt low emissions energy choices.
The City of Santa Barbara has stated goals of reducing energy-related GHG emissions. Once CCE
becomes available, the District will encourage the City to adopt GHG and cost-efficient energy
choices to reduce emissions.
Priority: 1 - requires encouraging Santa Barbara to adopt a low emission energy portfolio and
financial scheduling
Use Less State Water: Use water from the State Water Project sparingly
Like the City of Santa Barbara, the California Department of Water Resources is pursuing low-
energy and GHG emission projects and strategies. The District encourages these actions. In the
short-term, the District will seek to minimize State Water use to lower GHG emissions.
Priority: 1 – requires adjusting projected water portfolio
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2.11 Overall Greenhouse Gas Emissions – External Sources
GHG emissions from external sources are significantly higher than those generated directly by District
operations (see Figure 11). In 2014, water treatment accounted for 20% of all external GHG emissions,
with State Water accounting for the remaining 80%. In 2019, water treatment accounted for 5% of
emissions, while State Water accounted for 95% (see Table 2).
Figure 11: CVWD GHG Emissions - External Sources
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Table 2: CVWD GHG Emissions – External Sources
Table 3 compares direct District GHG production with external sources. In 2014, District operations
accounted for 32% of GHG production, dropping to 26% in 2019. In 2014 State Water emissions
represented 55% of total MTCO2e, increasing to 70% in 2019. Water treatment contributions dropped
from 13% in 2014 to 4% in 2019. In both 2014 and 2019 District operations were less than half of total
GHG emissions.
Table 3: CVWD GHG Emissions - All Sources
Source MTCO2e % MTCO2e %
Cater Water Treatment 230.0 19.7% 80.1 5.3%
State Water Project 935.6 80.3% 1,442.1 94.7%
TOTAL 1,165.6 100.0% 1,522.2 100.0%
FY 2014 FY 2019
Source MTCO2e % MTCO2e %
Direct District Operations 552.7 32.2% 542.8 26.3%
Cater Water Treatment 230.0 13.4% 80.1 3.9%
State Water Project 935.6 54.5% 1,442.1 69.8%
TOTAL 1,718.2 100.0% 2,065.0 100.0%
FY 2014 FY 2019
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3.0 Climate Change Vulnerability
The District has resources and infrastructure that can be adversely affected by climate change. Changes
in climate may result in:
- Changes in frequency and duration of drought and heat events;
- Increased sea levels and inundation of low-lying coastal areas;
- Alteration in the pattern and severity of precipitation;
- Increased wildfire activity.
Over time, impacts associated with climate change can result in reduced water availability, loss of
economic vitality and impact human health and welfare.
The California Emergency Management Agency and California Natural Resource Agency10 have
developed a nine-step tool for local agencies to assess climate change vulnerability and develop
adaptive strategies to overcome these vulnerabilities. The nine-step process involves a vulnerability
assessment component and an adaptive strategy development component. These steps are:
1) Exposure: assessing exposure to climate change impacts.
2) Sensitivity: determining community sensitivity to the exposure.
3) Potential Impacts: assessing potential impacts.
4) Adaptive Capacity: evaluating existing community capabilities to adapt to impacts.
5) Risk and Onset: evaluating the certainty of impact projections and the speed at which risks may
occur.
6) Prioritize Adaptive Needs: determining and prioritizing adaptation needs.
7) Identify Strategies: identifying strategies for meeting adaptation needs.
8) Evaluate and Prioritize: ranking and prioritization of strategies.
9) Phase and Implementation: structured implementation plan.
The first five steps are associated with vulnerability assessment. The remaining four steps are strategy
development and are not fully discussed in this report.
3.1 Exposure
Frequency and Duration of Droughts and Heat Events: According the NASA, average global
atmospheric temperatures have increased by ~1.4 degrees Fahrenheit since the end of the 19th century,
with two-thirds of this increase (~0.9° F) occurring since 197511. While these variations in temperature
seem small relative to daily and seasonal variation, on a global level these increases have significant
impacts. Global temperature anomalies – the variation in immediate temperature compared to a long
term average - demonstrate extreme temperature increases at the poles and very few temperature
10 California Natural Resources Agency. 2012 (July). California Adaptation Planning Guide: Planning for Adaptive Communities. Available: http://resources.ca.gov/docs/climate/01APG_Planning_for_Adaptive_Communities.pdf. 11 National Aeronautics and Space Administration 2019, https://earthobservatory.nasa.gov/world-of-change/DecadalTemp
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declines globally. Atmospheric temperatures have increased, and the anomalous temperature incidents
point to extreme temperature increases.
Projecting into the future, average temperatures in California in 2050 are expected to be 2.7° F higher
than 2000 levels12. Long-term global circulation models from multiple government agencies globally
point to increased global and local average temperatures and increased variability in temperature, with
higher peak temperatures (or heat events). Although predictive models become more uncertain the
longer the projection, even dramatic reductions in GHG emissions are still expected to result in higher
overall temperatures globally by 2050 and 2100.
Drought in California is typically associated with abnormally low precipitation over a 2 to 3 year period.
Depending on location and infrastructure, even 4 years of low precipitation may not trigger water
shortages for human use but will very likely result in shortages to natural systems. State-wide droughts,
while uncommon, occurred in 1929-34, 1976-77, 1987-92 and 2013-17. Since 1950, Santa Barbara
County has experiences three droughts sufficiently serious to warrant State or Federal declared drought
emergencies – 1990-91, 2001, and 2013-18. Increased temperatures will likely diminish the overall
volume of the Sierra snowpack, reducing the availability of water for many parts of the State, including
Carpinteria. This reduction of available water may contribute to ‘drought’ responses by government
agencies – curtailing demand and increasing water costs – in order to offset the loss of supply.
Extreme heat is a function of atmospheric temperature and humidity. The relationship between heat
and humidity can be described using a heat index. As relative humidity increases above 40%, discomfort
increases despite constant temperature. Figure 12 illustrates a heat index developed by the US National
Weather Service. When temperatures exceed a prescribed threshold over two consecutive days (like
105° F) a heat warning will be issued.
Extreme heat does not just affect people but can disrupt sensitive electronic equipment and
communications systems. As heat increases, the need to additional cooling systems to avoid mechanical
failure increases as well. This can increase costs to consumers and may contribute to climate change if
fossil fuels are used to generate the electricity needed to operate cooling systems. Figure 13 illustrates
historical and projected July temperatures within the State. As climate change occurs, the expectation is
that there will be an increase in the average July temperature throughout the State including Santa
Barbara County. The relatively moderate temperatures along the South Coast of the County will
gradually increase, although less so than interior parts of the State.
12 CNRA 2012
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Figure 12: Heat Index
Figure 13: California July Temperatures
Sea Level Rise: Sea level rise (SLR) is defined as the rising of the mean sea level (MSL) as a result of the
so-called greenhouse effect or global warming. Three processes contribute to SLR, the first of which is
thermal expansion. Increases in atmospheric carbon dioxide increase air temperature which eventually
will lead to increased water temperature. As water warms it expands, and in a confined space this will
lead to an increase in surface elevation. The second process is eustasy, which involves an increase in the
volume of water residing in the ocean. This can be increased or decreased depending the volume of
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water stored as ice on land. The third process is isostasy, which involves the relative gravitational
equilibrium between the earth’s crust and the mantle. Locally, forced uplift by plate tectonics can result
in changes to MSL, as can rapid sedimentation. As SLR occurs, areas of land that were once outside the
tidal inundation zone may be subjected to wave erosion and decay.
In Santa Barbara County, the entire 110-mile coastline is subject to SLR. Given other factors associated
with climate change including storm intensity, the potential for erosion to the approximately 7 miles of
coast within the District is very possible. In addition, higher MSL may result in seawater intrusion into
local aquifers. SLR can result in hazards along the coast through several mechanisms. The first is tidal
inundation. Tidal induration can result in periodic nuisance flooding to severe property damage.
Secondly, the combination of SLR with storm surges can make storm related flooding worse, although
along the west coast of the U.S. this is less of a problem. And finally, coastal erosion related to SLR can
result in damage to public infrastructure and private property.
Some areas of California having already experiencing a 6 to 7-inch rise in sea levels in the past century13
and it should be expected that this increase has already impacted the Carpinteria area as well. Sea
levels are expected to increase 10-18 inches by 2050 and between 30 and 60 inches by 210014. In Santa
Barbara County, tidal gauge station 9411340 has shown a gradual increase of ~ 1.25 mm per year15 (~1.8
inches) since measurements began in 1973.
In Carpinteria, some areas of coastline are more susceptible to sea level rise than others, most notably
the area surrounding the Carpinteria Salt Marsh (El Estero) and parts of the downtown area south of the
Union Pacific railroad (see Figure 14). This image depicts a 60” rise in sea levels as modeled by the
National Oceanic and Atmospheric Administration16. This scenario is the high estimated sea level rise by
2100 made by the California Energy Commission in 201217.
13 County of San Diego (2017) Climate Change Vulnerability Assessment p. 13. 14 California Energy Commission. 2012. Our Changing Climate: Vulnerability & Adaptation to the Increasing Risks of Climate Change in California. Available: http://ww2.energy.ca.gov/2012publications/CEC-500- 2012-007/CEC-500-2012-007.pdf. 15 NOAA: http://tidesandcurrents.noaa.gov/sltrends/sltrends_station.shtml?stnid=9411340; retrieved April 6, 2011. 16 NOAA 2019 https://coast.noaa.gov/slr/# 17 California Energy Commission. 2012. Our Changing Climate: Vulnerability & Adaptation to the Increasing Risks of Climate Change in California. Available: http://ww2.energy.ca.gov/2012publications/CEC-500- 2012-007/CEC-500-2012-007.pdf.
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Figure 14: Potential Impact Areas of Carpinteria - 60" Sea Level Rise
Pattern and Severity of Precipitation: As global temperatures increase, it is anticipated that existing
patterns of precipitation will change as well. This is due to the differential heating between the poles
and equatorial regions. As noted, the overall volume of the Sierra snowpack is expected to diminish over
the century. Modeling efforts coordinated by the California Climate Change group suggest significant
overall decreases in the water content of the snowpack as well as earlier melting18. Although models do
not predict an overall net decrease in precipitation, the frequency of severe storm events may increase.
The severity of a flood is predicated on rainfall intensity and duration, soil saturation, soil type,
permeability, slope and watershed characteristics. The failure of stream banks, levees, dams, and under
sizing of storm-water facilities road culverts can all contribute to flooding. Flooding has been a major
problem throughout Santa Barbara County’s history. Santa Barbara County has several hydrologic basins
that have different types of flooding problems, including over bank riverine flooding, flash floods, tidal
flooding/tsunamis, and dam failure. The most common flooding in Santa Barbara is due to watershed
18 Cal-adapt.org, 2019 Available: https://cal-adapt.org/tools/snowpack/.
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channel flooding and flash flood events. Figure 15 illustrates areas identified within the county as special
flood hazard areas.
Figure 15: Santa Barbara County Special Flood Hazard Areas
Cal-Adapt undertakes modeling of extreme precipitation events under a variety of possible future
conditions. The models themselves vary given assumptions about future rainfall and temperature
scenarios (warm/dry; cooler/wetter, historical). Under most scenarios the likelihood of increased severe
precipitation events for the Carpinteria area increases in the latter part of the century (see Figure 16)19.
The colored squares depict various model outcomes, the horizontal axis is time and the vertical axis is
precipitation in inches for the event modeled. In this example, the event is a 50-year rain event,
meaning a storm that has a return period of once every 50 years.
19 Cal-adapt 2019 https://cal-adapt.org/tools/extreme-precipitation/
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Figure 16: Rainfall Intensity for a 50-year return event Carpinteria CA
Wildfire: Increased temperatures associated with climate change are expected to alter the distribution
and composition of natural vegetation and soils and vegetation moisture content. This has the potential
to increase fire risk in the Carpinteria Valley. Fires require three elements to spread and become
dangerous – a source of ignition, fuel and oxygen. Although fires in nature have an ecologically
restorative function, these become hazards to humans when people live in relatively close proximity to
extensive native vegetation – in an area known as the wildland-urban interface (WUI). In the WUI the
source of ignition is often human activity or accidents, but electrical power failure and lightning can
cause wildfires. The fuel, initially, is small brush and grasses, which can quickly escalate to larger
vegetation given driving winds and low humidity. The presence of housing and other structures in the
WUI adds potential fuel to fires, helping to accelerate the fire. As the fire spreads, the ability of fire
suppression systems becomes increasingly strained, resulting in further fire spread.
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The Carpinteria area is very conducive to wildfire. The District is bordered to the north by the steep,
south-facing slopes of the Santa Ynez Mountains within the Los Padres National Forest. The hillslopes
are covered in woody chaparral and grasses. Towards the southern edge of the Forest, numerous
residences are scattered in areas of oak and eucalyptus in the foothills and on several large mesas within
the WUI. Further south – in the Valley floor – there are numerous irrigated avocado orchards.
Carpinteria has been designated by the Federal Government as a ‘community at risk’ to fire given its
proximity to the forest. Figure 17 illustrates the immediate hazard designation for the City of
Carpinteria.
Figure 17: Fire Hazard Ranking in the Carpinteria Valley
The physical extent of fires within Santa Barbara County is depicted in Figure 18. Almost the entire
forest has burned, much of it within the last two decades. Although most of the catastrophic fires
occurred in the back country, there have been numerous fires within the WUI along the southern range
of the Santa Ynez Mountains, including the 2008 Gap fire, 2009 Tea and Jesusita fires and the 2017
Thomas fire.
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Figure 18: Fire History in Santa Barbara County
3.2. Sensitivity and Potential Impacts
Frequency and Duration of Droughts and Heat Events: California state-wide droughts, while
uncommon, occurred in 1929-34, 1976-77, 1987-92 and 2013-17. Since 1950, Santa Barbara County has
experiences three droughts sufficiently serious to warrant State or Federal declared drought
emergencies – 1990-91, 2001, and 2013-18. During droughts conditions the District relies on different
mixes of available water than it would during normal operations.
During the most recent drought, water available from the Cachuma project had been reduced and the
District had relied heavily on groundwater extraction. This has contributed to a lowering of the water
table throughout the Valley. Drought has also resulting in water being exchanged or purchased within
the State-wide water system. This has the potential to increase water costs to consumers and increase
the production energy inputs thereby increasing GHG emissions.
Extreme heat events increase demand for water – particularly from agricultural customers. This may
result in the need to increased groundwater extraction, which relies on electricity for its production.
Heat events affect the electrical grid’s efficiency and can result in localized blackouts and service
interruptions. Extreme heat events can also affect the District staff through heat exhaustion and
dehydration.
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Critical infrastructure impacted by droughts and extreme heat include Lake Cachuma and State Water
sources of supply; the District’s HQ, Smillie, El Carro and Lyons wells; pumping facilities at Foothill,
Carpinteria and Gobernador reservoir and Shepard Mesa; and communication infrastructure.
Reductions in supply can affect the 15,500 residents of the Carpinteria Valley, while localized pumping
failures could affect 500 to 8,000 customers.
Sea Level Rise: In Carpinteria, District infrastructure at sea level is located to the west of Linden Avenue
and south of the Southern Pacific Rail line. The District services numerous residences along Sandyland
Rd, Avenue Del Mar, Sand Point Rd and Padaro Lane. Many of these residences are vacation rentals.
These areas are all within the City of Carpinteria’s planning and development jurisdiction.
The City has developed site specific plans for both the Carpinteria Salt Marsh and beach area to the east
of the marsh. These plans include establish protective measures such as winter sand berms and coastal
plantings, and accommodative measures such as storm drain improvements. The City has also proposed
‘managed retreat’ measures which would result in infrastructure and property relocation options20
should SLR conditions warrant.
SLR has the potential to negatively impact local groundwater resources in the event of salt-water
intrusion into the basin. Increase groundwater extraction – in response to heat and drought events –
coupled with SLR may result in seawater migration into the western end of the Carpinteria Groundwater
Basin. The District has established a monitoring well on the coast to assess this potential outcome as
the loss of groundwater production would affect the entire Carpinteria community.
District infrastructure susceptible to SLR and storm surges include meter boxes and automated metering
infrastructure (radios and electronic meters). In the long-term the District may have to alter the
distribution system should sea water intrusion become an issue. It is likely that the District would follow
the lead of City and County planning decisions with regard to managed retreat of built infrastructure in
the affected areas. The infrastructure in this area currently serves between 150 and 500 people, making
the impact to the District quite low.
Pattern and Severity of Precipitation: Extreme rainfall events have occurred in the Carpinteria area,
with severe flooding and debris flows. On January 9 2018, the South Coast of Santa Barbara County
experienced a severe storm event that resulted in significant debris flows in the Montecito and
Carpinteria areas. Rainfall totals for the Carpinteria area were 1.98” over 24 hours, while higher
elevations such as the Doulton Tunnel received 2.85”21. Table 5 identifies the nine significant storm
events in the Carpinteria area since 1969.
The District office and yard and HQ well border Santa Monica creek which passes beneath Via Real and
US 101 via a channelized culvert. Debris blocking this culvert may back water up sufficiently to overflow
the creek channel flooding the District yard and potentially disabling HQ well. Smillie well is located
adjacent to Carpinteria creek and the site could experience wash-out in a strong rain event. The District
20 City of Carpinteria 2019. “Sea Level Rise Vulnerability Assessment and Adaptation Project” 21 County of Santa Barbara Flood Control District 2019 Daily Rainfall Record. http://www.countyofsb.org/pwd/dailyrain.sbc
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has experienced one repetitive loss on a critical facility. The Lateral 10 pipeline extends over Arroyo
Paradon and has been subject to two failures due to flooding. The most recent replacement cost the
District $50,000.
Table 4: Flooding and Extreme Rainfall Events in Carpinteria
Extreme events often result in considerable run-off rather than groundwater infiltration. This could
have detrimental impacts on the Carpinteria basin, with slower recharge rates. Combined with
intermittent droughts, extreme or variable precipitation could result in new sources of water supply for
the District’s customers.
Critical infrastructure for extreme events or flooding include Gobernador Reservoir; Headquarters well;
Smillie well; the Lateral 10 pump-station; the District Office and yard; distribution system; meters and
AMI infrastructure; source of supply as a result of damage to South Coast conduit (which supplies water
from the Cachuma and State Water projects). These events could affect 30to 40% of the Valley or
between 4,500 and 6,500 people.
The Santa Ynez River (north of the Coastal Mountains) provides the District with approximately ~65% of
its annual water supply through the United States Bureau of Reclamation’s Cachuma Project. Variation
in precipitation could mean reduced run-off in the valley, and reduced annual water yields. In addition,
needs for native fish species in the valley could be adversely affected by stream variability, resulting in
additional reductions in water for consumers in Southern Santa Barbara County.
Wildfire: The Los Padres National Forest borders the northern boundary of the District. Climate change
will affect the probability and severity of wildfire in the Carpinteria area. Increased average
temperature and a continued Mediterranean climate means increased vegetation drying, thereby
contributing to greater fuel volumes. Chamise, manzanita and ceanothus are types of chaparral that
grow well within Santa Barbara County. These plants evolved and adapted to wildfire regimes and as
they age and die, they require fire to regenerate. This cycle of - fire – growth – death – fire – will
continue within the Los Padres for the foreseeable future. This means that fire hazards will continue,
Date Damages Source of Estimation Comments
1969 $4.5 millionFloodplain Information Montecito Streams Vicinity of
Montecito, SB County
Highest flows in 2900 years on Santa Ynez
River, 16” of rain in 24 hours at Juncal Dam
1980 Presidential Disaster Declaration N/ASevere flooding, mudslides, and high tides
throughout County
1982-19832 Presidential Disaster
DeclarationsN/A
Parts of southern California received over
200% of normal rainfall
Jan-95$50 million, Presidential Disaster
Declaration1995 Floods
Flooding on most major channels in Goleta,
Santa Barbara, Montecito, and Carpinteria
Mar-95$30 million, Presidential Disaster
Declaration1995 Floods
Major flooding in Goleta, Santa Barbara, and
Montecito, many of the same structures
1998$15 million, Presidential Disaster
Declaration1998 Flood Report
21.36” of rainfall that month in Santa Barbara,
many areas at 600% of normal February
Feb-05 $2 million NCDCIn Santa Barbara county, flash flooding and
mudslides closed down Highway 101 at Bates
Mar-11 $1.7 Million County Insurance ClaimsA severe winter storm occurred in March
2011 that included flooding, debris and
Jan-18$421 Million, Presidential Disaster
DeclarationInsurance claims
Mudflows after a severe winter storm resulted
in 21 deaths with 2 people missing.
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although with changing probability depending on the stage of the cycle. Given the impact of the Thomas
fire (December 2017), the District faces a lower probability of wildfire damage than it did in 2016. As the
forest recovers, with grasses and smaller shrubs, local fires may threaten facilities in the WUI, but with
lesser intensity and damage.
The Cal-adapt projections suggest an increase in annual hectares burned in the Carpinteria area over the
course of the century. Figure 19 illustrates projected wildfire burn area using the standard models. The
average annual burn area is projected to rise from ~100 acres annually in the base condition to ~ 150
acres annually.
Figure 19: Average Burn Area - Carpinteria
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The Thomas fire destroyed the electrical facilities at Gobernador Reservoir in December 2017. The roof
of the reservoir is asphalt shingle / wooden truss, making it vulnerable to fire. The Shepard Mesa pump
station is located in an area of oaks and other mature trees. Shepard Mesa Tank – while elevated –
could experience damage to control facilities at ground level and sustain damage to the metal supports.
The control facility at Foothill Reservoir is located against a grassy slope but could experience heat
damage to communications equipment and the back-up diesel tank. The Carpinteria Reservoir was not
damaged in the Thomas fire, however, there are structures and equipment that, given the right
conditions, could have been burned. The District lost 2 new digital meters to the Thomas fire – at a cost
of $1190.00.
Other critical infrastructure susceptible to wildfire damage include: Gobernador Reservoir; Shepard
Mesa Tank; Shepard Mesa Pump Station; Foothill Reservoir (control building); Carpinteria Reservoir;
Lateral 30 and 10 pump stations; meters and AMI equipment within the WUI. Between 300 and 800
people could be affected by minor damage to District infrastructure, and the whole Valley impacted by
the loss of the Carpinteria Reservoir.
3.3 Adaptive Capacity
The Carpinteria Valley Water District (formerly known as the Carpinteria County Water District) was
incorporated on February 13, 1941 is an independent Special District within the State of California. The
legal authority of this District is outlined in Division 12 of the Water Code, section 30000 et. seq. The
District is governed by five elected members of the community as a Board of Directors (Board). The
President and Vice-President of the Board are nominated by members of the Board. The Board appoints
and employs a General Manager who oversees and administers the day-to-day operation of the District
in accordance to the policies and procedures established by the Board. The General Manager employs
an Assistant General Manager (Business Manager), District Engineer (Engineering Manager), and
Operations Manager. There are an additional 15 full-time non-management employees employed by
the General Manager. Figure 20 illustrates the organizational structure of the District.
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Figure 20: Carpinteria Valley Water District Organization 2019
The District has recently completed an Annex to the County of Santa Barbara’s Hazard Mitigation Plan22
which outlines District understanding and planned responses to multiple hazards. This plan, along with
capital and budgetary planning allow the District to update and refine responses to hazards facing the
community. The District regularly meets and coordinates with local governments in Santa Barbara and
Ventura Counties in order to resolve shared concerns and issues.
The District is in the process of developing a new Capital Facilities Plan, which was last updated in 1999
and guided an extensive construction and rehabilitation program that lasted until 2012. In addition, the
District is generating a 5-year Financial Plan to address infrastructure funding and debt restructuring.
Water supply planning is undertaken annually and set forth in its Urban Water Management Plan (2016)
and Agricultural Water Management Plan (2016). The District has contracted with a consultant to
complete an update of its Vulnerability Assessment as required by the Public Health Security and
Bioterrorism Preparedness and Response Act (PL. 107-188 Section 1433(a)). This plan should be
available in December 2018. Finally, during the annual budget process, the Engineering and Operations
Departments establish a list of critical annual and bi-annual projects for funding. Annually, the District
22 Carpinteria Valley Water District 2019 “Carpinteria Valley Water District Annex to the Santa Barbara County Multi-Jurisdictional Hazard Mitigation Plan”
Carpinteria Valley Water District Climate Action Plan 12/18/2019
40
spends between $800,000 and $1,100,000 in projects related to infrastructure and maintenance. This
money is in addition to staff costs.
The District’s current FY 2019 annual budget is $13,100,000, an increase of ~ $303,000 over FY 2018.
Annual debt obligations are $5,200,000, the majority of which are costs associated with financing the
District’s portion of the State Water Project, and projects associated with the District’s recently
completed Capital Improvement Program. The District reviews and adjust rates on an annual basis. In
December 2017, the District then auditor – Bartlett, Pringle and Wolf, LLP - had this to say about the
District’s financial condition:
“The District’s overall financial continues to be strong and provides sufficient liquidity to provide stable,
ongoing operations. There are no restrictions, commitments or limitations that would significantly affect
the availability of fund resources for future use. Capital assets have continued to increase as new
investments continue to be made to upgrade and replace necessary infrastructure and facilities.”23
Droughts and Heat Events: During the 2013-18 drought, the District coordinated water related actions
with the County of Santa Barbara, Goleta Water District, City of Santa Barbara and Montecito Water
District in order to ameliorate water shortage issues along the South Coast. The group – A Joint Powers
Authority - coordinated the implementation of several key infrastructure projects to permit the
diminished volume of Lake Cachuma to remain a viable aquatic habitat while permitting the conveyance
of imported water to South Coast communities.
Locally, the District has worked to prepare infrastructure for possible short-term electricity reduction by
installing and upgrading generators. The District plans to continue this effort. The installation of
Foothill Reservoir was partially undertaken to provide additional water storage when external water
supplies are curtailed. The District is also exploring the development of an advanced treatment facility
at the Carpinteria Sanitary District’s facilities for injection of purified wastewater into the Carpinteria
groundwater basin for the purpose of potable reuse. This would increase local resilience during drought
events.
Sea Level Rise: As noted, the District has little infrastructure directly impacted by SLR and possesses no
regulatory responsibility for land use decisions within its jurisdiction. The District will rely on the City of
Carpinteria and County of Santa Barbara for guidance and leadership. The City has a comprehensive
plan for addressing SRL and the District supports these actions. In addition, the County has undertaken
a comprehensive assessment of vulnerabilities associated with SLR24.
Pattern and Severity of Precipitation: During the January 2018 storm event, the District lost
infrastructure it believed to be outside the hazard area. The District has begun a review of
infrastructure in hazard areas and will develop a comprehensive plan to overcome these shortcomings
as part of its Hazard Mitigation Plan update.
23 Carpinteria Valley Water District 2017 Comprehensive Annual Financial Report for Fiscal Years Ended June 30, 2017 and 2016 24 County of Santa Barbara Coastal Resilience Project 2017 “Sea Level Rise and Coastal Hazards Vulnerability Assessment”.
Carpinteria Valley Water District Climate Action Plan 12/18/2019
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Wildfires: During the 2017 Thomas fire, several pieces of equipment were lost to wildfire. The District
has plans to fireproof outbuildings and equipment in order to reduce potential losses and concomitant
service interruptions. The fireproofing upgrades include a new roof and fireproof control structure at
Gobernador reservoir and fireproofing the Shepard Mesa pump station and generator.
3.4 Risk and Onset
Frequency and Duration of Droughts and Heat Events: There appears to be no doubt that temperatures
have increased globally since the late 19th century. It can be understood that temperatures in the
Carpinteria area have increased despite insufficient temperature data to identify such a change.
Drought is an ever-present and ongoing threat to the District’s sources of supply. Drought in Northern
California threatens the availability of State Water. A more localized drought impacts Lake Cachuma
supplies and groundwater.
Risk: High
Onset: Continuous
Sea Level Rise: Evidence points to higher mean sea levels in the Santa Barbara area including
Carpinteria. The current impacts appears to be minimal, and indeed hard to ascertain from periodic
storm surges and high tides. However, the projected effects of SLR have the potential to be more
significant for coastal areas in the District including the lower Linden area. The creeping nature of the
crisis provides the District with time to work with the City of Carpinteria and the County of Santa
Barbara to manage the effects and protect infrastructure over time.
Risk: Moderate
Onset: 30 to 60 years
Pattern and Severity of Precipitation: Precipitation variation is not uncommon in the Carpinteria area.
The orthographic effect on rainfall can magnify rainfall locally, resulting in flooding and erosion. This
impact will continue to occur in the Valley and has the potential to impact the District’s facilities near
flood zones and its ability to provide safe and reliable water.
Risk: High
Onset: Continuous
Wildfire: The December 2017 Thomas fire appears to have reduced short-term risks associated with
wildfire in the immediate Carpinteria area. However, wildfire in the Santa Ynez River Valley has the
potential to severely degrade District water supplies. With re-vegetation already underway in the
Valley, District facilities are at risk. The District must act to take advantage of relatively low risks and
prepare infrastructure improvements in preparation for this eventuality.
Risk: Moderate to High
Carpinteria Valley Water District Climate Action Plan 12/18/2019
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Onset: 10-15 years (locally); continuous (regionally)
3.5 Adaptation Strategies
In order to ameliorate the potential impacts associated with climate change, the District must also work
to reduce it GHG emissions. Local sources – either groundwater or Lake Cachuma water – require less
energy inputs than State Water, thereby reducing GHG emissions. In addition, local sources can provide
significant drought protection, if planned and utilized sustainably. The principal key adaptation strategy
for the District, therefore, is “Prioritize Local Water”.
One key element of “Local Water” is water conservation, which is the most economical water supply in
terms of energy input and sustainability. The Carpinteria Valley Water District is committed to reducing
per-capita demand among its customers and meeting its SB X7-7 2020 target goal of 117 gallons per
capita per day. The target goal was derived from the District’s established baseline consumption of 136
gallons per capital per day (gpcd).
The District has a number of programs and rebates to help customers and the District achieve water
savings, meet the SB X7-7 2020 target goal and maintain the District’s long-term supplies. Some of
these programs are coordinated with regional partners including the Santa Barbara County Regional
Water Efficiency Program (RWEP), Cachuma Resource Conservation District (CRCD), California Water
Efficiency Partnership (CalWEP), other local water providers and community partners on joint endeavors
to maximize funding, outreach and resources.
Table 5 identifies the programs, rebates and resources supported and provided by the District.
Of course, water conservation can only go so far, and water needs – for people and agriculture – must
be met in an environment of dwindling supplies. It is anticipated that annual allocations from the
Cachuma Project will decline in the future, as programs to protect endangered species will require more
water from the Lake. Additionally, supplies from the State Water Project are also expected to decrease,
with long-term allocations averaging ~ 60%25. The anticipated climate change induced reduction in
Sierra snowpack will likely reduce this reliability. A solution – although expensive – could be purified
recycled wastewater injected in the groundwater basin sometimes referred to as an Indirect Potable
Reuse Project (IPR).
Recycled water has long been considered a viable water resource for beneficial use in the Carpinteria
Valley. In 1992 the Carpinteria Sanitary District considered upgrading its treatment plant to a tertiary
treatment plant to reclaim water for beneficial use. At the time, several funding opportunities seemed
promising but in the end, did not materialize. In 2014 after three years of very dry weather and high-
water demands, CVWD along with Carpinteria Sanitary District and the City of Carpinteria began to
reconsider the possibility of a recycle water project in Carpinteria. A Facilities Plan was completed
analyzing the feasibility of a project. The Plan identified a project in which about ~1,100 AF of municipal
wastewater could be reclaimed and treated to an advanced level. This purified water from the advanced
water purification facility could then be injected into the local groundwater basin where it ultimately
would be used for water supply. This project titled the Carpinteria Advance Purification Project (CAPP)
25 California Department of Water Resources 2018 “The State Water Project Draft Delivery Capability Report 2017” p. 21
Carpinteria Valley Water District Climate Action Plan 12/18/2019
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has been developed in 2019 through CEQA and Preliminary Design phases. It is expected that the final
design will be completed in 2021 and construction, pending funding, will begin in 2022.
Table 5: Water Conservation Programs Provided by CVWD
Recycled water is energy intensive, however. The electricity use for a 1,100 acre-foot system are
projected to be ~ 1,930 kWh per acre-foot produced –While not as much as the energy use associated
with State Water of 3,382 kWh per acre-foot delivered – is substantially higher than GHG form
groundwater production or imported Cachuma Project water. The energy inputs for CAPP could be
offset through a CCE portfolio focused on 100% carbon free energy sources.
Agriculture Mobile Lab Irrigation Evaluation1 X
Gardening and Landscaping Resources X X X
Gray Water Information X
Green Business Program2 X
Green Gardener Program2 X X X
High Efficiency Toilet Rebate X X X
High Efficiency Clothes Washer Rebate X X X
Irrigation Management System and Information X X X X
Rain Barrel Rebate X X X
Rain Shut-off Sensor X X X
Weather Based Irrigation Controller Rebate X X X
Laundry to Landscape Retrofit Components Rebate X X X
Lodging2 X
Restaurant Serve Water Upon Request Table Tent X
School Education2 X
Water Wise Garden Contest2 X
Water Wise High School Video Contest2 X
WaterWise Landscape Rebate X X X
Water Saving Survey X X X
1 Partnership with Cachuma Resource Conservation District2 Partnership with Santa Barbara County Regional Water Efficiency Program
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Conservation Rebates, Programs,
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Carpinteria Valley Water District Climate Action Plan 12/18/2019
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A local recycled water project has the benefit of providing a new water supply that is not vulnerable to
drought, conveyance failure, capacity limitations, or competition and prioritizes local water sources. The
project would add public value creating an environmentally friendly water supply, which improves
groundwater sustainability and groundwater quality, and enhances the overall water supply reliability to
the Carpinteria Valley. Carpinteria is at high risk of water supply shortages driven both by drought and
changes to water supply reliability. Recycled water is an available local reliable supply that has been
determined to be feasible in Carpinteria. Other alternatives are available – purchased water on the open
market, for example - but do not provide the benefits that recycle water does and are costlier and
subject to conveyance restriction during peak utilization. If the project is implemented, then the GHG
production from the CAPP will be evaluated and goals will be set to reduce GHGs in line with the set
target.
A second adaptation strategy addressing climate vulnerability and GHG emissions could be expressed as
“Lose Less”. Water loss – through waste usage or leaking infrastructure – is energy waste and
vulnerability enhancing. Improving infrastructure – to prevent lost facilities due to wildfires or water
loss from damaged hydrants and mains during mudslides or floods – reduces energy use in the long
terms and lowers the District’s GHG emissions. Planned capital projects to fireproof the Gobernador
reservoir cover and the Shepard Mesa pump station will keep these facilities operating during crises
events and reduce water loss. Similarly, the District’s plan to install flow-check valves on fire hydrants in
hazard prone areas will also reduce water loss and energy use.
The necessary behavioral changes identified in the Emissions Inventory can help prevent loses as well.
Idling vehicles, unnecessary lighting and heating and indiscriminate garbage generation can also be
understood as lost energy and wasteful. The District’s plan to improve fleet mileage with newer vehicles
is important, but so too is the need to maintain vehicles and extend service life. The same can be said
for anything the District purchases – whether it be for the office or the distribution system.
Carpinteria Valley Water District Climate Action Plan 12/18/2019
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4.0 CAP Update Process
In order to achieve GHG emission reductions, the District will need to continually monitor relevant
energy and GHG production relative to goals and targets. This will require dedicated staff hours and new
data assembly techniques with respect to diesel fuel use and solid waste generation. Meeting goals and
objectives for GHG reduction will become a regular activity within the District. The CAP is prepared on
behalf of the Carpinteria Valley Water District and will be implemented by District Staff with assistance
when needed from outside consultants at the direction of the General Manager. The adopted plan is a
planning document and is subject to revision as information changes or is clarified. However, the Plan
also acts as a policy document, directing the General Manager to dedicate resources to meeting the
goals set forth in the Plan. Once adopted, the implementation of the Strategies is the responsibility of
the General Manager.
4.1 Monitoring, Evaluating, Updating the Plan
The District’s Climate Action Plan (CAP) will be reviewed by District staff annually, during the regular
budget cycle. This plan will be re-evaluated whenever a proposed emission reduction strategy has been
accomplished or when climate risks change and in 2025 and every 5 years after. Updated targets and
emissions data and status of implementation will be available every other year when the Climate Action
Progress Update is completed. The next Climate Action Progress Update will be completed in August of
2021.
CAP updates will be undertaken in the following manner:
• Assemble GHG emission data;
• Comparison to baseline year data and projections;
• Review and revise emission reduction strategies;
• Prepare and disseminate draft plan to the update committee and Board of Directors;
• Submit plan local agencies for review and comment;
• Submit revised draft plan for review by the Board of Directors;
CAP Progress Updates will report to the Board of Directors and the Public:
• Which strategies have fully or partially been implemented,
• What the calculated reduction of GHG resulting from the implemented strategy
• What the total District GHG production for the previous two years was
• Whether the District is on track for its 2030 goal.
4.2 Public Involvement
The adopted CAP will be posted on the District’s website along with reduction targets and contact
information. Public comments to the plan will be received on a continuous basis and reviewed by staff
and responded to in Appendix B of the plan for this cycle and every year after. Appendix B will be
updated and posted on the website in December each year. The Climate Action Progress Report and
CAP Updates will be publicly noticed, and a public hearing will be held prior to adopting any changes
Carpinteria Valley Water District Climate Action Plan 12/18/2019
46
CAP or finalizing the Progress Report. Each year as part of the budget process (January through April),
the District will take the opportunity to advance its preferred implementation strategies. Information
regarding these strategies will be included in regular Rate and Budget Committee meetings and Board
meetings.
5.0 Plan Development and Authorization
This plan was developed in the following manner:
• Plan Preparation
- Coordinate planning team members
- Determine goals and objectives
- Establish expectations and timelines
• Plan Development
- Review / validate / revise existing conditions (Emissions Inventory and Climate
Vulnerability)
- Develop and review reduction goals
- Identify mitigation actions and projects (Mitigation)
• Plan Finalization
- Review the plan
- Approve the plan
- Adopt and disseminate the plan
5.1 Planning Team
The District’s plan was developed by District Staff with guidance from the Board of Directors. The
primary work team was:
Name Position / Title
Bob McDonald, PE, MPA District General Manager
Alex Keuper, PhD Administrative Analyst
Carpinteria Valley Water District Climate Action Plan 12/18/2019
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5.2 Inter-Agency Coordination
The District has consulted numerous agencies plans in this plan’s development. These plans include:
Agency Key Information
City of Carpinteria Sea Level Rise
Vulnerability Assessment and
Adaptation Project 2019
Vulnerability identification
San Diego County Final CAP 2018 Plan structure / mitigation
City of Morro Bay Final Climate Action Plan 2014 Plan structure / mitigation
County of Santa Barbara Energy and Climate Action
Plan 2015
Vulnerability identification
City of Santa Barbara Cater Treatment Operations
5.3 Promulgation Authority
This CAP was reviewed and approved by the elected members of the Carpinteria Valley Water District
Board of Directors:
Mr. Matthew Roberts, Board President
Involvement in CAP: President, Carpinteria Valley Water District Board of Directors
Ms. Shirley L. Johnson, Board Vice-President
Involvement in CAP: Vice-President, Carpinteria Valley Water District Board of Directors
Ms. Korey L. Capozza, Director
Involvement in CAP: Director, Carpinteria Valley Water District Board of Directors
Ms. Polly Holcombe, Director
Involvement in CAP: Director, Carpinteria Valley Water District Board of Directors
Mr. Case Van Wingerden, Director
Involvement in CAP: Director, Carpinteria Valley Water District Board of Directors
Mr. Robert McDonald, P.E, MPA, General Manager
Involvement in CAP: General Manager, Carpinteria Valley Water District Board of Directors
Carpinteria Valley Water District Climate Action Plan 12/18/2019
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Carpinteria Valley Water District Climate Action Plan 12/18/2019
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APPENDIX A
DISTRICT EMISSIONS INVENTORY
DATA AND METHODOLOGY
Carpinteria Valley Water District: Energy / Waste Inventory 12/19/2019
U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions published by ICLEI USA (referred to as the ICLEI Community Protocol)
Direct District ActionsElectricity Facility / Fleet ID Data Source Date Type FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2030
Administration / Maintenance Buildings Edison meter: 87 kWh 51,307 44,124 40,947 39,551 41,956 39,864 3986.4Shepard Mesa Tank Edison meter: 91 kWh 1,918 1,905 1,908 1,886 1,638 1,543 154.3Ortega Chlorination Building Edison meter: 86 kWh 0 0 0 0 0
TOTAL 53,225 46,029 42,855 41,437 43,594 41,407 4,141
Conversion to MTCO2e 2012a 0.000340 MTCO2e per kWh 18.10 15.65 14.57 14.09 14.82 14.08 1.412017b 0.000232 MTCO2e per kWh 12.35 10.68 9.94 9.62 10.12 9.61 0.96
* MTCO2e = metric tons carbon dioxide equivalent
Sources:a 2012 City of Huntington Beach "General Plan Update" Table 3, page 8b 2018 Edison Electric Institute "ESG/Sustainability Template – Section 2: Quantitative Information for Southern California Edison", page 3
(Electricity use for lighting / heating of facilities)
Converting kWh to MTCO2e* requires understanding the general mix of electicity generating facilities owned by Southern California Edison and from facilities SCE purchases energy from. The conversion factors used are for the closest dates available.
Carpinteria Valley Water District: Energy / Waste Inventory 12/19/2019
U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions published by ICLEI USA (referred to as the ICLEI Community Protocol)
Direct District ActionsNatural Gas Facility / Fleet ID Data Source Date Type FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2030
Administration / Maintenance Buildings SoCal Gas meter: 031 Therms 865 605 780 1366 117Administrative Building SoCal Gas meter: 084 Therms 111 111Maintenance Building SoCal Gas meter: 031 Therms 41 41
TOTAL 152 152
Conversion to CO2ec 5.306 kg CO2 / therm 4589.69 3210.13 4138.68 7247.996 620.802 806.512 806.512
0.0005 kg NH4 / therm 0.4325 0.3025 0.39 0.683 0.0585 0.076 0.07628 kg CO2e 12.11 8.47 10.92 19.124 1.638 2.128 2.128
0.00001 kg N2O / therm 0.00865 0.00605 0.0078 0.01366 0.00117 0.00152 0.00152265 kg CO2e 2.29 1.60 2.07 3.62 0.31 0.40 0.40
TOTAL CO2e 4604.09 3220.20 4151.67 7270.74 622.75 809.04 809.04Conversion to MTCO2e TOTAL MTCO2e 4.60 3.22 4.15 7.27 0.62 0.81 0.81
Sources:c 2015 IPCC Fifth Assessment; 2019 US EPA https://www.epa.gov/energy/greenhouse‐gases‐equivalencies‐calculator‐calculations‐and‐references
(Natural gas use for heating facilities)
Burning natural gas releases GHGs in three forms: carbon dioxide, methane and nitrous oxide. Methane and nitrous oxide differ in terms of the atmospheric heating potential and must be converted to carbon dioxide equivalents. This is done using standard conversion factors developed by the Intergovernmental Panel on Climate Change (IPCC).
Carpinteria Valley Water District: Energy / Waste Inventory 12/19/2019
U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions published by ICLEI USA (referred to as the ICLEI Community Protocol)
Direct District ActionsOn‐Road Transportation Facility / Fleet ID Data Source FY 2014 FY 2019 FY 2030(Miles driven) Fleet Vehicles ‐ District Use Vehicle mileage miles 80,427 59,375 47,500
Fleet Vehicles ‐ Commuting Use Vehicle mileage miles 33,053 16,092 12,874Caterpillar 246B Vehicle use hours 80 80 64Caterpillar 420D Vehicle use hours 481 460 414
(Miles driven) Personal Vehicles ‐ Commuting Use Survey of staff miles 77,082 136,190 108,952
Vehicles miles to GHG (Fleet)d TOTAL MTCO2e 41 24 19Vehicles miles to GHG (Staff)d TOTAL MTCO2e 28 44 35
Vehicle hours to GHGe TOTAL MTCO2e 11 10 8
Sources: d 2019 California Air Resources Board EMFAC2017 (v1.0.2) Emissions Inventory tool. https://www.arb.ca.gov/emfac/2017/e 2014 Caterpillar Performance Handbook #44 "Estimating Owning and Operating Costs" pages 13 and 20; 2014 US EPA Inventory of U.S. Greenhouse Gas Emissions and Sinks 1990‐2012
Fleet vehicle miles were obtained from District records and estimates of annual miles based on service schedules. Personal vehicle miles were determined by a survey of District staff regarding trip miles and vehicle driven. Values for employees no longer with the District were estimated from employee records. Miles driven were then converted to GHG using the EMFAC2017 (v1.0.2) Emissions Inventory tool for the South Central Coast Air Basin for the two years that data were available.
Hourly run data for equipment were derived from service records. Diesel use was estimated under low load conditions using manufacturers data and EPA estimates of GHG production per gallon of diesel used.
Carpinteria Valley Water District: Energy / Waste Inventory 12/19/2019
U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions published by ICLEI USA (referred to as the ICLEI Community Protocol)
Direct District ActionsWater Production and Pumping Facility / Fleet ID Data Source Date Type FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2030(Electrical use for water production) Headquarters well Edison meter: 26 kWh 263,994 1,293,842 1,321,698 759,039 643,982 631,561 568,405
El Carro well Edison meter: 84 kWh 333,703 562,451 929,518 513,142 564,801 425,556 383,000Smillie well Edison meter: 96 kWh 699 1,022 26,616 286,132 217,389 142,012 127,811Lyons well Edison meter: 05 kWh 4,725 1,722 1,505 1,375 1,432 1,265 1,139Foothill Reservoir Edison meter: 72 kWh 145,963 444,717 755,610 412,285 435,610 338,390 304,551Gobernador Reservoir Edison meter: 64 kWh 68,215 68,806 71,018 37,013 9,208 10,454 9,409Shepard Mesa Pump Station Edison meter: 90 kWh 52,074 43,796 45,783 41,172 60,672 45,528 40,975Carpinteria Reservoir Edison meter: 97 kWh 252,440 177,560 212,705 198,794 251,141 208,375 187,538
TOTAL kWh 1,121,813 2,593,916 3,364,453 2,248,952 2,184,235 1,803,141 1,622,827
Conversion to MTCO2e 2012a 0.000340 MTCO2e per kWh 381.42 881.93 1,143.91 764.64 742.64 613.07 551.762017b 0.000232 MTCO2e per kWh 260.32 601.92 780.72 521.87 506.85 418.42 235.31
a 2012 City of Huntington Beach "General Plan Update" Table 3, page 8b 2018 Edison Electric Institute "ESG/Sustainability Template – Section 2: Quantitative Information for Southern California Edison", page 3 / Estimates for 2030 assume @50% renewable energy portfolio.
Converting kWh to MTCO2e requires understanding the general mix of electicity generating facilities owned by Southern California Edison and from facilities SCE purchases energy from. The conversion factors used are for the closest dates available.
Carpinteria Valley Water District: Energy / Waste Inventory 12/19/2019
U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions published by ICLEI USA (referred to as the ICLEI Community Protocol)
Direct District ActionsWater Production and Pumping Facility / Fleet ID Data Source Date Type FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2030(Diesel use for water production) Headquarters well
Caterpillar 3406 BHP 599 Diesel generator: hours 3.5 12.6 3.8 21.4 32.9 5.2 10.0gallons / hourf 9 9 9 9 9 9 6.5gallons 31.5 113.4 34.2 192.6 296.1 46.8 65.0
Foothill ReservoirDetroit Diesel 6063HV35 BHP 685 Diesel generator: hours 12.6 15.8 39.3 13.1 26.5 13.9 15
gallons / hour 10 10 10 10 10 10 6.5gallons 126 158 393 131 265 139 97.5
Shepard Mesa Pump Stationpre 2017 Caterpillar 3208 BHP 230 Diesel generator: hours 10.2 11.6 10.7
gallons / hour 3.8 3.8 3.8gallons 38.76 44.08 40.66
post 2017 Perkins‐Caterpillar C4.4 BHP 161 Diesel generator: hours 7.5 23.6 25.8 22.0gallons / hour 3 3 3 2.5gallons 22.5 70.8 77.4 55.0
Carpinteria ReservoirCummins QSL‐62 BHP 538 Diesel generator: hours 19.1 19 61.8 20.7 85.2 25.6 30.0
gallons / hour 8 8 8 8 8 8 6.5gallons 152.8 152 494.4 165.6 681.6 204.8 195.0
Administration / Maintenance back upCaterpillar Olympian D20L2 Diesel generator: hours 19.4 22.1 12.3 26.1 26.1 26.1 22.0
gallons / hour 1 1 1 1 1 1 0.9gallons 19.4 22.1 12.3 26.1 26.1 26.1 19.8
TOTAL hours 64.8 81.1 127.9 88.8 194.3 96.6 99.0TOTAL gallons diesel 368.46 489.58 974.56 537.8 1339.6 494.1 432.3
Conversion to MTCO2e gallons diesel to MTCO2eg TOTAL MTCO2e 3.79 5.04 10.03 5.54 13.79 5.09 4.45
Sources:f 2019 Global Power Supply, https://www.globalpwr.com/power‐calculator/g 2014 US EPA Inventory of U.S. Greenhouse Gas Emissions and Sinks 1990‐2012
Hours of operation for diesel generators was obtained from District records. Estimates for fuel consumption were derived from an online calculator under various load conditions. Most usage was for testing purposes, so a low load condition was selected for analysis. Conversion from gallons diesel to GHG was done using the EPA conversion factors.
(Diesel use unaccounted for elsewhere)
Carpinteria Valley Water District: Energy / Waste Inventory 12/19/2019
U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions published by ICLEI USA (referred to as the ICLEI Community Protocol)
Direct District ActionsSolid Waste Generation Facility / Fleet ID Data Source Date Type FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2030
Administrative dumpsters yards 39 39 31Operations T&T billing yards 150 50 45
TOTAL yards 189 89 76TOTAL poundsh 45360 21360 18240
Conversion to MTCO2e pounds to MTCO2ei TOTAL MTCO2e 65.09 30.65 26.17
Sources:h 2019 Solid Waste.com https://www.solidwaste.com/doc/bolton‐on‐landfill‐management‐converting‐cubi‐0001i 2019 US EPA https://www.epa.gov/energy/greenhouse‐gases‐equivalencies‐calculator‐calculations‐and‐references
TOTAL MTCO2e ‐ DIRECT DISTRICT ACTIONS MTCO2e % MTCO2e % MTCO2e %Electricity Administration / Operations 18.10 3.3% 9.61 1.8% 0.96 0.3%
Water Production and Pumping 381.42 69.0% 418.42 77.1% 235.31 71.2%Natural Gas 4.60 0.8% 0.81 0.1% 0.81 0.2%On‐Road Transportation Fleet 41.18 7.5% 23.51 4.3% 18.81 5.7%
Personal 27.66 5.0% 44.31 8.2% 35.45 10.7%Diesel ‐ All Sources 14.60 2.6% 15.48 2.9% 12.77 3.9%Solid Waste 65.09 11.8% 30.65 5.6% 26.17 7.9%
TOTAL MTCO2e 552.66 542.80 330.28
FY 2019FY 2014 FY 2030
Data regarding the total number of bins ordered and yardage of bins was obtained from District billing records and via email from waste haulers in 2019. Recycled office material and asphalt and concrete were not included in the analysis. An estimate of gross weight per yard of waste was obtained from a waste industry website. Weight values were then converted to GHG based on US EPA lifecycle estimates.
Carpinteria Valley Water District: Energy / Waste Inventory 12/19/2019
U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions published by ICLEI USA (referred to as the ICLEI Community Protocol)
Direct District ActionsExternal Emissions GenerationElectricity Facility / Fleet ID Data Source Date Type FY 2014j FY 2015 FY 2016 FY 2017 FY 2018 FY 2019j
(Electricity ‐ Water Treatment) Cater Treatment Plan ‐ City of Santa Barbara kWh per AF treated 156 144 173 143 165 156AF water to CVWDk 4,336 1,857 1,171 1,879 2,469 2,212
TOTAL kWh 676,416 267,819 202,106 268,967 406,958 345,072
Conversion to MTCO2e 2012a 0.000340 MTCO2e per kWh 229.98 91.06 68.72 91.45 138.37 117.322017b 0.000232 MTCO2e per kWh 156.96 62.15 46.90 62.41 94.43 80.07
j extrapolated date (arithmetic mean)k acre feet of water treated at Cater as recorded by the Cachuma Operations and Maintenance Board / CVWD records
Electricity Facility / Fleet ID Data Source Date Type FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019(Electricity ‐ pumping) State Water Project kWh per AFl 3,382 3,382 3,382 3,382 3,382 3,382
AF water to CVWDm 846 797 113 1,489 1,304 1,430
TOTAL kWh 2,861,172 2,695,454 382,166 5,035,798 4,410,128 4,836,260
Conversion to MTCO2e Estimated value 0.000327 MTCO2e per kWhn 935.60 881.41 124.97 1,646.71 1,442.11 1,581.46
m acre feet of water as recorded by the Central Coast Water Authority / CVWD recordsn S Johnson Woodard and Curran 2019 personal communication
TOTAL MTCO2e ‐ EXTERNAL EMISSIONS GENERATION MTCO2e % MTCO2e %MTCO2e Cater Water Treatment 229.98 19.7% 80.07 5.3%
State Water Project 935.60 80.3% 1,442.11 94.7%
TOTAL MTCO2e 1,165.58 1,522.18
FY 2014 FY 2019
Converting kWh to MTCO2e requires understanding the general mix of electicity generating facilities owned by Southern California Edison and from facilities SCE purchases energy from. The conversion factors used are for the closest dates available.
l R Morrow WSC Inc. 2019 personal communication (Santa Ynez pump station); California Department of Water Resources 2019 "Bulletin 132 ‐ 17 " p B‐20 Table 7 (State Water); City of Santa Barbara 2019 (water treatment)
The California Department of Resoures established an estimate of kWh for each acre‐foot of water delivered to various areas of the State. For Santa Barbara County, the 5‐year average was 2,826 kWh per AF. Added to this was an estimate of electricity use at the Polonio Pass water treatments facility ‐ based on the Cater treatment use data above (156 kWh per acre‐foot average). Finally, electricity use at the Santa Ynez pumping facility was estimated to be 400 kWh per acre‐foot. Total = 3,382 kWh per acre‐foot.
Carpinteria Valley Water District Climate Action Plan 12/18/2019
57
APPENDIX B
PUBLIC COMMENT
Carpinteria Valley Water District Climate Action Plan 12/18/2019
58
Mike Wondolowski, email 12-13-2019
• use energy more efficiently • transition to energy sources and products and services that do not release greenhouse gases • implement existing and novel technologies and practices to remove and store CO2 from the
atmosphere • adapt to unavoidable changes
Source: https://www.agu.org/Share-and-Advocate/Share/Policymakers/Position-Statements/Position_Climate
District Response: Thank you for your comment. While this is a concise statement and generally
describes the planned activities of the CVWD CAP, point number thee is generally beyond the scope and
purview of the CVWD with the exception of providing plants where practical on District facilities to
sequester carbon. This was added to the plan on page 18. Simplicity is a goal of the CAP however a plan
must have measurable actions and measurable goals which may ultimately require some complex
metrics.