HomeMy WebLinkAboutD-1.4. Azusa Water Report V3 - FINAL
Azusa Light & Water
Water Cost of Service Study and
Financial Projection Report
August 2023
Corporate location:
Utility Financial Solutions, LLC
185 Sun Meadow Court
Holland, MI USA 49424
(616) 393-9722
Fax (888) 566-4430
Submitted Respectfully by:
Mark Beauchamp, CPA, CMA, MBA
President, Utility Financial Solutions, LLC
mbeauchamp@ufsweb.com
(616) 393-9722
This page intentionally left blank
August 2023
Daniel Smith
Administration and Finance Manager
Azusa Light & Water
729 N. Azusa Avenue
Azusa, CA 91702
Dear Mr. Smith:
We are pleased to present the Draft Report for the water cost of service study and financial projection for
Azusa Light & Water (ALW). This report was prepared to provide ALW with a comprehensive examination
of its existing rate structure by an outside party.
The specific purposes of this rate study are:
• Determine water utility’s revenue requirements for fiscal year 2024
• Identify if rate classes are over or under charged based on the cost to serve them
• Determine rate adjustments needed to meet targeted revenue requirements
• Identify the cost of service based monthly customer charge for each meter size
This report includes results of the water cost of service study and financial projection and considerations
on future rate designs.
This report is intended for information and use by the utility and management for the purposes stated
above and is not intended to be used by anyone except the specified parties.
Sincerely,
Utility Financial Solutions, LLC
Mark Beauchamp, CPA, MBA, CMA
185 Sun Meadow Ct
Holland, MI 49424
Contents
Azusa Light & Water
Water Cost of Service & Financial Projection Page 1
TABLE OF CONTENTS
1. Introduction ............................................................................................................................................1
2. Cost of Service Summary ........................................................................................................................3
Utility Rate Process ................................................................................................................................................... 3
Utility Revenue Requirements .................................................................................................................................. 3
Projected Cash Flow ................................................................................................................................................. 5
Debt Coverage Ratio ................................................................................................................................................. 6
Optimal Rate Funded Capital (Operating Income) ................................................................................................... 7
Revenue Forecast ..................................................................................................................................................... 8
Projected Rate Track ................................................................................................................................................. 9
Cost of Service Summary Results: Water Department ........................................................................................... 10
Cost of Service Components: Water Department .................................................................................................. 12
Analysis of Tier Breakpoints and Cost of Service by Tier ........................................................................................ 19
Analysis of Average Commodity Charge ................................................................................................................. 25
Distribution Cost Breakdown .................................................................................................................................. 27
Treatment Cost Breakdown .................................................................................................................................... 28
Customer-Related Cost Breakdown ........................................................................................................................ 29
Fire Protection Cost Breakdown ............................................................................................................................. 30
Combined Cost Summary ....................................................................................................................................... 31
3. Significant Assumptions ........................................................................................................................32
4. Considerations and Additional Information .........................................................................................34
Proposed Rate Design ............................................................................................................................................. 35
Drought Rate Schedule ........................................................................................................................................... 38
LIST OF FIGURES
Figure 1 – Breakdown of Cost Structure ......................................................................................................26
Figure 2 – Breakdown of Distribution Costs ................................................................................................27
Figure 3 – Breakdown of Treatment Costs ..................................................................................................28
Figure 4 – Breakdown of Customer Costs ....................................................................................................29
Figure 5 – Breakdown of Fire Protection Costs............................................................................................30
Contents
Azusa Light & Water
Water Cost of Service & Financial Projection Page 2
LIST OF TABLES
Table 1 – Summary of Proposed Rate Adjustments ......................................................................................2
Table 2 – Projected Financial Statements ......................................................................................................3
Table 3 – Projected Cash Flows ......................................................................................................................5
Table 4 – Projected Debt Coverage Ratios .....................................................................................................6
Table 5 – Target Operating Income Calculation ............................................................................................7
Table 6 – Projected CCF Sales Based on 4-Year Average ...............................................................................8
Table 7 – Water Consumption by Meter Size ................................................................................................8
Table 8 – Summary of Financials without Rate Adjustment ..........................................................................9
Table 9 – Summary of Financials with Projected Rate Adjustments .............................................................9
Table 10 – Cost of Service Summary ............................................................................................................11
Table 11 – Comparison of Monthly Charge with Cost of Service ................................................................13
Table 12 – Comparison of Monthly Commodity Charge with Cost of Service.............................................14
Table 13 – Comparison of Monthly Commodity Charge by Tier with Cost of Service .................................14
Table 14 – Meter Capacity Factors ..............................................................................................................16
Table 15 – Fire Protection Demand Factors .................................................................................................16
Table 16 – Customer Charge Breakdown .....................................................................................................17
Table 17 – Comparison of Monthly Commodity Charge with Cost of Service.............................................18
Table 18 – Tier Breakpoints by Meter Size ..................................................................................................19
Table 19 – Tier Breakpoints by Meter Size ..................................................................................................20
Table 20 – Tier One Block Usage Test .........................................................................................................21
Table 21 – Tier Two Block Usage Test .........................................................................................................21
Table 22 – Max Month to Average Day Ratio ............................................................................................22
Table 23 – Tier Expense Breakdown ...........................................................................................................23
Table 24 – Average Rate By Tier .................................................................................................................24
Table 25 – Commodity Charge Breakdown .................................................................................................25
Table 26 – Total Costs by Customer Class ....................................................................................................31
Table 27 – Projected Operating Expenses ...................................................................................................32
Table 28 – Capital Improvements Projection ...............................................................................................33
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 1
1. Introduction
This report was prepared to provide Azusa Light & Water (ALW) with a water cost of service study and
financial projection and a comprehensive examination of its existing rate structure by an outside party.
The specific purposes of the study are identified below:
1) Determine water utility’s revenue requirements for fiscal year 2024. ALW’s revenue
requirements were projected for the period from 2024 – 2028 and included adjustments for
the following:
a. Projected costs
b. Projected staffing levels
c. Projected assessments and water rights
d. Capital improvement plan projected over next five years
2) Reflect current water supply costs. ALW’s anticipated water supply costs for FY2024 were
used in the determination of revenue requirements and projected raw water cost adjustment
factor (RWCAF).
3) Encourage water conservation.
4) Identify financial metrics required to maintain current credit rating and meet bond covenant
requirements.
5) Identify rate adjustments needed to meet targeted revenue requirements. The primary
purpose of this study is to identify appropriate revenue requirements and the rate adjustments
needed to meet targeted revenue requirements. The report includes a long-term rate track
for to help ensure the financial stability of the utility in future years. The current and proposed
rates are provided in Table 1 below.
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 2
Table 1 – Summary of Proposed Rate Adjustments
Rates Current 2024 2025 2026 2027 2028
Monthly Meter Service Charge
3/4"15.75$ 18.25$ 18.60$ 19.00$ 19.40$ 19.80$
1"25.71 30.00 30.60 31.20 31.80 32.40
1 1/2"50.53 62.00 63.20 64.50 65.80 67.10
2"80.32 93.00 94.90 96.80 98.70 100.70
3"159.75 185.00 186.90 188.80 190.70 192.60
4"249.12 290.00 295.80 301.70 307.70 313.90
6"497.35 575.00 580.80 586.60 592.50 598.40
8"795.22 925.00 934.30 943.60 953.00 962.50
10"2,086.02 2,425.00 2,449.30 2,473.80 2,498.50 2,523.50
12" Special Zone 3,049.00 3,536.84 3,572.20 3,607.90 3,644.00 3,680.40
Lifeline Rate 13.55 16.05 16.40 16.70 17.00 17.30
Fire Service
1" Fire Service 4.27$ 5.00$ 5.10$ 5.20$ 5.30$ 5.40$
2" Fire Service 11.70 13.60 13.90 14.20 14.50 14.80
3" Fire Service 24.55 28.50 29.10 29.70 30.30 30.90
4" Fire Service 48.21 56.00 57.10 58.20 59.40 60.60
6" Fire Service 109.05 127.00 129.50 132.10 134.70 137.40
8" Fire Service 190.17 220.00 231.00 242.60 254.70 267.40
10" Fire Service 298.33 350.00 367.50 385.90 405.20 425.50
12" Fire Service 404.45 475.00 498.80 523.70 549.90 577.40
Usage Charge Per CCF
Tier 1 1.14$ 1.96$ 2.20$ 2.30$ 2.41$ 2.53$
Tier 2 1.86 2.91 3.26 3.42 3.58 3.75
Tier 3 2.34 3.32 3.73 3.91 4.09 4.29
12" Special Zone 2.20 3.14 3.53 3.69 3.87 4.05
Golf Course 1.85 3.10 3.48 3.64 3.82 4.00
RWCAF:
All Commodity 0.62$ -$ -$ -$ -$ -$
Revenue from Rate 22,811,025$ 26,232,678$ 28,593,620$ 29,737,364$ 30,926,859$ 32,163,889$
Change from Previous 15.0%9.0%4.0%4.0%4.0%
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 3
2. Cost of Service Summary
Utility Rate Process
ALW retained Utility Financial Solutions, LLC to review utility rates and cost of service. This report includes
results of the financial projection, cost of service for each rate class, and a multi-year rate design for meter
charges, tiered commodity rates, and drought rates. This study follows the process set forth for best
practice through the American Water Works Association and meets the requirements of California
Proposition 218.
Utility Revenue Requirements
To determine revenue requirements, the revenues and expenses for fiscal years 2022 and 2023, and 2024
budget were analyzed, with adjustments made to reflect projected operating characteristics. The
projected financial statements are for cost of service purposes only.
Table 2 is the projected financial statement for the Water Department from 2024 – 2028.
The following pages review operating income, cash flow, and debt coverage ratio. Fixed and variable
revenues are shown in total under Sales and Service Charges.
Water consumption can vary significantly due to factors like weather (e.g., a hot, dry summer leading to
more irrigation) and conservation efforts (e.g., programs that encourage or require reduced water use).
This variability is a significant challenge for water utility planning since revenues can fluct uate with water
usage while many of the utility's costs are fixed. The study assumes no growth in water consumption
during the projection period. This is a conservative assumption. This helps to ensure financial stability
even if growth is slower than expected.
The assumptions used to develop the expense projection are described in greater detail in the “Significant
Assumptions” section of this report and were developed collaboratively with ALW staff.
Table 2 – Projected Financial Statements
Description
Projected
2024
Projected
2025
Projected
2026
Projected
2027
Projected
2028
Operating Revenues:
Sales and Service Charges 22,811,025$ 22,811,025$ 22,811,025$ 22,811,025$ 22,811,025$
Miscellaneous 20,977 19,779 20,225 20,490 20,368
Lease Revenue 12,000 12,000 12,000 12,000 12,000
Rents 89,166 89,166 89,166 89,166 89,166
Other 232,512 232,512 232,512 232,512 232,512
Lease/Water Rights 1,960,845 1,960,845 1,960,845 1,960,845 1,960,845
System Development 266,175 266,175 266,175 266,175 266,175
Water Services 383,471 383,471 383,471 383,471 383,471
Increase in RWCAF Revenue - 261,778 538,623 831,348 1,140,806
Total Operating Revenues 25,776,171$ 26,036,751$ 26,314,042$ 26,607,031$ 26,916,368$
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 4
Sales and Service Charges Fixed and variable revenue
Increase in RWCAF Revenue Represents the increase in water supply cost from year to year and
the correlating revenue increase. Greater detail on RWCAF is provided
in Significant Assumptions.
Admin and General Salaries, benefits, and office-related expenses functionalized as
Admin and General in the income statement.
Source of Supply Salaries, benefits, bond administration, water conservation, and
office-related expenses functionalized as source of supply in the
income statement.
Transmission/Collection Salaries, benefits, outside services, supplies, maintenance & repair,
and overhead expenses functionalized as Admin and General in the
income statement.
Cost of Sales and Services Includes cost of outside assessments and water rights expense
Special Franchise Fees* Represents general ledger account 7010 for reimbursements to the
City’s General Fund for a portion of the costs incurred by the General
Fund on the water utility’s behalf.
Additional Costs for Drought Represents general ledger account 6591 for water for resale. The 2024
projection is based off the 2023 budget number.
Transfers Out Represents general ledger account 5950 for transfers to other funds.
Net Income Revenue less expense plus non-operating income.
Adjusted Operating Income Revenue less expense and transfers out.
Description
Projected
2024
Projected
2025
Projected
2026
Projected
2027
Projected
2028
Operating Expenses:
Admin and General 6,350,893$ 6,668,438$ 7,001,860$ 7,351,953$ 7,719,551$
Source of Supply 4,123,756 4,329,944 4,546,441 4,773,763 5,012,451
Transmission/Collection 3,706,367 3,891,685 4,086,269 4,290,583 4,505,112
Cost of Sales and Services 7,213,237 7,573,899 7,952,594 8,350,224 8,767,735
Special Franchise Fees*492,042 516,644 542,476 569,600 598,080
Additional Costs for Drought 210,000 220,500 231,525 243,101 255,256
Depreciation Expense 3,841,432 3,978,932 4,116,432 4,263,307 4,419,557
Total Operating Expenses 25,937,727$ 27,180,042$ 28,477,597$ 29,842,530$ 31,277,742$
Other Income & Expense
Interest and Other Income 113,992$ 84,928$ 56,394$ 23,302$ -$
Interest On Long Term Debt (1,523,813) (1,417,938) (1,331,813) (1,241,313) (1,165,988)
Transfers
Transfers Out (27,967) (29,365) (30,833) (32,375) (33,994)
Non Operating Income/Expense (1,437,787)$ (1,362,375)$ (1,306,252)$ (1,250,385)$ (1,199,981)$
Net Income (1,599,343)$ (2,505,665)$ (3,469,806)$ (4,485,885)$ (5,561,355)$
Adjusted Operating Income (189,523)$ (1,172,656)$ (2,194,388)$ (3,267,874)$ (4,395,368)$
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 5
Projected Cash Flow
The utility’s basic financial statements are kept on an accrual accounting basis. This means they
recognize expenses when they are incurred and revenues when they are earned, rather than when cash
changes hands. In the accrual basis of accounting, depreciation is recognized as an expense, even though
it doesn't involve an actual cash outflow . Table 3 shows the Projected Cash Flows between 2024 and
2028.
To project actual cash flow, several adjustments are made to the accrual basis financial statements:
• Depreciation Expense (a non-cash item) is added back, since it reduces net income on the income
statement but doesn’t involve an actual cash outflow.
• Principal Repayments on Debt are subtracted. These are actual cash outflows, but they are not
treated as expenses on the income statement under accrual accounting.
• Capital Expenditures are subtracted. Like principal repayments, these are actual cash outflows
that are not treated as expenses on the income statement.
The projection starts with the actual cash balances from FY2022, which are adjusted for the anticipated
cash expenditures in FY2023. It’s important to note that changes in the capital improvement plan can
have a significant impact on projected cash balances, as they involve large expenditures.
• If new projects are added, or if existing projects become more expensive than anticipated, this
can significantly reduce projected future cash balances.
• Conversely, delaying or scaling back capital projects can help preserve cash.
Based on these assumptions and projections, the utility expects to have a cash balance of $17.0 million
in 2024 and falling to a $13.0 million deficit in 2028 without revenue changes.
Table 3 – Projected Cash Flows
ALW has a current cash reserve policy that totals $19.0M in minimum cash reserve. The rate track was
set using ALW defined minimums. Projected cash balances fall below $19.0 million during the projection
period without changes in rates.
Description
Projected
2024
Projected
2025
Projected
2026
Projected
2027
Projected
2028
Projected Cash Flows
Net Income (1,599,343)$ (2,505,665)$ (3,469,806)$ (4,485,885)$ (5,561,355)$
Depreciation Expense/Amortization 3,841,432 3,978,932 4,116,432 4,263,307 4,419,557
Subtract Debt Principal (2,555,000) (1,680,000) (1,765,000) (1,855,000) (1,930,000)
Cash Available from Operations (312,911)$ (206,733)$ (1,118,374)$ (2,077,578)$ (3,071,798)$
Estimated Annual Capital Additions 5,500,000 5,500,000 5,500,000 6,250,000 6,250,000
Net Cash From Operations (5,812,911)$ (5,706,733)$ (6,618,374)$ (8,327,578)$ (9,321,798)$
Beginning Cash Balance 22,798,483$ 16,985,572$ 11,278,838$ 4,660,464$ (3,667,114)$
Ending Cash Balance 16,985,572$ 11,278,838$ 4,660,464$ (3,667,114)$ (12,988,912)$
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 6
Debt Coverage Ratio
Table 4 is the projected debt coverage ratios with capital additions as provided by ALW staff. Debt
coverage ratio is a measurement of debt affordability and measures the cash flow from operations in that
fiscal year. A ratio of 1, indicates there was enough cash flow from operations to pay the debt payment
one time. The minimum debt coverage ratio for prudent financial planning purposes is 1.40. Maintaining
a 1.40 debt coverage ratio is good business practice and helps to achieve the following:
o Helps to ensure debt coverage ratios are met in years when sales are low due to cold or wet
summers or loss of a major customer(s).
o When debt coverage ratios are consistently met, it may help obtain a higher bond rating if
revenue bonds are sold in the future, to lower interest cost.
Table 4 – Projected Debt Coverage Ratios
Debt coverage falls below the ALW minimum during the projection period without changes in rates. ALW
has a minimum ratio requirement of 1.25.
Description
Projected
2024
Projected
2025
Projected
2026
Projected
2027
Projected
2028
Debt Coverage Ratio
Net Income (1,599,343)$ (2,505,665)$ (3,469,806)$ (4,485,885)$ (5,561,355)$
Add Depreciation/Amortization Expense 3,841,432 3,978,932 4,116,432 4,263,307 4,419,557
Add Interest Expense 1,523,813 1,417,938 1,331,813 1,241,313 1,165,988
Cash Generated from Operations 3,765,901$ 2,891,204$ 1,978,438$ 1,018,735$ 24,189$
Debt Principal and Interest 4,078,813$ 3,097,938$ 3,096,813$ 3,096,313$ 3,095,988$
Projected Debt Coverage Ratio (Covenants)0.92 0.93 0.64 0.33 0.01
ALW Minimum Debt Coverage Ratio 1.25 1.25 1.25 1.25 1.25
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 7
Optimal Rate Funded Capital (Operating Income)
The optimal rate-funded capital target, or target operating income, is an essential concept in utility
finance. It ensures the utility can meet its current financial obligations, plan for future capital needs, and
operate in a financially sustainable and responsible manner. This concept is central to rate setting and is
designed to balance the need for financial sustainability with the goal of fair and equitable rates for
customers.
The operating income target aims to address several key financial needs for the utility.
A. Funding of Interest Expense on Outstanding Debt Principal - Utilities often take on debt to fund
major capital projects. The interest on this debt is a recurring expense that must be paid to keep
the utility in good financial standing. By setting rates to achieve a target operating income, the
utility ensures it has enough revenue to cover these interest payments.
B. Funding of Inflationary Increase on Assets Invested in the System - As time passes and inflation
occurs, the cost to replace or upgrade the utility's assets (e.g., pipes, treatment plants) increases.
Target operating income should be sufficient to cover these increased costs, ensuring that the
utility can continue to maintain and replace its infrastructure as needed without placing a financial
burden on future generations.
Maintaining an ideal operating income helps ensure that current customers are paying for the full cost of
the services they are receiving, rather than deferring these costs to future generations. This is a key
principle of intergenerational equity and ensures the utility remains financially viable.
Table 5 establishes a utility basis target for operating income, starting at $3.4M in 2024 and increasing to
$4.1M in 2028. Operating income is projected to fall below this target, suggesting that revenue
requirements (and thus rates) will likely need to increase over time to ensure the utility's financial health.
Table 5 – Target Operating Income Calculation
Projected operating income falls below the target operating income for each year.
Description
Projected
2024
Projected
2025
Projected
2026
Projected
2027
Projected
2028
Target Operating Income Determinants
Net Book Value/Working Capital 62,336,565$ 63,857,633$ 65,241,201$ 67,227,894$ 69,058,337$
Outstanding Principal on Debt 36,910,000 35,230,000 33,465,000 31,610,000 29,680,000
System Equity 25,426,565$ 28,627,633$ 31,776,201$ 35,617,894$ 39,378,337$
Debt:Equity Ratio 59%55%51%47%43%
Target Operating Income Allocation
Interest on Debt 4.13%4.02%3.98%3.93%3.93%
System Equity 7.34%7.14%7.25%7.32%7.41%
Target Operating Income
Interest on Debt 1,523,813$ 1,417,938$ 1,331,813$ 1,241,313$ 1,165,988$
System Equity 1,865,887$ 2,043,417$ 2,303,102$ 2,607,905$ 2,917,298$
Target Operating Income 3,389,700$ 3,461,354$ 3,634,914$ 3,849,217$ 4,083,285$
Projected Operating Income (189,523)$ (1,172,656)$ (2,194,388)$ (3,267,874)$ (4,395,368)$
Rate of Return in %5.4%5.4%5.6%5.7%5.9%
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 8
Revenue Forecast
Sales were projected and adjusted for known or anticipated changes in customer usage and growth for
the projection period. Water sales can vary greatly depending on factors such as weather and
conservation. The cost of service study is developed based on the four -year average sales from 2020 –
2023. No customer growth was anticipated for the projection period.
Table 6 – Projected CCF Sales Based on 4-Year Average
Table 7 – Water Consumption by Meter Size
CCF
Sales
2020 6,471,751
2021 6,602,941
2022 6,468,197
2023 5,827,000
2024 6,342,472
Meter Size
Projected
Customers
FY 2024
Historic
Volume
FY 2022
Projected
Volume
FY 2024
3/4" Meter 18,239 3,060,441 3,018,601
1" Meter 3,089 642,194 616,434
1.5" Meter 284 186,678 179,765
2" Meter 870 1,135,992 1,132,671
3" Meter 104 266,767 258,020
4" Meter 99 500,007 478,529
6" Meter 20 303,184 291,161
8" Meter 19 95,370 94,352
10" Meter 4 54,674 51,443
12" Meter 1 102,010 102,010
Golf Course 5 78,891 78,891
1" Fire Service 1 17 16
2" Fire Service 146 33,255 31,899
3" Fire Service 2 863 829
4" Fire Service 70 2,175 2,163
6" Fire Service 159 3,520 3,512
8" Fire Service 104 2,043 2,060
10" Fire Service 35 116 116
12" Fire Service 1 0 0
Total 23,252 6,468,197 6,342,472
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 9
Projected Rate Track
Increasing rates requires balancing the financial health of the utility with the financial impact on customers
and cost of service results. Table 8 is the summary financial projection without any rate changes. Cash
balances and the debt coverage ratio fall to critical levels.
Table 8 – Summary of Financials without Rate Adjustment
The study identifies increasing current revenues to maintain debt coverage ratios and minimum cash
targets. Table 9 is a summary of the financial results detailing the projected revenue adjustments.
Table 9 – Summary of Financials with Projected Rate Adjustments
This rate track was established to help ensure projected cash balances exceed ALW established
minimum cash requirements. With this rate track the cash is projected to remain steady through 2028
and above the minimum cash requirements. Actual cash balances are dependent on several factors
including the timing of capital projects. If additional capital expenditures are identified, the rate track
may need to be revised and should be reviewed annually.
Fiscal
Year
Projected Rate
Adjustments
Adjusted
Operating
Income
Optimal
Operating
Income
Projected Cash
Balances
City Min
Requirement
Debt
Coverage
Ratio
2024 0.0%(189,523)$ 3,389,700$ 16,985,572$ 19,000,000$ 0.92
2025 0.0%(1,172,656) 3,461,354 11,278,838 19,000,000 0.93
2026 0.0%(2,194,388) 3,634,914 4,660,464 19,000,000 0.64
2027 0.0%(3,267,874) 3,849,217 (3,667,114) 19,000,000 0.33
2028 0.0%(4,395,368) 4,083,285 (12,988,912) 19,000,000 0.01
Fiscal
Year
Projected Rate
Adjustments
Adjusted
Operating
Income
Optimal
Operating
Income
Projected Cash
Balances
City Min
Requirement
Debt
Coverage
Ratio
2024 15.0%2,376,717$ 3,389,700$ 19,551,812$ 19,000,000$ 1.55
2025 9.0%4,609,939 3,461,354 19,640,505 19,000,000 2.80
2026 4.0%4,731,952 3,634,914 19,990,278 19,000,000 2.89
2027 4.0%4,847,960 3,849,217 19,855,183 19,000,000 2.97
2028 4.0%4,957,541 4,083,285 19,985,570 19,000,000 3.06
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 10
Cost of Service Summary Results: Water Department
A cost of service study was completed for FY 2024 to determine the cost of providing service to each class
of customers and to assist in design of water rates for customers. A cost of service study consists of the
following general steps:
1) Determine utility revenue requirement for test year 2024.
2) Classify utility expenses into common cost pools.
a. Source of Supply
b. Treatment
c. Reservoirs
d. Distribution
e. Transmission
f. Customer
g. Fire Protection
h. Administrative
i. Depreciation/Infrastructure
3) Functionalize within cost pools.
a. Base Commodity – Variable
b. Max Day Commodity - Variable
c. Max Hour Commodity - Variable
d. Capacity Fixed – Fixed
e. Customer - Fixed
f. Fire Protection – Fixed
4) Allocate costs to customer classes based on the class’s contribution to utility expenses - Class
usage patterns were analyzed and compared to system use to develop peaking factors used in
allocating the variable components of the rate (Base, Max Day, Max Hour). Number of meters,
meter costs, meter size, and meter equivalent ratios were used to allocate the fixed
components of the rate (Capacity Fixed, Customer, Fire Protection).
5) Compare revenues received from each class to the cost of service. The cost of service provides
guidance for the direction of the rate design.
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 11
The cost of service summary is included as Table 10 which compares the total projected cost to serve each
class (fixed and variable) with the revenue received from each class through the current rate schedule.
The “% change” column is the revenue adjustment necessary to meet projected cost of service
requirements.
Table 10 – Cost of Service Summary
Customer Class
Cost of
Service ($)
Projected
Revenues ($)% Change
3/4" Meter 12,891,778$ 10,692,641$ 20.6%
1" Meter 3,046,345 2,411,444 26.3%
1.5" Meter 727,684 619,608 17.4%
2" Meter 4,219,651 3,807,039 10.8%
3" Meter 977,174 887,581 10.1%
4" Meter 1,666,502 1,583,993 5.2%
6" Meter 1,109,398 944,071 17.5%
8" Meter 563,390 407,216 38.4%
10" Meter 279,394 220,897 26.5%
12" Meter 375,033 324,012 15.7%
Fireline Charges 992,822 718,166 38.2%
Golf Course 396,491 194,356 104.0%
Total 27,245,661$ 22,811,025$ 19.4%
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 12
Cost of Service Components: Water Department
Summary of Rate Components
The COS study is a critical tool in utility finance and manage ment. It ensures that rates are set based on
actual costs, and it helps to distribute those costs fairly among customers, based on how they use the
service. It provides a roadmap for rate adjustments that are needed to ensure the utility's financial
health and its ability to provide reliable service over the long term. The cost of service study typically
breaks the cost down between two components:
The purpose of a cost of service study is to allocate costs between flow (Commodity Costs) and customer
service costs (Customer Costs). The cost of service study was based on recognized procedures from the
American Water Works Association.
Customer Costs (Fixed) - These are fixed costs, associated with serving customers regardless of how
much water they use. They include the costs of operation and maintenance related to meters and
services, meter reading, billing, and collection. Because these costs are largely fixed, they are typically
recovered through a fixed ‘customer charge’ that customers pay regardless of their water use. This
portion of the rate ensures that the utility can cover its basic operating costs, even if water use
fluctuates significantly. Allocating these costs based on the relative cost of meters and services and the
number of customers ensures that each customer is paying their fair share of these basic operating
costs.
Commodity Costs (Variable) - These are the variable costs associated with the actual production and
delivery of water. They can include costs related to water rights , water treatment, pumping (energy
costs), and distribution infrastructure. Because these costs tend to vary with the amount of water used,
they are typically recovered through a variable ‘commodity charge’ that is based on the volume of water
consumed. As water use increases, these costs increase, so it is important that customers who use more
water pay more to cover these additional costs.
For water utilities, the cost of service study is based on Long Term Marginal Costs (LTMC) and is
considered a best practice as it sends accurate price signals to consumers based on the full cost of
providing additional units of service, including the cost of infrastructure investments that will be needed
in the future. This promotes efficient use of water and ensures that the utility collects sufficient revenue
to sustain its operations over the long term. This differs from short -Term Marginal Cost (STMC) which
refers to the cost associated with producing one additional unit of output (e.g., one more cubic meter of
water treated and delivered) in the short term.
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 13
Table 11 details the current monthly charge and provides a comparison with cost of service. The rates
below are not the suggested rates. They are used as a guide to move toward cost of service slowly over
time. Classes that charge at or above cost of service may still see an increase due to meeting revenue
requirements, but that increase may be lower than the average.
Table 11 – Comparison of Monthly Charge with Cost of Service
Customer Class
Cost of Service
Meter $/Month
Current Meter
$/Month
3/4" Meter $ 17.44 $ 15.75
1" Meter 34.11 25.71
1.5" Meter 60.60 50.53
2" Meter 90.74 80.32
3" Meter 167.11 159.75
4" Meter 251.37 249.12
6" Meter 474.95 497.35
8" Meter 1,211.63 795.22
10" Meter 1,790.43 2,086.02
12" Meter 2,250.44 3,049.00
5/8" - 3/4" Meter Lifeline 17.44 13.55
12" Fire Service 766.23 404.45
1" Fire Service 4.68 4.27
2" Fire Service 11.51 11.70
3" Fire Service 25.31 24.55
4" Fire Service 48.44 48.21
6" Fire Service 128.68 109.05
8" Fire Service 276.77 190.17
10" Fire Service 485.54 298.33
Golf Course Rate 1,790.30 -
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 14
Table 12 outlines the COS commodity rates compared to the current commodity charge. ALW currently
uses an inclining block rate structure with a pass through cost adjustment mechanism (RWCAF). The
current commodity charge column represents the average charge by meter size, with higher averages
implying more usage in Tiers 2 and 3.
The rates below are not the suggested rates. They are used as a guide to move toward cost of service
slowly over time.
Table 12 – Comparison of Monthly Commodity Charge with Cost of Service
Table 13 – Comparison of Monthly Commodity Charge by Tier with Cost of Service
Customer Class
Cost of Service
Commodity by
Class
Current
Commodity
Charge
3/4" Meter $ 2.95 $ 2.40
1" Meter 2.89 2.36
1.5" Meter 2.90 2.49
2" Meter 2.89 2.62
3" Meter 2.96 2.67
4" Meter 2.86 2.69
6" Meter 3.42 2.84
8" Meter 2.99 2.42
10" Meter 3.76 2.35
12" Meter 3.41 2.82
5/8" - 3/4" Meter Lifeline 3.45 2.37
12" Fire Service 4.31 1.75
1" Fire Service 7.83 1.75
2" Fire Service 3.04 1.88
3" Fire Service 2.67 2.49
4" Fire Service 2.82 2.51
6" Fire Service 3.62 2.71
8" Fire Service 4.24 1.75
10" Fire Service 4.31 1.75
Golf Course Rate 3.66 2.46
Tier
Cost of Service
Commodity by
Tier
Current
Commodity by
Tier
(with 2024
RWCAF)
Tier 1 1.99$ 1.75$
Tier 2 3.00 2.47
Tier 3 3.31 2.96
Water Division
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Water Cost of Service & Financial Projection Page 15
Customer Charge Breakdown
The customer charge consists of expenses related to 1) providing a minimum amount of water to the
residential customer, and 2) servicing a meter on the customer’s premises; together they reflect the cost
for availability of service. The methodology used in this study is consistent with methodologies and
practices used by AWWA.
The customer charge includes two types of charges called minimum system and direct charges. A further
discussion of the two is below:
Minimum System Charges: The cost to provide the minimum level of service based on the potential
capacity of the customer’s meter. Utilities provide water lines to connect to the water transmission
system, pumping stations, reservoirs, and subsequently the water treatment facilities. These water lines
are required to provide even the minimal amount of service to a customer. For cost of service purposes,
the total cost of the water distribution infrastructure is broken into two components:
1. The minimum system costs, in effect provide a customer with the minimum capacity and should
be recovered through the customer charge.
2. Demand-related costs are additional infrastructure costs of providing customers with capacity in
the water system for usage greater than the minimum amounts and should be recovered through
the usage component.
The distribution system is sized to handle the customers ’ peak usage and the cost above the minimum
sizing is recovered through the usage component (for residential customers this is included in the
commodity charge).
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 16
Determination of Meter Equivalents
A meter equivalent is the maximum capacity of the utility’s smallest meter size compared with the
maximum capacity of other meters. The meter equivalent ratios are standard factors used by AWWA per
Table VI.2-5 of the M1 Manual. ALW’s base residential meter is ¾”.
Table 14 – Meter Capacity Factors
*Table of capacity factors was calculated using theoretical volume capacity of each meter size.
**The table can be interpreted as a 3-inch meter has 10 times more potential capacity than a 3/4-inch
meter.
A demand factor is used to bring various connection sizes for fire protection into equivalence. It is based
on the Hazen-Williams equation and outlined in Table IV.8-2 of the M1 Manual. The demand factors used
for fire protection are listed in Table 16.
Table 15 – Fire Protection Demand Factors
Meter Size 3/4"
1.00 1.67
1.50 3.33
2.00 5.33
3.00 10.67
4.00 16.67
6.00 33.33
8.00 93.33
10.00 140.00
12.00 176.67
Private Fire
Meter Size
(Inches)Demand Factor
1 1.00
2 6.19
3 17.98
4 38.32
6 111.31
8 237.21
10 426.58
12 689.04
Water Division
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Water Cost of Service & Financial Projection Page 17
The customer charge cost-based rate breakdown for customers is listed in Table 16. The costs are
generated by classifying the trial balance accounts from the general ledger for the test year into
common cost pools. The costs are then functionalized into fixed components and allocated to each
meter. The minimum system costs for distribution are included under distribution facilities, and direct
costs include meters, services, customer service, fire protection, and billing.
Table 16 – Customer Charge Breakdown
Customer Charge Allocations
Meters Installation, operation, and maintenance costs of meter based on number of
meters and meter cost.
Services Installation, operation, and maintenance cost of service drop based on number of
meters and capacity ratio.
Fire Protection Cost of water flow for fire protection based on number of customers, equivalent
services, and demand factor.
Distribution
Facilities
Installation and maintenance cost of distribution system based on capacity ratio.
Billing and
Customer Service
Personnel cost, billing, and collection cost to service accounts based on number
of meters and meter size.
Often, larger meters require additional time in processing and vetting the bills and answering customer
service questions. Because of this, a weighting factor is assigned based on the size of the meter. Fire
protection accounts tend to be homogenous and therefore are not assigned a varying weighting factor
for billing and customer service.
Rate Class - Unit Costs Meters Services Fire Prot.
Distribution
Facilities
Billing and
Cust. Serv.
Meters: Unit
Cost
Meters:
Current Rates
3/4" Meter 1.55$ 0.21$ 2.00$ 5.72$ 7.96$ 17.44$ 15.75$
1" Meter 1.64 0.52 4.98 14.24 12.73 34.11 25.71
1.5" Meter 2.03 1.04 9.96 28.47 19.10 60.60 50.53
2" Meter 2.13 1.66 15.93 45.56 25.46 90.74 80.32
3" Meter 2.61 3.33 31.86 91.11 38.20 167.11 159.75
4" Meter 3.09 5.20 49.78 142.36 50.93 251.37 249.12
6" Meter 3.87 10.40 99.57 284.72 76.39 474.95 497.35
8" Meter 4.64 29.12 278.79 797.23 101.85 1,211.63 795.22
10" Meter 5.41 43.68 418.19 1,195.84 127.32 1,790.43 2,086.02
5/8" - 3/4" Meter Lifeline 1.55 0.21 2.00 5.72 7.96 17.44 13.55
12" Fire Service 5.80 55.12 703.82 - 1.49 766.23 808.90
1" Fire Service 1.64 0.52 1.02 - 1.49 4.68 4.27
2" Fire Service 2.03 1.66 6.32 - 1.49 11.51 11.70
3" Fire Service 2.13 3.33 18.37 - 1.49 25.31 24.55
4" Fire Service 2.61 5.20 39.14 - 1.49 48.44 48.21
6" Fire Service 3.09 10.40 113.70 - 1.49 128.68 109.05
8" Fire Service 3.87 29.12 242.29 - 1.49 276.77 190.17
10" Fire Service 4.64 43.68 435.73 - 1.49 485.54 298.33
12" Meter Special Zone 5.80 55.12 527.71 1,509.03 152.78 2,250.44 3,049.00
Golf Course Rate 5.29 43.68 418.19 1,195.84 127.32 1,790.30 -
Water Division
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Water Cost of Service & Financial Projection Page 18
Commodity Charge Breakdown
Table 17 outlines the COS commodity rates compared to the current commodity charge. The rates below
are not the suggested rates, but a guide for future designs of water rates. ALW charges a tiered water rate
structure, with CCF tiers varying by meter size. The rates below show the current aver age commodity
charge incurred by meter size and the average cost to serve per CCF by meter size.
Table 17 – Comparison of Monthly Commodity Charge with Cost of Service
The cost of service study analyzed the usage patterns by meter size to determine demand characteristics
through which to allocate variable cost components.
Customer Class
Cost of Service
Commodity by
Class
Current
Commodity
Charge
3/4" Meter $ 2.95 $ 2.40
1" Meter 2.89 2.36
1.5" Meter 2.90 2.49
2" Meter 2.89 2.62
3" Meter 2.96 2.67
4" Meter 2.86 2.69
6" Meter 3.42 2.84
8" Meter 2.99 2.42
10" Meter 3.76 2.35
12" Meter 3.41 2.82
5/8" - 3/4" Meter Lifeline 3.45 2.37
12" Fire Service 4.31 1.75
1" Fire Service 7.83 1.75
2" Fire Service 3.04 1.88
3" Fire Service 2.67 2.49
4" Fire Service 2.82 2.51
6" Fire Service 3.62 2.71
8" Fire Service 4.24 1.75
10" Fire Service 4.31 1.75
Golf Course Rate 3.66 2.46
Water Division
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Water Cost of Service & Financial Projection Page 19
Analysis of Tier Breakpoints and Cost of Service by Tier
Tier breakpoints vary by meter size and capture the meter equivalent ratios noted in the following
section. UFS proposes no changes to the current tier breakpoints. UFS considered the following when
analyzing the current rate structure tiers.
1. Review of tier block sizing – Tier blocks vary relative to meter size and were checked for
reasonableness.
2. Analysis of usage patterns within each tier block – UFS analyzed usage patterns by tier to
indicate levels of infrastructure utilization and establish capacity allocations for the infrastructure
that each tier is using.
3. Balanced tier one block with fixed distribution cost recovery – A minimum sizing analysis was
conducted on the distribution system to determine distribution related fixed costs that are
recovered through the customer charge. Therefore, this minimum volumetric capacity, recovered
through the fixed component, must be removed from the first volumetric tier and reallocated to
the outer tiers.
Review of Tier Block Sizing
In AWL’s current rate structure, different sizes of water meters are assigned different "blocks" or "tiers,"
which are essentially volume limits for water usage. The price per unit of water (e.g., per CCF, where 1
CCF = 100 cubic feet) vary based on the tier in which a custome r’s usage falls. Since the current rate
structure varies the tier breakpoints by meter size, a test of reasonableness was conducted on the tier
blocks. The table below identifies the current tiers.
Table 18 – Tier Breakpoints by Meter Size
Meter Size Tier One Tier Two Tier Three
3/4 0-4 CCF 5-15 CCF Excess
1 0-7 CCF 8-25 CCF Excess
1.5 0-15 CCF 16-50 CCF Excess
2 0-23 CCF 24-80 CCF Excess
3 0-47 CCF 48-159 CCF Excess
4 0-73 CCF 74-249 CCF Excess
6 0-145 CCF 146-498 CCF Excess
8 0-233 CCF 234-797 CCF Excess
10 0-610 CCF 611-2,092 CCF Excess
12 0-770 CCF 771-2,640 CCF Excess
Water Division
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Water Cost of Service & Financial Projection Page 20
The current AWL rates for each tier are listed in Table 19.
Table 19 – Tier Breakpoints by Meter Size
Customers meter size is based on their potential maximum usage of water and ensures the meter has
the capacity to provide the customers water requirement. It is a reasonable assumption that the
average usage for a ¾ inch customers (13.5 ccf/month) would be less than the average usage for a
customer with a 2 inch meter (107 ccf/month) and this was confirmed through review of the monthly
billing statistics.
To determine the reasonableness of the tier breakdowns, UFS compared the current tier level by meter
size (Cap Ratio) to AWWA meter capacity ratios. The section below describes this process.
The Cap Ratio: This ratio is calculated by dividing the cap on each tier by the cap on the base (3/4 inch)
tier. For example, with a 4-inch meter cap of 73 CCF and a base (3/4 inch meter) cap of 4 CCF, this ratio
is 73/4 = 18.25.
The Meter Capacity Ratio: This ratio is derived from the meter demand ratios used in the cost of service
study and taken from AWWA’s M-1 Manual. For example, a 4-inch meter capacity ratio is 16.67.
UFS used these comparisons to test the reasonableness of the tier block sizes – essentially, whether the
cap ratios are in line with what the cost of service study suggests they should be based on the meter
sizes.
For most meter sizes, the cap ratio is similar to the meter capacity ratio, suggesting that the tier block
sizes are set appropriately.
The reasonableness test described is a sensible way of checking whether the tier block sizes are set at
appropriate levels relative to the cost of providing service to customers with different meter sizes .
Table 20 and Table 21 show the results of the comparison.
Table 20 – Tier One Block Usage Test
Tier Base Rate
Cost
Adjustment Current Rate
Tier One 1.14$ 0.62 1.75$
Tier Two 1.86$ 0.62 2.47$
Tier Three 2.34$ 0.62 2.96$
Current Rates
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Water Cost of Service & Financial Projection Page 21
Table 21 – Tier Two Block Usage Test
Meter Size Tier One Cap
Ratio of Tier
Block to Base
Usage
Meter
Capacity
Ratio
3/4 4 1.00 1.00
1 7 1.75 1.67
1.5 15 3.75 3.33
2 23 5.75 5.33
3 47 11.75 10.67
4 73 18.25 16.67
6 145 36.25 33.33
8 233 58.25 93.33
10 610 152.50 140.00
12 770 192.50 176.67
Meter Size
Tier Two
Cap
Ratio of Tier
Block Cap to
Base Usage
Meter
Capacity
Ratio
3/4 15 1.00 1.00
1 25 1.67 1.67
1.5 50 3.33 3.33
2 80 5.33 5.33
3 159 10.60 10.67
4 249 16.60 16.67
6 498 33.20 33.33
8 797 53.13 93.33
10 2092 139.47 140.00
12 2640 176.00 176.67
Water Division
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Water Cost of Service & Financial Projection Page 22
Analysis of Usage Patterns Within Each Block
To determine the cost based rate differentials for each block, UFS used the base/extra capacity method
consistent with AWWA’s M1 rates manual which consists of the following steps:
• Monthly usage for each tier
• Establishment of average day to max day ratio for each tier
• Establishment of average day to peak day ratio for each tier
Monthly usage for each tier: UFS analyzed monthly billed usage for each tier to identify usage patterns.
The chart below is a graphical depiction of the monthly usage pattern for each of the three tiers.
As can be seen tier one (Blue line) usage is fairly consistent each month, indicating that the
infrastructure built to serve this tier is used consistently throughout the year and greater utilization of
infrastructure provided.
To allocate costs to each tier, UFS compared the average daily consumption with the average
consumption during the maximum (peak) month. This identifies how efficiently the infrastructure is
used at each tier level. For example, tier one has max day consumption of 4,146 and average day
consumption of 4,112, compared to tier two that requires capacity to provide 8,169 but only uses 6,994
per day.
Table 22 – Max Month to Average Day Ratio
-
50,000
100,000
150,000
200,000
250,000
300,000
Jan Feb Apr May Jun Jul Aug Sep Oct Nov Dec
Tier Usage by Month
Tier One Tier Two Tier Three
Tier Level
Average Daily
Conumption
Average
Day Max
Month
MM/AD
Ratio
1 4,112 4,146 1.01
2 6,994 8,169 1.17
3 6,210 9,138 1.47
Water Division
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Water Cost of Service & Financial Projection Page 23
Table 22 gives an indication of how variable the usage is for each tier. Tier one requires 1% additional
capacity during the peak month compared with the average usage. Tier two requires 17% more sy stem
capacity at peak compared to its average usage. Tier three requires 47% additional capacity compared to
tier three average usage. A lower ratio of average to max day suggests a more consistent usage pattern
which generally translates into a lower cost of service since it means the infrastructure is being used
more evenly and predictably.
Development of Allocation Factors to Tiers
Allocation factors were developed to allocate treatment, transmission, and distribution costs. The most
significant allocators used in the cost of service study include base, max day and max hour.
Base Cost related to the average day production and treatment of water.
Max Day Cost above the average day treatment of water, determined by the ratio of
average day consumption in the maximum month to the annual average-
day consumption.
Max Hour Cost associated with the maximum hour of consumption, determined by
the ratio of the max hour factor to annual average day consumption.
The cost allocation for each tier is shown in Table 23.
Table 23 – Tier Expense Breakdown
Tier Level Treatment Distribution Transmission Total
One 3,486,215$ 394,361$ 58,720$ 3,939,297$
Two 6,250,818 793,214 109,880 7,153,912
Three 6,048,715 894,352 113,091 7,056,157
Total 15,785,748$ 2,081,927$ 281,691$ 18,149,366$
Water Division
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Water Cost of Service & Financial Projection Page 24
Balance Tier One With Fixed Distribution Cost Recovery
ALW has a separate Meter Service Charge based on meter size and is designed to recover a portion of
ALW’s fixed costs. The portion recovered in the meter charge is based on a “minimum sizing
requirement,” which reflects a basic level of system capacity. Cost in excess of the minimum sizing is
recovered through usage charges in each tier. This will create an “overcharge” within the first block
(Tier One) if the usage charge is not adjusted to reflect the minimum sizing capacity recovered in the
customer charge. Table 24 shows the reallocation of the minimum distribution system capacity.
Table 24 – Average Rate By Tier
Tier Level Cost Allocated
Realocation of
Minimum
System
Total Allocated
Costs Usage in Block Average Rate
One 3,939,297$ (954,826) 2,984,471 1,500,826 1.99
Two 7,153,912$ 505,751 7,659,663 2,552,743 3.00
Three 7,056,157$ 449,075 7,505,232 2,266,674 3.31
Water Division
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Water Cost of Service & Financial Projection Page 25
Analysis of Average Commodity Charge
The commodity charges are generated by classifying the trial balance accounts from the general ledger
for the test year into common cost pools. The costs are then functionalized into variable components
and allocated to each meter based on allocation factors. The cost based commodity rates are broken
down by meter size and listed in Table 25 below. The rate provided shows the average use by meter size
across the three tiers.
Table 25 – Commodity Charge Breakdown
Commodity Allocation Factors
Treatment Base Cost related to the average day production and treatment of water.
Treatment MD Cost above the average day treatment of water, determined by the ratio of average
day consumption in the maximum month to the annual average-day consumption.
Transmission
Base
Average-day cost to transport between the treatment plant and local distributio n
lines.
Transmission MD Cost above the average day transmission of water, determined by the ratio of
average day consumption in the maximum month to the annual average-day
consumption.
Transmission MH Cost associated with the maximum hour of consumption, determined by the ratio
of the max hour factor to annual average day consumption.
Distribution Base The cost associated with the average day use of the distribution facilities.
Distribution MD Cost above the average day consumption, determined by th e ratio of maximum
month to the annual average-day consumption.
Distribution MH Cost associated with the maximum hour of consumption, determined by the ratio
of the max hour factor to annual average day consumption.
Rate Class - Unit Costs
Treatment
Base
Treatment
MD
Distribution
Base
Distribution
MD
Distribution
MH
Transmission
Base
Transmission
MD
Transmission
MH
Usage:
Unit Cost
Usage:
Current
Rates
3/4" Meter 1.91$ 0.66$ 0.08$ 0.01$ 0.24$ 0.03$ 0.01$ 0.01$ 2.95$ 2.40$
1" Meter 1.91 0.61 0.08 0.01 0.24 0.03 0.01 0.01 2.89 2.36
1.5" Meter 1.91 0.61 0.08 0.01 0.24 0.03 0.01 0.01 2.90 2.49
2" Meter 1.91 0.60 0.08 0.01 0.24 0.03 0.01 0.01 2.89 2.62
3" Meter 1.91 0.67 0.08 0.01 0.24 0.03 0.01 0.01 2.96 2.67
4" Meter 1.91 0.58 0.08 0.01 0.24 0.03 0.01 0.01 2.86 2.69
6" Meter 1.91 1.09 0.08 0.02 0.27 0.03 0.01 0.01 3.42 2.84
8" Meter 1.91 0.69 0.08 0.01 0.25 0.03 0.01 0.01 2.99 2.42
10" Meter 1.91 1.39 0.08 0.03 0.29 0.03 0.02 0.01 3.76 2.35
5/8" - 3/4" Meter Lifeline 1.91 1.11 0.08 0.02 0.27 0.03 0.01 0.01 3.45 2.37
12" Fire Service 1.98 1.79 0.09 0.03 0.35 0.03 0.02 0.02 4.31 1.75
1" Fire Service 1.91 5.08 0.08 0.10 0.54 0.03 0.07 0.03 7.83 1.75
2" Fire Service 1.91 0.74 0.08 0.01 0.25 0.03 0.01 0.01 3.04 1.88
3" Fire Service 1.91 0.40 0.08 0.01 0.23 0.03 0.01 0.01 2.67 2.49
4" Fire Service 1.98 0.45 0.09 0.01 0.25 0.03 0.01 0.01 2.82 2.51
6" Fire Service 1.98 1.16 0.09 0.02 0.30 0.03 0.02 0.02 3.62 2.71
8" Fire Service 1.98 1.72 0.09 0.03 0.35 0.03 0.02 0.02 4.24 1.75
10" Fire Service 1.98 1.79 0.09 0.03 0.35 0.03 0.02 0.02 4.31 1.75
12" Meter Special Zone 1.98 0.98 0.09 0.02 0.29 0.03 0.01 0.01 3.41 2.82
Golf Course Rate 1.98 1.20 0.09 0.02 0.31 0.03 0.02 0.02 3.66 2.46
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 26
Unbundling Process
The cost of treatment, distribution, customer-related, and fire protection are identified as part of the
unbundling process and are the first step in determining unbundled charges to customers. The total fiscal
year 2024 revenue requirements of $27.2M are separated into four categories identified in Figure 1.
The expenses consist of customer-related costs 24%, distribution costs 9%, treatment costs 60%, and fire
protection costs 7%. These components are broken down into each of the subcomponents and are
identified in the following sections.
Figure 1 – Breakdown of Cost Structure
Expense Type Amount Percentage
Treatment / Water Quality 16,450,318$ 60%
Distribution / Transmission 2,463,396 9%
Customer-Related 6,502,799 24%
Fire Protection 1,829,148 7%
Total 27,245,661$ 100%
Water Division
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Water Cost of Service & Financial Projection Page 27
Distribution Cost Breakdown
Total distribution costs of $2.5M for fiscal year 2024 are broken down into the main components in Figure
2 below: Distribution, Pumping, Storage, and Transmission. Classification of distribution expenses into
the main components is based on plant net book value of corresponding assets.
Figure 2 – Breakdown of Distribution Costs
Each of these components are allocated to customer groups based on certain factors established in the
study, such as the length of line extensions to reach certain customer classes. The distribution -related
costs are separated into the customer charge based on the cost to provide a minimum amount of water
to the customer, and the usage component expressed as a rate per CCF. Pumping and transmission costs
are allocated into the usage component of the rates.
Water Division
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Water Cost of Service & Financial Projection Page 28
Treatment Cost Breakdown
Total treatment costs of $16.5M for fiscal year 2024 are broken down into the main components in Figure
3 below: Treatment and Source of Supply.
Figure 3 – Breakdown of Treatment Costs
Each of these components are allocated to customer groups based on certain factors established in the
study, such as the amount of water used and the peaking requirements of customer class.
Water Division
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Water Cost of Service & Financial Projection Page 29
Customer-Related Cost Breakdown
ALW’s total expenses for direct customer-related costs are $6.5M for fiscal year 2024. The cost is broken
down into the following components in Figure 4.
Figure 4 – Breakdown of Customer Costs
Direct customer-related costs are allocated to rate classes based on cost of meters, minimum sizing
requirements, customer service and billing costs for each customer class and meter size.
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 30
Fire Protection Cost Breakdown
ALW‘s total expenses for fire protection costs are $1.8M for fiscal year 2024. Fire protection costs are
allocated to fire protection classes based on the potential fire flow requirements determined by the
number and size of the fire lines.
Figure 5 – Breakdown of Fire Protection Costs
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Azusa Light & Water
Water Cost of Service & Financial Projection Page 31
Combined Cost Summary
Table 26 compares the cost of service rates for each customer class with the current rates. Charging these
rates would directly match the cost of providing service to each customer class shown below.
Table 26 – Total Costs by Customer Class
The table above compares the current customer charges with the cost -based customer charges and
identifies the cost-based commodity rates, averaged for each class.
Customer Class
Cost of Service
Meter $/Month
Current Meter
$/Month
Cost of Service
Commodity by
Class
Current
Commodity
Charge
3/4" Meter $ 17.44 $ 15.75 $ 2.95 $ 2.40
1" Meter 34.11 25.71 2.89 2.36
1.5" Meter 60.60 50.53 2.90 2.49
2" Meter 90.74 80.32 2.89 2.62
3" Meter 167.11 159.75 2.96 2.67
4" Meter 251.37 249.12 2.86 2.69
6" Meter 474.95 497.35 3.42 2.84
8" Meter 1,211.63 795.22 2.99 2.42
10" Meter 1,790.43 2,086.02 3.76 2.35
12" Meter 2,250.44 3,049.00 3.41 2.82
5/8" - 3/4" Meter Lifeline 17.44 13.55 3.45 2.37
12" Fire Service 766.23 404.45 4.31 1.75
1" Fire Service 4.68 4.27 7.83 1.75
2" Fire Service 11.51 11.70 3.04 1.88
3" Fire Service 25.31 24.55 2.67 2.49
4" Fire Service 48.44 48.21 2.82 2.51
6" Fire Service 128.68 109.05 3.62 2.71
8" Fire Service 276.77 190.17 4.24 1.75
10" Fire Service 485.54 298.33 4.31 1.75
Golf Course Rate 1,790.30 - 3.66 2.46
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 32
3. Significant Assumptions
This section outlines the procedures used to develop the cost of service for ALW and the related significant
assumptions.
Forecasted Operating Expenses
Forecasted expenses were based on 2022 and 2023, and 2024 budget and adjusted for inflation. Table 27
is a summary of the expenses used in the analysis.
Table 27 – Projected Operating Expenses
Unit Sales
No growth was projected for 2024 - 2028. Unit sales were estimated using a 4-year historic average from
2019 – 2023. This assumption was discussed with management.
Inflation
Inflation was assumed at 5% annually.
Depreciation Expense
Depreciation expense was projected based on historical capital additions and discussions with
management on future capital additions.
Description Projected 2024 Projected 2025 Projected 2026 Projected 2027 Projected 2028
Operating Expenses:
Admin and General 6,350,893$ 6,668,438$ 7,001,860$ 7,351,953$ 7,719,551$
Source of Supply 4,123,756 4,329,944 4,546,441 4,773,763 5,012,451
Transmission/Collection 3,706,367 3,891,685 4,086,269 4,290,583 4,505,112
Cost of Sales and Services 7,213,237 7,573,899 7,952,594 8,350,224 8,767,735
Special Franchise Fees 492,042 516,644 542,476 569,600 598,080
Additional Costs for Drought 210,000 220,500 231,525 243,101 255,256
Depreciation Expense 3,841,432 3,978,932$ 4,116,432$ 4,263,307$ 4,419,557$
Total Operating Expenses 25,937,727$ 27,180,042$ 28,477,597$ 29,842,530$ 31,277,742$
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 33
Interest Income
Interest income was forecasted based on projected cash balances and an interest rate of 0.5%.
Capital Improvements
The capital improvement projections were provided by ALW staff. Projections for 2024 - 2028 are outlined
in Table 28.
Table 28 – Capital Improvements Projection
Replacement Water Cost Adjustment Factor “RWCAF”
ALW currently uses a water cost adjustment factor to capture increases cost for the following items:
• RDA Assessment for USGVMWD
• Supplemental water purchases for USGVMWD
• RDA Assessment for SGV
• Replacement water obligation for SGV
Approximately $750,000 of water supply costs are currently built into the base rates. UFS proposes a
true up on the cost adjustment factor for FY 2024. With the FY 2024 rate adjustment the RWCAF factor
charged to customers will decrease from the projected $0.6176 to $0 per CCF. The current RWCAF will
be rolled into the proposed tier commodity rates increasing the CCF rates by 0.6176. In subsequent
years, the current formula will replace the $750,000 included in base rates with $4,712,600. If the costs
exceed this amount the under recovery will roll into the RWCAF and charge d to customers. If the costs
are below the base amount of $4,712,600 the RWCAF will be credited to customers.
Fiscal
Year
Capital
Improvements
Plan
2024 $ 5,500,000
2025 5,500,000
2026 5,500,000
2027 6,250,000
2028 6,250,000
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 34
4. Considerations and Additional Information
Financial Considerations
1. The Utility is projected to require the following increases in rates charged to customers.
2. Cash balances are decreasing without changes in rates. Projected cash balances are below the
suggested minimums during the projection period.
3. Debt Coverage Ratio is below suggested minimum levels throughout the projection period without
changes in rates.
4. The current infrastructure of the Utility is older than the national average. The infrastructure in total
is approximately 56% depreciated compared with the national average between 50% - 55%. It is
important to continue annual system improvements
Fiscal
Year
Projected Rate
Adjustments
Adjusted
Operating
Income
Optimal
Operating
Income
Projected Cash
Balances
City Min
Requirement
Debt
Coverage
Ratio
2024 15.0%2,376,717$ 3,389,700$ 19,551,812$ 19,000,000$ 1.55
2025 9.0%4,609,939 3,461,354 19,640,505 19,000,000 2.80
2026 4.0%4,731,952 3,634,914 19,990,278 19,000,000 2.89
2027 4.0%4,847,960 3,849,217 19,855,183 19,000,000 2.97
2028 4.0%4,957,541 4,083,285 19,985,570 19,000,000 3.06
Description
Projected
2024
Projected
2025
Projected
2026
Projected
2027
Projected
2028
Debt Coverage Ratio
Net Income (1,599,343)$ (2,505,665)$ (3,469,806)$ (4,485,885)$ (5,561,355)$
Add Depreciation/Amortization Expense 3,841,432 3,978,932 4,116,432 4,263,307 4,419,557
Add Interest Expense 1,523,813 1,417,938 1,331,813 1,241,313 1,165,988
Cash Generated from Operations 3,765,901$ 2,891,204$ 1,978,438$ 1,018,735$ 24,189$
Debt Principal and Interest 4,078,813$ 3,097,938$ 3,096,813$ 3,096,313$ 3,095,988$
Projected Debt Coverage Ratio (Covenants)0.92 0.93 0.64 0.33 0.01
ALW Minimum Debt Coverage Ratio 1.25 1.25 1.25 1.25 1.25
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 35
Proposed Rate Design
To meet revenue needs and move classes toward their cost of service, the following rate schedule was
developed for the next five years. The rate schedule includes a “true up” of the water cost adjustment
mechanism (RWCAF) for implementation of Year 1 rates (September 2024). The RWCAF factor preceding
FY 2024 will be determined based on the increase in water rights assessments in the following years.
Further information on determining the RWCAF is outlined in Section 3 of this report.
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 36
Residential Analysis – ¾” Meter
Residential accounts are primarily comprised of ¾” meters. The average use and projected monthly
change in bills are provided by usage level.
Seasonal Average
Average
Consumption
(CCF)
Summer 15.00
Winter 12.00
Total 13.00
Monthly $ Change by Usage
Usage Year 1 Year 2 Year 3 Year 4 Year 5
3 3.11$ 1.07$ 0.71$ 0.73$ 0.74$
6 4.18$ 2.01$ 1.13$ 1.16$ 1.20$
9 5.49$ 3.07$ 1.60$ 1.65$ 1.71$
12 6.80$ 4.14$ 2.06$ 2.14$ 2.22$
13 7.24$ 4.49$ 2.22$ 2.30$ 2.39$
14 7.67$ 4.85$ 2.38$ 2.47$ 2.56$
15 8.11$ 5.20$ 2.53$ 2.63$ 2.73$
18 9.21$ 6.42$ 3.07$ 3.19$ 3.31$
21 10.30$ 7.63$ 3.60$ 3.75$ 3.90$
24 11.40$ 8.84$ 4.13$ 4.31$ 4.48$
27 12.50$ 10.06$ 4.67$ 4.86$ 5.06$
30 13.60$ 11.27$ 5.20$ 5.42$ 5.65$
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 37
Commercial Analysis – 2” Meter
Seasonal
Average
Average
Consumption
(CCF)
Summer 120
Winter 102
Total 108
Monthly $ Change by Usage
Usage Year 1 Year 2 Year 3 Year 4 Year 5
48 28.25$ 16.24$ 8.20$ 8.49$ 8.89$
60 33.49$ 20.49$ 10.07$ 10.45$ 10.93$
72 38.72$ 24.74$ 11.94$ 12.40$ 12.97$
84 43.68$ 29.20$ 13.90$ 14.45$ 15.11$
96 48.06$ 34.05$ 16.03$ 16.68$ 17.44$
102 52.45$ 38.91$ 18.17$ 18.92$ 19.78$
108 52.45$ 38.91$ 18.17$ 18.92$ 19.78$
120 56.84$ 43.77$ 20.30$ 21.15$ 22.11$
132 61.23$ 48.63$ 22.44$ 23.39$ 24.44$
144 65.62$ 53.49$ 24.57$ 25.62$ 26.77$
156 70.01$ 58.35$ 26.71$ 27.85$ 29.11$
Water Division
Azusa Light & Water
Water Cost of Service & Financial Projection Page 38
Drought Rate Schedule
If conservation efforts increase beyond the currently expected levels, ALW still holds a fiduciary
responsibility to meet revenue requirements. Drought rates are developed for use when conservation
required by the State increases or if the Utility Board declares more severe drought stages. The intent of
the drought rate is to ensure ALW can meet financial obligations under such conditions.
The drought rate analysis takes into account the reduction in actual water usage through the
conservation efforts. To conduct the analysis, UFS quantified the projected revenue shortfall per unit,
with adjustments for reduced pumping and treatment expense, under various phases of conservation.
Level of Consumption
Total Expected
Consumption (ccf)
Baseline 6,342,472
"-5% From Baseline"6,025,349
"-10% From Baseline"5,708,225
"-15% From Baseline"5,391,102
"-20% From Baseline"5,073,978
2024 2025 2026 2027 2028
Commodity Charges Tier Year 1 Year 2 Year 3 Year 4 Year 5
1 2.05$ 2.29$ 2.40$ 2.51$ 2.62$
2 3.06 3.42 3.58 3.74 3.91
3 3.52 3.92 4.10 4.29 4.49
Golf Course 3.26 3.64 3.80 3.98 4.17
1 2.11$ 2.35$ 2.46$ 2.57$ 2.68$
2 3.16 3.51 3.67 3.84 4.01
3 3.64 4.05 4.23 4.42 4.61
Golf Course 3.35 3.73 3.90 4.08 4.26
1 2.18$ 2.42$ 2.52$ 2.63$ 2.75$
2 3.26 3.62 3.78 3.94 4.12
3 3.77 4.18 4.36 4.55 4.75
Golf Course 3.46 3.84 4.01 4.18 4.37
1 2.25$ 2.49$ 2.60$ 2.71$ 2.82$
2 3.39 3.74 3.90 4.07 4.24
3 3.93 4.33 4.51 4.70 4.90
Golf Course 3.58 3.96 4.13 4.30 4.49
COMMODITY DROUGHT RATE SCHEDULE
Drought Phase I Level of Conservation
-5% from Baseline
Drought Phase II Level of Conservation
-10% from Baseline
Drought Phase III Level of Conservation
-15% from Baseline
Drought Phase IV Level of Conservation
-20% from Baseline