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<br />1. 1 00 acres of bluegrass sod will need to be replaced annually with either <br />natural plants or Xeriscape and irrigated appropriately. 100 acres is larger <br />in area than Denver's Cheesman Park or Bible Park. <br />2. All new homes and home sales will need to be inspected or audited for <br />water efficiency; this amounts to approximately 10,000 homes per year. <br />3. Denver Water will need to contract with 350 commercial and industrial <br />customers to achieve demand reductions. Many more business <br />properties will undergo a conservation diagnostic visit under this measure <br />even if the business is not a candidate to sign a water savings contract. <br />4. 5,500 customers will need to replace their inefficient washing machines <br />with high-efficiency washers. If the 2006 participation is any indication of <br />future success (Denver Water paid $1,590,600 to customers who replaced <br />7,953 washers) then this is a very achievable goal. <br /> <br />Tap-Smart Plan Measures <br /> <br />The measures in the first draft of this plan were derived from a combination of <br />assumptions and predictions in the Decision Support System (DSS) model, from <br />experiences of other water providers around the world, and from discussions with <br />experts in strategy development. (The DSS Model is a huge EXCEL <br />spreadsheet designed by Maddaus and Associates for use in water conservation <br />program planning.) Those measures and costs were shown in Table 1. The <br />measures in this Tap-Smart Plan have not changed significantly since the first <br />draft of the Plan. Staff expanded the lower cost measures where possible. The <br />Board has the flexibility to reduce or eliminate higher cost measures each year in <br />the annual budget process. <br /> <br />The expected costs and demand reductions are included as well as the <br />calculated payback period for both the Board and the customer. The Board's <br />costs are those paid through rebates and incentives, as well as the expense of <br />implementing and administering the measures. Customer costs are the <br />additional amounts for water fixtures and landscape changes that are not paid by <br />the Board through rebates and incentives. The savings represent sustained, <br />annual water use reductions. Rate increases will be sufficient to recover costs as <br />required by the Charter of the City and County of Denver. <br /> <br />The customer's payback period has been calculated for each measure and is <br />shown in Appendix D. The customer payback period was calculated by <br />comparing the customer specific costs of each measure and the financial savings <br />the customer would receive through water, wastewater and energy bills. <br /> <br />By using 50 percent less water with an efficient clothes washer the customer <br />saves approximately $60 per year through water, wastewater and energy bills. <br />The payback period is approximately 3.3 years ($200 costs / $60 savings per <br />year). The payback period represented in Appendix D is the standard calculation <br />in the industry. It does not, however, use the avoided cost of new supply in the <br />calcu lation. <br /> <br />17 <br />