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1-2 I t I , I , I - I I - I I , 1 I j, I I ,I the staff in addressing performance-limiting factors and identify other improvements. We consid,:r the maximum capacity at the present WTP to be 1.5 MGD. The distribution system has two pressure zones, roughly defined as 1) downtown and east including Stone Canyon to elevation 5422 and 2) higher lands including Russell Subdivision and Eagle Canyon to elevation 5584. The Apple Valley Road area (outside the town limits) is served but some problems exist at the higher services. Similarly, computer modeling of the system shows that inadequate fire flow capability exists in the north part of down town including Russell Subdivision due mainly to elevation. Fire flows are also insufficient south of the river, due mainly to insufficient pipe sizes and lack oflooped piping networks. The existing storage capacity of 1.35 MG is adequate but close to the requirement. Recommended improvements should be done as soon as practicable: a 12" diameter backbone distribution line downtown, a 1.0 MG (minimum) storage tank south of Lyons Valley Park and a new storage tank above the Russell Subdivision and other minor upgrades. Additionally, the transmission line from the WTP to town should get a through analysis since it :is the only link to existing storage. Water metering in Lyons is a continuing issue. Ofthe 560 water accounts, about 276 are without meters and billed on a flat rate. Analysis of the water consumption data shows that flat rate customers used 2.7 times as much water as metered customers in 1994, on average. Analysis also showed that they paid less than Y, as much per 1000 gallons. The report develops costs for conversion to metered services, ranging from about $666 to $871 depending upon the program adopted and the difficulty of the installation. When the whole program is considered, including the needed upgrades in meter-reading technology and billing, program cost ranges from $200,000 to $256,000 (1996$). The current water capital improvements are budgeted at $874,000, These include a reconstructc:d diversion structure and WTP improvements but do not include a meter program as yet. Financial impact analysis shows that the contemplated debt to fund the current improvements is $780,500, or about $61,000 per year. Timing is good because a large bond debt was retired by the water enterprise in November 1995. Operations/maintenance costs will increase accordingly and are allowed for in the budget revisions, Projected OVer a 10-year time line, total estimated cost for each water account is about $36.00 per month. As a result of the preliminary cost analysis and separme work by staff, the Town raised the water rates in March 1996. In summary, demand on the water system is very likely to increase, requiring planning for additional capital improvements. Treatment capacity after the current improvements will be at (1.2/1,5 = 0.8) 80 percent. Master planing should begin soon. It would include a new 1.0 MGD treatment facility, probably in the east part of town and expansion of the distribution/storage system. Planning would include the detailed assessment of raw water supply and deliveries to the points of diversion. The plan would also layout the other improvements, making it easier to discuss the system needs with developers and commercial interests to make an-angements for fair allocation of costs.