Irrigation Leader November/December 2013

Volume 4 Issue 10

November/December 2013

Making Every Drop Count: A Conversation With Jim Barrett of Coachella Valley Water District

Leadership Provides Water Solutions

By Kris Polly

W

ater, like leadership, has no substitute.

Solutions to water problems require leadership.

With the exception of a timely rain, solutions to water problems do not happen on their own. This issue of Irrigation Leader magazine focuses on California, a state with arguably some of the most far-reaching and devastating water problems. Each article in this issue highlights the importance of leadership in finding and creating solutions to these problems.

In our cover interview, Coachella Valley Water District General Manager Jim Barrett discusses how his career in the U.S. Navy was instrumental to his success in the irrigation business. Steve Bigley explains the costs associated with treating water for naturally occurring chromium-6 and the value of using imported Colorado River water. Maria Gutierrez describes the impact of endangered species act decisions on the Latino community in the Central Valley of California and how her organization is leading the way to sensible water policies. Candace Nelson tells us how the Imperial Valley Conservation Research Center is leading on a host of irrigation uses. Dan Keppen, Jason Peltier, and Randy Record all discuss the path forward for finding

comprehensive and effective solutions to California’s water supply problems. Rusty Jardine and Jim Abercrombie of the Truckee-Carson and El Dorado irrigation districts respectfully, show leadership in addressing the challenges of their districts. Damien Pearson describes how extreme drought in Australia spawned an innovative and “smart” canal gate technology now used around the globe. Finally, Garry Brown and Kent Johnson show us there are always better and more efficient solutions; whether it is an innovative valve design or state-of-the-art water tracking, accounting, and delivery software.

We hope you enjoy this issue of Irrigation Leader.

As with our past issues, every person written about is a leader. All work hard to find and create water solutions.

This magazine applauds their efforts and the tremendous examples they set for the western water community.

Kris Polly is editor-in-chief of Irrigation Leader magazine and president of Water Strategies LLC, a government relations firm he began in February 2009 for the purpose of representing and guiding water, power, and agricultural entities in their dealings with Congress, the Bureau of Reclamation, and other federal government agencies.

He may be contacted at Kris.Polly@waterstrategies.com.

The Water and Power Report www.WaterAndPowerReport.com The Water and Power Report is the one-stop aggregate news site for water and power issues in the 17 western states. Sign up for the free “Daily” service to receive e-mail notice of the top headlines and press releases each business day.

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Irrigation Leader

NOVEMBER/DECEMBER 2013

C O N T E N T S 2 Leadership Provides Water Solutions

Volume 4

Issue 10

Irrigation Leader is published 10 times a year with combined issues for November/December and July/August by: Water Strategies LLC P.O. Box 100576 Arlington, VA 22210 Staff: Kris Polly, Editor-in-Chief John Crotty, Senior Writer Robin Pursley, Graphic Designer Capital Copyediting, LLC, Copyeditor SUBMISSIONS: Irrigation Leader welcomes manuscript, photography, and art submissions. However, the right to edit or deny publishing submissions is reserved. Submissions are returned only upon request.

ADVERTISING: Irrigation Leader accepts one-quarter, half-page, and full-page ads. For more information on rates and placement, please contact Kris Polly at (703) 517-3962 or Irrigation.Leader@waterstrategies.com.

CIRCULATION: Irrigation Leader is distributed to irrigation district managers and boards of directors in the 17 western states, Bureau of Reclamation officials, members of Congress and committee staff, and advertising sponsors. For address corrections or additions, please contact our office at Irrigation.Leader@waterstrategies.com.

Copyright Š 2013 Water Strategies LLC. Irrigation Leader relies upon the excellent contributions of a variety of natural resources professionals who provide content for the magazine. However, the views and opinions expressed by these contributors are solely those of the original contributor and do not necessarily represent or reflect the policies or positions of Irrigation Leader magazine, its editors, or Water Strategies LLC. The acceptance and use of advertisements in Irrigation Leader do not constitute a representation or warranty by Water Strategies LLC or Irrigation Leader magazine regarding the products, services, claims, or companies advertised.

COVER PHOTO: Jim Barrett, general manager of Coachella Valley Water District. Photo by staff of Coachella Valley Water District.

Irrigation Leader

By Kris Polly

4 Making Every Drop Count: A Conversation With Jim Barrett of Coachella Valley Water District

9 Addressing Chromium-6 in the Coachella Valley

By Steve Bigley

10 The Impact of ESA Decisions on the Latino Community in the Central Valley

By Maria Gutierrez

14 Imperial Valley Conservation Research Center

By Candace Nelson

18 California Water Could Benefit From Using the Right Kind of Discretion

By Dan Keppen

22 The Challenge of Moving the Bay Delta Conservation Plan Forward

By Jason Peltier

District Focus: 26 Truckee–Carson Irrigation District

By Rusty Jardine

BOARD MEMBER PROFILE: 28 Jim Abercrombie, El Dorado Irrigation District General Manager

International: 34 Drought in Australia: From Crisis to Innovation

By Damien Pearson

Water Law: 36 California Water Agencies Advance Dialog With Statewide Water Action Plan

By Randy Record

THE Innovators: 38 The Brown Weight Valve: A Simple Solution for Maintaining Water Levels

40 IT Solutions for Water Providers: TruePoint Solutions

46 CLASSIFIED LISTINGS 3

Jim on the Coachella Branch of the All American Canal. This canal brings Colorado River Water from the All American, 123 miles away, to the Coachella Valley via gravity.

Making Every Drop Count:

J

A Conversation With Jim Barrett of Coachella Valley Water District

im Barrett has his hands full. He leads a complex water district formed in 1918 to protect and conserve water sources that serve 1,000 square miles of the arid Coachella Valley in Riverside County, California. The Coachella Valley Water District’s (CVWD’s) 500‑person staff delivers irrigation and domestic water, collects and recycles wastewater, provides regional storm water protection, replenishes the groundwater basin, and promotes water conservation.

CVWD’s annual 330,000 acre-foot allotment of Colorado River water, delivered via the Coachella Canal, directly supports approximately 1,000 irrigation accounts, including 28 golf courses and more than 65,000 irrigated farm acres.

Farms in the Coachella Valley produce a variety of fruits, vegetables, and grains—including dates, grapes, lemons, carrots, peppers, and sorghum—that in 2012 were valued at more than $575 million. The district also delivers potable

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water to 108,000 homes and businesses. The domestic side generates 35 percent of district revenues, while irrigation accounts for approximately 1 percent.

Jim is relatively new to the water business, but he brings a wealth of facilities and property management experience to the job. He spent 28 years in the Navy Civil Engineer Corps managing onshore facilities and ensuring smooth transitions through the large-scale base closures of the 1990s. He retired as a captain. In 2006, he became director of water for the City of San Diego and then moved on to become director of public utilities (water and wastewater). Jim became general manager of CVWD in April 2013, 2 years after joining the administration. Irrigation Leader’s editor-in-chief, Kris Polly, spoke to Jim about the challenges of water conservation and facilities improvements and about making the most of a precious resource.

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Kris Polly: Please tell our readers about some of CVWD’s recent water conservation efforts.

Jim Barrett: We are conducting a pilot project that would automate deliveries of canal water. Back in the 1970s, CVWD had started planning canal automation and telemetry, but due to a variety of factors, we continue to run the system predominantly through manual labor.

It is very labor intensive—zanjeros go out and open the valves to balance the system as delivery orders come in.

The goal of the pilot project is to automate the delivery of 2,500 acre-feet and see how successful we are from there.

We also incentivize conservation measures for our agricultural customers. Ten years ago, we hired a consultant to teach farmers to use scientific irrigation scheduling and salinity control methods, as well as to work with them to move from flood irrigation to microirrigation. Those who participated reduced water use by 14 percent.

We are looking at expanding our delivery system to provide additional irrigation. The first location we are investigating is the Oasis Slope on the eastern side of the valley. The $25 million project would bring in another 6,500 acres of farmland with 20 miles of additional pipeline. It will be a pumped system, and the beneficiaries will pay a surcharge.

We also use Colorado River water for groundwater replenishment. Some of our farmers pull water out of the ground to irrigate, which is a concern because of overdraft, the risk of subsidence, and ultimately higher pumping costs as the groundwater level falls. Some of those folks are on the Oasis Slope, so we’re hoping that by providing the expanded river water irrigation, we can reduce the number of customers relying on the aquifer. Along those lines, CVWD constructed the Thomas E. Levy Groundwater Replenishment Facility in 2009. We’re able to put 40,000 acre-feet of Colorado River water back into the ground each year.

We partner with the Desert Water Agency for replenishment at the Whitewater Groundwater Replenishment Facility on the western end of the valley.

With the Desert Water Agency, we are the equivalent of the third-largest contractor of the State Water Project (SWP) system. Together, our combined allocation provides almost 195,000 acre-feet from the SWP annually. There’s no physical connection to the system, so through an exchange agreement with the Metropolitan Water District of Southern California (MWD), we trade SWP water drop for drop for Colorado River water.

At the Whitewater facility, the geology is such that we were able to make the facility larger as demand for water within the valley has increased. As you move down valley, we have an aquitard that separates the upper and lower aquifers around La Quinta. The lower aquifer holds Irrigation Leader

older, cleaner water, while the upper aquifer holds all the agricultural runoff operations. The aquitard limits our ability to place effective replenishment facilities in the eastern part of the valley.

Kris Polly: Please describe your work on the Whitewater Replenishment Facility.

Jim Barrett: The Whitewater River carries mountain runoff and water imported from MWD into the Whitewater Replenishment Facility to supplement the CVWD aquifer. In 2009, large storm water flows brought a lot of sediment into the facility and its waterways. For the past few years, we have been restoring and improving the facility. We decided it was best to move the leader channels out of the storm water channels to the south side of the facility to prevent future damage during similar storms.

We’re continuing to dredge out sediment and relocate radial and intake gates, so they are not quite as exposed should there be another storm. In essence, we are isolating the facility and letting storm water flow down storm water channels as it should to avoid the sedimentation that clogs up percolating ponds at the facility. The end result will improve replenishment efforts and reduce the risk of storm water damage Kris Polly: What are the biggest challenges Coachella is facing now?

Jim Barrett: The biggest challenge on the irrigation side is finding productive ways to not only best utilize the water we are receiving from the Colorado, but to make sure we have an effective plan to utilize the additional 100,000 acre-feet we are getting from the Quantified Settlement Agreement, which does not include an extra 35,000 acre-feet of Colorado River water in an agreement between CVWD and MWD. Overshadowing all of that is the Bureau of Reclamation’s Colorado River Basin Study, which is forecasting drought. If you put a lot of stock in the most recent models, there could be areas as dry as a parking lot two years from now, while Lake Powell will not have enough water to generate power and Las Vegas will have a tough time drawing water out of Lake Mead.

We are part of a team working to find a regional solution. Those solutions may cause us to forgo some initiatives in order to truly make use of every drop available. We have dedicated a lot of energy into getting as much water as possible for the district, and the last thing we want to say is that we don’t need it in advance of some actual crisis. The challenge is to use what we have productively and effectively.

We provide water to more than 100 golf courses—large irrigation users—and have been working to incentivize a 5

move from groundwater use to Colorado River or recycled water. Golf is an extremely competitive business in the area, and local golf resorts are very aware of pumping and irrigation costs. In addition to the 28 golf courses on Colorado River water, we have 22 golf courses on a blend of recycled and Colorado River water, and we are actively working to add more to the nonpotable supply.

The replenishment and recycling takes us to the Agua Caliente lawsuit. The tribe would prefer that we leave all the water in the ground and not put any more Colorado River water into the aquifer. The tribe argues that Colorado River water is degrading the quality of groundwater. It is an ironic claim because the State of California is in the process of declaring the water in some areas of the aquifer to be unfit for human consumption unless treated to remove the naturally occurring presence of chromium-6.

A draft maximum contaminant level (MCL) standard for drinking water was floated in August with a 45‑day comment period. We project that if the draft standard of 10 parts per billion—equal to 10 drops per 10,000 gallons—is adopted, CVWD will have to make a significant initial capital investment upward of $500 million and increase annual operating costs by $60 million. That could effectively increase the cost to our domestic users by more than an extra $50 a month. The state is obligated to evaluate the health risk due to the presence of that contaminant with the economic cost of remediating it. The economic impact seems to have been grossly underestimated.

California will be the first state in the union to have a naturally occurring chromium-6 only standard for drinking water. The Environmental Protection Agency has a standard of 100 parts per billion for total chromium.

The proposed California standard is far more aggressive.

We believe our chromium-6 comes from rocks, located particularly near fault lines. The San Andreas Fault runs through the northeast part of the valley. We have the presence of serpentine rock along the San Andreas, and through degradation of that rock, chromium-6 is released.

Half our wells will be impacted.

One of the benefits of Colorado River water is that it doesn’t have any chromium-6 in it, and where we have been doing replenishment activities, we’ve found that our wells are within the standard. Near the Levy facility, we’ve found that where wells were once 15 parts per billion, they are now below detectable levels. Replenishment has diluted the presence of chromium-6.

Kris Polly: What is the most important thing you have learned that has helped you succeed in your position as manager?

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Jim holding a piece of microirrigation tape, which is buried in the center of these rows of artichokes. Irrigation water never sees the light of day, as it is delivered at the root zone of the plant.

Jim Barrett: Being politically sensitive to my elected board members. In the military, we didn’t have elected board members. . . . As long as I did what my boss wanted, I was okay. With the City of San Diego, I was constantly doing outreach to special-interest groups, so we could line up the votes the mayor needed. Being able to communicate why I need to do the things I need to do is very important—not only for the board to defend the actions the district needs to take, but also so my customers know that their money is being put to good use.

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Addressing Chromium-6 in the Coachella Valley

By Steve Bigley

T

he California Department of Public Health has recently proposed a drinking water standard of 10 parts per billion for chromium‑6 that, if adopted, would be the first in the nation. Almost all the drinking water Coachella Valley water agencies provide comes from groundwater sources, and about half of these sources contain chromium‑6 levels above the proposed standard.

Coachella Valley Water District (CVWD) has unique experience installing and operating treatment facilities that remove naturally occurring arsenic and chromium‑6 in the east Coachella Valley. Based on this experience, CVWD estimates the annual cost to Coachella Valley ratepayers will be close to $100 million to comply with the proposed chromium‑6 standard. California’s estimated annual compliance cost is $156 million for the whole state. The annual cost to each CVWD domestic water customer is expected to exceed $500.

However, wells near the groundwater replenishment facilities, where Colorado River water is put into the basin, will be spared this need for costly treatment.

Blending sources of water has long been a successful technique for water purveyors attempting to match quality to use. This arrangement in the Coachella Valley, though, may help reduce the tremendous costs associated with the new chromium‑6 standard.

The Desert Water Agency and CVWD have a longstanding arrangement with Metropolitan Water District to trade their combined State Water Project allotment for an equal amount of Colorado River water. This arrangement has been beneficial to all parties in several different ways, but the proposed maximum contaminant level for chromium‑6 has highlighted a new benefit for the residents of the Coachella Valley.

Colorado River water entering facilities that replenish the aquifer has no measurable chromium‑6, and groundwater sources located close to those facilities have chromium‑6 levels below the proposed limit. The Desert Water Agency has conducted an analysis of chromium‑6 levels since the proposed standard was announced. Those data were combined with CVWD’s chromium‑6 testing to create a contour map that clearly demonstrates lower levels of chromium‑6 near Colorado River water replenishment activities.

The importation of Colorado River water to the Coachella Valley has always been vital to the region’s growth and sustainability. The agreement to trade the State Water Project allotment to Metropolitan Water District of Southern California for Colorado River water was a wise management decision that saved taxpayers millions of dollars that would have been spent to extend the infrastructure to the valley.

The arrangement allows the Coachella Valley to replenish groundwater supplies and even bank excess water in wet years.

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Attention to chromium‑6, however, has shined light on an entirely new benefit provided by this water source.

If the proposed standard is adopted, treatment facilities may need to be installed to reduce chromium‑6 levels found in about 100 public water wells located throughout the Coachella Valley, but those close to the replenishment ponds will be able to remain untreated.

California water agencies are hoping to see a change in the proposed standard, and they have been submitting data to the California Department of Public Health. Regardless of where the standard is set, the Coachella Valley has demonstrated yet another benefit of Colorado River water importation.

Steve Bigley is the director of environmental services at Coachella Valley Water District. You can reach Steve at (760) 398-2651 or SBigley@cvwd.org.

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The Impact of ESA Decisions on the Latino Community in the Central Valley

By Maria Gutierrez

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or the Latino community in California’s Central Valley, the Endangered Species Act (ESA) is just a euphemism for the devastation of our people and our community. For Central Valley Latinos, the ESA is a recipe for economic and personal disaster.

No one wants to unnecessarily kill any animals, endangered or not. I certainly don’t. But I believe every law must be weighed on its entire set of consequences—to animals and to humans. And in the valley, the ESA means little or no improvement in the fate of species but, instead, clear, unavoidable, and devastating effects on humans, especially Latinos who make up the vast majority of the valley’s most economically vulnerable population.

The Economic and Human Toll of Water Mismanagement In 2009, the Bureau of Reclamation shut off Central Valley water to valley agriculture—to protect a minnow.

The Latino community suffered first and most. Jobs ended, families were torn apart, and great damage was done at every level of the economy. Homes were foreclosed on. Businesses went under. In some communities, unemployment rates skyrocketed to over 40 percent.

In 2009, the Latinos of the Central Valley came to Congress and others, hat in hand, and said, “Our community is suffering; we badly need relief.” Our plea fell on deaf ears. Our community feels like it was ignored and marginalized—to protect a minnow.

And now, we know that 2009 was just a prelude to today’s devastating cuts. This year, over 800,000 acrefeet of fresh water was flushed out to sea as a result of decisions made under the ESA. As a result, reservoirs are now running dry. Current projections indicate that Central Valley agriculture will likely receive zero percent of its water allocation. This is unacceptable.

It is often said that the San Joaquin Valley feeds the world. However, in 2009, because of the effects of manmade drought caused by the ESA, it could barely feed itself. As a result, I became involved in putting together the “Feed the Need” food bank at the Fresno Fair—the largest 10

Irrigation Leader

single-day, single-location food drive in the nation. We do not want to go down that road again.

Water Is Everybody’s Business This time we have a new strategy. Water is vital to our culture and our future; there’s not enough, and we can’t take our share for granted. Every decision—ESArelated or otherwise—that cuts off water hurts us. So we need to pay attention and engage in the debate, especially now, when the Latino community’s voice has never been stronger.

A major media campaign called El Agua Es Asunto de Todos has emerged in the Central Valley. The message is being delivered via Spanish language media. The purpose is to encourage the Latino community to engage and get involved in the water debate, one that has been created as a direct result of the ESA. Not long ago, El Agua Es Asunto de Todos commissioned a poll to judge the effectiveness of its media campaign.

The results are telling. When it comes to priorities, valley Latinos overwhelmingly (78 percent) prefer to “give valley agriculture the water it needs” rather than divert water to protect an endangered fish. In fact, the feeling in favor of water for placing farms and families ahead of fish is so strong that among 93 percent of registered Latino voters who identify themselves as Democrats, 54 percent would support any politician, regardless of party, willing to solve our valley’s water crisis while also promoting proagriculture, pro-jobs water priorities. By a 2 to 1 margin, the Latino community indicated it would break partisan ranks to throw its support behind individuals working to place families and farms first and solve the Central Valley’s water crisis.

Leading the Way to Sensible Water Policies Nearly 40 percent of California’s population is Latino— the largest demographic group in the state. Nationally, Latinos are the largest minority group (17 percent) and account for more than half of the nation’s population growth over the last decade. According to the 2011 census, eight states have an Hispanic population of over one million people: Texas, Florida, New York, Illinois, Arizona, New Jersey, Colorado, and California.

Latinos also make up over 50 percent of the population in California’s Central Valley. We Latinos are proud of the work we do in the valley. We grow the crops that feed the world, and we do it in a modern, scientific, sustainable way.

We are good stewards of Mother Earth.

Irrigation Leader

Rows upon rows of trees in the San Joaquin Valley are knocked down due to inadequate water supplies.

We believe that when the Latino community in California, and across the country, fully engages in the water debate, it will persuade state and national leadership to reach this conclusion: We, as Californians and as Americans, need common-sense solutions that provide a reliable water supply and take a balanced approach to providing for our communities and preserving our environment for future generations.

Maria L. Gutierrez is a Central Valley resident and a volunteer for El Agua Es Asuntos de Todos. This article has been adapted from Ms. Gutierrez’s October 10, 2013, testimony before the Congressional Working Group on the Endangered Species Act. You can learn more about El Agua Es Asunto de Todos at http://www.aguaasuntodetodos.com.

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Imperial Valley Conservation Research Center

An irrigation ditch at the research center.

By Candace Nelson

T

he readers of Irrigation Leader know even more acutely than most how precious our natural resources, particularly water, are in the West. With record droughts ongoing, and a growing world population that relies not only on fresh water but on the food that irrigated agriculture provides, the need to ensure that modern agriculture is as efficient and productive as possible is only gaining in importance.

A 160-acre farmer-operated research farm in Brawley, California, is playing a key role in helping to make sure that happens.

Brawley is located in the center of Imperial County, one of the premier agriculture regions in the nation. In 2011, the farms of Imperial County produced just under $2 billion worth of cattle, hay, produce, grain, seed, and other crops.

With its year-round growing season and rich alluvial soils deposited over thousands of years of Colorado River flooding, a few people saw potential in the region around the turn of the last century and secured a reliable source of water from the Colorado River. That move turned a barren desert into a world-class agricultural oasis, boasting around 450,000 irrigable acres. With precisely timed irrigation and an ideal climate, alfalfa crops easily average 8 or more tons per acre, lettuce and broccoli can be harvested during the Christmas break, and enough Durum semolina wheat is produced to supply the entire population of Italy with pasta for over a month.

Yet the region has its challenges as well. Like any other region in the West, water is a precious commodity that must be used with increasing efficiency. The climate, while ideal for winter production, can be quite harsh during the summer, with temperatures well into triple digits for 100 days each year. Salinity is also a significant issue.

Not only are the soils highly saline (giving the area its nickname of the Salton Sink), but the irrigation water that is the region’s lifeline brings with it 1 ton of salt per acrefoot.

It was this salinity that brought Imperial Valley’s farmers together during the late 1940s to establish a research station. Much of the valley’s land was suffering from increasing salinity, and the local growers knew that something had to be done. They worked together to raise enough funds to purchase 160 acres of land, which was then leased to the county and the U.S. Department of Agriculture (USDA) for $1 per year for agricultural

Sprinkler irrigation on a test plot.

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research.

“Instead of coming in and asking for funds, we put up the money for the land up front,” said John Kubler, a longtime member and former president of the farm’s oversight committee. “That gave us a lot of advantages in dealing with the government. They were so impressed that it was locally funded and had local participation.”

On November 3, 1951, the Imperial Valley Conservation Research Center opened its doors as a USDA research station. The investment paid off, as the station’s research on the use of tile drainage to manage soil salinity brought tens of thousands of acres of farmland back into viable production.

Over the next 60 years, research on salinity management continued, along with studies of irrigation, pest control, disease resistance, and salinity tolerance. The Imperial Star artichoke, developed primarily at the center, is one of the first artichoke cultivars that can be grown from seed and is considered to be one of the most widely adapted of all artichokes. Disease-resistant sugar beets developed at the center have kept thousands of people employed in a region where unemployment hovers near 30 percent. Irrigation efficiency studies have helped improve drip and sprinkler irrigation methods, which can reduce overall water use while maintaining crop yield.

And when the Imperial Irrigation District was facing an infestation of hydrilla that was threatening to choke its canals, the center worked closely with the district, USDA, and the California Department of Food & Agriculture to use triploid (sterile) carp to control the fast-growing grass in hundreds of miles of canals in the district.

Yet over the years, federal funding dwindled, until in 1999, the station was transferred out of the USDA system to the nonprofit Imperial Valley Conservation Research Committee. Once again, the local agriculture community rallied around the research center and worked to ensure that it continued its important work. The committee, which had existed in an advisory role, shifted to take an operations and management role, making the decision to continue the work of the center by offering plots of land for lease for research purposes.

Under its new structure, the Imperial Valley Conservation Research Center provides land, irrigation water and management, and basic cultivation work, while tenants provide seed and any additional cultivation and management.

All 140 acres of research plots are currently leased out to private tenants conducting research on crop genetics,

irrigation management, salinity tolerance and management, seed production and testing, agricultural chemical development, and much more. And yet, while the center is able to maintain its operations and keep its important work going, the overall infrastructure of the center is aging and in need of updates and repairs.

The Imperial Valley Conservation Research Committee is currently looking into alternative sources of funding to help update the facilities and ensure that it can continue on well into the 21st century.

Over the last 60 years, the center has aided not only Imperial County’s farmers. It has helped the entire nation and beyond meet agricultural challenges by improving the efficiency of farming in terms of water use, average yield, salinity management, pest control, and much more. The unique features of the region and of the center itself make it ideally suited and offer unequaled opportunities for research.

Moving to the forefront of the center’s focus in recent years has been energy production. Testing is currently being conducted on sugar cane and sorghum for ethanol, as well as a fast-growing tree that can be used for biomass energy production. This research could prove to be invaluable in shifting the entire nation to more efficient, reliable, and responsible forms of energy production.

“There are lots of plants with so much potential for biomass that are efficient users of water,” explained Mr. Kubler. “We would love to do more research on our own and study these crops, but we just don’t have the funding unless we have the clients.”

But with the ongoing local support that has been the hallmark of the center for over 60 years, the Imperial Valley Conservation Research Committee fully expects to remain at the forefront of agriculture research for many decades to come.

Candace Nelson is a fourth-generation Imperial Valley native. After working for a decade in the restaurant industry in the big city, she returned to her rural roots in Imperial Valley’s agriculture industry, where the food may not be as fancy but the view is first rate. For more information on the Imperial Valley Conservation Research Committee, contact Candace at (619) 517‑7905 or candace@brawleyresearch.org.

Research plot.

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California Water Could Benef it From Using the Right Kind of Discretion

By Dan Keppen

F

armers and ranchers in California’s San Joaquin Valley are seriously worried about their future.

The current implementation of the federal Endangered Species Act (ESA) has redirected oncereliable water supplies to the apparent needs of fish protected by the ESA. The loss of that water and the resulting loss of productive farmland is already chipping away at local rural communities—schools are closing, vendors are going broke, and families and friends are

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fighting as the law creates “haves” and “have nots.” Next year, those communities could be permanently crippled if the current ESA-driven management style in the California Bay–Delta does not change in a way that injects common-sense discretion and balance into the decisionmaking process.

I have been involved with western water resources matters for over 25 years, much of it in the service of farmers and ranchers dependent on irrigation. During that time, I have directly seen what improper and ineffective administration of the ESA can do to rural communities.

I worked for the farmers and ranchers in the Klamath Basin who had their 95‑year reliable water supply curtailed in 2001 to meet the alleged needs of three fish species protected by the ESA. I worked for the water users in the San Joaquin Valley, which was nearly devastated in 2009 when California Bay–Delta water was deemed to be more important to ESA-protected smelt than to farmers and ranchers.

In both the Klamath and San Joaquin Valley instances, tremendous impacts were felt by landowners, water users, local communities, other species, and the environment.

Meanwhile, benefits to the listed species of concern were questionable at best, or even unknown.

The ESA was crafted with the intent to employ a collaborative, cooperative, incentive-driven approach—it is now being driven by litigation and narrowly focused agency implementation. And now, these same agencies are settling with the activist organizations who are suing them, and no one really seems to know what is happening in those meetings. We now have the potential to have hundreds of new species added to the ESA list, when we’ve done little to show that we can recover the ones that are already listed.

This begs the question: Where will the next Klamath or Bay–Delta crisis crop up in the West?

Western irrigated agriculture provides a $156 billion boost to our economy. But more importantly, Americans spend less of their disposable income on food than any other country, which is a critical component of consumer spending, a key driver in our economy. Experts tell us by the year 2050, we will need to improve food production by 70 percent to keep up with global hunger needs. This

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will all be threatened if we don’t change how the ESA is implemented, and soon.

Right now, our farmers and ranchers in California’s San Joaquin Valley are facing a dire situation that could turn into a potential disaster next year. In large part due to water being dedicated to ESA-protected fish, up to 500,000 acres of prime farmland could lie fallow next year.

That’s an area more than half the size of Rhode Island.

The water cutbacks that have already occurred are not increasing the populations of salmon and smelt. Further cutbacks will only serve to harm agriculture and other water users and their families. San Joaquin Valley farmers cannot afford any more cutbacks in their water deliveries, which will also add to unemployment that already has reached Depression-era levels.

It is becoming increasingly difficult to manage our water resources or even take action to improve our ecosystems when the federal ESA is in play. Any federal agency decision that can have any implication or impact on a listed species must find agreement from those people in the federal government who are charged with implementing the ESA. The act that guides them requires no balancing of interests, no concern for our food supply or food safety, no thought toward the reality that we need to increase global food production to feed a hungrier planet, and no consideration of the human impacts of their regulatory decisions. Their powers are nearly boundless, and the judicial system gives their decisions great deference.

We all know that the ESA is not going to be changed anytime soon. But, in California and elsewhere, the agencies need to step back and rethink the consequences of their actions. Through restrictive ESA decisions, we are disrupting America’s most important and valuable asset—our ability to grow enough high-quality food to consistently and securely feed our own people and the world.

There is considerable discretion in how the ESA is implemented. Even though the ESA does not require that the human consequences of decisions be considered, it does not prohibit such consideration.

Understanding the impacts on people that come with ESA decisions is simply good public policy. To ignore how people are affected is simply bad public policy.

Dan Keppen is the executive director of the Family Farm Alliance. You can reach Dan at (541) 892-6244.

Irrigation Leader

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The Challenge of Moving the Bay Delta Conservation Plan Forward

By Jason Peltier

O

ver the last two decades of water shortages driven

by Endangered Species Act (ESA) and other environmental policy decisions, Westlands Water District and its farmers have employed a variety of tools to cope with significant water supply cutbacks. The district has purchased 100,000 acres of land back from its growers.

We have made an incredible investment in irrigation infrastructure. Eighty percent of the district is under drip or microsprinkler, even row crops like cotton and melons.

Growers have moved to higher-value vegetable and permanent crops. These coping mechanisms have enabled our growers to sustain their operations. But now, our toolbox is about empty.

Seven years ago, we determined that the Central Valley Project will continue to be under the ESA regulatory gun and face an unreliable water supply unless we can relocate the intakes of the Central Valley Project and State Water Project pumping plants from the south part of the Sacramento Delta to the Sacramento River to the north.

Together with Kern County Water Agency, Metropolitan Water District of Southern California, and Santa Clara Valley Water District, Westlands has invested $240 million in the Bay Delta Conservation Plan (BDCP) and related EIS/EIR documents.

The BDCP is a habitat conservation plan under section 10 of the ESA that sets forth multiple goals and objectives: improving and protecting the delta ecosystem, addressing at-risk species, restoring water supply, and creating a reliable water supply. The BDCP employs 22 conservation measures, the number one being the

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building of twin tunnels from the Sacramento River 35 miles south to the export pumping plants. With that relocation, we’ll get 20 percent better water quality and effectively screen out fish from the water we remove. The BDCP also reduces seismic vulnerability to which the delta islands are subject.

Our goal is to have the BDCP and the EIS/EIR published in the Federal Register by November. We know the prospects for the BDCP’s success are challenging because of the extremely complex institutional, hydrodynamic, biological, and political settings. Ninetyfive percent of the aquatic biota in the ecosystem are exotic. We operate in an environment in which predation impacts 90 percent of young salmon. We face a fundamental challenge with fishery agencies, which historically had supported relocating the intakes, suffering from both a false sense of confidence about how to protect fish and an aversion to risk. There is broad agreement that the status quo in the delta regarding water supply availability and fisheries is unacceptable.

Twenty years of reallocating 2.25 million acre-feet a year from agricultural and municipal and industrial (M&I) use to environmental use has severely damaged the performance of the Central Valley Project. Our project supplies have been reduced from 90 percent reliability to 40 percent reliability. We have seen our supplies cut by 40, 60, and 90 percent over the years. The regulatory mentality of the fish agencies has been to focus on the two pumping plants, which have a combined capacity of 15,000 cubic feet per second to move water south and west to about one‑third of the irrigated lands and one‑half the people in the state. What the BDCP attempts to address is the reality that there is a suite of stressors on the fish. We need a comprehensive approach to addressing the need of the listed species.

The predevelopment delta, all 700,000 acres, was a marsh with lots of land–water contact. That is now gone.

The current system is food limited. The BDCP attempts to address the lack of intertidal habitat with the creation of up to 60,000 acres of it. That will help put carbon into the system and build up the bottom of the food chain.

One thousand miles of canals surround the 70 islands that make up the delta. The BDCP also proposes the creation of miles of shaded riverine habitat. It pursues the elimination or control of invasive species. For example, Asian clams in the western delta, at 40,000 per square yard, are filter feeders that take out the bottom of the food chain every day.

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Another area of focus in the BDCP is toxics. Presently, the Sacramento Regional Sewage Plant discharges 180 million gallons a day. It dumps 12 tons of ammonia into delta waterways every day, and there is evidence that the ammonia adversely affects the lower end of the food chain. Under an order from the state water quality regulator, the plant has to undertake tertiary treatment.

The Sacramento region is looking at a $1.5 billion bill to clean up its wastewater discharge.

Farmers are dealing with the adversity of a disrupted water supply. Whether the water districts can afford the $13 billion price tag for the twin tunnels—Westlands is looking at $2.5 billion—is going to be a question right up to the end. Whether we can afford to build the tunnels is going to be a function of how they are operated. Fishery regulators can easily kill the project by restricting the pump operation such that the district cannot get enough water out of the investment to make it worthwhile. You have to balance that cost with what life is like without a reliable water supply.

This year, our farmers’ cheapest water was $150 per acre-foot. One of the reasons permanent crops are planted is the need for higher revenue to pay for water on the market, which costs upward of $400 per acre-foot. Early Irrigation Leader

next year, we will have to make a very tough decision. If the drought persists, along with fishery restrictions, we could see an initial allocation of 0–10 percent.

ESA regulators have a tremendous amount of discretion as to how the law is implemented. They are driving the shortages; they are driving the operating reality of the water projects. We have had 20 years of ESA regulations, and the fisheries are still in decline. There is a strong case to be made that these restrictions have not benefited the fisheries. There are many ways to help the fish beyond cutting project exports. We believe that the BDCP provides an effective way forward to solve at-risk species and water-supply-related issues in California.

Jason Peltier is the chief deputy general manager of Westlands Water District.

Before joining Westlands, Jason served for six years as deputy assistant secretary for water and science with the U.S. Department of the Interior. You can reach Jason at (559) 224-1523 or jpeltier@westlandswater.org.

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District Focus

Truckee–Carson Irrigation District

By Rusty Jardine

O

ne of the first Reclamation projects undertaken by the former United States Reclamation Service, pursuant to the Reclamation Act of 1902, was the Newlands Federal Reclamation Project. In fact, Derby Dam, located on the Truckee River east of Reno, Nevada, bears Reclamation specification number 001. The project includes Tahoe Dam and the resulting water in storage at Lake Tahoe.

The Truckee–Carson Irrigation District (TCID) was organized in 1918. Its purposes, at the time of its creation, included the provision of a system of drain ditches for the project. Moreover, the district was intended as collective for the protection of property rights, i.e., water rights, within the boundaries of the project. District structure, under governing state law, provides for an elected board consisting of seven directors—all of whom are water users within the district.

The Newlands Project is unique in that it is a blend of two river systems: the Carson River and the Truckee River, both of which have their headwaters in the mountains of California. The Truckee River flows from Lake Tahoe, down through the cities of Reno and Sparks, and winds its way to Pyramid Lake.

Waters for both rivers are impounded in the Lahontan Reservoir, which has a capacity of approximately

300,000 acre-feet. It is with that supply that TCID provides water to the users in this project.

TCID serves 2,500 water users irrigating approximately 60,000 acres on an annual basis. It is divided into two divisions. The Truckee Division is small—1,800 acres encompassing the area near Fernly; the remainder of TCID’s acreage is in the Carson Division, which encompasses the area in and around Fallon.

Farmers in TCID grow a variety of crops for the benefit of livestock: alfalfa, hay, and corn. There are a number of dairy farms in the Lahanton Valley. Dairy has been a presence in the valley for a long time and contributes significantly to the local economy. In addition, there is a substantial beef production in the area that is fueled by two major sale yards.

Hydropower in the district goes back to 1955.

TCID owns and operates three hydro facilities. All told, our facilities produce 6 megawatts on average, varying from year to year depending on water supply.

The largest of our facilities is at Lahontan Dam. Part of that energy is put back into the system and part is sold to a power cooperative that supplies the city of Fallon. TCID uses those additional revenues to augment its budget and keep assessments down.

Water Rights

Individual landowners hold the water rights for the waters of these rivers. The water is not owned and

Completed in 1905, Derby Dam is a diversion dam on the Truckee River located between Reno and Fernley. It diverts water that would otherwise feed Pyramid Lake into the Carson River watershed for irrigation use.

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Irrigation Leader

controlled by the United States in this project. TCID has a special duty and relationship to each individual water right holder. Federal courts have adjudicated—through the Alpine and Orr Ditch decrees—allotments and associated duties predicated upon acreage and land type: 4.5 feet per acre for benchlands, 3.5 feet per acre for bottomlands, and 1.5 feet per acre for pasturelands.

TCID is also governed by a federal regulation, Operating Criteria and Procedures for the Newlands Federal Reclamation Project (OCAP) (43 CFR 418).

We are bound to follow OCAP as part of our operating agreement with the United States. Largely, OCAP was created to resolve the conflict that grew from the various competing interests associated with these river systems.

OCAP creates a system in which TCID satisfies the demand of its users with the use of Carson River water, lessening the demand for Truckee River waters and allowing more of that water to flow on into Pyramid Lake at the end of the system. The problem is that at one point during the year, the Carson River gives up the ghost and goes dry for the summer. So TCID either has sufficient water in storage or relies on waters from the Truckee Canal side. It is a fairly complex system regulated by the establishment of storage targets associated with Lahontan Reservoir.

Changing Uses

Our system is fully appropriated. There is no water to be gained from any other source. As demand upstream increases, it will be a challenge to protect the allotments associated with the acreage served by the district. TCID is entering into settlements to resolve this issue. Water rights holders should get what they are allotted—no more, no less. I would venture to say that the Truckee River is one of the most litigated river systems in the United States.

Parts of TCID’s service area have gone out of agricultural production over the years, and we have adapted. Uses have changed, and many lands have been subdivided. Many of those lands, however, retain the ability to have surface waters applied to them, and we remain responsible for delivering water to subdivisions. We provide water to a point of delivery, much like in the days of old, and then a water coordinator takes it from there to apply the water to the subdivisions.

Beyond urbanization, there are other changing uses that impact our ability to plan for the future. Under Nevada law, beneficial uses include irrigation, recreation, municipal and industrial, fish and wildlife, habitat, and instream flows. Our largest single customer is the U.S. Fish and Wildlife Service and its Stillwater Refuge. We also provide recreation: The water we impound behind Lahontan Dam is a recreation area, and the associated park is one of the most attended in Nevada.

Irrigation Leader

Canal Breach and Rehabilitation

In the early morning of January 5, 2008, a 50‑foot portion of the Truckee Canal embankment failed about 12 miles downstream from Derby Dam, releasing water that inundated a residential development in the city of Fernley, flooding 590 properties. Reclamation has imposed restrictions on the water surface elevation allowed in the canal and the amount of water allowed to flow through the canal. These restrictions could complicate the long-term ability of Reclamation to provide the Newlands Project water rights holders with reliable supplies.

One of TCID’s most important achievements has been the rehabilitation of the Truckee Canal following the breach. That involved removing all of the old takeouts in the Fernly area and replacing them with new takeouts and associated stock water lines. In essence, we rebuilt 34 sections of the embankment of the Truckee Canal and brought it up to modern engineering standards. We do not have a large annual budget—only $7 million—and the rehab was a $3 million project, but we made it work. My staff worked extremely hard to meet the urgency of the canal breach and overcome the tragedy.

Earlier this year, the Bureau of Reclamation released the Truckee Canal Planning Study. The study proposed safety enhancements to ensure the long-term integrity of the canal going forward. For example, one such proposal would line the entire Fernly reach of the canal, costing upward of $100 million. Any kind of increase in canal flows would likely require that kind of repair, so TCID will have to find creative investment strategies to make it happen.

Planning for the Future

We’re getting old as individuals and as a project. Our challenge is to integrate people who can take the reins and develop for the future. With that in mind, TCID is becoming more automated on key structures throughout the project. My vision of the future of the district is to have a big control room with monitors showing exactly what is happening, enabling us to move water from one place to another with the push of a button. In addition, we need to create a comprehensive planning document. We have so much everyday activity—we go out there every day and put out fires. Long-range planning will help ensure that we serve our constituents more effectively and sustain the project.

Rusty Jardine is the general manager of the Truckee–Carson Irrigation District. You can reach Rusty at (775) 423-2141 or rusty@tcid.org.

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B O A R D

M E M B E R

P R O F I L E:

Jim Abercrombie, El Dorado Irrigation District General Manager

E

l Dorado Irrigation District (EID) is a water utility serving 110,000 residents in northern California’s El Dorado County. EID provides drinking water for homes, schools, and businesses and recycled water to irrigate yards and landscapes. About 2 percent of EID’s customer base remains agricultural, serving vineyards and orchards of apples, pears, and peaches. EID also owns and manages outdoor recreation sites, including Sly Park Recreation Area, which features 191 individual campsites and large group areas.

Much of EID’s water originates in the Sierra Nevada Mountains at an elevation of 8,200 feet.

EID diverts some of that high mountain water through tunnels to lower elevation reservoirs as part of a well-integrated system to hedge against dry years.

That water delivery system comprises 1,295 miles of pipeline, 50 miles of canals and ditches, 5 treatment plants, 36 storage reservoirs, and 38 pump stations.

Two hundred pressure-regulating zones are required for reliable operation.

EID holds some of the most senior water rights on the American River, as well as a portfolio of rights dating as far back as the 1800s. The project was originally built back in the 1920s to support hydropower generation and gold mining, and it subsequently developed to water the region’s agricultural lands.

Housing developments exploded in the early 1990s, and in the last 10 years, EID has added 20,000 new customers. So the district has had to transition from agricultural to municipal and industrial (M&I) delivery over a relatively short period of time.

At the helm of EID’s staff of 220 is Jim Abercrombie.

Jim has more than 30 years of management experience, including 11 years as Amador Water Agency’s general manager and 20 years at Pacific Gas and Electric Company (PG&E). Prior to joining EID, he served as PG&E’s El Dorado County district manager. Irrigation Leader’s senior writer, John Crotty, spoke with Jim about the unique challenges of an urbanized district, his management philosophy, and his approach to planning for the future.

EID General Manager Jim Abercrombie

John Crotty: Please describe your work as general manager of EID. Jim Abercrombie: I have typical general manager responsibilities, but EID is different from a typical irrigation district. EID began as an irrigation district, but now we have five business lines: water supply, wastewater management, water recycling, recreation, and hydropower operations.

We supply 40,000 service accounts in El Dorado County, primarily along the Highway 50 corridor. We provide wastewater services to 20,000 accounts, and provide recycled water in the El Dorado Hills area—not only for golf courses, but also for front and back yard landscaping. There is an incentive for developers to provide grey water; they can build twice as many units per water allocated to the development. EID employees verify that there are no cross connections and ensure that backflow prevention devices are working. That subjects EID to a variety of regulatory bodies, including the California Department of Public Health and the Central Valley Regional Water Quality Control Board.

John Crotty: How did you get your start in the water business, and what brought you to EID?

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Irrigation Leader

Jim Abercrombie: I am a registered civil engineer, and I hold a master’s in business administration. Engineers like utilities because of the challenge of building things.

The MBA helped me on the finance side. I started my career with PG&E, managing gas and electric facilities. I was there for 21 years. After a reorganization, I decided to leave and took a job with the Amador Water Agency, switching from gas and electric to water and wastewater.

The EID position opened up 4 years ago, and I applied.

That is how I ended up here.

A lot of people ask me how I transitioned from gas and electric to water. It is pretty easy. You still have a customer base, you still have infrastructure to build and maintain, and you still have rates and billing. Only the commodities, and some of the risks associated with them, are different.

John Crotty: What have been your biggest challenges as manager of EID? Jim Abercrombie: Managing infrastructure replacement and regulatory compliance on the wastewater side of the business. The key question is, “How do you reinvest in infrastructure without creating high rates?”

As we move from an agricultural district to an M&I district, a lot of customers have moved from highly populated areas with economies of scale and relatively low rates. Our district varies in elevation over a large area, so we don’t have that same density. Trying to manage expectations and perceptions in this context is a challenge.

Our hydroelectric facility supplies one-third of our water supply to our customers and has the benefits of keeping rates lower.

John Crotty: What are you most proud of as manager of EID? Jim Abercrombie: First, the employees. As public servants providing water and wastewater, our staff is hardworking and is dedicated to providing the best service possible to our customers. The second is our culture. All our employees want to achieve excellent results, whether it is customer satisfaction, minimizing water service outages, or reducing sanitary sewer overflows. They take ownership of everything they do in the district. We do a lot of performance management and employee efficiency goals.

We are one of the most efficient operations in the region.

John Crotty: Describe the importance of hydropower to your district and how it impacts your decisionmaking.

Jim Abercrombie: Our hydroelectric system is extremely important to the district. It is really a water supply project with the ancillary benefits of power Irrigation Leader

EID uses nearly 50 miles of canals, ditches, and flumes (pictured is a section of Flume 49/50) to convey water from high in the Sierra.

generation. We own four lakes in the high mountains that supply about one-third of our drinking water. In addition, we own 17,000 acre-feet of water rights. Our total revenue—rate and nonrate—is about $70 million a year, and we make $8 million to $10 million from hydroelectric generation. So, approximately 10 percent of our total revenue comes from nonrate revenue. If we didn’t have that facility, we would still have to get that drinking water down here, and those costs would be borne by our customers. The facility not only offsets costs to our customers, it gives us control over the future of additional water rights.

John Crotty: What makes for a successful relationship with a board of directors?

Jim Abercrombie: Honest and respectful communication. If the board has questions, or is interested in moving in a certain direction, you research it and you provide an honest and respectful answer. Beyond normal board meetings, we go through a performance management system; I report to the board on key performance measures and how we are achieving goals and objectives. We measure customer satisfaction through surveys. There are many performance measures, including the number of outages per mile of line and the duration of water outages. I have also implemented a system of key 29

principles to guide our operations: absolute commitment to safety, respect for the individual, excellent customer service, and fiscal responsibility.

John Crotty: Where do you want to see EID in the future?

Jim Abercrombie: We’ll still see some growth pressures here but remain predominantly M&I. I believe our community and our board are committed to providing the agricultural community with water that is priced as reasonably as possible. Our community likes the rural atmosphere and the quality of life associated with the orchards and vineyards.

Because of that high-growth rate, we did do a lot of reinvestment in our infrastructure. That will likely taper off, and infrastructure replacement will become much more manageable. To keep costs reasonable and still provide the high level of service our customers demand, we are going to try to find efficiencies wherever we can in areas such as automation and outsourcing certain business functions.

EID’s El Dorado Hills water treatment plant is one of five treatment facilities in the district.

John Crotty: How does the development of the next generation of water leaders fit into that future?

Jim Abercrombie: Looking at the demographics of our employee base, we will likely see 30 percent of our employees retire in the next five years. Many of them are senior water or wastewater operators. There will be a lot of change. We are developing our employees today in anticipation of that.

For example, two of our senior managers train students on water and wastewater at the local college with the aim that they get into the business. We worked with the college to create the program. It is a great way to develop the water workforce.

To be in a leadership position, you have to have a set of principles and have a performance management system in place that sets clear goals and objectives. If your employees know what they are expected to do, they can do great things. We provide a training program for our employees to improve interviewing and resume-writing skills. EID also offers a tuition reimbursement program for continuing education.

Recycled water is produced at EID’s El Dorado Hills (pictured) and Deer Creek wastewater treatment plants. Pipes that convey recycled water are colored purple, from the treatment plant all the way to the recycled water users' landscapes.

John Crotty: What is the one piece of advice you would share with other district managers?

Jim Abercrombie: Don’t take life so seriously—enjoy life, enjoy your work, and enjoy your employees. I wish I had learned that a little earlier.

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EID’s El Dorado Hills wastewater treatment plant also includes a 1-megawatt solar facility that saves up to $250,000 a year on the district’s electricity bills.

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International

Drought in Australia: From Crisis to Innovation

By Damien Pearson

W

hile perhaps best known for its cute marsupials, Australia also has a reputation for extreme weather. The continent has a history of severe—and sometimes devastating—weather events. Bushfires, floods, and droughts occur frequently and occasionally even in the same calendar year.

The start of this century witnessed the worst drought in Australia’s recorded history. This devastating drought ruined irrigators’ livelihoods, threatened to destroy ecosystems, and saw communities run dry. This unprecedented crisis, as well as an investment in the world’s most advanced modernized irrigation canal network, triggered a major overhaul of Australian water law.

Australia has a long history of droughts. From 1895 to 1999, Australia suffered six major droughts.

Combined, they totaled about 30 years. An arid climate is typical for Australia, with many regions being generally dry and the majority of land receiving less than 8 inches of rain per year.

Despite the low average rainfall, the country is still an agricultural powerhouse. After the United States, Australia is generally the world’s second-largest exporter of grain. In a good year, harvests top 25 million tons.

Seventy percent of the country’s water is used for irrigated agriculture.

The bulk of irrigation is located in the Murray– Darling Basin, which crosses much of southeast Australia. The basin takes its name from its two major rivers, the Murray and the Darling. It is the country’s most important river system: The basin produces 40 percent of Australia’s fruit, vegetables, and grain.

In earlier times of perceived plenty, water conservation factored low on the public agenda and a coordinated management structure was lacking.

Institutional arrangements for water resource management lay with the five state and territory governments in the basin, with little coordination. In the state of Victoria alone, which is approximately the size of Colorado, there were 370 regional water authorities.

There was no integrated policy and no planning body.

By late 2000, it was clear that much of southeastern Australia was in drought. The average Murray River inflows had reduced by 50 percent (compared to pre1997 levels). The dry conditions continued and acquired an official name: the Millennium Drought. By 2003, the drought was described by the Australian Broadcasting Corporation as the “worst drought on record.” The 2006 annual rainfall in southern Australia was 40–60 percent below average. To make things worse, hot weather baked the already-parched landscape. In November 2006, David Dreverman, head of the Murray–Darling River Basin Commission, told The Guardian, “This is more typical of a one in 1,000‑year drought, or possibly even

Rubicon gates on the Northern Victoria Irrigation Renewal Project.

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Photo by Michael Kai

Irrigation Leader

drier, than it is of a one in 100‑year event.” He added that the 2006 Murray–Darling inflows were only 5 percent of average.

The lack of rain and the high temperatures negatively affected Australia’s wheat crop. The 2006 harvest was 9.8 million tons—60 percent less than in 2005. Since the country is one of the world’s top producers, the effect was widespread. In early 2008, global wheat stocks were at their lowest level since 1979.

The basin’s ecosystems were devastated. By 2007, more than 70 percent of the region’s River Red Gum forests were dead or dying. The wildlife that the rivers and forests supported was decimated. Water bird populations were less than one-third those in nondrought years. Town water supplies fell perilously low. Many regional towns required water to be trucked in, and the City of Melbourne implemented the most severe water restrictions in memory.

The city of 4.1 million people would have run out of water

by July 2009 without these conservation efforts, which saved 400,000 acre-feet per annum. Irrigation allocations were slashed, crops failed, livestock were slaughtered, and many farmers faced financial ruin. This biggest of droughts engendered a true fear and hardship in all Australians living in the basin.

The Millennium Drought highlighted historical barriers to sustainable and efficient water use. In 2000, an analysis of water use in southeastern Australia revealed that much of the available water was overallocated: The rate of capture and use exceeded the rate of supply. The limits of resources were reached across the Murray–Darling Basin in the mid1970s, before the climate became increasingly dry and hot.

Overextraction of water from the Murray River and its tributaries resulted in poor wetland, lake, and floodplain health. Adding to water woes in the area, the irrigation systems were outdated and inefficient. Only two-thirds of water diverted from the basin for agriculture made it to the farm—one‑third of the water diverted for agriculture was unaccounted for.

In the midst of the Millennium Drought, water issues became a top government priority. A bold strategy was needed. The area had to adapt to the new climate reality of high temperatures and low rainfall.

New water law was drafted under the Howard government as part of the National Plan for Water Security, and a new statutory agency—the Murray Darling Basin Authority—was created to manage the system in an integrated and sustainable manner. This independent, expert-based body would manage the basin holistically for the first time. In October 2010, the Murray Darling Basin Authority released a major document, Guide to the Proposed Murray–Darling Basin Plan, outlining a strategy to secure the long-term ecological health of the region.

The plan proposed the investment of $10 billion to save the ecology of the Murray–Darling Basin. The specifics included $3.1 billion to buy back water rights from farmers Irrigation Leader

and $5.8 billion for infrastructure investment.

Inefficient manually operated irrigation conveyance systems crossing the Murray–Darling Basin were wasting precious water. Over 15 years of dry conditions and drought, the system lost more than one‑third of the water diverted each year. And, irrigation customers received poor service due to inconsistent flows, long lead times on water delivery requests, inequitable supply among farmers, and inaccurate measurement onto the farms.

One of the centerpieces of the infrastructure investment committed under the Murray–Darling Basin Plan was the Northern Victoria Irrigation Renewal Project, which was commissioned to recover the 185,000 acre-feet of water lost each year within the canals of Northern Victoria. Rubicon Water was chosen to deliver an integrated network control solution throughout the district to optimize the delivery of water, eliminate spills, provide remote management and data collection, and improve farmer service. Works included installing automated canal gates and accurate flow meters, lining old earthen canals, and implementing a sophisticated software system that integrated more than 10,000 control gates.

As a result of Rubicon Water’s innovative system, conveyance efficiencies have improved from 65 percent to 85 percent in areas that have already been modernized.

On completion of the project in 2018, 350,000 acre-feet will be recovered annually. In addition to water recovery, the automated supply system enables farmers to irrigate more productively with high, consistent flows through their turnouts and near-on-demand water delivery. These irrigation districts are now more resilient in the face of reduced rainfall.

An independent review of drought policies endorses the improvements made in the Murray–Darling Basin.

The paper released by the Committee for Economic Development of Australia in 2011 states, “The value of these benefits in the Southern Murray–Darling Basin ran into the hundreds of millions of dollars per annum during the drought and represents a major success in water policy.”

For Australia, as the driest habitable continent and with a climate characterized by high levels of variability, climate change poses a clear and present threat. Demands for water will increase as Australia’s population grows. The Northern Victoria Irrigation Renewal Project and associated water management systems demonstrate how improved efficiencies can ensure that this precious resource is managed to meet growing demands and needs now and into the future.

Damien Pearson is the general manager of North America Rubicon Water. You can reach Damien at Damien.Pearson@rubiconwater.com.

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Water Law 36

California Water Agencies Advance Dialog With Statewide Water Action Plan

By Randy Record

T

his fall, members of the Association of California Water Agencies (ACWA) made a powerful statement in support of a comprehensive set of actions to meet the water needs of all Californians.

That statement came in the form of a Statewide Water Action Plan, developed by a broad crosssection of ACWA member interests and approved unanimously by the ACWA board of directors on September 27. The Board’s action capped an intensive five-month effort convened by ACWA to create a specific plan to provide a sustainable path forward for California that could gather broad support by water interests statewide.

Our association has a long and proud history as an organization, with more than a century on the books as the leading voice for local water agencies in the state. The process to develop the Statewide Water Action Plan showed once again that progress is made when we come together around a broader vision that is in the interest of the entire state.

The basis of ACWA’s Statewide Water Action Plan is California’s long-term water supply reliability and improved ecosystem health. The plan identifies 15 actions we believe are necessary to improve overall water supply reliability and to put us on a course to a more secure water future.

The Statewide Water Action Plan calls for California to move ahead with vital actions, such as expanding water storage, protecting water rights, avoiding future “dead pool” conditions at key reservoirs due to climate change, and implementing conveyance improvements in the Sacramento–San Joaquin Delta, the West Coast’s largest estuary and a primary hub for California’s water delivery system. The delta’s ecosystem is in decline, and the current infrastructure for conveying water through the delta alters natural flows and is one of several factors affecting key species in the delta.

The plan also lays out guiding principles to ensure that actions benefit the entire state.

These actions and principles are important, but in my view, the real power of the Statewide Water

Action Plan is the opportunity it creates for unity on water issues at a time when California is about to begin a public review process of delta conveyance improvements and other measures as part of the Bay Delta Conservation Plan.

ACWA’s Statewide Water Action Plan puts a delta solution in context as just one element of a broader plan to secure the state’s water future. Because it broadens the focus beyond the delta to the state as a whole, it creates a venue to discuss and build statewide support for a suite of actions that includes a Bay Delta Conservation Plan consistent with the actions and principles articulated in ACWA’s plan. That could turn out to be an important moment in time for the water community and the state as a whole.

ACWA members around the state are supporting the Statewide Water Action Plan because they recognize that many of the key actions—including a delta solution—are much more likely to succeed if they are part of a broader action plan.

Participants in the ACWA process reflected the diversity of the state itself. From the northern Sacramento Valley to the southern San Joaquin Valley, from the Bay Area to the mountain counties, and from the Sacramento region on down to Southern California, participants stayed the course to reshape the debate on a potentially contentious set of issues and instead promote a broader vision for meeting the water needs of all regions of the state.

Though the ACWA board’s approval of the plan is a major development, much work remains to be done.

The plan is really the beginning of something, not the end. ACWA has submitted the plan to California Governor Jerry Brown as the water community’s recommendations for developing an action plan for the state. We believe that with the leadership and ongoing involvement of ACWA members, we can truly advance water policy in California.

I am constantly reminded how hard ACWA’s public water agency members work to find statewide solutions. It’s truly remarkable how our diverse membership can come together—often with differing perspectives—to hammer out policies and positions that advance our goal of providing a reliable and sustainable water supply for Californians.

Irrigation Leader

Steven L. Hernandez attorney at law Specializing in Finding common ground has been the mainstay of ACWA for more than a century. It’s encouraging to see that 2013 is no different. Whether seeking long-term statewide solutions, promoting local water management, or protecting water quality, ACWA members are on the ground and engaged to help advance a policy direction that works for all of California.

Randy Record is the president of the Association of California Water Agencies. You can reach Randy at (951) 928-3777, ext. 4235, or boardmember@emwd.org.

U.S. Bureau of Reclamation Contracts and Western Water Law 21OO North Main Street Suite 1A P.O. Box 13108 Las Cruces, NM 88013

(575) 526-2101 Fax (575) 526-2506 Email:

slh@lclaw-nm.com

The Innovators

The Brown Weight Valve: A Simple Solution for Maintaining Water Levels

A

t 77 years of age, Garry Brown is just getting started. A Strawberry Water Users’ Association board member for 30‑plus years, he was a dairyman until 10 years ago, and he still farms 250 acres. Garry has taken his practical farm knowhow and applied it to fluid dynamics, offering a simple, elegant water level solution to farms and irrigation districts.

The inverse of float valves, Brown Weight Valves are spring-loaded, naturally closed valves. When water levels decrease, the weight on the arm pushes the valve open. The solid weight is slightly lighter than water, so when the trough is full, the weight floats and the valve closes.

Origins of the Valve When Garry bought his dairy farm in Genola, Utah, back in 1965, he needed a valve for the cement water trough at the end of his manger. Playing around with some ideas for controlling the water level, he looked to a couple of old drinking cups on hand. He removed the cup from the valve, mounted the valve in the trough, welded a rod on the nose plate, and hung a gallon jug of water on the rod. A drinking cup valve has two pipe fittings, so it can be mounted from the top or bottom. He used the bottom fitting to mount it

and put a hose bib in the top pipe fitting.

Garry recounted, “When the cows drank the water down in the trough, that gallon jug of water would push that valve open and fill the trough back up.”

Garry had made a weight valve. In the winter, he could leave the hose bib dribbling and keep the valve from freezing.

Garry always remembered how well that principle worked. After he sold his cows in 2002, he started playing with the idea and figuring how he could make the valve marketable. He decided on highdensity polyethylene (HDPE), which is 95 percent the weight of water. A machined block of high-density polyethylene is used for the housing, and all the metal parts are stainless steel. The valves are constructed “like good modern dairy equipment and made to last.”

Valves for Irrigation Circle B Irrigation near Logan, Utah, saw Garry’s valves at the Ag Expo in Tulare, California, and contacted him to see if a weight valve could be built large enough for irrigation. Circle B worked with a farmer who had purchased a field with a problematic center pivot. The canal gate turned the water out into a corrugated stand pipe about 5 feet in diameter. It had a bubbler screen in it, and the water went out the

Problematic debris atop a bubbler screen.

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Irrigation Leader

bottom to the center pivot. When the screen plugged up, there was no room to get down and clean it. The screen had to be pulled out of the hole to be cleaned. Lots of gunk fell off back into the pipeline, plugging up the sprinklers.

Garry and Circle B together built a weight valve with a 10‑inch diameter pipe, about 5 feet long, with a 3/4‑inch stainless steel rod mounted in the center of the pipe, a valve cap to open and close the valve mounted on the end of the rod, and the rod spring-loaded closed. Near the other end of the 10‑inch pipe, they put a “T” of 10‑inch pipe going straight up for the water outlet to deliver the water over a bubbler screen.

On the operating end of the valve pipe is a cap with the operating rod sticking out 5 inches or so. They placed a pivot above the rod and built an L‑shaped arm to push the valve open. The weight is attached to the end of the arm and consists of a 10‑inch plastic pipe about 18 inches long with caps glued on each end and filled it half full of water.

This weight valve maintains the water level in the tank to which it is mounted. If the center pivot shuts off, the water level will raise and the valve will shut off the water. When the corner sprinklers turn on or off, the valve adjusts the flow. According to Garry, “the valve works beautifully” on the pivot.

The adapted weight valve inside the bubbler.

If you are interested in a weight valve for irrigation, it needs to be custom built for your situation. To learn more about the Brown Weight Valve, visit http://brownweightvalve.com or contact the manufacturer at wilgerbin@aol.com or (801) 602‑9910. You can find Garry and the Brown Weight Valve at the World Ag Expo in Tulare, California, in the Dairy Pavilion.

The Innovators

IT Solutions for Water Providers:

TruePoint Solutions

By Kent Johnson

T

ruePoint Solutions provides software solutions and services for water agencies, special districts, and local government agencies. Its four founding members established the company in 2004 after having previously worked together for an employer delivering local government solutions— land management, permitting, licensing, and asset management. TruePoint brings years of public sector information technology (IT) experience designing, developing, implementing, and supporting complex government-related applications and services. The Sacramento-headquartered company currently services 25 irrigation districts across the West.

It is all about technology for TruePoint. Many irrigation districts are still operating as they did 50 or even 100 years ago. But even if districts continue doing business as they have in the past, their customers are not. They are on the Internet doing online banking or buying products from Amazon, and they also want computer access to irrigation information.

TruePoint has been working to bring districts up to speed to meet customer demands. The technology is just a tool, like a pickup truck or a backhoe; it is something that helps districts do their job more Discussing water deliveries at the TruePoint User Group Workshop in Reno.

40

efficiently and effectively. TruePoint’s chief executive officer, Kent Johnson, sums up the scope of the company’s irrigation-related services: “We are trying to cover the entire spectrum of users within an irrigation district—from the ditch rider out in the field delivering water, to the office staff who accounts for the water, to the financial managers who generate district revenues, all the way to the board of directors who are representing the district customers.”

TruePoint’s irrigation customer base is growing with some help from Irrigation Leader. Johnson said that “prior to the magazine and website, there was nothing dedicated to this market sector, which is our livelihood. With Irrigation Leader, we have been able to expand into several other states and solidify our brand as the leading software provider for the ag sector.”

Jumping In Feet First Kent Johnson recalls that “when we created TruePoint Solutions, we were initially looking at software for water conservation best management practices; when we met with our first customer, El Dorado Irrigation District [EID], in February 2005, we expected to talk about that.” But EID had a more dire need for irrigation scheduling management.

Irrigation season was coming up, and growers were expecting data and information to help them schedule irrigation events. “We jumped in feet first and built a solution that EID was able to bring online in time for irrigation season. We definitely learned a lot about the science of irrigated agriculture.”

TruePoint built software that integrates with the California Irrigation Management Information System weather stations to pull historical evapotranspiration data and calculate how much water was needed to effectively irrigate a crop at a particular growth stage. Back in 2005, not many companies were doing that kind of work.

From that initial foray into the irrigated agriculture business, Irrigation Leader

Screen shot of crop distribution details—one of the many features of TruePoint's agricultural irrigation management.

TruePoint continued down a development path to address the operational needs of the Central California Irrigation District, helping to manage water orders and deliveries in the field. The portfolio of software products focused on irrigation districts has continued to evolve and expand over the years.

Systems Integration to Urbanization In addition to TruePoint’s water-focused applications, it is also a systems integrator. The company works with local governments across the country to implement land, utility-billing, asset, and work-management solutions. That work has a natural flow toward irrigation districts facing urbanization.

Where there is property turnover in which, for example, 40 acres of corn turns into a subdivision, the property is still receiving irrigation water but in a different fashion.

TruePoint’s background has helped to address those changes. The relationship between tenant farmers and owners is complicated. A tenant farmer might be working on 10 or 15 different properties with five different owners; or one owner might have 10 to 15 properties throughout the district. TruePoint is uniquely situated to manage these scenarios because it is already in the marketplace performing systems integrations with cities and counties, even up to the state level, for land management, parcel genealogy, and ownership change management.

Helping Districts Address Regulatory Requirements California irrigators face both a huge population base that demands more and more water resource and a water supply that is not increasing to meet that demand. For TruePoint, helping to manage and account for a limited Irrigation Leader

resource is very important. California differs from some other western states in terms of mandating conservation and water-tracking programs. Headquartered in California and serving districts in California, TruePoint has had to build software that takes those concerns into account.

Kent Johnson states, “We’re ready if other agencies decide they are going to address future shortages through mandated conservation plans; we’ve already built a solution for that based on our California experience.”

TruePoint has developed a comprehensive Reclamation Reform Act solution. The act sets forth ownership limitations and pricing restrictions on Reclamation irrigation water, requiring compliance forms as lengthy as income tax filings. For districts, that translates to a great deal of time, effort, and money. That is where TruePoint steps in; it has developed an easy-to-use solution that Black Canyon Irrigation District in Idaho is successfully using to meet its compliance requirements.

Cloud-Based Services TruePoint will begin offering cloud-based solutions in 2014, providing online services so a district can eliminate costly hardware investments. TruePoint customers with an Internet connection will be able to access their data on a server and database dedicated to the district. That means multifold cost savings: There is no need to invest in IT server infrastructure; no need to hire staff to install and maintain hardware; and no direct expense for having a secured, hardware-redundant IT facility. TruePoint will continue to offer managed database care; it will just be connecting to a different server to support the client. There will also be a different purchasing dynamic—instead of a large lump sum for software and installation purchases, payments can be spread out over time in monthly installments that fall in line with district cash flows.

2013 User Conference and Training Session TruePoint hosted its annual user conference and training session October 22–23 in Reno, Nevada. Over 35 participants from six states attended the two‑day workshop. Multiple agencies made valuable presentations to their peers about specific approaches to product utilization and management. Kent Johnson noted that those attending were extremely pleased with the products, services, and, in particular, the customer support they receive throughout the year from TruePoint staff.

To learn more about TruePoint Solutions, visit http://truepointsolutions.com or call Kent Johnson at (916) 259-1293, ext 202.

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GMDA Conference Jan. 7–10 Golden Nugget Casino Resort AND

Biloxi, Mississippi

2014

ARRIVAL – Tuesday, January 7 PRE-CONFERENCE TOUR – Wednesday, January 8 CONFERENCE – Thursday, January 9 – noon Friday, January 10 SPOUSES TOUR – Thursday, January 9 Pre-conference tour stops will include • Biloxi Visitors Center • Beauvoir (the final home of Confederate President Jefferson Davis) • Center for Marine Education and Research The Tour will wrap up with lunch at Mary Mahoney’s.

Mary Mahoney’s has the traditional New Orleans look: white walls adorned with the classic wrought-iron railings, built around a large courtyard shaded by a 200-year-old live oak.

THE

LATEST INFORMATION ON THE UPCOMING

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GMDA

GMDA ANNUAL CONFERENCE WWW.GMDAUSA.ORG

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CLASSIFIED LISTINGS San Carlos Irrigation and Drainage District (District) is seeking a qualified and experienced individual for the position of General Manager. Ideal candidates will possess a unique combination of education and experience that will allow them to handle the wide range of duties associated with this type of position.

Qualified candidates must possess a Bachelor’s of Science degree from an accredited four-year college or university in civil engineering or related field; minimum of ten years of experience as a public administrator of a water entity or related industry with management and supervisory authority. Registration as a professional engineer within the state of AZ is desirable but not required. A successful candidate must also have a good driving record and be able to obtain a valid Arizona Driver’s License.

Primary duties of this exempt management position include but are not limited to the following: 1. Develop and implement short- and long-term planning visions as directed by the Board of Directors; 2. Oversee implementation of a $100 million rehabilitation and betterment program of irrigation facilities; 3. Interface with District water users and effectively communicate policies/procedures; 4. Prepare documents and presentations for the Board of Directors; 5. Oversee development of annual budgets and make recommendations to the Board of Directors; 6. Provide leadership to staff and opportunities for career development; 7. Participate and collaborate in regional activities with other federal, state, tribal, and public entities that will impact the District; 8. Maintain collaborative relationships with the Gila River Indian Community, the Bureau of Indian Affairs, and the Bureau of Reclamation; 9. Inspect quality of work products produced by the District or its consultants; and 10. Physical ability to traverse canals and other uneven terrain typically found in an irrigation district.

The District covers approximately 50,000 acres of farm and urbanized lands in the eastern portion of Pinal County and is governed by a nine member Board of Directors. The District operates and maintains about 46

For information on posting to the Classified Listings, please e-mail Irrigation.Leader@ waterstrategies.com

240 miles of earthen canals, which deliver waters from the Gila River, Central Arizona Project, and groundwater to users stretching from the Town of Florence to the city of Casa Grande.

The District offers an excellent salary and benefits package (DOQ). Qualified candidates must submit cover letter, resume, 5-year salary history, and references that the District may contact to the address shown below, on or before December 20, 2013.

Sally Van Arsdale, Business Manager San Carlos Irrigation and Drainage District P.O. Box 218 Coolidge, AZ 85128

Belle Fourche Irrigation District Project Manager Belle Fourche Irrigation District near the beautiful Black Hills of South Dakota is accepting applications for a Project Manager.

The Project Manager (PM) administers and implements the policies and programs adopted by the Board of Directors. The PM manages the activities of all Project employees, evaluates operational procedures, and coordinates all planning and development programs, including preparing grant applications. The PM develops specific program goals, policies, procedures and objectives. The PM keeps the Board apprised of the operations and needs of the Project, presents an annual budget to the Board, and prepares other reports as requested by the Board. The PM directs the distribution of the Project irrigation water supply to Project patrons.

PM must have excellent communication and interpersonal skills and be capable of sustaining productive working relationships with the Board of Directors, employees, water users and all other entities of the District.

College degree not required but would be desirable.

Management experience not necessary but would be looked at favorable. General agricultural knowledge is required. Benefits include medical, paid holidays, South Dakota Retirement, sick leave and vacation.

Please send resume to: Belle Fourche Irrigation District; Attn: Darron, Board Chairman, P.O. Box 225, Newell, SD 57760.

Irrigation Leader

2nd ANNUAL OPERATIONS and MANAGEMENT WORKSHOP Sponsored by Irrigation Leader Magazine

REGISTRATION FORM

NAME ________________________________________________________________________________ AFFILIATION __________________________________________________________________________ ADDRESS______________________________________________________________________________ CITY/STATE/ZIP________________________________________________________________________ TELEPHONE _________________________

E-MAIL _______________________________________

IRRIGATION LEADER magazine is sponsoring the 2nd Annual Operations and Management Workshop with a theme of “Self-Reliance and Efficiency.� The purpose of the workshop is to provide an opportunity for general managers and directors of irrigation districts to discuss and exchange information on a variety of district operational and managementrelated issues, build out-of-state working relationships, and learn from their peers. The issues and topics will be selected by general managers and board directors and will pertain directly to the management and improvement of irrigation districts.

Discussions will feature case studies with general managers sharing their experiences alongside product or service vendors who were directly involved.

TENTATIVE SCHEDULE WEDNESDAY, February 12 8:00 am

10:15 am 10:30 am 12:00 pm 1:00 pm 3:00 pm 3:15 pm 5:00 pm

Litigation Prevention -The Texas Solution -New Reclamation Contracting Provisions Break Negotiation Skills For Contracting, Labor, Insurance Lunch provided Media Training -Developing a Plan Break Open Forum -Gathering and Sharing GIS Data with Reclamation Hosted reception

THURSDAY, February 13

8:00 am 9:00 am

10:15 am 10:30 am 12:00 pm 1:00 pm 2:00 pm 3:00 pm 3:15 pm 5:00 pm

Office Management Efficiencies New Fixes for Old Infrastructure -Canal and Pipe Repairs Break Urbanization: What to Avoid, How to Make It Work For Your District Lunch provided Reducing Costs on Canal Weed Control What Every Board Member Should Know Break Developing Low-Head Hydro for Revenue Hosted reception

Your suggestion for additional panel and open forum topics: ____________________________________ REGISTRATION FEE: $300.00 METHOD OF PAYMENT (Please check applicable payment method.)

Enclosed is a check made payable to Water Strategies LLC. Please charge my credit card.

VISA AMEX MASTERCARD Name on Card __________________________________________ Expiration Date _________________ Account Number ________________________________________ Signature ______________________ Fax completed form to 1-770-424-9468 or mail to: Irrigation Leader c/o Travel Worldwide Network, 1810 Wynthrop Manor Drive, Marietta, GA 30064 or e-mail to travwwnet@gmail.com.

HOTEL RESERVATIONS: We have reserved a block of rooms at the Phoenix airport Plaza Hotel (soon to be renamed the Crowne Plaza Phoenix Airport Hotel) located at 4300 East Washington Street, Phoenix, AZ 85034, at the rate of $133 per night plus tax of 12.27%. This includes full buffet breakfast, complimentary airport shuttle service, complimentary Internet service, and free parking. To make your reservations, please call 602-286-1117 or 1-855-586-8475 no later than Friday, January 10. Please tell the agent that you are attending the Irrigation Leader Workshop to obtain this special rate.

–

2013 CALENDAR November 5–7 November 7 November 13–15 November 13–15 November 21–22 December 4–6 December 3–6 December 3–6

Nevada Water Resources Assn. River Symposium and Tour, Reno, NV Columbia Basin Development League, Annual Conference, Moses Lake, WA National Water Resources Assn., Annual Convention, San Antonio, TX ESRI, Southwest User Conference, Salt Lake City, UT Idaho Water Users Assn., Annual Water Law Seminar, Boise, ID Washington State Water Resources Assn., Annual Conference, Spokane, WA Assn. of California Water Agencies, Fall Conference & Exhibition, Los Angeles, CA Oregon Water Resources Congress, Annual Conference

2014 January 7–8 January 7–9 January 29–31 February 12–13 February 19–21 February 20–21 February 25–27

National Water Resources Assn., Leadership Forum, Las Vegas, NV Groundwater Management Districts Assn., Annual Conference, Biloxi, MS Colorado Water Congress, Annual Convention, Denver, CO Irrigation Leader Magazine, Operations and Management Workshop, Phoenix, AZ Family Farm Alliance, Annual Meeting & Conference, Las Vegas, NV Multi–State Salinity Coalition, Annual Salinity Summit, Las Vegas, NV Assn. of California Water Agencies, Washington Conference, Washington, DC

For more information on advertising in Irrigation Leader magazine, or if you would like a water event listed here, please phone (703) 517-3962 or e-mail Irrigation.Leader@waterstrategies.com.

Submissions are due the first of each month preceding the next issue.

Past issues of Irrigation Leader are archived at

www.WaterAndPowerReport.com