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Responsible for the coordination of all water related planning activities, including the
integration of potable water, indirect and direct reuse, groundwater, storm water, etc.
Company technical expert at identifying creative opportunities for clients to manage all
of their water supplies as one portfolio to benefit their customers.

Responsible for managing multiple projects including water resource studies, master
plans, and design jobs.

San Juan Water District
March 1996 - December 2016
March 1996 - December 2003 as Assistant General Manager
December 2003 – December 2016 as General Manager

SJWD is a wholesale agency supplying treated water to three public water agencies, a
city, a mutual water company and the SJWD retail service area. Responsible for
planning, organizing, directing and reviewing the overall administrative activities and
operations of the District; advising and assisting the Board of Directors; and
representing the District’s interests at the local, State and Federal level. Responsible
for the complex management of 82,200 acre-feet of surface water supplies consisting of
water rights, a contract with another agency, and a Central Valley Project Service
contract.

Oversaw multiple upgrades to the Peterson Water Treatment Plant, including increasing
the water treatment plant from 100 MGD to 150 MGD capacity. The capacity increase
was done through a combination of physical improvements and the creation of a
specialized chemical mixture that significantly increased the capabilities of the existing
filter facilities. The creative approach to the increase in 50 MGD capacity saved
ratepayers $30 to $50 million compared to the construction of new facilities. The solids
handling was upgraded from drying beds to backwash water treatment and belt
presses.

I was instrumental in pushing for a groundwater bank in the Sacramento region, which
is now in the process of development. As a step to implementing the broader vision, I
worked to start a smaller scale process at SJWD. SJWD has water available in wet
years that could be stored through in lieu or injection. I initiated an evaluation of the
various options available, including opportunities to provide lower cost surface water in
wet years to groundwater agencies in the region in exchange for retaining ownership of
banked surface water for transfer during dry years.

As the wholesale water provider, I was responsible for balancing surface water and
groundwater usage for five wholesale customer agencies. An additional layer of
complication was involved as the groundwater facilities were owned by two of the
wholesale customer agencies. Developing Agreements and allocating costs added a
unique twist to the process.

As part of the integrated water resource portfolio, water transfers were a high priority.
Groundwater substitution transfers were identified, and agreements reached. With the

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Shauna Lorance