WATER SUPPLY - Imported Water
|
| No. |
Objective Description |
Target Date |
Revised Date |
Status |
Comments |
| 1 |
Develop new, flexible water storage/supply management opportunities for the Water Authority’s Colorado River supplies, including Lake Mead, local, and binational storage solutions, to benefit both the region and the entire Basin. |
Dec-2023 |
|
 |
The Water Authority is continuing dialogue, including with the U.S. Bureau of Reclamation (Reclamation) and the Metropolitan Water District of Southern California (MWD), to obtain storage in Lake Mead for long-term strategy and flexible water management, and proposes storage as part of a larger set of consensus-based actions to stabilize the Colorado River system. Water Authority staff continues to explore funding opportunities to expand capacity at the Carlsbad Desalination Plant, including through the Inflation Reduction Act, whereby additional desalinated water would be made available to benefit the river. |
| 2 |
Secure long-term cost-effective conveyance of the Water Authority’s Quantification Settlement Agreement (QSA) conserved water supplies for the benefit of the region and the entire river system. |
Dec-2024 |
|
 |
The Water Authority has been studying the feasibility of building a water conveyance path from the Imperial Valley to the Water Authority's service area as an alternative to MWD's Colorado River Aqueduct. Work on Phase A is complete. Work on the Phase B study is currently deferred by the Board. |
| 3 |
In coordination with the project partners, complete construction of the Coachella Mid-Canal Storage Project to help reduce the Water Authority’s share of operation, maintenance, and repair costs. |
Dec-2025 |
|
|
Phase 1 for design and environmental review is complete. The Phase 2 agreement between Coachella Valley Water District (CVWD) and the Water Authority for construction was approved by the Board in February 2023. A low interest federal loan was secured for the project from Reclamation. CVWD is awaiting bids for a construction contract. Construction is anticipated to start in summer 2023 and be completed in one year. |
| 4 |
Work in concert with the General Counsel’s office to achieve resolution of all pending rate cases, including obtaining a final resolution for the 2014, 2016, and 2018 cases and a court decision on the offsetting benefits by 2025. |
Dec-2025 |
|
|
The consolidated cases for 2014, 2016 and 2018 trial started in May 2022 and a Statement of Decision was issued by the trial court in April 2023. The trial court denied the Water Authority’s offsetting benefits claims; the court also denied MWD’s claim for reformation of the Exchange Agreement. Counsel for MWD and the Water Authority will meet and confer on the proper form of judgment. After entry of judgment by the trial court, both parties will have the opportunity to appeal adverse decisions, should they so choose. |
| 5 |
Engage in Basin States, interstate, and binational policy discussions, including as they relate to renegotiation of the 2007 Interim Guidelines and addressing the ongoing drought on the Colorado River, while promoting collaboration and innovative partnerships. |
Dec-2025 |
|
|
The Water Authority attends and is engaged in ongoing, collaborative meetings held by the Basin states and Reclamation to address drought impacts and is engaged in the process for renegotiation of the 2007 Interim Guidelines, as well as potential near-term actions. Water Authority staff is reviewing the Lower Basin consensus-based proposal (May 2023) to conserve up to 3 million acre-feet on the river through 2026. Staff additionally engages through other forums including the Colorado River Board of California, the MWD Board, and binational workgroups. |
| 6 |
Advance policies, programs, and projects that are consistent with state policy to reduce reliance on the Bay-Delta and with the Water Authority Board’s Bay-Delta and Project Policy Principles, including the support of a single-tunnel Bay-Delta project, contingent on the proper allocation of project costs on MWD’s rates and charges. |
Jun-2027 |
|
|
Water Authority staff continued to communicate with the Newsom Administration, the San Diego legislative delegation, and a variety of external parties regarding the Water Authority Board's conditional support for the Bay-Delta fix alternative, along with a comprehensive explanation of the rates/charges conditions that would need to be satisfied to address the Water Authority's interests. |
| 7 |
Work with QSA JPA parties and Lower Colorado River Multi-Species Conservation Program stakeholders to ensure all required environmental mitigation is implemented. |
Jun-2027 |
|
|
Mitigation status reports provided at the March and June 2023 Quantification Settlement Agreement Joint Powers Authority (QSA JPA) meetings indicated all activities are on track and in compliance with requirements. It is anticipated that the QSA JPA water agencies will complete mitigation payments by 2025. For the Lower Colorado River Multi-Species Conservation Program, formal consultation concluded in December 2022 for a program modification to allow for increased water conservation in the Lower Colorado River Basin. |
| 8 |
Lead stakeholder outreach and engagement to enhance relationships as they relate to the conserved water the Water Authority receives through the QSA. |
Jun-2027 |
|
|
Staff continues to engage in one-on-one and small group meetings with Imperial Valley and Basin stakeholders with a focus on ensuring Reclamation acknowledges the value of the QSA in its environmental analysis that looks at changes to the near-term operations of the Colorado River and in planning for the river's long-term operation. Staff has also focused on how the QSA is a model for other Basin states in implementing conservation in a way that protects agriculture and the environment. |
| 9 |
Collaborate with MWD and member agency board members, staff, and other stakeholders to improve MWD system flexibility and accessibility through the 2020 Integrated Water Resources Plan implementation, evaluation of the Regional Recycled Water Program, and other efforts. |
Jun-2027 |
|
|
In February 2023, MWD launched its Climate Adaptation Master Plan for Water (CAMP4W), which intends to integrate MWD’s resources, financial, and climate change planning and to align it with that of its member agencies. This integration and coordination process outcome was achieved after years of advocacy by the Water Authority’s Delegates and staff. Through the Water Authority’s advocacy, MWD also agreed to undertake a cost of service (COS) study for Pure Water Southern California (formerly the Regional Recycled Water Program) and hired a consultant to perform the COS in October 2022. The COS intends to address how the project will be paid for through rates, and thus member agencies’ cost share of it, and be provided before MWD moves forward with the program’s implementation. |
| 10 |
Work in concert with the Water Authority’s Board Officers and MWD Delegates to ensure collaboration, equity, and transparency in MWD policies and processes, including the rate refinement, long-range financial planning, and Integrated Water Resources Plan processes. |
Jun-2027 |
|
|
All four Water Authority MWD Delegates now hold key leadership positions at MWD and are supporting Chair Ortega in his effort to improve board transparency, oversight, and collaboration. Director Goldberg in her role as the Vice Chair is overseeing the development of MWD’s inaugural CAMP4W, which held its first workshop focusing on building a common understanding among board members and member agencies to support the development of MWD’s long-term planning. Separately, in response to concerns raised by the Delegates and other directors, MWD held a panel discussion, which included General Manager Kerl, related to equity issues in serving disadvantaged communities among other topics. Also, MWD corrected its description of the exchange water in its most recent Official Statement at the request of the Delegates. |
| 11 |
In tandem with the Water Authority’s MWD Delegates, advocate securing adoption of a long-range finance plan, business model, and rate structure that will ensure MWD’s long-term financial sustainability. |
Jun-2027 |
|
|
Under the leadership of Vice Chair Goldberg, MWD launched its long-term planning effort—CAMP4W—that aims to integrate its resources, financial, and climate change planning and align its planning with that of its member agencies. Staff continues to work in tandem with the Delegates to support the integration of MWD’s financial and resources planning, and its alignment to its member agencies’ planning, to ensure MWD’s long-term financial sustainability. |
WATER SUPPLY - Local Water
|
| No. |
Objective Description |
Target Date |
Revised Date |
Status |
Comments |
| 1 |
Complete Contract Administration Memoranda and any necessary Water Purchase Agreement contract amendments for the final phase of the new intake and discharge facilities at the Lewis Carlsbad Desalination Plant. |
Dec-2022 |
|
 |
The Contract Administration Memorandum was approved by the Board on December 15, 2022. Financial close of Water Infrastructure Finance and Innovation Act funds and Public Activity Bonds occurred on February 17 and March 9, 2023, respectively. |
| 2 |
Update the Board and member agencies on phase two of the Water Research Foundation study to evaluate the regional benefits of the Lewis Carlsbad Desalination Plant supply and potable reuse supplies. (D) |
Jun-2023 |
|
|
This objective is complete and included an update to the Board and member agency managers in January 2023. The team completed several tasks including the regional salinity loading model, the economic impact model, and a final report. |
| 3 |
Complete all submittal reviews within the Water Purchase Agreement required timeframe during oversight of the design, construction, and commissioning of the Lewis Carlsbad Desalination Plant’s permanent intake and discharge facilities in compliance with the Ocean Plan Amendment. (E, F) |
Mar-2024 |
|
|
Construction of the permanent intake and discharge facilities began in January 2023. Staff is monitoring construction for conformance with the Water Purchase Agreement and plans to provide an update to the Board in July 2023. |
| 4 |
Advocate for state and federal funding opportunities for local water supply projects and evaluate opportunities to assist member agencies and underrepresented communities in using funding. (B) |
Dec-2024 |
|
|
Staff is assisting with the administration of drought funding available under Integrated Regional Water Management (IRWM) for Disadvantaged Communities (DACs). The IRWM’s consultant’s scope of work will evaluate additional funding options and provide additional assistance to DACS with reporting support. |
| 5 |
Advocate for the adoption of a state drought action plan that protects the ability to use regionally developed sources during drought emergencies and implement Water Shortage Contingency Plan action only when warranted by local supply conditions. (A, C) |
Dec-2024 |
|
 |
Staff met with State Water Resources Control Board staff, ACWA staff, and other retail agencies several times and proposed a framework that considers both Water Use Efficiency standards and resiliency in supplies. The last meeting was December 14, 2022. Heavy winter and spring precipitation prevented the need for emergency drought action by the state. |
| 6 |
Coordinate with member agencies to submit applications to MWD for Local Resource Program (LRP) and other funding opportunities and advocate for criteria which is supportive of member agency projects. (B) |
Jun-2025 |
|
|
Water Authority staff met with staff from the San Elijo JPA in May 2023 to discuss a future LRP application for a recycled water project. |
WATER SUPPLY - Resource Planning
|
| No. |
Objective Description |
Target Date |
Revised Date |
Status |
Comments |
| 1 |
Engage in the San Diego Local Agency Formation Commission (LAFCO) process on Fallbrook/Rainbow detachment to ensure all conditions outlined in Board Resolution 2020-06 are fully addressed. (D) |
Jun-2023 |
Aug-2023 |
|
LAFCO staff belatedly released for public review a Draft Staff Report on the Fallbrook and Rainbow Reorganization Applications in late April 2023, which included five recommendation alternatives for the Commission to consider, with LAFCO Staff recommending Option 2 – Approve detachment with an “Exit Fee”. The Water Authority submitted substantive comments on the Draft Staff Report by March 22, 2023. LAFCO Staff’s Final Report was released on May 31, 2023, as part of LAFCO Commission’s June 5, 2023, regular meeting agenda packet. The Water Authority presented its arguments opposing detachment at the June 5 hearing. The hearing concluded on June 5 with a vote of the Commission on continuing the item to the August 7, 2023 Commission meeting. On June 12, the EO of LAFCO called an ‘emergency’ Commission meeting on June 14th to 1) take an oppose position on AB 530 legislation, and 2) move up the LAFCO decision on detachment to July 10. Both items passed, and the new date for LAFCO Commission to vote will be July 10. The item may or may not be voted on or passed on that date. Staff will update the “Target Date” once known. |
| 2 |
Advocate with member agencies the equitable and reasonable development of statewide water use efficiency targets and drought management actions by the Department of Water Resources (DWR) and State Water Resources Control Board. (F, H, I) |
Jul-2023 |
Jul-2024 |
|
DWR has made a recommendation on Water Use Efficiency targets to the State Water Resources Control Board (SWRCB). Staff is now focused on advocating with the SWRCB and attending regular meetings with Staff and Board members. SWRCB is expected to begin the regulatory process in June 2023. Regulations must be adopted within a year after the regulatory process begins. |
| 3 |
Conduct a funding study that provides short and long-term Integrated Regional Water Management (IRWM) Program sustainability strategies in coordination with the RWMG to help ensure the Program’s viability and capacity to support regional objectives and needs in the future years. (A) |
Dec-2023 |
|
|
Staff is working with the Regional Water Management Group (RWMG) to develop long-term direction for the IRWM Program and is evaluating funding opportunities outside of Proposition rounds/IRWM Program. Currently the RWMG and Regional Advisory Committee (RAC) are working on the development of a resiliency project that can be sponsored by the RWMG for grant funding even if dedicated IRWM funding is unavailable. The RWMG is also making program revisions anticipating the possibility that additional IRWM funding may not be available. |
| 4 |
Secure $2.5 million in external funding such as grant awards, utility funding, and in-kind contributions to support water-use efficiency programs. (G, H, I, J) |
Jun-2024 |
|
|
Staff is implementing programs to use $2.3 million in funding for regional conservation programs from Prop 1 Round 2. The Water Authority was also awarded $3 million of drought funding for the regional Water Use Efficiency (WUE) direct install program for underserved communities. Staff has worked with the contractor to install devices within a three-year window. |
| 5 |
In collaboration with the RWMG, evaluate potential opportunities to strengthen disadvantaged communities’ engagement through targeted outreach, financial and technical assistance. (A) |
Jun-2024 |
|
|
Staff is working closely with DAC project sponsors to complete reporting requirements for existing grants and develop recommendations for future DAC grant opportunities. Staff also collaborated with the RWMG and the IRWM consultant to provide additional project administration support to DAC project sponsors as needed. |
| 6 |
Identify and implement studies that support the Water Authority’s position on water use efficiency, demand and drought response. (H) |
Jul-2024 |
|
|
Staff is working with ACWA and other stakeholders on developing data to support reasonable long term water use efficiency targets. Staff are participating in discussions with DWR and other stakeholders on studies needed to evaluate indoor WUE standards. Staff is also partnering with the California Data Collaborative on a landscape measurement pilot to evaluate Commercial, Industrial, and Institutional landscapes to be completed in 2023. |
| 7 |
Using the results of the funding study and DAC communities’ engagement efforts, develop further plans which define the IRWM Program’s future roles and funding sources that align with local and regional priorities. (A) |
Jun-2025 |
|
|
The IRWM Program convened a drought resiliency workgroup to identify potential projects for funding. The technical memo is expected to be completed by the summer of 2023 and the RWMG will work with the consultant to find external funding. |
| 8 |
Work with member agencies to maximize water use efficiency funding from MWD for Member Agency Administered Programs (MAAP) (H, I, J) |
Jul-2025 |
|
|
Staff has developed a budget to utilize MWD’s full MAAP budget and is tracking progress with quarterly reporting by member agencies. |
| 9 |
Complete the 2025 Urban Water Management Plan (UWMP) update to identify supplies necessary to meet future demands and comply with the Urban Water Management Planning Act. (B, C) |
Jul-2026 |
|
|
Contractor selection process for the professional services expected to start in July 2023. |
| 10 |
Update the Water Shortage Contingency Plan (WSCP) to comply with state requirements and include the plan as part of the 2025 Urban Water Management Plan (UWMP). (E, F) |
Jul-2026 |
|
|
Contractor selection process for the professional services expected to start in July 2023. |
WATER FACILITIES - Infrastructure/CIP
|
| No. |
Objective Description |
Target Date |
Revised Date |
Status |
Comments |
| 1 |
Complete construction of the Mission Trails Flow Regulatory Storage II and Flow Control Facility project to mitigate existing operational risks and meet future untreated water demands for the central and south county service areas. (C, D, E, G, H) |
Nov-2022 |
Apr-2023 |
|
Construction contract awarded in January 2020 to OHLA USA, Inc. in the amount of $28,382,746. The project is complete and notice of completion was filed in May 2023. |
| 2 |
Complete construction of the Hauck Mesa Storage Reservoir and Pipeline Surge Protection project to provide operational flexibility on the First Aqueduct and long-term surge protection for the Valley Center Pipeline. (C, D, E, F, G, H) |
Jan-2023 |
Jun-2023 |
|
Construction contract awarded in January 2021 to Pacific Hydrotech, Inc. in the amount of $11,370,360. The project was delayed due to inclement weather, design changes and contractor schedule delays. Work was completed in June 2023. |
| 3 |
Complete construction of the Dulin Hill Erosion Repair project to repair slope damage resulting from past wildfires and provide additional protection to the Second Aqueduct. (A, C, D, G, H) |
Jun-2023 |
|
|
Construction contract awarded in August 2022 to Mac Dad Builders, Inc., in the amount of $1,965,884. Work was completed in May 2023. |
| 4 |
Complete construction of the Pipeline 5 Relining – Twin Oaks Valley Road to Crossover Pipeline Turnout project to provide an additional 1.0 miles of relined pre-stressed concrete cylinder pipe. (A, D, E, G, H) |
Jun-2023 |
|
|
Construction contract awarded in January 2021 to J.F. Shea Construction, Inc., in the amount of $16,850,000. Work was completed in June 2023. |
| 5 |
Complete construction of the First Aqueduct Treated Water Tunnels Rehabilitation project to prevent groundwater infiltration.
(A, D, E, G, H) |
Jul-2023 |
|
|
Construction contract awarded in May 2022 to Michels Pipe Services in the amount of $22,145,492. Work is progressing as scheduled and is anticipated to be complete in July 2023. |
| 6 |
Complete the 2023 Water Facilities Master Plan that evaluates facility needs based on various supply and demand uncertainties and system strategies that consider existing and future regional water facilities; operational resiliency and reliability; and supply reliability and diversity. (C, D, G, H) |
Jun-2024 |
|
|
The team is currently on track to complete the 2023 Water Facilities Master Plan on time and has completed the project scenario development, performance criteria, and baseline modeling of the scenarios. This information is scheduled to be presented to the Board and member agency managers in July 2023. The team is currently working on developing potential solutions to system challenges identified in the modeling and plans to review with the Member Agency Technical Advisory Group in July 2023. |
| 7 |
Complete construction of the Valley Center ESP Improvements project to provide treated water deliveries to VCMWD and YMWD during an emergency event. (C, D, E, G, H) |
Dec-2024 |
|
|
Board approved the construction and operation agreement in March 2023. In accordance with the agreement, the Water Authority issued the construction funds to Valley Center Municipal Water District and Yuima Municipal Water District in May 2023. Construction is anticipated to complete in late 2024. |
| 8 |
Complete construction of the Poway 5 Flow Control Facility project to provide the City of Poway a new treated water connection. (E, F, G, H) |
Jun-2025 |
|
|
This project is being led by the City of Poway. The designer submitted the mid-point design documents and is addressing comments. Final design submittal is expected in November 2023. |
| 9 |
Complete construction of the Southern First Aqueduct Structures Rehabilitation project to improve operations and the reliability of First Aqueduct untreated water deliveries. (A, C, D, E, F, G, H) |
Dec-2025 |
Jun-2026 |
 |
Final design for this project is anticipated to complete in Summer 2023. Construction is planned to begin in Winter 2024. |
| 10 |
Complete the design of the Pipeline 3, 4, and 5 at Moosa Canyon project to provide long-term pipeline protection for the Second Aqueduct crossing the canyon. (A, C, D, E, G, H) |
Jun-2026 |
|
|
Staff anticipates advertising a Request for Proposals for design services in Summer 2023, and recommend award of a professional design services contract in Fall 2023. |
| 11 |
Complete construction of the Crossover Pipeline I-15 Bypass project to replace the existing crossover pipeline under I-15, which is nearing the end of its service life. (A,E, G, H) |
Jun-2026 |
|
|
Board approved the Mitigated Negative Declaration in March 2023. Final design is anticipated to complete in late 2023. |
| 12 |
Apply for and obtain a Federal Energy Regulatory Commission license as a co-licensee with the City of San Diego and development team for the potential San Vicente Energy Storage Facility. (C, D, G, H) |
Dec-2026 |
|
|
An extension request for the preliminary permit remains under review by the Federal Energy Regulatory Commission (FERC). Staff met with FERC in May 2023 to discuss coordination of the State and Federal environmental review processes. The development team completed preliminary geotechnical investigations in March 2023 and is finalizing the draft engineering study, which staff will use for the environmental review process and preparation of a draft license application. |
| 13 |
Perform comprehensive condition assessments and prioritize water delivery assets for repair, rehabilitation, or replacement. Identify and routinely update project recommendations for supporting the development of biennial budgets, 5-year forecasts, and the Long-Range Financing Plan. (A, B, E, F, H) |
Dec-2027 |
|
|
Rehabilitation project recommendations have been submitted for consideration in the FY24/25 Budget. The next priority condition assessments include the First Aqueduct Untreated, and the Tri-Agencies Pipeline, beginning in FY2024, subject to budget approval. |
WATER FACILITIES - Sustainability
|
| No. |
Objective Description |
Target Date |
Revised Date |
Status |
Comments |
| 1 |
Develop and circulate all applicable documents required for the appropriate level of environmental review needed to obtain a Federal Energy Regulatory Commission license in support of the proposed San Vicente Energy Storage Facility Project. (E) |
Dec-2026 |
|
|
Data collection and technical feasibility studies in support of the environmental review process began in January 2021 and continued through June 2023. Objective is on track to be completed on schedule. |
| 2 |
Maintain ongoing compliance with the Natural Community Conservation Plan/Habitat Conservation Plan (NCCP/HCP), its implementing agreement, and State and Federal incidental take permits through annual monitoring and reporting. (E, G) |
Mar-2027 |
|
|
In compliance with reporting requirements, staff presented at the Annual Multiple Species Conservation Program Annual Workshop in December 2022. The 2022 NCCP/HCP Annual Report was finalized and submitted to permitting agencies in March 2023. Objective is on track. |
| 3 |
Develop a minimum of three acres of wetland mitigation at the San Luis Rey Kendall site to mitigate impacts of near-term Capital Improvement Program projects. (E, G) |
Jun-2025 |
Jun-2026 |
|
Permitting of this project with the Army Corps of Engineers is delayed due to additional jurisdictional delineation surveys. Construction will begin in Fall 2024 due to seasonal restrictions. Staff is also working with regulatory agencies to address concerns regarding the underlying water rights associated with the project area. Staff completed additional surveys, updated the Conceptual Habitat Mitigation Plan, and completed the “Advanced Permittee Responsible Mitigation” application package. This package was submitted to the regulatory agencies in January 2023, all necessary permits and approvals are anticipated in October 2023. |
| 4 |
Pursue partnerships on leading-edge climate science projects and evaluate opportunities to incorporate climate research into planning processes. (B, C, D) |
Jun-2025 |
|
|
The Water Authority is actively participating as a member with the Water Utility Climate Alliance network and Center for Western Weather and Water Extremes’ Water Affiliates Group, which includes several partnerships with experts to complete various climate science projects each business plan year. The Water Authority is also participating at meetings regionally with the San Diego Regional Climate Collaborative and attended the first in-person meeting since start of COVID-19 during December 2022. |
| 5 |
Complete the 2024 Climate Action Plan (CAP) Update to track progress toward meeting the 2030 and 2045 greenhouse gas targets, which include the state’s adopted greenhouse gas target for carbon neutrality by 2045. (A, B, F) |
Jun-2025 |
|
|
The Water Authority has awarded a contract with a consultant effective November 2022 for the 2024 CAP Update and kicked off the project in December 2022. The team completed an evaluation of greenhouse gas emissions for Pumped Storage facility types in May 2023 and is currently working on the 2022 greenhouse gas inventory update and developing portions of the CAP document in coordination with the Water Facilities Master Plan. |
WATER FACILITIES - Water System Management
|
| No. |
Objective Description |
Target Date |
Revised Date |
Status |
Comments |
| 1 |
Monitor California Air Resources Control Board fleet regulations and develop an implementation plan to decarbonize the fleet in the most efficient manner. |
Dec-2024 |
|
|
Staff has participated in CARB workshops, provided written comments on the proposed regulations, and testimony during regulatory hearings. Staff also is engaged with ACWA energy sub-committee on this regulation and has participated in meeting with CARB staff and board members to share our concerns. Staff is also assessing Water Authority fleet, market availability of zero emission vehicles, and infrastructure needs. |
| 2 |
Evaluate the proposed Alvarado Hydroelectric Rehabilitation project for viability and affordability and provide recommendations to the Board accordingly (B) |
Jun-2023 |
|
|
Staff evaluated the Alvarado Hydroelectric Rehabilitation project and determined it is not economically viable as a result of construction cost increases and future water demands. In November 2022, Staff informed the Board this project will not be implemented. The project was removed from the Capital Improvement Program as part of the recommended FY 2024 / 2025 budget. |
| 3 |
Identify potential properties for the new Operations and Maintenance Department Facility for Board consideration (G) |
Jun-2024 |
|
|
Staff continues to work with the real estate brokerage team to identify viable properties to bring forward for board consideration. |
| 4 |
Implement identified physical security assessment recommendations for critical facilities (E, F) |
Jun-2024 |
|
|
Security updates in progress. The objective is scheduled to be completed on the target date. |
| 5 |
Implement phased recommendations from the Aqueduct Communication System Master Plan to enhance security and control of the Water Authority’s Aqueduct Control System (G, H) |
Dec-2023 |
|
|
In process of reviewing plan and developing presentation to share with board in the fall to determine approach to implementation. |
| 6 |
Evaluate electric system resiliency study recommended improvements at Water Authority facilities (G) |
Dec-2023 |
|
|
The energy resilience analysis draft report is complete and is under review. The final report is estimated to complete in Fall 2023. Preliminary recommendations have been evaluated and included in the FY 2024 / 2025 Capital Improvement Program budget. |
| 7 |
Evaluate emerging technologies to enhance operational resiliency focusing on communication, facility power, and system monitoring within the aqueduct system and its peripheral components (G, H) |
Dec-2027 |
|
|
Evaluation and discussion are continuing with both internal and external staff relating to the evaluation of emerging technologies to enhance operational resiliency. |
| 8 |
Identify innovative opportunities for energy procurement to reduce energy costs and identify schedules for economically viable alternatives (A, B, C) |
Jun-2027 |
|
|
The feasibility study evaluating a direct connection to the Carlsbad Desalination Plant was completed in Fall 2022. Staff is evaluating implementation methods and anticipates making a recommendation to the Board in Fall 2023. |
| 9 |
Participate in Federal and State regulatory proceedings to reduce energy costs and comply with California energy goals (D) |
Jun-2027 |
|
|
Staff is coordinating with the Government Relations team to identify opportunities that support reducing energy costs and comply with state energy goals. Staff continues to monitor the applicable federal and state regulatory proceedings. |
| 10 |
Explore opportunities to strengthen the regional member agency collaboration on asset management and implement efficient strategies to assist with lifecycle cost reduction and failure mitigation (G, H) |
Jun-2025 |
|
|
Regional collaboration continues to support Member Agencies. Satellite leak detection effort now implemented for CY2021 and CY2022, and will be made available to Member Agencies for CY2023. |
BUSINESS SERVICES - Business Support
|
| No. |
Objective Description |
Target Date |
Revised Date |
Status |
Comments |
| 1 |
Complete Project Labor Agreement (PLA) implementation. |
May-2023 |
|
|
Implementation under Engineering’s direction began January 2023. Education and training of staff by PLA consultant began spring 2023. First CIP project to be implemented under PLA (Helix 9 flow control facility) expected to be advertised in summer 2023. |
| 2 |
Transition Water Authority onto Maximo Asset Management for Service Requests and Work Orders for Information Systems staff. |
Jun-2023 |
|
|
Completed in May 2023 ahead of schedule. |
| 3 |
Establish Teams file management environments for all departments that comply with agency file management and retention policies. |
Jun-2024 |
|
|
Work on this project was delayed due to the unexpected resignation of the Information Security Officer - a key contributor to this project - in January 2023. Staff will reevaluate the timing of this project after the new Information Security Manager joins the Water Authority this summer. |
| 4 |
Conduct independent assessment of how to optimize Kearny Mesa (KM) facility to foster equity and productivity during ongoing remote working. |
Jun-2024 |
|
|
Funding for this Significant Budget Initiative (SBI) was cut from the recommended Fiscal Years 2024-2025 budget as part of agency-wide rate increase mitigation measures. Staff will assess how best to optimize the Kearny Mesa headquarters with in-house resources as best as possible. |
| 5 |
Complete analysis of KM facility video surveillance needs and implement recommended solution. |
Jun-2024 |
|
|
Staff was directed to try to complete this work by end of calendar year 2023 as part of agencywide efforts to minimize impacts to the budget and rates for fiscal years 2024-2025. The project was fast-tracked to be completed by end of fiscal year 2023. |
| 6 |
Implement at least three new security improvements as referenced in the Center for Internet Security, National Institute of Standards and Technology (NIST), and insurance publications annually. |
Jun-2027 |
|
|
Security improvements are ongoing. The Water Authority completed a third-party cybersecurity assessment in accordance with its written information security program in late 2022 and addressed findings from that assessment over the first half of 2023. The Water Authority will have a new Information Security Manager in July 2023 to replace the previous manager, who resigned in January 2023. |
| 7 |
Provide 99.999% uptime (user access) to internal business information systems annually via secure private network connection (outside of scheduled maintenance or other planned outages). |
Jun-2027 |
|
|
Information Systems and Information Security staff performed regular patching of the agency's secure private networking software to keep its functions and protections up to date. |
BUSINESS SERVICES - Communication and Messaging
|
| No. |
Objective Description |
Target Date |
Revised Date |
Status |
Comments |
| 1 |
Conduct communications and outreach activities that result in at least 80 percent of poll respondents agreeing that a reliable water supply is essential for a healthy economy and quality of life. |
Jun-2023 |
|
|
Staff conducted a public opinion poll in July 2022 with True North Research, Inc. The poll resulted in 96% of respondents stating they at least somewhat agree that a reliable water supply for this region is essential for a healthy economy and quality of life.This goal is complete. |
| 2 |
Partner with at least three organizations (including media outlets) serving underserved communities to inform about water issues, including the drought, water quality and safety. |
Jun-2023 |
|
|
Partnered with Spanish-language media (two radio and two TV stations) to air informational messages via radio, TV, web and social media. Partnered with two social service agencies (Metropolitan Area Advisory Committee (MAAC) Project San Diego and Campesinos Unidos) to publicize Low Income Household Water Assistance Program (LIHWAP) funding. Partnered with taxi group serving Somali community to disseminate information. This goal is complete |
| 3 |
Relaunch the Citizens Water Academy (CWA) in a new and enhanced format(s). |
Jun-2023 |
|
|
The Citizens Water Academy for civic leaders was launched in June 2023 in a hybrid format with one virtual meeting, inclusion of online materials and two in-person sessions. Presentations will be led by Water Authority leadership including General Managers, water planners and engineers. |
| 4 |
Convene the Potable Reuse Coordinating Committee to advocate for direct potable reuse criteria that supports potable reuse in the San Diego region. |
Jun-2023 |
Jul-2024 |
|
Water Authority staff continued to track and provided member agency updates on the draft Direct Potable Reuse (DPR) regulations that are expected to be released for formal review in early summer 2023. Staff participated in a WateReuse CA workgroup on DPR that advocated for flexibility and streamlined permitting with Division of Drinking Water staff. |
| 5 |
Commemorate the 20th anniversary of the Quantification Settlement Agreement (QSA) through outreach in coordination with the Colorado River team. |
Oct-2023 |
|
|
Updates have started on To Quench a Thirst book that will be a cornerstone of 20th anniversary celebration; planning process for event will begin in the second and third quarter of 2023. A Significant Budget Amendment (SBI) was proposed for FY24-25 to fund event(s). |
| 6 |
Provide comments on the California Air Resources Board’s proposed Advanced Clean Fleets Rule in coordination with member agencies. |
Dec-2024 |
|
|
Water Authority staff participated in an ACWA workgroup that met 10 times with California Air Resources Board members. Staff also provided two comment letters (in August and October 2022) and submitted a member agency coalition comment letter in April 2023. Staff also provided oral testimony to California Air Resources Board in October 2022. Staff provided regular updates to the member agencies through the Joint Public Information Council meetings and regulatory update emails. The regulation was adopted on April 29, 2023. |
| 7 |
Identify opportunities to partner with at least one or more Water Authority member agencies annually to co-sponsor legislation, collaborate on an administrative or regulatory requests, or pursue a funding initiative. |
Jun-2025 |
|
|
In November 2022 the Water Authority Board voted to co-sponsor legislation on atmospheric rivers with Sonoma County Water. This legislation will help with flood control and water supply management. This helps all of our member agencies. The legislation was introduced in December by Assembly Member Ward. Assembly Bill 30 passed the Assembly in May 2023 and is currently at the Senate Committee on Natural Resources.
The Water Authority is also pursuing state budget funding for San Vicente Energy Storage Project and Lake Hodges Dam design funding. |
| 8 |
Increase awareness and understanding of the Water Authority’s interests and strengthen relationships by providing briefings to each member of the San Diego congressional and state delegation in Washington D.C., Sacramento, and the San Diego district office. |
Jun-2025 |
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|
The Water Authority staff continue to provide briefings to our delegation both virtually and in person. Meetings have been held with all of our delegation members. Meetings with our delegation in Sacramento took place in March 2023 and meetings with our delegation took place in Washington D.C. in February 2023. In addition staff have met with the District staff in the local offices and provided a tour to 9 of the offices at the Carlsbad Desalination Plant. Additional meetings took place in Washington D.C. in April as part of the San Diego Chamber mission trip. |
| 9 |
Engage with the Administration, Congressional Delegation, and House and Senate Appropriations Committees to pursue federal funding for the Safety of Dams programs. |
Jun-2025 |
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|
Staff continues to meet with our delegation to pursue funding for safety of dams. There is a limited amount of funding available from Federal Emergency Management Agency (FEMA) and the Water Authority continues to see if our agencies can pursue this funding. The Water Authority met with the DC delegation and administration officials in February 2023 to discuss funding of dams. A meeting took place with FEMA and staff participated in a webinar in March discussing dam safety funding programs through FEMA. |
| 10 |
Sponsor or support legislation and regulatory actions to streamline the operator certification process and allow for flexibility during extenuating circumstances. |
Jun-2025 |
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|
The Water Authority has worked closely with the California-Nevada section of the American Water Works Association on making necessary changes to the certification process. Staff testified at the State Board to discuss the necessary changes and the State Board is working to do a survey and make the necessary changes to fix the current issues with the operation certification program. |
| 11 |
Sponsor or support legislation and engage with working groups and regulators on water rate affordability for low-income ratepayers. |
Jun-2025 |
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|
The Water Authority supported Senate Bill 222 from Senator Dodd in 2022 that focused on affordability. The bill passed, but was vetoed by the Governor due to a lack in funding. Staff is continuing to have conversations with the State Board and our delegation for other ways to address the affordability issue. The Water Authority also held a Legislative Roundtable with affordability as the main topic. Staff is planning to have another Roundtable focused on affordability in the summer of 2023. Staff continue to engage with the State Board and with Senator Alex Padilla's staff on the need for affordability programs. The state is going to expand the Low Income Household Water Assistance Program, which the Water Authority has been advocating to make a permanent program. |
| 12 |
Participate in a consumer messaging workgroup on microplastics in drinking water as part of a Water Research Foundation project. |
Jun-2025 |
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Water Authority staff participated in a Water Research Foundation workgroup on microplastics in drinking water that met twice during the reporting period. The workgroup is drafting guidance language to assist public water systems in meeting state consumer messaging requirements for drinking water. The Water Authority is drafting a section on the occurrence of microplastics in drinking water supplies which is on track to be completed by October 2023. |
| 13 |
Grow total social media audience through existing and new platforms by 10 percent annually through Fiscal Year 2025. |
Jun-2025 |
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|
FY 2023 goal was 30,613 followers. As of May 25, the Water Authority has 30,210 followers on social media. Objective is on track. |
| 14 |
Grow Water News Network page views by 10 percent annually through Fiscal Year 2025. |
Jun-2025 |
|
|
Water News Network (WNN) FY 2023 goal is 146,410 pageviews. As of May 25, 2023, WNN pageviews for FY 2023 were 218,876, which exceeds the goal by nearly 72,000 pageviews with 5 weeks remaining in FY 2023. |
| 15 |
Engage in annual outreach activities that support the region’s initiatives to provide a safe, reliable and affordable water supply, including positioning the Water Authority as a collaborator and convener on addressing affordability issues. |
Jun-2025 |
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|
The Water Authority continues a robust public outreach program with media relations, social media, digital advertising, partnerships and events to position the agency as a leader and collaborator. That includes outreach on affordability issues, including a new webpage launched in November 2022 about the issue and a legislative roundtable on the subject. |
BUSINESS SERVICES - Financial Management
|
| No. |
Objective Description |
Target Date |
Revised Date |
Status |
Comments |
| 1 |
Implement a five-year financial forecast for budget and rates in support of long-term planning and fiscal sustainability. |
Jun-2023 |
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|
Staff worked with member agencies and the Board to develop a 5-Year Financial Forecast. It was presented to the Board in November 2022. |
| 2 |
Strengthen vendor master database processes including the addition, deletion, and updating of vendor records to avoid payment fraud, duplicate payments, compliance fines, and bad vendor data. In conjunction, develop an electronic solution in OnBase to store vendor supporting records safely and securely. (A) |
Jun-2023 |
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|
Inactivated 2,500 vendors and former employees not presently working with the WA; created automated reports that are sent daily to staff noting changes to the vendor master file; made programming changes in PeopleSoft to further limit payment issues; redesigned vendor form to incorporate enhanced security features; original vendor documentation now all exists electronically and has been uploaded into paperless document repository and linked to vendor master file; enhanced fraud awareness training given to staff. |
| 3 |
Leverage PeopleSoft reporting to develop the Budget Status Report (BSR) of the Controller’s Report within the software thereby reducing dependence on manual steps. (A, B, C) |
Jun-2024 |
|
|
IT met with Finance staff and reviewed the accounts mapping design and informed Finance that the BSR automation can be completed; BSR automation work will resume once Governmental Accounting Standards Board (GASB) 87 and 96 software module implementations are completed after August 2023. |
| 4 |
Maintain and improve rate model to identify efficiencies, to ensure consistency with budget and to support smooth and predictable rates and charges and long-term planning. (A, I, J, K) |
Jun-2027 |
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|
Staff is continually updating the rate model making sure it reflects any changes in Water Authority processes. Latest updates to rate model included use of Storage, calculations for below 10% MWD charges, updates to estimated impact by Member Agency. |
| 5 |
Advocate Water Authority position through participation in two industry conferences per year via speaking engagements and achieve membership in industry committees and boards, such as California Society of Municipal Finance Officers, Government Finance Officers Association, Bond Buyer, and the California Municipal Treasurer’s Association. (E, K) |
Jun-2027 |
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|
The Rate and Debt Manager presented at the California Society of Municipal Finance Officers conference in March 2023 on the topic of affordability. The Budget and Treasury Manager presented at the California Municipal Treasurer’s Association (CMTA) conference in April 2023 on the topic of credit quality and investments. In addition, the Director of Finance presented at the CMTA conference on a Treasurer's Panel, at the Association of California Water Agencies on debt, and at the Government Finance Officers Association (GFOA) conference in May 2023 on panels on treasury and debt management. |
| 6 |
Evaluate and implement new budget and financial planning software for improved transparency and efficiency in reporting the budget and five-year financial forecast. (A, B) |
Jun-2027 |
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|
Finance has entered into an agreement with a budget software developer for implementation of a new software for budgeting, forecasting, and development of multi-year forecasts. Implementation meetings have started and are expected to continue through the rest of the calendar year. |
| 7 |
Proactively manage the debt portfolio to achieve level debt services payments and minimize debt payment spikes. (D, E, F, G) |
Jun-2027 |
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|
Staff is monitoring the Commercial Paper Program and exploring future refunding opportunities in 2024. Staff is also recommending a Defeasance in July 2023 to provide rate mitigation to the CY 2024 rates and charges. |
| 8 |
Implement improvements, including connected PowerBI reports for water sales and uses, and maintain Data Archival and Invoicing System (DAIS) to ensure timely updates, cybersecurity and smooth water billing processes. (A, B, J) |
Jun-2027 |
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|
Further enhancements to the DAIS system were completed including: adding MWD rates and charges, water sales forecast, and a home page redirect. By the end of FY23 following tasks will be finished as well: changes in presentation of the Permanent Special Agricultural Water Rate (PSAWR) on invoices, adding data from MWD bills to the system, allowing Member Agencies to enter non-credited recycled water use. Then Power BI will be redesigned to incorporate changes. |
| 9 |
Invest the Water Authority’s portfolio to meet the objectives of safety, liquidity, and yield while striving to equal or exceed the market yield index performance benchmark for the consolidated investment portfolio. (D, F) |
Jun-2027 |
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|
The Water Authority meets with the external investment manager quarterly to discuss the portfolio. Staff works with the external investment manager to re-invest funds as they mature to maximize the performance of the portfolio. Staff continues to monitor portfolio performance and economic conditions impacted by current market volatility. |
| 10 |
Work with the Member Agency Rate Workgroup (MARW), Financial Strategy Work Group (FSWG), the Board, and Rate Consultant(s) to evaluate potential changes to the Water Authority’s existing rates & charges and implement a new rate design to address revenue volatility (risk) and impacts of forecasted local supply projects. (A, I, J, K) |
Jun-2025 |
|
|
To date, staff with our consultant have conducted 14 MARW meetings. Two user-friendly rate models have been distributed, the most recent in December 2022. |
BUSINESS SERVICES - Workforce Management
|
| No. |
Objective Description |
Target Date |
Revised Date |
Status |
Comments |
| 1 |
Gain agreement to future Memorandum(s) of Understanding with bargaining groups in accordance with Board direction. |
Jun-2023 |
|
|
The Board approved the Amendment to the consolidated MOU with the Teamsters at its June 22, 2023 meeting. The MOU is a three-year agreement, July 1, 2023 through June 30, 2026. |
| 2 |
Ensure 100% compliance with required safety training. |
Jun-2027 |
|
|
Required safety training through the web-based platform, Target Solutions, due December 31, 2022, is at 98.5% completion rate (as of December 31, 2022). Staff completed 98.5% of required safety trainings through the web-based platform Target-Solutions in calendar year 2022. The Water Authority's Safety Officer retired in June 2022 and onboarded a new Risk and Safety Manager on November 30, 2022. Risk and Safety is undertaking a Safety Gap Analysis which will evaluate its training programs for effectiveness and regulatory compliance. Analysis scheduled for completion in Summer 2023. |
| 3 |
Develop training resources to provide support, guidance, and training to managers to assist in building and maintaining effective working relationships with labor groups. |
Jun-2027 |
|
|
Staff provide monthly live webinars on employment relations topics through the LCW Employment Relations Consortium. A recording of the webinars is available for 45 days after the live session. Additional resources are being developed. |
| 4 |
Conduct a follow-up employment engagement survey to continue General Manager’s culture change efforts. |
Sep-2023 |
|
|
The last engagement survey was conducted in August 2022 with an 87% response rate. Results were presented at the November Quarterly meeting. Actions resulting from the survey include finalization of the hybrid work program and pending revisions to the employee recognition program. |
| 5 |
Evaluate and recommend technology to streamline standardized human resources practices. |
Jun-2027 |
|
|
Human Resources staff continue to evaluate new technology for improved practices in training and recruitment. |
| 6 |
Provide relevant, effective wellness initiatives to support the health and wellness of employees. |
Dec-2027 |
|
|
Wellness initiatives for 2023 include a mind-body wellness series, manager resiliency webinar series, specific health series for men and women, and a return of Walktober walking challenge for October 2023. In addition, the Water Authority provides physical wellness resources through weekly bootcamp classes at both locations and occasional yoga classes at Kearny Mesa. |
| 7 |
Promote San Diego Water Works and SkillBridge resources to member agencies and potential candidate pools. |
Jun-2027 |
|
|
Human Resources continues to find new and innovative ways to promote the regional entity, San Diego Water Works, and the SkillBridge program for transitioning veterans. The Water Authority has had seven SkillBridge interns since the inception of our contract in 2021, with another intern scheduled to start in August 2023. |
| 8 |
Survey member agencies regarding the Regional Water/Wastewater Internship program and implement any changes to ensure it continues to meet the needs of stakeholders, including local community colleges and member agencies. |
Jun-2027 |
|
|
A survey with member agencies was conducted in spring 2023. Input on intern wage, agency participation, evaluation of intern, and program outreach was provided for development in the 2023-24 Internship Program. |
| 9 |
Complete independent safety program analysis and develop recommendations to improve effectiveness. |
Jun-2025 |
|
|
The Risk and Safety Manager joined the Water Authority in November 2022. Independent Safety Gap Analysis is in progress, with completion on schedule for summer 2023. |
| 10 |
Evaluate new training initiatives that meet the needs of the employee and organization. |
Jun-2027 |
|
|
A new training platform for employee development is included in the proposed FY 24/25 budget. |
| 11 |
Conduct outreach and implement changes to the employee recognition program that reflects the new values efforts. |
Jun-2023 |
|
|
The changes to the Employee Recognition Program and policy are anticipated to be completed by summer 2023. |
| 12 |
Track key data to identify areas of opportunity to build a diverse, equitable, and inclusive workplace. |
Jun-2027 |
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|
The FY 2021 & 2022 Diversity, Equity, Inclusion, and Belonging Report was issued in 2022 as a biannual document, and data is being tracked in the development of the FY 2023 & 2024 Report. |