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 participate in the Binational Desalination Workgroup, evaluating opportunities for additional partnerships that could provide the Water Authority flexibility and support long-term sustainability of 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 (aqueduct). Work on Phase A is complete. Work on the Phase B study is temporarily on hold pending the Water Authority's rate litigation with MWD, which will directly address the transportation charge for use of the aqueduct, a major factor in the Phase B analysis. |
| 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, which is for design and environmental review, is progressing. The Phase 2 agreement between Coachella Valley Water District and the Water Authority for construction is being negotiated and anticipated for Board consideration in early 2023. |
| 4 |
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. |
Dec-2027 |
|
|
Staff worked in tandem with the Delegates to advocate that MWD adopt a long-range finance plan in conjunction with its One Water Implementation Plan. MWD's General Manager announced, during the 2023-2024 budgeting process, that MWD will integrate all long-term planning processes, including the to-be-developed long-range finance plan. MWD scheduled a February 2023 board workshop to address member agencies' expectations of MWD; this workshop will lead to the development of an integrated long-range finance plan. |
| 5 |
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 which concluded on July 1. Closing arguments were heard in September 2022. |
| 6 |
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. The Water Authority recently signed onto the Colorado River Basin Memorandum of Understanding, underscoring the region's commitment to conservation. Staff additionally engages through other forums including the Colorado River Board of California, the MWD Board, and binational workgroups. |
| 7 |
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. In December, General Manager Kerl submitted a comment letter on the single tunnel EIR. |
| 8 |
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 September and November 2022 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 within two years. For the Lower Colorado River Multi-Species Conservation Program, a formal consultation initiated by Reclamation for a program modification continues, with Reclamation currently reviewing the Draft Biological Opinion. |
| 9 |
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 has continued to engage in one-on-one and small group meetings both in person and virtually with Imperial Valley and Basin stakeholders on the QSA with a focus on how the partnership between the Water Authority and the Imperial Irrigation District stands as a model for collaboration and conservation, and how the QSA is a benefit to the entire Basin. Staff has also focused on how the QSA models addressing environmental issues. |
| 10 |
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 April 2022, MWD's General Manager stated that MWD plans to complete its long-term planning processes including integrating its supply and financial planning during the 2023-2024 biennial period. This integration agreement was made possible through years of advocacy by the Water Authority’s Delegates and staff. Through the Water Authority’s advocacy, in December 2021, MWD also agreed to undertake a cost of service (COS) study for Pure Water Southern California (formerly the Regional Recycled Water Program). The COS should include 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. |
| 11 |
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 |
|
|
The Water Authority, through its Delegates and staff, continues to work with respective counterparts to find ways to collaborate and ensure equity and transparency at MWD. In October 2022, MWD elected a new chair, Adán Ortega, who was supported by the Water Authority’s Delegates. In December, Chair-Elect Ortega proposed a new committee and board governance structure, which was approved by the MWD board. This structure aims to improve MWD’s transparency, board oversight, and collaboration. The Delegates hold several leadership positions in this new structure. |
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 is anticipated in January 2023 at which time construction will begin. |
| 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 |
|
|
The team started this project in October 2020 and has completed several tasks including water quality and operational data collection, the regional salinity loading model, and the economic impact model. The team plans to update the Board in January 2023 and complete a draft report in March 2023. |
| 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 |
|
|
Staff has reviewed the 30% and 60% design submittals in anticipation of construction starting in January 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 IRWM for DACs. Currently, the IRWM group is working with the RWMG to revise the IRWM’s consultant’s scope of work to evaluate additional funding options. The revised scope of work will be presented to the RWMG on January 9, 2023, and then to the GAP for final approval. |
| 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 WSCP action only when warranted by local supply conditions. (A, C) |
Dec-2024 |
|
|
Staff met with SWRCB staff, ACA 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, and a follow up meeting will be scheduled for early 2023. |
| 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 provided support for the East County Advanced Water Project Joint Powers Authority’s request for an amendment to extend their LRP agreement. The MWD Board authorized their general manager to amend and extend the LRP agreement at the November 2022 Board meeting. |
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 |
|
|
LAFCO staff publicly released a draft “Prospectus” of preliminary recommendations they would bring to the Commission initially for consideration in February 2023. Water Authority submitted substantive comments on the draft Prospectus by a deadline of November 30. LAFCO consultant indicates a delay in review of Prospectus as the Advisory Ad Hoc Committee meeting to review it has not yet been scheduled, potentially delaying the Commission action to June 2023. |
| 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 |
|
|
DWR has made 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 Final regulations are expected to be adopted in Fall of 2023. |
| 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 Prop rounds/IRWM program. |
| 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 has received preliminary approval for $2.3 million in funding for regional conservation programs from Prop 1 Round 2. |
| 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. |
| 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 Association of California Water Agencies (ACWA) and other stakeholders on developing data to support reasonable long term water use efficiency targets. |
| 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 |
|
|
IRWM consultant has provided a scope of work to develop a regional drought response program to apply for funding for local project starting in January of 2023. Consultant will also begin an effort to assist with finding applicable grants. |
| 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 by May 2024 and 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 |
|
|
Construction contract awarded in January 2020 to OHLA USA, Inc. in the amount of $28,382,746. The project is complete. |
| 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 |
May-2023 |
 |
Construction contract awarded in January 2021 to Pacific Hydrotech, Inc. in the amount of $11,370,360. The project has been delayed due to inclement weather, design changes and contractor schedule delays. Work is progressing and is about 93% complete. |
| 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 is progressing as scheduled and is about 54% complete. The project will be completed ahead of schedule. |
| 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 is progressing as scheduled and is about 50% complete. |
| 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 about 20% complete. |
| 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 kickoff with member agencies, initial data review, draft scenarios, and draft performance criteria. The team is currently working on the system modeling and expects to update the Board on initial supply and demand modeling results in March 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 |
|
|
VCMWD advertised the project for bids in December 2022. Staff anticipates recommending approval of the construction and operation agreement to the Board in Spring 2023. |
| 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 has completed the Basis of Design Report and is beginning to prepare their mid-point design documents. |
| 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 Fall 2023. The construction duration increased to optimize system wide shutdowns resulting in lower construction costs. |
| 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 Spring 2023, and recommending award of a design services contract in Summer 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 |
|
|
Midpoint design for this project is complete. Staff anticipates recommending approval of the Mitigated Negative Declaration to the Board in Spring 2023. Final design is anticipated to complete in Fall 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 is under review by the Federal Energy Regulatory Commission. In coordination with the City of San Diego, staff is working with the development team on the license requirements including the preparation of draft engineering studies. |
| 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 December 2022. While biological studies began in Jan. 2022, the heavy lift starts Jan. 2023 with data collection over approximately 1,100 acres to be completed by end of 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 on December 9, 2022. Additionally, the NCCP/HCP Annual Report was drafted in December 2022 for submittal to permitting agencies. |
| 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 will be submitted to the regulatory agencies in January 2023, all necessary permits and approvals are anticipated Oct. 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 WUCA network, 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 (SDCRCC) which held it’s first in-person meeting since start of COVID 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 is currently evaluating greenhouse gas emissions for Pumped Storage facility types, which is estimated to be completed by early 2023. |
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 will be 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) |
Jun-2023 |
|
|
Ongoing internal discussion regarding recommendations of study. |
| 6 |
Evaluate electric system resiliency study recommended improvements at Water Authority facilities (G) |
Dec-2023 |
|
|
The energy resilience analysis is estimated to complete in Spring 2023. Preliminary recommendations have been evaluated and will be included in the recommended 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 |
|
|
Staff are continuing to engage in conversation with internal and external staff to further evaluate 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 Spring 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 the 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 2021 and 2022. Proposal for increased level of regional support has been submitted as part of the FY24/25 Budget process. |
BUSINESS SERVICES - Business Support
|
| No. |
Objective Description |
Target Date |
Revised Date |
Status |
Comments |
| 1 |
Complete Project Labor Agreement (PLA) implementation (pending Board approval of PLA in Fall 2022). |
May-2023 |
|
|
Board approved PLA in October 2022 and approved implementation consultant and other resources in November 2022. Building Trades Council signed PLA in December 2022. Engineering is scheduling implementation kickoff meeting with consultant in January. |
| 2 |
Transition Water Authority onto Maximo Asset Management for Service Requests and Work Orders for Information Systems staff. |
Jun-2023 |
|
|
This item is on track to be completed in June 2023 to coincide with the contract end date for ServiceNow. |
| 3 |
Establish Teams file management environments for all departments that comply with agency file management and retention policies. |
Jun-2024 |
|
|
Staff discussions on how to achieve this objective are scheduled to begin in early 2023. |
| 4 |
Conduct independent assessment of how to optimize Kearny Mesa (KM) facility to foster equity and productivity during ongoing remote working. |
Jun-2024 |
|
|
A Significant Budget Initative (SBI) request for this project was submitted to Finance in December 2022 and will be included in budget development discussions in spring 2023. |
| 5 |
Complete analysis of KM facility video surveillance needs and implement recommended solution. |
Jun-2024 |
|
|
An SBI request for this project was submitted to Finance in December 2022 and will be included in budget development discussions in spring 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 |
|
|
The Water Authority is currently undergoing a third-party cybersecurity assessment in accordance with its written information security program. Findings will be used to reduce exposure and make improvements in 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. |
| 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. |
| 3 |
Relaunch the Citizens Water Academy (CWA) in a new and enhanced format(s). |
Jun-2023 |
|
|
Staff continues to coordinate with regional civic organizations to look for partnership opportunities to host alumni events, whether online or in person. In addition, staff provides updates through the alumni LinkedIn group. Digital workbook is planned for completion in the first quarter of 2023. Working on plans for a hybrid format relaunch of CWA in the second quarter of 2023. |
| 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 |
|
|
Water Authority staff provided member agency updates on the draft Direct Potable Reuse (DPR) regulations that are expected to be released for formal review in early 2023. Staff participated in a WateReuse CA workgroup on DPR that met with Division of Drinking Water staff and developed two comments letters on the draft regulations. |
| 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 Association of California Water Agencies (ACWA) workgroup that met seven times with California Air Resources Board (CARB) members. Staff also provided two comment letters (in August and October) and provided oral testimony to CARB in October. Staff provided regular updates to the member agencies through the Joint Public Information Council (JPIC) meetings and regulatory update emails. |
| 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. |
| 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 Congressman Peters, Congressman Levin, Congressman Issa, Congresswoman Jacobs, State Senator Atkins, Assemblymember Vargas, and Assemblymember Ward. Meetings with our delegation in Sacramento are scheduled for March 2023 and in DC in February 2023. |
| 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 will meet with the DC delegation and administration officials in February 2023 to discuss funding of dams. |
| 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. |
| 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. |
| 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 December 13, 2022, the Water Authority had 29,111 social media followers across its core platforms. |
| 14 |
Grow Water News Network page views by 10 percent annually through Fiscal Year 2025. |
Jun-2025 |
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Water News Network (WNN) FY 2023 goal is 146,410 pageviews. As of December 12, 2022, WNN pageviews were 70,561. That is about 50% toward the FY 23 goal with 6.5 months to go in FY 23. (75,849 pageviews needed in next 6.5 months to reach FY 23 goal). |
| 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
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| 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 working on permanent electronic storage solution; enhanced fraud awareness training given to staff. |
| 3 |
Leverage PeopleSoft reporting to develop the Budget Status Report of the Controller’s Report within the software thereby reducing dependence on manual steps. (A, B, C) |
Jun-2024 |
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Current work steps involve mapping each revenue and expense account into the BSR rollup and determining the programming logic for reclasses and adjustments; collaboration with IT beginning in March 2023 and evaluation of approaches towards automation using nVision reporting will follow the mapping step. |
| 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 working with Cost of Service consultants and Member Agencies on rate redesign. This process is 50% complete. |
| 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 is presenting at the California Society of Municipal Finance Officers conference in March 2023 on the topic of affordability. The Budget and Treasury Manager is presenting at the California Municipal Treasurer’s Association conference in April 2023 on the topic of credit quality and investments. |
| 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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The budget group has seen product demonstrations for several software products. A Significant Budget Initiative (SBI) was submitted in December 2022, for the FY24&25 budget, requesting funds to purchase new budget software. |
| 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. |
| 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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A PowerBI dashboard showing water sales and uses was provided to Member Agencies in July 2022. Several enhancements to the Data Archival and Invoicing System (DAIS) were completed, including an update to the invoice layout, report adjustments and adding water sales data by customer class. |
| 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 with the external investment manager to re-invest funds as they mature to maximize the performance of the portfolio. |
| 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 |
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To date, staff with our consultant have conducted 11 MARW meetings. Two user-friendly rate models have been distributed, the most recent in December 2022. |
BUSINESS SERVICES - Workforce Management
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| 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 |
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Labor negotiations will begin in early 2023 with anticipated Board adoption by the deadline. |
| 2 |
Ensure 100% compliance with required safety training. |
Jun-2027 |
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Required safety training through the web-based platform, Target Solutions, due December 31, 2022, is at 96.5% completion rate (as of December 2, 2022). Employees overdue on assignments have been sent a reminder to complete the assignment as soon as possible. |
| 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 |
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Training resources are being developed for early 2023. |
| 4 |
Conduct a follow-up employment engagement survey to continue General Manager’s culture change efforts. |
Sep-2023 |
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An 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 focus groups on other areas of focus/opportunity. |
| 5 |
Evaluate and recommend technology to streamline standardized human resources practices. |
Jun-2027 |
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Human Resources 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 |
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Upcoming new wellness initiatives for 2023 include a mind-body wellness series, specific health series for men and women, and a return of Walktober walking challenge for October 2023. |
| 7 |
Promote San Diego Water Works and SkillBridge resources to member agencies and potential candidate pools. |
Jun-2027 |
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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 six SkillBridge interns since the inception of our contract in 2021. |
| 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 |
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Agencies will be surveyed regarding their participation in the FY 2022-2023 Internship Program and other feedback regarding the program in spring 2023. |
| 9 |
Complete independent safety program analysis and develop recommendations to improve effectiveness. |
Jun-2025 |
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The Risk and Safety Manager joined the Water Authority in November 2022 and aims to complete the analysis during the first half of 2023. |
| 10 |
Evaluate new training initiatives that meet the needs of the employee and organization. |
Jun-2027 |
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A new training platform was submitted as a significant budget initiative with proposed implementation for FY 24. |
| 11 |
Conduct outreach and implement changes to the employee recognition program that reflects the new values efforts. |
Jun-2023 |
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The revamped Employee Recognition Program is anticipated to be initiated in spring 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. |