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 completed this objective in December 2023, but continues to engage in discussions toward other longer-term opportunities in response to near-term challenges on the river and long-term planning for the post-2026 guidelines. Also, the Water Authority is continuing the dialogue with the U.S. Bureau of Reclamation (Reclamation), Metropolitan Water District of Southern California (MWD) and other stakeholders to obtain storage in Lake Mead as part of a long-term, flexible water management strategy that would further stabilize 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 |
TBD |
 |
The Water Authority has deferred funding for its feasibility study on alternative conveyance of its QSA supplies to 2034. |
| 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 |
|
|
Construction on the Mid-Canal Storage Project was completed in May 2024, which met the goal of building this project to help reduce the Water Authority’s share of the ongoing operation and maintenance costs for the Coachella Canal Lining Project. |
| 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 trial court issued a final judgment and writ of mandate on April 3, 2024, for the consolidated cases for 2014, 2016 and 2018. The court ruled in the Water Authority’s favor on the causes of action challenging MWD’s rates for 2015-2020, breach of contract in the 2014 and 2016 cases, the applicability of Proposition 26 and Government Code Section 54999.7(a) to MWD’s rates and charges, and MWD’s declaratory relief claims regarding cost causation. The court ruled in MWD’s favor on breach of contract in the 2018 case and on offsetting benefits. The Water Authority appealed the final judgment, and MWD cross-appealed. The prevailing party, which will decide if either party or neither is entitled to attorneys’ fees and costs, will be considered by the court at a hearing scheduled for July 18, 2024. |
| 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 engaged in a series of planning sessions as a member of the Colorado River Board of California to develop concepts for the river’s long-term management incorporated into a Lower Basin alternative proposal. That proposal was provided to Reclamation in March 2024 in response to the environmental planning process for the post-2026 guidelines. The Water Authority also joined the Imperial Irrigation District and other California partners in supporting environmental-related legislation (SB 2610) meant to help meet near-term conservation targets under the state’s amended 2007 Interim Guidelines. |
| 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 |
|
|
At several opportunities, including during the Southern California Water Coalition board meeting and a private meeting that included MWD, Los Angeles, and Water Authority leadership, the Water Authority continued to communicate with the Newsom Administration, including California Natural Resources Secretary Crowfoot and Department of Water Resources Director Nemeth, its Board's position on the Bay-Delta fix alternative. Water Authority board leadership and staff also communicated this position to the San Diego legislative delegation and various external parties. Discussions included a comprehensive explanation of the rates and charges conditions that must 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 |
|
|
The Water Authority and its partners in the QSA Joint Powers Authority (JPA) continued to implement projects at the Salton Sea, addressing more than 2,600 acres of exposed playa largely through vegetation enhancement. The QSA JPA projects are on track and in compliance with requirements. Separately, the Water Authority hosted the Lower Colorado River Multi-Species Conservation Program (LCR MSCP) Technical Work Group’s two-day meeting in May 2024 to discuss the LCR MSCP draft work plan implementation. |
| 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 has engaged in one-on-one discussions with Imperial Irrigation District directors, Imperial County supervisors, the Imperial Valley farming community and other interested stakeholders, including the environmental justice community, on the ongoing benefits of the QSA, most notably as those benefits relate to addressing the challenges on the river. |
| 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 May 2024, MWD received a $99.2 million federal grant for Pure Water Southern California (PWSC), which will require MWD to provide matching funding of about $300 million, which was not included in MWD’s adopted fiscal years 2025 and 2026 biennial budget. MWD estimates that the more than $8 billion full-scale program, of which 45% is proposed to provide indirect potable reuse water for groundwater replenishment, will have product water costing between $2,820 and $3,625 per acre-foot, which is about 200% to 300% higher than MWD’s 2024 full service untreated water rate ($903 per acre-foot). Considering MWD’s fiscal year 2024 sales are tracking at their lowest levels in decades, below 1 million acre-feet, several directors, including the Delegates, urged MWD to look at phasing the project, and other options to better match the program to the needs of MWD’s member agencies. Discussion on the program’s costs, phasing, participants, and funding sources will continue in 2024. Eventually, MWD will evaluate the program through its Climate Adaptation Master Plan for Water (CAMP4W) process.
Regarding MWD’s system flexibility and accessibility, the Delegates continue to encourage MWD to explore ways to leverage existing resources in MWD’s ongoing CAMP4W process. In this vein, they successfully moved the proposed Interagency Local Supply Exchange Program (ILSEP) into the CAMP4W process. The Delegates believe the ILSEP, if designed appropriately, or a similar program, could help optimize existing resources and assets to offer cost-effective strategies to meet the region’s supply reliability and resiliency needs. In response to the Delegate’s efforts to optimize existing resources, MWD's General Manager said MWD will look to "utilize existing supply to move across the system" in its CAMP4W process. |
| 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 |
|
|
Without opposition, the MWD board adopted the 2025 and 2026 biennial budget and rates that were characterized as “balanced” and a “compromise” to achieve “overall” rate increases of 17% over the two years—lower than staff’s initial combined proposed 21% increase—while doubling the ad valorem tax rate. The lower rates translate to a roughly 2% decrease in the Water Authority’s original 2025 rate increase. The Delegates worked together with Chair Ortega and other MWD board members to develop a budget and rates approach that included increased tax revenues, reduced costs, identified new revenues from selling stored water, and assumed lower water sales. The Delegates have long advocated that MWD utilizes the best available information in developing its budgets and rates, which was accomplished in the 2025 and 2026 adopted budget and rates.
In addition, in response to the Delegates’ requests, in February 2024, MWD issued a report on the strategic, fiscal, and risk analysis of the four islands that MWD owns in the Bay-Delta and provided information to support the board’s ongoing consideration of how to use the islands given that the alignment of the Bay-Delta Fix (formerly California WaterFix and now the Single Tunnel Project) no longer goes through the islands. |
| 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 |
|
|
In May 2024, the MWD Board concurred with the CAMP4W Draft Year One Progress Report and Next Steps with the understanding that MWD staff will provide its board with updated data and other updated information before the board considers the approval of any projects under CAMP4W, which may cost MWD tens of billions of dollars. Additional next steps include MWD’s business model update that began at the April 2024 CAMP4W task force, of which Director Fong-Sakai and General Manager Denham are members. Through this effort, MWD intends to explore new revenue sources and update its business model, including potentially changing its rate structure. In the business model update, the Delegates seek to ensure MWD’s long-term fiscal sustainability and ability to fund the resource investments and services that its member agencies are willing to pay for while preventing stranded assets. |
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 |
Mar-2025 |
 |
Construction of the permanent intake and discharge facilities began in January 2023. In June 2024, the Water Authority was awarded $19.4 million in funding from the Bureau of Reclamation through the WaterSmart Desalination Construction funding program under the Water Infrastructure Improvements for the Nation (WIIN) Act. Staff continues to monitor construction for conformance with the Water Purchase Agreement and provided updates to the Board in August 2023 and June 2024. The project is delayed one year in alignment with a compliance waiver adopted by the State Water Board. Causes for the delay include a change in design concept due to impacts of marine growth to the original design and continued long-lead times for specialty material and equipment. |
| 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 Program consultant is assisting DAC project sponsors with completing reporting requirements. In 2024, a new MOU and scope of work for IRWM will be completed to implement a revised program that does not rely exclusively on IRWM funding. In February, the IRWM Summit meeting focused on identifying actions to assist DAC communities. The RWMG has reviewed the potential actions and will use them to develop the consultant scope of work. |
| 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. Objective will be deleted in the next Business Plan update since the state is no longer pursuing a state drought action plan. |
| 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. Support was provided to member agencies for making revisions or reporting on an as-needed basis. No new applications are under discussion at this time. |
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 |
Dec-2023 |
|
Water Authority Board Resolution No. 2020-06 stated that the Water Authority would oppose detachment unless it could be demonstrated that a series of conditions would be addressed. While all of the conditions were not addressed, the LAFCO Commission voted 5-3 on July 10, 2023, to approve the detachment of Fallbrook Public Utility District (Fallbrook) and Rainbow Municipal Water District (Rainbow). In November 2023, at the direction of the Board, Water Authority staff entered into settlement talks with the two agencies and reached a Board agreement in December 2023. LAFCO recorded Fallbrook’s Certificate of Completion in December 2023. Rainbow’s Certification of Completion will be recorded once Rainbow is no longer reliant on the Water Authority for delivery of water into its service area. Going forward, Water Authority staff will continue to develop and implement operating plans for the two agencies. |
| 2 |
Advocate with member agencies on 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 (SWRCB). (F, H, I) |
Jul-2023 |
Aug-2024 |
|
DWR has made a recommendation on Water Use Efficiency targets to the SWRCB. Staff focused on advocating with the SWRCB and attending regular meetings with Staff and Board members. SWRCB began the regulatory process in August 2023 and received over 400 comment letters on proposed regulations. Staff engaged in workgroups implemented through December 2023. Draft regulations released in March and May of 2024 addressed many of water supplier’s concerns and the SWRCB is scheduled to adopt the final regulation in the summer of 2024. |
| 3 |
Conduct a funding study that provides short and long-term Integrated Regional Water Management (IRWM) Program sustainability strategies in coordination with the Regional Water Management Group (RWMG) to help ensure the Program’s viability and capacity to support regional objectives and needs in the future years. (A) |
Dec-2023 |
Dec-2024 |
|
Staff is working with RWMG to develop long-term direction for the IRWM Program and is evaluating funding opportunities outside of Proposition funding rounds/IRWM Program. There is still uncertainty about dedicated funding for IRWM. Proposed bond funding will be a factor in determining the direction of the IRWM. A strategic roadmap was developed and will be included in a final MOU and a scope of work will need to be completed by the end of 2024. |
| 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 WUE direct install program for underserved communities. Staff has worked with the contractor to install devices within a three-year window. Grant agreements for Prop 1 and drought funding have been executed and Prop 1, Round 2 agreements have been executed. |
| 5 |
In collaboration with the RWMG, evaluate potential opportunities to strengthen disadvantaged communities’ (DAC) 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 on an as-needed basis. The IRWM group is working on a strategic plan to define opportunities for DAC and Tribal participation. Potential actions were developed at the 2024 IRWM summit and have been evaluated by the RWMG. |
| 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 WUE targets. Staff are participating in discussions with DWR and other collaborators 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 (CII) landscapes in 2024. The pilot is nearly finished and will be released as a guidebook by July 2024 to assist suppliers in completing their CII landscape measurements. |
| 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 complete and IRWM RWMG team members are working to find funding to implement the program . |
| 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 developed a budget to utilize MWD’s full MAAP budget and is tracking progress with quarterly reporting by member agencies. The MAAP funding for FY 2024 was fully used and all receipts and invoices were submitted to MWD by May 31, 2024, as required. |
| 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 |
|
|
A contract for the UWMP’s long-range demand forecast was approved by the Board in January 2024. A kickoff meeting was held with member agency staff on April 30, 2024, and staff have participated in several webinars hosted by the Department of Water Resources for the development of the 2025 UWMP. |
| 10 |
Update the Water Shortage Contingency Plan (WSCP) to comply with state requirements and include the plan as part of the 2025 UWMP. (E, F) |
Jul-2026 |
|
|
On April 9, 2024, staff met to review the document and identify individuals responsible for updating each section. Additionally, staff are assessing legislative changes since the last update that may require further revisions to the document. |
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 is complete and notice of completion was filed in August 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. The project is complete and notice of completion was filed in June 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. The project is complete and notice of completion was filed 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. The project is complete and notice of completion was filed in September 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 |
Mar-2025 |
|
The project has been delayed to consider and incorporate the results of detachment. Over the last six months, the team has completed modeling of the system, identification of vulnerabilities/opportunities, and project evaluation. The recommended projects will be presented at an upcoming Board Meeting. Following Board input, the team will draft the report for stakeholder review and finalize the plan for Board approval in early 2025. |
| 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 |
Jun-2025 |
|
The Board approved the construction and operation agreement in March 2023. Valley Center Municipal Water District awarded a construction contract in April 2023 to Orion Construction Corporation in the amount of $8,796,000. Work is delayed due to equipment procurement and is anticipated to be complete in mid 2025. |
| 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 led by the City of Poway. Poway notified the Water Authority it will not be pursuing the Poway 5 FCF at this time. |
| 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 |
 |
Construction contract awarded in October 2023 to Kiewit Infrastructure West Co. in the amount of $41,554,000. The first pipeline isolation shutdown completed in March 2024. Pipeline 2 rehabilitation work is progressing and is anticipated to complete in February 2025. Pipeline 1 rehabilitation work will complete by June 2026. |
| 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 |
Dec-2026 |
|
Project was delayed due to longer than anticipated design contract procurement. The Board awarded a design professional services contract in April 2024 to Hazen and Sawyer in the amount of $5,644,936. Staff anticipates design to be completed in Winter 2026. |
| 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 |
Jul-2027 |
|
Final design was completed in Spring 2024. The start of construction was deferred to Summer 2025 to partially offset appropriation spending for the new O&M Facility. |
| 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 |
|
|
Staff is working with the development team on the preliminary engineering reports for the environmental review process and preparation of a draft Federal Energy Regulatory Commission license application. Staff anticipates submitting the license application in late 2025. |
| 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 |
|
|
Condition assessment contracts for the First Aqueduct project were approved by the Board in October 2023. Pipeline 2 assessment was completed in CY2024 and Pipeline 1 is scheduled for CY2025, subject to available funds. A new non-invasive, non-destructive technology was trialed on the Tri-Agencies Pipeline in January 2024. PCCP risk curves are being incorporated into an interactive dashboard to help with CIP prioritization as part of the FY2026 and FY2027 Budget development. Board presentations were provided in April and May, 2024 to illustrate the efforts being taken to manage critical pipeline infrastructure. |
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 |
|
|
Development of the environmental review documents continued to be on hold pending preliminary engineering reports. Overall objective schedule is on track. Water Quality model calibration began in January 2024 and has continued through this reporting period. |
| 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 |
|
|
The 2023 NCCP/HCP Annual Report was drafted in December 2023, and was finalized and submitted to permitting agencies in March 2024. An annual NCCP/HCP meeting to review current activities with the wildlife agencies is scheduled for June 2024. |
| 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-2028 |
|
Project design was completed in spring 2024. Permitting of this project with the Army Corps of Engineers is delayed due to review and processing delays by the Army Corps of Engineers. Permit approval is anticipated by fall 2024. The Board deferred this project in April 2024 due to appropriation constraints. Construction is anticipated to begin in fall 2026 and complete in mid 2028. Staff prepared and submitted a grant application to the Bureau of Reclamation for WaterSMART Environmental Water Resources Projects to partially fund the San Luis Rey Habitat Mitigation Management Area project on June 25, 2024. This project is eligible for up to $3 million, approximately half the total construction cost. Grant award announcements are anticipated in November 2024, with funds awarded in April 2025. |
| 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 Association of Governments to develop the regional Priority Climate Action Plan, followed by the Comprehensive Climate Action Plan, for funding under the Environmental Protection Agency’s Climate Pollution Reduction Grant Program. |
| 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 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 developing portions of the CAP document in coordination with the Water Facilities Master Plan, including a construction emissions forecast and identification of GHG reduction measures. Staff also completed the 2022 and 2023 greenhouse gas inventory update which will be included in the CAP analysis. |
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 |
|
|
On October 26, 2023, the Board of Directors authorized the purchase of a property at 1960 Citracado in Escondido for the new O&M facility. The purchase contract has been executed and the property is in escrow. Building construction is scheduled to complete in August 2024, with escrow closing soon after. Staff is beginning the process to develop a request for proposals for architectural service to develop plans for tenant improvements for the facility. |
| 4 |
Implement identified physical security assessment recommendations for critical facilities (E, F) |
Jun-2024 |
Jun-2025 |
|
Security updates in progress. The objective is scheduled to be completed on the revised target date. Schedule was revised due to heavy maintenance workload and special projects. |
| 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-2027 |
|
|
Based on the Master Plan (in development), this will not be a standalone project. As opportunities present themselves with future CIP projects, each instance will be evaluated to determine whether it is feasible to incorporate recommendations of the Aqueduct Communication Study into the projects as they are designed. |
| 6 |
Evaluate electric system resiliency study recommended improvements at Water Authority facilities (G) |
Dec-2023 |
|
|
The energy resilience analysis report completed in November 2023. Recommendations for backup power solutions at 20 flow control facilities and the Valley Center Pump Station are being implemented. |
| 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 |
|
|
Ongoing evaluation of additional locations on both the untreated and treated pipelines will provide further enhancement to the real-time monitoring of the system. As part of the evaluations, the Valley Center Chlorine Facility project was designed in-house and is currently under construction to help manage water quality challenges on the 1st Aqueduct. In addition, staff has identified two locations that will be pursued for online water quality monitoring installations completed by the end of the calendar year - CR4/OCS4 treated flow control facility and OCS5 untreated flow control facility will be the next to sites to receive installations of monitoring equipment. This objective is dynamic and continuously being evaluated. |
| 8 |
Identify innovative opportunities for energy procurement to reduce energy costs and identify schedules for economically viable alternatives (A, B, C) |
Jun-2027 |
|
|
Staff worked with Clean Energy Alliance to develop a power procurement plan for electric service to the Carlsbad Desalination Plant. Staff also continues work on identifying regulatory and contractual requirements for a direct electrical grid connection to the Carlsbad Desalination Plant. Staff anticipates providing a recommendation to the Board in late 2024 to begin project implementation. |
| 9 |
Participate in Federal and State regulatory proceedings to reduce energy costs and comply with California energy goals (D) |
Jun-2027 |
|
|
In May 2024, staff submitted comments to the California Public Utilities Commission (CPUC) in response to its "Ruling Seeking Comments on Need and Process for Centralized Procurement of Specified Long Lead-Time Resources." This ruling was a result of AB 1373, October 2023, which requires the CPUC to identify an electricity resource portfolio for reliable supply and optimal integration of resource diversity in a cost-effective manner. Staff continues to monitor the applicable federal and state regulatory proceedings for future opportunities. |
| 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 was implemented for CY2021 and CY2022. CY2023 also included a collaboration on artificial intelligence/machine learning to aid distribution pipeline repair prioritization, in which 3 agencies elected to participate. In CY2024 the Water Authority hosted a workshop and field visit to witness vibro-acoustic technology. 14 agencies participated, including 12 Member Agencies. |
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. The first two PLA-eligible projects were issued notices to proceed in late 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 |
Jun-2025 |
|
Work was delayed in 2023 due to Information Security Manager vacancy. Staff received Sharepoint records training in early 2024 on how to construct compliant and secure Teams environments and will evaluate licensing and other requirements to determine if the objective can be achieved in a cost-effective way. |
| 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 fiscal year 2023 as part of agencywide efforts to minimize impacts to the budget and rates for fiscal years 2024-2025. The project has been completed. |
| 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 |
|
|
Over the past year, the Water Authority has successfully implemented security upgrades in line with NIST recommendations. These enhancements include bolstering email protection with AI-driven behavioral anomaly detection, fortifying user credentials through identity-based protection measures, and revamping the security awareness program. |
| 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 |
|
|
Uptime objective was met through 6/30/2024. |
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 of 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. |
| 1 |
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 (MAAC Project San Diego and Campesinos Unidos) to publicize LIWAP 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 |
|
|
The Citizens Water Academy for civic leaders relaunched 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 members of the GM's office, 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 provide member agency updates on the draft Direct Potable Reuse (DPR) regulations. The proposed DPR regulations were released for formal review in July 2023. Staff worked with the Potable Reuse Coordinating Committee to provide comments on the proposed regulation. Staff also participated in a WateReuse CA workgroup on DPR that advocated for flexibility and streamlined permitting. Staff provided an update on the DPR regulations at the August 2023 Board of Directors meeting. The State Water Resources Control Board adopted the DPR regulations in December 2023. |
| 5 |
Commemorate the 20th anniversary of the Quantification Settlement Agreement (QSA) through outreach in coordination with the Colorado River team. |
Oct-2023 |
|
|
Updates were completed on "To Quench a Thirst" book that served as a cornerstone of the 20th anniversary celebration. Outreach and planning efforts were completed by the Public Affairs and Colorado River Program. The successful anniversary event was held on November 8, 2023. |
| 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 (CARB) 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 CARB 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. Assembly Bill 1594 (Garcia, 2023) requires CARB to amend the Advanced Clean Fleets regulation to provide additional flexibility to public utility fleets, including water agency fleets. Staff will track and provide comments on the amendments as they are developed. |
| 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 2024 the Water Authority considered sponsoring legislation to make changes to a California contract code as suggested by one of our member agencies. Unfortunately this proposal was opposed by labor and the Water Authority and member agency decided to continue the conversation and potentially sponsor in a future year.
In 2024 the Water Authority is co-sponsored Senate Bill 1342 from Senator Atkins that will allow CEQA streamlining for the proposed San Vicente Energy Storage project.
In April 2024 the Water Authority hosted a legislative briefing on the proposed water use efficiency regulations. There was participation from ACWA, CMUA, our member agencies and state delegation staff. |
| 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 |
|
|
In March 2024 staff and Board leadership attended the San Diego Chamber trip to DC. Meetings were held with the San Diego delegation to advocate for funding for the Water Authority's projects. The Government Relations staff continues to meet with District staff from state and federal delegation on a regular basis. Staff and LPO Chair Butkiewicz met with delegation members in Sacramento in April 2024. |
| 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 |
|
|
Staff continues to meet with our delegation to pursue funding for safety of dams. In March of 2024 staff and Board met with federal agencies and our congressional delegation to discuss the need for funding for safety of dams. The City of San Diego applied for federal funding for Hodges dam through a new federal WIFIA dams program administered through the Army Corp of Engineers. 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. |
| 10 |
Sponsor or support legislation and regulatory actions to streamline the operator certification process and allow for flexibility during extenuating circumstances. |
Jun-2025 |
|
|
The Water Authority is working 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. The State Board will be making changes to the program and are working closely with the associations to meet the water industry's needs.
The State Board is working to make the changes necessary after advocacy efforts from the CA-NV section of the American Water Works Association and water agencies including the Water Authority. At this point the goal is completed and we will monitor how changes occur. |
| 11 |
Sponsor or support legislation and engage with working groups and regulators on water rate affordability for low-income ratepayers. |
Jun-2025 |
|
|
The Water Authority continues to engage with legislators and partners on affordability. In 2023 and 2024, staff engaged with Senator Alex Padilla on legislation that he introduced that would make the Low Income Household Assistance Program permanent. Government Relations staff has also participated in a working group with the California Municipal Utilities Association on a state low income water rate assistance program proposal. The proposal was added to Senate Bill 1255. Currently there are issues with the language, but the Water Authority is hoping that this will continue the conversation and potentially there could be state funding in the future for a program. |
| 12 |
Participate in a consumer messaging workgroup on microplastics in drinking water as part of a Water Research Foundation project. |
Jun-2025 |
|
|
Water Authority staff participated in a Water Research Foundation workgroup on microplastics in drinking water that met twice during the reporting period. The workgroup finished drafting guidance language to assist public water systems in meeting state consumer messaging requirements for drinking water. The Water Authority drafted a section on the occurrence of microplastics in drinking water supplies. The guidance language will be made available to water suppliers in 2024 for use in public outreach materials, including the annual Consumer Confidence Reports. |
| 13 |
Grow total social media audience through existing and new platforms by 10 percent annually through Fiscal Year 2025. |
Jun-2025 |
|
|
As of May 29, 2024, the Water Authority has 33,620 followers on social media and is on track to meet the FY 2025 goal of increasing social media followers by 10 percent annually. |
| 14 |
Grow Water News Network page views by 10 percent annually through Fiscal Year 2025. |
Jun-2025 |
|
|
Water News Network (WNN) pageviews as of May 28, 2024 are 251,226. The goal is on track. |
| 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 |
|
|
The Water Authority maintains a robust public education program with media relations, social media, digital advertising, partnerships and events to position the agency as a leader and collaborator. That includes multi-faceted outreach on affordability issues to support member agencies, a newly developed Water News Network interface, and a Value of Water outreach program called “Water for Life.” |
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 |
|
|
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 |
|
|
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 |
|
|
Automation of the Budget Status Report in PeopleSoft is complete. Testing has concluded and the report has been moved into production where it has been used for a few months. The teamwork between Finance and IT staff was instrumental to the success of this project which was done completely in-house and with no external costs incurred. |
| 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 |
|
|
Staff is continually updating the rate model making sure it reflects any changes in CWA processes. The latest updates to rate model include implementation of the new Transportation Fixed Charge for CY 2025, reallocation of costs with the removal of two member agencies, and 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 |
|
|
The Director of Finance presented at the Bond Buyer Infrastructure Conference in September 2023, and the Bond Buyer Conference in October 2023 on the topic of the latest challenges facing water. The Director of Finance also presented on the topic of "Women in the Workplace" at the Women's Network of SDSU in April 2024. The Controller presented on the value that can come from performing Agreed Upon Procedures (AUP) engagements with auditors Davis Farr LLP at the January 2024 CSMFO conference. The Controller serves as the Committee Chair for the CMTA's Certified California Municipal Treasurer (CCMT) certification program encouraging government employees and public officials in gaining in-debt knowledge and understanding of the fixed income markets and treasury operations. The Rate and Debt Manager presented at the AWWA WaterSmart Innovation conference in October 2023 on the topic of affordability. |
| 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 |
|
|
Historical and current budget data has been entered into the system. Six Departments successfully tested the software as part of the mid-term budget monitoring process. Staff is working with the vendor to create reports and implement the Capital budget module for Grants and CIP. |
| 7 |
Proactively manage the debt portfolio to achieve level debt services payments and minimize debt payment spikes. (D, E, F, G) |
Jun-2027 |
|
|
Staff is monitoring the commercial paper program and changes to market participation. Staff continues to work with our financial advisors to explore future refunding and debt optimization strategies 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 |
|
|
Further enhancements to the DAIS system were completed including:
• Quarterly software updates
• Updates to weekly and monthly storage data
• Upgrades to DAIS source code
• Automatization of SLR transactions in the system |
| 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 |
|
|
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 |
|
|
MARW's recommended rate redesign with the implementation of the new Transportation Fixed Charge and updated fixed charge methodology for Customer Services, Storage, and Supply Reliability were approved by the Board in February 2024 and included in the CY 2025 rates and charges. Staff will continue to work with MARW for further refinement of the rates and charges. |
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, 2023, is at 100% completion rate (as of December 31, 2023). In the summer of 2023, the Water Authority completed its first Safety Gap Analysis. Findings and recommendation pertaining to training topics and frequency are currently being implemented for calendar year 2024. |
| 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 2022 quarterly meeting. Actions resulting from the survey included 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.
Wellness initiatives for 2024 include monthly wellness workshops, wellness challenges and resource communications. In addition, the Water Authority provides physical wellness resources through weekly bootcamp classes at both locations. |
| 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 hired eight 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 |
|
|
A survey with member agencies was conducted in spring 2024 to solicit input on intern wage, agency participation, evaluation of interns, and program outreach for the development of the 2024-25 Internship Program. Human Resources has worked collaboratively with member agencies to develop the 2024-2025 Internship Program. Over 100 applications have been received, and Human Resources is currently working on evaluating and placing the interns. |
| 9 |
Complete independent safety program analysis and develop recommendations to improve effectiveness. |
Jun-2025 |
|
|
Safety program gap analysis completed in September 2023. Obtained recommendations being scheduled for implementation. |
| 10 |
Evaluate new training initiatives that meet the needs of the employee and organization. |
Jun-2027 |
|
|
A new training platform for employee development was identified and the first employee cohorts began the employee development program in January 2024. |
| 11 |
Conduct outreach and implement changes to the employee recognition program that reflects the new values efforts. |
Jun-2023 |
Dec-2024 |
|
The changes to the Employee Recognition Program and policy are anticipated to be completed by winter 2024. This target date has changed due to leadership changes in Human Resources. |
| 12 |
Track key data to identify areas of opportunity to build a diverse, equitable, and inclusive workplace. |
Jun-2027 |
|
|
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. |