HomeMy WebLinkAbout03-17-25 EO&WR Committee Packet
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OTAY WATER DISTRICT
ENGINEERING, OPERATIONS, & WATER RESOURCES COMMITTEE MEETING
and
SPECIAL MEETING OF THE BOARD OF DIRECTORS
2554 SWEETWATER SPRINGS BOULEVARD
SPRING VALLEY, CALIFORNIA
BOARDROOM
MONDAY
MARCH 17, 2025
12:00 P.M.
This is a District Committee meeting. This meeting is being posted as a special meeting
in order to comply with the Brown Act (Government Code Section §54954.2) in the event that
a quorum of the Board is present. Items will be deliberated, however, no formal board actions
will be taken at this meeting. The committee makes recommendations
to the full Board for its consideration and formal action.
AGENDA
1. ROLL CALL
2. PUBLIC PARTICIPATION – OPPORTUNITY FOR MEMBERS OF THE PUBLIC TO
SPEAK TO THE BOARD ON ANY SUBJECT MATTER WITHIN THE BOARD’S JU-
RISDICTION INCLUDING AN ITEM ON TODAY’S AGENDA
DISCUSSION ITEMS
3. REJECT ALL BIDS RECEIVED FOR THE AS-NEEDED CONSTRUCTION SERVICES
BID #FY25-3232-1216 (CHARLES MEDEROS) [5 MINUTES]
4. AWARD A PROFESSIONAL ENGINEERING SERVICES AGREEMENT (AGREE-
MENT) TO WOODARD & CURRAN AND AUTHORIZE THE GENERAL MANAGER
TO EXECUTE THE AGREEMENT FOR UPDATES TO THE WATER FACILITIES
MASTER PLAN AND PROGRAM ENVIRONMENTAL IMPACT REPORT, URBAN
WATER MANAGEMENT PLAN, AND INTEGRATED WATER RESOURCES PLAN IN
AN AMOUNT NOT-TO-EXCEED $1,321,867 (DAVID BLALOCK) [5 MINUTES]
5. SECOND QUARTER FISCAL YEAR 2025 CAPITAL IMPROVEMENT PROGRAM
REPORT (KEVIN CAMERON) [5 MINUTES]
6. FISCAL YEAR 2025 MID-YEAR UPDATE FOR THE DISTRICT’S FISCAL YEAR
2023-2026 STRATEGIC PLAN (MICHAEL KERR) [15 MINUTES]
BOARD MEMBERS ATTENDING:
Francisco Rivera, Chair
Jose Lopez
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All items appearing on this agenda, whether or not expressly listed for action, may be delib-
erated and may be subject to action by the Board.
The agenda, and any attachments containing written information, are available at the Dis-
trict’s website at www.otaywater.gov. Written changes to any items to be considered at the
open meeting, or to any attachments, will be posted on the District’s website. Copies of the
agenda and all attachments are also available by contacting the District Secretary at
(619) 670-2253.
If you have any disability which would require accommodation in order to enable you to par-
ticipate in this meeting, please call the District Secretary at 619-670-2253 at least 24 hours
prior to the meeting.
Certification of Posting
I certify that on March 14, 2025, I posted a copy of the foregoing agenda near the reg-
ular meeting place of the Board of Directors of Otay Water District, said time being at least 24
hours in advance of the meeting of the Board of Directors (Government Code Section
§54954.2).
Executed at Spring Valley, California on March 14, 2025.
/s/ Tita Ramos-Krogman, District Secretary
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: April 2, 2025
SUBMITTED BY: Charles Mederos,
Utility Services Manager
PROJECT: Various DIV. NO.
APPROVED BY: Andrew Jackson, Chief of Water Operations
Jose Martinez, General Manager
SUBJECT: REJECT ALL BIDS RECEIVED FOR THE AS-NEEDED CONSTRUCTION SERVICES
BID #FY25-3232-1216
GENERAL MANAGER’S RECOMMENDATION:
That the Otay Water District (District) Board of Directors (Board)
reject all bids received for the as-needed construction services bid #FY25-3232-1216.
COMMITTEE ACTION:
See “Attachment A.”
PURPOSE:
It is in the best interest of the District to reject all bids received
for the as-needed construction services bid #FY25-3232-1216.
ANALYSIS:
To maintain reliable water distribution, the District often requires immediate construction services. Projects may include pipeline repairs, facility upgrades, and site maintenance, which are critical to minimize service interruptions, maintain regulatory compliance, and safeguard public health. Historically, the District has successfully and
efficiently managed these needs with staff. However, there have been
AGENDA ITEM 3
occasions when the District’s resources were insufficient to manage the workload or was restricted from performing work under the California Uniform Construction Cost Accounting Commission Act (CUPCCAA), which limits force account work on public projects to a maximum of $75,000.
Projects exceeding this amount, up to $220,000, must be contracted through informal bidding procedures or formal bidding procedures for
projects above $220,000. The District has traditionally managed these needs as repairs arise, which have been proven to be time-consuming and may delay responses to urgent projects.
To streamline operations, District staff requested formal bids to secure
an as-needed construction services agreement with two qualified contractors capable of providing a range of construction services on an on-call basis. This agreement will allow the District to quickly
mobilize resources for projects meeting specific criteria, such as emergency repairs and urgent system upgrades without requiring
repetitive bidding for each project. Additionally, the agreement will provide the District with greater flexibility and enable timely responses in cases where using a contractor is more cost-effective and
efficient, such as for Capital Improvement Projects (CIP) or routine corrective maintenance.
Staff identified task items based on the District’s experience with the expected frequency of contractor engagement throughout the agreement. A weight factor was assigned to each task, which is multiplied by a unit cost to yield a unit score based on the corresponding unit of
measurement (e.g., square footage). The unit scores are aggregated to calculate the bid’s overall score, with the contractor achieving the lowest overall score deemed the lowest bidder (Attachment B).
In accordance with the District’s purchasing requirements, formal bids
were solicited on Monday, December 16, 2024, via PlanetBids (the District’s online bid solicitation portal), the District’s website, and in the Daily Transcript. A pre-bid conference was held on Monday, December 30, 2024, and one prospective contractor attended. Bids were received through PlanetBids on Thursday, January 30, 2025, and publicly
opened with the following results (Attachments C and D):
Bidder:Weighted Score:PALM ENGINEERING CONSTRUCTION COMPANY 2885173.5
J.R. FILANC CONSTRUCTION COMPANY 6248644.0
After a thorough review of the bids and based on the marked disparity in the weighted scores, staff reached out to both bidders for
clarifications. It was determined that Palm Engineering Construction Company did not include certain depth conditions on a number of tasks
on the bid prices. J.R. Filanc Construction indicated that they did not understand the project’s scope, which lead to non-competitive pricing. Staff advises rebidding the project with more streamlined task items to
improve clarity and encourage more competitive bids. Delaying the proposed agreement will not compromise the District’s infrastructure.
District Legal Counsel was consulted and supports the recommendation that it is in the best interest of the District to reject all bids.
Rejection of bids is allowed under Public Contract Code section 22038. FISCAL IMPACT: Joe Beachem, Chief Financial Officer
None. STRATEGIC GOAL:
This Project supports the District’s Mission statement, “To provide
exceptional water and wastewater service to its customers, and to manage District resources in a transparent and fiscally responsible manner” and the General Manager’s Vision, "To be a model water agency by
providing stellar service, achieving measurable results, and continuously improving operational practices."
LEGAL IMPACT: None.
Attachments: Attachment A – Committee Action
Attachment B – Bid Schedule Attachment C – Bid Score Calculation Attachment D – Bid Results
ATTACHMENT A
SUBJECT/PROJECT: REJECT ALL BIDS RECEIVED FOR THE AS-NEEDED CONSTRUCTION SERVICES BID #FY25-3232-1216
COMMITTEE ACTION:
The Engineering, Operations, and Water Resources Committee reviewed this item at a meeting held on March 17th, 2025, and the following comments were made:
NOTE:
The “Committee Action” is written in anticipation of the Committee moving the item forward for board approval. This report will be sent
to the Board as a committee approved item, or modified to reflect any discussion or changes as directed from the committee prior to presentation to the full board.
BID SCHEDULE:
Item Description Quantity Unit Unit
Price
Item
Cost
Weight
Factor
1 Mobilization/Demobilization
during business hours Mon
–Fr 7 am to 5 pm
1EA EA 10
2 Mobilization/Demobilization
during weekends, holidays
and non-business hours
1EA EA 7
3 Install 6” or 8” Class 305
PVC pipe, fittings,
deflection couplings and
appurtenances (typical
replacement length
shall vary from 5 to 20 ft
each. *
20LF LF 5
4 Install 10” or 12” Class 305
PVC pipe, fittings,
deflection couplings and
appurtenances (typical
replacement length
shall vary from 5 to 20 ft
each) *
20 LF 5
5 Install 6” or 8” Class 305
PVC pipe, fittings,
deflection couplings and
appurtenances (typical
replacement length shall
vary from 50 to 500 ft
each) *
50 LF 8
6 Install 10” or 12” Class 305
PVC pipe, fittings,
deflection couplings and
appurtenances (typical
replacement length shall
vary from 50 to 500 ft
each) *
50 LF 10
7 Install additional 6” or 8"
PVC deflection couplings *
50 EA 3
ATTACHMENT B
Item Description Quantity Unit Unit
Price
Item Cost Weight
Factor
8 Install
additional
10” or 12"
PVC
deflection
couplings *
50 EA 3
9 Reconnect
¾” copper
lateral from
12" or
smaller
pipe *
20 EA 2
10 Reconnect
1” copper
lateral from
12" or
smaller
pipe *
20 EA 10
11 Reconnect
1½” copper
lateral from
12" or
smaller
pipe *
20 EA 3
12 Reconnect
2” copper
lateral from
12" or
smaller
pipe *
20 EA 6
13 Install 6” FH
assembly
(FH head
reused or
District
furnished)
5 EA 2
14 Install 6” FH
assembly
with one 4”
and one
2½” outlets
5 EA 2
Item Description Quantity Unit Unit
Price
Item
Cost
Weight
Factor
15 Install 6" FH assembly with
one 4" and two 2½" outlets
5 EA 2
16 Reconnect 6" FH assembly 5 EA 3
17 Reconnect 6" FH assembly
and install concrete pad
5 EA 3
18 Remove and deleting of 6"
FH assembly
5 EA 1
19 Reconnect 6" FH assembly
and install new head with
1'-4" and 2-2.5" outlets
5 EA 3
20 Install 4” blowoff assembly
behind sidewalk *
5 EA 3
21 Install 2" temporary blowoff
assembly *
5 EA 3
22 Install new 2" blowoff
assembly from the main to
sidewalk *
5 EA 3
23 Cut and cap existing 12" or
smaller pipe to temporarily
maintain service *
5 EA 3
24 Replace 6” FH Valve
including, excavation and
removal of existing valve up
to 6 feet depth
5 EA 5
25 Replace 6” line valve
including, excavation,
traffic control if needed and
removal of existing valve up
to 6’ depth
5 EA 5
26 Replace 6” line valve
including, excavation,
traffic control if needed and
removal of existing valve
Depth 7’ to 12’
5 3
27 Replace 8” line valve
including, excavation,
traffic control if needed and
removal of existing valve up
to 6’ depth
1 EA 6
Item Description Quantity Unit Unit
Price
Item
Cost
Weight
Factor
28 Replace 8’ line valve
including, excavation,
traffic control if needed and
removal of existing valve
Depth 7’ to 12’
1 6
29 Replace 10” line valve
including, excavation,
traffic control if needed and
removal of existing valve up
to 6’ depth
1 EA 6
30 Replace 12” line valve
including, excavation,
traffic control if needed and
removal of existing valve up
to 6’ depth
1 EA 6
31 Replace 12” line valve
including, excavation,
traffic control if needed and
removal of existing valve
depth 7’ to 12’
1 6
32 Replace 14” line valve
including, excavation,
traffic control if needed and
removal of existing valve up
to 6’ depth
1 EA 6
33 Replace 14” line valve
including, excavation,
traffic control if needed and
removal of existing valve
depth 7’ to 12’
1 6
34 Replace 16” line valve
including, excavation,
traffic control if needed and
removal of existing valve up
to 16’ depth
1 EA 6
35 Replace 20” line valve
including, excavation,
traffic control if needed and
removal of existing valve up
to 16’ depth
1 EA 6
Item Description Quantity Unit Unit
Price
Item
Cost
Weight
Factor
36 Installation and removal of
6” Line Stop up to 10’
1 EA 3
37 Installation and removal of
8” Line Stop up to 10’
1 EA 4
38 Installation and removal of
10” Line Stop up to 10’
1 EA 4
39 Installation and removal of
12” Line Stop up to 12’
1 EA 4
40 Installation and removal of
14” Line Stop up to 12’
1 EA 3
41 Removal and Installation of
a 6” tee up to 6’
1 EA 3
42 Removal and Installation of
an 8” tee up to 6’
1 EA 4
43 Removal and Installation of
a 10” tee up to 10’
1 EA 4
44 Removal and Installation of
a 12” tee up to 12’
1 EA 4
45 Removal and Installation of
multiple size tees up to 14’
1 EA 5
46 High Pressure water jetting
of 4” to 16” sewer
Pipelines. Typical jetting
length shall vary from 50 to
500 feet each
50 FT 8
47 Removal and installation of
4” to 16” sewer line up to
10 feet in depth. Typical
length is 20 feet each
20 FT 3
48 Install sewer wye fitting in
multiple sizes
1 EA 3
49 Setup of sewer bi-pass
pump
1 EA 3
50 Dispose of soil and asphalt 1 TON 1
51 CAB and DG with
installation
1 TON 10
52 Temporary Cold Patch with
Installation
500 SF 10
53 Unanticipated obstructions 10 EA 5
54 Bond Premium Allowance 1 EA 5
55 Permit Allowance 1 EA 5
56 Material Mark Up 1 % 8
57 Sub-Contractor Mark Up 1 % 8
58 Geo-Tech Services 500 SF 5
59 TOTALS
LEGEND: EA=Each, SF=Square Feet, LF=Linear Feet, TON=Tons, %=Percentage
•* Up to 6 feet depth
ITEM #WEIGHT FACTOR
Item Wght
Unit Bid
Price
Total
Score
Unit Bid
Price
Total
Score
Unit Bid
Price
Total
Score
1 10 17,950.00$ 179,500.00 1.00$ 10.00 85,000.00$ 850,000.00
2 7 24,500.00$ 171,500.00 1.00$ 7.00 104,000.00$ 728,000.00
3 5 510.00$ 2,550.00 1.00$ 5.00 3,090.00$ 15,450.00
4 5 580.00$ 2,900.00 1.00$ 5.00 3,350.00$ 16,750.00
5 8 450.00$ 3,600.00 1.00$ 8.00 2,285.00$ 18,280.00
6 10 550.00$ 5,500.00 1.00$ 10.00 2,800.00$ 28,000.00
7 3 450.00$ 1,350.00 1.00$ 3.00 795.00$ 2,385.00
8 3 500.00$ 1,500.00 1.00$ 3.00 1,118.00$ 3,354.00
9 2 500.00$ 1,000.00 1.00$ 2.00 32,600.00$ 65,200.00
10 10 850.00$ 8,500.00 1.00$ 10.00 29,600.00$ 296,000.00
11 3 700.00$ 2,100.00 1.00$ 3.00 30,800.00$ 92,400.00
12 6 900.00$ 5,400.00 1.00$ 6.00 30,100.00$ 180,600.00
13 2 4,500.00$ 9,000.00 1.00$ 2.00 44,100.00$ 88,200.00
14 2 15,600.00$ 31,200.00 1.00$ 2.00 47,800.00$ 95,600.00
15 2 17,000.00$ 34,000.00 1.00$ 2.00 48,200.00$ 96,400.00
16 3 4,250.00$ 12,750.00 1.00$ 3.00 22,600.00$ 67,800.00
17 3 18,500.00$ 55,500.00 1.00$ 3.00 26,300.00$ 78,900.00
18 1 8,500.00$ 8,500.00 1.00$ 1.00 30,100.00$ 30,100.00
19 3 5,250.00$ 15,750.00 1.00$ 3.00 49,900.00$ 149,700.00
20 3 10,500.00$ 31,500.00 1.00$ 3.00 43,700.00$ 131,100.00
21 3 8,500.00$ 25,500.00 1.00$ 3.00 37,100.00$ 111,300.00
22 3 13,500.00$ 40,500.00 1.00$ 3.00 41,300.00$ 123,900.00
23 3 5,500.00$ 16,500.00 1.00$ 3.00 10,700.00$ 32,100.00
24 5 6,500.00$ 32,500.00 1.00$ 5.00 9,200.00$ 46,000.00
25 5 6,500.00$ 32,500.00 1.00$ 5.00 9,500.00$ 47,500.00
26 3 8,000.00$ 24,000.00 1.00$ 3.00 10,600.00$ 31,800.00
27 6 7,500.00$ 45,000.00 1.00$ 6.00 11,700.00$ 70,200.00
28 6 9,250.00$ 55,500.00 1.00$ 6.00 13,400.00$ 80,400.00
FY 2026 As-Needed Construction Services Bid Score Sheet
12-Month-Contract Agreement Cost and Weight Factor
PALM ENGINEERING CONTROL J.R FILANC
ATTACHMENT C
29 6 11,500.00$ 69,000.00 1.00$ 6.00 13,950.00$ 83,700.00
30 6 14,000.00$ 84,000.00 1.00$ 6.00 22,000.00$ 132,000.00
31 6 20,000.00$ 120,000.00 1.00$ 6.00 16,400.00$ 98,400.00
32 6 21,000.00$ 126,000.00 1.00$ 6.00 11,900.00$ 71,400.00
33 6 30,000.00$ 180,000.00 1.00$ 6.00 13,600.00$ 81,600.00
34 6 42,500.00$ 255,000.00 1.00$ 6.00 16,600.00$ 99,600.00
35 6 60,000.00$ 360,000.00 1.00$ 6.00 18,400.00$ 110,400.00
36 3 18,500.00$ 55,500.00 1.00$ 3.00 54,900.00$ 164,700.00
37 4 22,500.00$ 90,000.00 1.00$ 4.00 56,200.00$ 224,800.00
38 4 25,000.00$ 100,000.00 1.00$ 4.00 73,500.00$ 294,000.00
39 4 31,500.00$ 126,000.00 1.00$ 4.00 90,000.00$ 360,000.00
40 3 35,000.00$ 105,000.00 1.00$ 3.00 124,300.00$ 372,900.00
41 3 8,000.00$ 24,000.00 1.00$ 3.00 8,050.00$ 24,150.00
42 4 9,250.00$ 37,000.00 1.00$ 4.00 8,150.00$ 32,600.00
43 4 13,500.00$ 54,000.00 1.00$ 4.00 9,250.00$ 37,000.00
44 4 18,000.00$ 72,000.00 1.00$ 4.00 11,100.00$ 44,400.00
45 5 23,500.00$ 117,500.00 1.00$ 5.00 11,100.00$ 55,500.00
46 8 15.00$ 120.00 1.00$ 8.00 40.00$ 320.00
47 3 485.00$ 1,455.00 1.00$ 3.00 2,200.00$ 6,600.00
48 3 485.00$ 1,455.00 1.00$ 3.00 8,750.00$ 26,250.00
49 3 7,500.00$ 22,500.00 1.00$ 3.00 42,300.00$ 126,900.00
50 1 300.00$ 300.00 1.00$ 1.00 1,000.00$ 1,000.00
51 10 95.00$ 950.00 1.00$ 10.00 8,150.00$ 81,500.00
52 10 5.00$ 50.00 1.00$ 10.00 10.00$ 100.00
53 5 500.00$ 2,500.00 1.00$ 5.00 11,700.00$ 58,500.00
54 5 2,500.00$ 12,500.00 1.00$ 5.00 12,500.00$ 62,500.00
55 5 2,500.00$ 12,500.00 1.00$ 5.00 4,000.00$ 20,000.00
56 5 13.50$ 67.50 1.00$ 5.00 15.00$ 75.00
57 8 17.00$ 136.00 1.00$ 8.00 10.00$ 80.00
58 5 8.00$ 40.00 1.00$ 5.00 50.00$ 250.00
TOTALS 2,885,173.50 6,248,644.00
Otay Water District
As-Needed Construction Services (FY25-3232-1216), bidding on 01/30/2025 4:00 PM (PST)
Page 1 of 5
Printed 01/30/2025
PlanetBids
ATTACHMENT D
Otay Water District
As-Needed Construction Services (FY25-3232-1216), bidding on 01/30/2025 4:00 PM (PST)
Page 2 of 5
Printed 01/30/2025
PlanetBids
Otay Water District
As-Needed Construction Services (FY25-3232-1216), bidding on 01/30/2025 4:00 PM (PST)
Page 3 of 5
Printed 01/30/2025
PlanetBids
Otay Water District
As-Needed Construction Services (FY25-3232-1216), bidding on 01/30/2025 4:00 PM (PST)
Page 4 of 5
Printed 01/30/2025
PlanetBids
Otay Water District
As-Needed Construction Services (FY25-3232-1216), bidding on 01/30/2025 4:00 PM (PST)
Page 5 of 5
Printed 01/30/2025
PlanetBids
Otay Water District
As-Needed Construction Services (FY25-3232-1216), bidding on 01/30/2025 4:00 PM (PST)
Page 1 of 5
Printed 01/30/2025
PlanetBids
Otay Water District
As-Needed Construction Services (FY25-3232-1216), bidding on 01/30/2025 4:00 PM (PST)
Page 2 of 5
Printed 01/30/2025
PlanetBids
Otay Water District
As-Needed Construction Services (FY25-3232-1216), bidding on 01/30/2025 4:00 PM (PST)
Page 3 of 5
Printed 01/30/2025
PlanetBids
Otay Water District
As-Needed Construction Services (FY25-3232-1216), bidding on 01/30/2025 4:00 PM (PST)
Page 4 of 5
Printed 01/30/2025
PlanetBids
Otay Water District
As-Needed Construction Services (FY25-3232-1216), bidding on 01/30/2025 4:00 PM (PST)
Page 5 of 5
Printed 01/30/2025
PlanetBids
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: April 2, 2025
SUBMITTED BY: David Blalock Senior Civil Engineer PROJECT: P1210-021000 DIV. NO. ALL
APPROVED BY: Beth Gentry, Engineering Manager
Michael Long, Chief, Engineering
Jose Martinez, General Manager
SUBJECT: Award of a Professional Engineering Services Agreement for Updates to the Water Facilities Master Plan and Program
Environmental Impact Report, Urban Water Management Plan, and Integrated Water Resources Plan to Woodard & Curran for a not
to exceed amount of $1,321,867
GENERAL MANAGER’S RECOMMENDATION:
That the Otay Water District (District) Board of Directors (Board) award a professional engineering services agreement to Woodard & Curran and to authorize the General Manager to execute a professional
engineering services agreement with Woodard & Curran for updates to the Water Facilities Master Plan and Program Environmental Impact
Report, Urban Water Management Plan, and Integrated Water Resources Plan in an amount not-to-exceed $1,321,867.
COMMITTEE ACTION:
Please see Attachment A.
PURPOSE:
To obtain Board authorization for the General Manager to enter into a
professional engineering services agreement with Woodard & Curran for updates to the Water Facilities Master Plan and Program Environmental Impact Report, Urban Water Management Plan, and Integrated Water Resources Plan in an amount not-to-exceed $1,321,867.
AGENDA ITEM 4
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ANALYSIS:
The District requires the services of a planning and environmental firm (consultant) to provide professional engineering and environmental services as part of the District’s update to the Water
Facilities Master Plan (WFMP) and Program Environmental Impact Report (PEIR), Urban Water Management Plan (UWMP), and Integrated Water
Resources Plan(IWRP).
WFMP and PEIR Update:
The last WFMP with the associated PEIR approved by the District’s
Board of Directors occurred on January 4, 2017. Since then, District staff have been working on preparing an update for the 2022 WFMP with
the PEIR. However, during the development process, the Otay Ranch Village 14 property, which was proposed for development, was purchased by the State of California at the start of calendar year
2024 for permanent conservation. As a result, with no development planned, buildout flows were significantly reduced, impacting the
WFMP outcomes. After evaluating the value of finalizing the WFMP and associated PEIR, the decision was made to bring the WFMP to a final "draft" level without the PEIR and to provide an update to the Board, which occurred on February 5, 2025.
The WFMP Update aims to identify and provide planning and design data for future potable and recycled water capital improvement projects. This data must include, but is not limited to, population and demand projections, historical data analysis, land use categorization, hydraulic model construction, facility sizing criteria, and probable
cost estimates. The planned facilities will include supply sources, pump stations, storage reservoirs, transmission mains, and distribution piping to meet the projected potable and recycled water demands for existing and future customers within the District’s jurisdiction and identified areas of influence.
The WFMP Update will also develop a phased approach outlining the
necessary Capital Improvement Program (CIP) projects to meet projected customer demands at five-year intervals through 2055. An updated PEIR will be prepared to address environmental impacts
associated with each future CIP project. In compliance with the California Environmental Quality Act (CEQA) Guidelines, the District
will prepare a PEIR to secure approval and formal adoption of the WFMP. The PEIR will serve as a functional document providing an overview of the WFMP projects and their potential impacts, including
air quality, biological resources, cultural resources, geology and soils, greenhouse gas emissions, hazardous materials, hydrology and
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water quality, landform alteration and visual aesthetics, land use
and planning, noise, and other necessary impact studies.
Additionally, the request for proposal included two optional tasks:
(1) calibration of the District’s hydraulic model if warranted by new data from the WFMP preparation process, and (2) evaluation of
alternate hydraulic modeling software. The manufacturer of the District’s current software recently revised the fee structure for licensing, and there are other competitive platforms available.
UWMP Update:
The Urban Water Management Planning Act requires that every urban
water supplier serving 3,000 or more customers, or providing over 3,000 acre-feet of water annually, develop a UWMP every five years and submit it to the Department of Water Resources (DWR). The last 2020 UWMP was approved by the District’s Board of Directors on June 2, 2021.
An effective UWMP ensures that the District's potable and recycled water services meet the needs of its customers during normal, dry, and multiple dry years. Additionally, the UWMP is essential for the District to qualify for DWR-administered state grants, loans, and drought assistance. The UWMP Update will also provide the foundation
for future water supply assessments, which will aid the District in approving new development.
As a member agency, the District will coordinate with the San Diego County Water Authority (SDCWA) during the preparation of their UWMP Update. The District’s UWMP Update will need to incorporate relevant
information from the SDCWA’s UWMP in its own update.
It is anticipated that the UWMP Update will be ready for adoption by the Board in June 2026, enabling the District to meet the DWR’s deadline of July 1, 2026, for submitting the adopted UWMP.
IRP Update:
The original IRP was presented to the District’s Board of Directors on April 4, 2007. The plan identified potential potable and recycled water supply sources needed to serve customers under build-out conditions. Following the 2007 update, the District’s Board of Directors received an informational 2015 IRP update, which
incorporated significant changes to the District’s short-term and long-term water supply resources.
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The IRP Update aims to further identify available water resources,
establish targets, and develop strategies for managing both short-term and long-term supplies. This includes assessing the feasibility and costs of developing water resources such as conservation, local
groundwater supplies, recycled water, purchased supplies through water transfers, imported State Water Project and Colorado River
Aqueduct supplies, local water treatment plant capacity acquisitions, and desalination opportunities for the District.
The IRP Update is guided by six primary objectives, listed in order
of priority: Water Quality, Reliability, Affordability, Flexibility, Diversity, and Environmental and Institutional Constraints. The goal
of the IRP Update is to create a preferred resource mix that ensures the District’s water supply will meet full-service retail demands without interruption through the ultimate buildout of the District’s
service area.
Additionally, the IRP Update will develop a phased approach to
outline the necessary water supply Capital Improvement Program (CIP) projects to meet projected customer demands through 2055.
Combining the updates of the WFMP with PEIR, UWMP, and IRP under a single consultant provides several key benefits. First, it ensures consistency across all reports, aligning data, assumptions, and
methodologies to create a cohesive planning framework. This integration reduces discrepancies and improves accuracy in projections and analyses. Second, it enhances efficiency and cost-effectiveness by reducing redundant efforts such as data collection, modeling, and staff/consultant coordination. Tasks that would
otherwise be repeated if the reports were developed separately. Additionally, a unified approach streamlines the review and approval process, as interconnected strategies and decisions are presented in a coordinated manner. By using a single consultant for all three reports, the District can achieve a more strategic, well-integrated
water resource planning effort while making the most of both time and financial resources.
In accordance with the Board of Directors Policy Number 21, a Request for Proposal (RFP) was advertised on October 29, 2024, using Planet Bids, the San Diego Daily Transcript, and the Otay Water District’s
website. The advertisements attracted Letters of Interest and Statements of Qualifications from five (5) consulting firms. A Pre-
Proposal Meeting was held on December 18, 2024, via virtual conference, which was attended by four (4) prime consultants.
5
On January 23, 2025, proposals were received from the following two
(2) consulting firms:
1. Water Systems Consulting, Inc. (San Diego, CA)
2. Woodard & Curran (San Diego, CA)
Staff corresponded with firms that submitted letters of interest to inquire as to why they did not propose on the Project. A variety of reasons are shown in the table below:
CONSULTANT REASON
1. Carollo Engineers, Inc. (San Diego, CA)
Uncertain if Carollo could allocate
the necessary resources due to possible changes in key staff
availability.
2. HDR, Inc. (San Diego, CA)
HDR submitted via subconsultant under Water Systems Consulting (WSC) as prime.
3. Ardurra (San Diego, CA)
Ardurra felt that their company could
not compete on the merits of experience, manpower, and familiarity with the District compared to other
firms interested in proposing.
In accordance with the District’s Policy 21, a five-member review
panel consisting of District Engineering and Operations staff
evaluated and scored the two (2) written proposals and conducted
virtual interviews with both firms on February 6, 2025. The cost
proposals were scored separately, based on the total excluding
optional tasks, with scores assigned after the written proposals and
interviews were evaluated. A summary of the cost proposals from each
consultant is provided in the table below.
Plan WSC Woodard & Curran
WFMP & PEIR $ 441,995 $ 1,198,551
UWMP $ 73,240 $ 99,510
IRP $ 131,108 $ 210,920
Total without
Optional Tasks $ 646,343 $ 1,508,981
Optional Tasks $ 48,288 $ 76,590Total with Optional Tasks $ 694,631 $ 1,585,571
6
The total score concluded that Woodard & Curran had the best approach
to the Project and provided the best overall value to the District. Their team includes highly qualified staff across all necessary areas of expertise needed for the required reports, with experience
providing similar services to other local agencies, including the San Diego County Water Authority and Member Agencies. Each of Woodard &
Curran’s Plan Leads has direct experience in developing their respective plans, ensuring comprehensive expertise in all three plan updates associated with this contract. While WSC staff demonstrated
experience in developing the WFMP and UWMP, their experience with the IRP was limited. Woodard & Curran also stood out for their
creativity and insight during their presentation, providing specific examples of how their innovative approaches could be applied to District projects. They provided specific innovative ways to address
future uncertainties at a reasonable cost. One example was rightsizing storage to ensure sufficient reserves considering all
types of emergencies, matching up with statewide industry practices and potentially reducing water quality issues. Although the cost to proceed with Woodard and Curran is higher, savings in the form of CIP expenses are more likely with their innovative and creative approach. Their team is readily available to provide the services required. A
summary of the complete evaluation is shown in Attachment B.
Negotiations with the successful consultant, Woodard & Curran,
resulted in a reduction of core task fees of $1,199,677. Three tasks
identified as optional are recommended, including (1) Hydraulic Model
Calibration, (2) Additional Demand Modeling, and (3) Additional Fire
Flow Evaluation for a total of $122,190. The total proposed not-to-
exceed contract amount of $1,321,867 is summarized in the table
below. As described in the Board Informational Item presented to the
EO&WR Committee on January 21, 2025, and the Board on February 5,
2025, the 2022 WFMP Final Draft progress finished when flow
projections changed. This resulted in over $200,000 in unspent
funds, which are available for use in this next update.
Plan Woodard & Curran
WFMP & PEIR $ 942,847
UWMP $ 99,510
IRP $ 157,320
Optional Tasks $ 122,190Proposed Not-To-Exceed Contract Amount $ 1,321,867
7
Woodard & Curran submitted the Company Background Questionnaire, as
required by the RFP, and staff did not find any significant issues. In addition, staff checked their references and conducted an internet search on the company. Staff found the references to be excellent
and did not find any outstanding issues with the internet search.
FISCAL IMPACT: Joe Beachem, Chief Financial Officer
As part of the Fiscal Year (FY) 2025 operating budget development
process, the estimated FY 2025 outside services budget was projected
by staff to be $110,000 for the WFMP and $50,000 for the UWMP. Staff
is in the process of preparing the FY 2026 operating budget and
projects expenditures will be $500,000 for the WFMP, $49,510 for the
UWMP, and $150,000 for the IRP. In FY 2027 the remaining amount will
be requested: $34,000 for the WFMP, $298,847 for the PEIR, $7,320 for
the IRP, and $122,190 for optional tasks, as summarized in the table
below. The District’s six-year rate model includes the anticipated
future years’ expenditures associated with this Project through its
completion in FY 2027.
Plan Woodard and Curran FY 2025 FY 2026 FY 2027
WFMP $ 644,000 $ 110,000 $ 500,000 $ 34,000
PEIR $ 298,847 $ -$ -$ 298,847
UWMP $ 99,510 $ 50,000 $ 49,510 $ -
IRP $ 157,320 $ -$ 150,000 $ 7,320
Optional Tasks $ 122,190 $ -$ -$ 122,190
Total $ 1,321,867 $ 160,000 $ 699,510 $ 462,357
Based on the project manager’s review of the costs, the budget as identified in this staff report is anticipated to be sufficient to
support the updates to the WFMP, PEIR, UWMP, and IRP Project. The funds to support the costs of this Project are planned for in the
existing FY 2025 approved budget and in the FY 2026 and FY 2027 planned budgets. With the approval of the existing and planned budgets, the funds will be available from the following sources assigned as follows based on the total amount: Potable Fund at 74% (Expansion Fund: 37%, New Supplies Fund: 8%, and General Fund: 29%)
and the Recycled Fund at 26% (Expansion: 13% and General Fund: 13%).
GRANTS/LOANS:
Engineering staff researched and explored grants and loans and found
none are available for this Project.
8
STRATEGIC GOAL:
This Project supports the District’s Mission statement, “To provide
exceptional water and wastewater service to its customers, and to manage District resources in a transparent and fiscally responsible
manner” and the General Manager’s Vision, "To be a model water agency by providing stellar service, achieving measurable results, and continuously improving operational practices."
LEGAL IMPACT:
None.
DB/BG:jf Attachments: Attachment A – Committee Action Attachment B – Summary of Proposal Rankings
ATTACHMENT A
SUBJECT/PROJECT:
P1210-021000
Award of a Professional Engineering Services Agreement for updates to the Water Facilities Master Plan and Program Environmental Impact Report, Urban Water Management Plan,
and Integrated Water Resources Plan to Woodard & Curran for a not to exceed amount of $1,321,867
COMMITTEE ACTION:
The Engineering, Operations, and Water Resources Committee (Committee) reviewed this item at a meeting held on March 17, 2025. The Committee supported staff's recommendation.
NOTE:
The “Committee Action” is written in anticipation of the Committee moving the item forward for Board approval. This report will be sent
to the Board as a Committee approved item, or modified to reflect any discussion or changes as directed by the Committee prior to presentation to the full Board.
Qualifications of
Team
Responsiveness,
Project
Understanding
Technical and
Management
Approach
INDIVIDUAL
SUBTOTAL -
WRITTEN
AVERAGE
TOTAL -
WRITTEN
Consultant's
Commitment to
DBE
Additional
Creativity and
Insight
Strength of
Project Manager
Presentation,
Communication
Skills
Quality of
Response to
Questions
INDIVIDUAL
TOTAL - ORAL
AVERAGE
TOTAL ORAL
30 25 30 85 85 Y/N 15 15 10 10 50 50 15 150
Poor/Good/
Excellent
Reviewer 1 24 19 24 67 11 12 8 9 40
Reviewer 2 24 22 26 72 11 12 8 8 39
Reviewer 3 25 19 24 68 8 12 7 8 35
Reviewer 4 25 20 26 71 10 11 8 7 36
Reviewer 5 22 20 22 64 11 12 7 7 37
Reviewer 1 25 22 25 72 14 14 9 7 44
Reviewer 2 25 23 28 76 14 14 9 8 45
Reviewer 3 28 23 26 77 14 14 9 7 44
Reviewer 4 27 22 28 77 13 12 9 8 42
Reviewer 5 28 23 26 77 14 14 9 9 46
Review Panel does not see or consider fee when scoring other categories. Fee is scored by the staff technician, who is not on Review Panel.
Consultant Proposed Fee Position Score
WSC $646,343 lowest 15
W&C $1,199,677 highest 1
Excellent
FEE SCORING CHART
ORALWRITTEN
37
44
MAXIMUM POINTS
68 Y
Water
Systems
Consulting
Woodard &
Curran Y76
2025 WFMP UWMP & IRP
Proposed Fee*
15
1
SUMMARY OF PROPOSAL RANKINGS
121
TOTAL SCORE REFERENCES
120
https://otaywater365.sharepoint.com/sites/engoperating/Shared Documents/Engineering/P1210 WFMP-UWMP-IRP/2025 UWMP Update/RFP/Panel/Rankings/Summary of Proposal Rankings.xlsx
ATTACHMENT B
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: April 2, 2025
SUBMITTED BY: Kevin Cameron Engineering Manager
PROJECT: Various DIV. NO. ALL
APPROVED BY: Michael J. Long, Chief of Engineering
Jose Martinez, General Manager
SUBJECT: Informational Item – Second Quarter Fiscal Year 2025 Capital Improvement Program Report
GENERAL MANAGER’S RECOMMENDATION:
No recommendation. This is an informational item only.
COMMITTEE ACTION:
Please see Attachment A.
PURPOSE:
To update the Board about the status of all Capital Improvement
Program (CIP) expenditures and to highlight significant issues, progress, and milestones on major active construction projects.
ANALYSIS:
To keep up with growth and to meet our ratepayers' expectations to adequately deliver safe, reliable, cost-effective, and quality water, each year the District staff prepares a Six-Year CIP Plan that
identifies the District’s infrastructure needs. The CIP is comprised of four categories consisting of backbone capital facilities,
replacement/renewal projects, capital purchases, and developer reimbursement projects.
AGENDA ITEM 5
2
The Second Quarter Fiscal Year 2025 update is intended to provide a
detailed analysis of progress in completing these projects within the allotted time and budget of $16.440 million. Expenditures through the Second Quarter totaled approximately $7.810 million.
Approximately 48% of the Fiscal Year 2025 expenditure budget was spent (see Attachment B). FISCAL IMPACT: Joe Beachem, Chief Financial Officer
No fiscal impact as this is an informational item only. STRATEGIC GOAL: This Program supports the District’s Mission statement, “To provide
exceptional water and wastewater service to its customers, and to manage District resources in a transparent and fiscally responsible
manner” and the General Manager’s Vision, "To be a model water agency by providing stellar service, achieving measurable results, and continuously improving operational practices." LEGAL IMPACT:
None. KC/MJL:jf
Attachments: Attachment A – Committee Action Attachment B - Fiscal Year 2025 Second Quarter CIP Expenditure Report
Attachment C – Presentation
ATTACHMENT A
SUBJECT/PROJECT: VARIOUS
Informational Item – Second Quarter Fiscal Year 2025 Capital Improvement Program Report
COMMITTEE ACTION:
The Finance and Administration Committee (Committee) reviewed this
informational item at a meeting held on March 17, 2025. NOTE:
The “Committee Action” is written in anticipation of the Committee moving the item forward for Board approval. This report will be sent to the Board as a Committee approved item, or modified to reflect any discussion or changes as directed by the Committee prior to presentation to the full Board.
FISCAL YEAR 2025 2ND QUARTER REPORT
(Expenditures through 12/31/24)($000)
ATTACHMENT B
2025 12/31/24
CIP No.Description Project Manager FY 2025 Budget Expenses Balance Expense to Budget %Overall Budget Expenses Balance Expense to Budget %CommentsCAPITAL FACILITY PROJECTS -
P2040 Res - 1655-1 Reservoir 0.5 MG Marchioro 5$ 4$ 1$ 80%7,300$ 1,122$ 6,178$ 15%
The construction schedule is pushed out to the FY 2029-
2030 timeframe as part of the FY 2025 budget cycle.
Subsequently, other design phase efforts have been prioritized.
P2228 Res - 870-2 Reservoir 3.4 MG Marchioro 1,000 571 429 57%17,488 1,468 16,020 8%
Construction project awarded Q1 FY 2025. Notice to
Proceed issued Q2 FY 2025. Construction completion
scheduled for Q1 FY 2028.P2405 PL - 624/340 PRS, Paseo Ranchero and Otay Valley Road Santos 25 - 25 0%1,000 65 935 7%No expenditures anticipated in FY 2025.
P2451 Otay Mesa Desalination Conveyance and Disinfection System Gentry 5 - 5 0%35,700 3,823 31,877 11%FY 2025 expenses are for minor coordination.P2460 I.D. 7 Trestle and Pipeline Demolition Blalock 50 11 39 22%901 283 618 31%No expenditures anticipated in FY 2025.P2516 PL - 12-Inch, 640 Zone, Jamacha Road - Darby/Osage Santos 5 - 5 0%1,200 - 1,200 0%No expenditures anticipated in FY 2025.
P2521 Large Meter Vault Upgrade Program Carey 49 - 49 0%710 481 229 68%Work will be completed in Q3 and Q4 FY 2025.
P2553 Heritage Road Bridge Replacement and Utility Relocation Santos 25 7 18 28%5,050 289 4,761 6%
Executed reimbursement agreement, transfer of $2.96
Million in Q3 scheduled.
P2584 Res - 657-1 and 657-2 Reservoir Demolitions Marchioro - - - 0%720 - 720 0%No budget for FY 2025.P2608 PL - 8-inch, 850 Zone, Coronado Avenue, Chestnut/Apple Santos 65 6 59 9%1,820 418 1,402 23%Plans under review, review complete in Q3 FY 2025.
P2612 PL - 12-inch, 711 Zone, Paso de Luz/Telegraph Canyon Road Gentry 50 19 31 38%1,250 906 344 72%
Design will start at the end of the fiscal year and may get
further delayed depending on other priorities.
P2614 485-1 Reservoir Interior/Exterior Coating Santos 50 - 50 0%1,375 1,064 311 77%End of Warranty Q2 FY 2027.
P2617 Lobby Security Enhancements Payne 20 3 17 15%225 208 17 92%Engineering upgrades with FY 2025 closeout.
P2623 Central Area to Otay Mesa Interconnection Pipelines Combination Air/Vacuum Valve Replacements Marchioro 5 - 5 0%600 219 381 37%No expenditures anticipated in FY 2025.P2630 624-3 Reservoir Automation of Chemical Feed System Marchioro - - - 0%675 16 659 2%No budget for FY 2025.
P2638 Buildings and Grounds Refurbishments Payne 220 3 217 1%745 289 456 39%Admin Landscape Phase II upgrade 2026.
P2639 Vista Diego Hydropneumatic Pump Station Replacement Marchioro 175 37 138 21%4,200 700 3,500 17%
Alternatives analysis and concept development of solution to
reduce cost and impact to the community in progress.
P2642 Rancho Jamul Pump Station Replacement Marchioro 5 - 5 0%2,500 143 2,357 6%
Project coordinated with 1655-1 Reservoir (P2040). See
P2040 for updates.
P2646 North District Area Cathodic Protection Improvements Marchioro 20 5 15 25%1,200 45 1,155 4%Pre-design of cathodic protection improvements along Jamacha Road scheduled to commence Q4 FY 2025.
P2647 Central Area Cathodic Protection Improvements Marchioro 30 1 29 3%2,000 219 1,781 11%
No expenditures anticipated in FY 2025. North District cathodic protection improvements prioritized over South District cathodic protection improvements.
P2649 HVAC Equipment Purchase Payne 39 - 39 0%279 152 127 54%Various Admin replacements scheduled FY 2026-2027.
P2652 520 to 640 Pressure Zone Conversion Marchioro 5 - 5 0%250 37 213 15%Project is on hold until PDR for P2195 & P2196 is completed.
P2654 Heritage Road Interconnection Improvements Marchioro 5 - 5 0%200 40 160 20%No expenditures anticipated in FY 2025. Project on hold pending coordination with City of San Diego.P2658 832-2 Pump Station Modifications Marchioro 5 - 5 0%600 10 590 2%No expenditures anticipated in FY 2025.
P2659 District Boardroom Improvements Kerr 35 - 35 0%300 186 114 62%Project is on target for technology improvements.
P2663 Potable Water Pressure Vessel Program Marchioro 400 268 132 67%3,200 919 2,281 29%
Rolling Hills Hydropneumatic tank accelerated. Completion
of Rolling Hills Hydro Tank Replacement scheduled for Q3
FY 2025. P2664 Otay Mesa Dual Piping Modification Program Gentry 25 - 25 0%350 36 314 10%No expenditures anticipated in FY 2025.P2665 PL - 12-inch Pipeline Replacement, 870 Zone, Cactus Road Santos 5 - 5 0%200 - 200 0%No expenditures anticipated in FY 2025.
P2666 Low Head and High Head Pump Stations Demolition Marchioro 5 - 5 0%750 - 750 0%No expenditures anticipated in FY 2025. Completion of construction scheduled beyond six-year planning budget.P2674 System Pressure Reducing Program Ready 10 - 10 0%100 16 84 16%Expenses are planned for later in FY 2026.
P2676 980-2 PS Motors and Motor Control Center Replacements Marchioro 100 1 99 1%3,242 796 2,446 25%No expenditures anticipated in FY 2025.
P2683 Pump Station Safety, Monitoring, and Automation Improvements Marchioro 100 49 51 49%500 80 420 16%
Remote machine monitoring at the 870-2 Pump Station
scheduled for completion Q2 FY 2025. Expenditures on
track.
P2684 Zero Emission Vehicles and Charging Infrastructure Santos 150 22 128 15%2,000 131 1,869 7%
Planning study to be complete Q4 2025 and Engineering
Plans for first Operations charging station to be completed Q3 FY 2025 to meet grant funding dead line.
P2688 Standby Power Renovations - Potable Water Rahders 239 - 239 0%1,663 37 1,626 2%
$150K to the Board on November 6, 2024 for approval to
replace unbudgeted Administrative genset due to failure. Approved for purchase. Budgeted replacement genset final price $94.2K. Total $244.2K. Expected Q4 FY 2025.
P2693 PL – 12 & 16-inch, 1296 Zone, Jefferson Rd., Lyons Valley Rd to Jamul Dr.Santos 120 - 120 0%3,950 - 3,950 0%Planning to commence in Q4 FY 2025.
P2694 Operations Replacement Communication Radios Rahders 75 - 75 0%155 - 155 0%No expenditures anticipated in FY 2025.P2696 1296-1 Reservoir Interior/Exterior Coating Ready - - - 0%1,400 - 1,400 0%No budget for FY 2025.
P2698 Improve Fire Sprinkler Protection System at RWCWRF (P)Payne 5 - 5 0%75 - 75 0%Late FY 2025 consultant with FY 2026 installation.P2714 870 Reservoir Storage Bins Marchioro 40 - 40 0%400 - 400 0%Project design will commence Q3 FY 2025.
P2715 Replacement and Update of District’s Utility Network Framework Zhao 100 - 100 0%450 - 450 0%Anticipate Board approval in Q3 FY 2025. Project to start at end of Q3 FY 2025.
R2117 RWCWRF Disinfection System Improvements Santos 1,122 1,699 (577) 151%4,275 2,907 1,368 68%
Initial shutdown and start-up per schedule. Construction of contact basin improvements was initiated in Q2 FY 2025. UV channel start up scheduled for Q4 FY 2025.
R2146 Recycled Pipeline Cathodic Protection Improvements Marchioro 10 - 10 0%1,200 882 318 74%No expenditures anticipated in FY 2025.R2153 Recycled Water Pressure Vessel Program Marchioro 1 - 1 0%1,000 29 971 3%No expenditures anticipated in FY 2025.R2165 Recycled HVAC Equipment Purchase Payne 1 - 1 0%75 - 75 0%Late FY 2025 consultant with FY 2026 installation.
R2166 RWCWRF Effluent Pump Station Compressors Marchioro 50 2 48 4%175 73 102 42%
Compressors were replaced Q4 FY 2024. Project As-Builts will be completed and the project will be closed end of FY 2025.
FISCAL YEAR-TO-DATE, 12/31/24 LIFE-TO-DATE, 12/31/24
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FISCAL YEAR 2025 2ND QUARTER REPORT
(Expenditures through 12/31/24)($000)
ATTACHMENT B
2025 12/31/24
CIP No.Description Project Manager FY 2025 Budget Expenses Balance Expense to Budget %Overall Budget Expenses Balance Expense to Budget %Comments
FISCAL YEAR-TO-DATE, 12/31/24 LIFE-TO-DATE, 12/31/24
R2168 Improve Fire Sprinkler Protection System at RWCWRF (R)Payne 5 - 5 0%75 - 75 0%Late FY 2025 consultant. FY 2026 installation.
S2012 San Diego County Sanitation District Outfall and RSD Outfall Replacement Gentry 300 - 300 0%4,000 1,355 2,645 34%Expenses are no longer anticipated for FY 2025. These are charged from the County Sanitation District.
S2043 RWCWRF Sludge Handling System Gentry 1 - 1 0%1,500 129 1,371 9%No expenditures anticipated in FY 2025.
S2061 RWCWRF Aeration Controls Consolidation & Optimization Upgrades (S)Gentry 10 - 10 0%220 78 142 35%
FY 2025 expenses are expected to be minor for initial
planning.
S2071 San Diego Metro Wastewater Capital Improvements Gentry 125 59 66 47%8,300 378 7,922 5%Expenses are no longer anticipated for FY 2025 based on information from the City of San Diego.S2081 Improve Fire Sprinkler Protection System at RWCWRF (S)Payne 5 - 5 0%75 - 75 0%Late FY 2025 consultant with FY 2026 installation.
S2082 Sewer Manhole Rehabilitation Program Santos 5 - 5 0%2,500 - 2,500 0%No expenditures anticipated in FY 2025.
S2083 Sewer Lift Station Equipment Replacement Program Mederos 75 6 69 8%300 6 294 2%This will be almost fully utilized in FY 2025 due to the rehab of the Cottonwood Lift Station.
Total Capital Facility Projects Total:4,977 2,773 2,204 56%130,418 20,035 110,383 15%
REPLACEMENT/RENEWAL PROJECTS
P2058 PL - 20-Inch, 1296 Zone, Proctor Valley Road from Melody Road to Highway 94 Santos 205 56 149 27%2,750 208 2,542 8%Plans under review in Q2 FY2025.
P2171 PL - 20-Inch, 1296 Zone, Proctor Valley Road from Pioneer Way to Melody Road Santos 225 13 212 6%3,600 119 3,481 3%Plans under review in Q2 FY 2025.
P2195 PL - 24 - Inch, 640 Zone, Campo Road - Regulatory Site/Millar Ranch Santos 50 8 42 16%9,500 35 9,465 0%Preliminary alternatives have been drafted.
P2196 PL - 24 - Inch, 640 Zone, Millar Ranch Road to 832-1 Pump Station Santos 50 8 42 16%5,100 36 5,064 1%Preliminary alternatives have been drafted.P2533 1200-1 Reservoir Interior & Exterior Coating Santos 45 2 43 4%1,275 1,178 97 92%Schedule Cathodic Protection work in Q4 FY 2025.
P2543 850-1 Reservoir Interior/Exterior Coating Santos 5 - 5 0%1,270 1,091 179 86%Warranty complete. Close project in Q4 FY 2025.
P2563 Res - 870-1 Reservoir Improvements Marchioro 10 19 (9) 190%6,497 317 6,180 5%
Project coordinated with the 870-2 Reservoir (CIP P2228).
Construction expenditures for CIP P2563 anticipated to begin Q1 FY 2027 and end Q1 FY 2028.P2567 1004-2 Reservoir Interior/Exterior Coating & Upgrades Santos 12 - 12 0%1,375 1,337 38 97%Warranty ends FY 2027.
P2578 PS - 711-2 (PS 711-1 Replacement and Expansion) - 14,000 GPM Marchioro 60 55 5 92%8,000 114 7,886 1%A pilot to restore Pump #3 original capacity will be bid Q3 FY 2025. Expenditures on track.P2593 458-1 Reservoir Interior/Exterior Coating & Upgrades Santos 45 - 45 0%1,050 922 128 88%Warranty complete. Close project in Q4 FY 2025.
P2594 Large Meter Replacement Carey 60 29 31 48%910 647 263 71%On track, work continuing in Q3 and Q4 FY 2025.P2609 PL - 8-inch, 1004 Zone, Eucalyptus Street, Coronado/Date/La Mesa Santos 25 - 25 0%2,100 1,133 967 54%Plans under review in Q2 FY 2025.
P2611 Quarry Road Bridge Replacement and Utility Relocation Gentry 1 - 1 0%3,600 124 3,476 3%FY 2025 expenses are for minor coordination.
P2615 PL - 12-Inch Pipeline Replacement, 803 PZ, Vista Grande Santos 260 16 244 6%2,600 154 2,446 6%Plans under review in Q2 FY 2025.
P2616 PL - 12-Inch Pipeline Replacement, 978 Zone, Pence Drive/Vista Sierra Drive Santos 5 - 5 0%4,200 1,686 2,514 40%No expenditures anticipated in FY 2025.P2631 1485-2 Reservoir Interior/Exterior Coating & Upgrades Santos 750 97 653 13%1,625 114 1,511 7%Awarded for construction.
P2655 La Presa Pipeline Improvements Gentry 25 - 25 0%1,750 281 1,469 16%Expenses are anticipated later in the fiscal year.
P2656 Regulatory Site Desilting Basin Improvements Gentry 5 - 5 0%150 7 143 5%
FY 2025 expenses are expected to be minor for initial
planning.
P2657 1485-1 Reservoir Interior/Exterior Coating & Upgrades Ready 25 - 25 0%1,150 6 1,144 1%Expenses are planned for later in the fiscal year/next fiscal year.
P2662 Potable Water Meter Change Out Carey 1,000 85 915 9%27,750 179 27,571 1%Currently negotiating contract; will most likely not begin project until Q1 FY 2026.P2670 Administration and Operations Roof Repairs and Replacement Payne 50 - 50 0%350 - 350 0%Ongoing maintenance; replacements FY 2025-2028.
P2672 District Roof Repairs and Replacement Program Payne 100 - 100 0%340 - 340 0%Ongoing maintenance; replacements FY 2025-2028.P2673 803-4 Reservoir Interior/Exterior Coating Ready 5 - 5 0%2,350 - 2,350 0%No expenditures anticipated in FY 2025.P2675 458-1 and 458-2 Reservoirs Site Pavement Refurbishment Gentry 150 - 150 0%450 15 435 3%Project is paused.
P2677 PL - 16-Inch, 870 Zone, La Media Road and Airway Road Utility Relocations Gentry 100 29 71 29%3,100 2,372 728 77%Design will start at the end of the fiscal year and may get further delayed depending on other priorities.
P2678 Jamacha Boulevard Utility Relocation Gentry 75 - 75 0%250 - 250 0%
The relocation and project are no longer needed. The
conflict was resolved with a change in design of the other utility.
P2680 PL - 12-inch Pipeline Replacement, 1530 Zone, Vista Diego Road Marchioro 150 - 150 0%425 78 347 18%
Project coordinated with the larger Vista Diego
Hydropneumatic Pump Station Replacement (CIP P2639). See P2639 for updates.
P2681 PL-12-Inch, 1655 Zone, Presilla Drive Pipeline Replacement Marchioro 5 - 5 0%1,800 130 1,670 7%
Project coordinated with 1655-1 Reservoir (P2040) Project.
See P2040 for updates.
P2682 AMI Project Carey 200 13 187 7%1,350 625 725 46%
Budget reduced; will spend some money in Q3 & Q4 FY
2025 but not full amount.
P2685 980/711 PRS Renovation - Proctor Valley Rd Marchioro 10 - 10 0%850 - 850 0%No expenditures anticipated in FY 2025.
P2686 870 PZ Seismic Vault Renovation Gentry 5 - 5 0%400 - 400 0%
FY 2025 expenses are expected to be minor for initial
planning.
P2687 Steele Canyon Rd Bridge 803 PZ 20-inch WL Renovation Blalock 100 11 89 11%600 77 523 13%Assessment phase completed. Construction phase anticipated Q4 FY 2025.
P2689 944-1-9 Pump Station Meter Vault Renovation Gentry 20 - 20 0%200 - 200 0%Expenses are anticipated later in the fiscal year.
P2690 850-4 Reservoir Interior/Exterior Coating Ready - - - 0%1,850 - 1,850 0%Expenses are planned for later in the fiscal year/next fiscal year.
P2691 City of San Diego - Otay 2nd Pipeline Phase 4 Interconnections Relocation Ready 225 7 218 3%1,000 31 969 3%
Reviewed the City's 60% design for the new pipeline and provided comments. Coordinated with the City and their
consultant on the design and interconnect agreements.
Evaluation of new interconnection agreements and design of new interconnections is expected to move forward in Q3 or Q4 of FY 2025.
P2692 1485-2 PS Yard Piping Modifications Marchioro 1 - 1 0%600 - 600 0%No expenditures anticipated in FY 2025.P2695 Relocation of Data Center Kerr 25 13 12 52%250 29 221 12%Next steps will be the solicitation.
P2697 Valve Replacement Program - Phase 2 Mederos 625 436 189 70%12,000 837 11,163 7%This will be almost fully utilized by the end of FY 2025.
P2699 Miscellaneous Replacements and Improve Fire Sprinkler Protection System in the Warehouse Payne 300 5 295 2%525 41 484 8%Consultant solicitation for Q3 FY 2025.
P2700 Pump Station Equipment Replacement Program Mederos 250 73 177 29%1,250 191 1,059 15%This will be almost fully utilized by the end of FY 2025.
P2706 PL-16-Inch Transmission Main Assessment & Repair, 980 Zone, Olympic Parkway Blalock 350 9 341 3%3,000 9 2,991 0%Pipe assessment inspection phase anticipated Q3 FY 2025.
P2707 Pipeline Relocation for County Storm Drain Replacement Projects Ready 5 - 5 0%500 - 500 0%Planning/design is expected to begin in Q3 of FY 2025.
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FISCAL YEAR 2025 2ND QUARTER REPORT
(Expenditures through 12/31/24)($000)
ATTACHMENT B
2025 12/31/24
CIP No.Description Project Manager FY 2025 Budget Expenses Balance Expense to Budget %Overall Budget Expenses Balance Expense to Budget %Comments
FISCAL YEAR-TO-DATE, 12/31/24 LIFE-TO-DATE, 12/31/24
P2708 1296-2 Reservoir Interior/Exterior Coating Ready - - - 0%2,000 - 2,000 0%No expenditures anticipated in FY 2025.P2709 ADA Compliance for Administration and Operation Buildings Payne 6 - 6 0%500 - 500 0%Consultant solicitation for Q3 FY 2025.
P2710 Conversion of the 803-4 Reservoir Disinfection System to LAS Marchioro 5 - 5 0%500 - 500 0%FY 2025 expenses are expected to be minor for initial planning.
P2711 City of Tijuana Pipeline Connection Upgrades Ready 50 2 48 4%300 2 298 1%
Minor expenses for initial planning and coordination. Design
is expected to move forward later in the fiscal year/next fiscal year.
P2712 PL-12-Inch Steel Pipeline Replacement, 850 Zone, Sweetwater Springs Blvd, Southeast of Jamacha Blvd.Santos - - - 0%2,000 - 2,000 0%No budget for FY 2025.P2713 PL-14-Inch ACP Pipeline Replacement, 640 Zone, SR125 Crossing and Orville Street Gentry - - - 0%2,500 - 2,500 0%No budget for FY 2025.R2121 Res - 944-1 Reservoir Cover/Liner Replacement Marchioro 4 - 4 0%3,500 25 3,475 1%No expenditures anticipated in FY 2025.
R2148 Large Meter Replacement - Recycled Carey 15 - 15 0%154 59 95 38%Waiting on product. Work will occur in Q3 & Q4 FY 2025.
R2152 Recycled Water Meter Change-Out Carey 70 - 70 0%755 - 755 0%
Currently negotiating contract. Will most likely not begin
project until Q1 FY 2026.R2156 RecPL - 14-inch RWCWRF Effluent Force Main Improvements Marchioro 5 - 5 0%1,300 259 1,041 20%No expenditures anticipated in FY 2025.
R2157 RWCWRF Backwash Supply Pumps Upgrade Santos 200 72 128 36%500 182 318 36%In construction.
R2158 RWCWRF Stormwater Pond Improvements (R)Blalock 5 - 5 0%175 - 175 0%FY 2025 expenses are expected to be minor for initial planning.
R2159 RecPL - 16-Inch, 680 Zone, Olympic Parkway Recycled Pipeline Replacement Gentry 2,500 3,307 (807) 132%6,000 3,787 2,213 63%Construction is near completion.
R2161 450-1R Reservoir Interior/Exterior Coating & Upgrades Ready - - - 0%2,500 - 2,500 0%Expenses are planned for later in the fiscal year/next fiscal year.
R2163 450-1 RW Res Disinfection Injection Vault Renovation Marchioro 5 - 5 0%300 - 300 0%No expenditures anticipated in FY 2025.
R2164 450-1 RW Res Stormwater Improvements Blalock 80 33 47 41%800 99 701 12%
Alternative analysis report completed. Working with
consultant and environmental agencies on permitting prior
to entering the project design phase.
R2167 RecPL - 14-Inch, 927 Zone, Force Main Road Improvements and Erosion Repairs Blalock 50 4 46 8%550 9 541 2%Coordinating with Facilities Maintenance and Operations on limits of repairs.
R2169 Pump Station Equipment Replacement Program (R)Mederos 75 51 24 68%600 88 512 15%This will be almost fully utilized by the end of FY 2025.
R2172 RWCWRF - Tertiary Trough Replacement Santos 40 - 40 0%250 - 250 0%No expenditures anticipated in FY 2025.
S2024 Campo Road Sewer Main Replacement Luengas 25 1 24 4%11,130 11,078 52 100%Project closeout is scheduled for FY 2025.
S2049 Calavo Basin Sewer Rehabilitation - Phase 2 Blalock 30 - 30 0%1,150 79 1,071 7%
Planning level expenses are expected later in the fiscal
year/next year.
S2050 Rancho San Diego Basin Sewer Rehabilitation - Phase 2 Blalock 41 - 41 0%1,100 7 1,093 1%
Planning level expenses are expected later in the fiscal
year/next year.
S2054 Calavo Basin Sewer Rehabilitation - Phase 3 Blalock 10 - 10 0%1,300 - 1,300 0%Planning level expenses are expected later in the fiscal year/next year.
S2060 Steele Canyon Pump Station Replacement Gentry 40 - 40 0%1,900 - 1,900 0%Only minor expenses (<$5K) are expected this year.
S2066 Rancho San Diego Basin Sewer Rehabilitation - Phase 3 Blalock 5 - 5 0%950 - 950 0%
Planning level expenses are expected later in the fiscal
year/next year.
S2069 Cottonwood Sewer Pump Station Renovation Marchioro 350 46 304 13%3,000 518 2,482 17%
Staff vacancies have been filled and the project was reassigned Q1 FY 2025 such that completion of construction
scheduled for FY 2028.
S2072 RWCWRF Rotary Screen Replacement Santos 60 - 60 0%600 2 598 0%No expenditures anticipated in FY 2025.
S2074 RWCWRF Stormwater Pond Improvements (S)Blalock 10 - 10 0%175 - 175 0%
Planning level expenses are expected later in the fiscal
year/next year.
S2076 RWCWRF Grit Chamber Improvements Santos 24 - 24 0%250 - 250 0%No expenditures anticipated in FY 2025.
S2077 RWCWRF Blowers Renovation Gentry 120 33 87 28%400 82 318 21%Blowers are being designed and ordered.
S2079 Steele Canyon Rd Bridge 6-inch Sewer FM Renovation Blalock 50 1 49 2%350 1 349 0%
Assessment phase completed. Construction phase
anticipated Q4 FY 2025.S2080 Standby Power Renovations - Sewer Rahders - - - 0%200 26 174 13%No budget for FY 2025.
Total Replacement/Renewal Projects Total:9,489 4,534 4,955 48%167,381 30,426 136,955 18%
CAPITAL PURCHASE PROJECTSP2282Vehicle Capital Purchases Rahders 1,460 348 1,112 24%12,200 7,037 5,163 58%$706K encumbered. $304K expected by Q4 FY 2025.
P2286 Field Equipment Capital Purchases Rahders 170 - 170 0%3,572 2,539 1,033 71%
$145 encumbered. Expended end of Q2 FY 2025. No
further activity in FY 2025.P2571 Data Center Network Data Storage and Infrastructure Enhancements Kerr 25 - 25 0%530 464 66 88%Project is on target with sub-tasks underway.P2572 Enterprise Resource Planning (ERP) Replacement Kerr 203 155 48 76%993 222 771 22%Project is on schedule.
R2160 Recycled Water Field Equipment Capital Purchases Rahders - - - 0%700 221 479 32%No budget for FY 2025.R2162 Vehicle Capital Purchases - Recycled Rahders - - - 0%500 93 407 19%No budget for FY 2025.S2075 Field Equipment Capital Purchases Rahders - - - 0%500 130 370 26%No budget for FY 2025.
S2078 Vehicle Capital Purchases - Sewer Rahders - - - 0%900 - 900 0%No budget for FY 2025.
Total Capital Purchase Projects Total:1,858 503 1,355 27%19,895 10,706 9,189 54%
DEVELOPER REIMBURSEMENT PROJECTSP2595PL - 16-inch, 624 Zone, Village 3N - Heritage Road, Main St/Energy Way Cameron 101 - 101 0%336 - 336 0%This is a developer reimbursement project.P2596 PL – 16-inch, 624 Zone, Village 3N – Main St, Heritage Rd/Wolf Canyon Cameron 1 - 1 0%900 - 900 0%This is a developer reimbursement project.
P2598 PL-16-Inch, 624 Zone, Village 8W – Main St, La Media/Village 4 Cameron 1 - 1 0%280 - 280 0%This is a developer reimbursement project.P2599 PL-16-Inch, 624 Zone, Village 8W- Otay Valley Rd, School/Village 8E Cameron 1 - 1 0%500 - 500 0%This is a developer reimbursement project.P2602 PL - 16-inch, 624 Zone, Otay Valley Road, SR 125 Bridge Cameron 1 - 1 0%280 - 280 0%This is a developer reimbursement project.
P2603 PL - 16-inch, 711 Zone, Hunte Parkway, SR 125 Bridge Cameron 1 - 1 0%340 - 340 0%This is a developer reimbursement project.R2028 RecPL – 8-in, 680 Zone, Heritage Road to Main Street Cameron 5 - 5 0%900 - 900 0%This is a developer reimbursement project.R2037 RecPL – 8-in, 680 Zone, Main Street/Otay Valley Road – Village 8W Cameron 1 - 1 0%620 - 620 0%This is a developer reimbursement project.
R2038 RecPL – 8-in, 680 Zone, Village 3N – Main St, Heritage Rd/Wolf Canyon Cameron 1 - 1 0%470 - 470 0%This is a developer reimbursement project.R2047 RecPL – 12-in, 680 Zone, La Media Road - Birch/Main St Cameron 1 - 1 0%550 - 550 0%This is a developer reimbursement project.
R2136 RecPL – 8-in, 680 Zone, Otay Valley Rd, SR 125 Bridge Cameron 1 - 1 0%140 - 140 0%This is a developer reimbursement project.
R2137 RecPL - 8-in, 815 Zone, Hunte Parkway, SR 125 Bridge Cameron 1 - 1 0%170 - 170 0%This is a developer reimbursement project.
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FISCAL YEAR 2025 2ND QUARTER REPORT
(Expenditures through 12/31/24)($000)
ATTACHMENT B
2025 12/31/24
CIP No.Description Project Manager FY 2025 Budget Expenses Balance Expense to Budget %Overall Budget Expenses Balance Expense to Budget %Comments
FISCAL YEAR-TO-DATE, 12/31/24 LIFE-TO-DATE, 12/31/24
Total Developer Reimbursement Projects Total:116 - 116 0%5,486 - 5,486 0%
147 GRAND TOTAL 16,440$ 7,810$ 8,630$ 48%323,179$ 61,167$ 262,012$ 19%
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Otay Water District
Capital Improvement Program
Fiscal Year 2025 Second Quarter
(through 12/31/2024)
ATTACHMENT C
Vactor Truck Potholing at the 870-2 Reservoir
11-20-24 11-20-24
Background
The approved CIP Budget for Fiscal Year 2025
consists of 147 projects that total $16.44 million.
These projects are broken down into four categories.
1.Capital Facilities $ 4.98 million
2.Replacement/Renewal $ 9.49 million
3.Capital Purchases $ 1.86 million
4.Developer Reimbursement $ 116 thousand
Overall expenditures through the Second Quarter of
Fiscal Year 2025 totaled nearly $7.81 million, which is
approximately 48% of the fiscal year budget.
2
Fiscal Year 2025
Second Quarter Update
($000)
CIP
CAT Description FY 2025
Budget
FY 2025
Expenditures
%
FY 2025
Budget
Spent
Total
Life-to-Date
Budget
Total
Life-to-Date
Expenditures
%
Life-to-Date
Budget
Spent
1 Capital
Facilities $4,977 $2,773 56%$130,418 $20,035 15%
2 Replacement/
Renewal $9,489 $4,534 48%$167,381 $30,426 18%
3 Capital
Purchases $1,858 $503 27%$19,895 $10,706 54%
4 Developer
Reimbursement $116 $0 0%$5,486 $0 0%
Total:
$16,440 $7,810 48%$323,179 $61,167 19%
3
Fiscal Year 2025
Second Quarter
CIP Budget Forecast vs. Expenditures
4
5
CIP Projects in Construction
La Media Rd and Airway Rd
Utility Relocations (P2677)
Work includes all potable
water utility relocations
required due to
construction of storm
drains and road
improvements by the City of
San Diego in Otay Mesa
along La Media Road and
Airway Road. Facility
relocations vary in size from
2-inch to 18-inch.
Budget: $3.1M
Project is within budget.
6
CIP Projects in Construction
7
7-31-24
11-6-24
Coating material inspection
11-25-24
11-12-24
16" Spool Hydrostatic pressure test
passed.
16" PVC PW main installation
CIP Projects in Construction
Olympic Parkway
Recycled Water Pipeline
Replacement (R2159)
Project will install
approximately 5,730
linear feet of 16-inch
recycled water line in
Olympic Parkway, and
removal/abandonment of
the existing 20-inch
recycled water line.
Budget: $6,000,000
NTP: March 25, 2024
Approx. 90% complete.
Project is within budget.
Otay Ranch
High School
Chula Vista
8
CIP Projects in Construction
9
9-27-
24
10-1-24
10-15-24
Backfill of 16" PVC RW main
Installation of new 16" PVC RW
main
10-16-24
Installation of new 16" PVC RW
main
CIP Projects in Construction
RWCWRF Disinfection
System Improvements
(R2117 & R2157)
Project will replace
existing chlorine system
with Trojan UV system
and replacement of
existing filter backwash
supply pumps.
Combined
Budget: $4,775,000
NTP: April 8, 2024
Trojan UV system
delivered August 22, 2024.
Project is within budget.
10
11
CIP Projects in Construction
10-21-24
10-29-24
7-31-24
12-16-24
Backwash piping set up for hydrostatic
pressure testing
Slanted Disk Check Valve delivery
New conduit installation
CIP Projects in Construction
Heritage Road Bridge Utility
Relocation &624-340 PRS
(P2553 & P2405)
The City of Chula Vista is
constructing a new bridge on
Heritage Road. OWD has
requested the City to include
the construction of a new 16-
inch potable water steel
pipeline and reserve room
for a future 8-inch recycled
water pipeline. A 624-340
PRS will also be constructed.
Budget: $5.05M
City awarded a construction
contract to Flat Iron in Oct.
Reimbursement agreement
will go to City Counsel Q3.
12
CIP Projects in Construction
13
Bridge renderings from
the City of Chula Vista
CIP Projects in Construction
870-2 Reservoir 3.4 MG &
870-1 Liner Improvements
(P2228 & P2563)
Work includes construction
of a 3.4-million-gallon (MG)
Type 1 pre-stressed concrete
reservoir. Replacement of the
existing membrane floating
cover and liner with a new
membrane system on the
870-1 Reservoir. The project
also includes lowering the
existing reservoir's 30-inch
inlet pipe.
Budget: $23.9 M
NTP: October 28, 2024
Project is within budget
14
15
CIP Projects in Construction
7-31-24
Backfilling Pothole Location #8
Trenching for new conduits
11-21-24
12-09-24
CIP Projects in Construction
1485-2 (1.6 MG) Reservoir
Interior/Exterior Coating
(P2631)
Renovation work includes
removing and replacing the
interior and exterior coatings
of the welded steel reservoir
including structural
modifications and upgrades.
Budget: $1.62M
Award: Unified Field Services
Corporation at the Nov. 2024
Board Meeting.
Project is within budget.
16
CIP Projects in Construction
Rolling Hills Pressure Vessel
Tank Replacement (P2663)
This project will replace the
hydropneumatic tank at the
Rolling Hills Hydropneumatic
Pump Station. This project is
a part of the pressure Vessel
program.
Overall Budget: $3.2 M
Feb. 2024 Board Mtg:
Approved P.O. for $270,000
to Modern Custom
Fabrication.
Project is within budget.
17
Construction Contract Status
18
PRIOR
YEARS Q2 %YTD %PROJECT
TOTAL %
R2159
Olympic Parkway
Recycled Water Pipeline
Replacement
Burtech
Pipeline, Inc.$3,756,210 $3,945,035 $0 $0 0.0%$0 0.0%$0 0.0%$3,782,239 $3,215,228 -4.1%85.0%March 2025
R2117 &
R2157
RWCWRF Disinfection
System Improvements
GSE
Construction
Company, Inc.
$3,375,400 $3,491,400 $0 $0 0.0%$0 0.0%$0 0.0%$3,375,400 $1,805,668 -3.3%53.5%March 2026
P2228 &
P2563
870-2 Reservoir & 870-1
Liner/Cover Replacement
Pacific
Hydrotech
Corp.
$20,141,764 $20,896,264 $0 $0 0.0%$0 0.0%$0 0.0%$20,141,764 $426,881 -3.6%2.1%Sept 2027
P2631 &
P2567
1485-2 Reservoir Coating
and 1004-2 Ladder Door
Repair
Unified Field
Services Corp.$1,249,694 $1,304,694 $0 $0 0.0%$0 0.0%$0 0.0%$1,249,694 $0 -4.2%0.0%Sept 2025
TOTALS:$28,523,068 $29,637,393 $0 $0 0.0%$0 0.0%$0 0.0%$28,549,097 $5,447,777 -3.7%
FY 2025 CIP CONSTRUCTION PROJECTS as of December 31, 2024
CIP NO.PROJECT TITLE CONTRACTOR BASE BID
AMOUNT
CONTRACT
AMOUNT W/
ALLOWANCES
NET CHANGE ORDERS FY 2025*
*NET CHANGE ORDERS DO NOT INCLUDE ALLOWANCE ITEM CREDITS. IT'S A TRUE CHANGE ORDER PERCENTAGE FOR THE PROJECT
NET CHANGE
ORDERS LTD*CURRENT
CONTRACT
AMOUNT
TOTAL
EARNED
TO DATE
% CHANGE
ORDERS W/
ALLOWANCE
CREDIT**
**THIS CHANGE ORDER RATE INCLUDES THE CREDIT FOR UNUSED ALLOWANCES
%
COMPLETE
EST.
COMP.
DATE
Consultant Contract Status
19
Consultant Contract Status
20
Consultant Contract Status
21
QUESTIONS?
22
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: April 2, 2025
PROJECT: Various DIV. NO. ALL
SUBMITTED BY: Michael Kerr, Information Technology Manager
APPROVED BY: Adolfo Segura, Chief, Administrative Services
Jose Martinez, General Manager
SUBJECT: FY25 MID-YEAR REPORT OF THE DISTRICT’S FY23-26 STRATEGIC PLAN
GENERAL MANAGER’S RECOMMENDATION:
No recommendation. This is an informational item only.
COMMITTEE ACTION:
Please see “Attachment A”.
PURPOSE:
To provide a mid-year report on the District’s FY23-26 Strategic Plan
for FY25.
ANALYSIS:
Summary
The current Otay Water District Strategic Plan is a four-year initiative
from the start of FY23 through the end of FY26. This report provides a
mid-year update on the progress made during the plan's third year.
Objectives – Target 90%
The Strategic Plan objectives are designed to ensure the District’s
execution of mission-driven strategies and the implementation of changes
necessary to guide the agency, address emerging challenges, and foster
a positive adaptation to change. FY25 mid-year results are 80%, with 28
of 35 active items completed or on schedule; one (1) objective is behind
schedule, four (4) objectives are on hold, and two (2) have been
AGENDA ITEM 6
reprogrammed.
Objective Behind Schedule (1):
INTERNAL BUSINESS PROCESS
Strategy: Leverage the use of renewable and clean energy resources and
reduce the use of hazardous chemicals.
Objective: Reduce the District’s chemical footprint by substituting
hazardous chemicals for similar, less hazardous chemicals.
The ultraviolet (UV) disinfection system installation was delayed
due to material shipment and availability issues. It is now scheduled
for April 2025. Following installation, a four-month trial period
will be conducted. The chlorine gas system will be decommissioned
upon completion and approval by the Division of Drinking Water.
Objectives On Hold (4):
FINANCIAL
Strategy: Maintain a long-range financing plan that sets forth the long-
term funding needs of the District.
Objective: Evaluate banking functions for lower cost and process
efficiencies.
Staff collaborated with online credit card providers to align
interchange fees by account type to help analyze cost-saving
measures. However, reporting limitations hindered the analysis,
placing the project on hold. Limited bandwidth further postponed
efforts to identify alternative solutions. If the data remains
unavailable, new approaches will be investigated in the third and
0
5
10
15
20
25
30
35
40
45
28
1 4 2 0
On Schedule/Completed Behind On Hold Reprogrammed Not Started
28 of 35 Objectives are Completed or On Schedule (80%)
fourth quarters to ensure the project advances toward reducing credit
card processing costs.
Objective: Evaluate the District’s cash reserve policies to consider
optimal uses and levels of reserves, to ensure financial resiliency.
This objective was on hold until the financial component of the ERP
implementation was completed at the end of CY2024. It has since
resumed in the third quarter.
INTERNAL BUSINESS PROCESS
Strategy: Leverage the use of renewable and clean energy resources and
reduce the use of hazardous chemicals.
Objective: Evaluate and implement energy-efficient systems.
Staff completed the conceptual design for the first phase of the
electrical charging infrastructure under CIP P2684 and submitted
grant applications through the Clean Air for All (CAFA) Program.
Following the grant submission on April 12, 2024, the project was
paused for eight (8) months while awaiting funding approval. In
December 2024, the grant was approved, securing $128,000 in funding.
With funding in place, work resumed in January 2025.
LEARNING AND GROWTH
Strategy: Improve Organization Effectiveness.
Objective: Implement a cross-functional innovation committee to advance
the District’s culture of collaboration and process improvement among
departments.
This objective was placed on hold due to the conversion of the HR
module in the ERP implementation and other employee priorities.
However, the Innovation Committee met several months ago and began
reviewing the employee recognition program during the first and second
quarters. The Committee is scheduled to reconvene in the third quarter
to continue its evaluation.
REPROGRAMMED OBJECTIVES
As objectives are regularly reviewed and adjusted throughout the year,
and given the potential for unforeseen challenges, the mid-year
strategic plan has been assessed and streamlined by deferring two (2)
objectives to better align with current priorities and available
resources.
FINANCIAL
Strategy: Invest in technology infrastructure to enhance customer
engagement and satisfaction.
Objective: Deploy Advanced Metering Infrastructure (AMI) technology in
service areas to improve the District Operations.
Approximately seven hundred meters were added to the advanced metering
infrastructure (AMI) during the first quarter. Progress had been slow
under the previous vendor, Master Meter, which hindered the project
from meeting its initial installation targets. Meter changeouts are
scheduled for fiscal year 2026 to address aging meters and support
AMI’s continued expansion. However, the launch of the customer
engagement portal remains on hold until further progress is made.
A new meter vendor, Badger Meter, has been selected to continue the
project. However, the transition will cause delays in AMI expansion
and portal implementation as the district works through the
contracting and initial deployment phases. Given these adjustments
to the timeline, this objective was closed at the end of the second
quarter and a new strategic objective focusing on meter technology
will be introduced in the next iteration of the Strategic Plan.
Strategy: Advancement of the District’s Asset Management Program.
Objective: Cloud migration of the District’s enterprise Geographic
Information System (GIS/Esri) and the associated Asset Management and
Field Applications.
The GIS-to-Cloud migration is behind schedule due to resource
constraints from the ongoing ERP implementation and the transition
to a new project manager. While this project remains a priority for
the team, other critical initiatives, including the ERP
implementation, require immediate focus. Given current staff capacity
and workload, staff recommends postponing the project and
incorporating it into the next iteration of the Strategic Plan. This
approach allows for more effective resource allocation while
reinforcing the team’s long-term commitment to completing the GIS
migration.
Key Performance Indicators (KPI’s) – Target 75%
KPIs are designed to track the district’s day-to-day performance. These
indicators measure the effectiveness and efficiency of essential
operational services. The District’s overall KPI goal of 75% is
considered “on target”. For FY25, mid-year results are above target at
0510152025303540 20
3
On Target Not on Target
87%, with 20 of 23 items achieving the desired level or better.
KPI’s Not on Target (3):
Planned Recycled Water Maintenance Ratio in $
Target: 70% of all labor costs spent on preventative maintenance per
quarter and annually.
In the second quarter, labor costs allocated for preventive
maintenance accounted for 52%, falling short of the 70% quarterly
target and affecting the year-to-date goal. This shortfall was
primarily due to a main break and a 2" saddle leak on Olympic Parkway
during the quarter, resulting in more corrective maintenance.
Hydrant Maintenance Program
Target: 20% of District fire hydrants maintained annually to accomplish
100% every five (5) years (305 fire hydrants per quarter and 1,220 fire
hydrants annually).
The Utility Maintenance crew serviced 322 fire hydrants, falling short
of the mid-year goal of 610. In the first quarter, focus was placed
on exercising critical valves, and staffing challenges in the second
quarter further contributed to the shortfall. However, staff will
prioritize achieving the target by the end of the fiscal year.
Mark-out Accuracy
Target: 100% mark-out accuracy per quarter and annually.
The Survey Team completed 1,406 mark-outs in the first quarter and
1,474 in the second quarter. While no at-fault hits were in the
second quarter, one facility was struck in the first quarter. The
District's contract locator, Calburton, failed to mark a 1” water
20 of 23 Key Performance Indicators are On Target (87%)
service, which was later damaged during a directional bore project.
Fortunately, no injuries or property damage occurred. The missed mark
was reviewed with the Calburton team to emphasize the importance of
accuracy and prevent future occurrences.
KPIs are defined using established AWWA performance benchmarks, water
agency standards, and historical trends. Of the total measures outlined
in the Strategic Plan, ten (10) are reported annually to include:
Water Rate Ranking
Sewer Rate Ranking
Water Debt Coverage
Sewer Debt Coverage
Reserve Level
Accounts Per Full-Time Employee (FTE)
Business Recovery Exercises
Vulnerability Assessments
Potable Tank Inspection and Cleaning
Injury Incident Rate
One (1) measure is reported biennially to triennially:
Customer Opinion Survey
Next Steps
Staff will continue to focus on the plan’s objectives, key performance
indicators, and emerging trends.
Committee Reports – Slideshow
The Strategic Plan mid-year results are presented to both the
Engineering, Operations, and Water Resources Committee and the
Finance and Administration Committee (“Attachment B”). The Strategic
Plan is also available on the District’s website.
FISCAL IMPACT: Joe Beachem, Chief Financial Officer
Informational item only; no fiscal impact.
STRATEGIC GOAL:
Strategic Plan and Performance Measure reporting is a critical element
in providing performance reporting to the Board and staff.
LEGAL IMPACT:
None.
ATTACHMENTS:
Attachment A – Committee Action Report
Attachment B – PowerPoint Presentation
ATTACHMENT A
SUBJECT/PROJECT: FY25 MID-YEAR REPORT OF THE DISTRICT’S FY23-26 STRATEGIC
PLAN
COMMITTEE ACTION:
This item was presented to the Finance & Administration Committee at a
meeting held on March 19, 2025. The Committee supports presentation to
the full Board.
NOTE:
The “Committee Action” is written in anticipation of the Committee moving
the item forward for board approval. This report will be sent to the
Board as a committee approved item or modified to reflect any discussion
or changes as directed from the committee prior to presentation to the
full Board.
OTAY WATER DISTRICT
STRATEGIC PLAN
FY2025 Mid-Year Report 2023
2026
ATTACHMENT B
BALANCED SCORECARD
2
Focuses on the financial
performance of the District
FINANCIAL
Focuses on the District’s culture
and development of staff to
ensure there is a productive and
skilled workforce in place
LEARNING AND
GROWTH
Focuses on customer service
levels, satisfaction, brand,
and confidence
CUSTOMER
Focuses on business processes
designed to deliver and improve
customer objectives and
services
INTERNAL
BUSINESS PROCESS
90%
Total 35
ON SCHEDULE
COMPLETED BEHIND SCHEDULE ON HOLD
OBJECTIVES
80%3%11%
MID-YEAR
FY 2025
28 Objectives
28/35 = 80%
Overall Target
Active/Completed 35
Not Started 0
1 Objective
1/35 = 3%
4 Objectives
4/35 = 11%
REPROGRAMMED
6%
2 Objectives
2/35 = 6%
CUSTOMER
Enhance and build public awareness of the
District’s priorities, initiatives, programs, and
services
Collect and analyze customer feedback on District operations,
projects, programs, service experience, and expectations
Advance the District's web and social media presence
Enhance internal communications, tools, and technology to
disseminate information to District staff effectively
Enhance education, outreach, and communication tools to the
public on the understanding of water supply constraints and
rates and how they affect/support a reliable water supply
4
Completed On Schedule
Left to right: SEBASTIAN ROJAS AND DUSTIN SCHWEGEL
Utility Maintenance Staff
Outreach Event: Chula Vista Starlight Parade
(December 14, 2024)
FINANCIAL
Maintain a long-range financing plan that sets forth
the long-term funding needs of the District
Evaluate grant funding opportunities
Evaluate banking functions for lower cost and process
efficiencies
Evaluate the District’s cash reserve policies to consider optimal
uses and levels of reserves, to ensure financial resiliency
Conduct an evaluation of a health savings investment account
program for an optional post-employment benefit
Conduct a compensation study to evaluate labor industry
conditions and the District’s competitiveness
Invest in technology infrastructure to enhance
customer engagement and satisfaction
Evaluate Interactive Voice Response (IVR)/Online customer
portal for water use management and assistance
Deploy Advanced Metering Infrastructure (AMI) technology in
service areas to improve the District Operation
5
MICHAEL KERR
IT Manager
Completed On Schedule Behind Schedule Reprogrammed On Hold
INTERNAL BUSINESS PROCESS
Leverage the use of renewable and clean energy
resources and reduce the use of hazardous chemicals
Evaluate and implement energy-efficient systems
Evaluate and implement alternative energy opportunities
Advance Clean Fleet Regulations District Implementation Program of
Zero or near Zero Emissions Vehicles
Reduce the District’s chemical footprint by substituting hazardous
chemicals for similar, less hazardous chemicals
Implement technologies to improve response time,
security, and operational effectiveness
Conversion of the District’s enterprise Geographic Information
System (GIS/Esri) from a Geometric Network to a Utility Network
Model
Conduct needs assessment/replacement of District's financial
management system
Maintain and regularly evaluate internal financial controls
Leverage Cityworks to further develop job task process
standardization and work order cost modeling
6
Completed On Schedule Behind Schedule On Hold
Left to right: OLIVIA READY, BETH GENTRY, AND RUNZAH POLIS
Engineering Design Staff
INTERNAL BUSINESS PROCESS
Develop appropriate water resource mix to meet
the water reliability needs of the community
Use the Water Facilities Water Management Plan/Urban Water
Management Plan to analyze future needs and prescribe
approaches to meeting future requirements
Evaluate City of San Diego’s recycled water purchase
Develop the District’s long-term water supply strategies and
planning efforts with regional partnerships
Respond to anticipated water shortages through
rate structure modification, conservation
assistance, and outreach
Monitor and modify the Water Shortage Contingency Plan, as
needed
Identify, evaluate, and implement new opportunities for
recycled water, including potential for potable reuse
7
Completed On Schedule JULIANA LUENGAS
Environmental Compliance Specialist
Location: Rickey Pond at the San Miguel Habitat Management Area
INTERNAL BUSINESS PROCESS
Advancement of District's Asset Management Program
Formalization of Standard Operating Procedures (SOP) and Planned
Job Observations (PJO)
Develop long-term strategic operations and maintenance program
(Total Asset Management)
Collect and maintain accurate asset records, including criticality,
maintenance history, asset condition, and performance for
continuous improvement
Cloud migration of the District’s enterprise Geographic Information
System (GIS/Esri) and the associated Asset Management and Field
Applications
Cyber and Physical Security
Advance the use of the District's Supervisory Control and Data
Acquisition (SCADA) system to further enhance the security and
reliability of the distribution system and optimize administration
Evaluate new disaster recovery solutions and advance the District's
enterprise business continuity program
8
Completed Reprogrammed On Schedule Behind ScheduleJESUS LOZANO
Pump Mechanic II
LEARNING AND GROWTH
Coordinate workforce planning activities to determine
future needs, identify gaps, and implement actions to
close the gaps
Maximize opportunities to develop employees through
training and mentoring
Evaluate the implementation of learning and development
programs in coordination with partner agencies
Analyze and identify workforce trends to address critical
gaps between the current workforce and future needs
Improve Organization Effectiveness
Negotiate successor Memorandum of Understanding
(MOU) with the employee association and unrepresented
employees to focus on recruitment and retention
Implement a cross-functional innovation committee to
advance the District’s culture of collaboration and process
improvement among departments
9
Left to right: MARCO RAMIREZ AND BRANDON PERRY
Utility Maintenance Staff
Training: 32-hr. Confined Space Rescue Operations Training
(September 2024)
Completed On Schedule On Hold
KEY PERFORMANCE INDICATORS MID-YEAR
FY 2025
Overall Target 75%
Total 34
Reported Quarterly 23
Reported Annually 10
87%
20 KPIs
20/23 = 87%
ON TARGET NOT ON TARGET
13%
3 KPIs
3/23 = 13%
Reported Biennial to
Triennial 1
10
11
0.97 0.99
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Q1 Q2 Q3 Q4
Result
Target
75th Percentile
Median
25th Percentile
TECHNICAL QUALITY COMPLAINT
(AWWA | Customer Relations)
LAWRENCE GARCIA
Water Systems Operator III
TARGET
No more than 1.15 complaints per 1,000 customer accounts per quarter |
No more than 4.6 complaints per 1,000 customer accounts annually
CALCULATION
Number of technical quality complaints per year/Number of active accounts per reporting period
AWWA BENCHMARK
Average of 75th Percentile, 2.6, and Median, 6.6, for population served between 100,001 – 500,000
(Combined Utilities)
TARGET
100% of all health-related drinking water standards per quarter and annually
CALCULATION
Number of days the primary health regulations are met/Number of days in the reporting period
AWWA BENCHMARK
100% - 75th Percentile for population served between 100,001 – 500,000 (Water)12
100%
(FY 23 Q1 & Q2 Result)
98.58%
97.35%
95%
96%
97%
98%
99%
100%
Q1 Q2 Q3 Q4
Result
Target
ANSWER RATE
100%100%
95%
96%
97%
98%
99%
100%
Q1 Q2 Q3 Q4
Result
Target
POTABLE WATER COMPLIANCE RATE
(AWWA | Water Operations)
TARGET
97% average answer rate per quarter and annually
CALCULATION
Number of calls answered/Total number of calls
13
$999.07
$1,384.56
$500
$700
$900
$1,100
$1,300
$1,500
$1,700
$1,900
Q1 Q2 Q3 Q4
Result
Target
DIRECT COST OF TREATMENT
PER MGD
EDOARDO GONZALES
Reclamation Plant Operator III
TARGET
No more than $1255 MGD spent in Q1 & Q4 and $1673 MGD spent in Q2 & Q3 |
No more than $1464 per MGD spent on wastewater treatment annually
CALCULATION
Total O&M costs directly attributable to sewer treatment/Total volume in MG for one quarter
74%
52%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
Result
Target
PLANNED RECYCLED WATER
MAINTENANCE RATIO IN $
14
TARGET
70% of all labor costs spent on preventative maintenance per quarter
and annually
CALCULATION
Total Planned Maintenance Cost/Total Maintenance Cost
71%70%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
Result
Target
PLANNED POTABLE WATER
MAINTENANCE RATIO IN $
TARGET
70% of all labor costs spent on preventative maintenance per quarter and
annually
CALCULATION
Total Planned Maintenance Cost/Total Maintenance Cost
15
97%97%
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100%
Q1 Q2 Q3 Q4
Result
Target
PLANNED WASTEWATER
MAINTENANCE RATIO IN $
99.99%99.94%
95%
96%
97%
98%
99%
100%
101%
Q1 Q2 Q3 Q4
Result
Target
BILLING ACCURACY
TARGET
99.8% billing accuracy per quarter and annually
CALCULATION
Number of correct bills/Number of bills issued during the reporting period
TARGET
80% of all labor costs spent on preventative maintenance per quarter and
annually
CALCULATION
Total Planned Maintenance Cost/Total Maintenance Cost
0%0%0%
1%
2%
3%
4%
5%
6%
7%
Q1 Q2 Q3 Q4
Result
Target
CONSTRUCTION CHANGE
ORDER INCIDENCE
16
3.3%
4%
0%
1%
2%
3%
4%
5%
6%
7%
Q1 Q2 Q3 Q4
Result
Target
DISTRIBUTION SYSTEM LOSS
TARGET
Less than 5% of unaccounted water per quarter and annually
CALCULATION
(Total Potable Water Purchased + Total Recycled Water Purchased & Produced) – (Total
Measured Billed & Unbilled Water)/(Total Potable Water Purchased + Total Recycled
Water Purchased & Produced)
TARGET
No more than 5% per quarter and annually
CALCULATION
Cost of Change Orders (not including allowances)/Original construction contract
amount (not including allowances)
17
16-inch recycled water pipeline installation on Olympic Parkway
(July 31, 2024)
14%
48%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
Result
Target
CIP PROJECT EXPENDITURES
VS. BUDGET
TARGET
95% of the budget annually
Q1: 15% + Q2: 21% + Q3: 29% + Q4: 30% = 95%
CALCULATION
Actual Expenditures/Annual Budget
25%
54%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
Result
Target
EASEMENT EVALUATION
AND FIELD INSPECTION
18
JOSUE BEAS
Construction Inspector I
TARGET
100% assigned easements, evaluated via desktop tools, and inspected annually
25 easements per quarter | 100 easements are assigned for FY25
CALCULATION
Number of easements evaluated and inspected/Total easements assigned for the
period
0 00
2
4
6
8
10
12
14
16
Q1 Q2 Q3 Q4
Result
Target
75th Percentile
Median
25th Percentile
0.14 0.28
0
2
4
6
8
10
12
14
16
18
20
Q1 Q2 Q3 Q4
Result
Target
75th Percentile
Median
25th Percentile
POTABLE WATER DISTRIBUTION
SYSTEM INTEGRITY (LEAKS)
(AWWA | Water Operations)
19
POTABLE WATER DISTRIBUTION
SYSTEM INTEGRITY (BREAKS)
(AWWA | Water Operations)
TARGET
No more than 0.625 leaks per 100 miles of distribution piping per quarter |
No more than 2.5 leaks per 100 miles of distribution piping annually
CALCULATION
100 (Number of leaks)/Total miles of distribution piping
AWWA BENCHMARK
2.5 – 75th percentile for population served between 100,001-500,000
TARGET
No more than 0.75 breaks per 100 miles of distribution piping per quarter |
No more than 3 breaks per 100 miles of distribution piping annually
CALCULATION
100 (Number of breaks)/Total miles of distribution piping
AWWA BENCHMARK
3 – 75th percentile for population served between 100,001-500,000
0 00
0.5
1
1.5
2
2.5
3
Q1 Q2 Q3 Q4
Result
Target
RECYCLED WATER SYSTEM
INTEGRITY (LEAKS)
20
0
0.98
0
0.5
1
1.5
2
2.5
3
Q1 Q2 Q3 Q4
Result
Target
RECYCLED WATER SYSTEM
INTEGRITY (BREAKS)
TARGET
No more than 0.625 leaks per 100 miles of recycled distribution system per quarter |
No more than 2.5 leaks per 100 miles of recycled distribution system annually
CALCULATION
100 (Number of leaks)/Total miles of recycled distribution system
TARGET
No more than 0.75 breaks per 100 miles of recycled distribution system per quarter |
No more than 3 breaks per 100 miles of recycled distribution system annually
CALCULATION
100 (Number of breaks)/Total miles of recycled distribution system
21
1236
1159
0
200
400
600
800
1000
1200
1400
1600
1800
2000
Q1 Q2 Q3 Q4
Result
Target
SYSTEM VALVE
EXERCISING PROGRAM
238
84
0
50
100
150
200
250
300
350
Q1 Q2 Q3 Q4
Result
Target
HYDRANT MAINTENANCE
PROGRAM
TARGET
20% of District valves exercised annually to accomplish 100% every five years
1023 valves per quarter | 4092 valves annually
CALCULATION
Total number of valves exercised per year
TARGET
20% of District fire hydrants maintained annually to accomplish 100% every 5 years
305 fire hydrants per quarter | 1220 fire hydrants annually
CALCULATION
Total number of fire hydrants maintained
22
99%
100%
95%
96%
97%
98%
99%
100%
101%
Q1 Q2 Q3 Q4
Result
Target
MARK-OUT ACCURACY
0 00
1
2
3
4
5
6
7
8
9
10
Q1 Q2 Q3 Q4
Result
Target
75th Percentile
Median
25th Percentile
SEWER OVERFLOW RATE
(AWWA | Wastewater Operations)
TARGET
0 overflows per quarter and annually
CALCULATION
100 (Number of sewer overflows during the reporting period)/Total miles of pipe in the sewage
collection system
AWWA BENCHMARK
0 – 75th Percentile for population served between 0-50,000
TARGET
100% mark-out accuracy per quarter and annually
CALCULATION
Number of mark-outs performed without an at-fault hit, which is damage to a District
facility that results from a missing or erroneous mark-out/Total number of mark-outs
23
Left to right: SCOTT MANCHAN, RYAN RENZ, AND JOEL GONZALEZ
Utility Maintenance Staff
Training: Crane Operator Training (September 30, 2024)
9.57
28.95
0
10
20
30
40
50
60
70
80
90
100
Q1 Q2 Q3 Q4
Result
Target
SAFETY TRAINING PROGRAM
TARGET
6 hours per field employee per quarter | 24 hours per field employee annually
CALCULATION
Total qualified safety training hours for field employees/Average number of field
employees
9.57
21.84
0
5
10
15
20
25
30
35
40
Q1 Q2 Q3 Q4
Result
Target
75th Percentile
Median
25th Percentile
TRAINING HOURS PER EMPLOYEE
(AWWA | Organizational Development)
24
1.42%
2.10%
0%
1%
2%
3%
4%
5%
Q1 Q2 Q3 Q4
Result
Target
EMPLOYEE VOLUNTARY
TURNOVER RATE
TARGET
3.9 hours per employee per quarter | 15.6 hours per employee annually
CALCULATION
Total qualified training hours for all employees/Average number of FTEs
AWWA BENCHMARK
15.6 – Median for combined utilities
TARGET
Less than 1.25% turnover per quarter | Less than 5% turnover annually
CALCULATION
Number of voluntary terminations (not including retirements)/Average number of
employees
RESOURCE LINKS
Otay Water District Website | Strategic Plan
FY23 - FY26 Strategic Plan Digital Publication
QUESTIONS?