HomeMy WebLinkAbout02-17-26 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 TUESDAY FEBRUARY 17, 2026 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. AWARD CONSTRUCTION CONTRACT TO ROLCOM, INC. AND AUTHORIZE THE GENERAL MANAGER TO EXECUTE AN AGREEMENT FOR THE OPERATIONS
BUILDING SITE LOCATION 4: ELECTRIC VEHICLE CHARGING STATIONS IN AN
AMOUNT NOT-TO-EXCEED $265,642 (LITO SANTOS) [5 MINUTES] 4. SECOND QUARTER FISCAL YEAR 2026 CAPITAL IMPROVEMENT PROGRAM REPORT (KEVIN CAMERON) [5 MINUTES]
5. UPDATE AND REVIEW OF THE DISTRICT’S PROPOSED FY2027 – FY2030 STRA-TEGIC PLAN, AS DISCUSSED DURING THE DECEMBER 8, 2025 BOARD WORK-SHOP (MICHAEL KERR) [5 MINUTES]
BOARD MEMBERS ATTENDING:
Frank Rivera, Chair Mark Robak
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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 I posted a copy of the foregoing agenda near the regular 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).
/s/ Jenny Diaz, District Secretary
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: March 4, 2026
SUBMITTED BY: Lito Santos Senior Civil Engineer
PROJECT: P2684-001103 DIV. NO. 3
APPROVED BY: Beth Gentry, Engineering Manager
Michael Long, Chief, Engineering
Jose Martinez, General Manager
SUBJECT: Award of Construction Contract to Rolcom, Inc. for
Operations Building Site Location 4: Electric Vehicle Charging Stations
GENERAL MANAGER’S RECOMMENDATION:
That the Otay Water District (District) Board of Directors award a construction contract to Rolcom, Inc. (Rolcom) and authorize the
General Manager to execute an agreement with Rolcom for the Operations Building Site Location 4: Electric Vehicle (EV) Charging Stations (Project) in an amount not-to-exceed $265,642 (see Exhibit A
for Project location).
COMMITTEE ACTION:
Please see Attachment A.
PURPOSE:
To obtain Board authorization for the General Manager to enter into a
construction contract with Rolcom for the Operations Building Site Location 4: EV Charging Stations in an amount not-to-exceed $265,642.
AGENDA ITEM 3
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ANALYSIS: The Advanced Clean Fleets Regulation is part of the California Air Resource Board’s (CARB) initiative that requires fleets that are well
suited for electrification to reduce emissions and meet the goals of State Executive Order N-79-20, which requires 100 percent of in state
sales of new passenger cars and trucks to be zero emission by 2035 and requires 100 percent of in state sales of new medium-duty and heavy-duty vehicles in the State to be zero-emission by 2045 for all
operations where feasible. The District’s requirement, under the CARB Advanced Clean Fleets Regulation, is to ensure 50 percent of
vehicle purchases are zero-emission beginning in 2024 and eventually 100 percent of vehicle purchases are zero-emission by 2027. The District is planning to purchase electric vehicles and install
charging stations to meet future demands and regulations.
In November 2025, the District completed the Otay Water District EV Charging Station Master Plan for the Administration and Operation Buildings (EV Charging Master Plan). The EV Charging Master Plan identified vehicles in the District Fleet as candidates for replacements with EVs, analyzed the timing of replacement,
infrastructure needed, proposed phasing of charging stations based on the fleet replacement demand, and projected budget. In addition, identified potential cost savings in comparison to gasoline or diesel vehicles.
District ordered and procured 4 EVs as required by the CARB Clean Fleets Regulations Requirements. To meet the charging demand of the current fleet and for the next fiscal year, it is recommended to implement the first phase of the EV Charging Master Plan, the installation of the Operations Building Site Location 4: Electric
Vehicle Charging Stations.
The Project was advertised on December 18, 2025, using the District’s online bid solicitation website, PlanetBids, on the Otay Water District’s website, and in the Daily Transcript. PlanetBids provided
electronic distribution of the Bid Documents, including specifications, plans, and addenda. An online non-mandatory Pre-Bid
Meeting was held on January 7, 2026, which was attended by seven (7) contractors and vendors. Site visits were made available to the contractors January 12, 2026 through January 22, 2026. Two (2)
addenda were sent out to all bidders and plan houses to address questions and clarifications to the contract documents during the
bidding period. The bids were publicly opened online on January 27, 2026, with the following result:
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CONTRACTOR TOTAL BID AMOUNT
1 Rolcom, Inc.
Corona, California $265,642
2 High Light Electric Colton, California $270,888
3 Miramar General Engineering National City, California $290,134
4
Palm Engineering Construction
Company, Inc. San Diego, California $293,250
5 GEM Industrial Electric, Inc. Lakeside, California $310,000
6 ACE Electric, Inc.
Poway, California $311,800
7 Baker Electric & Renewables, LLC Escondido, California $356,822
The Engineer's Estimate was $150,000.
Unit costs were calculated from Consultant Engineering Partners. The increase in unit prices received from all seven (7) bidders was
overall higher for the electrical improvements than the Engineer’s unit price estimate.
A review of the bids was performed by District staff for conformance
with the contract requirements, and it was determined that Rolcom was the lowest responsive and responsible bidder. Rolcom holds a Class A, B, and C-10 Contractor’s License in the State of California, which
meets the contract document’s requirements and is valid through June 30, 2026. Rolcom submitted the Company Background and Company Safety
Questionnaire, as required by the contract documents. The reference checks indicated a good to excellent performance record on similar projects. An internet background search of the company was performed
and revealed no outstanding issues with this company. The proposed Project Manager has experience in California on similar projects and
received excellent recommendations. Staff verified that the bid bond provided by Merchants National Bonding, Inc. is valid.
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FISCAL IMPACT: Joe Beachem, Chief Financial Officer
The total budget for CIP P2684 - Zero Emission Vehicles and Charging Infrastructure, as approved in the FY 2026 budget, is $2,000,000.
Total expenditures, plus outstanding commitments and forecast, including this contract, are $2,000,000. See Attachment B for the
budget detail. Based on a review of the financial budget, the Project Manager
anticipates that the budget is sufficient to support the Project.
Finance has determined that 100% of the funding is available from the Betterment Fund for CIP P2684. GRANTS/LOANS:
In April 2024, based on early results of the EV Charging Master Plan, District staff proactively applied for a grant for the first phase of the implementation of the EV Charging Master Plan for the Operations Building Site Location 4: Electric Vehicle Charging Stations. On February 12, 2025, the District was awarded and entered into an
agreement for a grant up to 40% not to exceed $128,093 from the San Diego County Air Pollution Control District. 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.
LS/BG:jf
Attachments: Attachment A – Committee Action Attachment B – Budget Detail – CIP P2684 Exhibit A – Project Location
ATTACHMENT A
SUBJECT/PROJECT:
P2684-001103
Award of Construction Contract to Rolcom, Inc. for
Operations Building Site Location 4: Electric Vehicle Charging Stations
COMMITTEE ACTION:
The Engineering, Operations, and Water Resources Committee (Committee) reviewed this item at a meeting held on February 17,
2026. 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.
ATTACHMENT B – Budget Detail for P2684
SUBJECT/PROJECT:
P2684-001103
Award of Construction Contract to Rolcom, Inc. for Operations Building Site Location 4: Electric Vehicle
Charging Stations
Budget
$2,000,000.00
Planning
Standard Salaries 156,536 75,000 231,536
Service Contracts 18,170 18,170 EPI
33,760 33,760 HOCH
Total Planning 208,466 75,000 283,466
Design
Standard Salaries 57,865 200,000 257,865
Service Contracts 44,130 44,130 EPI
200,000 200,000 Future Consultants
Total Design 101,995 400,000 501,995
Construction
Standard Salaries - 150,000 150,000
Construction Contract 265,642 - 265,642 Rolcom Inc.
735,825 735,825 Future Construction Contracts
- 75,000 75,000 Engineering Consultant
100,000 100,000 Construction Management
Infastructure Equipment & Materials 16,165 16,165 Charge Point Equipment
Grants
(128,093) (128,093)Awarded 2/12/25 by SD County
APCD
Total Construction 281,807 932,732 1,214,539
Grand Total 592,268 1,407,732 2,000,000
Consultant Contracts
Vendor/Comments
Otay Water District
P2684 Reservoir Interior/Exterior Coating
Expenditures Forecast Projected Final
Cost
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EXHIBIT A
OPERATIONS BUILDING SITE LOCATION 4ELECTRIC VEHICLE CHARGING STATIONS
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STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: March 4, 2026
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 2026 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. The Second Quarter Fiscal Year 2026 update is intended to provide a detailed analysis of progress in completing
these projects within the allotted time and budget of $19.708
AGENDA ITEM 4
2
million. Expenditures through the Second Quarter totaled
approximately $8.884 million. Approximately 45% of the Fiscal Year 2026 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 2026 Second Quarter CIP Expenditure Report
Attachment C – Presentation
ATTACHMENT A
SUBJECT/PROJECT: VARIOUS
Informational Item – Second Quarter Fiscal Year 2026
Capital Improvement Program Report
COMMITTEE ACTION:
The Engineering, Operations, and Water Resources Committee reviewed
this informational item at a meeting held on February 17, 2026. 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 2026 2ND QUARTER REPORT
Expenditures through 12/31/25
($000)
ATTACHMENT B
2026 12/31/25
CIP No.Description
Project
Manager
FY 2026
Budget Expenses Balance
Expense to
Budget %Overall Budget Expenses Balance
Expense to
Budget %COMMENTS
CAPITAL FACILITY PROJECTS -
P2040 Res - 1655-1 Reservoir 0.5 MG Marchioro 150$ 3$ 147$ 2%7,300$ 1,129$ 6,171$ 15%
The construction schedule is pushed out to the FY
2029-2031 timeframe as part of a previous budget
cycle. Subsequently, other design phase efforts have
been prioritized.
P2228 Res - 870-2 Reservoir 3.4 MG Marchioro 4,000 5,070 (1,070) 127%17,489 9,758 7,731 56%
Contractor progressing through construction of the
new 870-2 Reservoir such that FY 2025 expenditures
and Q1 and Q2 FY 2026 were accelerated.
Construction completion scheduled for Q1 FY 2028.
P2405 PL - 624/340 PRS, Paseo Ranchero and Otay Valley Road Santos 475 - 475 0%1,000 725 275 73%
Reimbursement Agreement and full allocation of
funds have been transferred to the City of Chula Vista
for the construction of the Pressure Regulating
Station. Currently in construction.
P2451 Otay Mesa Desalination Conveyance and Disinfection System Gentry 5 - 5 0%35,700 3,824 31,876 11%
Only minor coordination efforts are expected this
fiscal year.
P2460 I.D. 7 Trestle and Pipeline Demolition Blalock 8 - 8 0%901 287 614 32%No expenditures budgeted in FY 2026.
P2516 PL - 12-Inch, 640 Zone, Jamacha Road - Darby/Osage Santos 50 - 50 0%1,500 - 1,500 0%Planning will be initiated in Q3 FY 2026.
P2521 Large Meter Vault Upgrade Program Carey 50 2 48 4%750 514 236 69%
Working with Engineering to develop specifications
for new vault. Hoping purchase will occur in Q3 and
installation will occur in Q4 FY 2026.
P2553 Heritage Road Bridge Replacement and Utility Relocation Santos 200 196 4 98%5,050 2,825 2,225 56%
Reimbursement Agreement and full allocation of
funds have been transferred to the City of Chula Vista
for the construction of the Pressure Regulating
Station.P2584 Res - 657-1 and 657-2 Reservoir Demolitions Marchioro - - - 0%720 - 720 0%No budget for FY 2026.
P2608 PL - 8-inch, 850 Zone, Coronado Avenue, Chestnut/Apple Santos 100 1 99 1%2,360 423 1,937 18%90% design plans are in progress.
P2612 PL - 12-inch, 711 Zone, Paso de Luz/Telegraph Canyon Road Gentry 60 4 56 7%1,250 933 317 75%
Revegetation work will be completed throughout the
fiscal year. Construction is closed out.
P2614 485-1 Reservoir Interior/Exterior Coating Santos 50 1 49 2%1,375 1,065 310 77%Items were identified for repair under warranty.
P2623 Central Area to Otay Mesa Interconnection Pipelines Combination Air/Vacuum Valve Replacements Marchioro 15 - 15 0%600 219 381 37%
Planning of the next project phase anticipated to
begin Q4 FY 2026.
P2630 624-3 Reservoir Automation of Chemical Feed System Marchioro 15 4 11 27%675 20 655 3%Design of the project anticipated to begin Q3 FY 2026.
P2638 Buildings and Grounds Refurbishments Payne 350 279 71 80%745 568 177 76%
Landscape Phase II planned for Q2-Q3 FY 2026
($417K).
P2639 Vista Diego Hydropneumatic Pump Station Replacement Marchioro 250 44 206 18%2,500 792 1,708 32%
A pre-purchased domestic pump skid was delivered
Q1 FY 2026. A purchase order to pre-purchase
equipment shelter was issued Q3 FY 2026.
Purchase orders for other pre-purchased parts have
been issued. Completion of design to install the pre-
purchased skid anticipated Q3 FY 2026.
Construction completion scheduled for Q4 FY 2027.
P2642 Rancho Jamul Pump Station Replacement Marchioro 20 - 20 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 50 - 50 0%1,220 51 1,169 4%
Design of cathodic protection improvements along
Jamacha Road on hold due to turnover in staff.
P2647 Central Area Cathodic Protection Improvements Marchioro 50 - 50 0%2,200 221 1,979 10%
Planning of the next project phase anticipated to
begin Q4 FY 2026.
P2649 HVAC Equipment Purchase Payne 46 150 (104) 326%279 302 (23) 108%RTU 7 & 8 Q2-Q3 FY 2026 ($94K).
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 2026. Project on
hold pending coordination with the City of San Diego.
P2658 832-2 Pump Station Modifications Marchioro 5 - 5 0%600 10 590 2%No expenditures anticipated in FY 2026.
P2659 District Boardroom Improvements Kerr 25 - 25 0%300 186 114 62%Project remains on target.
P2663 Potable Water Pressure Vessel Program Marchioro 400 50 350 13%3,200 1,121 2,079 35%
Contractor progressing with construction submittals to
replace 711 Pump Station Surge Tank. Construction
completion scheduled for Q4 FY 2026. Expenditures
on track.P2664 Otay Mesa Dual Piping Modification Program Gentry 25 - 25 0%350 36 314 10%Planning will start at the end of FY 2026.
P2665 PL - 12-inch Pipeline Replacement, 870 Zone, Cactus Road Santos 5 - 5 0%210 - 210 0%Minimal expenses are projected for FY 2026.
P2666 Low Head and High Head Pump Stations Demolition Marchioro 5 - 5 0%750 - 750 0%
No expenditures anticipated in FY 2026. 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 50 20 30 40%3,242 858 2,384 26%
Expenditures will be accelerated in FY 2026 to
construct a pilot to change the style of pump control
valve.
P2683 Pump Station Safety, Monitoring, and Automation Improvements Marchioro 100 27 73 27%550 164 386 30%
Remote machine monitoring at the 870-2 Pump
Station scheduled for FY 2027.
P2684 Zero Emission Vehicles and Charging Infrastructure Santos 300 72 228 24%2,000 289 1,711 14%
Project was advertised in December 2025; scheduled
for construction award.
P2688 Standby Power Renovations - Potable Water Stanley 150 260 (110) 173%1,500 316 1,184 21%On schedule.
P2693 PL – 12 & 16-inch, 1296 Zone, Jefferson Rd., Lyons Valley Rd to Jamul Dr.Santos 50 - 50 0%3,950 - 3,950 0%Minimal expenses are projected FY 2026.
FISCAL YEAR-TO-DATE, 12/31/25 LIFE-TO-DATE, 12/31/25
https://otaywater365.sharepoint.com/sites/engcip/Shared Documents/X-CIP Quarterly Reports/CIP Qtr Reports/FY 2026/Q2/Expenditures/Copy of FY2026 2nd Qtr CIP Exp-FINAL - Working Copy.xlsx Page 1 of 4 2/10/2026
FISCAL YEAR 2026 2ND QUARTER REPORT
Expenditures through 12/31/25
($000)
ATTACHMENT B
2026 12/31/25
CIP No.Description
Project
Manager
FY 2026
Budget Expenses Balance
Expense to
Budget %Overall Budget Expenses Balance
Expense to
Budget %COMMENTS
FISCAL YEAR-TO-DATE, 12/31/25 LIFE-TO-DATE, 12/31/25
P2694 Operations Replacement Communication Radios Stanley 20 - 20 0%155 - 155 0%On hold until FY 2027.
P2696 1296-1 Reservoir Interior/Exterior Coating Ready - - - 0%1,700 - 1,700 0%No expenditures budgeted in FY 2026.
P2698 Improve Fire Sprinkler Protection System at RWCWRF (P)Payne 5 - 5 0%75 - 75 0%FY 2026 design; FY 2027 installation.
P2714 870 Reservoir Storage Bins Marchioro 70 2 68 3%400 19 381 5%
Project has been placed on hold since concept
development work resulted in higher than estimated
cost estimates. The cost/benefit of the project will be
re-evaluated during the FY 2027 budget cycle.
Project will likely be closed out at the end of FY 2026.
P2715 Replacement and Update of District’s Utility Network Framework Zhao 100 87 13 87%450 187 263 42%
Anticipate project to be completed by December 30,
2026. Expenses to budget is accurate.
P2716 520 Recirculation Pump Station Upgrades Santos 80 - 80 0%80 - 80 0%
Planning will be initiated in the second half of FY
2026.
P2719 Misc. Safety Equipment Zuniga 15 - 15 0%15 - 15 0%
Will purchase fall protection portable guardrails in Q3
FY 2026. Estimate $13K.
R2117 RWCWRF Disinfection System Improvements Santos 900 50 850 6%4,825 4,255 570 88%Bioassay spot check scheduled for Q3 FY 2026.
R2146 Recycled Pipeline Cathodic Protection Improvements Marchioro 20 - 20 0%1,280 884 396 69%
North District cathodic protection improvements
prioritized over recycled pipeline cathodic protection
improvements.
R2153 Recycled Water Pressure Vessel Program Marchioro 1 - 1 0%1,000 29 971 3%No expenditures anticipated in FY 2026.
R2165 Recycled HVAC Equipment Purchase Payne 30 - 30 0%75 - 75 0%FY 2026 design; FY 2027 installation.
R2166 RWCWRF Effluent Pump Station Compressors Marchioro 10 - 10 0%175 82 93 47%
Compressors were replaced in Q4 FY 2024. Project
As-builts were completed in Q4 FY 2025. Project
was closed out in Q4 FY 2025.
R2168 Improve Fire Sprinkler Protection System at RWCWRF (R)Payne 10 - 10 0%75 - 75 0%FY 2026 design; FY 2027 installation.
R2173 RWCWRF Filter Media Replacement Santos 25 - 25 0%260 - 260 0%Planning to proceed in Q4 FY 2026.
S2012 San Diego County Sanitation District Outfall and RSD Outfall Replacement Gentry 250 - 250 0%4,000 1,355 2,645 34%
Typically, the costs are incurred at the end of the
fiscal year.
S2043 RWCWRF Sludge Handling System Gentry 1 - 1 0%1,500 129 1,371 9%
Only minor planning efforts are expected this fiscal
year.
S2061 RWCWRF Aeration Controls Consolidation & Optimization Upgrades (S)Gentry 70 - 70 0%220 78 142 35%Expenses are anticipated at the end of the fiscal year.
S2071 San Diego Metro Wastewater Capital Improvements Gentry 10 (51) 61 -510%8,300 386 7,914 5%Spending is on target for Life-to-Date.
S2081 Improve Fire Sprinkler Protection System at RWCWRF (S)Payne 10 - 10 0%75 - 75 0%FY 2026 design; FY 2027 installation.S2082 Sewer Manhole Rehabilitation Program Santos 10 - 10 0%2,500 - 2,500 0%Minimal expenses are projected FY 2026.
S2083 Sewer Lift Station Equipment Replacement Program Mederos 45 46 (1) 102%300 55 245 18%
Budget is fully utilized. We do not expect further
charges.S2084 Laboratory Equipment Capital Purchases Newman 15 13 2 87%15 13 2 87%Equipment ordered. Project complete.
Total Capital Facility Projects Total:8,776 6,330 2,446 72%130,791 34,344 96,447 26%
REPLACEMENT/RENEWAL PROJECTS
P2058 PL - 20-Inch, 1296 Zone, Proctor Valley Road from Melody Road to Highway 94 Santos 150 67 83 45%3,500 320 3,180 9%Design is in progress.
P2171 PL - 20-Inch, 1296 Zone, Proctor Valley Road from Pioneer Way to Melody Road Santos 180 18 162 10%4,595 157 4,438 3%90% design plans are in progress.
P2195 PL - 24 - Inch, 640 Zone, Campo Road - Regulatory Site/Millar Ranch Blalock 50 7 43 14%9,500 53 9,447 1%
Preliminary Design Report is in progress. Report to
be finalized in FY 2026.
P2196 PL - 24 - Inch, 640 Zone, Millar Ranch Road to 832-1 Pump Station Blalock 50 4 46 8%5,100 51 5,049 1%
Preliminary Design Report is in progress. Report to
be finalized in FY 2026.
P2533 1200-1 Reservoir Interior & Exterior Coating Santos 75 1 74 1%1,275 1,219 56 96%Address Cathodic Protection issue in Q3 FY 2026.
P2563 Res - 870-1 Reservoir Improvements Marchioro 10 78 (68) 780%6,497 499 5,998 8%
Project coordinated with the 870-2 Reservoir (CIP
P2228). Construction expenditures for CIP P2563
anticipated to begin in Q1 FY 2027 and end in Q1 FY
2028. Spending is on target for Life-to-Date.
P2567 1004-2 Reservoir Interior/Exterior Coating & Upgrades Santos 10 6 4 60%1,375 1,344 31 98%
Warranty items were identified and repairs under
warranty are being completed in Q3 FY 2026.
P2578 711 PS Improvements Marchioro 780 25 755 3%8,000 191 7,809 2%
Contractor progressing material procurement related
to a pilot to restore Pump #3 to original capacity. A
pre-purchased pump was delivered Q2 FY 2026;
however, it will be shipped back to the factory to
repair a manufacturing defect. Construction
completion was anticipated in Q4 FY 2026; however,
the construction project may slip into FY 2027 due to
pump manufacturing defect.
P2594 Large Meter Replacement Carey 60 9 51 15%970 681 289 70%
On track with changeouts anticipated Q3 and Q4 FY
2026.
P2609 PL - 8-inch, 1004 Zone, Eucalyptus Street, Coronado/Date/La Mesa Santos 100 3 97 3%2,900 1,137 1,763 39%Design is nearing 90%. Complete in Q3 FY 2026.
P2611 Quarry Road Bridge Replacement and Utility Relocation Gentry 5 - 5 0%3,600 124 3,476 3%
Only minor planning efforts are expected this fiscal
year.
P2615 PL - 12-Inch Pipeline Replacement, 803 PZ, Vista Grande Santos 300 21 279 7%3,855 193 3,662 5%Design is nearing 90%. Complete in Q3 FY 2026.
P2616 PL - 12-Inch Pipeline Replacement, 978 Zone, Pence Drive/Vista Sierra Drive Santos 10 - 10 0%4,200 1,687 2,513 40%Design is nearing 90%. Complete in Q3 FY 2026.
P2631 1485-2 Reservoir Interior/Exterior Coating & Upgrades Santos 1,000 813 187 81%1,790 1,587 203 89%
Completed in Q2 FY 2026. Acceptance issued on
January 16, 2026.
P2655 La Presa Pipeline Improvements Gentry 25 - 25 0%1,750 281 1,469 16%
Planning work will start at the end of the fiscal year.
Unexpected projects may delay this project.
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FISCAL YEAR 2026 2ND QUARTER REPORT
Expenditures through 12/31/25
($000)
ATTACHMENT B
2026 12/31/25
CIP No.Description
Project
Manager
FY 2026
Budget Expenses Balance
Expense to
Budget %Overall Budget Expenses Balance
Expense to
Budget %COMMENTS
FISCAL YEAR-TO-DATE, 12/31/25 LIFE-TO-DATE, 12/31/25
P2656 Regulatory Site Desilting Basin Improvements Gentry 5 - 5 0%150 7 143 5%
Only minor coordination efforts are expected this
fiscal year.
P2657 1485-1 Reservoir Interior/Exterior Coating & Upgrades Ready 190 - 190 0%1,150 7 1,143 1%Expenses are planned for later in FY 2026.
P2662 Potable Water Meter Change Out Carey 1,000 307 693 31%31,645 538 31,107 2%On track; IDA to be completed in Q3 and Q4 FY 2026.
P2670 Administration and Operations Roof Repairs and Replacement Payne 50 - 50 0%350 - 350 0%
Admin. Building - Spray Polyurethane Foam; Fleet
Shop Repairs FY 2028.
P2672 District Roof Repairs and Replacement Program Payne 100 - 100 0%340 - 340 0%Upgrades in FY 2027 and FY 2028.
P2673 803-4 Reservoir Interior/Exterior Coating Ready 20 - 20 0%2,900 - 2,900 0%Expenses are planned for later in FY 2026.
P2675 458-1 and 458-2 Reservoirs Site Pavement Refurbishment Gentry 25 - 25 0%450 15 435 3%
Planning efforts have been delayed until the end of
the fiscal year.
P2677 PL - 16-Inch, 870 Zone, La Media Road and Airway Road Utility Relocations Gentry 50 2 48 4%3,100 2,381 719 77%Minor work needed during warranty period.P2680 PL - 12-inch Pipeline Replacement, 1530 Zone, Vista Diego Road Marchioro 5 - 5 0%700 78 622 11%No expenditures anticipated in FY 2026.
P2681 PL-12-Inch, 1655 Zone, Presilla Drive Pipeline Replacement Marchioro 25 - 25 0%1,950 130 1,820 7%
Project coordinated with 1655-1 Reservoir (P2040)
Project. See P2040 for updates.
P2682 AMI Project Carey 20 22 (2) 110%870 684 186 79%
Meter lids came in later than anticipated, which
accounted for the higher expense in Q1 FY 2026.
P2685 980/711 PRS Renovation - Proctor Valley Rd Marchioro 10 - 10 0%850 - 850 0%
The District's as-needed corrosion consultant will
inspect the existing facility to provide a better
understanding of the project scope in Q3 FY 2026.
P2686 870 PZ Seismic Vault Renovation Santos 5 - 5 0%400 - 400 0%Planning work will start at the end of the fiscal year.
P2687 Steele Canyon Rd Bridge 803 PZ 20-inch WL Renovation Blalock 197 43 154 22%600 119 481 20%Construction phase in Q3/Q4 FY 2026.
P2689 944-1-9 Pump Station Meter Vault Renovation Gentry 10 - 10 0%200 - 200 0%Spending is expected in Q3 FY 2026.
P2690 850-4 Reservoir Interior/Exterior Coating Ready 125 - 125 0%2,400 - 2,400 0%Expenses are planned for later in FY 2026.
P2691 City of San Diego - Otay 2nd Pipeline Phase 4 Interconnections Relocation Ready 50 18 32 36%1,170 66 1,104 6%
Coordinated with the City and their consultant on the
design and interconnect agreements. Preliminary
design of new interconnections began.P2692 1485-2 PS Yard Piping Modifications Marchioro 1 - 1 0%600 - 600 0%No expenditures anticipated in FY 2026.
P2695 Relocation of Data Center Kerr 25 115 (90) 460%250 147 103 59%
This portion of the project is complete. Staff identified
additional work that will commence after the new
fiscal year.
P2697 Valve Replacement Program - Phase 2 Mederos 500 334 166 67%12,000 1,387 10,613 12%
Continuing to make progress. Will almost be fully
utilized by the end of the fiscal year.P2699 Miscellaneous Replacements and Improve Fire Sprinkler Protection System in the Warehouse Payne 200 4 196 2%525 87 438 17%Upgrades in FY 2027 and FY 2028.
P2700 Pump Station Equipment Replacement Program Mederos 250 18 232 7%1,250 372 878 30%
The funds will be utilized as the fiscal year
progresses. There are a couple of items ready for
purchase once the Board approves.
P2706 PL-16-Inch Transmission Main Assessment & Repair, 980 Zone, Olympic Parkway Blalock 200 54 146 27%3,060 144 2,916 5%
Assessment phase completed. Design phase
anticipated in FY 2026. Construction phase
anticipated in FY 2027.
P2707 Pipeline Relocation for County Storm Drain Replacement Projects Ready 200 17 183 9%500 59 441 12%No further expenses anticipated for this project.
P2708 1296-2 Reservoir Interior/Exterior Coating Ready - - - 0%2,550 - 2,550 0%No expenditures budgeted in FY 2026.
P2709 ADA Compliance for Administration and Operation Buildings Payne 60 - 60 0%500 17 483 3%
Employee parking - Q3 FY 2026; Admin doors - Q4
FY 2026.
P2710 Conversion of the 803-4 Reservoir Disinfection System to LAS Marchioro 10 - 10 0%500 - 500 0%Design phase anticipated to begin Q3 FY 2026.
P2711 City of Tijuana Pipeline Connection Upgrades Ready 15 3 12 20%650 5 645 1%
Site visits and minor design coordination performed.
Design is expected to move forward later in FY 2026.
P2712
PL-12-Inch Steel Pipeline Replacement, 850 Zone, Sweetwater Springs Blvd, Southeast of Jamacha
Blvd.Santos 10 - 10 0%2,000 - 2,000 0%Minimal expenses are projected in FY 2026.
P2713 PL-14-Inch ACP Pipeline Replacement, 640 Zone, SR125 Crossing and Orville Street Gentry 10 - 10 0%2,500 - 2,500 0%Planning will start at the end of FY 2026.
P2717 Otay Mesa Pipeline Cathodic Protection Improvements - Phase 2 Marchioro 20 - 20 0%250 - 250 0%
North District Cathodic Protection Improvements
prioritized over Otay Mesa Pipeline Cathodic
Protection Improvements.
R2121 Res - 944-1 Reservoir Cover/Liner Replacement Marchioro 50 - 50 0%5,000 27 4,973 1%No expenditures anticipated in FY 2026.
R2148 Large Meter Replacement - Recycled Carey 15 - 15 0%175 59 116 34%
On track with changeouts anticipated Q3 and Q4 FY
2026.
R2152 Recycled Water Meter Change-Out Carey 75 - 75 0%1,010 - 1,010 0%On track; IDA to be completed in Q3 and Q4 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 2026.
R2157 RWCWRF Backwash Supply Pumps Upgrade Santos 200 4 196 2%500 198 302 40%Completed as part of R2117.
R2158 RWCWRF Stormwater Pond Improvements (R)Blalock 5 - 5 0%175 - 175 0%No expenditures anticipated in FY 2026.
R2159 RecPL - 16-Inch, 680 Zone, Olympic Parkway Recycled Pipeline Replacement Gentry 50 223 (173) 446%4,900 4,680 220 96%
The project is substantially complete. Expenditures
on target for Life-to-Date.
R2161 450-1R Reservoir Interior/Exterior Coating & Upgrades Ready 10 - 10 0%4,600 - 4,600 0%No expenditures anticipated in FY 2026.
R2163 450-1 RW Res Disinfection Injection Vault Renovation Marchioro 5 - 5 0%300 - 300 0%
The District's as-needed corrosion consultant will
inspect the existing facility to provide a better
understanding of the project scope in Q3 FY 2026.
R2164 450-1 RW Res Stormwater Improvements Blalock 50 6 44 12%814 125 689 15%
Assessment phase on allowable construction
materials in sensitive habitat areas in Q3/Q4 FY 2026.
Design phase in Q4 FY 2026.R2167 RecPL - 14-Inch, 927 Zone, Force Main Road Improvements and Erosion Repairs Blalock 256 - 256 0%561 9 552 2%No expenditures anticipated in FY 2026.
R2169 Pump Station Equipment Replacement Program (R)Mederos 60 - 60 0%600 88 512 15%
This budget is fully utilized; new charges updated
once the purchase orders clear.R2172 RWCWRF Tertiary Trough Replacement Santos 25 12 13 48%250 12 238 5%Minimal expenses are projected FY 2026.
R2174 Salt Creek Easement Improvements Blalock 100 - 100 0%500 - 500 0%Design level expenses anticipated in FY 2026.
https://otaywater365.sharepoint.com/sites/engcip/Shared Documents/X-CIP Quarterly Reports/CIP Qtr Reports/FY 2026/Q2/Expenditures/Copy of FY2026 2nd Qtr CIP Exp-FINAL - Working Copy.xlsx Page 3 of 4 2/10/2026
FISCAL YEAR 2026 2ND QUARTER REPORT
Expenditures through 12/31/25
($000)
ATTACHMENT B
2026 12/31/25
CIP No.Description
Project
Manager
FY 2026
Budget Expenses Balance
Expense to
Budget %Overall Budget Expenses Balance
Expense to
Budget %COMMENTS
FISCAL YEAR-TO-DATE, 12/31/25 LIFE-TO-DATE, 12/31/25
S2049 Calavo Basin Sewer Rehabilitation - Phase 2 Blalock 31 - 31 0%1,173 79 1,094 7%Planning level expenses anticipated in FY 2026.
S2050 Rancho San Diego Basin Sewer Rehabilitation - Phase 2 Blalock 44 - 44 0%1,124 7 1,117 1%Planning level expenses anticipated in FY 2026.
S2054 Calavo Basin Sewer Rehabilitation - Phase 3 Blalock 10 - 10 0%1,328 - 1,328 0%Planning level expenses anticipated in FY 2026.
S2060 Steele Canyon Pump Station Replacement Gentry 10 - 10 0%1,900 - 1,900 0%Expenses are anticipated at the end of the fiscal year.
S2066 Rancho San Diego Basin Sewer Rehabilitation - Phase 3 Blalock 5 - 5 0%950 - 950 0%Planning level expenses anticipated in FY 2026.
S2069 Cottonwood Sewer Lift Station Replacement Marchioro 300 52 248 17%9,000 631 8,369 7%
Design consultant progressing with preliminary design
report revisions for an alternative to reduce project
cost. Construction of the project is currently
estimated for completion in FY 2031.
S2072 RWCWRF Rotary Screen Replacement Santos 5 - 5 0%600 2 598 0%Minimal expenses are projected FY 2026.
S2074 RWCWRF Stormwater Pond Improvements (S)Blalock 5 - 5 0%175 - 175 0%Planning level expenses anticipated in FY 2026.S2076 RWCWRF Grit Chamber Improvements Santos 4 - 4 0%250 - 250 0%Minimal expenses are projected FY 2026.
S2077 RWCWRF Blowers Renovation Gentry 70 - 70 0%400 98 302 25%Expenses are anticipated at the end of the fiscal year.S2079 Steele Canyon Rd Bridge 6-inch Sewer FM Renovation Blalock 265 1 264 0%350 2 348 1%Construction phase anticipated Q4 FY 2026.
S2080 Standby Power Renovations - Sewer Stanley - - - 0%200 - 200 0%No expenditures budgeted in FY 2026.
Total Replacement/Renewal Projects Total:7,848 2,287 5,561 29%173,402 22,043 151,359 13%
CAPITAL PURCHASE PROJECTS
P2282 Vehicle Capital Purchases Stanley 1,139 164 975 14%12,500 7,201 5,299 58%On schedule.
P2286 Field Equipment Capital Purchases Stanley 37 24 13 65%3,712 2,718 994 73%On schedule.
P2571 Data Center Network Data Storage and Infrastructure Enhancements Kerr 25 11 14 44%530 493 37 93%Project is on target.
P2572 Enterprise Resource Planning (ERP) Replacement Kerr 303 68 235 22%993 383 610 39%Project is on target.
P2718 Utility Billing (UB) Software Kerr 530 - 530 0%945 - 945 0%Kickoff begins February 2026.R2160 Recycled Water Field Equipment Capital Purchases Stanley - - - 0%896 - 896 0%No expenditures budgeted in FY 2026.
R2162 Vehicle Capital Purchases - Recycled Stanley 31 - 31 0%500 93 407 19%No expenditures budgeted in FY 2026.
S2075 Field Equipment Capital Purchases Stanley - - - 0%500 - 500 0%No expenditures budgeted in FY 2026.S2078 Vehicle Capital Purchases - Sewer Stanley 1,000 - 1,000 0%1,160 - 1,160 0%Vehicles ordered; no spending date known.
Total Capital Purchase Projects Total:3,065 267 2,798 9%21,736 10,888 10,848 50%
DEVELOPER REIMBURSEMENT PROJECTS
P2595 PL - 16-inch, 624 Zone, Village 3N - Heritage Road, Main St/Energy Way Cameron 1 - 1 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 2 - 2 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 2 - 2 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 2 - 2 0%280 - 280 0%This is a developer reimbursement project.
P2603 PL - 16-inch, 711 Zone, Hunte Parkway, SR 125 Bridge Cameron 2 - 2 0%340 - 340 0%This is a developer reimbursement project.
R2028 RecPL – 8-in, 680 Zone, Heritage Road to Main Street Cameron 1 - 1 0%900 - 900 0%This is a developer reimbursement project.
R2037 RecPL – 8-in, 680 Zone, Main Street/Otay Valley Road – Village 8W Cameron 2 - 2 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 2 - 2 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 2 - 2 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.
Total Developer Reimbursement Projects Total:19 - 19 0%5,486 - 5,486 0%
149 GRAND TOTAL 19,708$ 8,884$ 10,824$ 45%331,415$ 67,275$ 264,140$ 20%
https://otaywater365.sharepoint.com/sites/engcip/Shared Documents/X-CIP Quarterly Reports/CIP Qtr Reports/FY 2026/Q2/Expenditures/Copy of FY2026 2nd Qtr CIP Exp-FINAL - Working Copy.xlsx Page 4 of 4 2/10/2026
Otay Water District
Capital Improvement Program
Fiscal Year 2026 Second Quarter
(through 12/31/2025)
ATTACHMENT C
870-2 Reservoir –
Interior View
12-31-25
Background
The approved CIP Budget for Fiscal Year 2026
consists of 149 projects that total $19.70 million.
These projects are broken down into four categories.
1.Capital Facilities $ 8.77 million
2.Replacement/Renewal $ 7.84 million
3.Capital Purchases $ 3.06 million
4.Developer Reimbursement $ 19 thousand
Overall expenditures through the Second Quarter of
Fiscal Year 2026 totaled nearly $8.88 million, which is
approximately 45% of the fiscal year budget.
2
Fiscal Year 2026
Second Quarter Update
($000)
CIP
CAT Description FY 2026
Budget
FY 2026
Expenditures
%
FY 2026
Budget Spent
Total
Life-to-Date Budget
Total
Life-to-Date Expenditures
%
Life-to-Date
Budget
Spent
1 Capital Facilities $8,776 $6,330 72%$130,791 $34,344 26%
2 Replacement/
Renewal $7,848 $2287 29%$173,403 $22,043 13%
3 Capital
Purchases $3,065 $267 9%$21,736 $10,888 50%
4 Developer
Reimbursement $19 0 0%$5,486 0 0%
Total:$19,708 $8,884 45%$327,145 $61,320 18%
3
Fiscal Year 2026
Second Quarter
CIP Budget Forecast vs. Expenditures
4
5
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
Project completed and
accepted on September 4,
2025.
Otay Ranch
High School
Chula Vista
6
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: $4,825,000
NTP: April 8, 2024
Trojan UV system
installed and continued
testing.
Project is within budget.
7
8
CIP Projects in Construction
Collection of water samples and prep for
UVI sensor test
10-16-25 11-4-25
Installation of UV Basin Bulb
seals
Draining and pressure
washing UV Basin
12-23-25
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: $23,900,000
NTP: October 28, 2024
Tank structure complete.
Project is within budget.9
10
CIP Projects in Construction
Inspector passes final rebar inspection
Vertical Joints seals completedShotcrete plate form in place
10-27-25
12-1-25
PacHydro crew onsite, jail lateral work
12-31-25
10-1-25
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: $1,620,000
NTP: January 13, 2025
Tank returned to service on
October 30, 2025.
Project is within budget.
11
12
CIP Projects in Construction
Watchlight working on FOB and latch for ladderFinal walk of 1485-2 with OWD Water Operator
10-14-25
ACCI Anode Installation in progress
10-15-25
11-17-25
Coating Interior penetrations for sample port
10-27-25
CIP Projects in Construction
711-1 Pump Station
Improvements Phase I
(P2578 & P2663)
Installation of a pre-
purchased vertical turbine
pump, reconfiguration and
replacement of existing
suction, and discharge piping,
and replacement of an
existing surge tank.
Budget: $4,800,000
Contractor: Jenette
Company, Inc.
Pre-purchased pump
delivered on December19,
2025.
Project is within budget.
13
14
CIP Projects in Construction
Delivery of Simflo Pump
12-19-25
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: $5,050,000
City awarded a construction
contract in Oct 2024.
Reimbursement Agreement
executed in Q3 FY 2025.15
16
CIP Projects in Construction
Installing 4-inch PVC to the
4-inch Blow-off
Dual 12-inch CML&TWC exiting the bridge
cell descending into single 16-inch
10-13-25 11-13-25
9-30-25
12-17-25
Excavation and installation of
16-inch PVC on Entertainment
Circle
Construction Contract Status
17
18
Consultant Contract Status
Consultant Contract Status
19
Consultant Contract Status
20
QUESTIONS?
21
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: March 4, 2026
PROJECT: Various DIV. NO. ALL
SUBMITTED BY: Michael Kerr, Information Technology Manager
APPROVED BY: ☒Kevin Koeppen, Chief, Administrative Services
☒Jose Martinez, General Manager
SUBJECT: UPDATE AND REVIEW OF THE DISTRICT’S PROPOSED FY2027 - FY2030
STRATEGIC PLAN, AS DISCUSSED DURING THE DECEMBER 8, 2025 BOARD
WORKSHOP
GENERAL MANAGER’S RECOMMENDATION:
No recommendation. This is an informational item only.
COMMITTEE ACTION:
Please see “Attachment A”.
PURPOSE:
That the Board receive an update and review the District’s proposed
FY2027 - FY2030 Strategic Plan following the December 8, 2025 Board
workshop.
ANALYSIS:
The items presented in this staff report reflect a collaborative process
incorporating Board direction and staff analysis gathered through
workshops, SWOT(T) (Strengths, Weaknesses, Opportunities, Threats, and
Trends) exercises, and facilitated discussions. Included in this
process was a series of workshops designed to build on the understanding
of the District’s strategic planning framework and its use of the
Balanced Scorecard Performance Management System.
The plan includes 13 strategies, 20 objectives, and 33 key performance
metrics for the District to achieve over the four-year period.
AGENDA ITEM 5
BACKGROUND:
To develop the next strategic plan, District staff performed a
structured, four-step process which began in September 2025. The four-
step process consisted of a series of information gathering exercises
and workshops. The information gathered was used to draft strategies,
objectives, and key performance indicators that align with the four
Balanced Scorecard perspectives: Customer, Financial, Internal Business
Processes, and Learning and Growth.
Staff SWOT(T) Exercise and Workshop
For the first step of this effort, District staff performed a SWOT(T)
assessment. Collectively, this effort generated more than 650 data
points and provided practical insights that helped shape the new
Strategic Plan. From these data points, common themes and priorities
were identified which were then reviewed and refined during workshops
with the Department Chiefs to ensure alignment and feasibility. This
review established clear themes for subsequent Board consideration.
Board SWOT(T) Exercise and Workshop
In the subsequent steps, an outside facilitator (The Hive) surveyed the
Board for input and feedback. The Hive then utilized the Board’s input
to prepare a SWOT(T) assessment. The input obtained from the Board was
combined with the input obtained from staff to draft the preliminary
themes for the new strategic plan. The Hive, along with senior staff,
presented these themes at a Board workshop on December 8, 2025. At that
workshop, the Board provided comments and input that reinforced
strengths in effective governance and clear performance metrics that
aligned with priorities. The key focus areas highlighted during this
workshop were: customer and community trust, financial stewardship,
operational resilience, talent development, and succession planning.
Seeking Additional Input and Comments
Based on information obtained at the December 8th workshop, staff drafted
the proposed strategies and objectives presented in this staff report
as part of the final step in preparing the strategic plan for Board
approval in April.
DISCUSSION:
Staff has incorporated the information developed in the strategic
planning workshops into the attached “FY2027 - FY2030 Draft Strategic
Plan” (see “Attachment B”) provided for the Board’s review, discussion,
and comments.
RECOMMENDATION:
That the Board provide comments and direction to staff to proceed
with the formal development of the District’s new FY2027 -
FY2030 Strategic Plan.
Committee Reports – Slideshow
The Strategic Plan results are presented to both the Finance &
Administration, and the Engineering, Operations, & Water Resources
Committee with a specific focus on the most relevant information for
each Committee (see “Attachment C”).
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 – Presentation - FY2027 – FY2030 Draft Strategic Plan
Attachment C – Strategic Plan Workshop Facilitation Summary and
Report
ATTACHMENT A
SUBJECT/PROJECT:
UPDATE AND REVIEW OF THE DISTRICT’S PROPOSED FY2027 -
FY2030 STRATEGIC PLAN, AS DISCUSSED DURING THE DECEMBER
8, 2025 BOARD WORKSHOP
COMMITTEE ACTION:
The Engineering, Operations, & Water Resources Committee, and the
Finance & Administration Committee reviewed this item at a meeting held
on February 17 and 18, 2026, respectively. The Committees support
presentation to the full Board for their consideration.
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.
ATTACHMENT B
STRATEGIC PLAN DRAFT STRATEGIES AND OBJECTIVES
CUSTOMER: Enhance customer and stakeholder experience, education, and engagement.
STRATEGY 1 Enhance the use of communication tools, including customer notifications, to provide timely
educational information on the District’s service delivery costs, projects, and other critical
events.
Objective 1 Enhance and expand digital outreach and multimedia content to increase
customer engagement metrics and improve social media engagement.
Objective 2 Modernize digital platforms to allow District information and services to be easier
to access, understand, and use, enhancing customer engagement.
Objective 3 Develop a culturally relevant, multimedia content strategy that enhances
multilingual/multicultural outreach.
STRATEGY 2 Enhance the Business, Community Outreach, and Partnership Guidelines to increase visibility,
trust, and understanding of District stewardship and performance.
Objective 1 Leverage board members and staff outreach with public presentations about the
District during meetings with groups and individuals.
STRATEGY 3 Expand two-way engagement and listening to strengthen relationships and build trust, including
in-person engagement.
Objective 1
Enhance community engagement and trust through listening tours through the
use of structured feedback, and expanded education at the Water Conservation
Garden.
STRATEGIC PLAN DRAFT STRATEGIES AND OBJECTIVES
FINANCIAL: Strengthen reliability, resilience, and long-term planning to ensure a sustainable and high-performing organization.
STRATEGY 1 Advance asset management, data-driven maintenance, and replacement strategies.
Objective 1 Formalization of total asset management program that optimizes repair and
replacement decisions while considering costs, timing, and customer impacts.
STRATEGY 2 Advance the long-range Capital Improvement Plan to extend asset lifecycles.
Objective 1 Develop a long-range capital planning framework that aligns asset conditions,
investment timing, and rate impacts over extended planning periods.
STRATEGY 3 Strengthen business continuity and operational resilience.
Objective 1 Strengthen organizational resilience by advancing cybersecurity preparedness
and climate-informed continuity planning.
STRATEGY 4 Develop long-term strategies for recycled water and wastewater services.
Objective 1 Identify gaps in wastewater collection infrastructure and evaluate the most
feasible, timely, and cost-effective approaches for extending sewer service.
Objective 2 Evaluate lifecycle strategies for recycled water infrastructure as assets reach end-
of-life, including rehabilitation, replacement, or decommissioning options.
Objective 3 Coordinate regional recycled water and wastewater planning while accounting for
key interagency dependencies and long-term system uncertainties.
STRATEGY 5 Evaluate and integrate broader, long-term water supply strategies into planning and decision-
making.
Objective 1 Maintain long-term awareness of regional water supply, cost, and coordination
risks to inform future strategic decisions without near-term commitments.
Objective 2 Evaluate alternative cost-based rate billing structures to identify options that
improve fairness, transparency, and financial sustainability.
STRATEGIC PLAN DRAFT STRATEGIES AND OBJECTIVES
INTERNAL BUSINESS PROCESS: Align and adapt organizational structures to optimize performance, efficiency, sustainability, and long-term workforce stability.
STRATEGY 1 Optimize workforce capacity and productivity.
Objective 1 Align workforce capacity, staffing practices, and compensation with current and
future operational needs.
STRATEGY 2 Update labor policies, programs, and practices.
Objective 1 Align wellness, labor practices, policies, and recognition programs to support
workforce needs, retention, and high performance.
STRATEGY 3 Define and implement technologies for data-driven operations.
Objective 1 Define an AI governance framework to guide responsible adoption and evaluate
applications to modernize workflows.
Objective 2 Implement planned rollout of AMI to modernize workflows, enable real-time data,
and support data-informed operations.
STRATEGIC PLAN DRAFT STRATEGIES AND OBJECTIVES
LEARNING AND GROWTH: Attract, develop, and retain a high-performance and skilled workforce.
STRATEGY 1 Advance operational safety programs.
Objective 1 Continue participation in recognized safety programs and certifications.
STRATEGY 2 Advance workforce development and talent strategies to further develop a high-performing
workforce.
Objective 1 Build a resilient and capable workforce through training, workforce planning, and
recruitment initiatives.
Objective 2 Establish a leadership development program and talent pipeline.
STRATEGIC PLAN KEY PERFORMANCE INDICATORS
CUSTOMER: Enhance customer and stakeholder experience, education, and engagement
KEY PERFORMANCE INDICATOR FREQ FY23 FY24 FY25 PROPOSED CHANGE
AWWA UTILITY BENCHMARKING
TARGET RESULT TARGET RESULT TARGET RESULT 2020
AGGREGATE DATA
2025
AGGREGATE DATA
CURRENT GOAL PROPOSED CHANGE
Customer
Opinion Survey
Biennial to
Triennial
85% 85% To be tracked under new Strategic Objective
Answer Rate Q 97% 98.68% 97% 98.54% 97% 98.41% No change
Technical Quality Complaint (AWWA)
Q 4.6 1.02 4.6 0.78 4.6 0.93 3.4
Population served between 100,000 –
500,000 (Combined Utilities)
75th – 2.6 Median – 6.6 25th – 18 Sample size – 18
Population served between 100,000 –
500,000 (Combined Utilities)
75th – 3.4 Median – 11.6 25th – 18 Sample size – 37
4.6
(Average of 75th percentile, 2.6, and Median, 6.6)
3.4 (75th percentile)
Potable Water
Compliance
Rate (AWWA)
Q 100% 100% 100% 100% 100% 100% No change
Population served between 100,000 – 500,000
75th – 100% Median – 100% 25th – 100% Sample size – 55
Population served between 100,000 – 500,000
75th – 100% Median – 100% 25th – 100% Sample size – 77
100% No update to the target
Q – Quarterly
A – Annually
STRATEGIC PLAN KEY PERFORMANCE INDICATORS
FINANCIAL: Strengthen reliability, resilience, and long-term planning to ensure a sustainable and high-performing organization
KEY PERFORMANCE
INDICATOR
FREQ FY23 FY24 FY25 PROPOSED CHANGE
AWWA UTILITY BENCHMARKING
TARGET RESULT TARGET RESULT TARGET RESULT 2020
AGGREGATE DATA 2025
AGGREGATE DATA CURRENT GOAL PROPOSED CHANGE
Water Debt Coverage Ratio A
150% excluding growth revenue
219%
150% excluding growth revenue
133%
150% excluding growth revenue
189% No change
Sewer Debt Coverage
Ratio
A
150% excluding growth revenue
603%
150% excluding growth revenue
797%
150% excluding growth revenue
764% No change
Reserve Level A 85% 100% 83% 83% 83% 83% No change
Billing
Accuracy Q 99.8% 99.99% 99.8% 99.87% 99.8% 95.48% No change
Water Rate Ranking A
Bottom 50th percentile for the 22 member agencies in San Diego
5
Bottom 50th percentile for the 22 member agencies in San Diego
9
Bottom 50th percentile for the 22 member agencies in San Diego
9 No change
Accounts per Full-Time Employee
(FTE)
A 399 423 398 442 395 408 No change to methodology
Distribution
System Loss Q 5% 3.5% 5% 3.3% 5% 3.4% No change
Q – Quarterly
A – Annually
STRATEGIC PLAN KEY PERFORMANCE INDICATORS
FINANCIAL: Strengthen reliability, resilience, and long-term planning to ensure a sustainable and high-performing organization
KEY PERFORMANCE
INDICATOR
FREQ FY23 FY24 FY25 PROPOSED CHANGE
AWWA UTILITY BENCHMARKING
TARGET RESULT TARGET RESULT TARGET RESULT 2020
AGGREGATE DATA 2025
AGGREGATE DATA CURRENT GOAL PROPOSED CHANGE
CIP Project Expenditures
vs. Budget
Q ≥ 95% 94.4% ≥ 95% 42% ≥ 95% 114% Remove “Greater than or equal to”
Construction Change Order Incidence Q < 5% 0.5 < 5% -0.40 < 5% 0.20 No change
Sewer Rate
Ranking A
Below 50th percentile of 28 sewer service providers in San Diego
5
Below 50th percentile of 28 sewer service providers in San Diego
4
Below 50th percentile of 28 sewer service providers in San Diego
4 No change
Planned Potable Water
Maintenance Ratio in $
Q 70% 76% 70% 72% 70% 70% No change
Planned
Recycled Water Maintenance Ratio in $
Q 70% 90% 70% 93% 70% 53% No change
Planned Wastewater Maintenance
Ratio in $
Q 80% 92% 80% 92% 80% 95% No change
Q – Quarterly
A – Annually
STRATEGIC PLAN KEY PERFORMANCE INDICATORS
INTERNAL BUSINESS PROCESS: Align and adapt organizational structures to optimize performance, efficiency, sustainability, and long-term workforce stability
KEY PERFORMANCE
INDICATOR
FREQ FY23 FY24 FY25 PROPOSED CHANGE
AWWA UTILITY BENCHMARKING
TARGET RESULT TARGET RESULT TARGET RESULT 2020
AGGREGATE DATA 2025
AGGREGATE DATA CURRENT GOAL PROPOSED CHANGE
Direct Cost of Treatment per
MGD
Q $1315 $1049.67 $1464 $1101.51 $1464 $1029.55 No change to methodology
Hydrant Maintenance Program A 1220 1338 1220 1226 1220 1657
Increase the annual target to 1,285 (6,425 hydrants over a five-year period)
System Valve
Exercising Program Q 4092 4296 4092 4361 4092 5115
Increase the annual target to 4,574 (22,868 valves over a
five-year period) and update reporting frequency from Quarterly to Annually
Business
Recovery Exercises A 100% 100% 100% 100% 100% 100% No change
Vulnerability Assessment A 100% 100% 100% 100% 100% 100% No change
Mark-out Accuracy Q 100% 99% 100% 100% 100% 99% No change
Easement Evaluation and Field
Inspection
Q 100% 106% 100% 100% 100% 100% No change
Q – Quarterly
A – Annually
STRATEGIC PLAN KEY PERFORMANCE INDICATORS
Q – Quarterly
A – Annually
INTERNAL BUSINESS PROCESS: Align and adapt organizational structures to optimize performance, efficiency, sustainability, and long-term workforce stability
KEY PERFORMANCE INDICATOR FREQ
FY23 FY24 FY25 PROPOSED CHANGE
AWWA UTILITY BENCHMARKING
TARGET RESULT TARGET RESULT TARGET RESULT 2020
AGGREGATE DATA 2025
AGGREGATE DATA CURRENT GOAL PROPOSED CHANGE
Potable Water Distribution System Integrity (Leaks)
(AWWA)
Q 2.5 0.26 2.5 0.55 2.5 0.82 No change
Population served
between 100,000 –500,000 75th – 2.5 Median - 6 25th – 15.3
Sample size – 32
Population served between 100,000 –500,000 75th – 3.7 Median – 8.5 25th – 18.7
Sample size – 47
2.5 No update to the target
Potable Water
Distribution
System Integrity (Breaks) (AWWA)
Q 3 0.41 3 0.42 3 0.26 No change
Population served between 100,000 –500,000 75th – 3 Median – 6.2 25th – 15.2 Sample size – 38
Population served between 100,000 – 500,000 75th – 3.6 Median – 8 25th – 13.3 Sample size – 49
3 No update to
the target
Recycled Water System
Integrity
(Leaks)
Q 2.5 0 2.5 0 2.5 0.98 No change
Recycled Water System Integrity (Breaks)
Q 3 0 3 0 3 0.98 No change
STRATEGIC PLAN KEY PERFORMANCE INDICATORS
Q – Quarterly
A – Annually
INTERNAL BUSINESS PROCESS: Align and adapt organizational structures to optimize performance, efficiency, sustainability, and long-term workforce stability
KEY PERFORMANCE INDICATOR FREQ FY23 FY24 FY25 PROPOSED CHANGE
AWWA UTILITY BENCHMARKING
TARGET RESULT TARGET RESULT TARGET RESULT 2020
AGGREGATE DATA 2025
AGGREGATE DATA CURRENT GOAL PROPOSED CHANGE
Sewer Overflow Rate
(AWWA) Q 0 1.14 0 0 0 0 No change
Population served between 0 – 50,000 75th – 0 Median – 2.9 25th – 5.5 Sample size – 7
Population served between 10,000 –50,000 75th – 1.9 Median – 3.2 25th – 4.5 Sample size – 4
0 No update to
the target
Potable Tank Inspection and Cleaning A 8 8 8 6 8 9 No change
Injury Incident Rate (AWWA) A 4.1 4.1 4.1 3.3 4.1 4.1 3.9
Combined Utilities 75th – 3 Median – 5.3 25th – 8 Sample size – 58
Combined Utilities 75th – 2.9 Median – 4.7 25th – 8.6 Sample size – 67
4.1 (Average of 75th percentile, 3, and Median, 5.3)
3.9
(Average of 75th percentile, 2.9, and Median, 4.7)
STRATEGIC PLAN KEY PERFORMANCE INDICATORS
Q – Quarterly
A – Annually
LEARNING AND GROWTH: Attract, develop, and retain a high-performance and skilled workforce
KEY PERFORMANCE INDICATOR FREQ
FY23 FY24 FY25 PROPOSED CHANGE
AWWA UTILITY BENCHMARKING
TARGET RESULT TARGET RESULT TARGET RESULT 2020 AGGREGATE DATA 2025 AGGREGATE DATA CURRENT GOAL PROPOSED CHANGE
Employee Turnover Rate Q < 5% 6.43% < 5% 8.81% < 5% 3.55% Update reporting
frequency from Quarterly to Annually
Safety Training Program Q 24 42.26 24 48.61 24 46.18 No change
Training Hours
per Employee
(AWWA) Q 15.6 24.92 15.6 26.64 15.6 37.90 16.4
Combined Utilities 75th – 24.1 Median – 15.6 25th – 10.6 Sample size – 68
Combined Utilities 75th – 25.4 Median – 16.4 25th – 7.8 Sample size – 79
15.6 16.4
(Median)
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The Hive Consulting
La Mesa Office
9439 Alto Drive
La Mesa, CA 91941
December 30, 2025
Otay Water District
Attention: Jose Martinez, General Manager
& Michael Kerr, Information Technology Manager
2554 Sweetwater Springs Blvd.
Spring Valley, CA 91978
Re: Strategic Plan Workshop Facilitation Summary and Report
Dear Mr. Martinez and Mr. Kerr:
On behalf of The Hive Consulting (“The Hive”), I am pleased to transmit the Strategic Plan Workshop
Facilitation Summary and Report for the Otay Water District (“District”). As you know, The Hive
supported the District’s strategic planning process by designing and facilitating the District’s
Strategic Plan Workshop held on December 8, 2025, and by analyzing and synthesizing pre-
workshop input from District staff and board members.
This report documents the workshop outcomes, including the consensus goals and strategic
objectives developed through the process, as well as a set of project-level implementation
approaches captured for staff consideration during the next phase of strategic plan development.
The report is intended to provide a clear record of workshop discussion and decision points, and to
support alignment and continuity as the District advances planning, prioritization, and
implementation.
We appreciate the opportunity to support the District in this important work. Please do not hesitate
to contact me if you have any questions, would like edits incorporated, or wish to discuss next steps.
Warm regards,
Rafael Silva
Partner & Cofounder
The Hive Consulting
Email: rafael@thehive.consulting
Office: (619) 505-9305
ATTACHMENT C
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(619) 505-9305 www.TheHive.Consulting
Strategic Plan Workshop
Summary & Report
December 30, 2025
Otay Water District
The Hive Consulting
9439 Alto Drive
La Mesa, CA 91941
(619) 505-9305
www.thehive.consulting
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1
Table of Contents
1. Executive Summary ............................................................................................................................ 2
2. Engagement Overview ....................................................................................................................... 3
3. Board Survey Summary ..................................................................................................................... 5
4. Workshop Summary: Strategic Priorities ......................................................................................... 7
5. Appendices ....................................................................................................................................... 16
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Otay Water District
Strategic Plan Workshop
Summary and Report
1. Executive Summary
This report summarizes the outcomes of the Otay Water District’s (“District”) Strategic Plan
Workshop, supported by The Hive Consulting (“The Hive”) held on December 8, 2025, and
which included:
(1) Developing and administering a survey to gather individual input from each board
member;
(2) Reviewing staff input provided by District management through an internal process, and
(3) Facilitating the Strategic Plan Workshop to align the Board and staff on priorities and
reach consensus on the District’s strategic direction.
The District’s strategic plan is organized using the Balanced Scorecard methodology and
hierarchy, which includes the following components: perspectives, goals, strategic
objectives, and projects. The facilitated Strategic Plan Workshop intentionally focused on the
goal and strategic objective levels to maintain a strategic lens and avoid prematurely
identifying solutions. Throughout the process, participants also surfaced a range of potential
project-level implementation approaches for staff to consider and evaluate during the next
phase of the strategic planning process.
Workshop Outcomes
• Confirmed and refined priority themes informed by board and staff input and workshop
discussion.
• Reached clear consensus on goals and strategic objectives within each of the Balanced
Scorecard perspectives.
• Captured a set of implementation approaches (project-level ideas) aligned to strategic
objectives to support staff’s next step of planning and prioritization.
Key Themes
Across board and staff pre-workshop input and during the workshop discussion, several
consistent themes shaped the consensus framework:
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• Customer and community trust through proactive communication and engagement:
Strengthen timely, educational communication (including critical notifications); expand
digital reach; improve accessibility and multilingual/culturally relevant outreach; and
increase two-way engagement through listening and feedback mechanisms.
• Long-range financial stewardship and lifecycle-based investment planning: Extend
planning horizons beyond the near-term budget to smooth long-term rate impacts;
strengthen data-driven asset management and benefit-cost prioritization, and;
communicate the “why” behind investments in clear, accessible language.
• Resilience and readiness amid external dependencies: Strengthen business continuity
planning and operational resilience (including cybersecurity preparedness), while
monitoring regional partner conditions and policy developments to sustain situational
awareness and improve preparedness.
• Long-horizon positioning on water supply and wastewater/recycled water strategies:
Continue monitoring and evaluating longer-term supply concepts and regional planning
assumptions, while developing long-term strategies for wastewater and recycled water
services.
• Workforce capacity and talent pipeline: Address workforce development needs driven
by retirements and increasing technical complexity; reinforce safety culture; enhance
internal collaboration; and advance leadership development, training, and succession
planning.
Report Content
• A strategic plan workshop consensus summary organized by the Balanced Scorecard
hierarchy, including goals and strategic objectives by perspective.
• A list of projects / implementation approaches for staff consideration and analysis,
captured from board and staff input and during workshop discussion, aligned to each
strategic objective.
2. Engagement Overview
Otay Water District engaged The Hive Consulting to support the District’s strategic planning process
by designing and facilitating the District’s Strategic Plan Workshop. The purpose of this engagement
was to support stakeholder alignment on priorities, incorporate board perspectives, and build
shared clarity on the District’s strategic direction over the next 3–4 years, culminating in
consensus on strategic goals and objectives. The Strategic Plan Workshop was held on
December 8, 2025 at the Otay Water District offices, located at 2554 Sweetwater Springs Blvd.,
Spring Valley, California, 91978.
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2.1 Scope of work
This engagement included:
• Designing and administering a written board input process (survey) to gather
perspectives on opportunities/challenges, strengths, emerging trends, and near-term
priorities;
• Reviewing board input and staff input, and incorporating key themes into the workshop
design;
• Facilitating a strategic plan workshop with board members and staff to support
alignment and consensus;
• Preparing a Workshop Summary report documenting consensus outcomes and
capturing project ideas raised for later staff consideration and analysis.
2.2 Planning Methodology
The District’s strategic plan is structured in the following hierarchy:
The Balanced Scorecard perspectives used in this process were:
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2.3 Workshop Focus
To maintain a strategic lens and support productive decision-making, the workshop
emphasized reaching consensus at the goal and strategic objective levels, while
capturing potential project-level ideas throughout the process. Those ideas are
documented as projects / implementation approaches for staff consideration and
analysis in this report.
2.4 Using this Report
This report is organized to provide the District with:
• A summary of board input themes (Section 3).
• The agreed-upon strategic framework by Balanced Scorecard Perspective,
including goals and strategic objectives, and related project-level implementation
ideas captured for staff consideration and analysis (Section 4).
This report is intended to document outcomes and provide traceability from board and staff
input and the workshop discussion to the consensus strategic framework.
3. Board Survey Summary
This section summarizes key themes from written board input collected through a pre-workshop
survey. Responses focused on near-term pressures (3–4 year horizon) while providing some
longer-horizon considerations, with recurring emphasis on affordability, infrastructure stewardship,
workforce capacity, and strengthening public trust through communication.
3.1 Most pressing opportunities and challenges (next 3–4 years)
Board members most frequently emphasized the following:
• Rate pressure and affordability: controlling water and wastewater rate
increases; minimizing rate impacts to customers amid broader cost-of-living
pressures; maintaining cost-effective rates while maintaining service reliability.
• Aging infrastructure needs: continued maintenance and upgrades to sustain
reliability and resilience.
• Workforce transitions: retirements and the need to recruit, retain and develop
staff amid increasing technical complexity.
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• Regulatory exposure: keeping pace with state and federal regulatory changes,
including concerns about unfunded mandates.
• Technology and risk: interest in leveraging AI for efficiency, paired with a need
to address cybersecurity.
• Long-horizon regional topics: mentions of possible future re-
involvement/monitoring related to broader supply concepts.
3.2 Core strengths and distinct advantages
Board members identified several internal strengths they view as hard to replicate:
• Data-driven management and metrics: emphasis on maintaining strong
KPIs/quantifiable business metrics with consistent definitions over time.
• Operational preparedness and reliability: proactive planning and readiness for
major outages.
• Technology adoption and innovation: use of tools such as AMI/smart
metering, leak detection, and other digital capabilities to improve efficiency and
early problem detection.
• Organizational culture and leadership: strong internal communication across
departments; teamwork; humility and care among leadership and managers; and
a supportive, engaged Board.
• Financial stability and transparency: viewed as a differentiator in maintaining
public trust and supporting long-term planning.
3.3 Emerging trends and external factors to prepare for
Board input highlighted the following:
• Artificial intelligence and automation: interest in leveraging AI to increase
productivity and efficiency.
• Cybersecurity: a parallel need as digital systems expand.
• Climate extremes: preparation for drought, wildfire, and related impacts on
supply, infrastructure, and water quality.
• Regulatory and policy uncertainty: concerns about new mandates and
affordability-related policy shifts (including potential subsidy requirements).
• Regional partner conditions: awareness that fiscal or policy decisions by other
agencies could affect coordination and long-term assumptions.
• Community/political dynamics: acknowledgement of upcoming Board
elections as a context factor.
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3.4 Top priorities (next 3–4 years)
Across responses, top priorities clustered around:
• Infrastructure resilience and modernization
• Water supply reliability and sustainability
• Water quality assurance
• Financial prudence and transparency
• Workforce development and building a talent pipeline
• Customer engagement and education
• Technological innovation and security
In addition, several specific ideas surfaced as items for consideration: exploring alternative billing
structures, pursuing efficiencies to mitigate cost pressures, and maintaining a regional perspective
on water and wastewater issues.
4. Workshop Summary: Strategic Priorities
The following goals and strategic objectives reflect workshop consensus, informed by staff pre-
work and board survey input. Objectives are intentionally stated at the strategic level; projects /
implementation approaches will be analyzed and prioritized by staff in the next phase of the
strategic plan development process.1
Perspective: Customer & Community
Goal: Enhance customer and stakeholder experience, education, and engagement.
➢ Strategic Objective: Enhance the use of communication tools to provide timely
educational information on service delivery and costs, as well as critical customer
notifications
Consensus / Discussion Notes: Discussion emphasized proactive, timely communication
and education, particularly related to service delivery, costs, and critical notifications, while
being mindful not to overwhelm customers.
1 Following the workshop, the draft framework was lightly refined for clarity and consistency. Where discussion indicated overlap or
closely related ideas, items were consolidated or adjusted to better reflect the workshop participants’ intent while preserving the
substance of the consensus.
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Projects / Implementation Approaches for Staff Consideration and Analysis:
• Expand digital outreach and multimedia content to increase customer engagement
metrics and improve social media engagement
• Communicate District accomplishments to increase awareness and customer
satisfaction
• Develop rapid-response communication protocols (e.g., SMS alerts for outages and
scams)
• Improve customer access and responsiveness (e.g., faster live support pathways and
service-response standards)
• Proactively educate customers about rate changes, cost drivers, and critical water-
related issues (e.g. “How much does 1 gallon of water cost?”, and “How can customers
protect against wildfires at home?”)
• Develop a content strategy with culturally relevant messaging and multimedia (including
paid digital promotion/ads)
• Expand multilingual outreach beyond translation (e.g., Spanish and Tagalog across
print and digital/social channels)
➢ Strategic Objective: Enhance the Community Outreach and Partnership Guidelines to
increase visibility, trust, and understanding of District stewardship and performance
Consensus / Discussion Notes: Discussion supported a strong desire to transition from
passive communication to active community presence. Specific suggestions included creating
a Community Ambassador program and leveraging Board members for "community coffee
chats" or 15-minute "Pre-designed presentations" at service clubs like Rotary to personally tell
the District’s story of efficiency..
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Establish community ambassador participation at HOA meetings, service clubs, and
community events
• Enhance and develop a Language Access Plan to support multilingual customer
communications
• Leverage board member outreach with public presentations about the District during
meetings with groups and individuals
➢ Strategic Objective: Modernize digital platforms to make District information and
services easier to access, understand, and use
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Consensus / Discussion Notes: Discussion emphasized the need to address different
audiences and to simplify the user experience and journey (e.g., bigger fonts, less clicks) to
ensure information is accessible to all, regardless of user profile.
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Modernize the District website with improved user and mobile accessibility
• Enhance and develop customer portals and dashboards for transparency and self-
service
➢ Strategic Objective: Expand two-way engagement and listening to strengthen
relationships and build trust, including in-person engagement
Consensus / Discussion Notes: Participants emphasized the value of in-person engagement
and ongoing dialogue to build trust and strengthen relationships beyond digital
communications.
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Organize District-wide community listening tours
• Implement systematic feedback mechanisms (e.g. focus groups and surveys)
• Leverage the Water Conservation Garden for community education/engagement
programming
Perspective: Financial & Resource Stewardship
Goal: Strengthen reliability, resilience, and long-term planning to ensure a sustainable and
high-performing organization
➢ Strategic Objective: Advance the long-range Capital Improvement Plan to extend asset
lifecycles
Consensus / Discussion Notes: Discussion emphasized extending planning horizons
beyond the six-year budget to anticipate long-term asset needs and smooth future rate
impacts.
Projects / Implementation Approaches for Staff Consideration and Analysis:
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• Incorporate longer-horizon forecasting (e.g., multi-decade lifecycle curves) to identify
future capital spikes early and phase funding accordingly
• Use planning horizons longer than the six-year budget to anticipate rate impacts
• Align capital timing to smooth rate increases and avoid rate spikes
• Explicitly link Capital Improvement Plan (CIP) decisions to asset condition, criticality,
and lifecycle cost
• Align CIP sequencing with the longer-horizon master plan so the six-year budget
reflects a clear long-term trajectory
• Leverage long-range planning to explain why investments are needed to customers
➢ Strategic Objective: Advance asset management, data-driven maintenance, and
replacement strategies
Consensus / Discussion Notes: Discussion reinforced the importance of consistent data,
lifecycle-based decision-making, and cost-benefit considerations in asset management.
Participants noted that the District already applies rates uniformly, but emphasized the value of
understanding how long-term asset planning, investment sequencing, and communication
about costs may affect different customer groups. Equity was discussed as a guiding
consideration within asset planning and customer communication, rather than as a separate
strategic objective or rate policy.
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Expand use of asset condition and performance data to guide repair vs. replace
decisions
• Integrate benefit–cost analysis into asset prioritization
• Continue formalization of total asset management practices
• Consider how investment timing, cost drivers, and related communications may affect
different customer groups, and reflect those considerations in planning and outreach
where appropriate
➢ Strategic Objective: Strengthen business continuity and operational resilience
Consensus / Discussion Notes: Discussion emphasized preparedness not only for internal
operational risks, but also for external dependencies that could affect District planning and
operations. Participants highlighted the importance of maintaining awareness of regional policy
and fiscal conditions, particularly where decisions by other agencies may introduce risk or
uncertainty for the District. The focus was on anticipating changes and strengthening
readiness rather than directing specific interagency outcomes.
Projects / Implementation Approaches for Staff Consideration and Analysis:
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• Strengthen cybersecurity readiness, tabletop exercises, incident response plans, and
disaster recovery/continuity planning
• Maintain engagement in regional planning and coordination forums
• Monitor fiscal and policy developments of key regional partners that may affect District
operations or long-term planning
• Consider scenario planning to anticipate and mitigate regional coordination and
dependency risks
• Incorporate climate extremes as a resilience/scenario-planning consideration
➢ Strategic Objective: Develop long-term strategies for recycled water and wastewater
services
Consensus / Discussion Notes: The discussion treated evaluation of wastewater service
areas as a component of long-term sewer and recycled water planning, not a separate
objective.
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Evaluate wastewater service areas to complete missing collection system infrastructure
• Consider area-based improvement districts to complete missing wastewater collection
infrastructure efficiently (economies of scale vs one-off conversions)
• Evaluate lifecycle options for recycled water infrastructure (e.g., rehabilitate/replace vs
decommission/pull back) as systems reach end-of-life
• Assess timing, scope, and feasibility of extending sewer service where gaps exist
• Coordinate recycled water and wastewater planning efforts regionally
• Factor in regional dependencies and uncertainties (e.g., Pure Water / Metro system
direction) into long-term sewer/recycled planning assumptions and scenarios
➢ Strategic Objective: Consider broader water supply strategies
Consensus / Discussion Notes: Discussion aligned this as a long-horizon strategy focused
on awareness and positioning, not near-term commitment.
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Stay engaged as a stakeholder in regional supply discussions (SDCWA / Metropolitan)
• Monitor and evaluate alternative supply concepts (e.g., Rosarito Desalination Project)
without committing
• Evaluate cost implications, not just supply reliability
• Evaluate options for managing excess supply, including third-party
transfers/transactions where appropriate
• Treat this as long-horizon monitoring, not a near-term initiative
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➢ Strategic Objective: Explore different rate billing structures
Consensus / Discussion Notes: Flat-rate billing was discussed as an option for evaluation,
not a predetermined outcome; emphasis on coordination with customer education and
messaging.
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Evaluate flat-rate billing as one potential rate-billing structure option
• Analyze impacts on affordability, customer understanding, and financial sustainability
• Evaluate affordability support mechanisms in coordination with state/federal policy (e.g.,
advocate/monitor emerging legislation for low-income water assistance), recognizing
constraints from subsidy mandates (e.g., Prop 218)
Perspective: Internal Processes & Operations
Goal: Align and adapt organizational structures to optimize performance, efficiency,
sustainability, and long-term workforce stability
➢ Strategic Objective: Optimize workforce capacity and productivity
Consensus / Discussion Notes: Discussion focused on ensuring staffing levels, skills, and
organizational structures align with operational needs and future demands, with attention to
productivity, role alignment, and effective integration of staff.
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Evaluate workforce capacity relative to operational and service demands
• Assess onboarding, hiring practices, and role alignment to support productivity
• Use workforce planning to anticipate future staffing needs and gaps
• Assess classification and compensation structures to support operational effectiveness
through market competitiveness and workforce satisfaction
➢ Strategic Objective: Modernize workflows: integrate an AI framework, and pilot
technologies for data-driven operations
Consensus / Discussion Notes: Discussion placed significant emphasis on the responsible
integration of artificial intelligence and related technologies. Participants highlighted the
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importance of establishing appropriate governance, guardrails, and piloting approaches before
broader adoption. The discussion underscored that technology modernization should improve
consistency, efficiency, and decision-making while being implemented thoughtfully and
transparently, with careful consideration of workforce impacts and the need to support staff
rather than displace them.
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Define an AI governance framework to guide responsible adoption
• Pilot AMI, IoT, automation, and predictive analytics to improve operations
• Evaluate workflow automation opportunities that reduce manual effort and variability
while being mindful of workforce impacts
➢ Strategic Objective: Leverage data to monitor and improve performance
Consensus / Discussion Notes: Emphasis was placed on consistent metrics, dashboards,
and analytics to support decision-making and transparency.
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Maintain key performance indicators and dashboard definitions to continue consistent
performance monitoring
• Use analytics to monitor trends and identify performance improvement opportunities
• Ensure data quality and consistency over time
➢ Strategic Objective: Update labor policies, programs, and practices
Consensus / Discussion Notes: Discussion supported periodically reviewing labor-related
programs to remain competitive and support employee well-being, recruitment, and retention.
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Review wellness, health, and incentive programs for alignment with workforce needs
• Evaluate labor practices to support recruitment, retention, and engagement
• Consider policy updates that reinforce organizational effectiveness
➢ Strategic Objective: Enhance and align procurement processes to improve efficiency
and reduce risk
Consensus / Discussion Notes: Discussion focused on using procurement as a tool for fiscal
discipline and incentivizing innovation. Participants discussed reviving or updating "Employee
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Suggestion Programs" that provide financial incentives for staff who identify procurement
efficiencies or cost-saving sourcing alternatives.
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Conduct ongoing assessments of procurement performance and compliance
• Explore strategic sourcing approaches to improve efficiency and reduce risk
• Review procurement processes to identify streamlining opportunities
Perspective: Learning and Growth
Goal: Attract, develop, and retain a high-performing and skilled workforce
➢ Strategic Objective: Advance operational safety programs
Consensus / Discussion Notes: Discussion centered on the holistic well-being of the
workforce. Beyond physical safety, participants advocated for integrating psychological safety
and "social-emotional" support, such as decompression activities, into the safety culture to
help staff manage the increasing technical and operational pressures of the water sector.
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Continue participation in recognized safety programs and certifications (Cal/VPP,
ACWA/JPIA)
• Provide ongoing safety training and reinforcement
• Monitor and assess safety performance trends
• Embed safety topics into ongoing workforce development and culture-building efforts
(e.g., onboarding, refreshers, leadership/crew training).
➢ Strategic Objective: Strengthen staff-wide communication and collaboration
Consensus / Discussion Notes: Participants highlighted that as a smaller agency, intentional
cross-training is the key to resilience. Participants encouraged formalizing the "primary and
backup" system used in finance across other departments to prevent "silos" and ensure that
institutional knowledge isn't lost when key staff members retire or are absent.
Projects / Implementation Approaches for Staff Consideration and Analysis:
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• Identify opportunities to improve cross-department communication
• Strengthen mechanisms that build internal cohesion through cross-exposure
• Reinforce practices that support collaboration and shared understanding
• Consider forums or mechanisms that encourage information sharing
• Strengthen staff-wide communication, collaboration, and culture (including
psychological safety)
➢ Strategic Objective: Advance workforce development and talent strategies to further
develop a high-performing workforce
Consensus / Discussion Notes: Discussion highlighted leadership development, mentorship,
professional growth, and the need to strengthen the talent pipeline and succession/knowledge
transfer as retirements increase.
Projects / Implementation Approaches for Staff Consideration and Analysis:
• Evaluate leadership development and mentorship opportunities; support coaching and
supervisor development
• Support training, cross-training, and professional development pathways (including role-
based training where appropriate)
• Clarify career progression opportunities, and consider recognition approaches that
reinforce high performance
• Advance workforce planning activities, including onboarding improvements and
position/classification or compensation reviews as needed to support retention and
recruitment
• Expand internships, training programs, or shared learning opportunities
• Develop succession planning and institutional knowledge-transfer approaches for
critical roles, including governing board succession
• Build staff capabilities for emerging needs (e.g., technology and AI-related upskilling)
• Strengthen external partnerships (educational institutions, agencies) to build the future
talent pipeline
• Increase awareness of water-sector career paths in the region
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5. Appendices
Two appendices are attached to this report:
• Appendix 1: Workshop Presentation & Backup
o Contains the presentation used during the workshop, including backup
materials used to generate discussion, such as board and staff Input.
• Appendix 2: Strategic Priorities Matrix
o Material used to generate discussion around each strategic priority
identified through the preparation process.