HomeMy WebLinkAbout02-18-26 F&A Committee Packet1
OTAY WATER DISTRICT
FINANCE AND ADMINISTRATION COMMITTEE MEETING and SPECIAL MEETING OF THE BOARD OF DIRECTORS
2554 SWEETWATER SPRINGS BOULEVARD SPRING VALLEY, CALIFORNIA BOARDROOM
WEDNESDAY FEBRUARY 18, 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 TOSPEAK TO THE BOARD ON ANY SUBJECT MATTER WITHIN THE BOARD’S
JURISDICTION INCLUDING AN ITEM ON TODAY’S AGENDA
DISCUSSION ITEMS
3.ADOPT RESOLUTION NO. 4470 DESIGNATING SPECIFIC STAFF AS AUTHOR-IZED AGENTS TO LIAISE WITH THE STATE OF CALIFORNIA’S OFFICE OFEMERGENCY SERVICES (CAL OES) ON THE DISTRICT’S BEHALF IN ALLMATTERS PERTAINING TO DISASTER ASSISTANCE (JON RAVAGLIOLI) [5MINUTES]
4.UPDATE AND REVIEW OF THE DISTRICT’S PROPOSED FY2027 – FY2030STRATEGIC PLAN, AS DISCUSSED DURING THE DECEMBER 8, 2025 BOARDWORKSHOP (MICHAEL KERR) [5 MINUTES]
5.ADJOURNMENT
BOARD MEMBERS ATTENDING:
Jose Lopez, Chair Delfina Gonzalez
2
All items appearing on this agenda, whether or not expressly listed for action, may be de-liberated 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 attachments are also available by contacting the District Secretary at (619) 670-2253.
If you have any disability which would require accommodations to enable you to participate in this meeting, please call the District Secretary at 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: Jon Ravaglioli, Finance
Manager
PROJECT: DIV. NO.All
APPROVED BY: Joseph R. Beachem, Chief Financial Officer
Jose Martinez, General Manager
SUBJECT: Adopt Resolution No. 4470 Designating Specific Staff
Positions to be Authorized as Agents to Liaise with the
State of California, Office of Emergency Services (Cal OES),
on the District’s Behalf in All Matters Pertaining to
Disaster Assistance
GENERAL MANAGER’S RECOMMENDATION:
That the Board adopt Resolution No. 4470 designating specific staff
positions to be authorized as agents to liaise with the State of
California, Office of Emergency Services (Cal OES), on the
District’s behalf in all matters pertaining to disaster assistance.
COMMITTEE ACTION:
See Attachment A.
PURPOSE:
To authorize District staff in the positions of Finance Manager,
Safety and Security Specialist, and Environmental Compliance
Specialist to serve as authorized contacts on behalf of the District
for all matters pertaining to disaster assistance.
ANALYSIS:
It is important that, in the event of an emergency, the District is
able to efficiently coordinate with Cal OES and/or the Federal
Emergency Management Agency (FEMA) and effectively submit and manage
disaster claims.
AGENDA ITEM 3
2
In the instances described below, the District applied to FEMA and
Cal OES for disaster assistance to offset expenses related to
declared disasters, or for grants related to specific Cal OES
initiatives.
FEMA requires that all disaster assistance claims be processed
through Cal OES. Cal OES, in turn, requires the governing body of
each agency to formally designate specific agents, by position title,
to represent the agency in all matters pertaining to disaster
assistance applications. Cal OES will not release any grant funds to
an agency that has not provided them with a fully executed
Designation of Agent(s) Resolution (Attachment B) and Cal OES Form
130 (Attachment C). Cal OES policy further mandates that such
resolutions are valid for a maximum of three (3) years.
The District’s previous resolution, Resolution No. 4422, approved in
March 2023, will expire in March 2026.
Application and Authorization History
California Severe Winter Storms: FEMA Disaster 2022-2023
In January 2023, FEMA announced a disaster declaration for areas
affected by severe winter storms, flooding, landslides, and
mudslides. The incident period for this disaster extended from
December 2022 through January 2023. The District submitted three
claims for expenses related to this declared disaster. All claims
remain active and were covered under Resolution 4378 (2020).
California COVID-19 Pandemic: FEMA Disaster 2020-2023
In March 2020, FEMA announced a disaster declaration related to the
Coronavirus Disease 2019 (COVID-19) pandemic. The incident period for
this disaster extended from January 2020 through May 2023. The
District submitted three claims for expenses related to this declared
disaster. All claims are approved and closed. These claims were
covered under Resolution 4378 (2020) and Resolution 4330 (2017).
California Severe Winter Storms 2017
In January 2017, FEMA announced two disaster declarations for areas
affected by severe winter storms, flooding, landslides, and
mudslides. The incident periods were January 3 through January 12,
2017, and January 18 through January 23, 2017. The District’s claims
related to this declared disaster have been approved and closed.
These claims were covered under Resolution 4231 (2014).
California Severe Winter Storms 2010-2011
In January 2011, FEMA announced a disaster declaration for areas
affected by severe winter storms, flooding, landslides, and
3
mudslides. The incident period extended from December 2010 through
January 2011. The District’s claims related to this declared disaster
have been approved and closed. These claims were covered under
Resolution 4115 (2007).
California Wildfires 2007-2008 (Harris Fire)
In October 2007, FEMA announced a disaster declaration for areas
affected by ongoing wildfires in California. The incident period for
this disaster extended from October 2007 through March 2008. The
District’s claims related to this declared disaster have been
approved and closed. These claims were covered under Resolution 4115
(2007).
Hazard Mitigation Grant 2023
In 2023, the District received a grant from Cal OES for the
development of its Hazard Mitigation Plan (HMP) under Cal OES’
Climate Adaption and Resilience Planning Program. The HMP project is
currently ongoing, and progress is reported to Cal OES on a quarterly
basis.
CONCLUSION:
The District has identified the following three staff positions as
knowledgeable and appropriate to work directly with Cal OES and FEMA:
(1)Finance Manager, (2) Safety and Security Specialist, and (3)
Environmental Compliance Specialist. These are the same positions
designated in the prior resolution.
This is a universal resolution and is effective for all open and
future disasters up to three (3) years from the date of Board
approval. The three-year limitation is established by Cal OES.
Adoption of this resolution will allow the designated positions to
approve and process requests for financial assistance for any
disaster occurring during the effective period of the resolution.
FISCAL IMPACT: Joe Beachem, Chief Financial Officer
This specific action does not authorize any spending or the receipt
of funds, it only facilitates future interactions to obtain financial
assistance.
STRATEGIC GOAL:
The District ensures its continued financial health through the
establishment of proper relief in the case of a natural disaster.
4
LEGAL IMPACT:
None.
Attachments: Attachment A – Committee Action
Attachment B – Resolution No. 4470
Attachment C – Cal OES Form 130 Attachment D - PowerPoint Slide
ATTACHMENT A
SUBJECT/PROJECT: Adopt Resolution No. 4470 Designating Specific Staff
Positions to be Authorized as Agents to Liaise with the
State of California, Office of Emergency Services (Cal
OES), on the District’s Behalf in All Matters Pertaining to
Disaster Assistance
COMMITTEE ACTION:
RESOLUTION NO. 4470
A RESOLUTION OF THE BOARD OF DIRECTORS OF
THE OTAY WATER DISTRICT
FOR DESIGNATION OF AGENTS TO
THE STATE OF CALIFORNIA,
OFFICE OF EMERGENCY SERVICES
WHEREAS, the Otay Water District Board of Directors have
been presented with a “Designation of Applicant’s Agent
Resolution” for the Otay Water District, authorizing its
agent(s) to execute for and on behalf of the District for the
purpose of obtaining federal financial assistance for any
existing or future grant program, including, but not limited to
any of the following:
-Federally declared Disaster (DR), Fire Mitigation
Assistance Grant (FMAG), California State Only Disaster (CDAA),
Immediate Services Program (ISP), Hazard Mitigation Grant
Program (HMGP), Building Resilient Infrastructure and
Communities (BRIC), Legislative Pre-Disaster Mitigation Program
(LPDM), under
-Public Law 93-288 as amended by the Robert T. Stafford
Disaster Relief and Emergency Assistance Act of 1988, and/or
state financial assistance under the California Disaster
Assistance Act.
-Flood Mitigation Assistance Program (FMA), under Section
1366 of the National Flood Insurance Act of 1968.
Attachment B
-National Earthquake Hazards Reduction Program (NEHRP) 42
U.S. Code 7704 (b)((2) (A) (ix) and 42 U.S. Code 7704 (b) (2)(B)
National Earthquake Hazards Reduction Program, and also The
Consolidated Appropriations Act, 2018, Div. F, Department of
Homeland Security Appropriations Act, 2018, Pub. L. No. 115-141
-California Early Earthquake Warning (CEEW) under CA Gov
Code – Gov, Title 2, Div. 1, Chapter 7, Article 5, Sections
8587.8, 8587.11, 8587.12; and
WHEREAS, the Board needs to authorize its agent(s) to
provide to the State Office of Emergency Services for all
matters pertaining to such state disaster assistance the
assurances and agreements required; and
WHEREAS, it is in the interest of the District to designate
agents;
NOW, THEREFORE, BE IT RESOLVED, DETERMINED AND ORDERED by
the Board of Directors of the Otay Water District that the
following three positions are so designated as Authorized
Agents: (1) Finance Manager; (2) Safety and Security Specialist;
and (3) Environmental Compliance Specialist.
PASSED, APPROVED AND ADOPTED by the Board of Directors of
Otay Water District at a board meeting held this 4th day of
March 2026, by the following vote:
Ayes:
Noes:
Abstain:
Absent:
________________________
President
ATTEST:
____________________________
District Secretary
STATE OF CALIFORNIA GOVERNOR’S OFFICE OF EMERGENCY SERVICESCal OES 130 Cal OES ID No:______________________
DESIGNATION OF APPLICANT'S AGENT RESOLUTION FOR NON-STATE AGENCIES
BE IT RESOLVED BY THE OF THE(Governing Body)(Name of Applicant)
THAT ,OR
(Title of Authorized Agent)
,OR(Title of Authorized Agent)
(Title of Authorized Agent)
is hereby authorized to execute for and on behalf of the , a public entity(Name of Applicant)established under the laws of the State of California, this application and to file it with the California Governor’s Office of Emergency
Services for the purpose of obtaining certain federal financial assistance under Public Law 93-288 as amended by the Robert T.Stafford Disaster Relief and Emergency Assistance Act of 1988, and/or state financial assistance under the California Disaster Assistance Act.
THAT the ________________________________________________, a public entity established under the laws of the State of California,(Name of Applicant)hereby authorizes its agent(s) to provide to the Governor’s Office of Emergency Services for all matters pertaining to such state disaster assistance the assurances and agreements required.
Please check the appropriate box below:
This is a universal resolution and is effective for all open and future disasters up to three (3) years following the date of approval below.
This is a disaster specific resolution and is effective for only disaster number(s) ________________________
Passed and approved this day of , 20
(Name and Title of Governing Body Representative)
(Name and Title of Governing Body Representative)
(Name and Title of Governing Body Representative)
CERTIFICATION
I,,duly appointed and of
(Name)(Title)
,do hereby certify that the above is a true and correct copy of a(Name of Applicant)
Resolution passed and approved by the of the
(Governing Body)(Name of Applicant)
on the day of , 2026 .
(Title)
Page 1
(Signature)
Cal OES 130 (Rev.9/13)
Attachment C
STATE OF CALIFORNIA GOVERNOR’S OFFICE OF EMERGENCY SERVICESCal OES 130 -Instructions
Cal OES Form 130 Instructions
A Designation of Applicant’s Agent Resolution for Non-State Agencies is required of all Applicants to be eligible to receive funding. A new resolution must be submitted if a previously submitted Resolution is older than three (3) years from the last date of approval, is invalid or has not been submitted.
When completing the Cal OES Form 130,Applicants should fill in the blanks on page 1. The blanks are to be filled in asfollows:
Resolution Section:
Governing Body: This is the group responsible for appointing and approving the Authorized Agents. Examples include: Board of Directors,City Council,Board of Supervisors,Board of Education, etc.
Name of Applicant:The public entity established under the laws of the State of California. Examples include: School
District, Office of Education, City, County or Non-profit agency that has applied for the grant, such as: City of San Diego,Sacramento County, Burbank Unified School District, Napa County Office of Education, University Southern California.
Authorized Agent: These are the individuals that are authorized by the Governing Body to engage with the Federal Emergency
Management Agency and the Governor’s Office of Emergency Services regarding grants applied for by the Applicant. There aretwowaysofcompleting this section:
1.Titles Only: If the Governing Body so chooses,the titles of the Authorized Agents would be entered here,not
their names.This allows the document to remain valid (for 3 years)if an Authorized Agent leaves the positionandisreplacedbyanotherindividual in the same title.If “Titles Only”is the chosen method,this document
must be accompanied by a cover letter naming the Authorized Agents by name and title. This cover letter canbe completed by any authorized person within the agency and does not require the Governing Body’s signature.
2.Names and Titles: If the Governing Body so chooses, the names and titles of the Authorized Agents would be
listed.A new Cal OES Form 130 will be required if any of the Authorized Agents are replaced, leave the positionlisted on the document or their title changes.
Governing Body Representative: These are the names and titles of the approving Board Members.Examples include: Chairman of the Board, Director,Superintendent,etc. The names and titles cannot be one of the
designated Authorized Agents, and a minimum of two or more approving board members need to be listed.
Certification Section:
Name and Title: This is the individual that was in attendance and recorded the Resolution creation and approval.
Examples include:City Clerk, Secretary to the Board of Directors,County Clerk,etc. This person cannot be one of thedesignated Authorized Agents or Approving Board Member (if a person holds two positions such as City Manager and Secretary to the Board and the City Manager is to be listed as an Authorized Agent, then the same person holding theSecretary position would sign the document as Secretary to the Board (not City Manager) to eliminate “SelfCertification.”
Page 2Cal OES 130 (Rev.9/13)
State of California, Office of Emergency Services
(Cal OES) –Authorized District Representatives
▪As part of the claims coordination and management process, the District must
designate specific agents to Cal OES by resolution every three (3) years.
▪Resolution No. 4422 (March 2023) designated three positions -Finance Manager,
Safety and Security Specialist, and Environmental Compliance Specialist -and expires
in March 2026.
▪Recommendation: Adopt Resolution No. 4470 designating the same three positions for
the three-year period from March 2026 to March 2029.
1
Attachment D
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 4
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)
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
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
The Hive Consulting
(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
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
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
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
2
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:
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
3
• 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.
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
4
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:
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
5
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.
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
6
• 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.
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
7
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.
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
8
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
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
9
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:
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
10
• 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:
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
11
• 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
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
12
➢ 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
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
13
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
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
14
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:
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
15
• 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
The Hive Consulting
(619) 505-9305 www.TheHive.Consulting
16
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.