HomeMy WebLinkAbout03-17-22 F&A Committee Packet 1
OTAY WATER DISTRICT
FINANCE AND ADMINISTRATION
COMMITTEE MEETING
and
SPECIAL MEETING OF THE BOARD OF DIRECTORS
BY TELECONFERENCE
2554 SWEETWATER SPRINGS BOULEVARD
SPRING VALLEY, CALIFORNIA
THURSDAY
March 17, 2022
1:30 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 COMMITTEE ON ANY SUBJECT MATTER WITHIN THE
COMMITTEE'S JURISDICTION INCLUDING AN ITEM ON TODAY'S AGENDA
This meeting is being held via teleconference. Members of the public may submit their
comments on agendized and non-agendized items by either of the following two meth-
ods:
a) If you wish to provide public comment directly - that is, live during the “Public
Participation” portion of the meeting - please complete and submit a Request to
Speak Form via email to BoardSecretary@otaywater.gov before the start of the
meeting. Your request to speak will be acknowledged during the “Public Partic-
ipation” portion of the meeting when the Committee will hear your comment.
When called to speak, please state your Name and the City in which you reside.
You will be provided three minutes to speak. The Committee is not permitted to
enter into a dialogue with the speaker during this time.
OR
b) If you wish to have your comment read to the Committee during the “Public Par-
ticipation” portion of the meeting, please email your comment to BoardSecre-
tary@otaywater.gov at least thirty minutes prior to the start of the meeting, and
it will be read aloud during the “Public Participation” portion of the meeting.
Please provide your Name and the City in which you reside, with your com-
ment. Your comment must not take more than three minutes to read. The
2
Committee is not permitted to respond to written public comment during this
time.
The District’s meeting is live streamed. Information on how to watch and listen to the
District’s meeting can be found at this link: https://otaywater.gov/board-of-
directors/agenda-and-minutes/committee-meetings/
DISCUSSION ITEMS
3. DISCUSSION AND DIRECTION REGARDING THE PROPOSED FY2023-FY2026
STRATEGIC PLAN (KERR) [15 minutes]
4. ADJOURNMENT
BOARD MEMBERS ATTENDING:
Mark Robak, Chair
Jose Lopez
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 670-2253 at least 24 hours prior
to the meeting.
Certification of Posting
I certify that on March 11, 2022 I posted a copy of the foregoing agenda near the regu-
lar meeting place of the Board of Directors of Otay Water District, said time being at least 24
hours in advance of the meeting of the Board of Directors (Government Code Section
§54954.2).
Executed at Spring Valley, California on March 11, 2022.
/s/ Tita Ramos-Krogman, District Secretary
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: April 6, 2022
PROJECT: Various DIV. NO.ALL
SUBMITTED BY: Michael Kerr, Information Technology Manager
APPROVED BY: Adolfo Segura, Chief of Administrative Services
Jose Martinez, General Manager
SUBJECT: DISCUSSION AND DIRECTION REGARDING THE PROPOSED FY2023-FY2026
STRATEGIC PLAN
GENERAL MANAGER’S RECOMMENDATION:
No recommendation. This is an informational item only.
COMMITTEE ACTION:
Please see “Attachment A”.
PURPOSE:
That the Board provide comments, input, and direction on the content
of the District’s proposed FY2023-FY2026 Strategic Plan, including
strategies, objectives, and performance metrics that were discussed
during the January 5, 2022, Board meeting.
ANALYSIS:
As a follow-up to the January 5, 2022, public Board meeting, and for
additional comments and input, staff is presenting the proposed FY2023-
FY2026 Strategic Plan strategies, objectives, performance metrics, and
associated targets. The plan proposes 11 strategies, 35 objectives,
AGENDA ITEM 3
and 34 key performance metrics for the District to accomplish
throughout the 4-year plan.
BACKGROUND:
Alignment of a shared vision and mission is considered essential for
the success of the agency. In preparation for the development of the
new District Strategic Plan, and noted during the January Board
meeting, staff from all departments participated in workshops to
identify, evaluate, and prioritize new strategies, objectives, and
review of key performance metrics.
The next step in building a new strategic plan is the development of
performance measures and expected outcomes across the agency,
incorporating benchmarks and best practices. Staff has engaged in
considerable discussion and effort in this regard with these workshops
to develop a robust set of performance measures and outcome targets
for every functional area to support the new plan. Additionally,
consistent with past strategic plans, performance measures were
benchmarked from a combination of local and regional water agencies
and AWWA (American Water Works Association) to support the District’s
new objectives.
On October 19, 2021, at the Board of Directors retreat, senior staff
presented preliminary high-level focus areas based on some of the
challenges identified through internal SWOT and brainstorming
activities. Staff also solicited input during the retreat to further
gain Board perspective and feedback was consistent with staff's new
list of objectives to include employee and leadership development,
infrastructure stability, financial viability, community
sustainability, and operational resiliency.
DISCUSSION:
The efforts described in this staff report will move the District to
a new strategic plan for the upcoming fiscal year. This plan is a
roadmap for how the District will respond to current challenges and
make the best of future opportunities for the benefit of our customers.
It reaffirms our mission “To provide exceptional water and wastewater
service to its customers, and to manage District resources in a
transparent and fiscally responsible manner.”
Staff has incorporated the information developed in the strategic
planning workshops into the attached “FY2023–FY2026 Strategic Plan
Draft” (see “Attachment B”) provided for the Board’s review,
discussion, and comments.
RECOMMENDATION:
That the Board provide comments, input, and direction and approve the
District’s FY2023-FY2026 Strategic Plan.
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 – FY2023–FY2026 Strategic Plan Draft
Attachment C – PowerPoint Presentation
ATTACHMENT A
SUBJECT/PROJECT: DISCUSSION AND DIRECTION REGARDING THE PROPOSED FY2023-
FY2026 STRATEGIC PLAN
COMMITTEE ACTION:
The Engineering, Operations, & Water Resources Committee, and the Finance
& Administration Committee reviewed this item at a meeting held on March
15 and 17, 2022, 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.
1
ATTACHMENT B
Customer: Enhance customer and community engagement to increase public awareness of the water
industry and the District, while continuing to provide superior customer service.
Strategy: Enhance and build public awareness of the District’s priorities, initiatives, programs, and
services.
Objectives:
• Collect and analyze customer feedback on District operations, projects, programs, service
experience, and expectations.
• Advance the District's web and social media presence.
• Enhance internal communications, tools, and technology to disseminate information to District
staff effectively.
• Enhance education, outreach, and communication tools to the public on the understanding of
water supply constraints and rates and how they affect/support a reliable water supply.
KPI:
▪ Answer Rate
▪ Technical Quality Complaint
▪ Potable Water Compliance Rate
▪ Implement Customer Opinion Survey (NEW)
Financial: Operate the District in a financially sustainable and transparent manner while maintaining a
Fair Rate Structure.
Strategy: Maintain a long-range financing plan that sets forth the long-term funding needs of the
District.
Objectives:
• Evaluate grant funding opportunities.
• Evaluate banking functions for lower cost and process efficiencies.
• Evaluate the District’s cash reserve policies to consider optimal uses and levels of reserves to
ensure financial resiliency.
• Conduct an evaluation of a health savings investment account program for an optional post-
employment benefit.
• Conduct a compensation study to evaluate labor industry conditions and the District’s
competitiveness.
Strategy: Invest in technology infrastructure to enhance customer engagement and satisfaction.
Objectives:
• Evaluate AMI (Advanced Metering Infrastructure) implementation in other service areas to
improve the District’s operations.
• Evaluate IVR (Interactive Voice Response)/online customer portal for water use management
and assistance.
2
KPI:
▪ CIP Project Expenditures vs. Budget
▪ Construction Change Order Incidence
▪ Billing Accuracy
▪ Sewer Rate Ranking
▪ Water Rate Ranking
▪ Water Debt Coverage Ratio
▪ Sewer Debt Coverage Ratio
▪ Reserve Level
▪ Accounts per FTE
▪ Distribution System Loss
▪ Planned Potable Water Maintenance Ratio in $
▪ Planned Recycled Water Maintenance Ratio in $
▪ Planned Wastewater Maintenance Ratio in $
▪ Direct Cost of Treatment per MGD
▪ Injury Incident Rate
Internal Business Process: Practice ongoing infrastructure renewal and organizational improvement
through planning and increased operational efficiency.
Strategy: Leverage the use of renewable and clean energy resources and reduce the use of hazardous
chemicals.
Objectives:
• Evaluate and implement energy-efficient systems.
• Evaluate and implement alternative energy opportunities.
• Advance Clean Fleet Regulations District Implementation Program of Zero or near Zero
Emissions Vehicles.
• Evaluate the District’s current chemical footprint and implement safer and more efficient
alternatives, where possible.
Strategy: Implement technologies to improve response time, security, and operational effectiveness.
Objectives:
• Conversion of the District’s enterprise GIS (ESRI) Geometric Network to a Utility Network Model.
• Conduct needs assessment/replacement of District’s financial management system.
• Maintain and regularly evaluate internal financial controls.
• Leverage Cityworks to further develop job task process standardization and work order cost
modeling.
Strategy: Develop appropriate water resource mix to meet the water reliability needs of the community.
Objectives:
• Use the Water Facilities Water Management Plan/Urban Water Management Plan to analyze
future needs and prescribe approaches to meeting future requirements.
3
• Evaluate City of San Diego’s recycled water purchase.
• Develop the District’s long-term water supply strategies and planning efforts with regional
partnerships.
Strategy: Respond to anticipated water shortages through rate structure modification, conservation
assistance, and outreach.
Objectives:
• Monitor and modify the Water Shortage Contingency Plan, as needed.
• Identify, evaluate, and implement new opportunities for recycled water, including potential for
potable reuse.
Strategy: Advancement of District's Asset Management Program.
Objectives:
• Standardization of Standard Operating Procedures (SOP) and Planned Job Observations (PJO).
• Develop long-term strategic operations and maintenance program (Total Asset Management).
• Collect and maintain accurate asset records, including criticality, maintenance history, asset
condition, and performance for continuous improvement.
• Cloud migration of the District’s enterprise GIS System (ESRI) and the associated Asset
Management and Field Applications.
Strategy: Cyber and Physical Security
Objectives:
• Advance the use of the District’s Supervisory Control and Data Acquisition (SCADA) system to
ensure a secure, reliable, and efficient management controls of the distribution system.
• Evaluate new disaster recovery solutions and advance the District’s enterprise business
continuity program.
KPI:
▪ Business Recovery Exercises (NEW)
▪ Vulnerability Assessment (NEW)
▪ Mark-out Accuracy
▪ Easement Evaluation and Field Inspection
▪ System Valve Exercising Program
▪ Potable Water Distribution System Integrity (Leaks)
▪ Potable Water Distribution System Integrity (Breaks)
▪ Recycled Water System Integrity (Leaks)
▪ Recycled Water System Integrity (Breaks)
▪ Sewer Overflow Rate
▪ Potable Tank Inspection and Cleaning
▪ Hydrant Maintenance Program
4
Learning and Growth: Foster a workforce culture of employee development and innovation.
Strategy: Coordinate workforce planning activities to determine future needs, identify gaps, and
implement actions to close the gaps.
Objectives:
• Maximize opportunities to develop employees through training and mentoring.
• Evaluate the implementation of learning and development programs in coordination with
partner agencies.
• Analyze and identify workforce trends to address critical gaps between the current workforce
and future needs.
Strategy: Improve Organization Effectiveness.
Objectives:
• Negotiate successor Memorandum of Understanding (MOU) with the employee association and
unrepresented employees to focus on employee recruitment and retention.
• Implement a cross-functional innovation committee to advance the District’s culture of
collaboration and process improvement among departments.
KPI:
▪ Employee Turnover Rate
▪ Training Hours per Employee
▪ Safety Training Program
OTAY WATER DISTRICT
STRATEGIC PLAN
WORKSHOP
ATTACHMENT C
DEC-FEB 2021OCT 19 2021SEPT 2021 OCT 7 2021 MAR –APRIL
2022
Meet with staff to discuss ideas
for the new Strategic Plan (SP)
DETERMINE POSITION
First draft of SP ideas and inputs
DEVELOP
STRATEGIES
Board of Directors Workshop/
Inputs & Direction
Develop formal goals,
strategies, objectives, and key
performance indicators (KPI’s)
BUILD PLAN
Present draft SP during
March committees and
April Board adoption
ADOPTION
Timeline
2
Themes in the Upcoming Plan
AGING WORKFORCE/
KNOWLEDGE TRANSFER
CULTURE (RETENTION &
RECRUITMENT OF TOP TALENT)
CUSTOMER SERVICE
FINANCIAL (BUSINESS SYSTEMS &
LONG-TERM BENEFIT COST ANAYLSIS)
CYBERSECURITY
RIGHT SIZING STOARGE &
DISTRIBUTION SYSTEM
ASSET MANAGEMENT
3
CUSTOMER
Enhance customer and community
engagement to increase public
awareness of the water industry and
the District, while continuing to
provide superior customer service
STRATEGIES
DESIRED OUTCOMES
•Enhance and build public awareness of the District’s priorities, initiatives, programs, systems, and
services | 4 Objectives
•Increase brand awareness,customer experience,efficiency,enhance social media presence,
provide customers information on the understanding of water rates/changes,state regulations,
etc.
4
PERFORMANCE MEASURES
•Answer Rate
•Technical Quality Complaint
•Potable Water Compliance Rate
•Implement Customer Opinion Survey (NEW)
FINANCIAL
Operate the District sustainably in a
financial manner while maintaining a
Fair Rate Structure
STRATEGIES
DESIRED OUTCOMES
•Maintain a long-range financing plan that sets forth the long-term funding needs of the District | 5 Objectives
•Invest in technology infrastructure to enhance customer engagement and satisfaction |2 Objectives
•Evaluate grant funding opportunities,water shortage contingency plan,evaluate cash reserves,
AMI technology,real-time water usage/online portal assistance,low-income assistance,etc.
•CIP Project Expenditures vs. Budget
•Construction Change Order Incidence
•Billing Accuracy
•Sewer Rate Ranking
•Water Rate Ranking
•Water Debt Coverage Ratio
•Sewer Debt Coverage Ratio
•Reserve Level
•Accounts per FTE
•Distribution System Loss
•Planned Potable Water Maintenance Ratio in $
•Planned Recycled Water Maintenance Ratio in $
•Planned Wastewater Maintenance Ratio in $
•Direct Cost of Treatment per MGD
•Injury Incident Rate
5
PERFORMANCE MEASURES
INTERNAL BUSINESS
PROCESS
Practice ongoing infrastructure
renewal and organizational
improvement through planning and
increased operational efficiency
STRATEGIES
•Leverage the use of renewable and clean energy resources and reduce the use of hazardous chemicals | 4 Objectives
•Implement technologies to improve response time, security, and operational effectiveness | 4 Objectives
•Develop appropriate water resource mix to meet the water reliability needs of the community | 3 Objectives
•Respond to anticipated water shortages through rate structure modification, conservation assistance, and outreach | 2
Objectives
•Advancement of District's Asset Management Program | 4 Objectives
•Cyber and Physical Security | 2 Objectives
DESIRED OUTCOMES
•Drought initiatives,contingency plan for water scarcity,long-term maintenance/operational savings,future sales analysis,
water supply/demand assessment,wastewater master plan update,etc.
•Energy saving opportunities,energy storage projects extend the life of the District's infrastructure;integration with SDG&E
for energy trends,peak/non-peak,duration reduction,and space requirements of main breaks
PERFORMANCE MEASURES
•Business Recovery Exercises (NEW)
•Vulnerability Assessment (NEW)
•Mark-out Accuracy
•Easement Evaluation and Field Inspection
•System Valve Exercising Program
•Potable Water Distribution System Integrity (Leaks)
•Potable Water Distribution System Integrity (Breaks)
•Recycled Water System Integrity (Leaks)
•Recycled Water System Integrity (Breaks)
•Sewer Overflow Rate
•Potable Tank Inspection and Cleaning
•Hydrant Maintenance Program
6
LEARNING AND GROWTH
Foster a workforce culture of
employee development and
innovation
STRATEGIES
DESIRED OUTCOMES
PERFORMANCE MEASURES
•Coordinate workforce planning activities to determine future needs, identify gaps and implement
actions to close the gaps | 3 Objectives
•Improve organizational effectiveness |2 Objectives
•Organizational analysis,FTE/staff management,department leveling (supervisor -FTE ratio),
new recruitment strategies,interdepartmental training for District staff,innovation committee/
incentives,building competitive pay and performance retention and hiring structure
•Employee Turnover Rate
•Training Hours per Employee
•Safety Training Program
7
8
KEY PERFORMANCE INDICATOR (KPI)FY19-21 AVERAGE FY22 TARGET FY23 TARGET/
AWWA BENCHMARK
Answer Rate 98.45%97%97%
*Technical Quality Complaint (AWWA)3.85 < 7.1 < 4.6 | 4.6
*Potable Water Compliance Rate (AWWA)100%100%100% | 100%
Implement Customer Opinion Survey (NEW)> 85%
9
KEY PERFORMANCE INDICATOR (KPI)FY19-21 AVERAGE FY22 TARGET FY23 TARGET/
AWWA BENCHMARK
CIP Project Expenditures vs. Budget 101%95% but not to exceed
100%≥ 95%
Construction Change Order Incidence 4.4%< 5%< 5%
Billing Accuracy 99.97%99.80%99.80%
Sewer Rate Ranking 4 Below 50th percentile (14)Below 50th percentile (14)
Water Rate Ranking 4 Below 50th percentile (11)Below 50th percentile (11)
Water Debt Coverage Ratio 208%150%150%
Sewer Debt Coverage Ratio 806%
(FY20-21 only)150%150%
Reserve Level 95%85%85%
Accounts per FTE 409 406 Target will be available in
FY22 Q4
Distribution System Loss 3.8%< 5%< 5%
Planned Potable Water Maintenance
Ratio in $72%66%70%
Planned Recycled Water Maintenance
Ratio in $66%70%70%
Planned Wastewater Maintenance Ratio
in $90%77%80%
Direct Cost of Treatment per MGD $1,147.55 $1,050 $1,315
Injury Incident Rate 3.13 < 4.1 Target will be available in
FY22 Q4
10
KEY PERFORMANCE INDICATOR (KPI)FY19-21 AVERAGE FY22 TARGET FY23 TARGET/
AWWA BENCHMARK
Business Recovery Exercises (NEW)2 per year
Vulnerability Assessment (NEW)2 per year
Mark-out Accuracy 99.98%100%100%
Easement Evaluation and Field Inspection 143%100%100%
System Valve Exercising Program 3663 valves 3080 valves 20%
*Potable Water Distribution Integrity (Leaks)
(AWWA)10.40 L/B 16 L/B
6 | 6
*Potable Water Distribution Integrity
(Breaks) (AWWA)6.2 | 6.2
Recycled Water System Integrity (Leaks)
3.07 L/B 6.6 L/B
6
Recycled Water System Integrity (Breaks)6.2
*Sewer Overflow Rate (AWWA)1.14 0 0 | 0
Potable Tank Inspection and Cleaning 9 8 8
Hydrant Maintenance Program
(Previously Main Flushing and Hydrant
Maintenance)
20%
11
KEY PERFORMANCE INDICATOR (KPI)FY19-21 AVERAGE FY22 TARGET FY23 TARGET/
AWWA BENCHMARK
Employee Voluntary Turnover Rate 2.7%< 5%< 5%
*Training Hours per Employee (AWWA)34.41 hours 12 hours 15.6 hours | 15.6 hours
Safety Training Program 47.16 hours 24 hours 24 hours