HomeMy WebLinkAbout08-20-19 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
TUESDAY
August 20, 2019
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 BUT NOT AN ITEM ON TODAY'S AGENDA
DISCUSSION ITEMS
3.REVIEW THE RESULTS OF THE 2019 EMPLOYEE SURVEY (WILLIAMSON) [5
minutes]
4.YEAR-END REPORT ON THE DISTRICT’S FISCAL YEARS 2019-2022 STRATEGIC
PERFORMANCE PLAN FOR FISCAL YEAR 2019 (SEGURA) [5 minutes]
5.ADJOURNMENT
BOARD MEMBERS ATTENDING:
Mitch Thompson, Chair
Mark Robak
2
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 through the District Secretary by contacting
her at (619) 670-2280.
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 670-2280 at least 24 hours prior
to the meeting.
Certification of Posting
I certify that on August 16, 2019 I posted a copy of the foregoing agenda near the reg-
ular meeting place of the Board of Directors of Otay Water District, said time being at least 24
hours in advance of the meeting of the Board of Directors (Government Code Section
§54954.2).
Executed at Spring Valley, California on August 16, 2019.
/s/ Susan Cruz, District Secretary
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: September 4, 2019
PROJECT: DIV. NO. ALL
SUBMITTED BY: Kelli Williamson
Human Resources Manager
APPROVED BY: Adolfo Segura, Chief, Administrative Services
Mark Watton, General Manager
SUBJECT: Present Results of the 2019 Employee Survey
GENERAL MANAGER’S RECOMMENDATION:
This is an informational item. No action is required.
COMMITTEE ACTION:
Please see “Attachment A”.
PURPOSE:
To present results of the 2019 Employee Survey.
ANALYSIS:
Via Board direction, staff conducted an employee survey. Employee surveys
measure employees’ opinions about compensation, workload, teamwork,
employees’ perceptions about management, resources and more. The
District conducts these surveys from time to time and the last survey
was conducted in 2010. The goal of these surveys is to gather information
and use the data to drive strategic initiatives to improve employee
engagement, enhance teamwork, and further the District’s mission
commitment.
Staff and the General Manager reviewed several providers and it was
determined to utilize the services of Rea & Parker Research. The District
used Rea & Parker Research in 2008 and 2010. Staff utilized most of the
same questions from prior surveys, with only minor updates as needed.
The survey was administered in May 2019. Employees each received an email
AGENDA ITEM 3
from the General Manger with an overview of the survey, followed-up by
an email from Rea & Parker Research. Employees entered data directly to
a private, secure server only accessible by Rea & Parker Research. Of
the 136 employees, 130 completed the survey, or 96% of the employees,
which is a very high participation rate.
As summarized in the report by Rea & Parker Research “The fundamental
conclusion to be drawn from the 2019 Employee Satisfaction Survey is
that Otay Water District employees are very satisfied with their
employment.” Rea & Parker Research will present highlights of the
findings in a presentation format (Attachment B). A summary of the
results can be found in the Otay Water District 2019 Employee
Satisfaction Survey (Attachment C). The results have been shared with
District staff.
FISCAL IMPACT: Joe Beachem, Chief Financial Officer
Funds were allocated in the budget and the cost to conduct the survey
was $13,000.
LEGAL IMPACT:
None.
Attachment A – Committee Action Report
Attachment B – PowerPoint Presentation
Attachment C – Otay Water District 2019 Employee Survey
ATTACHMENT A
SUBJECT/PROJECT: Present Results of the 2019 Employee Survey
COMMITTEE ACTION:
The Finance & Administration Committee reviewed this item at a meeting
held on August 20, 2019. The Committee supports 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.
2019 Employee Satisfaction Survey
Otay Water District
Rea & Parker Research
September, 2019
Attachment B
Methodology
Online survey—May 16, 2019
Taken at Otay Water District offices
99 questions
45 agreement/disagreement
45 importance
4 satisfaction
5 general/demographic
E-mail notices and reminders from GM on May 14and Rea & Parker Research on May 15
116 out of 136 employees participated by May 20
Additional time (until May 23) was provided forthose away or otherwise unable to participate—two follow up e-mails from Rea & Parker Research
Total participants by May 24 = 130/136 (96 percent)
2
Participants
72 percent male
Median age = 47.5
Median length of service = 11 years
7 percent 20 or more years
8 percent in first year
Department
Operations = 39 percent
Finance = 23 percent
Engineering = 21 percent
Administration = 17 percent
Position type
Non-management = 79 percent
Supervisor –Crew Leader = 10 percent
Management = 11 percent
3
Overall Satisfaction
▪The level of satisfaction among
employees with their being employed
by the Otay Water District is superior.
▪Employees rate their satisfaction with
being an employee of the Otay Water
District at a mean rating of 5.84 on a
scale of 1 = Highly Dissatisfied to 7 =
Highly Satisfied.
4
70 percent of employees rate their employment at 6 or 7 –85 percent rate it at 5, 6, or 7--(scale 1-7). This is indicative of a great deal ofsatisfaction
5
0%10%20%30%40%50%
1 = Highly
Dissatisfied
2
3
4
5
6
7 = Highly
Satisfied
1%
4%
3%
7%
15%
25%
45%
Overall Satisfaction as Employee of Otay Water District
Scale: 1 = Highly Dissatisfied...7 = Highly Satisfied
(Mean rating = 5.84)
Satisfaction Relative to Other
Public Sector Satisfaction Surveys
▪Employee satisfaction demonstrated in this
survey by Otay Water District employees isat the very highest level (85 percentsatisfaction above the midpoint (5,6,or 7)and 5.84 mean satisfaction on a 1-7 scale—
see slide 5).
▪In other public employee satisfaction surveys,45 percent to 85 percent of employees havedemonstrated satisfaction levels above the
midpoint on their respective satisfactionscales.
▪Mean satisfaction ratings in these other studieshave ranged between 3.7 and 5.7 (on 1-7scales or scales adjusted to equate to 1-7).
6
A notable percentage of employees (95 percent) stated that they would recommend the Otay Water District as a place of employment.
7
Yes, 95%
No, 5%
Recommend Otay Water District as Place of Employment
Compared to 2010
▪Overall satisfaction did not change
significantly from the 2010 employeesurvey.
▪When the individual substantivequestions and categorical means are
examined in greater detail, there are
considerably more increases in
agreement with the questions than
there are decreases, demonstrating,
once again, that the District is very well
regarded by its employees.
8
Survey Categories
The survey contained eight categories of questions as
follows:
Workplace and Resources
Safety emphasis, provision of necessary equipment and resources
Opportunities for Professional Growth
Training, advancement potential
Compensation and Benefits
Quality of pay and benefits
Management/Supervision
Management leadership qualities, supervisor encouragement
Employee Interaction
Teamwork, employees supportive
Feedback and Employee Evaluation
Constructive comments from supervisor, fair performance evaluation
Morale
Contributions valued, job security, rewarding work
Communications
Supervisor shares information, encouraged to communicate openly, timely responses fromsupervisor
9
The highest rated categories for agreement/satisfaction are Workplace and Resources and Compensation and Benefits.
10
1 2 3 4 5 6 7
Communications, 5.94
Morale, 5.68
Feedback and Employee Evaluation, 5.97
Employee Interaction, 5.92
Management/Supervision, 5.93
Compensation and Benefits, 6.04
Opportunities for Professional Growth,
5.47
Workplace and Resources, 6.08
Survey Categories: Agreement Means
Scale: 1 = Highly Disagree…7 = Highly Agree
(Overall Mean = 5.88)
The highest rated categories for importance are Compensation and Benefits, Morale and Management/Supervision.
11
1 2 3 4 5 6 7
Communications, 6.48
Morale, 6.64
Feedback and Employee Evaluation, 6.54
Employee Interaction, 6.62
Management/Supervision, 6.64
Compensation and Benefits, 6.73
Opportunities for Professional Growth, 6.38
Workplace and Resources, 6.60
Survey Categories: Importance Means
Scale: 1 = Very Unimportant…7 = Very Important
(Overall Mean = 6.58)
Key Individual Employment
Characteristics
Strongest associations (Pearson r correlations) betweenindividual characteristics and overall satisfaction
Management Team Provides Effective Leadership (Management/Supervision)
I am Optimistic about My Future Success with the District (Morale)
Management Team Makes Informed Decisions (Management/Supervision)
Employee Evaluation is Fair (Feedback/Employee Evaluation)
Department Morale is Good (Morale)
I am Fairly Paid for the Work I Do (Compensation and Benefits)
Pay is Competitive with Similar Organizations in the Area (Comp and Benefits)
My Morale is Good (Morale)
Comfortable Sharing Opinion About Work-Related Matters (Communication)
My Contributions are Valued (Morale)
Job Provides Opportunity to Advance My Skills (Opportunities for Prof. Growth)
12
Key Individual Employment
Characteristics
The core characteristics that make the OtayWater District an excellent place to work are:
Agreement/satisfaction above mean = 5.88 AND importanceabovemean = 6.58
Supervisor Provides Opportunity to Express Concerns
Supervisor Treats Me with Respect
Department Employees Share Information
Department Employees are Accountable for Their Work
Performance Evaluation is Fair
Understand How My Work Contributes to District Success
Department Employees Work as a Team
Department Employees Support Each Other
13
Key Individual Employment
Characteristics
Continued enhancement in the followingareas that already exhibit high levels ofemployee satisfaction can yield even furtherincreases in employee satisfaction:
Agreement/satisfaction below mean = 5.88 AND importanceabovemean = 6.58
Department Morale is Good
My Morale is Good
Have Job Security
Optimistic about Future Success with District
Supervisor Shares Information with Employees
My Contributions are Valued
Comfort Sharing Work-Related Opinion with Supervisor.
14
15
0%5%10%15%20%
Benefits-Compensation, 19%
Teamwork/High
Quality Employees,
18%
Morale/Employee
Recognition, 11%
Safety Priority, 7%
District's Financial Strength/Job Security,
6%
Customer Service/Excellent Reputation, 6%
Physical Improvements/Equipment, 6%
Communication with Management , 5%
Strategic Planning, 4%
Nintex/Technology, 4%
Open-Ended Question: Example of What Works Well at District
n = 98
One Thing That Can Be Improved
Employee Benefits and Compensation
Interdepartmental Communication
Advancement/Promotion from Within
Morale/Employee Recognition
16
0%
5%
10%
15%
20%
25%
20%
17%
12%
10%
7%6%6%5%5%
Open-Ended Question: One Thing That Can Be Improved
(n = 81)
Compensation and Benefits
Interdepartment Communication
Advancement/Promote from Within
Employee Morale/Recognition
Communication with Management/Management Style/Trust
Training/Professional Development
Better Equipment/Physical Amenities
Need More Technological Improvements
Human Resources Policies/Discipline
Conclusion
The Otay Water District is
clearly fulfilling its
responsibilities to its
employees to an outstandingly
high degree.
17
Rea & Parker Research
July 2019
2019 Otay Water District
Employee Satisfaction
Survey Report
Attachment C
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
ii
TABLE OF CONTENTS
Page
Executive Summary iii
Introduction 1
Methodology 1
Employee General Information/Demographics 4
Survey Findings 8
Overall Satisfaction 8
Agreement and Importance That the District
Exhibits Certain Employment-Related
Characteristics 9
Correlations: Characteristics Agreements
and Overall Satisfaction 12
Satisfaction/Importance Quadrant Analysis 13
Employee Indications of Things Going Well at District
and What Needs Improvement 14
Brief Overview of Differences from 2010 Employee Survey 16
Appendix:
Survey Instrument 18
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
iii
OTAY WATER DISTRICT: 2019 EMPLOYEE SURVEY
EXECUTIVE SUMMARY
The fundamental conclusion to be drawn from the 2019 Employee Satisfaction Survey is that Otay
Water District employees are very satisfied with their employment. In fact, the level of satisfaction demonstrated by employees of the District is superior. The Otay Water District is clearly fulfilling its responsibilities as an employer to an outstandingly high degree.
Employees rate their satisfaction with being an employee of the Otay WaterDistrict at a mean rating of 5.84 on a scale of 1 = Highly Dissatisfied to 7 = HighlySatisfied.
•Seven in ten (70 percent) employees rate their employment at 6 or 7 (indicative ofa great deal of satisfaction).
In other public employee satisfaction surveys, a range of 45 percent to 85 percentof employees has demonstrated satisfaction levels above the midpoint on theirrespective satisfaction scales. The percentage above the midpoint for overallsatisfaction among Otay Water District employees is 85 percent.
Further, mean satisfaction ratings in these other studies have ranged between 3.7and 5.7 (on 1-7 scales or scales adjusted to equate to 1-7). The mean overallsatisfaction is 5.84 for Otay Water District employees. By all reasonable
measures, the employee satisfaction demonstrated in this survey by Otay WaterDistrict employees is at the very highest level.
A notable percentage of employees (95 percent) stated that they wouldrecommend the Otay Water District as a place of employment.
The survey contained eight subsections that identified and categorized 45employment-related characteristics. Each of the eight category related means isaveraged to produce an overall agreement mean of 5.88.
Quadrant Analysis indicates that the core characteristics that make the Otay WaterDistrict an excellent place to work are:
The District promotes safety and all necessary resources and
equipment are available to do a good job.
Employees consider the benefit package to be good as well ascompetitive with other organizations, and they tend to understandbenefit plans.
Supervisors and managers are rated highly because they are open towork-related concerns. Moreover, supervisors treat employees withrespect.
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
iv
Employees understand their work goals and objectives and further
understand the relationship between their work and the success of theDistrict. Employees feel that their employee evaluation is fair.
In terms of morale, the District provides balance between work andpersonal life.
Employees indicate in their open-ended responses that Employee Benefits andCompensation, Teamwork/High Quality Employees, and Morale/EmployeeRecognition are the most positive characteristics of the Otay Water District.
Employees also indicate in their open-ended responses that Compensation andBenefits, Interdepartmental Communication, Advancement/Promotion fromWithin, and Morale/Employee Recognition are most in need of improvement.
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
1
OTAY WATER DISTRICT
2019 EMPLOYEE SURVEY
INTRODUCTION
The Otay Water District requested that a consultant conduct an employee survey to assess various
characteristics of job satisfaction among the 136 employees who work for the District. Rea & Parker
Research was selected to be the consultant that would draft, conduct, and analyze a web-based
Internet survey.
The survey (included in the appendix) contains 45 questions requesting employees to indicate the
extent to which they agreed or disagreed that certain positive employment characteristics were
provided and exhibited by the Otay Water District. Another 45 questions inquired as to the
importance or lack of importance that the employees attached to each of these characteristics. There
are also 4 satisfaction-based questions, and 5 general information questions for a total of 99
questions in total.
Methodology
Although much of the survey remained as it had been designed in 2008 and 2010, a review was
conducted with Otay Water District management staff in order to refine the survey so that it would,
even better than in previous surveys, achieve the goals and objectives of finding out key satisfaction
and importance opinions of the employees.
Three e-mails were sent to each employee—the first from the Otay Water District General Manager
on Tuesday, May 14, 2019, as follows:
To: All District Employees
From: Mark Watton, General Manager Date: May 14, 2019
Subject: Employee Survey
In our continuing commitment to create and maintain a professional work
environment for employees, the District is asking you to participate in an employee survey.
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
2
The survey is designed to provide you with an opportunity to voice your opinions
and observations about working at the District. Your participation in this survey is very important in helping the District in its continuing efforts to understand your perspective on work-related issues and to support and improve your experience as
an employee of the District.
Within a few days, you will receive another e-mail directly from the researchers –
Rea & Parker Research. This second e-mail will provide a unique username and password that will enable you to access the survey online.
There are no right or wrong answers, so just let us know what you think. All answers will be strictly anonymous, and responses will be summarized when reported. Your individual responses will go directly to the Rea & Parker Research
website and not be individually traceable or identifiable. The District will not be able to view individual results. The District will only receive information summarized by Rea and Parker Research.
Please look for the survey link in your e-mail. The District has set aside time
for you to complete the survey on Thursday, May 16, 2019. The survey should take approximately 15 minutes to complete and we ask that you complete the survey during the beginning of your work shift on Thursday. The survey can be completed
at your workstation, on your laptop/Tough Book or on your cell phone.
If you have any questions regarding this employee survey, you may contact Human
Resources or Rea and Parker at parker3@sdsu.edu or lrea@mail.sdsu.edu or at 858-279-5070.
Thank you in advance for your time and contribution,
Mark Watton
After working hours in the evening of Wednesday, May 15, 2019, the following e-mail went out to
all employees from Rea & Parker Research. This e-mail provided the link that had an embedded
unique username and password (for each employee) that would allow them to access the survey.
Dear ________________,
Earlier in the week, the District notified you by e-mail that it is conducting an
employee survey. As an employee of the Otay Water District, your participation in this survey is very important in helping the District in its continuing efforts to understand your perspective on work-related issues and to support and improve
your experiences as an employee.
When you are ready to begin the survey, which is expected to take approximately
15 minutes, please click on the link below. Each employee has his or her own distinct and unique link. Upon clicking the link, the survey will be accessible to you and you will be able to complete it and submit it to our confidential server. Your
individual answers will remain anonymous to the District.
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
3
You may complete the survey at your workstation computer or on your laptop or smart cell phone. If you use your cell phone, please be aware of three considerations:
1.Do not use your browser’s back button. That will take you out of thesurvey and you will lose any unsaved responses. To go back, use the
arrow provided in the survey instrument.2.If you omit a required question, your cell phone will take you back tothe beginning of the section and you may not see which question you
omitted. Please scroll down until you see the red notice answer(s)is/are required.3.Please be aware that the survey includes a rating scale of 1 to 7. If the
font size on your phone is set to a larger font, some of the indicatorsmay not appear on the limited space of the screen. Please scroll down,if needed, in the numbers section to click on the desired rating or adjust
the font size on your phone.
If you need to take a break while completing the survey, a save and continue option
is available. If you choose this option at any point during the survey, you will receive an e-mail under my name confirming that you have selected to save and
continue the survey at a later time.
Survey link: _________________________
If you have any questions, please e-mail me at parker3@sdsu.edu or you can contact Lou Rea at lrea@sdsu.edu.
Thank you in advance for your participation.
Sincerely,
Richard Parker, Ph.D. President, Rea & Parker Research P.O. Box 421079
San Diego, CA 92142-1079 858-279-5070
Each employee was able to use his or her own work computer, the employee’s personal computer,
or employee’s cell phone to access the survey link and to complete the survey.
By Monday, May 20, 116 out of the 136 employees had completed surveys. Some employees were
away on vacation and others did not complete the survey for reasons known only to them. A follow-
up e-mail on Monday, May 20 went to those employees who had yet to complete the survey, as
follows:
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
4
Otay Water District is conducting an Employee Survey. A link was sent to you on Thursday, May 16th. We are not yet in receipt of your employee survey response.
As an employee of the Otay Water District, your participation in this survey is very important in helping the District in its continuing efforts to understand your perspective on work-related issues and to support and improve your experiences as
an employee.
Therefore, if you could take just a few minutes to complete the survey, it would be
very much appreciated. The link is included below.
Please respond today, if possible, or no later than Thursday, May 23rd.
Thank you.
Richard A. Parker, Ph.D.
President
Rea & Parker Research P.O. Box 421079 San Diego, California 92142
858-279-5070
During that extended period, 14 additional employees submitted their surveys, resulting in 130
completed surveys (96 percent) and leaving 6 not completed. Data was then taken from the website
and loaded into SPSS (Statistical Package for the Social Sciences) for analysis. The report that
follows details the results and findings of this analytical process. The Appendix contains the
frequencies for each question and the questionnaire, itself.
Employee General Information/Demographics
Charts 1-5 depict certain demographic characteristics of Otay Water District employees who
responded to the survey (130 out of 136). Responding employees of the District are 72 percent male
(Chart 1).
The median age of employees is 47.5 (Chart 2), and they have worked for the Otay Water District
for a median of 11 years, with 7 percent having worked at the District for 20 or more years and 8
percent presently in their first year of employment (Chart 3).
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
5
Female, 28%
Male, 72%
Chart 1
Employee Gender
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Under 30, 6%
30 and under 40, 13%
40 and under 45, 19%
45 and under 50, 24%
50 and under 55, 18%
55 and over, 20%
Chart 2 Employee Age
(median age = 47.5)
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
6
Operations is the largest department (39 percent) followed by Finance (23 percent)—Chart 4, and
almost three-fourths of employees (79 percent) are non-management employees, including crew
leaders (Chart 5).
0%10%20%30%
8%
10%
5%
22%
30%
18%
7%
Chart 3 Employee Length of Service
(median length of service = 11 years)
20 years or more
15 years and under 20 years
10 years and under 15 years
5 years and under 10 years
3 years and under 5 years
1 year and under 3 years
Less than 1 year
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
7
Administrative
Services, General Manager, 17%
Engineering, 21%Finance , 23%
Operations, 39%
Chart 4 Department of Employment within Otay Water District
Non-Management Employee79%
Supervisor/Crew Leader10%
Management11%
Chart 5 Position Type
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
8
SURVEY FINDINGS
Overall Satisfaction
It is very clear that employees of the Otay Water District are quite satisfied with their employment.
Chart 6 shows that employees rate their satisfaction with being an employee of the Otay Water
District at a mean rating of 5.84 on a scale of 1 = Highly Dissatisfied to 7 = Highly Satisfied. Seven
in ten employees (70 percent) rate their employment at 6 or 7 (a further indication of a great deal of
satisfaction).
In other public employee satisfaction surveys, a range of 45 percent to 85 percent of employees has
demonstrated satisfaction levels above the midpoint on their respective satisfaction scales. The
percentage above the midpoint for overall satisfaction among Otay Water District employees is 85
percent. Further, mean satisfaction ratings in these other studies have ranged between 3.7 and 5.7
(on 1-7 scales or scales adjusted to equate to 1-7). The mean overall satisfaction is 5.84 for Otay
0%10%20%30%40%50%
1 = HighlyDissatisfied
2
3
4
5
6
7 = HighlySatisfied
1%
4%
3%
7%
15%
25%45%
Chart 6 Overall Satisfaction as Employee of Otay Water District
Scale: 1 = Highly Dissatisfied...7 = Highly Satisfied
(Mean rating = 5.84)
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
9
Water District employees. By all reasonable measures, the employee satisfaction demonstrated in
this survey by Otay Water District employees is at the very highest level.
In the current survey, employees state overwhelmingly (95 percent) that they would recommend the
Otay Water District as a place of employment. This is a remarkably high percentage representing
124 of the 130 respondents to this question on the survey—Chart 7.
This report does not delve into the survey results question-by-question—everything is very highly
regarded. This report, therefore, will discuss the findings much more broadly.
Agreement and Importance That the District Exhibits Certain Employment-Related Characteristics
The survey contains several subsections, eight of which identified and categorized 45 positive
employment-related characteristics and sought employee indications of the extent to which the
employees agreed or disagreed that the Otay Water District exhibited these characteristics and how
important these characteristics were to them as employees (totaling 90 questions). Response
categories were offered by the employees on a 1-to-7 scale, with 1 being Highly Disagree and 7
Yes, 95%
No, 5%
Chart 7Recommend Otay Water District as Place of Employment
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
10
being Highly Agree that the Otay Water District demonstrates these beneficial employment
characteristics and with 1 being Very Unimportant and 7 being Very Important in terms of rating
the importance of these characteristics.
These eight categories of questions are as follows, with examples of the individual questions listed
below each category:
Workplace and Resources
o Safety emphasis, provision of necessary equipment and resources)
Opportunities for Professional GrowthoTraining, advancement potential
Compensation and BenefitsoQuality of pay and benefits
Management/Supervision
o Management leadership qualities, supervisor encouragement
Employee Interaction
o Teamwork, employees supportive
Feedback and Employee EvaluationoConstructive comments from supervisor, fair performance evaluation
Moraleo Contributions valued, job security, rewarding work
Communications
o Supervisor shares information, encouraged to communicate openly, timelyresponses from supervisor
In addition, there were 4 general satisfaction-based questions, and 5 general
information/demographic questions. The technical appendix to this report contains the full
distribution of responses to all 99 of these questions; however, for purposes of this report’s analytical
text, the mean rating on the 1-7 scale will be used to convey the findings.
Chart 8 serves as a compilation and summary of the agreement data from the survey. Each of the
eight category-related means is averaged to produce an overall agreement mean of 5.88. This chart
shows that the categories of Workplace and Resources (mean = 6.08), Compensation and Benefits
(mean = 6.04), Feedback and Employee Evaluation (mean = 5.97), and Communication (mean =
5.94) exhibit higher levels of agreement among Otay Water District employees that their jobs
possess beneficial work-related characteristics. Opportunities for Professional Growth (mean =
5.47) and Morale (mean = 5.68) demonstrate somewhat lower degrees of agreement.
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
11
Chart 9 portrays the mean ratings for each survey category regarding Importance. In all cases,
mean Importance is greater than mean Agreement. The average of the eight category Importance
means is an overall mean of 6.58. Compensation and Benefits ranks highest in importance (mean =
6.73) followed by Morale and Management/Supervision (each with a mean of 6.64), Employee
Interaction (6.62) and Workplace and Resources (mean = 6.60). On the other hand, employees
regard Opportunities for Professional Growth (mean = 6.38) and Communications (mean = 6.48) as
less important than the other categories, but obviously still quite important.
1 2 3 4 5 6 7
Communications, 5.94
Morale, 5.68
Feedback and Employee Evaluation, 5.97
Employee Interaction, 5.92
Management/Supervision, 5.93
Compensation and Benefits, 6.04
Opportunities for Professional Growth, 5.47
Workplace and Resources, 6.08
Chart 8Survey Categories: Agreement Means
Scale: 1 = Highly Disagree…7 = Highly Agree (Overall Mean = 5.88)
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
12
Correlations: Characteristic Agreements and Overall Satisfaction
Pearson's r measures of association are used here to measure the relationship between the
employees’ level of agreement with the various characteristics and their level of overall satisfaction.
High values of Pearson’s r are indicative of strong relationships between the variables. In the
situation at hand, high values of Pearson’s r represent a greater association between the various
levels of agreement and overall satisfaction. The Pearson’s r values for all 45 associations are
statistically significant; however, not all of the relationships can be considered to be strong
relationships. All relationships are positive in nature, meaning that as agreement increases,
satisfaction also increases. Among these relationships between overall satisfaction and the
characteristics of agreement, there are 11 such relationships that can be categorized at or very near
what is accepted as a strong relationship (r > .6) and they are shown in Table 1.
1 2 3 4 5 6 7
Communications, 6.48
Morale, 6.64
Feedback and Employee Evaluation, 6.54
Employee Interaction, 6.62
Management/Supervision, 6.64
Compensation and Benefits, 6.73
Opportunities for Professional Growth, 6.38
Workplace and Resources, 6.60
Chart 9 Survey Categories: Importance Means
Scale: 1 = Very Unimportant…7 = Very Important (Overall Mean = 6.58)
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
13
The strongest relationships with Overall Satisfaction occur with Management Team Provides
Effective Leadership (.716), I am Optimistic about My Future Success with the District (.669), and
Management Team Makes Informed Decisions (.637). Enhancement of these characteristics and
others in Table 1 (with categories provided parenthetically) can be expected to lead to increases in
overall employee satisfaction.
Table 1 Strong Associations Between Agreement Characteristics and Overall Satisfaction
Characteristic (Category) Pearson’s r
Management Team Provides Effective Leadership (Management/Supervision) .716
I am Optimistic about My Future Success with the District (Morale) .669
Management Team Makes Informed Decisions (Management/Supervision) .637
Employee Evaluation is Fair (Feedback/Employee Evaluation) .618
Department Morale is Good (Morale) .601 I am Fairly Paid for the Work I Do (Compensation and Benefits) .601
Pay is Competitive with Similar Organizations in the Area (Compensation and Benefits) .595
My Morale is Good (Morale) .589 Comfortable Sharing Honest Opinion About Work-Related Matters (Communication) .570
Contributions are Valued (Morale) .563 Job Provides Opportunity to Advance My Skills (Opportunities for Professional Growth) .562
Satisfaction/Importance Quadrant Analysis
Levels of agreement can be mapped on charts with importance such that agreement is graphically
measured against how important an issue tends to be. In Quadrant Analysis, high agreement and
high importance represent characteristics that are indicative of what makes the Otay Water District
an excellent place of employment.
The following core characteristics make the Otay Water District a desirable place to work.
Employees are appreciative that the District promotes safety and that all necessary resources,
equipment, and information are available to do the job effectively. Employees consider the benefit
package good as well as competitive with other organizations. Employees also find the benefit plan
to be understandable. Such characteristics represent the strength of Otay Water District as an
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
14
employer. Supervisors and managers who directly supervise employees are rated highly because
they provide opportunities for employees to express concerns. Further, supervisors treat employees
with respect and enable department employees to share work-related information. Employees feel
they are accountable for their work, their performance evaluation is fair, and the District understands
how an employee’s work contributes to District success. In the categories of Morale and
Communication, employees recognize that the District supports balance of work and personal life
and enables employees to understand work goals and objectives.
Continued improvement in the following areas may yield further increases in employee satisfaction:
improvement in department as well as individual morale, a sense of job security, greater optimism
about future success with the District, and more sharing of information between supervisors and
employees.
Employee Indications of Things Going Well at District and What Needs Improvement
The summary of the differences between agreement and importance by category in Chart 8 and
Chart 9, the analysis of Pearson’s r correlations, and the Quadrant Analysis provide information
about what is working well and what can be improved at the Otay Water District. Besides this
information, two open-ended questions were included in the survey that asked employees of the
District to provide an example of what is working well and what one thing needs improvement.
These open-ended responses were categorized and recorded. Chart 10 shows the categorized
responses to what is working well, and Chart 11 depicts those things that employees indicate to
need improvement.
Chart 10 indicates that 98 of the 130 surveyed employees (75 percent) provided an example of what
works well at the Otay Water District. Employee Benefits and Compensation were cited by 19
percent of the respondents. Teamwork /High Quality Employees was cited by 18 percent of the
respondents, followed by Morale/Employee Recognition (11 percent).
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
15
Of the 130 total respondents, 81 (62 percent of all surveyed employees) provided a response to what
could be improved. Chart 11 reflects the categorized responses and shows that Compensation and
Benefits is the most frequently cited characteristic in need of improvement (20 percent), followed
by Interdepartmental Communication (17 percent). Advancement/Promote from Within was
mentioned by 12 percent. Employee Morale/Recognition was mentioned as needing improvement
by 10 percent and Management Communication/Style/Trust by 7 percent.
0%5%10%15%20%
Benefits-Compensation, 19%
Teamwork/High Quality Employees, 18%
Morale/Employee Recognition, 11%
Safety Priority, 7%
District's Financial Strength/Job Security, 6%
Customer Service/Excellent Reputation, 6%
Physical Improvements/Equipment, 6%
Communication with Management , 5%
Strategic Planning, 4%
Nintex/Technology, 4%
Chart 10Example of What Works Well at District
n = 98
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
16
Brief Overview of Differences from 2010 Employee Survey Results
Overall satisfaction did not change significantly from the 2010 employee survey. Most questions
were answered much the same as they were in 2010; however, when the individual substantive
questions and categorical means are examined in greater detail, there are considerably more
increases in agreement with the questions than there are declines, demonstrating, once again, that
the District is very well regarded by its employees. The Otay Water District is clearly fulfilling its
responsibilities as an employer to an outstandingly high degree.
0%
5%
10%
15%
20%
25%
20%
17%
12%
10%
7%6%6%5%5%
Chart 11
One Thing That Can Be Improved(n = 81)
Compensation and Benefits
Interdepartment Communication
Advancement/Promote from Within
Employee Morale/Recognition
Communication with Management/ManagementStyle/TrustTraining/Professional Development
Better Equipment/Physical Amenities
Need More Technological Improvements
Human Resources Policies/Discipline
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
17
APPENDIX
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
18
OTAY WATER DISTRICT
EMPLOYEE SURVEY
Section A Employee Work Satisfaction
For each statement below, please indicate your level of agreement or disagreement on a scale of
1 to 7, where 1 is highly disagree and 7 is highly agree. Then, indicate how important each topic
is to you. Again, use a scale from 1 to 7, where 1 is very unimportant and 7 is very important.
1.Workplace and Resources
a.The District promotes safety in the workplace.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
b.I have all the resources and equipment necessary to perform my job well.
c.I have the information to do my job effectively.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
d.I have adequate time to complete my work.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
e.I have appropriate authority to do my job.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
19
2.Opportunities for Professional Growth
a.My job provides opportunities to advance my skills and abilities.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
b.I receive the training I need to do my job well.
c.I have opportunities to be innovative in carrying out my job.
d.I am afforded the opportunity to receive the training I need for potential career
advancement.
3.Compensation and Benefits
a.I am fairly paid for the work I do.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
b.I feel that the pay I receive is competitive with similar jobs in similar organizations in
the area.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
c.The benefit package provided by the District is good.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
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d.I feel that the benefit package provided by the District is competitive with benefits
provided by similar organizations in the area.
.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
e.I understand my benefit plans.
4.Management/Supervision
For questions 4a and 4b, the “management team” refers to the team of supervisors,
managers and Senior Management.
a.I feel that the management team makes informed decisions.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
b.The management team demonstrates effective leadership skills.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
For questions 4c through 4g and Sections 6 and 8, please consider
your supervisor to be that person to whom you directly report and
conducts your performance review.
c.My supervisor/manager provides me an opportunity to express my thoughts and
concerns.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
d. My supervisor/manager treats me with respect.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
21
e. My supervisor/manager encourages me to learn new skills.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
f. My supervisor/manager emphasizes practicing good customer service on a regular
basis.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
5. Employee Interaction
a. The employees in my department work well as a team.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
b. Employees in the District are generally supportive of each other.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
c. Employees in my department share relevant work-related information.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
d. Employees in my department are held accountable for their work.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
e. My ideas and opinions are taken into consideration at work.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
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6. Feedback and Employee Evaluation
NOTE: Question 6b has a “Not Applicable” option for those respondents to this survey
who are new to the District and have not received a performance evaluation.
a. I receive constructive feedback from my supervisor/manager that helps me improve
my performance.
b. Overall my employee performance evaluation is fair.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 NA 1 2 3 4 5 6 7 NA
c I am recognized by my supervisor/manager when I do a good job.
d. I understand how my work contributes to the success of the District.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
7. Morale
a. Morale in my department is generally good.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
b. My morale at work is generally good.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
c. I feel that the contributions I make are valued.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
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d. The District has practices that are supportive of balancing work and personal life.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
e. I feel that I have job security.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
f. I am optimistic about my future success with the District.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
g. My work is rewarding.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
8. Communication:
NOTE: Question 8h has a “Don’t Know” (“DK”) option for those respondents to this
survey who are new to the District and do not know the answer to this question.
a. My supervisor/manager does a good job of sharing information with department
employees.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
b. I understand my work goals and objectives.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
c. I am encouraged to provide input regarding work-related matters.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
d. I am encouraged to communicate openly.
Highly Highly Very Very
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
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Disagree Agree Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
e. I feel comfortable sharing my honest opinion about work-related matters with my
supervisor/manager.
f. I receive timely responses from my supervisor/manager to issues that are most
important to me.
g. I am afforded an opportunity to participate in goal setting for my department.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
h. Employee information meetings are helpful to keep me informed about District
matters.
Highly Highly
Disagree Agree
Very Very
Unimportant Important
1 2 3 4 5 6 7 DK 1 2 3 4 5 6 7 DK
i. The District does a good job in sharing information with its employees about the
District.
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Section B Overall Employee Satisfaction
9. Overall, how satisfied are you as an employee of the District?
Highly Highly
Dissatisfied Satisfied
1 2 3 4 5 6 7
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Highly Highly
Disagree Agree Very Very
Unimportant Important
1 2 3 4 5 6 7 1 2 3 4 5 6 7
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
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10.What is the best example of something that is going well at the District?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
11.What would be the one thing that could be further improved at the District?
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
___________________________________________________________________________
12.Would you recommend the District as a place of employment?
1.Yes 2.No
Section C General Information
Please provide the following information as it relates to you. This information is used for
data comparison purposes only.
13.Department within the Otay Water District
1.Administrative Services/General Manager
2.Engineering
3.Finance
4. Operations
Otay Water District Rea & Parker Research 2019 Employee Survey Report July 2019
26
14.Length of service with Otay Water District
1.0 to 1 year
2.1 year to 3 years
3.3 years to 5 years
4.5 years to 10 years
5.10 years to 15 years
6.15 years to 20 years
7.20 years or more
15.Position Type
1. Non-supervisory employee, including crew leader
2.Supervisor
3.Manager/Department Chief/ GM
16.Age
1.Under 25
2.25 and under 30
3.30 and under 35
4.35 and under 40
5.40 and under 45
6.45 and under 50
7.50 and under 55
8.55 and over
17.Gender
1.Female
2.Male
1
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: September 4, 2019
PROJECT: Various DIV. NO. ALL
SUBMITTED BY: Adolfo Segura, Chief of Administrative Services
APPROVED BY: Mark Watton, General Manager
SUBJECT: FY19 YEAR-END REPORT FOR THE DISTRICT’S FY19-22 STRATEGIC PLAN
GENERAL MANAGER’S RECOMMENDATION:
No recommendation. This is an informational item only.
COMMITTEE ACTION:
Please see “Attachment A”.
PURPOSE:
To provide a year-end report on the District’s FY19-22 Strategic
Performance Plan for FY19.
ANALYSIS:
Summary
The current Otay Water District Strategic Plan is a four-year plan
ranging from the start of FY19 through the end of FY22. This report
details the year-end results for the first year of our four-year plan.
Objectives – Target 90%
Strategic Plan objectives are designed to ensure the District is
executing mission designed objectives and making the appropriate high-
level changes necessary to guide the agency, meet new challenges,
and positively adapt to change. FY19 year-end results are on target at
94%, with 34 of 36 active items completed or on schedule. One (1)
objective is not on target, and one (1) objective is on hold.
AGENDA ITEM 4
One (1) Objective Not on Target:
1.Customer Electronic Communication and Outreach - Due the previous
supervisor retiring, the new supervisor and staff have not completed
the following items:
a.Evaluating process of recorded customer service calls
b.Evaluating exit surveys
c.Options for expanding text messages to customers
Staff anticipates being back on track at the beginning of FY21.
One (1) Objective on Hold:
1.Evaluate feasibility of incorporating electronic and hybrid vehicles
into District fleet - Electric vehicle technology is advancing but
has not yet achieved the economies necessary to make it feasible for
District adoption. Staff will continue to monitor the sector.
Key Performance Indicators (KPI’s) – Target 75%
KPI’s are designed to track the District’s day-to-day performance.
These items measure the effectiveness and efficiency of essential
operational services. The overall goal is that at least 75% of these
KPI’s be rated “on target”. FY19 year-end results are above target at
83%, with 34 of 41 items achieving the desired level or better.
KPI’s are based on established AWWA performance benchmarks. Six (6)
measures are reported at year’s end:
0
2
4
6
8
10
12
14
16
18
ON SCHEDULE BEHIND ON HOLD NOT STARTED
34
1 1
13
On Schedule Behind On Hold Not Started
34 of 36 Active Objectives are On Target (94%)
3
•Water Debt Coverage
•Reserve Level
•Accounts Per FTE
•Leak Detection Program
•Injury Incident Rate
•Enterprise Technology Services
KPI’s Not on Target
1.CIP Project Expenditures vs. Budget: Year-to-date CIP expenditures
amounted to $25,716,000 vs. the budgeted amount of $24,529,000. More
progress was made in FY19 than anticipated on the following projects:
a.870-2 Pump Station
b.Campo Road Sewer Replacement
c.Hidden Mesa Water Main Replacement
d.Vista Vereda Water Main Replacement
2.Overtime Percentage: Year-to-date expenditures amounted to $193,746
vs. the budgeted amount $149,900. Fourth quarter results were below
target ($41,573 actuals vs. $42,300 budgeted); however, the year-to-
date overtime variance was primarily driven by after-hour service
calls between December 21st and December 31st.
3.Direct Cost of Treatment per MGD: The year-to-date result is
$1,071.66 vs. the year-to-date target of $1,050.00. The target was
not met due to the Treatment Plant shutdown for scheduled CIP
maintenance on the Steele Canyon Lift Station and headworks
0
2
4
6
8
10
12
14
16
18
ON TARGET NOT ON TARGET
34
7
On Target Not on Target
34 of 41 Key Performance Indicators are On Target (83%)
4
improvements. This resulted in lower effluent production. In
addition, there were also unscheduled repairs to the large drum
screen during the 4th quarter.
4.Mark-out Accuracy: Year-to-date staff completed 4,175 mark-outs with
2 hits resulting in a 99.96% accuracy rate. In the 1st quarter, the
District’s as-needed consultant missed marking a 2” water service
lateral, and in the 4th quarter Man General Engineering Inc., hit an
unmarked 2” air and vacuum valve lateral on Willow Glen. Both
incidents resulted in no water loss and zero customers were impacted.
5.Sewer Overflow Rate: There were zero (0) overflows in the 4th quarter,
however, the year-to-date target was not met due to one (1) sewer
overflow in the 3rd quarter. This was caused by a contractor dropping
pipe debris in a manhole.
6.Emergency Facility Power Testing: Year-to-date 34 out of 36 sites
were tested. The last two portable pump tests were halted by
Engineering due to structural concerns. Pumps will be retrofitted in
the 1st quarter of FY20 and testing will resume for the locations
missed.
7.Potable Tank Inspection and Cleaning: Year-to-date 7 out of 8 sites
were inspected and cleaned. There was an unexpected delay with the
711-3 cover and liner replacement. It is expected to be back on track
by the 1st quarter in FY20.
Next Steps
Staff will continue to execute the plan’s objectives and key performance
indicators and track emerging trends.
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 B”).
Strategic Plan is available on the Board VPN
All of the Strategic Plan results and associated details are provided
in a real-time, interactive web-based application available to the Board
via secured remote access, VPN. The District Secretary can facilitate
any password or access issues.
5
FISCAL IMPACT:Joe Beachem, Chief Financial Officer
Informational item only; no fiscal impact.
STRATEGIC GOAL:
Strategic Plan and Performance Measure reporting is a critical element
in providing performance reporting to the Board and staff.
LEGAL IMPACT:
None.
ATTACHMENTS:
Attachment A – Committee Action Report
Attachment B – PowerPoint Presentation
6
ATTACHMENT A
SUBJECT/PROJECT: FY19 YEAR-END REPORT FOR THE DISTRICT’S FY19-22 STRATEGIC
PLAN
COMMITTEE ACTION:
The Finance & Administration, and Engineering, Operations & Water
Resources Committee reviewed this item at a meeting held on August 20
and 23, 2019, 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.
FY19 Year-End Report
Otay Water District
Strategic Plan
Attachment B
Strategies and objectives are
actionable steps or plans designed
to achieve the vision/mission of the
organization.
The Regulatory Site in Rancho San Diego includes four reservoirs, two pump stations, and disinfection facilities.
94%
34 Objectives
TRENDS
ON TARGET/COMPLETED
TARGET
90%
TOTAL OBJECTIVES
49
NOT ON TARGET
OBJECTIVES
ON HOLD
3%
1 Objective
3%
1 Objective
75%
85%
95%
FY15 FY16 FY17 FY18 FY19
COMPLETED
10
NOT STARTED13
RESULT TARGET
ACTIVE
36
1.I02.1 Customer electronic communication and outreach.
NOT ON TARGET | 3%
Objectives
1.I08.2 Evaluate feasibility of incorporating electric and hybrid vehicles into District fleet.
ON HOLD | 3%
NOT STARTED | 13
Objectives
1. F02.2 In support of the Engineering Department, conduct recycled water and sewer business financial analysis. (FY20 Q1)
2. F03.1 Enterprise Resource Planning (ERP)/Customer Information System (CIS)/Customer Relationship Management (CRM) validation and replacement evaluation. (ERP -FY21 Q1)
3. F03.03 Evaluate enhancements to, or replacement, of the rate model program. (FY20 Q1)
4. F03.4 Implement Paperless Account Payable (AP) solution. (FY20 Q1)
5. I01.1Evaluation of Advanced Metering Infrastructure (AMI) technology. (FY21 Q1)
6. I01.3 Optimize Global Positioning System (GPS) fleet assignment and routing operation. (FY20 Q1)
7. I02.2 Enterprise Resource Planning (ERP)/Customer Information System (CIS)/Customer Relationship Management (CRM) validation and replacement evaluation. (CIS/CRM -FY21 Q1)
8. I03.1 Evaluate on-boarding programs and implement, if determined necessary. (FY21 Q1)
9. I03.3 Pilot cloud-based human capital performance management system and implement, if determined necessary. (FY21 Q1)
10. I06.1 Deploy ArcGIS Pro for 3D Analysis. (FY21 Q1)
11. I06.3 Migrate Geographic Information System (GIS) data structure from geometric network to utility network. (FY21 Q1)
12. I06.4 Standardization of District asset data and collection process. (FY20 Q1)
13. L01.2 Review and enhance knowledge transfer process to ensure retention of District knowledge. (FY22 Q1)
Key Performance Indicators show progress toward a desirable outcome and
monitor operational performance
50%
60%
70%
80%
90%
100%
FY15 FY16 FY17 FY18 FY19 LEARNING AND GROWTH
CUSTOMERTRENDS
ON TARGET
KEY PERFORMANCE
INDICATORS
FINANCIAL
TARGET
INTERNAL BUSINESS
PROCESSES
75%
TOTAL KPIs
41 REPORTED QUARTERLY35 REPORTED ANNUALLY6
17%
7 KPIs
NOT ON TARGET
83%
34 KPIs
RESULT TARGET
1.F1.01 CIP Project Expenditures vs. Budget
2.F1.01 Overtime Percentage
3.F1.17 Direct Cost of Treatment per MGD
4.I1.02 Mark-out Accuracy
5.I1.13 Sewer Overflow Rate
6.I1.14 Emergency Facility Power Testing
7.I1.15 Potable Tank Inspection and Cleaning
NOT ON TARGET | 17%
KPI’s
Aerial view of the Ralph W. Chapman Reclamation Plant.
98.12%98.00%
98.38%
96%
97%
97%
98%
98%
99%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
C1.01 Answer Rate
Target: 97% average answer rate per quarter annually.
TARGET
Calculation: YTD number of all calls answered/ YTD number of all calls received
C1.02 Technical Quality Complaint (AWWA)
Target & AWWA: No more than 7.1
complaints per 1000 customer accounts
annually.
3.94 4.20
3.55
0
1
2
3
4
5
6
7
8
9
10
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET & AWWA BENCHMARK
75th Percentile for population served between
100,0001-500,000 (combined utilities).
Calculation: YTD number of technical quality
complaints per year/ YTD number of active
customer accounts per reporting period)
C1.03 Potable Water Compliance Rate (AWWA)
Target & AWWA: 100% of all health related drinking water standards per quarter annually.
100%100%100%
90%
95%
100%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET & AWWA BENCHMARK
75th Percentile for population served between 100,0001-500,000 (water).
Calculation: Number of days the primary health regulations are met/Number of days in the reporting period
F1.01 CIP Project Expenditures vs. Budget
Target: 95% of budget but not to exceed 100% annually.
109.1%
97.4%
104.8%
85%
90%
95%
100%
105%
110%
115%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: YTD expenditures/Annual budget
870-2 Pump Station.
F1.02 Construction Change Order Incidence
Target: No more than 5% annually.
1.5%1.3%
3.1%
0%
1%
2%
3%
4%
5%
6%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: Total cost of Change Orders (not including
allowances)/Total original construction contract amount (not including
allowances)
The District’s contractor, Pacific Hydrotech Corporation, working on the 870-
2 Pump Station Gallery concrete pour.
F1.03 O&M Cost Per Account
Target: Less than $571.00 per account annually.
$517.00
$549.00 $548.00
$480
$500
$520
$540
$560
$580
$600
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
Target is based on Operating Budget.
Calculation: YTD total operations O&M costs/Number of accounts
District Staff performing maintenance
work in Rancho San Diego Community
F1.04 Billing Accuracy
Target: 99.8% billing accuracy per quarter annually.
99.99%99.98%99.94%
95%
96%
97%
98%
99%
100%
101%
2017 2018 2019
TARGET
YE
A
R
-EN
D
R
E
S
U
L
T
Calculation: YTD number of correct bills/YTD number of total of accurate bills
F1.05 Overtime Percentage
Target: Less than 100% of budgeted
overtime per quarter annually.
Target is based on Operating Budget and
historical trends; FY19 Overtime Budget is
$149,900.
Calculation: YTD actual overtime costs
(including comp time)/YTD budgeted overtime
costs
118%
100%
129%
90%
95%
100%
105%
110%
115%
120%
125%
130%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
F1.06 Sewer Rate Ranking
Target: Bottom 50th percentile for the
28 sewer service providers in San
Diego.
Otay ranks 3 out of 28 sewer service providers.
Calculation: Ranking for the average monthly
sewer bill.
5 6
3
0
5
10
15
20
25
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
F1.07 Water Rate Ranking
Target: Bottom 50th percentile for the
22 member agencies in San Diego.
Otay ranks 3 out of 22 member agencies.
Calculation: Ranking for the average monthly
water bill among CWA member agencies.11
3 3
0
5
10
15
20
2017 2018 2019
YT
D
R
E
S
U
L
T
TARGET
200%200%
165%
100%
110%
120%
130%
140%
150%
160%
170%
180%
190%
200%
210%
220%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
F1.08 Water Debt Coverage Ratio
Target: 150% excluding growth
revenue annually.
Calculation: Qualified net operating
revenues/Debt service requirements
TARGET
FY18 Target –168%
F1.10 Reserve Level
Target: No less than 85% annually.
There are 7 reserve funds.
Calculation: Number of reserve funds that
meet or exceed fund target levels/Total
number of reserve funds 85%
100%100%
75%
80%
85%
90%
95%
100%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
F1.11 Account Per Full-Time Employee (FTE)
Target: 409 accounts per FTE annually.
406
426
410
400
405
410
415
420
425
430
435
440
445
450
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: Potable + Recycled + Sewer Accounts/Number of FTEs
District Staff performing meter
maintenance.
F1.12 Percent of Customers Paying Bills Electronically
Target: No less than 75% per quarter annually.
75.64%77.05%78.50%
50%
60%
70%
80%
90%
100%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: YTD number of customers paying bills electronically/Total number of customers
F1.13 Distribution System Loss
Target: Less than 5%of unaccounted
water annually.
Calculation: Volume purchased from CWA, City
of San Diego & RWCTP Production –volume
sold to customers + volume used by
District/Volume purchased from CWA, City of
San Diego & RWCTP Production
4.1%
3.3%3.6%
0%
1%
2%
3%
4%
5%
6%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
F1.14 Planned Potable Water Maintenance Ratio in $
Target: 66% of all labor costs spent on
preventative maintenance per quarter
annually.
Calculation: YTD PM + Daily Cost/YTD Total
Potable Labor Cost 70%72%74%
50%
60%
70%
80%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
F1.15 Planned Recycled Water Maintenance Ratio in $
Target: 70% of all labor costs spent on
preventative maintenance per quarter
annually.
Calculation: YTD PM + Daily Cost/YTD Total
Potable Labor Cost
91%
74%74%
50%
60%
70%
80%
90%
100%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
F1.16 Planned Wastewater Maintenance Ratio in $
Target: 77% of all labor costs spent on preventative maintenance per quarter annually.
91%
82%84%
50%
60%
70%
80%
90%
100%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: YTD PM + Daily Cost/YTD Total Potable Labor Cost
F1.17 Direct Cost of Treatment per MGD
Target: No more than $1050 per MGD spent on wastewater treatment annually.
$1,095.70
$1,165.82
$1,071.66
$950
$1,000
$1,050
$1,100
$1,150
$1,200
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: Total O&M costs directly attributable to sewer treatment/Total volume in MG for one quarter
District staff checking the clarity and particulates
of a final effluent sample.
F1.18 Leak Detection Program
Target: 20% of system surveyed for leaks annually.
20%20%20%
0%
10%
20%
30%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: Miles of potable pipe surveyed/Total miles of potable pipe
The District’s contractor lowering a See Snake to begin
assessment on a 14” main above Sweetwater Lake.
F1.19 Injury Incident Rate
Target: No more than 6.8 injury
incidents per 200,000 hours worked
annually.
Standard is based on Department of Labor
average for like-size agencies.
Calculation: Number of Injuries & illnesses x
200,000/Number of Employees x 2,000 hours
worked
4.4 4.4 4.4
0
1
2
3
4
5
6
7
8
9
10
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
I1.01 Enterprise Technology Services Availability
Target: No less than 99.5% availability annually.
99.5%99.5%99.5%
90%
91%
92%
93%
94%
95%
96%
97%
98%
99%
100%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: 3.6 hours of downtime per month/1.83 downtime in a year
I1.02 Mark-out Accuracy
Target: 100% mark-out accuracy per quarter annually.
100.00%100.00%99.96%
95%
96%
97%
98%
99%
100%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: YTD number of mark-outs performed without an at-fault hit, which is damage to a District facility that results
from a missing or erroneous mark-out/YTD total number of mark-outs
District staff conducting a mark-out.
I1.03 Project Closeout Time
Target: 45 day average annually
71.2 70.3
37.0
0
5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: YTD number of days between NOSC and NOC for all construction projects within the quarter/YTD number of
construction projects within the quarter
I1.04 Annual Recycled Water Site Inspections
Target: 100% of recycled sites inspected annually.
100.00%100.00%100.00%
95%
96%
97%
98%
99%
100%
101%
102%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
There are 102 recycled water use sites scheduled for FY19.
Calculation: Cumulative percentage of recycled water sites inspected per quarter of those required by DEH
Developer Contractors installing a recycled main
line for Solstice Park in the Millenia Development.
I1.05 Recycled Water Shutdown Testing
Target: 90% of recycled site shut down
tests performed annually.
There are 50 recycled water use sites due for
shutdown in FY19.
Calculation: Cumulative percentage of
recycled site shut down tests performed per
year compared to those scheduled
90%
86%
100%
75%
80%
85%
90%
95%
100%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
I1.06 Easement Evaluation and Field Inspection
Target: 100% assigned easements,
evaluated via desktop tools, and
inspected annually.
100 easements were assigned for FY19.
New KPI in FY19.
Calculation: Number of easements evaluated
and inspected/Total easements assigned for
the period
129.00%
95%
100%
105%
110%
115%
120%
125%
130%
135%
2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
I1.07 Percent of PM’s Completed –Fleet Maintenance
Target: 90% of scheduled preventative
maintenance completed per quarter
annually.
Calculation: Number of PM’s completed for
the quarter/Number of PM’s scheduled to be
completed for the quarter.
100%100%99%
80%
85%
90%
95%
100%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
I1.08 Percent of PM’s Completed –Reclamation Plant
99%98%98%
80%
85%
90%
95%
100%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Target: 90% of scheduled preventative maintenance completed each quarter annually.
Calculation: Number of PM’s completed for the quarter/Number of PM’s scheduled to be completed for the quarter.
Aerial view of the Ralph W. Chapman Reclamation Plant.
I1.09 Percent of PM’s Completed –Pump/Electric
Section
Target: 90% of scheduled preventative maintenance completed per quarter annually.
100%100%100%
80%
85%
90%
95%
100%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: Number of PM’s completed for the quarter/Number of PM’s scheduled to be completed for the
quarter.
District Vehicle towing a genset.
I1.10 System Valve Exercising Program
Target: 3080 valves exercised annually.
3228
3405
3298
3,000
3,050
3,100
3,150
3,200
3,250
3,300
3,350
3,400
3,450
3,500
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: Total number of valves exercised per year.
District Staff performing a valve exercise.
I1.11 Potable Water Distribution System Integrity
Target: No more than 16 leaks or
breaks per 100 miles of distribution
system annually.
AWWA: 16.1 leaks and breaks per 100 miles of
distribution system (50th percentile Potable
Water System Integrity: Leaks and Breaks for
population served between 100,001-500,000).
Calculation: Annual total number of leaks +
annual number of breaks/Total miles of
distribution piping
10.28 9.50
8.44
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
2017 2018 2019
AWWA BENCHMARK
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
I1.12 Recycled Water System Integrity
Target: No more than 6.6 leaks or
breaks per 100 miles of recycled
distribution system annually.
Calculation: Number of leaks and
breaks/Number of miles of recycled
distribution system
0.90
2.67
4.45
0
1
2
3
4
5
6
7
8
9
10
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
I1.13 Sewer Overflow Rate (AWWA)
Target & AWWA: 0 overflows per
quarter.
75th Percentile for Sewer Overflow rate for
population served between 0-50,000
Calculation: Total number of sewer overflows
during the reporting period/Total miles of pipe
in the sewage collection system
0 0
1
0
1
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET & AWWA
BENCHMARK
I1.14 Emergency Facility Power Testing
Target: Test 100% of all facilities
scheduled per quarter to have all
emergency facilities tested annually.
There are 36 powered ready facilities.
Calculation: Number of facilities tested/Total
number of facilities
105%106%
94%
75%
80%
85%
90%
95%
100%
105%
110%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
I1.15 Potable Tank Inspection and Cleaning
Target: 8 potable water storage tanks
and/or reservoirs cleaned annually.
Calculation: Total number of tanks cleaned
and inspected annually.
8 8
7
0
1
2
3
4
5
6
7
8
9
10
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
I1.16 Main Flushing and Hydrant Maintenance
Target: 215 mains flushed and fire
hydrants maintained annually.
Calculation: Total number of mains flushed
and fire hydrants maintained per year.
355
443
216
0
50
100
150
200
250
300
350
400
450
500
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
I1.17 Critical Valve Exercising
Target: 631 critical valves exercised
annually.
Calculation: Total number of critical valves
exercised in a year.
631 633 631
5
105
205
305
405
505
605
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
L1.01 Employee Voluntary Turnover Rate
Target: Less than 5% turnover annually.
Calculation: YTD Number of voluntary terminations
(not including retirements)/Average number of
employees.
0.08%
1.50%
3.77%
0%
1%
2%
3%
4%
5%
6%
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
L1.02 Training Hours per Employee
Target: 12 hours per employee annually.
22.89
18.11
26.84
0
5
10
15
20
25
30
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: YTD Total qualified training hours for all employees/Average number of FTEs.
L1.03 Safety Training Program
Target: 24 hours per field employee annually.
30.83 30.38
35.44
0
5
10
15
20
25
30
35
40
2017 2018 2019
YE
A
R
-EN
D
R
E
S
U
L
T
TARGET
Calculation: YTD Total qualified safety training hours for field employees/Average number of field employees.
District Staff entering an excavation to
complete a service replacement.