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HomeMy WebLinkAbout08-22-18 PRL&L Committee PacketOTAY WATER DISTRICT PUBLIC RELATIONS, LEGAL & LEGISLATIVE COMMITTEE MEETING and SPECIAL MEETING OF THE BOARD OF DIRECTORS 2554 SWEETWATER SPRINGS BOULEVARD SPRING VALLEY, CALIFORNIA Board Room WEDNESDAY August 22, 2018 2:00 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 JURISDICTION BUT NOT AN ITEM ON TODAY'S AGENDA DISCUSSION ITEMS 3. INFORMATIONAL UPDATE ON WATER TAX AND THE WATER SHUTOFF SER- VICE BILL, SENATE BILL 998 (DODD) (OTERO) [5 minutes] 4. INFORMATIONAL UPDATE ON THE FIVE-YEAR PUBLIC INFORMATION AND COMMUNICATION PLAN AND THE CURRENT COMMUNICATIONS AND OUT- REACH PROGRAM 5. ADJOURNMENT BOARD MEMBERS ATTENDING: Tim Smith, Chair Mark Robak 2 All items appearing on this agenda, whether or not expressly listed for action, may be de- liberated and may be subject to action by the Board. The Agenda, and any attachments containing written information, are available at the Dis- trict’s website at www.otaywater.gov. Written changes to any items to be considered at the open meeting, or to any attachments, will be posted on the District’s website. Copies of the Agenda and all attachments are also available through the District Secretary by con- tacting her at (619) 670-2280. If you have any disability that 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 pri- or to the meeting. Certification of Posting I certify that on August 17, 2018 I posted a copy of the foregoing agenda near the regular meeting place of the Board of Directors of Otay Water District, said time being at least 24 hours in advance of the meeting of the Board of Directors (Government Code Section §54954.2). Executed at Spring Valley, California on August 17, 2018. /s/ Susan Cruz, District Secretary STAFF REPORT TYPE MEETING: Regular Board Meeting MEETING DATE: Sept. 5, 2018 SUBMITTED BY: Tenille M. Otero PROJECT: Various DIV. NO. All APPROVED BY: Mark Watton, General Manager SUBJECT: Informational Item: Update on Water Tax and the Water Shutoff Service Bill SB 998 (Dodd) GENERAL MANAGER’S RECOMMENDATION: No recommendation. This is an informational item only. COMMITTEE ACTION: See Attachment A. PURPOSE: To present to the Board an update on the Water Tax and the Water Shutoff Service Bill SB 998 (Dodd) ANALYSIS: There is an end-of-session effort in the legislature to push two critical issues/bills that the District and other water districts in San Diego County are opposing: 1) the Water Tax and 2) the Water Shutoff Service Bill SB 998 (Dodd). The final state budget that was signed by the Governor did not include a water tax proposal, and no water tax budget trailer bill accompanied the state budget to the Governor’s desk. With less than half of the month remaining in the 2018 legislative session, the Legislature reconvened from summer recess on August 6 and will adjourn for the year on August 31. Based on the Water Tax proponents’ advocacy in recent weeks – including the recent addition of the Coca-Cola Company as a water tax supporter –there is a renewed effort to advance a water tax proposal in 2018 during the final days of the legislative session. There is a new proposal relative to the water funding for drinking water improvements within disadvantaged communities that is intended to serve as an alternative to earlier water tax proposals. The Governor’s office and water tax proponents have begun briefing legislative leadership and other interests on this new proposal that could be advanced during the remaining days of the legislative session. This proposal would be a substitute for the earlier water tax legislative proposals. No matter what the approach may ultimately be to advance the new water tax proposal, all of the opposition coalition interests will need to remain vigilant on the issue until the legislative session concludes at midnight on August 31. Attached are copies of the newly-proposed “voluntary remittance” water tax and agricultural production fee legislative proposals (attachments B and C). Also, attached is an email from the San Diego County Water Authority with an assessment of the newly-proposed “voluntary remittance” water tax legislation, including an identification of the key provisions of the legislation and areas that may need additional attention. Staff will continue its involvement on this issue and keep the Board informed. SB 998 (Dodd) is a measure relating to water agency shutoff policies and procedures. If passed, this new one-size-fits-all statewide program would replace current water district service shutoff processes that are already tailored by local water districts to meet the needs of their agency customers. Over the course of much of the legislative session, the District has been part of a coalition of interests to advance amendments addressing retail water service agency concerns. However, several of those within the coalition, including ACWA, have determined that the author is unwilling to make the final necessary amendments to resolve issues, and are now seeking to defeat the legislation. SB 998 was supposed to be discussed in a hearing in the Assembly Appropriations Committee on August 8, but the hearing was postponed to August 15 and passed to the Assembly Floor. It will continue to the floor with the District, ACWA, and other water districts fighting to defeat the bill within the next couple of weeks. Staff will continue its involvement in the District’s opposition and keep the Board updated. FISCAL IMPACT: Joe Beachem, Chief Financial Officer There is no fiscal impact associated with this action. STRATEGIC GOAL: Execute and deliver services that meet or exceed customer expectations, and increase customer engagement in order to improve District Services. LEGAL IMPACT: None. General Manager Attachments: A) Committee Action B) Water Tax – Alternative Water Fee Program (Office of LegislativeCounsel Draft Bill)C) Water Tax – Agricultural Fee (Counsel Language) D) Review of Safe and Affordable Drinking Water Fund (Water Tax)Legislation by the San Diego County Water Authority – Email dated Aug. 14, 2018 ATTACHMENT A SUBJECT/PROJECT: Informational Item: Update on Water Tax and the Water Shutoff Service Bill SB 998 (Dodd) COMMITTEE ACTION: The Public Relations, Legal and Legislative Committee is scheduled to review this item at the monthly Board meeting to be held on Sept. 5, 2018. The attachment will be updated with notes from the committee’s discussion. Attachment B Attachment C From:Farrel, Glenn To:Alisa Nichols, Management Analyst, Vista Irrigation District; Carlisle, Allen; Cari Dale; Cathy Pieroni; McKinney,Chris; Gaby Olson; Gary Arant, VCMWD; Farrel, Glenn; Thomas, Greg; Jennifer Capitolo; Parks, Jessica; JoeyRandall, Asst. GM, OMWD; Julia Escamilla; Thorner, Kim; Kuna Muthusamy, Asst. Director of Engineering &Public Works, National City; Mallika Vastare, Federal Advocate, OMWD; Mark Biskup; Mark Watton; McChesney,Melissa; Bardin, Mike; Curtis, Michelle; Obermiller, Mike; Richard Harris, State Advocate, OMWD; Tenille Otero;Kennedy, Tom; Chambers, Wendy Cc:Cushman, Dennis; Ridderbusch, Ivy; Vedder, Denise; Lee, Mike Subject:Review of Safe and Affordable Drinking Water Fund (Water Tax) Legislation Date:Tuesday, August 14, 2018 4:20:36 PM Good afternoon…Below is an assessment of the newly-proposed “voluntary remittance” watertax legislation, including an identification of the key provisions of the legislation and areas that may require additional attention. Review of Safe and Affordable Drinking Water Fund Legislation Earlier this afternoon, a copy of the Legislative Counsel version of language relating to the newly-proposed “voluntary remittance” water tax approach was shared with us and we passedit along to each of you. At this time, we’ve had an opportunity to closely review the proposed legislative language, which will likely be amended into a budget trailer bill in the comingdays. The following reflects the staff analysis of the legislative language, including an identification of areas that appear to require additional attention. The “voluntary remittance” water tax language includes five primary components: Legislative findings and declarations that emphasize: The lack of safe and clean drinking water within many communities throughout California The “gap” in funding for operations and maintenance costs associated with supply, treatment, and distribution of potable water that complies with state and federal drinking water standards, largely as a result of significant costs associated with these functions that are unaffordable for the residents of affected communities The importance for the state to discourage the proliferation of new, unsustainable public water system and state small water systems and to encourage consolidation and service extension when feasible The need for a fund that can provide financial support, “particularly for operation and maintenance, to enhance access to safe drinking water for all Californians” Definitions of key terms The establishment of the Safe and Affordable Drinking Water Fund to be administered by the SWRCB, and the delineation of priorities and structure for the SWRCB’s administration of the fund and program. Specific priorities and uses of the Attachment D funds are identified as follows:Prioritization for the use of funding “for consolidation and extension of service or both” – including capital construction costs associated with consolidation and service extension Technical assistance, planning, construction, repair, and operation and maintenance costs (emph. added) Creating and maintaining natural means and green infrastructure solutions that contribute to sustainable drinking water Consolidating water systems Extending drinking water services to other public water systems, domestic wells, or state small water systems The satisfaction of outstanding long-term debt obligations of public water systems Identifying and providing outreach to Californians who are eligible to receive assistance from the fund Testing the drinking water quality of domestic wells Provision of administrative and managerial services Accountability of the fund Public review and assessment of the Safe and Affordable Drinking Water Fund required to be prepared by the SWRCB by January 1, 2025 This will also include a recommendation to the Legislature of a plan to address remaining safe drinking water needs in California, including an identification of the “potential sources of funding for the remaining needs” By July 1 of each year, the SWRCB would be required to publish on its Internet Web site a report of expenditures and a summary of progress made with respect to implementation of this program’s objectives By July 1 of each odd-numbered year, the SWRCB would be required to hold a public hearing and conduct an assessment of funding need for the program Safe and Affordable Drinking Water Voluntary Remittances by Water Agencies Beginning July 1, 2019, each customer of a community water system shall be provided an opportunity “to provide a voluntary remittance as part of the customer’s water bill to advance the purposes of the fund” Recommended voluntary remittances shall follow this structure: $0.95/month for water meter less than or equal to one inch $4/month for water meter that is greater than one inch and less than two inches $6/month for water meter that is greater than two inches and less than four inches $10/month for water meter that is greater than four inches in size $0.95/month for a customer with no water meter The water agency’s water bill shall clearly provide, “in a visually accessible manner, using clear and unambiguous language,” the option for a customer to deduct the voluntary remittance from the bill if the customer elects not to pay the voluntary remittance, and shall include the opportunity for the customer to remit an alternative amount or nothing The item on the water bill shall be named: “voluntary remittance to provide safe drinking water to disadvantaged communities” The SWRCB and ACWA shall develop and maintain a list of voluntary best practices associated with bill presentation, accounting, and collection of voluntary remittances” No sanctions, enforcement, collection, or late charges/penalties may be imposed on a customer option to deduct the voluntary remittance from the bill or to pay an alternative amount At least two times per year, the community water system shall transfer all voluntary remittance funds received to the SWRCB Issues that may merit additional attention The water tax has always been presented as a method of funding the “gap” wherein disadvantaged communities are unable to afford the O&M costs associated with drinkingwater systems. The lack of funding for necessary O&M has hampered the ability of many disadvantaged communities to qualify for, or effectively and efficiently use, the hundreds ofmillions of dollars of bond funds that have been approved by voters and are available for capital projects to improve drinking water quality in those communities throughoutCalifornia. Even the legislative findings and declarations of this legislation identifies the O&M funding gap as the principal rationale for advancing this water tax proposal. However, in terms of the operable language of the bill, funding for O&M needs is arelatively minor priority and is almost treated as an afterthought in the funding plan outlined in the bill. For instance, the language clearly provides that priority for use of funding is toimplement water system consolidations and extensions of service, both of which are highly capital-intensive types of projects. In fact, the language expressly provides that the fundingmay be used for capital construction associated with consolidation and service extension. Additionally, the language outlines several different types of purposes for which fundingcould be utilized that are other than O&M purposes, including: PlanningConstruction RepairSatisfaction of long-term debt obligations of public water systems Identifying and providing outreach to CaliforniansTesting of drinking water quality of domestic wells It would seem that some attention should be given to narrowing the scope of potentialexpenditures and types of expenditures for the fund. Based on the types of projects that could be funded, it would seem that this program is already beginning to stray significantlyfrom its originally-intended O&M purposes. There does not appear to be any revenue cap provided in the proposed legislation. Given the ambitious program that is included in the measure for which the water tax funds couldbe used, it would seem prudent to require a statutory funding cap to limit the exposure and ability for the SWRCB to continue incrementally increasing the funding obligation. The proposed legislation would appear to provide funding solutions for those water systemsserving disadvantaged communities throughout California, but the measure also provides substantial funding opportunities to resolve drinking water quality issues associated with“domestic wells.” Domestic well is defined as a groundwater well used to supply water for the domestic needs of an individual residence. It is unclear whether the SWRCB or anyentity has a full needs assessment and scope of drinking water quality problem that could be associated with domestic wells. The inclusion of domestic wells within the eligible fundingprograms could greatly expand the scope of the program from addressing drinking water quality needs in disadvantaged communities to also address drinking water quality issuesfor individual property owners with domestic wells throughout the state, whether they are residing within disadvantaged communities or living in a cabin in the mountains. The lackof a true needs assessment for domestic wells could greatly increase the costs of the program and redirect funding from disadvantaged communities. There is no sunset date for the Safe and Affordable Drinking Water Fund. As currentlywritten, this program would continue in perpetuity. As expected, this legislative proposal has been identified as a “majority vote” bill byLegislative Counsel. The legislation would also include “contingent enactment” language, requiring that both this bill plus the agricultural tax bill must be passed for them each tobecome effective. The legislative package also includes separate legislation (that would require a 2/3 vote of the Legislature) to impose a fertilizer safe drinking water fee, a dairy safe drinking water fee, anda nondairy confined animal facility drinking water fee. After 15 years of program operation, the agricultural fees would be reduced. The agricultural fee language would also provide a“safe harbor” from enforcement for an agricultural operation causing or contributing to an exceedance of a water quality objective for nitrates in groundwater. The Legislature has only 16 calendar days remaining to the August 31 adjournment. Clearly,this legislation will move rapidly if there is agreement among the Administration and legislative leadership to consider the legislative package this year. As Ivy mentioned at the Managers’ meeting this morning, it is imperative that the retail wateragencies in San Diego County are immediately weighing-in with your legislators to put this squarely on their radars and to let them know your agency’s concerns or issues with thismeasure. As you know, this will affect only retail water agencies, and given that focus of the legislation, legislators need to and want to hear from retail water agencies – those agenciesthat will be directly affected and will bear the burden of implementing any new statute. It will be your retail agencies and other retailers from around the state who can make the mostcompelling arguments related to policy and implementation of this new opt-out approach that is being discussed. Yesterday, I shared with you a list of legislators that we would encourage you to reach out toshare your issues and concerns. For your convenience, here is that list again: Senate Senator Toni Atkins, President Pro Tempore Senator Joel Anderson Senator Patricia Bates, Senate Minority Leader Senator Ben Hueso Assembly Assemblymember Rocky Chavez Assemblymember Todd Gloria Assemblymember Lorena Gonzalez Fletcher Assemblymember Brian Maienschein Assemblymember Randy Voepel Assemblymember Marie Waldron Assemblymember Shirley Weber Additionally, since we are hearing that this proposed legislation could be amended into a budget trailer bill, there is the possibility that the legislation would be considered in theAssembly and Senate Budget Committees and possibly the Assembly and Senate Appropriations Committees, prior to its advancement to the Assembly/Senate Floors for finalvote. Accordingly, communication with those Committee chairs and vice-chairs could be helpful advocacy on your part: Senator Holly Mitchell, Chair – Senate Budget and Fiscal Review Committee Senator Jim Nielsen, Vice-Chair – Senate Budget and Fiscal Review Committee Senator Anthony Portantino, Chair – Senate Appropriations Committee Senator Patricia Bates, Vice-Chair – Senate Appropriations Committee Assemblymember Phil Ting, Chair – Assembly Budget Committee Assemblymember Jay Obernolte, Vice-Chair – Assembly Budget Committee Assemblymember Lorena Gonzalez Fletcher, Chair – Assembly Appropriations Committee Assemblymember Frank Bigelow, Vice-Chair – Assembly Appropriations Committee We will keep you apprised in a timely manner as any new developments occur. Please don’thesitate to let us know if you have any questions. Glenn. Glenn Farrel San Diego County Water Authority Government Relations Program Ofc: (916) 840-5634Cell: (916) 216-1747gfarrel@sdcwa.org   Click here to report this email as spam. STAFF REPORT TYPE MEETING: Regular Board Meeting MEETING DATE: Sept. 5, 2018 SUBMITTED BY: Tenille M. Otero PROJECT: Various DIV. NO. All APPROVED BY: Mark Watton, General Manager SUBJECT: Informational Item: Update on Five-Year Public Information & Communication Plan and Current Communications and Outreach Program GENERAL MANAGER’S RECOMMENDATION: No recommendation. This is an informational item only. COMMITTEE ACTION: See Attachment A. PURPOSE: To present to the Board an update on the Five-Year Public Information & Communication Plan as well as provide updates on the District’s current Communications and Outreach Program. ANALYSIS: The Communications and Outreach Program supports the Otay Water District’s mission and vision in multiple ways. Effective communication with the District’s ratepayers, elected officials, community/business leaders and organizations, media, and regulators is essential for meeting critical District goals. Community, public, and legislative outreach is key to building community awareness of, and support for, the District’s strategies, policies, projects, and programs. The District works to foster and maintain relationships with the public and its stakeholders, developing public trust and support, which are necessary to ensure the successful implementation of efforts ranging from short-term operations and maintenance projects to long-term strategies. Delivering a consistent and branded message to the public using both traditional and innovative communications tools is fundamental to educate, inform, and empower a variety of audiences and demographics about issues affecting the District and its ratepayers. In addition, regulatory or legislative requirements can have a significant impact on the District’s ability to maintain flexibility and cost efficiency of its day-to-day operations, maintenance, and facilities. Engaging in these areas with elected officials and regulators has become increasingly critical and challenging in recent years as statewide drought and other complex water issues have dominated headlines and heightened public and regulatory interest in how water is secured, used, and paid for locally and statewide. In May 2014, District staff hired a consultant, (W)right On Communications, to develop a Five-Year Public Information & Communication Plan. The five-year plan, completed in November 2014, serves as a foundation for the District’s Communications Program through November 2019. The District’s former communications officer, with the knowledge of his retirement and future planning for hiring of a new communications officer, worked with the consultant to create the five-year plan. The five-year plan also was developed to accomplish the District’s goals using strategies and tactics aligned with the District’s operational and Capital Improvement Program (CIP) goals. The plan accounted for foreseeable and anticipated issues, and was meant to remain dynamic and updated as new information and market landscape changes become apparent. The plan proposed a base upon which the Communications Program staff would cultivate and expand the District’s strategic Communications Program. At the time it was developed, in 2014, it supported the District’s mission and communications priorities and goals as laid out in the six-year CIP, which was “to communicate the need for, and benefits of, CIP projects, including the $10.6 million for 2015 year projects and beyond.” At that time the five-year plan was developed so the District’s key messages and strategic communication supported the following essential issues: •Responsible stewards of ratepayer money •Capital Improvement Program projects •Desalination •Water district differentiation •Milestones, partnerships, and initiatives •Reliability and quality of service •Water awareness, water conservation, and the value of water tothe community •Rate increases •State drought issues Goals of the five-year plan are to: 1) Increase customer awareness and understanding of capital improvement projects, rate drivers, and water-related issues; 2) Provide timely, accurate, and consistent information via media, online, social media, and all customer communication channels; 3) Grow recognition and awareness of the District’s community involvement; and 4) Inform elected officials and community leaders of the District’s activities and programs, thus educating them about water-related issues. Although the key elements and goals for the District have not changed, the depth and diversity at which the District needs to focus on these elements to accomplish its goals at a more advanced level have evolved. When the 2014 plan was developed the District served a population of more than 217,000 through 50,000 customer accounts. Currently, the District serves more than 224,000 people through more than 52,000 accounts. The goal is to align the District’s Communication Program with the updated Strategic Plan for fiscal years 2019 through 2022. To implement this, staff is reviewing the current five-year communication plan for future years. Purposefully, the foundation of the Communication Program should complement the Customer section of the Strategic Plan’s Balanced Scorecard framework. This section focuses on performance related to customer service levels, satisfaction, brand, and confidence. As part of the strategic plan measures, during quarters one through four of fiscal year 2019, staff will evaluate the current Five-Year Public Information & Communication Plan, which includes the following elements: •Public and Community Outreach •Media Relations •Government Outreach •Website Communication •Social Media •Collateral During quarters one and two of fiscal year 2020, staff will update the five-year plan internally, through the end of calendar year 2021. During fiscal year 2021, staff will assess and evaluate the need to develop and/or update a new public information and communication plan and based on the evaluation of those results, make a determination on the need to develop the plan internally or hire a consultant to help the District create a new plan. Staff continues to use strategies and tactics from the existing five-year communication plan, but also ensures they align with the current strategic plan’s key strategies, which include: •Enhance and build awareness and engagement among the District’scustomers and stakeholders and within the San Diego Region about the District’s strategies, policies, projects, programs, and legislative/regulatory issues. •Assess and enhance communications tools and increase onlinepresence and social media exposure. There are several objectives and tactics that fit into these strategies, including but not limited to, implementing customer- awareness and call-center surveys, and evaluating social media and website analytics. Staff conducted the previous Customer Awareness Survey in 2015 and the Call Center Survey in 2012. As part of the Strategic Plan, staff is assessing the implementation of both surveys again in fiscal year 2020. Staff is assessing if there is a District need to advance the surveys to fiscal year 2019. Attached also are the latest social media and otaywater.gov web analytics. The last update staff provided to the Board was in April 2018. Since July 1, 2014 to June 30, 2018, the number of the District’s Twitter followers has increased by 297 percent, from 432 followers to 1,713 followers. Since July 1, 2016 to June 30, 2018, the number of the District’s Facebook Likes has increased by 56 percent, from 155 to 241. Unfortunately, Facebook limits how far back it pulls data for its analytics, so staff was only able to gather data starting July 1, 2016. Since the District joined YouTube in November 2010, the District has had a total of 70,229 video views. Since the end of fiscal year 2015 (June 30, 2015), the total video views increased by 82 percent. The YouTube video views for fiscal year 2015 to June 30, 2018 has increased by about 30 percent. Nextdoor has also seen an increase in accounts. Since the last time staff reported to the Board, the number of Nextdoor accounts in the District’s service area has increased from 23,768 to 28,084, which increases the District’s reach by about 18 percent. Also, as part the five-year plan, the District strives to increase public and community engagement and government relations. Staff achieves this through public and community outreach at events and meetings, sponsoring community and business events, and establishing relationships with the media, elected officials, and other associations. Staff has conducted outreach at several meetings and events throughout the District’s service area. In fiscal year 2018, District staff participated in 11 community events, including the Starlight Parade in Chula Vista. The District also sponsored about 11 community or business events through the purchase of a table or seats, or making a contribution. Also in fiscal year 2018, District staff, including the General Manager, presented to schools, organizations, chambers of commerce, economic development councils, associations, community/business councils, and other groups about District-related matters. Staff also distributes letters to customers and coordinates meetings about the District’s Capital Improvement Projects affecting their community. In fiscal year 2018, District staff distributed several letters and held community meetings about projects including the Vista Vereda Water Line Replacement, Campo Road Sewer Replacement, and Hillsdale Road Water and Sewer Replacement. To foster relationships in the business community, communications staff also attends community and business meetings and events at least three to four times a quarter. Staff has also promoted the District’s messages through traditional communications such as news releases. In fiscal year 2018, staff distributed news releases about topics including the election of new Board officers, the District’s support of tap water and reduction of bottled water, Board adoption of the District’s budget and minimizing rate increases, and protecting ratepayers from the immediate costs of maintaining the former Salt Creek Golf Course. These stories ranged in coverage from the Filipino Press, Star News, Our HometownMagazine, the San Diego Union Tribune, La Prensa, and NBC News. This year, staff distributed a news release about the District’s WaterSmart Landscape Contest winner and it gained coverage in Our Hometown Magazine, La Prensa (in Spanish and English), and the Water Authority’s Water News Network. Staff is currently working on a release about the new water incentive as part of the Metropolitan Water District’s, San Diego County Water Authority’s, and the 24 member agencies’ Landscape Transformation Program. District staff, through its government outreach and relations program, continues to update elected officials as necessary regarding District-related projects and programs. Staff also continues to work closely with the Water Authority’s government relations staff, the District’s legislative consultant, the Association of California Water Agencies, California Special Districts Association, California Water Efficiency Partnership (formerly California Urban Water Conservation Council), and other related coalitions, associations or organizations to monitor legislative issues that affect the District and its ratepayers. It is critical that staff remain engaged in these issues as they could have an impact on how the District conducts day-to-day operations and maintains its facilities, thus affecting our ratepayers. Collateral and outward facing marketing materials are critical to achieving a consistent representation of the District’s brand. Communications staff works to ensure that District collateral addresses the District’s key messages with consistency, while at the same time accommodates shortened attention spans. A bilingual presence also is critical to the District’s customer service base. Staff has increased the number of Spanish language materials including news releases, website and social media posts, and other communications. Staff has also been reviewing and updating the website to ensure it addresses the Spanish-language need in the District’s service area. Through the District’s Communications Program, staff will remain driven and focused to develop and preserve strong relationships with its ratepayers, elected officials, and other stakeholders, with the goal of creating awareness, transparency, and support of the District’s strategies, policies, projects, and programs. FISCAL IMPACT: Joe Beachem, Chief Financial Officer There is no fiscal impact associated with this action. STRATEGIC GOAL: Execute and deliver services that meet or exceed customer expectations, and increase customer engagement in order to improve District Services. LEGAL IMPACT: None. General Manager Attachments: A) Committee ActionB) Five-Year Public Information & Communication PlanC) Social Media and Website Analytics ATTACHMENT A SUBJECT/PROJECT: Informational Item: Update on Five-Year Public Information & Communication Plan and Current Communications and Outreach Program COMMITTEE ACTION: The Public Relations, Legal and Legislative Committee is scheduled to review this item at the monthly Board meeting to be held on Sept. 5, 2018. The attachment will be updated with notes from the committee’s discussion. 115-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN : OTAY WATER DISTRICTNovember 2014 5-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN OTAY WATER DISTRICT Attachment B 25-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN : OTAY WATER DISTRICT INTRODUCTION The plan proposes a base upon which we will grow and expand Otay Water District’s strategic communications program. It is guided by OWD’s mission: To provide high value water and wastewater services to the customers of the Otay Water District, in a professional, effective and efficient manner. It also follows OWD’s communications priorities and goals as laid out in its six-year Capital Improvement Program. To communicate the need for, and benefits of, CIP projects, including the $10.6 million allocated for 2015 year projects and beyond. 325-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN : OTAY WATER DISTRICT SITUATIONAL ANALYSIS: Otay Water District (OWD) is the second largest water district in San Diego County serving the needs of more than 217,000 people through approximately 50,000 customer accounts within 125.5 square mile service area in southeastern San Diego County. OWD’s ordinances, policies, taxes and rates for service are set by five directors, elected by voters in five divisions to serve alternating four-year terms on the governing board. Serving the growing communities of Spring Valley, Jamul, La Presa, Rancho San Diego, the eastern half of the City of Chula Vista, east Otay Mesa and a portion of the City of San Diego, OWD needs a strategic communication plan to keep key stakeholders informed of the District’s activities and investments that support OWD’s mission. Key stakeholders include customers, elected and appointed public officials, and other influential leaders in the communities OWD serves. OWD customers must become better informed regarding water supply issues and OWD’s water stewardship plans for the community. Customers need to understand the community’s water sources, the value of conservation and why a diversified water supply is necessary and important. Customers also lack a full understanding of the quality of water provided by OWD which must be addressed. Currently, there is limited customer engagement with OWD beyond bill payment. OWD is regularly involved in the communities it serves, but with minimal awareness and recognition for its community involvements. Improved, intentional communication will increase OWD’s recognition and improve customer perception of the district. Building strong community relationships is essential to effective communications to stakeholders. Main issues needing to be supported by key messages and strategic communication include: Responsible stewards of ratepayer money Capital Improvement Program projects Desalination Water district differentiation Milestones, partnerships and initiatives Reliability and quality of service Water awareness, water conservation and the value of water to the community Rate increases State drought issues 45-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN : OTAY WATER DISTRICT The 5-Year Public Information and Outreach Plan will systematically increase customer education and support water conservation campaigns, community engagement, government relations and the successful initiation and completion of Capital Improvement Program projects. This 5-year Public Information and Outreach Plan (“the plan”) will accomplish these goals via strategies and tactics aligned with OWD’s operational and Capital Improvement Program goals. The plan accounts for foreseeable and anticipated issues, but is meant to remain dynamic and updated as new information and market landscape changes become apparent. Its key elements include: Public and Community Outreach Website Communication Social Media Media Relations Government Outreach Collateral SITUATIONAL ANALYSIS (CONT’D): 545-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN : OTAY WATER DISTRICT COMMUNICATION GOALS: 1.Increase customer awareness and understandingof capital improvement projects, rate drivers, andwater-related issues 2.Provide timely, accurate and consistent informationvia media, online, social media and all customercommunication channels 3.Grow recognition and awareness of OWDcommunity involvement 4.Inform elected officials and community leaders ofOWD’s activities and programs; educating them aboutwater-related issues 65-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN : OTAY WATER DISTRICT Strengths: Quality infrastructure that has been well maintained Average water rates even as SDCWA rates have been rising Awards and recognition for transparency, governance, leadership and fiscal management Operating efficiency through technology (improving efficiency and productivity) Sound relationships with elected officials Strong Board of Directors Full-service: water, recycled water and sewer service Established social media channels Weaknesses: Unengaged customer base with low awareness and understanding of water-related issues Diversity of supply: MWD controls majority of water supply purchased by SDCWA Low social media engagement Low volume of media outreach Low recognition and awareness of community involvement S.W.O.T. ANALYSIS Opportunities: Increase utilization of new media communication to interact with customers Room to increase media outreach Room to engage and educate customers Desalination project can provide cost-effective source for diversifying water sources Capital improvement projects planned will keep district infrastructure strong Setting standard for bi-national public interest projects along with Tijuana airport 765-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN : OTAY WATER DISTRICT Threats: Rising water rates from wholesale water agencies Recovering economy increasing per capita and overall water consumption Steady population and new business/industrial growth expected Reputation management based on agency history Drought and climate change Desalination dialog dominating discourse S.W.O.T. Summary: OWD has positioned itself well to continue delivering on its mission, be able to capitalize on opportunities and manage potential threats; however, it has not maximized its efforts to communicate its successes or educate customers. By proactively increasing the frequency and consistency of its strategic communications with the media and its customers, it can increase engagement, improve conservation behaviors and grow understanding about the capital infrastructure and operational expenditures and activities of the district as well as service rates. 85-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN : OTAY WATER DISTRICT COMMUNICATION PLAN COMPONENTS Upon adoption of the plan components outlined below, a timeline will be developed to guide efficient and timely execution. The timeline will be updated on an ongoing basis to account for new information and priorities as well as changes in the communication landscape and new opportunities. 985-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN : OTAY WATER DISTRICT Public and Community Outreach Goal: Increase awareness, interest and engagement with OWD information and initiatives amongst customers and the regional community. Strategy: Target major community events for OWD participation through frequent presentations, sponsorship, attendance, or employee volunteerism and schedule timely OWD-hosted focus groups, workshops, tours and open houses to educate and engage with customers. When possible, partner with community-based organizations to help extend the reach of OWD’s messages. Tactics: Develop key messages (in English & Spanish) Create stakeholder lists and prioritize outreach strategies to community leaders and influencers (English & Spanish) Identify and pursue community involvement opportunities Schedule community meetings, educational workshopsand focus groups (with focus group vendor) as-needed Promote community involvement and key messages via: Customer communication tools such as newsletters, bill inserts, bill messaging (English & Spanish) OWD website (English & Spanish) Social media site channels Develop new communications and outreach opportunities including as mobile optimization, text, and email, and engage methods to measure their effectiveness and ROI Develop customer engagement campaigns focused on seasonal topics (English & Spanish) Government Outreach (Binational CIPs & General) Goal: Create awareness of, and engagement with, OWD major programs and CIP projects amongst government stakeholders to addressgovernmental affairs risks and potential opportunities. Strategy: Communicate concisely and accurately at appropriate project milestone(s) to government stakeholders in order to disseminate correct information, engender project support, and proactively identify, understand, and address concerns (risks) with projects and programs. Tactics: Identify key challenges and opportunities Develop collateral (fact sheet, brochures, presentations, Q&A) Identify project milestones and plan outreach briefings accordingly Develop government stakeholders (current and former) list and prioritize accordingly Identify key constituents (i.e. water customer constituents, former government officials) of government stakeholders Facilitate one-on-one briefings between to stakeholders, electedrepresentative and key constituent(s), when possible, to identify support and address concerns Integrate government stakeholders into press and other outreach activities, when appropriate Organize government stakeholder educational tour of projects Arrange for presentation of projects at forums of interest to government stakeholders 105-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN : OTAY WATER DISTRICT Social Media A social networking presence has become a hallmark of vibrant and transparent communications. Social networking improves interactivity between public agencies and the public, and it reaches populations that do not consume traditional media regularly. Goal: Increase OWD online audience as well as customer and key stakeholder engagement with OWD social media channels in order to extend the reach of OWD’s water education, conservation and CIP messages. Strategy: Social media channels will be leveraged to listen and participate in public discourse of interest to OWD and its customers as well as provide controlled content to inform publics in support of OWD goals. Branded OWD content including visual content, hashtags and campaigns, will be developed. Social media portals will continue to serve as a source of information for the broader community and media (although not onlychannel of communication with media). OWD social media channels will incorporate Spanish language messages. Tactics: Focus on specific social media platforms: Facebook to create a community with select promoted (paid) posts to ensure reach of key messages; Twitter to support listening, connect with customers, engage community leaders and provide timely updates; YouTube for visual storytelling that communicates more powerfully as well as allowing demonstration of conservation behaviors or tutorials on water issues; or Pinterest for cultivating boards depicting water conservation ideas, gardens, etc. Enhance existing OWD social media sites graphically and with profiles Develop content designed to engage customers, demonstrate OWD’s stewardship of the community’s water resources and dollars, and promote conservation messaging Create consistent schedule for posting and engagement. Weekly content should be developed and scheduled in bulk at the beginning of each week, with real-time engagment-focused check-ins and monitoring throughout the week. Examples include Facebook: Up to 5 times / week Twitter: Up to 3 times / day YouTube: Up to 2 times / month Pinterest: as content and resources allow Consider mechanisms for real-time dynamic response to audience interaction Leverage branded visuals Share thought leader and key influencer content for relationship building and audience value add Informational posts translated to Spanish and dialog with customers in Spanish as preferred 11105-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN : OTAY WATER DISTRICT Media Relations Goal: Secure positive coverage of OWD, its CIPs and other newsworthy activities in order to educate and inform its customers as well as facilitate accurate coverage of OWD related news topics (recycled water, OWD customer conservation, drought related issues, CIPs etc.). Strategy: Through consistent relationship building with target journalists (U.S. and Mexico), OWD will provide timely and accurate information to journalists on water related topics and bi-national collaboration. OWD spokespeople will engage in strategic dialog with journalists on both sides of the border to build a positive rapport and establish a mutually beneficial working relationship. In addition to earning media coverage, showcasing how its achieving its mission statement, OWD will generate more informational and human interest stories to demonstrate its commitment to its customers, community and water education. We will practively seek to inform the media of OWD’s strategies for addressing challenges, such as growth, water shortages, conservation and water rates. In-person and one-on-one conversations can serve as a channel for communicating complex issues, supplemented by press releases, official statements, website and social media channels when necessary. Tactics: Host media events as-needed (English & Spanish) Increase volume of press releases and pitching of human interest stories (English & Spanish) Capitalize on long lead editorial calendar opportunities by pitching customer engagement campaign-related stories (English & Spanish) Host media tours of CIPs and OWD facilities (English & Spanish) Leverage visuals in media outreach (English & Spanish) Provide OWD experts to be quoted in water-related stories (English & Spanish), when opportune 125-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN : OTAY WATER DISTRICT Web Communications Goal: Improve OWD’s online presence so that its website communicates the most current information, is more user friendly to better serve customers, and visually conveys that OWD is modernized, forward thinking agency. Strategy: Make the OWD website more functional through reorganized navigational structure. Craft website copy that aligns with key messages while also succinctly conveying the information being searched for by visitors. Incorporate improved visuals with a higher frequency of images per page to appeal to visitors’ preference for visual communication while also reinforcing the agency’s connection to the communities it serves and shared with customers. Tactics: Refresh web pages with new copy incorporating key messages Change the navigational menu structure Consolidate pages and page content Increase amount of visuals on each page Develop new section of site for breaking news or communicating to customers in a crisis 13125-YEAR PUBLIC INFORMATION & COMMUNICATION PLAN : OTAY WATER DISTRICT Collateral Goal: Improve effectiveness of all outward facing marketing materials and ensure consistent representation of the OWD brand. Strategy: Use key messages as foundation to craft new verbiage for updated collateral that will better inform target audiences and reflect current positioning. Accommodate shortened attention span by incorporating improved design aesthetics and interesting imagery to effectively communicate visually to target audiences. Reduce word count and increase white space and design aesthetics so that materials are more appealing at a glance and digestible when further explored. Tactics: Craft succinct wording incorporating key messages as necessary Modernize design layout Refresh imagery used Utilize bullet lists and shortened sentences Focus each piece of collateral to achieve one goal Social Media and Website Analytics Public Relations, Legal, and Legislative Committee August 22, 2018 Tenille M. Otero, Communications Officer Otay Water District Attachment C Twitter Followers 1427 1713 1095 1426 767 1094 432 766 0 200 400 600 800 1000 1200 1400 1600 1800 July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July 1, 2017 - June 30, 2018 July 1, 2016 - June 30, 2017 July 1, 2015 - June 30, 2016 July 1, 2014 - June 30, 2015 *1608 297% increase (Since July 1, 2014) 20% increase 43% increase 30% increase 77% increase *July 1, 2017 -March 5, 2018 Twitter Retweets (Engagement) 157 43 275 731 RETWEETS July 1, 2014- June 30, 2015 July 1, 2015 - June 30, 2016 July 1, 2016 - June 30, 2017 July 1, 2017 - June 30, 2018 +540% +166% 366% increase -73% *July 1, 2017 -March 5, 2018 = 342 retweets *342 July 1, 2015 – June 30, 2016 July 1, 2016 – June 30, 2017 July 1, 2017 – June 30, 2018 Highest Engagement Twitter Highlights Twitter Comparison Agency Followers Tweets As of Aug. 8, 2018 As of Aug. 8, 2018 SDCWA 4,097 7,416 Otay 1,739 2,670 Sweetwater 1,694 1,112 Olivenhain 1,617 1,103 Helix 1,433 443 Santa Fe 1,287 865 CalAm 1,095 1,084 Vallecitos 991 2,632 Padre Dam 951 563 SD Waste No Water (City of SD)524 444 Rainbow 198 178 Valley Center 12 8 No Twitter Account: •Camp Pendleton •Carlsbad •Del Mar •Escondido •Fallbrook •Lakeside •Oceanside •Poway •Ramona •Rincon •San Dieguito •Vista •Yuima Facebook Likes 208 241 155 208 0 50 100 150 200 250 300 July Aug Sept Oct Nov Dec Jan Feb March April May June July 1, 2017 - June 30, 2018 July 1, 2016 - June 30, 2017 16% increase 34% increase *219 56% increase (Since July 1, 2016) *July 1, 2017 -March 5, 2018 July 1, 2015 – June 30, 2016 July 1, 2016 – June 30, 2017 July 1, 2017 – June 30, 2018 Highest Facebook Highlights –People Reached 488 1,830 1,378 YouTube Channel Growth (Joined in November 2010) *June 30, 2015 *June 30, 2016 *June 30, 2017 *June 30, 2018 *Total Growth Since June 30, 2015 Video Views:38,554 47,696 56,607 70,229 82% Watch Time:72,043 mins. 93,378 mins. 110,922 mins. 134,910 mins.87% Video Likes:37 51 62 84 127% Video Dislikes:10 10 12 19 90% Video Shares:6 31 70 137 2,183% Subscribers:35 42 50 72 106% *Cumulative since November 2010 YouTube Video Views 10,446 9,142 8,911 13,622 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 JULY 1, 2014 - JUNE 30, 2015 JULY 1, 2015 - JUNE 30, 2016 JULY 1, 2016 - JUNE 30, 2017 JULY 1, 2017 - JUNE 30, 2018 Video Views *7,8293% decrease 53% increase * Number of videos published (*3)(*7)(*3)(*3) 13% decrease 30% increase since FY 2015 *July 1, 2017 -March 5, 2018 = 7,829 video views YouTube Highlights Most Viewed Video: Published on Thursday, Nov. 25, 2010 Views: 25,253 Likes: 21 Dislikes: 2 Shares: 28 Website Analytics Period: July 1, 2016 –June 30, 2018 MOST VIEWED PAGES: TOP 20 (percentage of total page views) Total Page Views: 750,169 1.Home Page 43.17%11. About Otay 1.02% 2.Payment Options 6.32%12. Start or Terminate Service Form 1.01% 3. Job Opportunities 5.48%13. Job Descriptions 0.82% 4. For Customers 3.30%14. Rebates 0.82% 5. Employment 2.85%15. Water Agency Search Result 0.66% 6. Billing Information 2.60%16. Bid Opportunities 0.65% 7. Contact Us 2.22%17. Public Services 0.64% 8. Engineering Bids 1.49%18. Water Services 0.63% 9. Start or Terminate Service 1.37%19. At-A-Glance 0.63% 10. Update Your Account 1.14%20. Governing Board 0.57% Website Analytics SEARCH: HOW USERS ARRIVED TO OTAYWATER.GOV (percentage of total users) Total Users: 218,858 Direct 55.60% Organic Search 40.20% Referral 3.80%Social Media 0.41% Period: July 1, 2016 –June 30, 2018 Website Analytics REFERRAL SOURCES Total Referrals: 9,586 1. sdcwa.org 2. com.google.android.googlequicksearchbox 3. agency.governmentjobs.com 4. sharepoint 5. springvalleyca.com 6. bcwaterjobs.force.com 7. duckduckgo.com 8. chulavsitaca.gov 9. bidocean.com 10. 192.168.0.17 Period: July 1, 2016 –June 30, 2018 Website Analytics NEW VISITORS VS. RETURNING VISITORS New Vistors 83.36% Returning Visitors 16.64% Period: July 1, 2016 –June 30, 2018 Website Analytics TOP 10 CITIES Percentage of users Spring Valley 31.09% Chula Vista 23.32% San Diego 22.97% Los Angeles 6.07% El Cajon 3.55% Santee 1.29% La Mesa 1.22% Rancho San Diego 0.72% National City 0.61% Calexico 0.58% Period: July 1, 2016 –June 30, 2018 Website Analytics TOP 5 MOBILE OPERATING SYSTEMS TOP 5 COMPUTER BROWSERS iOS 67.57% Android 28.86% 3.39%0.12%0.04% iOS 67.57% Android 28.86% Windows 3.39% Windows Phone 0.12% BlackBerry 0.04% Internet Explorer 40.40% Chrome 30.59% 20.06% 4.40%3.25% Internet Explorer 40.40% Chrome 30.59% Safari 20.06% Firefox 4.40% Edge 3.25% (percentage of users) Period: July 1, 2016 –June 30, 2018 Questions? Otay Water District www.otaywater.gov (619) 670-2222 Email: info@otaywater.gov Social Media