HomeMy WebLinkAbout09-19-23 EO&WR Committee Packet
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OTAY WATER DISTRICT
ENGINEERING, OPERATIONS, & WATER RESOURCES COMMITTEE MEETING
and
SPECIAL MEETING OF THE BOARD OF DIRECTORS
2554 SWEETWATER SPRINGS BOULEVARD
SPRING VALLEY, CALIFORNIA
Boardroom
TUESDAY
SEPTEMBER 19, 2023
12:30 P.M.
This is a District Committee meeting. This meeting is being posted as a special meeting
in order to comply with the Brown Act (Government Code Section §54954.2) in the event that
a quorum of the Board is present. Items will be deliberated, however, no formal board actions
will be taken at this meeting. The committee makes recommendations
to the full Board for its consideration and formal action.
AGENDA
1. ROLL CALL
2. PUBLIC PARTICIPATION – OPPORTUNITY FOR MEMBERS OF THE PUBLIC TO
SPEAK TO THE BOARD ON ANY SUBJECT MATTER WITHIN THE BOARD’S
JURISDICTION INCLUDING AN ITEM ON TODAY’S AGENDA.
DISCUSSION ITEMS
3. APPROVE CHANGE ORDER NO. 2 TO THE EXISTING CONTRACT WITH CCL
CONTRACTING, INC. IN AN AMOUNT OF $62,366.00 FOR THE CONSTRUC-
TION OF THE PASO DE LUZ/TELEGRAPH CANYON (CIP P2612) AND VISTA
GRANDE/VISTA SIERRA (CIP P2616) WATERLINE REPLACEMENT PROJECT
(CAMERON) [5 MINUTES]
4. FISCAL YEAR 2023 YEAR-END REPORT OF THE DISTRICT’S FISCAL YEARS
2023-2026 STRATEGIC PLAN (KERR) [15 MINUTES]
5. ADJOURNMENT
BOARD MEMBERS ATTENDING:
Mark Robak, Chair
Jose Lopez
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 by contacting the District Secretary at
(619) 670-2253.
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If you have any disability which would require accommodation in order to enable you to
participate in this meeting, please call the District Secretary at 619-670-2253 at least 24
hours prior to the meeting.
Certification of Posting
I certify that on September 15, 2023, 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 September 15, 2023.
/s/ Tita Ramos-Krogman, District Secretary
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: October 4, 2023
SUBMITTED BY: Kevin Cameron
Engineering Manager
PROJECT: P2612-001103
P2616-001103
DIV. NO.4&5
APPROVED BY: Michael Long, Chief, Engineering
Jose Martinez, General Manager
SUBJECT: Approve Change Order No. 2 to the Contract with CCL
Contracting, Inc. for the Paso de Luz/Telegraph Canyon (CIP
P2612) and Vista Grande/Vista Sierra (CIP P2616) Waterline
Replacement Project
GENERAL MANAGER’S RECOMMENDATION:
That the Otay Water District (District) Board of Directors (Board)
approve Change Order No. 2 to the existing contract with CCL
Contracting, Inc. (CCL) in an amount of $62,366.00 for the
construction of the Paso de Luz/Telegraph Canyon (CIP P2612) and
Vista Grande/Vista Sierra (CIP P2616) Waterline Replacement Project
(see Exhibits A and B for Project locations).
COMMITTEE ACTION:
Please see Attachment A.
PURPOSE:
To obtain Board authorization for the General Manager to execute
Change Order No. 2 in the amount of $62,366.00 to the construction
contract with CCL for the Paso de Luz/Telegraph Canyon (CIP P2612)
and Vista Grande/Vista Sierra (CIP P2616) Waterline Replacement
Project (Project).
AGENDA ITEM 3
2
ANALYSIS:
P2612 - Paso De Luz/Telegraph Canyon Road
The existing 711 Pressure Zone (PZ) ductile iron waterline between
Paso de Luz and Telegraph Canyon Road, located in the City of Chula
Vista, runs within a District easement up a steep sloped vegetated
embankment. Excessive leakage on the line required the pipeline to
be taken out of service and designated for replacement.
P2616 - Vista Grande/Vista Sierra
The existing 978 Pressure Zone (PZ) 14-inch steel pipe that runs
between Vista Grande Road and Vista Sierra Road, located in the
Hillsdale area of San Diego County, was constructed in 1959. Several
water main breaks have occurred in the area on similar steel piping
installed under the same contract has led to a determination that the
pipeline has reached the end of its useful life and should be
replaced. This is the first of two phases to replace the steel
waterline in this area, with the second phase to be assessed based on
findings during construction of phase one.
At the April 6, 2022 Board Meeting, the Board awarded a construction
contract in the amount of $1,627,440.00 to CCL to construct
approximately 1,750 linear feet of 12-inch waterline along with the
associated work and appurtenances.
To date, one change order has been approved on the construction
contract, which totaled $54,906.37, and was approved under the
General Manager’s authority. It compensated CCL for modifications to
the alignment due to existing utility locations not matching the
plans and in conflict with the proposed alignment. The vertical
alignment required multiple modifications to avoid the utilities. In
addition, a blow off was extended 18 feet to relocate it out of a
driveway. This change order also added ten (10) calendar days to the
contract for a new completion date of May 15, 2023.
Change Order No. 2, which is the subject of this staff report, will
close out the project and consists of eight (8) items for the Paso de
Luz project and four (4) items for Vista Sierra as well as
adjustments to the allowance bid items. The descriptions are listed
below and detailed in Exhibit C:
P2616 - Vista Grande/Vista Sierra
1. Convert the water service at Sta. 10+40 to a sample station and
connect the exiting water service at Sta. 10+41 to the 1200
pressure zone. The cost of this work is $27,617.03.
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2. Extend the fire hydrant at Sta. 24+94 approximately 15 feet and
2.5 feet deeper due to utility conflict. The cost of this work
is $1,845.48.
3. Install high deflection couplings at Sta. 11+80, 13+13, 14+86,
and 15+80 to avoid a gas utility conflict not shown on plans.
The cost of this work is $1,744.71.
4. Extend the blow off at Sta. 10+76 approximately 18 feet to move
the blow off outside the asphalt driveway and into the dirt
slope. The cost of this work is $6,541.36.
5. Grind and cap with asphalt concrete the access road between Sta.
10+69 and 14+50. The cost of this work is $31,918.41.
6. Delayed costs incurred by the contractor due to canceled tie-in
on 5/25/23 due to excessive water from leaking District valves.
The cost of this work is $10,220.27.
7. Additional shoring cost due to canceled 5/25/23 tie-in
rescheduled for 6/1/23. The cost of this work is $1,736.09.
8. Increase Bid Item #41-AC Pavement-Private Driveways by 432 SF@
$6/SF = $2,592.00.
P2612 - Paso De Luz/Telegraph Canyon Road
1. Delay due to migratory birds discovered on site after
mobilization. The cost of this work is $4,740.25. Two (2)
calendar days are added for this work.
2. Increase restoration area for Helix Environmental for slope
restoration for Paseo De Luz/Telegraph Canyon work. The cost of
this work is a CREDIT of $15,716.80. Zero (0) calendar days are
added for this work.
3. Increase Bid Item #13-AC Pavement Telegraph Canyon Road by 756
SF@ $48.70/SF = $36,817.20.
4. Decrease Bid Item #14-AC Pavement Paseo De Luz by 4 SF@ $100/SF
= <$400.00>.
Allowances
1. Reduce Bid Item 44 - Rock Removal by Hydraulic Breaking Method
by 89 CY @ $110/CY = <$9,790.00>.
2. Reduce Bid Item 45 - Rock Removal by Chemical Breaking Method by
100 CY @ $110/CY = <$10,000.00>.
3. Reduce Bid Item 46 - Unsuitable soils by 100 CY @ $28/CY =
<$2,800.00>.
4. Reduce Bid Item 47 - Additional potholes by 8 EA @ $1,100/EA =
<$8,800.00>.
5. Reduce Bid Item 48 - Utility crossings not shown on plans by 3
EA @ $1,100/EA = <$3,300.00>.
6. Reduce Bid Item 49 - Unknown utilities by 1 LS @ $10,000/LS =
<$10,000.00>.
7. Reduce Bid Item 50 - Caving soil over excavation by 100 CY @
$11/CY = <$1,100.00>.
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8. Reduce Bid Item 51 - Replace existing meter box with new meter
box by 5 EA @ $300/EA = <$1,500.00>.
In total, the cost associated with the items in Change Order No. 2 is
an increase in the contract amount of $62,366.00 and added 60 days
for a total contract amount of $1,744,712.37 with a revised
construction duration of 340 calendar days. CCL met the contract
completion date and obtained substantial completion for the contract
on July 14, 2023.
FISCAL IMPACT: Joe Beachem, Chief Financial Officer
The total budget for CIP P2612, as approved in the FY 2024 budget, is
$1,250,000. Total expenditures, plus outstanding commitments and
forecast, including this contract, are $836,526. See Attachment B-1
for the budget detail.
The total budget for CIP P2616, as approved in the FY 2024 budget, is
$4,200,000. Total expenditures for phase one of the project, plus
outstanding commitments and forecast, including this contract, are
$1,681,796. See Attachment B-2 for the budget details.
Based on a review of both financial budgets for CIP P2612 and P2616,
the Project Manager anticipates the Project will be completed within
the budgeted amounts.
The Finance Department has determined that, under the current rate
model, 100% of the funding for CIPs P2612 and P2616 is available from
the Replacement Fund.
GRANTS/LOANS:
Engineering staff researched and explored grants and loans and found
none were available for this Project.
STRATEGIC GOAL:
This Project supports the District’s Mission statement, “To provide
exceptional water and wastewater service to its customers, and to
manage District resources in a transparent and fiscally responsible
manner” and the General Manager’s Vision, "To be a model water agency
by providing stellar service, achieving measurable results, and
continuously improving operational practices."
LEGAL IMPACT:
None.
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KC/MJL:jf
C:\OneDrive\Otay Water District\ENG CIP - Documents\P2612 10-inch PL Replacement, 711 Zone, Paso de
Luz\Staff Reports\CO#2-2023-10-04\BD 10-04-23 Staff Report CO 2 for Paso de Luz & Vista Sierra Pipeline
Replacement.docx
Attachments: Attachment A – Committee Action
Attachment B-1 – Budget Detail for P2612
Attachment B-2 – Budget Detail for P2616
Exhibit A – P2612 Project Location Map
Exhibit B – P2616 Project Location Map
Exhibit C – Change Order No. 2
ATTACHMENT A
SUBJECT/PROJECT:
P2612-001103
P2616-001103
Approve Change Order No. 2 to the Contract with CCL
Contracting, Inc. for the Paso de Luz/Telegraph Canyon (CIP
P2612) and Vista Grande/Vista Sierra (CIP P2616) Waterline
Replacement Project
COMMITTEE ACTION:
The Engineering, Operations, and Water Resources Committee
(Committee) reviewed this item at a meeting held on September 19,
2023. The Committee supported staff's recommendation.
NOTE:
The “Committee Action” is written in anticipation of the Committee
moving the item forward for Board approval. This report will be sent
to the Board as a Committee approved item or modified to reflect any
discussion or changes as directed by the Committee prior to
presentation to the full Board.
ATTACHMENT B-1 – Budget Detail for P2612
SUBJECT/PROJECT:
P2612-001103
P2616-001103
Approve Change Order No. 2 to the Contract with CCL
Contracting, Inc. for the Paso de Luz/Telegraph Canyon (CIP
P2612) and Vista Grande/Vista Sierra (CIP P2616) Waterline
Replacement Project
9/7/2023
Budget
1,250,000
Planning
Consultant Contract $4,940 $4,940 $0 $4,940 WSC INC
$450 $450 $0 $450 HELIX ENVIRONMENTAL
Regulatory Agency Fees $50 $50 $0 $50 COUNTY OF SAN DIEGO
Standard Salaries $34,840 $34,840 $0 $34,840
Total Planning $40,280 $40,280 $0 $40,280
Design
Construction Contracts $20,430 $20,430 $0 $20,430 KOCH GENERAL ENG INC
Consultant Contracts $6,230 $6,230 $0 $6,230 COFFMAN ENG INC
$10,700 $10,700 $0 $10,700 NINYO & MOORE
$6,000 $6,000 $0 $6,000 STC TRAFFIC INC
$90,066 $90,066 $0 $90,066 HAZEN AND SAWYER
Service Contracts $12 $12 $0 $12 DAILY JOURNAL
Standard Salaries $67,277 $67,277 $0 $67,277
Total Design $200,715 $200,715 $0 $200,715
Construction
Construction Contract $492,300 $492,300 $0 $492,300 CCL CONTRACTING INC
$0 $0 $0 $0 CCL CCO#1
$1,796 $0 $1,796 $1,796 CCL CCO#2
Service Contracts $907 $907 $0 $907 ABC IMAGING
$42 $42 $0 $42 DAILY JOURNAL
Consultant Contracts $3,215 $3,215 $0 $3,215 HAZEN AND SAWYER
$1,030 $1,030 $0 $1,030 CLARKSON LAB & SUPPLY
$11,241 $11,241 $0 $11,241 KENNY CONSULTING INC
$30,000 $17,386 $12,614 $30,000 VALLEY CM
Standard Salaries $55,000 $41,095 $13,905 $55,000
Total Construction $595,531 $567,216 $28,315 $595,531
Grand Total $836,526 $808,211 $28,315 $836,526
P2612 - Paso de Luz/Telegraph Canyon 711 PZ WL Replacement
Project Budget Details
Committed Expenditures
Outstanding
Commitment
& Forecast
Projected
Final Cost Vendor/Comments
ATTACHMENT B-2 – Budget Detail for P2616
SUBJECT/PROJECT:
P2612-001103
P2616-001103
Approve Change Order No. 2 to the Contract with CCL
Contracting, Inc. for the Paso de Luz/Telegraph Canyon (CIP
P2612) and Vista Grande/Vista Sierra (CIP P2616) Waterline
Replacement Project
9/7/2023
Budget
4,200,000
Planning
Consultant Contract $5,970 $5,970 $0 $5,970 WSC INC
Regulatory Agency Fees $50 $50 $0 $50 COUNTY OF SAN DIEGO
Standard Salaries $31,240 $31,240 $0 $31,240
Total Planning $37,260 $37,260 $0 $37,260
Design
Regulatory Agency Fees $312 $312 $0 $312 COUNTY OF SAN DIEGO
Consultant Contracts $1,965 $1,965 $0 $1,965 WSC INC
$17,120 $17,120 $0 $17,120 NINYO & MOORE
$5,760 $5,760 $0 $5,760 PSOMAS
$115,260 $115,260 $0 $115,260 HAZEN AND SAWYER
Service Contracts $500 $500 $0 $500 CHICAGO TITLE
$12 $12 $0 $12 DAILY JOURNAL
Standard Salaries $92,752 $92,752 $0 $92,752
Total Design $233,681 $233,681 $0 $233,681
Construction
Construction Contract $1,135,140 $1,135,140 $0 $1,135,140 CCL CONTRACTING INC
$54,906 $54,906 $0 $54,906 CCL CCO #1
$60,570 $0 $60,570 $60,570 CCL CCO #2
Service Contracts $907 $907 $0 $907 ABC IMAGING
$42 $42 $0 $42 DAILY JOURNAL
Consultant Contracts $4,290 $4,290 $0 $4,290 HAZEN AND SAWYER
$30,000 $27,164 $2,836 $30,000 VALLEY CM
Standard Salaries $125,000 $112,030 $12,970 $125,000
Total Construction $1,410,855 $1,334,479 $76,375 $1,410,855
Grand Total $1,681,796 $1,605,420 $76,376 $1,681,796
P2616 - Vista Grande/Vista Sierra 978 PZ WL Replacement
Project Budget Details
Committed Expenditures
Outstanding
Commitment
& Forecast
Projected
Final Cost Vendor/Comments
OTAY WATER DISTRICT
PASO DE LUZ WATER MAIN REPLACEMENT PROJECTLOCATION MAPEXHIBIT A CIP P2612F
C:\Users\donald.bienvenue\Otay Water District\ENG CIP - Documents\P2612 10-inch PL Replacement, 711 Zone, Paso de Luz\Graphics\Exhibits-Figures\P2612 NOE-Location Map.mxd
NEW WATER PIPELINE
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OTAY WATER DISTRICTVISTA GRANDE/VISTA SIERRA WATER LINEREPLACEMENT PROJECTLOCATION MAP
EXHIBIT B CIP P2616F
C:\Users\donald.bienvenue\Otay Water District\ENG CIP - Documents\P2612 10-inch PL Replacement, 711 Zone, Paso de Luz\Graphics\Exhibits-Figures\P2616 Exhibit B-Location Map.mxd
NEW 12" WATER MAIN
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VISTA GRANDE RD
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STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: October 4, 2023
PROJECT: Various DIV. NO. ALL
SUBMITTED BY: Michael Kerr, Information Technology Manager
APPROVED BY: Adolfo Segura, Chief, Administrative Services
Jose Martinez, General Manager
SUBJECT: FY23 YEAR-END REPORT OF THE DISTRICT’S FY23-26 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 of the District’s FY23-26 Strategic Plan
for FY23.
ANALYSIS:
Summary
The current Otay Water District Strategic Plan is a four-year plan ranging
from the start of FY23 through the end of FY26. This report details the
year-end results for the first year of our four-year program.
Objectives – Target 90%
Strategic Plan objectives are designed to ensure the District is executing
defined mission-developed strategies and implementing appropriate changes
necessary to guide the agency, meet new challenges, and positively adapt
to change. FY23 year-end results are above target at 100%, with 28 of 28
AGENDA ITEM 4
active items completed or on schedule.
Key Performance Indicators (KPI’s) – Target 75%
KPI’s are designed to track the District’s day-to-day performance. These
indicators measure the effectiveness and efficiency of essential
operational services. The District’s overall KPI goal of 75% is considered
“on target”. For FY23, year-end results are above target at 88%, with 30
of 34 items achieving the desired level or better.
KPI’s are determined on established AWWA performance benchmarks, water
agency standards, and historical trends. Of the total measures outlined
in the Strategic Plan, 10 are reported annually to include:
• Water Rate Ranking
• Sewer Rate Ranking
• Water Debt Coverage
• Sewer Debt Coverage
• Reserve Level
• Accounts Per Full-Time Employee (FTE)
• Business Recovery Exercises
• Vulnerability Assessments
• Potable Tank Inspection and Cleaning
• Injury Incident Rate
One (1) measure is reported biennially to triennially:
• Customer Opinion Survey
0
5
10
15
20
25
30
35
40
45
28
0 0
7
On Schedule/Completed Behind On Hold Not Started
28 of 28 Objectives are Completed or On Schedule (100%)
KPI’s Not on Target (4):
CIP Project Expenditures vs. Budget
Target: 95% of budget annually.
Year-end CIP expenditures totaled 94.4%, slightly below the annual
target of 95%. The $75,000 shortfall was attributed to material supply
delays and heavy rain.
Mark-out Accuracy
Target: 100% mark-out accuracy annually.
Year-to-date, staff completed 6,398 mark-outs with three (3) at-fault
hit facilities:
• In quarter two, the District’s contract locator incorrectly marked
a two-inch (2”) water service lateral that was subsequently
damaged by an excavator.
• In quarter four, contractors hit a one-inch (1”) water service
lateral in April, and a two-inch (2”) blow-off lateral in May.
Both laterals were quickly crimped by the contractors and repaired
by District staff. There was no damage to property or onsite
improvements.
Sewer Overflow Rate (AWWA)
Target & AWWA: Zero (0) overflows per quarter and annually.
There were zero (0) overflows in quarters three and four; however, the
year-to-date target was not met due to one (1) sewer overflow in the
first quarter:
30 of 34 Key Performance Indicators are On Target (88%)
0510152025303540
30
4
On Target Not on Target
• A Category 3 Sanitary Sewer Overflow (SSO) event occurred on July
22, 2022. This was due to a root blockage at manhole MH-354-061
located on Anaheim Drive, La Mesa. A total of 10 gallons spilled
and were fully recovered.
Employee Turnover Rate
Target: Less than 5% turnover annually.
There were nine (9) voluntary terminations in FY23, resulting in a
6.43% turnover.
Next Steps
Staff will continue to focus on the plan’s objectives, key performance
indicators, and emerging trends.
Committee Reports – Slideshow
The Strategic Plan year-end results are presented to both the Finance
and Administration Committee, and the Engineering, Operations, and Water
Resources Committee with a specific focus on the most relevant
information for each Committee (see “Attachment B”). The Strategic Plan
is also available on the District’s website.
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
ATTACHMENT A
SUBJECT/PROJECT: FY23 YEAR-END REPORT OF THE DISTRICT’S FY23-26 STRATEGIC
PLAN
COMMITTEE ACTION:
The Engineering, Operations, and Water Resources, and the Finance and
Administration Committee met on September 19 and 20, 2023, respectively,
to review this item. The Committee supports the presentation to the full
Board.
NOTE:
The “Committee Action” is written in anticipation of the Committee moving
the item forward for Board approval. This report will be sent to the
Board as a committee approved item or modified to reflect any discussion
or changes as directed by the committee prior to presentation to the full
Board.
OTAY WATER DISTRICT
STRATEGIC PLAN
FY2023 Year-End Report 2023
2026
ATTACHMENT B
BALANCED SCORECARD
2
Focuses on the financial
performance of the District
FINANCIAL
Focuses on the District’s culture
and development of staff to
ensure there is a productive and
skilled workforce in place
LEARNING AND
GROWTH
Focuses on customer service
levels, satisfaction, brand,
and confidence
CUSTOMER
Focuses on business processes
designed to deliver and improve
customer objectives and
services
INTERNAL
BUSINESS PROCESS
94%
88%
93%95%94%
82%86%
98%100%
50%
60%
70%
80%
90%
100%
FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23
Year-End
Target
90%
Total 35
ON SCHEDULE
COMPLETED BEHIND SCHEDULE ON HOLD
OBJECTIVES
100%0%0%
TR
E
N
D
S
YEAR-END
FY 2023
28 Objectives
28/28 = 100%
Overall Target
3
Active 28
Not Started 7
Enhance and build public awareness of the
District’s priorities, initiatives, programs, and
services
Collect and analyze customer feedback on District
operations, projects, programs, service experience,
and expectations
Advance the District's web and social media presence
Enhance internal communications, tools, and
technology to disseminate information to District staff
effectively
Enhance education, outreach, and communication
tools to the public on the understanding of water
supply constraints and rates and how they
affect/support a reliable water supply
4
CUSTOMER
Eileen Salmeron
Communications Assistant
Completed On Schedule
Maintain a long-range financing plan that sets forth the
long-term funding needs of the District
Evaluate grant funding opportunities
Evaluate banking functions for lower cost and process
efficiencies
Evaluate the District’s cash reserve policies to consider optimal
uses and levels of reserves, to ensure financial resiliency
Conduct an evaluation of a health savings investment account
program for an optional post-employment benefit
Conduct a compensation study to evaluate labor industry
conditions and the District’s competitiveness
Invest in technology infrastructure to enhance customer
engagement and satisfaction
Deploy Advanced Metering Infrastructure (AMI) technology in
service areas to improve the District operations
Evaluate Interactive Voice Response (IVR)/Online customer
portal for water use management and assistance
5
FINANCIAL
Completed On Schedule Not StartedAdvanced Metering
Infrastructure Project (P2682)
Leverage the use of renewable and clean energy resources and
reduce the use of hazardous chemicals
Evaluate and implement energy-efficient systems
Evaluate and implement alternative energy opportunities
Advance Clean Fleet Regulations District Implementation Program of Zero or
near Zero Emissions Vehicles
Reduce the District’s chemical footprint by substituting hazardous chemicals
for similar, less hazardous chemicals
Implement technologies to improve response time, security, and
operational effectiveness
Conversion of the District’s enterprise Geographic Information System
(GIS/Esri) from a Geometric Network to a Utility Network Model
Conduct needs assessment/replacement of District's financial management
system
Maintain and regularly evaluate internal financial controls
Leverage Cityworks to further develop job task process standardization and
work order cost modeling
Develop appropriate water resource mix to meet the water
reliability needs of the community
Use the Water Facilities Water Management Plan/Urban Water Management
Plan to analyze future needs and prescribe approaches to meeting future
requirements
Evaluate City of San Diego’s recycled water purchase
Develop the District’s long-term water supply strategies and planning efforts
with regional partnerships
6CompletedOn Schedule Not Started
Amy Pinion
Accountant
INTERNAL BUSINESS
PROCESS
Deanna Vaughn
Accountant
Respond to anticipated water shortages through rate
structure modification, conservation assistance, and
outreach
Monitor and modify the Water Shortage Contingency Plan, as
needed
Identify, evaluate, and implement new opportunities for recycled
water, including potential for potable reuse
Advancement of District's Asset Management Program
Formalization of Standard Operating Procedures (SOP) and
Planned Job Observations (PJO)
Develop long-term strategic operations and maintenance program
(Total Asset Management)
Collect and maintain accurate asset records, including criticality,
maintenance history, asset condition, and performance for
continuous improvement
Cloud migration of the District’s enterprise Geographic Information
System (GIS/Esri) and the associated Asset Management and Field
Applications
Cyber and Physical Security
Advance the use of the District's Supervisory Control and Data
Acquisition (SCADA) system to further enhance the security and
reliability of the distribution system and optimize administration
Evaluate new disaster recovery solutions and advance the District's
enterprise business continuity program
7
Sam Battikha
SCADA Instrumentation Technician
INTERNAL BUSINESS
PROCESS
Completed On Schedule Not Started
Rogelio Martinez
Sr. SCADA Instrumentation Technician
Coordinate workforce planning activities to
determine future needs, identify gaps, and
implement actions to close the gaps
Maximize opportunities to develop employees through
training and mentoring
Evaluate the implementation of learning and
development programs in coordination with partner
agencies
Analyze and identify workforce trends to address
critical gaps between the current workforce and future
needs
Improve Organization Effectiveness
Negotiate successor Memorandum of Understanding
(MOU) with the employee association and
unrepresented employees to focus on recruitment and
retention
Implement a cross-functional innovation committee to
advance the District’s culture of collaboration and
process improvement among departments
8
Left to right: Kevin Winder, Dustin Schwegel, Zach
Tackett, and Alexis Salcedo
Water OperationsLEARNING AND
GROWTH On Schedule Not Started
KEY PERFORMANCE INDICATORS
TR
E
N
D
S
YEAR-END
FY 2023
Overall Target 75%
Total 34
Reported Quarterly 23
Reported Annually 10
83%
90%88%
95%
83%
90%90%88%88%
50%
60%
70%
80%
90%
100%
FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY23
Year-End
Target
88%
30 KPIs
30/34 = 88%
ON TARGET NOT ON TARGET
12%
4 KPIs
4/34 = 12%
Reported Biennial to
Triennial 1
10
TARGET
No more than 4.6 complaints per 1,000 customer accounts annually
CALCULATION
Number of technical quality complaints per year/Number of active accounts per reporting
period
AWWA BENCHMARK
Average of 75th Percentile, 2.6, and Median, 6.6, for population served between 100,001 –
500,000 (Combined Utilities)
3.69
5.12
3.94 4.20 3.55 3.51 4.50 3.85
1.02
0
5
10
15
20
25
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
75th Percentile
Median
25th Percentile
TECHNICAL QUALITY COMPLAINT
(AWWA | Customer Relations)
CUSTOMER OPINION SURVEY
TARGET
85% or greater customer satisfaction (measured biennially to triennially)
CALCULATION
Multiple recruiting (email and telephone) and data collection (telephone and online)
methods. Survey administered to a random sample of residential customers within
Otay Water District’s service area.
85%
New Measure in FY23
Dana Gutierrez
Customer Service Representative II
POTABLE WATER COMPLIANCE RATE
(AWWA | Water Operations)
TARGET
100% of all health-related drinking water standards per quarter and annually
CALCULATION
Number of days the primary health regulations are met/Number of days in the reporting period
AWWA BENCHMARK
100% - 75th Percentile for population served between 100,001 – 500,000 (Water)11
100%
(FY2015 –FY2023)
Phil Kussler
Water Systems Operator II
TARGET
97% average answer rate per quarter and annually
CALCULATION
Number of calls answered/Total number of calls
98.33%
97.84%
98.12%98.00%
98.38%98.43%98.55%98.60%98.68%
95%
96%
97%
98%
99%
100%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
ANSWER RATE
12
Pam Castanon
Customer Service Rep II
TARGET
99.8% billing accuracy per quarter and annually
CALCULATION
Number of correct bills/Number of bills issued during the reporting
period
99.81%99.97%99.99%99.98%99.94%99.99%99.99%99.99%99.99%
95%
96%
97%
98%
99%
100%
101%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
BILLING ACCURACY
92.20%
89.80%
109.10%
97.40%
104.80%
87.30%
111.00%
103.00%
94.40%
80%
85%
90%
95%
100%
105%
110%
115%
120%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
1.9%1.8%
1.5%1.3%
3.1%
5.6%
4.4%
2.0%
0.5%
0%
1%
2%
3%
4%
5%
6%
7%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
CONSTRUCTION CHANGE
ORDER INCIDENCE
TARGET
No more than 5% per quarter and annually
CALCULATION
Cost of Change Orders (not including allowances)/Original construction contract
amount (not including allowances)13
CIP PROJECT EXPENDITURES
VS. BUDGET
TARGET
95% of budget annually
CALCULATION
Actual Expenditures/Annual Budget
8
7
5
6
3
5 5 5 5
0
2
4
6
8
10
12
14
16
18
20
22
24
26
28
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
10
12
11
3 3
5 5 5 5
0
2
4
6
8
10
12
14
16
18
20
22
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
SEWER RATE RANKINGWATER RATE RANKING
TARGET
Bottom 50th percentile for the 22 member agencies in San Diego
CALCULATION
Ranking for the average monthly water bill among CWA member agencies
TARGET
Bottom 50th percentile for the 28 sewer service providers in San Diego
CALCULATION
Ranking for the average monthly bill among sewer service providers in San Diego
County 14
15
168%
171%
200%
236%
165%
188%
272%
262%
219%
90%
140%
190%
240%
290%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
1241%
371%
838%
603%
0%
200%
400%
600%
800%
1000%
1200%
1400%
2020 2021 2022 2023
Year-End Result
Target
SEWER DEBT COVERAGE RATIOWATER DEBT COVERAGE RATIO
TARGET
150% excluding growth revenue annually
CALCULATION
Qualified net operating revenues/Debt service requirements
15
TARGET
150% excluding growth revenue annually
CALCULATION
Qualified net operating revenues/Debt service requirements
16
100%
78%
85%
100%100%100%
85%83%
100%
60%
70%
80%
90%
100%
110%
120%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
RESERVE LEVEL
406
426
410 410
408
406
423
406
412
409 408 407 406
399
390
395
400
405
410
415
420
425
430
2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
ACCOUNTS PER FULL-TIME
EMPLOYEE (FTE)
TARGET
85% annually
CALCULATION
Number of reserve funds that meet or exceed fund target levels/Total number of
reserve funds
TARGET
399 accounts per FTE annually
CALCULATION
Potable + Recycled + Sewer Accounts/Number of FTEs
16
66%
75%
70%
72%74%
77%
66%
72%
76%
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
2.5%
4.0%4.1%
3.3%
3.6%3.8%3.9%4.0%
3.5%
0%
1%
2%
3%
4%
5%
6%
7%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
DISTRIBUTION SYSTEM LOSS
TARGET
Less than 5% of unaccounted water annually
CALCULATION
Volume purchased from CWA, City of San Diego customers + volume used by
District/Volume purchased from CWA, City of San Diego, and RWCTP production
17
PLANNED POTABLE WATER
MAINTENANCE RATIO IN $
TARGET
70% of all labor costs spent on preventative maintenance per quarter and annually
CALCULATION
Total Planned Maintenance Cost/Total Maintenance Cost
92%92%91%
82%
84%
92%
93%
90%
92%
65%
70%
75%
80%
85%
90%
95%
100%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
66%
86%
91%
74%74%
70%
55%
74%
90%
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
PLANNED RECYCLED WATER
MAINTENANCE RATIO IN $
TARGET
70% of all labor costs spent on preventative maintenance per quarter and annually
CALCULATION
Total Planned Maintenance Cost/Total Maintenance Cost
18
PLANNED WASTEWATER
MAINTENANCE RATIO IN $
TARGET
80% of all labor costs spent on preventative maintenance per quarter and annually
CALCULATION
Total Planned Maintenance Cost/Total Maintenance Cost
4.40 4.40 4.40
2.90
2.10
5.10
4.10
0
1
2
3
4
5
6
7
8
9
2017 2018 2019 2020 2021 2022 2023
75th Percentile
Median
25th Percentile
Year-End Result
Target
$785.11
$912.56
$1,095.70
$1,165.82
$1,071.66
$996.29
$1,374.69
$869.97
$1,049.68
$500
$600
$700
$800
$900
$1,000
$1,100
$1,200
$1,300
$1,400
$1,500
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
DIRECT COST OF
TREATMENT PER MGD
TARGET
No more than $1315 per MGD spent on wastewater treatment annually
CALCULATION
Total O&M costs directly attributable to sewer treatment/Total volume in MG
for one quarter
19
INJURY INCIDENT RATE
TARGET
No more than 4.1 injury incidents per 200,000 hours worked annually
(based on Department of Labor average for similar-size water agencies)
CALCULATION
(Number of recordable injuries/illnesses x 200,000 average hours worked)/ Total hours
employees worked
AWWA BENCHMARK
Average of 75th Percentile, 3, and Median, 5.3, for Combined Utilities
(Began utilizing AWWA Benchmark in 2023)
20 Left to right: Vince Brown and Kevin Winder
Utility Maintenance
3425
4549
3228
3405 3298
2969
4723
3132
4296
2050
2550
3050
3550
4050
4550
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
SYSTEM VALVE
EXERCISING PROGRAM
TARGET
20% of District valves exercised annually to accomplish 100%
every five years
(4092 valves annually)
CALCULATION
Total number of valves exercised per year
129%
188%
111%
100%
106%
50%
70%
90%
110%
130%
150%
170%
190%
2019 2020 2021 2022 2023
Year-End Result
Target
EASEMENT EVALUATION
AND FIELD INSPECTION
TARGET
100% assigned easements, evaluated via desktop tools, and inspected annually
(100 easements are assigned for FY23)
CALCULATION
Number of easements evaluated and inspected/Total easements assigned for the period
21
TARGET
8 potable water storage tanks and/or reservoirs cleaned annually
CALCULATION
Number of tanks cleaned and inspected annually
7
11
8 8 8
5
6
7
8
9
10
11
12
13
14
15
2019 2020 2021 2022 2023
Year-End Result
Target
POTABLE TANK
INSPECTION AND CLEANING
0.41
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
2023
Year-End Result
Target
75th Percentile
Median
25th Percentile
New Measure in FY230.130
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
2023
Year-End Result
Target
75th Percentile
Median
25th Percentile
POTABLE WATER DISTRIBUTION
SYSTEM INTEGRITY (LEAKS)
(AWWA –Water Operations)
TARGET
No more than 2.5 leaks per 100 miles of distribution piping annually
CALCULATION
100 (Number of leaks)/Total miles of distribution piping
AWWA BENCHMARK
2.5 – 75th percentile for population served between 100,001-500,000 22
POTABLE WATER DISTRIBUTION
SYSTEM INTEGRITY (BREAKS)
(AWWA –Water Operations)
TARGET
No more than 3 breaks per 100 miles of distribution piping annually
CALCULATION
100 (Number of breaks)/Total miles of distribution piping
AWWA BENCHMARK
3 – 75th percentile for population served between 100,001-500,000
New Measure in FY23
0.000
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
2023
Year-End Result
Target
New Measure in FY230.000
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
2023
Year-End Result
Target
RECYCLED WATER SYSTEM
INTEGRITY (LEAKS)
TARGET
No more than 2.5 leaks per 100 miles of recycled distribution system annually
CALCULATION
100 (Number of leaks)/Total miles of recycled distribution system
23
RECYCLED WATER SYSTEM
INTEGRITY (BREAKS)
TARGET
No more than 3 breaks per 100 miles of recycled distribution system annually
CALCULATION
100 (Number of breaks)/Total miles of recycled distribution system
New Measure in FY23
HYDRANT MAINTENANCE PROGRAM
TARGET
20% of District fire hydrants maintained annually to accomplish 100% every 5 years
(1220 fire hydrants annually)
CALCULATION
Total number of fire hydrants maintained 24
100%100%100%100%100%100%100%100%
99%
95%
96%
97%
98%
99%
100%
101%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
MARK-OUT ACCURACY
TARGET
100% mark-out accuracy per quarter and annually
CALCULATION
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/Total number of mark-outs
1338
Hydrants Maintained
New Measure in FY23
Vince Brown
Utility Worker II
TARGET
100% exercises completed annually (2 Scheduled for FY23)
CALCULATION
Total number of business recovery exercises completed annually
TARGET
100% assessments completed annually (2 Scheduled for FY23)
CALCULATION
Total number of vulnerability assessments completed annually
100%
0%
100%
200%
2023
Year-End Result
Target
New Measure in FY23
VULNERABILITY ASSESSMENTBUSINESS RECOVERY
EXERCISES
100%
Assessments
Completed
New Measure in FY23
Michael Christensen
Network Engineer
25
0 0
1.14
0
1.14 1.14 1.14
2.27
1.14
0
1
2
3
4
5
6
7
8
9
10
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
75th Percentile
Median
25th Percentile
TARGET
0 overflows annually
CALCULATION
100 (Number of sewer overflows during the reporting period)/Total miles of pipe in the sewage
collection system
AWWA BENCHMARK
0 – 75th Percentile for population served between 0-50,000
AWWA –Wastewater Operations)
SEWER OVERFLOW RATE
26
Brandon Perry
Sr. Utility Worker/Equipment Operator
27 27
43.11
36.80
30.83 33.38 34.04
79.04
28.40
55.77
42.26
0
10
20
30
40
50
60
70
80
90
100
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
TARGET
24 hours per field employee annually
CALCULATION
Total qualified safety training hours for field employees/Average
number of field employees
SAFETY TRAINING PROGRAM
Scott Meyer
Utility Worker I
TARGET
15.6 hours per employee annually
CALCULATION
Total qualified training hours for all employees/Average number of FTEs
AWWA BENCHMARK
15.6 – Median for combined utilities
17.53
23.02 22.89
18.11
26.85
59.90
16.49
24.53 24.91
10
20
30
40
50
60
70
2015 2016 2017 2018 2019 2020 2021 2022 2023
75th Percentile
Median
25th Percentile
Year-End Result
Target
(Began utilizing AWWA
Benchmark in 2023)
TRAINING HOURS PER EMPLOYEE
(AWWA –Organizational Development)
28
3.15%
0%
0.75%
1.50%
3.63%
2.19%2.16%
7.97%
6.43%
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
2015 2016 2017 2018 2019 2020 2021 2022 2023
Year-End Result
Target
EMPLOYEE VOLUNTARY
TURNOVER RATE
TARGET
Less than 5% turnover annually
CALCULATION
Number of voluntary terminations (not including retirements)/Average number of
employees
https://otaywater.gov/about-otay/news-and-documents/strategic-plan/
QUESTIONS?
FY23 - FY26 Strategic Plan