HomeMy WebLinkAbout02-16-22 F&A Committee Packet 1
OTAY WATER DISTRICT
FINANCE AND ADMINISTRATION
COMMITTEE MEETING
and
SPECIAL MEETING OF THE BOARD OF DIRECTORS
BY TELECONFERENCE
2554 SWEETWATER SPRINGS BOULEVARD
SPRING VALLEY, CALIFORNIA
WEDNESDAY
February 16, 2022
12:00 P.M.
This is a District Committee meeting. This meeting is being posted as a special meeting
in order to comply with the Brown Act (Government Code Section §54954.2) in the event that
a quorum of the Board is present. Items will be deliberated, however, no formal board actions
will be taken at this meeting. The committee makes recommendations
to the full board for its consideration and formal action.
AGENDA
1. ROLL CALL
2. PUBLIC PARTICIPATION – OPPORTUNITY FOR MEMBERS OF THE PUBLIC TO
SPEAK TO THE BOARD ON ANY SUBJECT MATTER WITHIN THE BOARD'S JURIS-
DICTION INCLUDING AN ITEM ON TODAY'S AGENDA
This meeting is being held via teleconference. Members of the public may submit their
comments on agendized and non-agendized items by either of the following two meth-
ods:
a) If you wish to provide public comment directly - that is, live during the “Public
Participation” portion of the meeting - please complete and submit a Request to
Speak Form via email to BoardSecretary@otaywater.gov before the start of the
meeting. Your request to speak will be acknowledged during the “Public Partic-
ipation” portion of the meeting when the Board will hear your comment. When
called to speak, please state your Name and the City in which you reside. You
will be provided three minutes to speak. The Board is not permitted to enter in-
to a dialogue with the speaker during this time.
OR
b) If you wish to have your comment read to the Board during the “Public Partici-
pation” portion of the meeting, please email your comment to BoardSecre-
tary@otaywater.gov at least thirty minutes prior to the start of the meeting, and
it will be read aloud during the “Public Participation” portion of the meeting.
Please provide your Name and the City in which you reside, with your com-
ment. Your comment must not take more than three minutes to read. The
Board is not permitted to respond to written public comment during this time.
2
The District’s meeting is live streamed. Information on how to watch and listen to the
District’s meeting can be found at this link: https://otaywater.gov/board-of-
directors/agenda-and-minutes/committee-meetings/
DISCUSSION ITEMS
3. APPROVE CHANGE ORDER NO. 1 IN AN AMOUNT NOT-TO-EXCEED $27,625 TO
THE COST OF SERVICE STUDY CONTRACT WITH RAFTELIS FINANCIAL
CONSULTANTS, INC. AND AUTHORIZE THE TOTAL CONTRACT NOT-TO-
EXCEED AMOUNT OF $93,235 (KOEPPEN) [5 minutes]
4. FISCAL YEAR 2022 MID-YEAR STRATEGIC PLAN UPDATE (KERR) [10 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 delib-
erated and may be subject to action by the Board.
The Agenda, and any attachments containing written information, are available at the Dis-
trict’s website at www.otaywater.gov. Written changes to any items to be considered at the
open meeting, or to any attachments, will be posted on the District’s website. Copies of the
Agenda and all attachments are also available by contacting the District Secretary at (619)
670-2253.
If you have any disability which would require accommodation in order to enable you to par-
ticipate in this meeting, please call the District Secretary at 670-2253 at least 24 hours prior
to the meeting.
Certification of Posting
I certify that on February 11, 2022 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 February 11, 2022.
/s/ Tita Ramos-Krogman, District Secretary
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: March 2, 2022
SUBMITTED BY: Kevin Koeppen
Assistant Chief of Finance
PROJECT: DIV. NO.All
APPROVED BY: Joseph R. Beachem, Chief Financial Officer
Jose Martinez, General Manager
SUBJECT: Approval of Change Order No. 1 in an Amount Not-to-exceed
$27,625 to the Cost of Service Study Contract with Raftelis
Financial Consultants, Inc. and Authorize the Total Contract
Not-to-exceed Amount of $93,235
GENERAL MANAGER’S RECOMMENDATION:
That the Board approve Change Order No. 1 in an amount not-to-exceed
$27,625 to the Cost of Service Study Contract with Raftelis Financial
Consultants, Inc. (Raftelis) and authorize the total contract not-to-
exceed amount of $93,235.
COMMITTEE ACTION:
See Attachment A.
PURPOSE:
To obtain Board authorization to execute Change Order No. 1 to the
Cost of Service Study Contract with Raftelis, thus increasing the
total contract amount from $65,610 to $93,235.
BACKGROUND:
Under the General Manager’s authority, the District contracted with
Raftelis to perform a water cost of service study. While performing
the study, the District received information that was not available
at the time the original contract was executed. As a result of this
AGENDA ITEM 3
information, Raftelis was asked to perform additional analysis,
prepare additional presentations, and attend additional meetings with
staff and the Board that were not included in the original scope of
work. The changes are due to analysis related to preparation for, and
participation in, discussions with the Board in Closed Session
concerning ongoing litigation and exposure to litigation.
Due to this change order increasing the total contractual amount
above the General Manager’s authority, staff is requesting that the
Board approve Change Order No. 1 for $27,625 and the authorize the
revised total contract amount of $93,235.
FISCAL IMPACT:
The total contract not-to-exceed amount will be increased from
$65,610 to $93,235.
The Finance Department has determined under the current rate model
that 100% of the funding is available from the General Fund for this
contract.
STRATEGIC GOAL:
The District ensures its continued financial health through long-term
financial planning and debt planning.
LEGAL IMPACT:
None.
Attachments:
A) Committee Action
B) Raftelis Change Order No. 1
ATTACHMENT A
SUBJECT/PROJECT:
Approval of Change Order No. 1 in an Amount Not-to-exceed
$27,625 to the Cost of Service Study Contract with Raftelis
Financial Consulting and Authorize the Total Contract Not-
to-Exceed Amount of $93,235
COMMITTEE ACTION:
445 S. Figueroa Street
Suite 1925
Los Angeles, CA 90071
Phone 213.262.9308
Fax 828.484.2442
www.raftelis.com
January 18, 2022
Mr. Kevin Koeppen
Assistant Chief, Finance
Otay Water District
2554 Sweetwater Springs Blvd.
Spring Valley, CA 91978
Subject: Water Rate Study Amendment Request
Dear Mr. Koeppen,
As of the date of this letter, Raftelis has approximately $11,440 remaining to complete this contract. We
have partaken in more meetings and discussions than originally anticipated in the original scope. Most of
the remaining $11k will be spent preparing a report. Per your request we respectfully submit this
amendment request to complete the additional tasks shown. As shown, task 6 includes a contingency
since we anticipate additional staff questions and discussion, modelling and conference calls with the
District’s attorney.
Please let me know if you have any questions regarding this contract amendment request. We enjoy
working with you and your staff and look forward to completing the study.
Sincerely,
RAFTELIS FINANCIAL CONSULTANTS, INC.
Steve Gagnon, PE (Licensed in AZ)
Sr. Manager
Cell: 714 351 2013
Email: Sgagnon@raftelis.com
Attachment B
Proposed Fee
Hours
PD PM TR SC CORP Total
1. Modeling monthly and daily (only) peaking as
opposed to daily and hourly 1 4 8 12 $3,020
2. Analyze Additional Tier Breakpoint Affect on
Rates 1 2 3 $755
3. Board Presentation on Rate Setting
Topics/Options 2 20 12 32 $8,660
4. Contingency - Staff Support for Questions and
Additional Modeling as needed 2 34 25 $15,190
5 0 59 0 47 0 47
$350 $285 $285 $220 $80
$0 $16,815 $0 $10,340 $0 $27,155
Total Fees $27,155
Total Expenses $470
Total Fees & Expenses $27,625
GD- Graphics Design
Otay Water District
Total Fees
& Expenses
PD - Project Director, Sudhir Pardiwala, PE
PM - Project Manager, Steve Gagnon, PE (AZ)
TR - Technical Reviewer, Theresa Jurotich, PE, PMP
SC - Staff Consultants
CORP - Corporate Functions
Tasks
Virutal
Meeting
1
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: March 2, 2022
PROJECT: Various DIV. NO. ALL
SUBMITTED BY: Michael Kerr, Information Technology Manager
APPROVED BY: Adolfo Segura, Chief of Administrative Services
Jose Martinez, General Manager
SUBJECT: FY22 MID-YEAR REPORT FOR THE DISTRICT’S FY19-22 STRATEGIC PLAN
GENERAL MANAGER’S RECOMMENDATION:
No recommendation. This is an informational item only.
COMMITTEE ACTION:
Please see “Attachment A”.
PURPOSE:
To provide a mid-year report of the District’s FY19-22 Strategic
Performance Plan for FY22.
ANALYSIS:
Summary
The current Otay Water District Strategic Plan is a four-year plan
ranging from the start of FY19 through the end of FY22. This report
details the mid-year results for the last year of the four-year plan.
Objectives – Target 90%
Strategic Plan objectives are designed to ensure the District executes
mission-developed strategies and makes appropriate changes necessary to
guide the agency, meet new challenges, and positively adapt to change.
FY22 mid-year results are above target at 94%, with 49 of 52 active
items completed or on schedule, one (1) objective is behind, and two
(2) objectives are on hold.
AGENDA ITEM 4
2
Objective Behind (1) INTERNAL BUSINESS PROCESS
Strategy #9: Enhancement of Confined Space Program.
Objective: Automate confined space regulatory and work forms (electric
conversion), add confined space data layer in the District’s enterprise
Geographic Information System (GIS), and use data to electronically
automate the District’s confined space inventory.
This objective is behind due to the Safety & Security Specialist’s
unforeseen involvement (facilitator) in the District’s joint hazard
mitigation plan. In quarter two, staff focused on completing sensitive
milestones to catch up with San Diego County’s project timeline. It
is expected that this objective will be back on track in quarter three.
Objectives on Hold (2): CUSTOMER
Strategy #1: Enhance and build awareness and engagement among the
District’s customers and stakeholders, and within the San Diego Region,
of the District’s strategies, policies, projects, programs, and
legislative/regulatory issues.
Objective: Ensure consistency of branding and representation across the
District, using consistent logos, colors, messaging, communications
0
5
10
15
20
25
30
35
40
45
49
1 2 0
On Schedule/Completed Behind On Hold Not Started
49 of 52 Active Objectives are On Target (94%)
3
tools, and other collaterals through enhancement of internal and external
marketing materials.
Due to budget cuts, the objective was placed on hold; assuming budget
availability, this objective will resume in the new FY23 plan. Staff
will continue to ensure the District is using essential branding
consistently, wherever possible.
FINANCIAL
Strategy #3: Enhancement of business systems.
Objective: Evaluate enhancements to, or replacement, of the rate model
program.
Due to the District's current litigation, this objective has been put
on hold. This project will be incorporated into the Enterprise Resource
Planning (ERP) replacement project.
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 FY22, mid-year results are above target at
86%, with 30 of 35 items achieving the desired level or better.
0
5
10
15
20
25
30
35
40
30
5
On Target Not on Target
30 of 35 Key Performance Indicators are On Target (86%)
4
KPI’s are based on established AWWA performance benchmarks, water agency
standards, and historical trends. Seven (7) measures are reported at
year’s end:
• Water Debt Coverage
• Sewer Debt Coverage
• Reserve Level
• Accounts Per FTE
• Leak Detection Program
• Injury Incident Rate
• Enterprise Technology Services
KPI’s Not on Target (5):
Overtime Percentage
Target: Less than 100% of the budgeted overtime per quarter. Year-to-date overtime amounted to $94,819 vs. the budgeted amount of
$85,700. Multiple water main failures primarily drove the year-to-date
overtime variance in quarter one. In quarter two, overtime was only
$27 over budget (actual $39,327 vs. budget $39,300).
Planned Recycled Water Maintenance Ratio in $
Target: 70% of all labor dollars spent on preventative maintenance per
quarter.
Year-to-date, 55% of labor dollars were spent on preventative
maintenance. The target was not met due to a repair of the six-inch
recycled main on Clubhouse Drive in Chula Vista, which occurred during
quarter one, and staff providing traffic control for the final paving
in quarter two.
Easement Evaluation and Field Inspection
Target: 100% assigned easements evaluated via desktop tools and inspected
annually.
Year-to-date, 6% of scheduled easement inspections were completed (6
of 100). The target was not met due a Construction Inspector vacancy.
The position was filled in December 2021 and is expected to meet the
target by the end of the fiscal year.
Percent of Preventative Maintenance Completed – Pump/Electric Section
Target: 90% of scheduled preventative maintenance completed.
5
Year-to-date, 40% of preventative maintenance activities were
completed (233 of 585). Quarter two results were below target due to
a Pump Mechanic vacancy. The position was filled in January 2022 and
is expected to meet the target by the end of the fiscal year.
Sewer Overflow Rate (AWWA)
Target & AWWA: Zero (0) overflows per quarter.
The year-to-date target was not met due to two sewage overflows in
quarter one:
1. Category 2 Sewer Spill Overflow (SSO) event on July 26, 2021. This
overflow was due to a hole in a one-inch copper air vac service line
on the force main, located on Steele Canyon Road. This main pumps
sewage from Par Four Drive to Willow Glen Drive in El Cajon. A total
of 1,500 gallons of sewage were recovered.
2. Category 3 SSO event on September 15, 2021. This overflow was due
to a blockage at manhole MM-331-039 located on Singer Lane in Spring
Valley. A total of 200 gallons of sewage were recovered.
Next Steps
Staff will continue to execute the plan’s objectives and key performance
indicators and track emerging trends.
Committee Reports – Slideshow The Strategic Plan results are presented to both the Finance &
Administration, and the Engineering, Operations, & Water Resources
Committee with a specific focus on the most relevant information for
each Committee (see “Attachment B”).
Strategic Plan is available on the Board VPN The Strategic Plan results and associated details are provided in a real-
time, interactive web-based application available to the Board via
secured remote access, VPN (Virtual Private Network). The District
Secretary can facilitate any password or access issues.
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
6
in providing performance reporting to the Board and staff.
LEGAL IMPACT:
None. ATTACHMENTS:
Attachment A – Committee Action Report
Attachment B – PowerPoint Presentation
7
ATTACHMENT A
SUBJECT/PROJECT: FY22 MID-YEAR REPORT FOR THE DISTRICT’S FY19-22 STRATEGIC PLAN
COMMITTEE ACTION:
The Engineering, Operations & Water Resources and Finance &
Administration Committees reviewed this item at a meeting held on
February 15 and 16, 2022, respectively. The Committees support
presentation to the full Board for their consideration.
NOTE:
The “Committee Action” is written in anticipation of the Committee moving
the item forward for Board approval. This report will be sent to the
Board as a committee approved item or modified to reflect any discussion
or changes as directed from the committee prior to presentation to the
full Board.
FY22 Mid-Year Report
OTAY WATER DISTRICT
FY19-22 STRATEGIC PLAN
Attachment B
Contoso
Pharmaceuticals
Employee growth/ RetentionFinancial Results and GrowthIncrease Customer Satisfaction/Engagement Improve Operational Efficiency
CUSTOMER FINANCIAL
INTERNAL BUSINESS PROCESS
LEARNING & GROWTH
2
94%
49 Objectives
TRENDS
ON TARGET/COMPLETED
OVERALL TARGET
90%
TOTAL OBJECTIVES52
NOT ON TARGET
OBJECTIVES
ON HOLD
2%
1 Objectives
4%
2 Objectives
75%
85%
95%
FY17 FY18 FY19 FY20 FY21
NOT STARTED0
RESULT TARGET
ACTIVE
LEARNING AND GROWTH
CUSTOMER
FINANCIAL
INTERNAL BUSINESS PROCESSES
52
49/52 = 94%2/52 = 4%
3
1/52 = 2%
C01. Enhance and build awareness and engagement among the District’s customers and stakeholders and within the San Diego Region of the District’s strategies, policies, projects, programs, and legislative/regulatory issues
Continue implementation of and enhance the District’s community and business outreach, media, and government relations programs
Ensure consistency of branding and representation across the District, using consistent logos, colors, messaging, communications tools, and other collaterals through enhancement of internal and external marketing materials
Evaluate and enhance the District’s water conservation programs
CUSTOMER | 4 C02. Assess and enhance communications tools and increase online presence and social media exposure
Assess communication tools (social media presence)
4
Tenille OteroCommunications Officer
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
F01. Integrated resource planning and facility optimization
Recycled water long-term business plan
South District Potable Water Supply Alternatives to San Diego County Water Authority (SDCWA) Pipeline 4 Supply Interruption (catastrophic event)
Treatment Plant long-term business plan (sewer portion)
F02. Evaluation of key system alternatives and financial impact
Conduct desalination (Rosarito) financial analysis
In support of the Engineering Department, conduct recycled water and sewer business financial analysis
FINANCIAL | 19
5
Laura YorkLab Analyst
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
F03. Enhancement of business systems
Enterprise Resource Planning (ERP) validation and replacement evaluation
Evaluate, and if beneficial, implement cloud-based payroll service
Evaluate enhancements to, or replacement, of the rate model program
Implement Paperless Account Payable (AP) solution
Re-evaluate prior payroll solutions and identify any new cloud-based payroll solutions
Complete a sewer cost of service study and recommend a rate structure that will provide for more stable sewer revenues
Evaluate the Capacity and New Water Supply Fees, including an update of applicable costs, and, if possible, recommend a fee structure that is more efficient and effective than the current structure
FINANCIAL | 19(cont’d)
6 ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
Shiela DilayreSr. Accountant
F04. Enhancement of the Asset Management (AM) and Capital Improvement Programs (CIP)
Enhancement of the framework for systematic development, validation, and implementation of new CIPs
Enhancements of the AM Program
Financial activity-based cost cross-training
In support of the Engineering Department, enhance financial impact forecasting and analysis of future CIPs
F05. Develop alternative Public Employees Retirement System (PERS) financing strategy to fund ahead of PERS schedule
Optimize funding and liability schedule
FINANCIAL | 19(cont’d)
F06. Negotiate and implement a new labor agreement and optimize employee benefit programs
Negotiate and implement new labor agreement
Review Deferred Compensation Program for reduced fees and streamlined approach and ensure offerings are fully utilized
7 ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
Bernardo Separa
Engineering Design Technician
I01. Optimize meter activity operations
Evaluation of Advanced Metering Infrastructure (AMI) technology
Explore web-based options for meter reading and backflow test entry
Optimize Global Positioning System (GPS) fleet assignment and routing operation
I02. Enhance customer experience (collaboration between Customer Service and Communications)
Customer electronic communication and outreach
Customer Information System (CIS)/ Customer Relationship Management (CRM) validation and replacement evaluation
8
Allan RaymundoLead Customer Service Field Rep
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
INTERNAL BUSINESS PROCESS | 27 (cont’d)
I03. Evaluate and leverage the use of available Human Resources self-service and capital management technology solutions
Evaluate on-boarding programs and implement, if determined necessary
Implement Human Resource Information System (HRIS) in coordination with payroll conversion
Pilot cloud-based human capital performance management system and implement, if determined necessary
I04. Maintain a reliable, scalable, secure, and high-performing technology infrastructure to support current and future service needsAdopt National Institute of Standards and Technology (NIST) cyber security framework and enhance disaster recovery planning
Advance business processes and operational efficiencies through effective implementation of information technologyCreate framework to evaluate cost efficiency of new technology services and cloud vs. on-premise selection
Deploy next generation storage services and communication architecture
9 ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
Michael ChristensenNetwork Engineer
INTERNAL BUSINESS PROCESS | 27 (cont’d)
I05. Enhance SCADA system services via SCADA roadmap project
Prioritize fourteen strategic project/initiatives, recently developed
I06. Enhancement of enterprise geographic data
Deploy ArcGIS Pro for 3D analysis
Evaluate the use of Drone2Map technology for asset, field inspections,
and condition assessment
Migrate Geographic Information System (GIS) data structure from geometric network to utility dashboard
Standardization of District asset data and collection processINTERNAL BUSINESS PROCESS | 27 (cont’d)
10
Alex SchultzGIS Technician
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
I07. Enhancement of maintenance and program standards
Analyze electric energy-saving programs as they become available
Evaluate the effectiveness of various methods to reduce nitrification events
Evaluate the efficiency and effectiveness of the District’s valve exercise preventative maintenance including proposed recommendations
Evaluate the impacts as a result of recent and upcoming regulatory changes including, but not limited to, Air Pollution Control District (APCD), State Water Resource Control Board (SWRCB), and Occupational Safety and Health Administration (OSHA), etc.
Establish an access and defensible space vegetation mitigation program with maintenance schedules for District remote facilities, access roads, and off-road appurtenances
I08. Enhancement of contracting and facility services
Enhance Customer and Public Service security in public lobby areas
Evaluate feasibility of incorporating electric and hybrid vehicles into District fleet
Streamline contract and purchase order (contract) management and lifecycle
11
Raisa AriasPermit Technician
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
INTERNAL BUSINESS PROCESS | 27 (cont’d)
I09. Enhancement of the Confined Space Program
Automate confined space regulatory and work forms (electronic conversion), add confined space data layer in the District’s enterprise Geographic Information System (GIS), and use data to electronically automate the District’s confined space inventory
I10. Optimize District’s Hazardous Waste Operations and Emergency Response (HAZWOPER) Confined Space Rescue Team
Certify program at Industry State Level and under the Incident Command System, streamline chlorine gas and confined space rescue training, operations, and response and convert inventory lists and equipment logs to electronic form
12
Leonel TorresGIS Analyst
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
INTERNAL BUSINESS PROCESS | 27 (cont’d)
L01. Enhance Leadership and employee training programs, and knowledge transfer process
Continue development of leadership and District-wide training programs
Review and enhance knowledge transfer process to ensure retention of District knowledge
LEARNING AND GROWTH | 2
13 ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
Juan Tamayo
Recycled Program Supervisor
50%
60%
70%
80%
90%
100%
FY17 FY18 FY19 FY20 FY21 LEARNING AND GROWTH
CUSTOMERTRENDS
ON TARGET
KEY PERFORMANCE INDICATORS
FINANCIAL
OVERALL TARGET
INTERNAL BUSINESS PROCESSES
75%
TOTAL KPIs42 REPORTED QUARTERLY35 REPORTED ANNUALLY7
14%
5 KPIs
NOT ON TARGET
86%30 KPIs
RESULT TARGET
5/35 = 14%30/35= 86%
14
98.48%98.66%
90%
91%
92%
93%
94%
95%
96%
97%
98%
99%
100%
Q1 Q2 Q3 Q4
ANSWER RATE
Target: 97% average answer rate per quarter annually
Calculation: Number of all calls answered/Number of all calls received
15
TARGET
Kris Holden, Customer Service Rep II, answering a customer call.
0.91 0.84
0
1
2
3
4
5
6
7
8
9
10
Q1 Q2 Q3 Q4
TECHNICAL QUALITY COMPLAINT (AWWA)
(Customer Service)
Target & AWWA: No more than 7.1 complaints per 1000 customer accounts annually
75th Percentile for population served between 100,001-500,000 (combined utilities)
Calculation: Number of technical quality complaints per year/Number of active customer accounts per reporting period
Peter Grable, Water Systems Operator I,at the 850-2 Pump Station testing water for
chlorine and calibrating analyzers based on the result.
16
TARGET & AWWA BENCHMARK
100%100%
90%
95%
100%
Q1 Q2 Q3 Q4
POTABLE WATER COMPLIANCE RATE (AWWA)
(Water Operations)
Target & AWWA: 100% of all health-related drinking water standards per quarter annually
75th Percentile for population served between 100,001-500,000 (water)
Calculation: Number of days the primary health regulations are met/Number of days in the reporting period
17
TARGET & AWWA BENCHMARK
18%
38%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
CIP PROJECT EXPENDITURES VS. BUDGET
Target: 95% of budget but not to exceed 100% annually
Calculation: Actual Expenditures/Annual budget
18
Filling the completed 850-1 Reservoir
0.9%0.8%
0%
1%
2%
3%
4%
5%
6%
Q1 Q2 Q3 Q4
CONSTRUCTION CHANGE ORDER INCIDENCE
Target: No more than 5% annually
Calculation: Total cost of Change Orders (not including allowances)/Total original construction contract amount (not including allowances)
1200-1 Reservoir Exterior Scaffolding
19
TARGET
$150.00
$127.00
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
Q1 Q2 Q3 Q4
O&M COST PER ACCOUNT
Target: Less than $592.00 per account annually (based on Annual Operating budget)
Calculation: Total operations O&M costs/Number of accounts
Allan Raymundo, Lead Customer Service Field Representative, manually reading a residential meter in Spring Valley.
20
BILLING ACCURACY
(Customer Service)
Target: 99.8% billing accuracy per quarter annually
Calculation: Number of correct bills/Total number of bills during the reporting period
21
Dana Gutierrez, Customer Service Rep II, reviewing integrity checks to ensure billing accuracy.
99.99%99.99%
95%
96%
97%
98%
99%
100%
101%
Q1 Q2 Q3 Q4
TARGET
120%
100%
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100%
105%
110%
115%
120%
125%
130%
Q1 Q2 Q3 Q4
OVERTIME PERCENTAGE
Target: Less than 100% of budgeted overtime per quarter annually (based on Operating budget and historical trends;
FY22 Overtime budget is $173,700)
Calculation: Actual overtime costs (including comp time)/Budgeted overtime costs
Utility Maintenance staff completing a service replacement
(left to right: German Garcia and Silas Hess).
22
TARGET
SEWER RATE RANKING
Calculation: Ranking for the average monthly sewer bill
Amy Pinion,Accountant,reviewing sewer rate ranking information.
Target: Bottom 50th percentile for the 28 sewer service
providers in San Diego
23
$142.30
$89.02
$83.61
$83.02
$81.26
$80.85
$79.91
$75.83
$74.66
$68.46
$66.08
$65.17
$64.20
$60.94
$60.70
$58.67
$57.83
$56.86
$55.25
$55.10
$54.60
$48.75
$46.61
$44.86
$43.08
$38.99
$31.50
$30.96
Del Mar
Fallbrook
Olivenhain
Rancho Santa Fe
Oceanside
Encinitas
Padre Dam
Imperial Beach
El Cajon
Ramona
Rainbow
Poway
San Diego, City
La Mesa
Escondido
Valley Center - MG
Vista
Solana Beach
Buena
Chula Vista
Lemon Grove
Coronado, City
National City
Otay Water District
San Diego, County
Vallecitos
Leucadia
Carlsbad
Otay ranks 5th out of 28
sewer service providers
Projected sewer bill for FY 2022
Based on 10.3 units of water use and 3/4-inch residential meter size
WATER RATE RANKING
Calculation: Ranking for the average monthly water bill among CWA member agencies
Target: Bottom 50th percentile for the 22 member agencies in San Diego
Hannah Tamjidi, Finance Department Assistant, preparing the budget book.
24
$129.91
$128.18
$121.41
$120.76
$114.67
$111.42
$109.20
$107.31
$105.33
$97.60
$96.82
$91.87
$91.21
$86.54
$83.39
$83.38
$82.93
$80.99
$77.38
$76.83
$73.68
$66.93
Fallbrook
Padre Dam
Ramona
Rainbow
Valley Center
Escondido
Del Mar
Rincon
Yuima
Vista
Olivenhain
Poway
San Diego
Helix
Vallecitos
Carlsbad
Oceanside
Otay Water District
San Dieguito
Santa Fe
Sweetwater
Lakeside
Projected water bill for FY 2022
Based on 11 Units of water Use and 3/4-inch meter size
Otay ranks 5th out of
22 member agencies
83.55%83.61%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
PERCENT OF CUSTOMERS PAYING BILLS ELECTRONICALLY
Target: No less than 75% per quarter annually
Calculation: Number of customers paying bills electronically/Total number of customers
District customer making an online bill payment.
25
TARGET
3.2%
3.7%
0%
1%
2%
3%
4%
5%
6%
Q1 Q2 Q3 Q4
DISTRIBUTION SYSTEM LOSS
Target: Less than 5%of unaccounted water annually
26
TARGET
Calculation: Volume purchased from CWA, City of San Diego & RWCTP Production –volume sold to customers + volume used by
District/Volume purchased from CWA, City of San Diego & RWCTP Production
832-2 Reservoir
75%
69%
50%
60%
70%
80%
Q1 Q2 Q3 Q4
PLANNED POTABLE WATER MAINTENANCE RATIO IN $
Target: 66% of all labor costs spent on preventative maintenance per quarter annually
Calculation: Total Planned Maintenance Cost/Total Maintenance Cost
27
TARGET
Silas Hess, Sr. Utility Worker/Equipment Operator,connecting a customer’s meter after
pulling a new copper service.
48%
63%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Q1 Q2 Q3 Q4
PLANNED RECYCLED WATER MAINTENANCE RATIO IN $
Target: 70% of all labor costs spent on preventative maintenance per quarter annually
28
TARGET
Calculation: Total Planned Maintenance Cost/Total Maintenance Cost
680/944 Recycled Pump Station
92%
84%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
PLANNED WASTEWATER MAINTENANCE RATIO IN $
Target: 77% of all labor costs spent on preventative maintenance per quarter annually
Calculation: Total Planned Maintenance Cost/Total Maintenance Cost
Aerial view of the Ralph W. Chapman Recycling Plant
29
TARGET
$942.32
$773.50
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
Q1 Q2 Q3 Q4
DIRECT COST OF TREATMENT PER MGD
Calculation: Total O&M costs directly attributable to sewer treatment/Total volume in MG for one quarter
30
Target: No more than $1,050 per MGD spent on wastewater treatment annually
Rob Leigh, Lead Reclamation Plant Operator, turning a pump on, which pushes
microorganisms that float in the clarifier back to the aeration basins to be treated again.
100%100%
95%
96%
97%
98%
99%
100%
Q1 Q2 Q3 Q4
MARK-OUT ACCURACY
Target: 100% mark-out accuracy per quarter 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
Israel Bojorquez, Utility Locator, conducting a mark-out.
31
TARGET
29.0
7.2
0
5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
Q1 Q2 Q3 Q4
PROJECT CLOSEOUT TIME
Target: 45-day average annually
Calculation: Number of days between NOSC and NOC for all construction projects within the quarter/
Number of construction projects within the quarter
32
TARGET
1090-1 Pump and Motor #1 Replacement
34%
59%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
ANNUAL RECYCLED WATER SITE INSPECTIONS
Target: 100% of recycled sites inspected annually
(172 recycled water sites scheduled for FY22)
Calculation: Cumulative percentage of recycled water sites inspected per quarter of those required by DEH
33
Larry Cannon, Recycled Water Specialist, at a recycled water site in Chula Vista.
41%
59%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
Calculation: Cumulative percentage of recycled site shutdown tests performed per year compared to those scheduled
RECYCLED WATER SHUTDOWN TESTING
Target: 90% of recycled site shutdown tests performed annually
(29 recycled water sites scheduled for shutdown in FY22, 90% = 26 sites)
34
Tanya Ayala-Mason, Recycled Water Specialist, conducting a shutdown test at
Veterans Elementary in Chula Vista.
0%
6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
EASEMENT EVALUATION AND FIELD INSPECTION
Target: 100% assigned easements, evaluated via desktop tools, and inspected annually
(100 easements were assigned for FY22)
35
Calculation: Number of easements evaluated and inspected/Total easements assigned for the period
Aaron Hazard, Construction Inspector II, conducting an easement evaluation.
100%100%
80%
85%
90%
95%
100%
Q1 Q2 Q3 Q4
PERCENT OF PM’S COMPLETED –FLEET MAINTENANCE
Target: 90% of scheduled preventative maintenance completed per quarter annually
36
TARGET
Calculation: Number of PM’s completed/Number of PM’s scheduled
Abraham Yanez, Equipment Mechanic II, performing maintenance on an air relief
valve for a vactor truck.
100%100%
80%
85%
90%
95%
100%
Q1 Q2 Q3 Q4
PERCENT OF PM’S COMPLETED –RECLAMATION PLANT
Target: 90% of scheduled preventative maintenance completed each quarter annually
Calculation: Number of PM’s completed/Number of PM’s scheduled
37
TARGET
Tyrese Powell-Slotterbeck, Reclamation Plant Operator II, moving chlorine gas
containers after a delivery.
100%
54%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
PERCENT OF PM’S COMPLETED –PUMP/ELECTRIC SECTION
Target: 90% of scheduled preventative maintenance completed per quarter annually
Calculation: Number of PM’s completed/Number of PM’s scheduled
Automatic Transfer Switch at the 803-1 Pump Station
38
TARGET
1305
790
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
Q1 Q2 Q3 Q4
SYSTEM VALVE EXERCISING PROGRAM
Target: 3,080 valves exercised annually
Calculation: Total number of valves exercised per year
39
TARGET
The District’s valve exercising truck
5.41 4.27
01234567891011121314151617181920
Q1 Q2 Q3 Q4
AWWA BENCHMARK
POTABLE WATER DISTRIBUTION SYSTEM INTEGRITY
(Water Operations)
Target: No more than 16 leaks and breaks per 100 miles of distribution system annually
AWWA: 16.1 leaks and breaks per 100 miles of distribution system
(50th percentile Potable Water System Integrity: Leaks and Breaks for population served between 100,000-500,000)
Calculation: [100 (annual total number of leaks + annual total number of breaks)] /total miles of distribution piping
Lawrence Garcia, Water Systems Operator III, at the 850-2 Pump Station.
40
TARGET
1.90
0.000
1
2
3
4
5
Q1 Q2 Q3 Q4
RECYCLED WATER SYSTEM INTEGRITY
Target: No more than 6.6 leaks and breaks per 100 miles of recycled distribution system annually
41
TARGET
Calculation: (100 x Number of leaks and breaks)/Number of miles of recycled distribution system
680/944 Recycled Pump Station
2.27
00
1
2
3
4
Q1 Q2 Q3 Q4
SEWER OVERFLOW RATE (AWWA)
(Wastewater Operations)
Target & AWWA: 0 overflows per quarter
75th Percentile for Sewer Overflow rate for population served between 0-50,000
Calculation: 100 x Total number of sewer overflows during the reporting period/Total miles of pipe in the sewage collection system
Brandon Perry, Senior Utility Worker/Equipment Operator,operating and
documenting the condition of the collection system.
42
TARGET & AWWA BENCHMARK is 0
100%100%
50%
60%
70%
80%
90%
100%
110%
Q1 Q2 Q3 Q4
EMERGENCY FACILITY POWER TESTING
Target: Test 100% of all facilities scheduled per quarter to have all emergency facilities tested annually
(38 powered ready facilities)
Calculation: Number of facilities tested/Total number of facilities
Emergency standby genset at the Cottonwood Sewer Lift Station
43
TARGET
0
7
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Q1 Q2 Q3 Q4
POTABLE TANK INSPECTION AND CLEANING
Target: 8 potable water storage tanks and/or reservoirs cleaned annually
Calculation: Total number of tanks cleaned and inspected annually
520-3 Reservoir
44
ANNUAL TARGET
151
176
0
50
100
150
200
250
300
Q1 Q2 Q3 Q4
MAIN FLUSHING AND HYDRANT MAINTENANCE
Target: 215 mains flushed and fire hydrants maintained annually
Calculation: Total number of mains flushed and fire hydrants maintained per year
Vince Brown, Utility Worker II, exercising a hydrant
valve and flushing a hydrant at the same time.
45
TARGET
712
00
100
200
300
400
500
600
700
800
Q1 Q2 Q3 Q4
CRITICAL VALVE EXERCISING
Target: 712 critical valves exercised annually
Calculation: Total number of critical valves exercised in a year
Luis Zavala, Utility Worker I, exercising a District valve.
46
ANNUAL TARGET
0.71%
3.68%
0%
1%
2%
3%
4%
5%
6%
Q1 Q2 Q3 Q4
EMPLOYEE VOLUNTARY TURNOVER RATE
(Organizational Development)
47
TARGET
Target: Less than 5% turnover annually
Calculation: Number of voluntary terminations (not including retirements)/Average number of employees
Admin Services staff attending a virtual Employee Information Meeting
(left to right: Kelli Williamson and Jenny Diaz).
3.92
5.46
0
1
2
3
4
5
6
7
8
9
10
Q1 Q2 Q3 Q4
TRAINING HOURS PER EMPLOYEE
(Organizational Development)
Calculation: Total qualified training hours for all employees/Average number of FTEs
48
TARGET
Target: 12 hours per employee annually
Eileen Salmeron, Communications Assistant, completing an online cybersecurity awareness training.
5.45
12.96
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Q1 Q2 Q3 Q4
SAFETY TRAINING PROGRAM
Target: 24 hours per field employee annually
Calculation: Total qualified safety training hours for field employees/Average number of field employees
49
TARGET
Steven Farr, Equipment Mechanic II, at a CPR training held at the District.
QUESTIONS?
https://otaywater.gov/about-otay/news-and-documents/strategic-plan/