HomeMy WebLinkAbout02-17-21 EO&WR Committee Packet 1
OTAY WATER DISTRICT
ENGINEERING, OPERATIONS & WATER RESOURCES COMMITTEE MEETING
and
SPECIAL MEETING OF THE BOARD OF DIRECTORS
BY TELECONFERENCE
2554 SWEETWATER SPRINGS BOULEVARD
SPRING VALLEY, CALIFORNIA
WEDNESDAY
February 17, 2021
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 COMMITTEE ON ANY SUBJECT MATTER WITHIN THE
COMMITTEE'S JURISDICTION BUT NOT 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) No later than a half hour before the start of the meeting, complete the Request
to Speak Form and email it to BoardSecretary@otaywater.gov. Your request to
speak will be acknowledged during the “Public Participation” portion of the
meeting when the committee will hear your public comment. When called to
speak, please state your Name and the City in which you reside. You will be
provided three minutes to speak.
OR
b) No later than a half hour before the start of the meeting, email your comment to
BoardSecretary@otaywater.gov and it will be read aloud during the “Public Par-
ticipation” portion of the meeting. Please provide your Name and the City in
which you reside, with your comment. Your comment must not take more than
three minutes to read.
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/
2
DISCUSSION ITEMS
3. GENERAL MANAGER’S EXECUTION OF AN EMERGENCY AGREEMENT WITH
CASS-ARRIETA CONSTRUCTION TO REPAIR THE DISTRICT’S 16-INCH WATER
MAIN AND ROAD ON PASEO LADERA IN CHULA VISTA, CAUSED BY A MAIN
BREAK, UPDATE (MEDEROS) [5 minutes]
4. SECOND QUARTER OF FISCAL YEAR 2021 CAPITAL IMPROVEMENT PROGRAM
REPORT (LONG) [5 minutes]
5. FISCAL YEAR 2021 MID-YEAR STRATEGIC PLAN UPDATE (KERR) [10 minutes]
6. ADJOURNMENT
BOARD MEMBERS ATTENDING:
Tim Smith, Chair
Gary Croucher
All items appearing on this agenda, whether or not expressly listed for action, may be delib-
erated and may be subject to action by the Board.
The Agenda, and any attachments containing written information, are available at the Dis-
trict’s website at www.otaywater.gov. Written changes to any items to be considered at the
open meeting, or to any attachments, will be posted on the District’s website. Copies of the
Agenda and all attachments are also available through the Senior Confidential Executive As-
sistant by contacting her 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 Senior Confidential Executive Assistant at 670-2253 at
least 24 hours prior to the meeting.
Certification of Posting
I certify that on February 12, 2021 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 12, 2021.
/s/ Tita Ramos-Krogman, Senior Confidential Executive Assistant
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: March 3, 2021
SUBMITTED BY: Charles Mederos, Utility Services Manager
PROJECT: Various DIV. NO. 4
APPROVED BY: Pedro Porras, Chief Water Operations
Jose Martinez, General Manager
SUBJECT: INFORMATIONAL ITEM – JANUARY 3, 2021 PASEO LADERA WATER MAIN
BREAK AND EMERGENCY REPAIR.
GENERAL MANAGER’S RECOMMENDATION:
None. This is an informational item only.
COMMITTEE ACTION:
None. This is an informational item only.
PURPOSE:
To inform the Board of the General Manager’s execution of an emergency agreement with Cass-Arrieta Construction to repair the District’s 16-inch water main and road on Paseo Ladera in Chula Vista caused by a main break.
ANALYSIS:
As defined in the District Code of Ordinances Article I, Section 2.01, Paragraph I, “In a declared emergency, the General Manager may direct employees, take action to continue or restore service capability, and
execute any contracts for necessary equipment, services, or supplies directly related and required by the emergency.”
AGENDA ITEM 3
2
On Sunday, January 3, 2021, at approximately 9:30 PM, the District
experienced a main break on a 16-inch polyvinyl chloride (PVC) water main in the northbound lanes of Paseo Ladera between Givens Street and Telegraph Canyon Road in Chula Vista (Attachment B). District crew
responded and isolated the water main. Upon clean-up activities and further inspection of the break, District crews concluded that the
damage to the road and water main on Paseo Ladera was extensive and the amount of work required to complete the repairs safely was beyond the District’s resources. Therefore, a contractor equipped to handle a
repair of this magnitude was required.
The 16-inch main line is the redundant source to feed Sharp Chula Vista Hospital from Telegraph Canyon Road and Paseo Ladera into Medical Center Drive. According to the as built, the main line was installed in
February 2005 and is approximately four and five feet in depth. As a precaution, District crews also isolated the 16-inch 624 Pressure Zone
line due to the proximity of the damage and it was unknown if the bedding was compromised from the water main break. This did not impact water services to customers. Consequently, it was imperative for the General Manager to declare the
situation an emergency to expedite the repair and to prevent the loss or impairment of essential public services. Therefore, the General Manager declared the emergency on Monday, January 4th and the Board ratified the decision during their regular Board meeting on Wednesday, January 6th. The value of the loss is estimated to be $1.25 million,
including third party damages. On Monday, January 4th, the District reached out to three construction contractors with a crew and equipment available to complete the repair. Cass-Arrieta Construction was selected and began coordinating with the
City of Chula Vista ensuring all necessary permits were obtained and mobilized on Thursday, January 7th to begin the repairs.
Upon excavation and exposing the pipe, it was determined that the cause of the break was improper fitting at the pipe which caused a deformity
at the joint gasket (Attachment C). Cass-Arrieta Construction replaced 700 feet of 16-inch PVC that was compromised by the break. The pipe was
hydro-tested, passed all bacteriological sample tests, as required by the State Water Resources Control Board, and was put back in service on Sunday, January 24th, along with the 16-inch 624 Pressure Line. Cass-
Arrieta Construction is also replacing 36,000 square feet of asphalt, per City of Chula Vista codes and regulations standards, to ensure the
road is back in service by mid to end of February.
3
FISCAL IMPACT: Joe Beachem, Chief Financial Officer
This incident is an insurable event, and a claim has been opened with the District’s insurance carrier Association of California Water
Agencies Joint Powers Insurance Authority (ACWA JPIA). The road repair expenses, along with all third-party damages, will be submitted to the District’s insurance carrier for reimbursement under the District’s
insurance coverage. All labor and materials related to the pipe replacement are not covered under the District’s insurance. The
estimated amount is $500,000. STRATEGIC GOAL:
Key Performance Indicator (KPI) I1.11 – Potable Water Distribution
System Integrity. Maintaining a safe and continuous water supply and safety to the general public. LEGAL IMPACT: This emergency was enacted in accordance with the District Code of
Ordinances Article I, Chapter 2, Section 2.01, Paragraph I.
Attachments: Attachment A – Committee Action Attachment B – Map of Area
Attachment C – Photos
ATTACHMENT A
SUBJECT/PROJECT:
INFORMATIONAL ITEM – JANUARY 3, 2021 PASEO LADERA WATER MAIN BREAK AND EMERGENCY REPAIR.
COMMITTEE ACTION:
None. This is an informational item only.
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.
16-INCH PVC POTABLE WATER MAINEMERGENCY REPAIR ON PASEO LADERA
OTAY WATER DISTRICT
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16-Inch PVC PW Main Repair(Approx 700 feet)
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VICINITY MAP
PROJECT SITE
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EXISTING POTABLE WATER MAINS
16-INCH PVC PW MAIN REPAIR
Attachment B
Paseo Ladera main break road damage
Attachment C
Paseo Ladera main break damage with 16-inch pipe exposed
Paseo Ladera and Telegraph Canyon Road conditions after main break
District crews working on initial clean up
City of Chula Vista assisting with road clean up.
Rubber gasket on 16-inch pipe
Close up of gasket and pipe
Contractor mobilizing
Contractor working
New 16-inch pipe on the ground
Road ready for paving
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: March 3, 2021
SUBMITTED BY: Michael J. Long Engineering Manager
PROJECT: Various DIV. NO.ALL
APPROVED BY: Rod Posada, Chief, Engineering
Jose Martinez, General Manager
SUBJECT: Informational Item – Second Quarter Fiscal Year 2021 Capital Improvement Program Report
GENERAL MANAGER’S RECOMMENDATION:
No recommendation. This is an informational item only.
COMMITTEE ACTION:
Please see Attachment A.
PURPOSE:
To update the Board about the status of all CIP project expenditures
and to highlight significant issues, progress, and milestones on major projects.
ANALYSIS:
To keep up with growth and to meet our ratepayers' expectations to adequately deliver safe, reliable, cost-effective, and quality water, each year the District staff prepares a Six-Year CIP Plan that
identifies the District’s infrastructure needs. The CIP is comprised of four categories consisting of backbone capital facilities,
replacement/renewal projects, capital purchases, and developer's reimbursement projects.
The Second Quarter Fiscal Year 2021 update is intended to provide a detailed analysis of progress in completing these projects within the
allotted time and budget of $8.5 million. Expenditures through the
AGENDA ITEM 4
2
Second Quarter totaled approximately $4.637 million. Approximately
55% of the Fiscal Year 2021 expenditure budget was spent (see Attachment B).
FISCAL IMPACT: Joe Beachem, Chief Financial Officer
No fiscal impact as this is an informational item only.
STRATEGIC GOAL:
This Project supports the District’s Mission statement, “To provide
exceptional water and wastewater service to its customers, and to manage District resources in a transparent and fiscally responsible manner” and the General Manager’s Vision, "To be a model water agency
by providing stellar service, achieving measurable results, and continuously improving operational practices."
LEGAL IMPACT:
None.
MJL/RP:jf
https://otaywater365.sharepoint.com/sites/engoperating/Shared Documents/Forms_New/D-Construction/CIP Quarterly Reports/CIP Qtr Reports/FY 2021/Q2/Staff Report/BD 03-03-21 Staff Report Second Quarter FY 2021 CIP Update(ML-RP).docx Attachments: Attachment A – Committee Action
Attachment B - Fiscal Year 2021 Second Quarter CIP Expenditure Report Attachment C – Presentation
ATTACHMENT A
SUBJECT/PROJECT:
VARIOUS
Informational Item – Second Quarter Fiscal Year 2021 Capital Improvement Program Report
COMMITTEE ACTION:
The Engineering, Operations, and Water Resources Committee (Committee)
reviewed this item at a meeting held on February 17, 2021. The Committee supported staff's recommendation.
NOTE:
The “Committee Action” is written in anticipation of the Committee
moving the item forward for Board approval. This report will be sent to the Board as a Committee approved item, or modified to reflect any discussion or changes as directed from the Committee prior to presentation to the full Board.
FISCAL YEAR 2021 2ND QUARTER REPORT
(Expenditures through 12/31/2020)($ In Thousands)
Attachment B
2021 12/31/20
CIP No.Description
Project
Manager
FY 2021
Budget Expenses Balance
Expense to
Budget %Budget Expenses Balance
Expense to
Budget %Comments
CAPITAL FACILITY PROJECTS -
P2040 Res - 1655-1 Reservoir 0.5 MG Cameron 25$ 16$ 9$ 64%5,750$ 658$ 5,092$ 11%The project is in the planning phase. Design to start in Q4 FY 2021.
P2405 PL - 624/340 PRS, Paseo Ranchero and Otay Valley Road Cameron 25 - 25 0%1,500 - 1,500 0%
Project is driven by the City of Chula Vista's schedule for replacement; the City has
delayed the design. Design began in Q4 FY
2020. Tied to P2553.
P2451 Otay Mesa Desalination Conveyance and Disinfection System Kennedy 5 - 5 0%3,968 3,823 145 96%
EIR/EIS complete and Presidential permit
issued. Continue meetings with DDW and
AdR.
P2453 SR-11 Utility Relocations Marchioro 50 145 (95) 290%3,000 2,137 863 71%
Schedule driven by Caltrans. Caltrans
issued construction contract notice to proceed Q1 FY 2020. Completion of construction anticipated for Q2 FY 2022.
P2460 I.D. 7 Trestle and Pipeline Demolition Beppler 50 24 26 48%750 67 683 9%
Environmental documentation preparation
continued in Q2 and is expected to be
completed in FY 2022. Outreach to City of
Chula Vista and County of San Diego begun on access issues.
P2485 SCADA - Infrastructure and Communications Replacement Kerr 100 70 30 70%2,450 2,300 150 94%Currently on target; no additional funding.
P2494 Multiple Species Conservation Plan Coburn-Boyd 25 4 21 16%1,000 937 63 94%
Continuing minor expenses as staff responds to USFWS questions. Project
should be completed this fiscal year.
P2516 PL - 12-Inch, 640 Zone, Jamacha Road - Darby/Osage Marchioro - - - 0%1,000 - 1,000 0%
No expenditures anticipated in FY 2021.
Completion of construction anticipated FY
2026.
P2521 Large Meter Vault Upgrade Program Carey 75 81 (6) 108%620 454 166 73%
Installation of the Cuyamaca College vault
top occurred in Q1 FY 2021. No activities are proposed for the remainder of FY 2021.
P2553 Heritage Road Bridge Replacement and Utility Relocation Cameron 25 39 (14) 156%3,613 102 3,511 3%
Project is driven by the City of Chula Vista's schedule for replacement; the City has
delayed the design. Design began in Q4 FY
2020. Waiting for 90% Drawings from the
City
P2584 Res - 657-1 and 657-2 Reservoir Demolitions Marchioro - - - 0%720 - 720 0%
No expenditures anticipated in FY 2021.
These Reservoirs are scheduled to be
removed at the end of their useful life.
P2608 PL - 8-inch, 850 Zone, Coronado Ave, Chestnut/Apple Cameron 200 144 56 72%1,820 382 1,438 21%
Construction will be completed in Q2 FY
2021. Project acceptance expected in Q3
P2611 Quarry Road Bridge Replacement and Utility Relocation Cameron 25 - 25 0%399 124 275 31%
Construction will be completed in Q2 FY
2021.
P2612 PL - 12-inch, 711 Zone, Paso de Luz/Telegraph Canyon Rd Cameron 75 14 61 19%1,250 125 1,125 10%
Project design started in Q2, expected to
continue through the remainder of FY 2021.
Project expected to start construction in FY
2022.P2614 485-1 Reservoir Interior/Exterior Coating Cameron - - - 0%1,150 - 1,150 0%No expenditures in FY 2021.
P2617 Lobby Security Enhancements Payne 20 1 19 5%225 179 46 80%
Pending completion of security study
recommendations.
P2619 PS - Temporary Lower Otay Pump Station Redundancy Marchioro 500 546 (46) 109%3,300 2,419 881 73%
Construction completion anticipated Q3 FY
2021.
P2623 Central Area to Otay Mesa Interconnection Pipelines Combination Air/Vacuum Valve Replacements Marchioro 30 - 30 0%600 218 382 36%
Easement offer sent to property owner Q4
FY 2019. Design phase for valve
relocations commenced Q4 FY 2020. Completion of construction anticipated FY
2022.
P2626 803-4 Reservoir Water Quality Improvements – PAX System Purchase Coburn-Boyd 25 37 (12) 148%325 297 28 91%
This project is complete. There may be
minor additional charges if an issue comes
up during the warranty period that requires
staff time.
P2630 624-3 Reservoir Automation of Chemical Feed System Cameron 25 - 25 0%625 - 625 0%
The project is in the planning phase.
Design to start in Q4 FY 2021.
P2638 Buildings and Grounds Refurbishments Payne 25 - 25 0%114 36 78 32%
Q4 FY 2021 Admin Plaza vegetation
refurbishment.
P2639 Vista Diego Hydropneumatic Pump Station Replacement Marchioro 50 27 23 54%2,800 50 2,750 2%
Design consultant agreement executed Q1 FY 2021. Completion of construction
anticipated FY 2024.
P2640 Portable Trailer Mounted VFD Pumps Marchioro 30 94 (64) 313%550 497 53 90%
Portable Trailer Mounted Pumps delivered
Q4 FY 2020 with defects. Trailer defects
will be completed Q3 FY 2021. This project
has experienced delays associated COVID-19.
FISCAL YEAR-TO-DATE, 12/31/20 LIFE-TO-DATE, 12/31/20
https://otaywater365.sharepoint.com/sites/engoperating/Shared Documents/Forms_New/D-Construction/CIP Quarterly Reports/CIP Qtr Reports/FY 2021/Q2/Expenditures/FY2021 2nd Qtr CIP Exp-Final.xlsx Page 1 of 5 2/10/2021
FISCAL YEAR 2021 2ND QUARTER REPORT
(Expenditures through 12/31/2020)($ In Thousands)
Attachment B
2021 12/31/20
CIP No.Description
Project
Manager
FY 2021
Budget Expenses Balance
Expense to
Budget %Budget Expenses Balance
Expense to
Budget %Comments
FISCAL YEAR-TO-DATE, 12/31/20 LIFE-TO-DATE, 12/31/20
P2642 Rancho Jamul Pump Station Replacement Marchioro 5 8 (3) 160%2,500 10 2,490 0%
Project will be coordinated with 1655-1
Reservoir (P2040). Completion of construction currently scheduled for FY
2026.
P2646 North District Area Cathodic Protection Improvements Marchioro 25 - 25 0%1,200 - 1,200 0%
No expenditures anticipated in FY 2021. Completion of construction anticipated FY
2025.
P2647 Central Area Cathodic Protection Improvements Marchioro 5 1 4 20%1,300 1 1,299 0%
Advance planning work commenced Q1 FY
2021. Completion of construction
anticipated FY 2024.
P2648 Otay Mesa Area Cathodic Protection Improvements Marchioro 200 442 (242) 221%700 623 77 89%
Construction contract awarded and
executed Q1 FY 2021. Completion of
construction anticipated Q3 FY 2021.
P2649 HVAC Equipment Purchase Payne 20 36 (16) 180%130 54 76 42%
Q1 FY 2021 Operations installed; Q4 FY
2021 AC-2 Accounting and AC-4 Finance.
P2652 520 to 640 Pressure Zone Conversion Cameron 60 5 55 8%250 37 213 15%The project is in the planning phase. Design to start in Q4 FY 2021.
P2654 Heritage Road Interconnection Improvements Marchioro 10 7 3 70%200 35 165 18%
Project scope will change pending City
preference. Completion of construction anticipated FY 2023.
P2658 832-1 Pump Station Modifications Marchioro 50 - 50 0%600 10 590 2%
Advance planning work commenced FY 2020. Completion of construction anticipated FY 2026.
P2659 District Boardroom Improvements Kerr 20 11 9 55%300 185 115 62%
Project has been approved for a budget increase to cover additional non-technical
upgrades; extended through FY 2023.
P2663 Potable Water Pressure Vessel Program Marchioro 25 65 (40) 260%1,696 86 1,610 5%
Construction work to replace Rancho Jamul
Hydropneumatic Pump Station pressure
vessel began in Q1 FY 2021. Completion of construction scheduled for Q4 FY 2021.
P2664 Otay Mesa Dual Piping Modification Program Beppler 55 10 45 18%350 31 319 9%
Outreach to other utilities occurred during Q2, implementation of recommendations to
be investigated during the remainder of FY
2021.
P2665 PL - 12-inch Pipeline Replacement, 870 Zone, Cactus Road Marchioro 5 - 5 0%110 - 110 0%
No expenditures anticipated in FY 2021.
Completion of construction scheduled
beyond six-year planning budget.
P2666 Low Head and High Head Pump Stations Demolition Marchioro 25 - 25 0%200 - 200 0%
Advanced planning work scheduled to
commence Q4 FY 2021. Completion of
construction scheduled beyond six-year planning budget.
P2667 Small Meter Testing Bench Carey 150 - 150 0%250 - 250 0%Planned for Q3 or Q4 FY 2021.
P2669 Fuel Tank Safety and Integrity Rahders 26 - 26 0%100 - 100 0%Anticipate $18,000 will be charged to this CIP Q3 FY 2021.
P2674 System Pressure Reducing Program Beppler 50 - 50 0%100 - 100 0%No activities occurred during Q2. Planning work expected to begin later in FY 2021.
R2117 RWCWRF Disinfection System Improvements Beppler 240 58 182 24%1,500 171 1,329 11%
Planning completed during Q2. Consultant
selection to occur in Q3 of FY 2021.
R2120 RWCWRF Filtered Water Storage Tank Improvements Cameron 400 35 365 9%700 86 614 12%
Construction began in Q2 FY 2021.
Expected Completion in Q3 FY 2021.
R2146 Recycled Pipeline Cathodic Protection Improvements Marchioro 25 35 (10) 140%700 57 643 8%
Advanced planning work commenced Q3
FY 2020. Completion of construction anticipated FY 2025.
R2153 Recycled Water Pressure Vessel Program Marchioro 1 - 1 0%50 - 50 0%No expenditures anticipated in FY 2021.
S2012 San Diego County Sanitation District Outfall and RSD Outfall Replacement Beppler 5 - 5 0%1,646 1,111 535 67%No activities occurred during Q2; project subject to County direction.
S2043 RWCWRF Sludge Handling System Beppler 1 - 1 0%184 129 55 70%
No activities occurred during Q2; limited
planning work anticipated this fiscal year.
S2047 Asset Management - Info Master Sewer Implementation Zhao 5 - 5 0%58 38 20 66%
No activity planned until completion of
potable asset management.
S2061 RWCWRF Aeration Controls Consolidation & Optimization Upgrades (S)Beppler 50 - 50 0%220 6 214 3%
Review of blower equipment and
instrumentation to be reviewed in Q3 to
confirm any potential change in scope of work.
S2067 RWCWRF Roofing Replacement and Natural Light Enhancement (S)Payne 75 - 75 0%190 16 174 8%Scheduled for Q4 2021; solicitation for RFP is currently out ending Feb 18, 2021.
S2071 San Diego Metro Wastewater Capital Improvements Kennedy 40 18 22 45%553 150 403 27%
Annual City of S.D. invoicing covers this
project. No District involvement in design and construction.
Total Capital Facility Projects Total:2,958 1,973 985 67%53,316 17,641 35,675 33%
https://otaywater365.sharepoint.com/sites/engoperating/Shared Documents/Forms_New/D-Construction/CIP Quarterly Reports/CIP Qtr Reports/FY 2021/Q2/Expenditures/FY2021 2nd Qtr CIP Exp-Final.xlsx Page 2 of 5 2/10/2021
FISCAL YEAR 2021 2ND QUARTER REPORT
(Expenditures through 12/31/2020)($ In Thousands)
Attachment B
2021 12/31/20
CIP No.Description
Project
Manager
FY 2021
Budget Expenses Balance
Expense to
Budget %Budget Expenses Balance
Expense to
Budget %Comments
FISCAL YEAR-TO-DATE, 12/31/20 LIFE-TO-DATE, 12/31/20
REPLACEMENT/RENEWAL PROJECTS
P2083 PS - 870-2 Pump Station Replacement Marchioro 46 290 (244) 630%19,550 19,513 37 100%Completion of construction anticipated Q3 FY 2021.
P2174 PS - 1090-1 Pump Station Upgrade Beppler 375 47 328 13%2,000 208 1,792 10%Construction contract awarded in Q2, construction to begin in Q3.
P2508 Pipeline Cathodic Protection Replacement Program Marchioro 10 2 8 20%1,250 1,247 3 100%
Construction completed Q1 FY 2020.
Project one year warranty ended Q1 FY 2021.
P2533 1200-1 Reservoir Interior & Exterior Coating Cameron 400 84 316 21%1,275 129 1,146 10%Construction to begin in Q3 FY 2021.
P2539 South Bay Bus Rapid Transit (BRT) Utility Relocations Cameron 40 14 26 35%1,090 1,014 76 93%
Project is driven by SANDAG.
Expenditures within overall project budget.
P2543 850-1 Reservoir Interior/Exterior Coating Cameron 375 116 259 31%1,270 167 1,103 13%Construction began in Q2 FY 2021. Expected Completion in Q4 FY 2021.
P2546 980-2 Reservoir Interior/Exterior Coating Cameron 15 1 14 7%1,705 1,686 19 99%
This project is in the 2 yr. warranty period.
Warranty dive inspection performed in Q2
FY 2021. Warranty Repairs to be done
during winter months of FY 2022.
P2555 Administration and Operations Parking Lot Improvements Cameron 30 - 30 0%935 905 30 97%This project is complete.
P2561 Res - 711-3 Reservoir Cover/Liner Replacement Marchioro 30 5 25 17%2,450 2,446 4 100%
Construction completed Q3 FY 2020. Project one year warranty ended Q2 FY
2021.
P2562 Res - 571-1 Reservoir Cover/Liner Replacement Marchioro 10 102 (92) 1020%2,900 2,809 91 97%
As part of the larger 870-2 Pump Station project, the 571-1 Reservoir was placed
back into service April 2018.
P2563 Res - 870-1 Reservoir Cover/Liner Replacement Marchioro 5 15 (10) 300%188 27 161 14%
Existing cover/liner material testing
completed Q4 FY 2020 suggests 1-3 years
remaining useful life. Construction schedule will be moved up during annual
FY 2022 budget cycle. Advance planning
work to confirm replacement alternative
commenced Q1 FY 2021.
P2565 803-2 Reservoir Interior/Exterior Coating & Upgrades Cameron 10 - 10 0%1,200 986 214 82%
This project is in the 2 yr. warranty period.
Warranty dive inspection scheduled for Q4 FY 2021.
P2567 1004-2 Reservoir Interior/Exterior Coating & Upgrades Cameron - - - 0%1,150 - 1,150 0%No expenditures in FY 2021.
P2573 PL - 12-Inch Pipeline Replacement, 803 Zone, Hillsdale Road Beppler 4 - 4 0%2,580 2,572 8 100%Warranty period is over and CIP to be closed.
P2574 PL - 12-Inch Pipeline Replacement, 978 Zone, Vista Vereda Beppler 5 2 3 40%1,785 1,766 19 99%
Construction is complete and warranty
period concludes in Q4 FY 2021.
P2578 PS - 711-2 (PS 711-1 Replacement and Expansion) - 14,000 gpm Beppler 25 - 25 0%13,775 - 13,775 0%
No activities occurred during Q2 FY 2021.
Planning work to be performed later in
Fiscal Year 2021.P2593 458-1 Reservoir Interior/Exterior Coating & Upgrades Cameron 10 - 10 0%1,050 - 1,050 0%Planning to begin in Q4 FY 2021.
P2594 Large Meter Replacement Carey 1 14 (13) 1400%650 486 164 75%
A couple of change-outs carried over from
FY 2020 and two large meters failed that
were not repairable during testing.
P2604 AMR Change-Out Carey 250 241 9 96%6,290 5,979 311 95%On track.
P2605 458/340 PRS Replacement, 1571 Melrose Ave Beppler 60 - 60 0%750 97 653 13%
Project to be rebid in Q3 FY 2021 with CIPs
P2627 & P2671.
P2607 Douglas Ave SWA and OWD Interconnection Upgrade Beppler 45 1 44 2%50 5 45 10%
SWA awarded construction project in Q2,
OWD to monitor construction progress
through remainder of FY 2021.
P2609 PL - 8-inch, 1004 Zone, Eucalyptus St, Coronado/Date/La Mesa Cameron 900 851 49 95%2,100 1,055 1,045 50%
Construction will be completed in Q2 FY
2021. Project acceptance expected in Q3.
P2610 Valve Replacement Program - Phase 1 Cameron 100 52 48 52%2,000 74 1,926 4%
Operations has begun replacement in
critical areas.
P2615 PL - 12-Inch Pipeline Replacement, 803 PZ, Vista Grande Beppler 10 - 10 0%2,600 35 2,565 1%
No activities occurred during Q2 FY 2021.
Planning work to be performed later in FY
2021.
P2616 PL - 12-Inch Pipeline Replacement, 978 Zone, Pence Dr/Vista Sierra Dr Cameron 425 22 403 5%4,200 186 4,014 4%
Project design started in Q2, expected to
continue through the remainder of FY 2021.
Project expected to start construction in FY 2022.
P2625 PL - 12-inch, 978 Zone, Hidden Mesa Road Beppler 10 1 9 10%2,210 2,205 5 100%
Construction is complete and warranty
period concludes in Q4 FY 2021.
P2627 458/340 PRS Replacement, 1505 Oleander Avenue Beppler 60 - 60 0%750 125 625 17%
Project to be rebid in Q3 FY 2021 with CIPs
P2605 & P2671.
P2631 1485-2 Reservoir Interior/Exterior Coating & Upgrades Cameron - - - 0%1,250 - 1,250 0%No expenditures in FY 2021.
P2653 1200 Pressure Zone Improvements Marchioro 150 32 118 21%650 257 393 40%
Construction of Phase 1 completed Q4 FY
2020. Completion of Phase 2 construction scheduled for FY 2022.
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FISCAL YEAR 2021 2ND QUARTER REPORT
(Expenditures through 12/31/2020)($ In Thousands)
Attachment B
2021 12/31/20
CIP No.Description
Project
Manager
FY 2021
Budget Expenses Balance
Expense to
Budget %Budget Expenses Balance
Expense to
Budget %Comments
FISCAL YEAR-TO-DATE, 12/31/20 LIFE-TO-DATE, 12/31/20
P2655 La Presa Pipeline Improvements Cameron 180 71 109 39%1,750 258 1,492 15%Construction will be completed in Q2 FY 2021. Project acceptance expected in Q3.
P2656 Regulatory Site Desilting Basin Improvements Beppler 30 - 30 0%150 7 143 5%
No activities occurred during Q2 FY 2021.
Operations to implement improvements as time allows.
P2657 1485-1 Reservoir Interior/Exterior Coating & Upgrades Cameron - - - 0%950 - 950 0%No expenditures in FY 2021.
P2661 Replacement of Backflow Prevention Devices on Pipeline Interconnections on Otay Mesa Beppler 75 2 73 3%375 7 368 2%
Minimal activities occurred during Q2 FY
2021. Operations to implement
improvements as time allows.
P2662 Potable Water Meter Change Out Carey - - - 0%16,500 - 16,500 0%No expenditures planned in FY 2021.
P2670 Administration and Operations Roof Repairs and Replacement Payne 5 - 5 0%325 - 325 0%
Q4 FY 2021 minor maintenance; major
work in future fiscal years.
P2671 980 Reservoirs Altitude Valve Vaults Renovation Beppler 120 45 75 38%300 45 255 15%
Design initiated in Q2 and is expected to be
completed in Q3. Project to be bid in Q3 FY
2021 with CIPs P2605 & P2627.
P2672 District Roof Repairs and Replacement Program Payne 25 - 25 0%375 - 375 0%
Q4 FY 2021 minor maintenance; major
work future FY's.
P2673 803-4 Reservoir Interior/Exterior Coating Cameron - - - 0%2,100 - 2,100 0%No expenditures in FY 2021.
P2675 458-1 and 458-2 Reservoirs Site Pavement Refurbishment Cameron 5 - 5 0%450 - 450 0%
Planning to coincide with 458-1 Reservoir
Coating (P2593).
R2121 Res - 944-1 Reservoir Cover/Liner Replacement Marchioro 5 - 5 0%2,400 25 2,375 1%
Replacement scheduled for FY 2025 since
existing cover/liner testing completed in FY
2020 suggested four to six years remaining life.
R2143 AMR Change-Out Carey 130 36 94 28%525 369 156 70%Most work in Q2 and Q3 FY 2021.
R2144 RWCWRF Roofing Replacement and Natural Light Enhancement (R)Payne 100 - 100 0%175 - 175 0%
Scheduled for Q4 2021; solicitation for RFP
is currently out ending Feb 18, 2021.
R2147 RWCWRF Fuel Lines Replacement Marchioro 2 - 2 0%230 222 8 97%
Construction completed Q1 FY 2020. Project one year warranty ended Q1 FY
2021.
R2148 Large Meter Replacement - Recycled Carey 10 6 4 60%58 20 38 34%On track.R2152 Recycled Water Meter Change-Out Carey - - - 0%550 - 550 0%No expenditures planned in FY 2021.
R2154 RWCWRF Entrance Storm Water Improvements (R)Beppler 115 21 94 18%125 21 104 17%
Scope of work modifications identified during Q2, implementation to be completed
during FY 2021.
R2156 RecPL - 14-inch RWCWRF Effluent Force Main Improvements Marchioro 250 202 48 81%500 202 298 40%
Construction contract awarded and executed Q1 FY 2021. Completion of
construction anticipated Q3 FY 2021.
R2157 RWCWRF Backwash Supply Pumps Upgrade Beppler 100 - 100 0%300 - 300 0%No activities occurred during Q2. Planning to begin in Q3 FY 2021.
R2158 RWCWRF Stormwater Pond Improvements (R)Beppler 40 - 40 0%175 - 175 0%
No activities occurred during Q2. Planning
to begin in Q3 FY 2021.
S2024 Campo Road Sewer Main Replacement Beppler 10 7 3 70%11,000 10,988 12 100%
Construction is complete and warranty
period concludes in Q4 FY 2021.
S2049 Calavo Basin Sewer Rehabilitation - Phase 2 Beppler 25 3 22 12%1,050 67 983 6%
Planning activities occurred during Q2 FY
2021. Limited design to be completed in
Fiscal Year 2021.
S2050 Rancho San Diego Basin Sewer Rehabilitation - Phase 2 Beppler 5 - 5 0%1,100 7 1,093 1%
No activities occurred during Q2 FY 2021.
Limited design to be completed in Fiscal
Year 2021.
S2054 Calavo Basin Sewer Rehabilitation - Phase 3 Beppler - - - 0%1,150 - 1,150 0%No activities planned for FY 2021.
S2060 Steele Canyon Pump Station Replacement Beppler - - - 0%1,700 - 1,700 0%No activities planned for FY 2021.
S2066 Rancho San Diego Basin Sewer Rehabilitation - Phase 3 Beppler - - - 0%950 - 950 0%No activities planned for FY 2021.
S2069 Cottonwood Sewer Pump Station Renovation Beppler 75 16 59 21%2,500 36 2,464 1%
Surveying of the site occurred during Q2.
Property assessment to be performed in Q3
FY 2021.
S2070 Hidden Mountain Sewer Pump Station Wet Well Renovation Beppler 5 7 (2) 140%215 215 - 100%
Construction is complete and warranty
period concludes in Q4 FY 2021.
S2072 RWCWRF Rotary Screen Replacement Beppler 1 - 1 0%115 - 115 0%No activities planned for FY 2021.
S2073 RWCWRF Entrance Storm Water Improvements (S)Beppler 115 22 93 19%125 22 103 18%
Scope of work modifications identified
during Q2, implementation to be completed during FY 2021.
S2074 RWCWRF Stormwater Pond Improvements (S)Beppler 40 - 40 0%175 - 175 0%
No activities occurred during Q2. Planning
to begin in Q3 FY 2021.
Total Replacement/Renewal Projects Total:4,869 2,330 2,539 48%128,046 58,490 69,556 46%
CAPITAL PURCHASE PROJECTS
P2282 Vehicle Capital Purchases Rahders 315 42 273 13%6,500 5,033 1,467 77%
$283,866.78 encumbered. There will be
additional charges against P2282 once
vehicles arrive in Q3 FY 2021. Anticipate 100% expense in this area FY 2021.
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FISCAL YEAR 2021 2ND QUARTER REPORT
(Expenditures through 12/31/2020)($ In Thousands)
Attachment B
2021 12/31/20
CIP No.Description
Project
Manager
FY 2021
Budget Expenses Balance
Expense to
Budget %Budget Expenses Balance
Expense to
Budget %Comments
FISCAL YEAR-TO-DATE, 12/31/20 LIFE-TO-DATE, 12/31/20
P2286 Field Equipment Capital Purchases Rahders 57 143 (86) 251%2,500 2,169 331 87%
$57,038.36 for field equipment; $70,449.98
for the repair of Pump 4 at 927-1 RPS and Pump 1 at 680 RPS putting this CIP over
budget in FY 2021.
P2571 Data Center Network Data Storage and Infrastructure Enhancements Kerr 130 149 (19) 115%450 294 156 65%
Project is on schedule; recently purchased new hardware (approved by Board);
anticipating using remainder of funds prior
to year-end.
P2572 Enterprise Resource Planning (ERP) Replacement Kerr 80 - 80 0%130 - 130 0%Project on hold.
p2668 Implementation of PSIcapture Software for Accounts Payable Invoice Kerr 25 - 25 0%25 - 25 0%Project on hold.
s2075 Field Equipment Capital Purchases Rahders 25 - 25 0%300 - 300 0%$21,693.31 - skimmings pump and motor ordered for Treatment Plant pump.
Total Capital Purchase Projects Total:632 334 298 53%9,905 7,496 2,409 76%
DEVELOPER REIMBURSEMENT PROJECTS
P2595 PL - 16-inch, 624 Zone, Village 3N - Heritage Road, Main St/Energy Way Beppler 1 - 1 0%150 - 150 0%
Project under construction; awaiting
developer submission for reimbursement.
R2084 RecPL - 20-Inch, 680 Zone, Village 2 - Heritage/La Media Beppler 1 - 1 0%365 1 364 0%
Project under construction; awaiting
developer submission for reimbursement.
Total Developer Reimbursement Projects Total:2 - 2 0%515 1 514 0%
117 GRAND TOTAL 8,461$ 4,637$ 3,824$ 55%191,782$ 83,628$ 108,154$ 44%
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Otay Water District
Capital Improvement Program
Fiscal Year 2021
Second Quarter
(through December 31, 2020)
Ralph W. Chapman Water Reclamation Facility
Recycled Water Storage Tank Coating and Rehabilitation
12/21/20
Attachment C
Background
The approved CIP Budget for Fiscal Year 2021
consists of 105 projects that total $8.5 million. These
projects are broken down into four categories.
1.Capital Facilities $ 3.0 million
2.Replacement/Renewal $ 4.9 million
3.Capital Purchases $ 0.6 million
4.Developer Reimbursement $ 2.0 thousand
Overall expenditures through the Second Quarter of
Fiscal Year 2021 totaled approximately $4.637 million,
which is 55% of the Fiscal Year budget.
2
Fiscal Year 2021
Second Quarter Update
($000)
CIP
CAT Description FY 2021
Budget
FY 2021
Expenditures
%
FY 2021
Budget
Spent
Total
Life-to-Date
Budget
Total
Life-to-Date
Expenditures
%
Life-to-Date
Budget
Spent
1 Capital
Facilities $2,958 $1,973 67%$53,316 $17,641 33%
2 Replacement/
Renewal $4,869 $2,330 48%$128,046 $58,490 46%
3 Capital
Purchases $632 $334 53%$9,905 $7,496 76%
4 Developer
Reimbursement $2 $0 0%$515 $1 0%
Total:
$8,461 $4,637 55%$191,782 $83,628 44%
3
Fiscal Year 2021
Second Quarter
CIP Budget Forecast vs. Expenditures
4
$4,637,000
$8,037,950
5
CIP Projects in Construction
850-1 and 1200-1
Reservoir Coatings and
Upgrades Project (P2543 &
P2533)
Removing and replacing the
interior and exterior
coatings of the 850-1 (1.15
MG) and 1200-1 (1.00 MG)
reservoirs including
structural modifications and
upgrades.
$2.55M Combined Budget
Construction Began:
November 2020
Estimated Completion: July
2021
Reservoir Coatings and Upgrades Project
Installing Roof Patches 850-1 Reservoir
Division No. 3 & 5
Locations:
Sweetwater
Springs/Jamacha
(850-1) and Hillsdale
(1200-1) areas
6
CIP Projects in Construction
7
850-1 Reservoir
Interior Scaffolding
CIP Projects in Construction
Temporary Lower
Otay Pump Station
(TLOPS)
Redundancy Project
(P2619)
Add a second pump
to the TLOPS.
Project includes site
work, yard piping,
instrumentation and
controls, and
security
improvements.
$3.20M Budget
Start: Sept 2019
Est. Completion:
February 2021
8
Division No. 1
Location:
TLOPS is located
south of Wueste Road
at the south end of the
Lower Otay Reservoir
TLOPS –Discharge Pipe Replacement
TLOPS –
Suction Pipe
Installation
CIP Projects in Construction
Ralph W. Chapman Recycled Water
Facility (RWCRWF) 0.43 MG Tank
Coating and Repair Project
(R2120)
Provide and install
interior/exterior coating and
upgrades to the storage reservoir
including removal and replacement
of deteriorating reservoir coatings
and providing upgrades to increase
the service life and maintain
compliance with drinking water
standards.
$700K Budget
Construction Began: November
2020
Estimated Completion: February
2021
Division No. 3
Location:
Ralph W. Chapman Water Recycling
Facility
9
CIP Projects in Construction
10
Recycled Water Tank Tenting, Exterior Scaffolding,
and Existing Outlet Corrosion Repairs
12/15/20
Construction Contract Status
11
PROJECT
TOTAL %
P2083
P2562
870-2 Pump Station
Replacement/ 571-1
Reservoir Liner and
Cover Replacement
Pacific Hydrotech
Corporation $16,500,900 $16,925,900 $763,719 4.6%$17,371,211 $17,371,211 2.6%100.0%February
2021
P2619
P1320***
Temporary Lower
Otay Pump Station
Redundancy
Tharsos, Inc.$1,600,500 $1,647,000 $99,832 6.2%$1,704,133 $629,997 3.5%37.0%February
2021
P2608
P2609
P2655
Dictionary Hill
Waterline
Replacement - 2019
LB Civil
Construction, Inc.$1,125,315 $1,345,315 $71,819 6.4%$1,215,784 $1,242,892 -9.6%102.2%January
2021
P2648 Otay Mesa Pipeline
CP Improvements Kay Construction $368,740 $379,115 ($10,375)-2.8%$368,740 $0 -2.7%0.0%January
2021
R2156
14-Inch Force Main
Air-Vac
Replacements
Burtech Pipeline,
Inc.$147,000 $212,100 $0 0.0%$147,000 $0 -30.7%0.0%February
2021
P2533/
P2543
850-1 & 1200-1
Reservoirs
Interior/Exterior
Coatings &
Upgrades
Capital Industrial
Coatings, LLC $1,329,210 $1,443,000 $0 0.0%$1,329,210 $0 -7.9%0.0%June 2021
R2120
Recycled Water
Storage Tank
Coating
Unified Field
Service
Corporation
$364,242 $506,252 $0 0.0%$364,242 $0 -28.1%0.0%February
2021
TOTALS:$21,435,907 $22,458,682 $924,995 4.3%$22,500,320 $19,244,100 0.2%
FY 2021 CIP CONSTRUCTION PROJECTS as of December 31, 2021
CURRENT
CONTRACT
AMOUNT
TOTAL
EARNED
TO DATE
CIP NO.PROJECT TITLE CONTRACTOR BASE BID
AMOUNT
CONTRACT
AMOUNT W/
ALLOWANCES
***ADDITIONAL SCOPE WAS ADDED TO THIS CONTRACT VIA CHANGE ORDER TO PERFORM FUEL LEAK REMEDIATION AT THE 1485 PUMP STATION
**THIS CHANGE ORDER RATE INCLUDES THE CREDIT FOR UNUSED ALLOWANCES
*NET CHANGE ORDERS DO NOT INCLUDE ALLOWANCE ITEM CREDITS. IT'S A TRUE CHANGE ORDER PERCENTAGE FOR THE PROJECT
% CHANGE
ORDERS W/
ALLOWANCE
CREDIT**
%
COMPLETE
EST.
COMP.
DATE
NET CHANGE
ORDERS LTD*
Consultant Contract Status
12
Consultant Contract Status
13
Consultant Contract Status
14
QUESTIONS?
15
1
STAFF REPORT
TYPE MEETING: Regular Board MEETING DATE: March 3, 2021
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: FY21 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 FY21.
ANALYSIS:
Summary
The current Otay Water District Strategic Plan is a four-year plan
ranging from FY19 through the end of FY22. This report details the mid-
year results for the third year.
Objectives – Target 90%
Strategic Plan objectives are designed to ensure the District is
executing mission developed strategies and making appropriate changes
necessary to guide the agency, meet new challenges, and positively
adapt to change. FY21 mid-year results are below target at 88%, with 45
of 51 active items completed or on schedule; six (6) objectives are on
hold.
AGENDA ITEM 5
2
Objectives on Hold (6):
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
tools, and other collaterals through enhancement of internal and external
marketing materials.
This objective was placed on hold as COVID-19-related outreach and
communication was a priority for staff. Assuming budget availability;
this objective will resume in FY22.
FINANCIAL
Strategy #3: Enhancement of business systems.
Objective: Enterprise Resource Planning (ERP)/Customer Information
System (CIS)/Customer Relationship Management (CRM) validation and
replacement evaluation
This objective was placed on hold in the first quarter due to COVID-
19. Project is scheduled to resume in FY22.
Objective: Evaluate enhancements to, or replacement, of the rate model
program.
0
5
10
15
20
25
30
35
40
45
45
0
6
1
On Schedule/Completed Behind On Hold Not Started
45 of 51 Active Objectives are On Target (88%)
3
Through the reporting period ending December 31, 2020, this objective
was placed on hold due to the additional work required to complete the
capacity fee study. The capacity fee study was completed in December
2020, and staff resumed this effort in January 2021.
Objective: Re-evaluate prior payroll solutions and identify any new
cloud-based payroll solutions.
Through the reporting period ending December 31, 2020, this objective
was placed on hold for six months due to the additional work required
to complete the capacity fee study. The capacity fee study was
completed in December 2020. In January 2021, staff re-engaged with the
vendor on this objective to evaluate their ability to meet the
District's requirements.
INTERNAL BUSINESS PROCESSES
Strategy #2: Enhance customer experience. (collaboration between
Customer Service and Communications)
Objective: Enterprise Resource Planning (ERP)/Customer Information
System (CIS)/Customer Relationship Management (CRM) validation and
replacement evaluation.
This objective was placed on hold in the first quarter due to COVID-
19. Objective had in-person planned meetings and demonstrations.
Project is scheduled to resume in FY22.
Strategy #10: Optimize District’s Hazardous Waste Operations and
Emergency Response (HAZWOPER) and Confined Space Emergency Response
Team.
Objective: Certify at Industry State Level and under the Incident Command
System, streamline chlorine gas and confined space rescue training,
operations, response, and areas of responsibility and convert to
inventory lists and equipment logs to electronic form.
Due to COVID-19, chlorine gas training has been put on hold until
conditions allow the HAZWOPER Team to meet in-person and complete this
training, including hands-on practical exercises as part of its
completion.
Key Performance Indicators (KPI’s) – Target 75%
KPI’s are designed to track the District’s day-to-day performance. These
items measure the effectiveness and efficiency of essential operational
services. The District’s overall goal of 75% is considered “on target”.
For FY21, mid-year results are above target at 83%, with 29 of 35 items
achieving the desired level or better. KPI’s are based on established
AWWA performance benchmarks, water agency standards, and historical
trends. Seven (7) measures are reported at year’s end:
4
• 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 (6):
FINANCIAL
Overtime Percentage
Target: Less than 100% of the budgeted overtime per quarter
Year-to-date overtime expenditures amounted to $88,901 vs. the
budgeted amount of $78,800. Second-quarter results were below target
($41,105 actuals vs. $42,500 budgeted); however, the year-to-date
overtime variance was primarily driven by main breaks in the first
quarter.
Planned Recycled Water Maintenance Ratio in $
Target: 70% of all labor dollars spent on preventative maintenance per
quarter.
Year-to-date 61% of labor dollars were spent on preventative
maintenance.
0
5
10
15
20
25
30
35
40
29
6
On Target Not on Target
29 of 35 Key Performance Indicators are On Target (83%)
5
Reasons target was not met:
1. Repair effluent pump #4 for the 927 PS at the Treatment Plant was
repaired (amount: $69,517)
2. Repair effluent pump engine #1 for the 927 PS at the Treatment
Plant (amount: $39,207)
3. Repair gear head for pump #5 for the 927 PS at the Treatment Plant
(amount: $6,655)
4. Repair/replace surge tank sight glass at the 927 PS at the
Treatment Plant (amount: $2,821)
5. Repaired 20" Recycled main on Olympic Parkway (amount $146,315.28)
Direct Cost of Treatment per MGD
Target: No more than $1050 per million gallons spent on wastewater.
The year-to-date amount spent on wastewater treatment per million
gallons was $1,295.00 vs. the target of $1,050. The target was not met
because the Treatment Plant was off-line for planned CIP work (Force
Main Air-Vac repairs and Filter Storage Tank recoating) in November
and December 2020. The Treatment Plant is projected to go back online
on March 1, 2021.
INTERNAL BUSINESS PROCESSES
Annual Recycled Water Site Inspections
Target: 100% recycled water sites inspected annually (125 sites are
scheduled for FY21)
68% of site inspections have been completed (85 of 125). The year-
to-date target was 71%. Due to COVID–19 impacts, annual inspections
for several customers were shifted to the third quarter.
Sewer Overflow Rate (AWWA)
Target & AWWA: Zero (0) overflows per quarter
There were zero (0) overflows in the second quarter; however, the year-
to-date target was not met due to one (1) sewer overflow in the first
quarter caused by root intrusion on top of a manhole located upstream
of MH-354-074. The collection system in this area was televised and
flushed to assure all debris was located and removed.
LEARNING AND GROWTH
Safety Training Program
Target: 24 hours per field employee annually.
Due to COVID-19 and work shift rotations, staff completed 7.48 training
6
hours during the second quarter but fell short of the year-to-date
target of 12 hours for the mid-year. The annual target for training is
24 hours for field employees. The total training hours, to date, is
10.66.
Next Steps
Staff will continue to execute the plan’s objectives and key performance
indicators and track emerging trends. Staff will also begin strategic
plan discussions late this summer for the development of new strategic
objectives.
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”).
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 C – List of Strategic Objectives and KPI’s
7
ATTACHMENT A
SUBJECT/PROJECT: FY21 MID-YEAR REPORT FOR THE DISTRICT’S FY19-22 STRATEGIC
PLAN
COMMITTEE ACTION:
The Finance & Administration, and the Engineering, Operations & Water
Resources Committees reviewed this item at meetings held on February 16
and 17, 2021, 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.
FY21 Mid-Year Report
Otay Water District
FY19-22 Strategic Plan
Attachment B
Contoso
Pharmaceuticals
Employee growth/
Retention
Financial Results
and Growth
Increase Customer
Satisfaction/Engagement
Improve Operational
Efficiency
Customer Financial
Internal
Business
Processes
Learning &
Growth
2
88%
45 Objectives
TRENDS
ON TARGET/COMPLETED
OVERALL TARGET
90%
TOTAL OBJECTIVES
52
NOT ON TARGET
OBJECTIVES
ON HOLD
0%
0 Objectives
12%
6 Objectives
75%
85%
95%
FY16 FY17 FY18 FY19 FY20
NOT STARTED
1
RESULT TARGET
ACTIVE
LEARNING AND GROWTH
CUSTOMER
FINANCIAL
INTERNAL BUSINESS
PROCESSES
51
45/51 = 88%6/51 = 12%
3
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
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
C02. Assess and enhance communications tools and increase online presence and
social media exposure
Assess communication tools (social media presence)
*Objective placed on hold due to COVID-19
4
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 analysisFINANCIAL | 19
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
5
F03. Enhancement of business systems
*Enterprise Resource Planning (ERP)/Customer Information System (CIS)/Customer
Relationship Management (CRM) 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
*Objective has been placed on hold due to COVID-19.
FINANCIAL | 19
(cont’d)
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
6
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
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
7
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
*Enterprise Resource Planning (ERP)/Customer Information
System (CIS)/ Customer Relationship Management (CRM)
validation and replacement evaluationINTERNAL BUSINESS
PROCESSES | 27
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED8
*Objective has been placed on hold due to COVID-19.
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 needs
Adopt 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 technology
Create framework to evaluate cost efficiency of new technology services
and cloud vs. on-premise selection
Deploy next generation storage services and communication
architecture
INTERNAL BUSINESS
PROCESSES | 27
(cont’d)
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED9
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
PROCESSES | 27
(cont’d)
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
10
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
INTERNAL BUSINESS
PROCESSES | 27
(cont’d)
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED11
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
INTERNAL BUSINESS
PROCESSES | 27
(cont’d)
I10. Optimize District’s Hazardous Waste Operations and Emergency
Response (HAZWOPER) Confined Space Rescue Team
*Certify at Industry Level and under the Incident Command
System, streamline chlorine gas and confined space rescue
training, operations, response and areas of responsibility and
convert to inventory lists and equipment logs to electronic
form
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED
12
*Objective has been placed on hold due to COVID-19.
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 (FY22 Q1)
LEARNING AND
GROWTH | 2
ON TARGET NOT ON TARGET ON HOLD COMPLETED NOT STARTED13
50%
60%
70%
80%
90%
100%
FY16 FY17 FY18 FY19 FY20 LEARNING AND GROWTH
CUSTOMERTRENDS
ON TARGET
KEY PERFORMANCE
INDICATORS
FINANCIAL
OVERALL TARGET
INTERNAL BUSINESS
PROCESSES
75%
TOTAL KPIs
42
REPORTED QUARTERLY
35
REPORTED ANNUALLY
7
17%
6 KPIs
NOT ON TARGET
83%
29 KPIs
RESULT TARGET
6/35 = 17%29/35= 83%
14
ANSWER RATE
Target: 97% average answer rate per quarter annually
Calculation: Number of all calls answered/Number of all calls received
15
98.48%98.41%
96%
97%
97%
98%
98%
99%
99%
Q1 Q2 Q3 Q4
TARGET
Customer Service staff answering a customer call
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
Water Operations staff at the 870-2 Pump Station
16
1.06 1.27
0
1
2
3
4
5
6
7
8
9
10
Q1 Q2 Q3 Q4
AWWA BENCHMARK
TARGET
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
100%100%
90%
95%
100%
Q1 Q2 Q3 Q4
TARGET & AWWA BENCHMARK
CIP PROJECT EXPENDITURES VS. BUDGET
Target: 95% of budget but not to exceed 100% annually
Calculation: Actual Expenditures/Annual budget
18
25.0%
30.0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4870-2 Pump Station
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)
Temporary Lower Otay Pump Station
19
TARGET
4.5%
4.3%
4%
4%
4%
4%
5%
5%
5%
5%
Q1 Q2 Q3 Q4
O&M COST PER ACCOUNT
Target: Less than $552.00 per account annually (based on Operating budget)
Calculation: Total operations O&M costs/Number of accounts
Meter Maintenance staff testing a large water meter to ensure accuracy
TARGET
20
$127.00 $138.00
-$50
$50
$150
$250
$350
$450
$550
Q1 Q2 Q3 Q4
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
99.99%99.94%
95%
96%
97%
98%
99%
100%
101%
Q1 Q2 Q3 Q4
TARGET
Customer Service staff reviewing integrity checks to ensure billing accuracy
OVERTIME PERCENTAGE
Target: Less than 100% of budgeted overtime per quarter annually (based on Operating budget and historical
trends; FY20 Overtime budget is $185,500)
Calculation: Actual overtime costs (including comp time)/Budgeted overtime costs
Utility Maintenance staff conducting street repairs
22
132%
97%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
110%
120%
130%
140%
150%
Q1 Q2 Q3 Q4
TARGET
SEWER RATE RANKING
Calculation: Ranking for the average monthly sewer bill
Utility Maintenance staff holding a CCTV camera, which are used to
inspect the District’s collection system
Target: Bottom 50th percentile for the 28 sewer service providers in San Diego
(Otay ranks 5th out of 28 sewer service providers)
23
5
0
5
10
15
20
25
YTD
Reported in Q1
TARGET
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
(Otay ranks 5th out of 22 member agencies)
Accounting staff preparing the budget book
24
5
0
5
10
15
20
25
YTD
Reported in Q1
TARGET
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
82.03%82.50%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
TARGET
DISTRIBUTION SYSTEM LOSS
Target: Less than 5%of unaccounted water annually
26
3.7%
3.2%
0%
1%
2%
3%
4%
5%
6%
Q1 Q2 Q3 Q4
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
Regulatory site in Rancho San Diego. Site includes four reservoirs, two pump
stations, and disinfection facilities.
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
Utility Maintenance staff connecting a customer’s meter after pulling a new copper
service
27
70.8%
66.0%
50%
60%
70%
80%
Q1 Q2 Q3 Q4
TARGET
PLANNED RECYCLED WATER MAINTENANCE RATIO IN $
Target: 70% of all labor costs spent on
preventative maintenance per quarter
annually
Calculation: Total Planned Maintenance
Cost/Total Maintenance Cost
28
63%
59%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
TARGET
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
94.8%
99.9%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
TARGET
DIRECT COST OF TREATMENT PER MGD
Calculation: Total O&M costs directly attributable to sewer treatment/Total volume in MG for one quarter
30
$877.59
$2,586.84
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
Q1 Q2 Q3 Q4
Target: No more than $1,050 per MGD spent on wastewater treatment annually
Reclamation Plant staff taking samples of Mixed Liquor Suspended Solids
(MLSS) to be weighed
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
Utility Locator staff conducting a mark-out
31
100.00%100.00%
95%
96%
97%
98%
99%
100%
101%
Q1 Q2 Q3 Q4
TARGET
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
7.5 7.5
0
5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
Q1 Q2 Q3 Q4
TARGET
Recycled Water Tank
ANNUAL RECYCLED WATER SITE INSPECTIONS
Target: 100% of recycled sites inspected annually
(125 recycled water sites scheduled for FY21)
Calculation: Cumulative percentage of recycled water sites inspected per quarter of those required by DEH
33
36.00%
68.00%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q1 Q2 Q3 Q4
RECYCLED WATER SHUTDOWN TESTING
Target: 90% of recycled site shutdown tests performed annually
(55 recycled water sites scheduled for shutdown in FY21)
Calculation: Cumulative percentage of recycled site shutdown tests performed per year compared to those scheduled
34
Recycled Water staff conducting a shutdown test at Veterans Elementary in Chula
Vista
36%
62%
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 FY21)
35
28.0%
57.0%
0%
20%
40%
60%
80%
100%
120%
Q1 Q2 Q3 Q4
Calculation: Number of easements evaluated and inspected/Total easements assigned for the period
Construction Inspection staff conducting an easement evaluation
PERCENT OF PM’S COMPLETED –FLEET MAINTENANCE
Target: 90% of scheduled preventative maintenance completed per quarter annually
36
100%100%
80%
85%
90%
95%
100%
Q1 Q2 Q3 Q4
TARGET
Calculation: Number of PM’s completed/Number of PM’s scheduled
Fleet staff performing maintenance on an air relief valve for a vactor truck
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
100%100%
80%
85%
90%
95%
100%
Q1 Q2 Q3 Q4
TARGET
Reclamation Plant staff moving chlorine gas containers after a delivery
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
Motor Control Center at the 803-1 Pump Station
38
100%100%
80%
85%
90%
95%
100%
Q1 Q2 Q3 Q4
TARGET
SYSTEM VALVE EXERCISING PROGRAM
Target: 3,080 valves exercised annually
Calculation: Total number of valves exercised per year
Utility Maintenance staff performing a valve exercise
39
1492
1068
0
200
400
600
800
1,000
1,200
1,400
1,600
Q1 Q2 Q3 Q4
TARGET
POTABLE WATER DISTRIBUTION SYSTEM INTEGRITY
(Water Operations)
Target: No more than 16 leaks or breaks per 100 miles of distribution system annually
AWWA: 16.1 leaks and breaks per 100 miles of distribution system
(50th percentile Potable Water System Integrity: Leaks and Breaks for population served between 100,000-500,000)
Calculation: [100 (annual total number of leaks + annual total number of breaks)] /total miles of distribution piping
805-2 Pump Station
40
4.27 3.70
0
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
Q1 Q2 Q3 Q4
AWWA BENCHMARK
TARGET
RECYCLED WATER SYSTEM INTEGRITY
Target: No more than 6.6 leaks or breaks
per 100 miles of recycled distribution
system annually
Calculation: (100 x Number of leaks and
breaks)/Number of miles of recycled
distribution system
41
0.95 0.95
0
1
2
3
4
5
Q1 Q2 Q3 Q4
TARGET
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
Utility Maintenance staff operating and documenting the condition of the
collection system
42
1.14
0.000
1
2
Q1 Q2 Q3 Q4
TARGET & AWWA BENCHMARK is 0
EMERGENCY FACILITY POWER TESTING
Target: Test 100% of all facilities scheduled per quarter to have all emergency facilities tested annually
(36 powered ready facilities)
Calculation: Number of facilities tested/Total number of facilities
Emergency standby genset at the Cottonwood Sewer Lift Station
*Due to COVID-19, all site testing was halted in 4th quarter
43
100%100%
75%
80%
85%
90%
95%
100%
105%
110%
Q1 Q2 Q3 Q4
ANNUAL TARGET
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
1004-2 Reservoir Tank
44
0
6
0
1
2
3
4
5
6
7
8
9
10
Q1 Q2 Q3 Q4
ANNUAL TARGET
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
Utility Maintenance staff exercising a hydrant valve and flushing a hydrant at
the same time
45
235
131
0
50
100
150
200
250
300
350
400
450
500
Q1 Q2 Q3 Q4
TARGET
CRITICAL VALVE EXERCISING
Target: 631 critical valves exercised annually
Calculation: Total number of critical valves exercised in a year
Utility Maintenance staff exercising a District valve
46
631
00
100
200
300
400
500
600
700
Q1 Q2 Q3 Q4
ANNUAL TARGET
EMPLOYEE VOLUNTARY TURNOVER RATE
(Organizational Development)
Target: Less than 5% turnover annually
Calculation: Number of voluntary terminations (not including retirements)/Average number of employees
2019 Employee Appreciation Luncheon
47
0%0%0%
1%
2%
3%
4%
5%
6%
Q1 Q2 Q3 Q4
ANNUAL TARGET
TRAINING HOURS PER EMPLOYEE
(Organizational Development)
Target: 12 hours per employee annually
Calculation: Total qualified training hours for all employees/Average number of FTEs
District staff attending the “Women in Water Symposium“
48
2.71
4.54
0
1
2
3
4
5
6
7
8
9
10
Q1 Q2 Q3 Q4
TARGET
SAFETY TRAINING PROGRAM
Target: 24 hours per field employee annually
Calculation: Total qualified safety training hours for field employees/Average number of field employees
Utility Maintenance staff completing a service replacement
49
4.00
7.48
0
5
10
15
20
25
Q1 Q2 Q3 Q4
TARGET
Questions?
C01.2 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.
6/30/2022 ON HOLD
C01.3 Evaluate and enhance the District’s water conservation programs.6/30/2022 ON TARGET
F01.2 South District Potable Water Supply Alternatives to San Diego County Water
Authority (SDCWA) Pipeline 4 Supply Interruption (catastrophic event).12/31/2021 ON TARGET
F01.3 Treatment Plant long-term business plan (sewer portion).12/31/2021 ON TARGET
F02.2 In support of the Engineering Department, conduct recycled water and sewer
business financial analysis.6/30/2021 COMPLETED
F03.2 Evaluate, and if beneficial, implement Cloud payroll service.6/30/2019 COMPLETED
F03.3 Evaluate enhancements to, or replacement, of the rate model program.6/30/2021 ON HOLD
F03.4 Implement Paperless Account Payable (AP) solution.6/30/2021 COMPLETED
F03.5 Re-evaluate prior payroll solutions and identify any new cloud-based payroll
solutions.12/31/2021 ON HOLD
F03.6 Complete a sewer cost of service study and recommend a rate structure that will
provide for more stable sewer revenues.12/31/2020 COMPLETED
F03.7 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.
6/30/2020 COMPLETED
F04.2 Enhancement of the AM Program.12/31/2021 ON TARGET
F04.3 Financial activity-based cost cross-training.6/30/2022 ON TARGET
F04.4 In support of the Engineering Department, enhance financial impact forecasting
and analysis of future CIPs.12/31/2018 COMPLETED
F06.2 Review Deferred Compensation Program for reduced fees and streamlined
approach and ensure program offerings are fully utilized.3/31/2020 COMPLETED
F03. Enhancement of business systems.
F02. Evaluation of key system alternatives and financial impact.
F01. Integrated resource planning and facility optimization.
FINANCIAL
F06. Negotiate and implement a new labor agreement and optimize
employee benefit programs.
F05. Develop alternative Public Employees Retirement System (PERS)
financing strategy to fund ahead of PERS schedule.
F04. Enhancement of the Asset Management (AM) and Capital
Improvement Programs (CIP).
I01 1 Evaluation of Advanced Metering Infrastructure (AMI) technology 6/30/2022 ON TARGET
F06.1 Negotiate and implement new labor agreement.9/30/2019 COMPLETED
F05.1 Optimize funding and liability schedule.6/30/2019 COMPLETED
9/30/2019 COMPLETED
F01.1 Recycled water long-term business plan.12/31/2021 ON TARGET
F02.1 Conduct desalination (Rosarito) financial analysis.6/30/2019 COMPLETED
F03.1 Enterprise Resource Planning (ERP)/Customer Information System
(CIS)/Customer Relationship Management (CRM) validation and replacement
evaluation.
12/31/2021 ON HOLD
F04.1 Enhancement of the framework for systematic development, validation, and
implementation of new CIPs.
Status
CUSTOMER
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.
C02. Assess and enhance communications tools and increase online
presence and social media exposure.
Perspective Objectives Target Date
C01.1 Continue implementation of and enhance the District’s community and business
outreach, media, and government relations programs.6/30/2022 ON TARGET
C02.1 Assess communications tools.6/30/2022 ON TARGET
Strategy
Attachment C
I01.2 Explore web-based options for meter reading and backflow test entry.6/30/2019 COMPLETED
I01.3 Optimize Global Positioning System (GPS) fleet assignment and routing
operation.6/30/2020 COMPLETED
I02.2 Enterprise Resource Planning (ERP)/Customer Information System
(CIS)/Customer Relationship Management (CRM) validation and replacement
evaluation.
6/30/2022 ON HOLD
I03.2 Implement Human Resource Information System (HRIS) in coordination with
payroll conversion.6/30/2020 COMPLETED
I03.3 Pilot cloud-based human capital performance management system and
implement, if determined necessary.6/30/2021 ON TARGET
I04.2 Advance business processes and operational efficiencies through effective
implementation of information technology.6/30/2019 COMPLETED
I04.3 Create framework to evaluate cost efficiency of new technology services and
cloud vs. on-premise selection.12/31/2019 COMPLETED
I04.4 Deploy next generation storage services and communication architecture.6/30/2019 COMPLETED
I06.2 Evaluate the use of Drone2Map technology for asset, field inspections, and
condition assessment.12/31/2020 COMPLETED
I06.3 Migrate Geographic Information System (GIS) data structure from geometric
network to utility dashboard.6/30/2022 ON TARGET
I06.4 Standardization of District asset data and collection process.6/30/2020 COMPLETED
I07.2 Evaluate the effectiveness of various methods to reduce nitrification events.6/30/2022 ON TARGET
I07.3 Evaluate the efficiency and effectiveness of the District’s valve exercise
preventative maintenance including proposed recommendations.6/30/2021 ON TARGET
I07.4 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), Occupational Safety and Health Administration
(OSHA), etc.
6/30/2021 ON TARGET
I07. Enhancement of maintenance and program standards.
INTERNAL BUSINESS
PROCESSES I06. Enhancement of enterprise geographic data.
I05. Enhance SCADA system services via SCADA roadmap project.
I04. Maintain a reliable, scalable, secure, and high-performing technology
infrastructure to support current and future service needs.
I03. Evaluate and leverage the use of available Human Resources self-
service and capital management technology solutions.
I02. Enhance customer experience. (collaboration between Customer
Service and Communications)
I01. Optimize meter activity operations.
I02.1 Customer electronic communication and outreach.6/30/2022 ON TARGET
I01.1 Evaluation of Advanced Metering Infrastructure (AMI) technology.6/30/2022 ON TARGET
COMPLETED
I06.1 Deploy ArcGIS Pro for 3D analysis.6/30/2021 ON TARGET
I05.1 Prioritize fourteen strategic project/initiatives, recently developed.6/30/2020 COMPLETED
I04.1 Adopt National Institute of Standards and Technology (NIST) cyber security
framework and enhance disaster recovery planning.12/31/2018 COMPLETED
I03.1 Evaluate on-boarding programs and implement, if determined necessary.12/31/2020
I07.1 Analyze electric energy-saving programs as they become available.6/30/2022 ON TARGET
I07.5 Establish an access and defensible space vegetation mitigation program with
maintenance schedules for District remote facilities, access roads, and off-road
appurtenances.
3/31/2020 COMPLETED
I08.2 Evaluate feasibility of incorporating electric and hybrid vehicles into District fleet.6/30/2022 COMPLETED
I08.3 Streamline contract and purchase order (contract) management and lifecycle.12/31/2019 COMPLETED
L01.2 Review and enhance knowledge transfer process to ensure retention of District
knowledge 6/30/2022 NOT STARTED
LEARNING AND GROWTH L01. Enhance Leadership and employee training programs, and
knowledge transfer process.
I09. Enhancement of the Confined Space Program.
I08. Enhancement of contracting and facility services.
I10. Optimize District’s Hazardous Waste Operations and Emergency
Response (HAZWOPER) and Confined Space Emergency Response Team.
L01.1 Continue development of leadership and District-wide training programs.6/30/2022 ON TARGET
I10.1 Certify at Industry State Level and under the Incident Command System,
streamline chlorine gas and confined space rescue training, operations, response and
areas of responsibility and convert to inventory lists and equipment logs to electronic
form.
6/30/2023 ON HOLD
I09.1 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.
6/30/2023 ON TARGET
I08.1 Enhance Customer and Public Service security in public lobby areas.6/30/2020 COMPLETED