Strategic Plan

Strategic Goal #1 - Water Supply & Reliability 

Objective A: Continue to meet and surpass water quality standards.

• Meet and surpass primary water quality standards
• Meet and surpass secondary water quality standards
• Perform required water quality tests annually
• Analyze free chlorine conversion study and implement recommendations

Objective B: Maintain and protect a high quality water supply.

• Efficiently maintain backflow, cross-connection, and recycled water programs to protect the water system from contamination

Objective C: Continue to ensure a reliable and abundant supply of water.

• Provide a 100 percent local and reliable water supply portfolio
• Report on our ability to supply 100 percent local water with marginal capacity
• Complete design of 2 new wells to provide 115% of demand

Objective D: Ensure emergency operations.

• Conduct regular testing of all backup power and communications systems
• Evaluate, identify, and implement emergency power plan needs at Operations and Administrative facilities
• Upgrade Emergency Operations Center equipment and facilities as needed
• Participate in Regional Emergency Response exercises

• Outcome 1:

  Meet all water quality standards - in both health and aesthetics.

• Outcome 2:

  Drought-proof local water supply in all conditions.

• Outcome 3:

  Maintain the ability to serve 100 percent imported water supply.

Strategic Goal #2 - Water Infrastructure

Objective A: Manage water infrastructure assets to assure reliability.

• Complete Well Rehabilitation and Automation Construction Project
• Complete and implement an Asset Management Plan
• Continue actively managing Pipeline Integrity Testing Program
• Solicit construction bids for OC-44 Pipeline Rehabilitation Project in FY 2020 Construction
• Solicit construction bids for new wells and pipeline project in FY 2020

Objective B: Efficiently manage our water system.

• Develop efficient operational protocols for production distribution and water quality systems, ongoing updates to existing and new
• Fully utilize Mesa Water’s Computerized Maintenance Management System (CMMS) and complete asset update and PM’s for new equipment
• Routinely evaluate operational energy and chemical consumption metrics upon completion of Well Automation Project

Objective C: Manage Mesa Water’s information technology infrastructure assets to assure reliability.

• Implement Business Process Evaluation
• Implement Information Technology Master Plan

• Outcome 1:

  Orderly infrastructure refurbishment and replacement.

• Outcome 2:

  Fund and implement the 5-year Capital Improvement and Replacement Plan for each fiscal year.

• Outcome 3:

  Train and fully use Mesa Water’s Computerized Maintenance Management System.

• Outcome 4:

  Implement Business Process Evaluation recommendations.

• Outcome 5:

  Achieve world class water loss status.

• Outcome 6:

  Develop and monitor operational energy and chemical tracking tool in Mesa Water’s CMMS.

• Outcome 7:

  Develop standard operating procedures for operations work.

Strategic Goal #3 - Financial Responsibility 

Objective A: Maintain AAA financial goals and meet the appropriate designated fund level goals.

• Report quarterly on AAA goals and designated funds

Objective B: Maintain competitive rates and efficiency in per capita expenditures.

• Evaluate true cost of water to the customer compared to benchmark agencies
• Administer investment portfolio consistent with policies
• Support rates that are fair, understandable, and prudent for the District’s financial stability and sustainability as a perpetual agency

Objective C: Fund the Board’s and District’s priorities.

• Prepare a balanced budget that funds Board and District priorities
• Produce timely and accurate financial reports including Comprehensive Annual Financial Report and State Controller’s Report
• Prepare quarterly financial reports and accurately projected year end results
• Conduct accurate and timely monthly close accounting

Objective D: Encompass Financial Responsibility and Transparency.

• Provide key financial documents on the website
• Provide Board and staff total compensation, salary, and benefits structure on the website
• Provide Board meeting agendas, meeting packets, and meeting minutes on the website
• Prohibit evergreen contracts
• Develop and operate fraud hotline

• Outcome 1:

  Meet Board’s annual targets for cash on hand and days cash ratio.

• Outcome 2:

  Maintain debt service ratio.

• Outcome 3:

  Comprehensive organizational transparency.

Strategic Goal #4 - Water Awareness

Objective A: Enhance Mesa Water’s visibility and positive recognition.

• Facilitate accolades/awards for and from Mesa Water
• Improve Mesa Water’s news bureau and social media
• Establish MesaWater.org analytics

Objective B: Increase awareness of Mesa Water and of water among key audiences.

• Manage Mesa Water’s community relations campaign
• Operate Mesa Water’s water education and ambassador programs
• Leverage MWRF for outreach opportunities
• Conduct customer survey

Objective C: Unify Mesa Water messaging and publications.

• Strengthen Mesa Water’s communications consistency by using one look, one voice
• Provide Mesa Water Board and staff with key messages and information

• Outcome 1:

  Create social media plan to grow and measure engagement.

• Outcome 2:

  Customer survey results.

• Outcome 3:

  Finalize style guide.

Strategic Goal #5 - Human Resources

Objective A: Attract and retain a qualified, skilled, and capable workforce.

• Prepare Annual Employee Turnover Report

Objective B: Foster a highly engaged workforce.

• Develop District-wide performance indicators and performance audit
• Provide employee benefits that demonstrate a strong commitment for employee well-being
• Provide employee training

Objective C: Enhance employee relations.

• Survey and report on employee events
• Implement Human Resources information system

Objective D: Provide annual safety program audit.

• Outcome 1:

  Fully staffed organization.

• Outcome 2:

  Minimize turnover.

• Outcome 3:

  Provide quarterly training report.

• Outcome 4:

  Recognize and reward high performance.

Strategic Goal #6 - Customer Service

Objective A: Provide outstanding internal and external customer service in a timely, courteous, and effective manner.

• Encourage and support colleagues and help others find solutions to problems
• Speak professionally with a positive tone of voice
• Resolve issue on first point of contact

Objective B: Enhance the customer experience.

• Update and implement customer service standards
• Listen carefully to understand the real need of the customer
• Be empathetic to the customer’s situation
• Respond to all requests promptly and, when information isn’t immediately available, provide a timeframe for the resolution

Objective C: Measure success.

• Establish and implement measures of success that ensure continuous improvement
• Survey customer satisfaction for walk-in and telephone service

Objective D: Continuous improvement and reinforcement.

• Implement reinforcement system for customer service skills and behaviors
• Use feedback from customers and the internal organization for continuous process improvement

• Outcome 1:

  Answer telephone calls in less than 10 seconds (average).

• Outcome 2:

  Smile and greet customers and colleagues in a warm and friendly manner.

• Outcome 3:

  Train staff on both universal and function specific standards.

• Outcome 4:

  Implement monthly metrics report.

• Outcome 5:

  All staff participates in annual customer service training.

• Outcome 6:

  Recognize and celebrate the good work of employees.

Strategic Goal #7 - Regional Commitment

Objective A: Actively engage in regional water issues.

• Attend OCWD and MWDOC meetings and engage in regional water issues
• Update the Board’s policy positions and legislative platforms for issues that impact Mesa Water

Objective B: Facilitate Board and staff participation in water, governance, utility, community, and environmental organizations.

• Support current Board and staff participation in organizations such as LAFCO, OCWA, ACWA, WACO, ACWA/JPIA, CalDesal, SAWPA, ACC-OC, AWWA, CSDA, ISDOC, OCBC, SCWC, SWMOA, UWI, and Groundwater Producers; proactively seek opportunities for additional participation
• Support Board and staff participation in non-governmental associations, as appropriate

Objective C: Accomplish Board’s Water Policy Priorities.

• Develop the Board’s local and regional water policy priorities
• Work to achieve the Board’s local and regional water policy priorities

Objective D: Conduct collaborative regional and statewide advocacy on high-priority legislative, regulatory, and policy issues.

• Engage in high-priority legislative, regulatory, and policy efforts in coordination and cooperation with regional and statewide industry associations, organizations, and other relevant stakeholders, including, but not necessarily limited to: local, regional, state, and national elected officials and their staff and consultants; government relations staff from other agencies; advocacy groups and liaisons; and, other external constituents and groups
• Develop and maintain relationships with the above-listed audiences, and work to build regional and statewide coalitions and consensus around the Board’s water policy priorities, positions, and legislative platforms
• Communicate effectively with the above-listed audiences; monitor high-priority legislation, regulatory, and policy trends; and, update the Board on legislative, regulatory, and policy issues of potential impact to Mesa Water and its constituents

• Outcome 1:

  2018 Policy Positions.

• Outcome 2:

  2018 Legislative Platforms.

• Outcome 3:

  Positively influence and be a leader of water issues important to Mesa Water.

• Outcome 4:

  Increase awareness of Mesa Water in the water industry and community.