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HomeMy WebLinkAboutAgenda Packet - Community Advisory Commission - 08/19/2025COMMUNITY ADVISORY COMMISSION AUGUST 19, 2025 East Valley Water District was formed in 1954 and provides water and wastewater services to 107,000 residents within the cities of San Bernardino and Highland, and portions of San Bernardino County. EVWD operates under the direction of a 5­member elected Board. COMMISSIONERS Vacant Commissioner Jose Ibarra Commissioner Jeannie Lindberg Commissioner Judy Walsh Commissioner Dwayne Anthony Commissioner Byanka Velasco Commissioner Mark Falcone Commissioner William Ringland Public Affairs/Conservation Manager Community Advisory Commission Meeting August 19, 2025 ­ 6:00 PM 31111 Greenspot Road, Highland, CA 92346 www.eastvalleywater.gov PLEASE NOTE: Materials related to an item on this agenda submitted to the Board after distribution of the agenda packet are available for public inspection in the District’s office located at 31111 Greenspot Rd., Highland, during normal business hours. Also, such documents are available on the District’s website at eastvalley.org and are subject to staff’s ability to post the documents before the meeting. Pursuant to Government Code Section 54954.2(a), any request for a disability­related modification or accommodation, including auxiliary aids or services, that is sought in order to participate in the above agendized public meeting should be directed to the District Clerk at (909) 885­4900 at least 72 hours prior to said meeting. In order to comply with legal requirements for posting of agenda, only those items filed with the District Clerk by 12:00 p.m. on Wednesday prior to the following Wednesday meeting not requiring departmental investigation, will be considered by the Board of Directors. CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL OF BOARD MEMBERS PUBLIC COMMENTS Any person wishing to speak to the Board of Directors is asked to complete a Speaker Card and submit it to the District Clerk prior to the start of the meeting. Each speaker is limited to three (3) minutes, unless waived by the Chairman of the Board. Under the State of California Brown Act, the Board of Directors is prohibited from discussing or taking action on any item not listed on the posted agenda. The matter will automatically be referred to staff for an appropriate response or action and may appear on the agenda at a future meeting. AGENDA – This agenda contains a brief general description of each item to be considered. Except as otherwise provided by law, no action shall be taken on any item not appearing on the following agenda unless the Board of Directors makes a determination that an emergency exists or that a need to take immediate action on the item came to the attention of the District subsequent to the posting of the agenda.  1.Approval of Agenda APPROVAL OF CONSENT CALENDAR All matters listed under the Consent Calendar are considered by the Board of Directors to be routine and will be enacted in one motion. There will be no discussion of these items prior to the time the board considers the motion unless members of the board, the administrative staff, or the public request specific items to be discussed and/or removed from the Consent Calendar. 2.Approve the Community Advisory Commission May 20, 2025 meeting minutes INFORMATIONAL ITEMS 3.Public Affairs Program Strategy 4.Sterling Natural Resource Center Update REPORTS 5.Commissioners’ Comments 6.Staff’s Comments ADJOURN COMMUNITY ADVISORY COMMISSIONAUGUST 19, 2025East Valley Water District was formed in 1954 and provides water and wastewater services to107,000 residents within the cities of San Bernardino and Highland, and portions of SanBernardino County.EVWD operates under the direction of a 5­member elected Board.COMMISSIONERSVacantCommissioner Jose IbarraCommissionerJeannie LindbergCommissioner Judy WalshCommissionerDwayne AnthonyCommissioner Byanka VelascoCommissioner Mark Falcone Commissioner William Ringland Public Affairs/Conservation Manager Community Advisory Commission Meeting August 19, 2025 ­ 6:00 PM 31111 Greenspot Road, Highland, CA 92346 www.eastvalleywater.gov PLEASE NOTE: Materials related to an item on this agenda submitted to the Board after distribution of the agenda packet are available for public inspection in the District’s office located at 31111 Greenspot Rd., Highland, during normal business hours. Also, such documents are available on the District’s website at eastvalley.org and are subject to staff’s ability to post the documents before the meeting. Pursuant to Government Code Section 54954.2(a), any request for a disability­related modification or accommodation, including auxiliary aids or services, that is sought in order to participate in the above agendized public meeting should be directed to the District Clerk at (909) 885­4900 at least 72 hours prior to said meeting. In order to comply with legal requirements for posting of agenda, only those items filed with the District Clerk by 12:00 p.m. on Wednesday prior to the following Wednesday meeting not requiring departmental investigation, will be considered by the Board of Directors. CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL OF BOARD MEMBERS PUBLIC COMMENTS Any person wishing to speak to the Board of Directors is asked to complete a Speaker Card and submit it to the District Clerk prior to the start of the meeting. Each speaker is limited to three (3) minutes, unless waived by the Chairman of the Board. Under the State of California Brown Act, the Board of Directors is prohibited from discussing or taking action on any item not listed on the posted agenda. The matter will automatically be referred to staff for an appropriate response or action and may appear on the agenda at a future meeting. AGENDA – This agenda contains a brief general description of each item to be considered. Except as otherwise provided by law, no action shall be taken on any item not appearing on the following agenda unless the Board of Directors makes a determination that an emergency exists or that a need to take immediate action on the item came to the attention of the District subsequent to the posting of the agenda.  1.Approval of Agenda APPROVAL OF CONSENT CALENDAR All matters listed under the Consent Calendar are considered by the Board of Directors to be routine and will be enacted in one motion. There will be no discussion of these items prior to the time the board considers the motion unless members of the board, the administrative staff, or the public request specific items to be discussed and/or removed from the Consent Calendar. 2.Approve the Community Advisory Commission May 20, 2025 meeting minutes INFORMATIONAL ITEMS 3.Public Affairs Program Strategy 4.Sterling Natural Resource Center Update REPORTS 5.Commissioners’ Comments 6.Staff’s Comments ADJOURN COMMUNITY ADVISORY COMMISSIONAUGUST 19, 2025East Valley Water District was formed in 1954 and provides water and wastewater services to107,000 residents within the cities of San Bernardino and Highland, and portions of SanBernardino County.EVWD operates under the direction of a 5­member elected Board.COMMISSIONERSVacantCommissioner Jose IbarraCommissionerJeannie LindbergCommissioner Judy WalshCommissionerDwayne AnthonyCommissioner Byanka VelascoCommissionerMark FalconeCommissioner William RinglandPublic Affairs/Conservation ManagerCommunity Advisory Commission MeetingAugust 19, 2025 ­ 6:00 PM31111 Greenspot Road, Highland, CA 92346www.eastvalleywater.govPLEASE NOTE:Materials related to an item on this agenda submitted to the Board after distribution of theagenda packet are available for public inspection in the District’s office located at 31111Greenspot Rd., Highland, during normal business hours. Also, such documents are availableon the District’s website at eastvalley.org and are subject to staff’s ability to post thedocuments before the meeting.Pursuant to Government Code Section 54954.2(a), any request for a disability­relatedmodification or accommodation, including auxiliary aids or services, that is sought in orderto participate in the above agendized public meeting should be directed to the District Clerkat (909) 885­4900 at least 72 hours prior to said meeting. In order to comply with legal requirements for posting of agenda, only those items filed with the District Clerk by 12:00 p.m. on Wednesday prior to the following Wednesday meeting not requiring departmental investigation, will be considered by the Board of Directors. CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL OF BOARD MEMBERS PUBLIC COMMENTS Any person wishing to speak to the Board of Directors is asked to complete a Speaker Card and submit it to the District Clerk prior to the start of the meeting. Each speaker is limited to three (3) minutes, unless waived by the Chairman of the Board. Under the State of California Brown Act, the Board of Directors is prohibited from discussing or taking action on any item not listed on the posted agenda. The matter will automatically be referred to staff for an appropriate response or action and may appear on the agenda at a future meeting. AGENDA – This agenda contains a brief general description of each item to be considered. Except as otherwise provided by law, no action shall be taken on any item not appearing on the following agenda unless the Board of Directors makes a determination that an emergency exists or that a need to take immediate action on the item came to the attention of the District subsequent to the posting of the agenda.  1.Approval of Agenda APPROVAL OF CONSENT CALENDAR All matters listed under the Consent Calendar are considered by the Board of Directors to be routine and will be enacted in one motion. There will be no discussion of these items prior to the time the board considers the motion unless members of the board, the administrative staff, or the public request specific items to be discussed and/or removed from the Consent Calendar. 2.Approve the Community Advisory Commission May 20, 2025 meeting minutes INFORMATIONAL ITEMS 3.Public Affairs Program Strategy 4.Sterling Natural Resource Center Update REPORTS 5.Commissioners’ Comments 6.Staff’s Comments ADJOURN Agenda Item #2 August 19, 20251 Meeting Date: August 19, 2025 Regular Meeting TO: Commission Members FROM: Public Affairs/Conservation Manager SUBJECT: Approve the Community Advisory Commission May 20, 2025 meeting minutes RECOMMENDATION That the Community Advisory Commission approve the May 20, 2025 meeting minutes. DISTRICT PILLARS AND STRATEGIES V - Community Engagement, Advocacy, and Leadership a. Utilize Effective Communication Methods to Foster Exceptional Community Relations FISCAL IMPACT There is no fiscal impact associated with this agenda item. Respectfully submitted: ________________ William Ringland Public Affairs/Conservation Manager ATTACHMENTS Draft May 20, 2025 meeting minutes 1 2 3 2 7 Draft Pending Approval EAST VALLEY WATER DISTRICT May 20, 2025 COMMUNITY ADVISORY COMMISSION MINUTES The Public Affairs Coordinator called the meeting to order at 6:00 p.m. and Mike Hurst led the flag salute. PRESENT: Commissioners: Anthony, Falcone, Ibarra, Lindberg ABSENT: Commissioners: Walsh, Velasco STAFF: William Ringland, Public Affairs/Conservation Manager; Cecilia Contreras, Public Affairs Coordinator; Roxana Morales, Public Affairs Supervisor; Brian Tompkins, Chief Financial Officer; Christianne Koide, Business Services Coordinator; Rudy Guerrero, Finance Manager; Mike Hurst, Water & Wastewater Compliance Supervisor GUEST(s): None PUBLIC COMMENTS The Public Affairs Coordinator declared the public participation section of the meeting open at 6:01 p.m. There being no written or verbal comments, the public participation section was closed. APPROVE THE FEBRUARY 18, 2025 COMMISSION MEETING MINUTES M/S/C (Anthony-Falcone) that the February 18, 2025 Commission meeting minutes be approved as submitted. CONSUMER CONFIDENCE REPORT The Water and Wastewater Compliance Supervisor presented an overview of the District’s Consumer Confidence Report (CCR), explaining that it is necessary to maintain compliance with the 1996 Safe Drinking Water Act. He stated that the information included in the document provides details as to where your water comes from, regulated contaminates, potential health effects, and contaminant levels. In conclusion, staff have created a way to provide this information in a reader-friendly format and use this as an opportunity to engage with all residents. The CCR is mailed 2 2 3 2 7 out annually by June 20 to over 35,000 residents and is also available year-round on the District’s website. FISCAL YEAR 2025-26 BUDGET OVERVIEW COMMISSIONERS’ COMMENTS STAFF COMMENTS 3 2 3 2 7 Information only. ADJOURN Agenda Item #3 August 19, 20251 Meeting Date: August 19, 2025 Regular Meeting TO: Commission Members FROM: Public Affairs/Conservation Manager SUBJECT: Public Affairs Program Strategy RECOMMENDATION This agenda item is for informational purposes only, no action is required. BACKGROUND / ANALYSIS Public Affairs oversees internal and external communication programs consistent with the District’s Vision and Strategic Plan. Through community and media relations, the Program provides effective and strategic communications to various stakeholders. Public Affairs is also responsible for grant writing, legislative affairs, and the facility rental programs. The District has developed a comprehensive Public Affairs program strategy to serve as the guiding document for the upcoming fiscal year. This program strategy is integral in aligning the efforts of staff with the objectives outlined in the District’s 5-Year Work Plan. By establishing a clear framework, the document ensures that all Public Affairs activities are purpose-driven and contribute directly to the overarching goals of the District. In addition to providing a structured roadmap, the document is designed with the necessary flexibility to adapt to the evolving needs of our community. This adaptability is crucial in responding to the dynamic and ever-changing environment in which the District operates. The strategy also introduces innovative tactics and approaches, enabling the District to stay ahead in its public engagement and communication efforts. By embracing new tactics, the Public Affairs department can effectively address emerging challenges and leverage opportunities, ensuring sustained progress and effective community relations. DISTRICT PILLARS AND STRATEGIES Agenda Item #3 August 19, 20252 Meeting Date: August 19, 2025 V - Community Engagement, Advocacy, and Leadership a. Utilize Effective Communication Methods to Foster Exceptional Community Relations b. Cultivate and Strengthen Collaborative Partnerships within the Water Industry c. Enhance Legislative Advocacy to Promote Water Security and Sustainability d. Provide Education Programming that Empowers the Community FISCAL IMPACT There is no fiscal impact associated with this agenda item. Respectfully submitted: ________________ William Ringland Public Affairs/Conservation Manager ATTACHMENTS Public Affairs Program Strategy FY 2025-26 Presentation FY 2025-26 Community Advisory Commission Public Affairs Program Strategy 2025-26 PROGRAM STRATEGY •Detailed roadmap outlining strategy for the upcoming year •Developed under the 5-Year Work Plan •Reviewed with staff to ensure unified team •Progress and accomplishments measured under the District’s 5-Year Work Plan 2 DISTRICT DEMOGRAPHICS DISTRICT DEMOGRAPHICS 4 COMMUNITY TAPESTRY: NEW WAVE •Large share are foreign born and speak only their native language •Young, or multigenerational, families with children •Many are renters in older multi-unit structures •Hardworking with long work commutes, often using public transit 5 COMMUNITY TAPESTRY: SPROUTING EXPLORERS •Young homeowners with families •Multilingual and multigenerational households •Neighborhoods feature single-family, owner occupied •Hardworking and optimistic •Most residents aged 25 years or older have a high school diploma or some college education 6 COMMUNITY TAPESTRY: AFFLUENT ESTATES •Residents are approaching retirement but remain active in their communities •Take advantage of large metropolitan areas but prefer to live in less crowded neighborhoods •Consumers are more interested in quality over cost •Connected, often using the internet for shopping and finances 7 5-YEAR WORK PLAN PUBLIC AFFAIRS:PROGRAM GOALS 9 UPDATE CRISIS COMMUNICATIONS PLAN 10 •Maintaining strong communications is essential during a crisis •Public Affairs will update the District’s Crisis Communications Plan •Including templates for quick deployment •Checklists/procedures to ensure the correct audience is reached •Approach for regular media relations training ASSESS & ENHANCE FACILITY TOUR PROGRAM 11 •District hosts a facility tour to educate and engage ratepayers about complex operations •Staff are hosting a tour in October 2025 •Develop a Standard Operating Procedure (SOP) in planning these activities •Build a staff guidebook with talking points •Design educational takeaways for guests •Assessing attendance and feasibility of a weekend tour in 2026 STRATEGIC COMMUNICATIONS PLAN 12 •Staff will develop a Strategic Communications Plan to align core messaging and strategy with the Strategic Plan •Plan will provide clear message points •Reinforcing the District’s core values •Key pieces about the District’s mission and initiatives •Plan development will begin in early 2026 EDUCATIONAL AUGMENTED REALITY ASSESSMENT AND DEVELOPMENT 13 •Augmented Reality (AR) offers a unique way to blend digital content with the physical environment •Staff will explore the feasibility of incorporating AR into the District’s educational programs •Cost estimates, maintenance requirements and development timelines will be assessed ADDITIONAL PUBLIC AFFAIRS ACTIVITIES ADDITIONAL ACTIVITIES •Monthly community booths •Website enhancements •SNRC Neighborhood Program •Student art contest •Video development •Legislative affairs •Grant strategy COMMUNICATION CHANNELS:TRADITIONAL 16 •Bill inserts and envelopes •Direct mailers •Door hangers •Community presentations/events Bill inserts Direct mailer Citrus Harvest Festival COMMUNICATION CHANNELS: DIGITAL 17 •Social media •Instagram, Facebook, and X •Ring Neighbors •LinkedIn •Nextdoor •YouTube •Email communications •Press releases •Website updates and home page banners COMMUNICATION CHANNELS: YOUTUBE 18 •District videos •YouTube channel •Videos also shared on social media •Videos highlight specific topics: •Water quality •System maintenance •Sterling Natural Resource Center •YouTube is one of the most widely used social media platforms among residents Over 59,000 views Questions? public affairs 2025-26 program strategy L E A D E R S H I P | P A R T N E R S H I P | S T E W A R D S H I P 2 | FY 2025-26 Through strategic communications and purposeful relationship building, Public Affairs strives to engage with the community and various stakeholders. By maintaining public relations, legislative affairs, and media outreach, the team is committed to providing transparent and relevant information to our community. MICHAEL MOORE | GENERAL MANAGER/CEO Public Affairs Program Strategy | 3 Table of Contents Program Summary ...........................................4 Public Affairs ...............................................................4 Program Approach ...................................................4 Market Research ...............................................4 District Demographics ..............................................5 5Year Work Plan ................................................6 Public Affairs Strategic Approach ................5 Septic-to-Sewer Conversions ................................7 Update the Crisis Communication Plan .............7 Customer Welcome Packet ....................................8 Customer Experience Assessment .....................8 Industry Engagement (Awards and Presentations) ....................................9 Facility Rental Program.............................................9 Community Influencer Engagement ...................9 Track and Monitor PFAS Requirements .............10 Develop Strategic Communications Plan..........10 Assess and Enhance Facility Tour Program .....10 Educational Augmented Reality (AR) Assessment and Development.............................11 Additional Public Affairs Activities ...............11 Community Booths ....................................................11 Website Maintenance and Enhancements .......11 SNRC Neighborhood Program .............................12 Student Art Contest ...................................................13 Video Development ..................................................13 Coalition Engagement ..............................................13 Community Advisory Commission .......................13 Grant Strategy .............................................................14 Legislative Programs .................................................14 Internal Communications ........................................14 Rate Study/Potential 218 Noticing ........................15 Communication Channels .............................15 Social Media .................................................................15 Direct-to-Customers ..................................................15 Email Communication ...............................................16 Press Releases ............................................................16 Presentations ...............................................................16 Student Engagement/Career Days .....................16 Branding ........................................................................16 Supporting District Programs .......................17 Digital Resources and Tools...........................18 Monday.com .................................................................18 Hootsuite .......................................................................18 Constant Contact .......................................................18 Appendix A 2025-26 District Campaigns ...................20 Appendix B Email Sample ...............................................21 Appendix C Service Interruption/Notice Template ..22 Appendix D Splash Bulletin Template ..........................23 Public Affairs Public Affairs oversees internal and external communication programs consistent with the District’s Vision and Guiding Principles. Through community and media relations, the program provides effective and strategic communications to various stakeholders. The program is also responsible for grant writing, legislative affairs, and the facility rental programs. Program Approach East Valley Water District has adopted a vision to be a beacon of excellence and innovation within the water industry. Through visionary leadership, we strive for a sustainable, transparent, and accountable future. This vision is supported by the core values of Leadership, Partnership and Stewardship. To ensure the District can rise to this vision, the Public Affairs team works to ensure all strategic communications are effective, meaningful and relevant. The program requires a balance of preparation, anticipation, and responsiveness in the execution of programs and material. The word cloud below symbolizes how the programs support the District’s strategic values: Market Research As the District strives to be a beacon of excellence providing safe and reliable drinking water, staff recently conducted an analysis of the community characteristics using the census data. Through intentional and targeted outreach, focused on the District’s customers, East Valley Water District can continue to foster strong relationships via meaningful communications. The community characteristics are a useful tool to continue enhancing the District’s brand and customer first approach. Public Affairs supports the District through multiple activities to further drive the District’s Strategic Plan and 5-Year Work Plan. The program supports various initiatives and actively engages with departments across the District. This plan provides a framework and guide for the team to achieve established goals and objectives. Program Summary PUBLIC AFFAIRSStategic T tw Innativ Engaging Re evant Ft Re atishiactua Csisten Ac t i v e Communit  4 | FY 2025-26 District Demographics SERVICE AREA COMMUNITY PROFILE DEMOGRAPHIC TAPESTRY 108,000 Population 34.5 Median Age $73,764 Median Household Income Next Wave Life Group28%District Households • Urban dwellers; young, hardworking families. • A large share are foreign born and speak only their native language. • Young, or multigenerational, families with children are typical. • Most are renters in older multiunit structures, built in the 1960s or earlier. • Hardworking with long commutes to jobs, often using public transit to commute to work. Public Affairs Program Strategy | 5 210 210 santa an a r i v e r sant a a n a r i v e r plun g e c r e e k plunge creek eld e r c r e e k cit y c r e e k city c r e e k sa n d c r e e k tw i n c r e e k tw i n c r e e k warm cr e e k cook creek mill c r e e k N San Bernardino SNRC Highland DistrictHeadquarters Seven Oaks Dam Sprouting Explorers Life Group19%District Households • Young homeowners with families. • Multilingual and multigenerational households with children who represent second-, third-, or fourth-generation Hispanic families. • Neighborhoods feature single-family, owner- occupied homes built at city’s edge, primarily built after 1980. • Hardworking and optimistic, most residents aged 25 years or older have a high school diploma or some college education. Affluent Estates Life Group14%District Households • Residents are approaching retirement but remain active in their communities. • Take advantage of large metropolitan areas but prefer to live in less crowded neighborhoods. • Consumers are more interested in quality than cost. • Well connected, using the internet for shopping to manage finances. 5-Year Work Plan Through the District’s 5-Year Work Plan process, strategic initiatives were developed to identify and organize projects spanning multiple years. Public Affairs has identified key activities over the upcoming years needed to further the District’s exceptional standards. All items listed below are included in the District’s 2025-26 5-Year Work Plan: PLANNING, MAINTENANCE, AND PRESERVATION OF DISTRICT RESOURCES COMMUNITY ENGAGEMENT, ADVOCACY, AND LEADERSHIP ORGANIZATIONAL RESILIENCY SUSTAINABILITY, TRANSPARENCY, AND ACCOUNTABILITY EFFECTIVE SOLUTIONS 6 | FY 2025-26 COMMUNITY ENGAGEMENT, ADVOCACY, AND LEADERSHIP ORGANIZATIONAL RESILIENCY • Septic-to-Sewer Conversions SUSTAINABILITY, TRANSPARENCY, AND ACCOUNTABILITY • Update Crisis Communication Plan • New Customer Welcome Packets • Customer Experience Assessment • Community Engagement Enhancements • Industry Engagement (Awards and Presentations) • Facility Rental Assessment • Community Influencer Engagement • Track and Monitor PFAS Requirements • Develop Strategic Communications Plan • Assess and Enhance Facility Tour Program • Educational Augmented Reality (AR) Assessment and Development Public Affairs’ 5-Year Work Plan Approach The District strategically has built a communications and outreach program to target, engage and interact with customers throughout the community. The items below are currently planned programs for FY 2025-26 to engage with members across the District’s service area and throughout the industry in an effort to meet the objectives listed in the 5-Year Work Plan. SEPTIC-TO-SEWER CONVERSIONS East Valley Water District is pursuing State grant funding to support the conversion of septic systems to the District’s sewer service. This effort supports broader goals to protect the groundwater basin while improving long-term infrastructure reliability and public health. Public Affairs will work closely with the Engineering department to identify potential project areas and complete the necessary environmental review. This analysis is a critical step in qualifying for State funding and determining the feasibility of moving forward. If the environmental reports are accepted by the State and funding secured, Public Affairs will launch a targeted community outreach campaign in the identified neighborhoods. This will include a combination of direct mailers, door hangers, and door-to-door engagement to ensure residents receive timely, clear information about the program. Staff will be available to answer questions, explain the benefits of sewer conversion, and help guide homeowners through the opt-in process. These efforts are aimed at building trust, addressing concerns, and encouraging participation from the community while this funding is available. UPDATE THE CRISIS COMMUNICATION PLAN In line with the District’s commitment to effective communication, Public Affairs will continue work on updating and strengthening the Crisis Communication Plan in FY 2025-26. As the lead program in public messaging during a crisis, it’s critical that the Public Affairs communication strategies, tools, and protocols remain current and adaptable during emergency situations. This year’s focus includes finalizing and implementing a refreshed set of communication templates designed for quick deployment across various scenarios. These templates will ensure that accurate, consistent messaging can be delivered to the community promptly, regardless of the nature of the emergency. Accessibility and ease of use for the team members remain central to the design of these tools. Public Affairs Program Strategy | 7 In addition, the team will maintain its investment in media relations training. This training equips Public Affairs staff with the skills needed to confidently represent the District, especially under pressure. Clear, unified messaging is key to preserving public trust during challenging times, and regular training ensures the team is ready to respond effectively. Through these efforts, the District reinforces its ability to provide timely, reliable information when residents need it most. CUSTOMER WELCOME PACKET Starting service is an important opportunity to introduce customers to the District’s programs, resources, and overall vision. Whether it’s a new residential customer or a business opening its doors in our service area, this initial touchpoint helps set the tone for the relationship moving forward. Over the next year, Public Affairs will focus on revising and modernizing the District’s welcome packet for new customers. With the District averages over 100 new accounts annually, this is a valuable opportunity to connect with this new customer. The updated packets will include information on water conservation programs, tools for businesses to interact with the District, and resources related to Fats, Oils, and Grease (FOG) compliance, among other key topics, depending on the type of customer. Customer Service staff will receive training on how and when to distribute the new packets. This ensures that every customer has a consistent and helpful experience from the start, laying the groundwork for a strong, informed partnership with the District. CUSTOMER EXPERIENCE ASSESSMENT East Valley Water District is committed to providing exceptional water and wastewater services, and that begins with a customer-focused approach. As the District has expanded its programs and services with the opening of the Sterling Natural Resource Center, a full assessment of the customer experience is timely and necessary. This effort will help staff better understand what information customers receive, how they receive it, and the overall experience they have when visiting the District’s facilities. Staff will develop a framework to categorize different types of customers and identify the services they typically access along with the information they need. Using this structure, the team will audit current customer communication touchpoints to evaluate what material is working well and where enhanced communication materials need to be created. Special attention will be given to the lobby experiences at both the District’s Headquarters and the Sterling Natural Resource Center to ensure customers receive a consistent, high-quality experience at both locations. In addition, staff will research what other water districts in the region are doing to support and engage customers. This may include site visits to observe how other agencies manage in-person communications and distribute informational materials. Initial observations have shown differences in the customer experience between the Sterling Natural Resource Center and Headquarters. Addressing these inconsistencies is a key priority. The goal is to deliver a uniform, reliable, and welcoming experience no matter where customers go to receive District services. 8 | FY 2025-26 INDUSTRY ENGAGEMENT (AWARDS AND PRESENTATIONS) The District’s Strategic Plan outlines a clear vision and mission for the services provided to the community. In alignment with that vision, staff recognize the value of sharing the District’s work and leadership with the broader industry through award applications and industry presentations. While the goal is not self-promotion, highlighting exceptional programs can serve as a way to support industry education and demonstrate effective water practices across the public sector. In the year ahead, Public Affairs will actively pursue opportunities to submit for awards that reflect the District’s accomplishments. During FY 2025-26, the focus will shift from the technical awards associated with the construction and commissioning of the Sterling Natural Resource Center to broader District categories. With more than fifteen awards secured for the SNRC, the team will now focus submissions that reflect the District’s ongoing work and services. Special attention will be given to awards that recognize excellence in outreach, communications, and public engagement. The MARCOM Awards and Telly Awards will be a particular focus for the Public Affairs team, given their competitive nature and reputation for recognizing high-quality work. These awards have proven to be highly competitive and a challenge to secure the top place award, raising the bar and ensures our programs remain impactful both locally and within the industry. FACILITY RENTAL PROGRAM The District has committed to community engagement by creating a Facility Rental Program to rent out the Headquarters and Sterling Natural Resource Center. These rentals provide valuable opportunities for organizations, local ratepayers, and non-profit organizations to utilize our exceptional facilities for meetings, events, and activities. By making our facilities accessible to the public, we not only maximize the use of the spaces but also strengthen relationships with the community. Over the upcoming year, staff will focus on optimizing our Facility Rental Program by assessing the current fee structure charged and the staffing/facility repairs necessary for successful operation. This evaluation will ensure that our pricing structure is fair and competitive while meeting the needs of a successful operation. Additionally, Public Affairs will review staffing requirements to guarantee efficient management and support for all events hosted at our facilities. Staff look to bring any necessary policy updates to the Board of Directors for consideration if pricing or policy adjustments are needed to continue operating the program. COMMUNITY INFLUENCER ENGAGEMENT Community leaders play an important role in every neighborhood, whether they are formally elected officials or informal organizers who help bring people together. As the District moves forward with rehabilitation and mainline replacement projects across the service area, Public Affairs will make it a priority to identify and connect with these grassroots leaders. Public Affairs Program Strategy | 9 Over the next year, staff will develop a plan to engage with HOA communities and local community groups to identify these influencer leaders. When contact is made and a relationship is established, staff will offer presentations to provide updates on District activities and share details about any capital improvement projects impacting that area. In addition, staff will explore a method for organizing and storing contact information for these community leaders. The goal is to build long-term relationships that support transparent communication and allow the District to keep community representatives informed and involved in future efforts. TRACK AND MONITOR PFAS REQUIREMENTS PFAS, or Per- and polyfluoroalkyl substances, are man-made chemicals resist to oil, water, and heat. Often referred to as “forever chemicals,” they persist in the environment and can accumulate in people, animals, and natural systems over time. With growing media coverage around PFAS, community interest in the topic has increased, especially around what steps the District is taking to protect public health and ensure water quality. While Public Affairs is not responsible for implementing technical solutions to address PFAS, the team is closely monitoring proposed legislation and emerging regulations. This includes evaluating how new requirements might affect District operations and services. Over the next year, Public Affairs will work to determine what information is needed to help educate the public about PFAS and the District’s efforts to safeguard the community. This will include reviewing current materials, identifying gaps, and preparing new messaging where appropriate. The team will also develop talking points and educational tools for Customer Service, frontline staff, and the executive team so that all representatives of the District can speak clearly and consistently on the issue. DEVELOP STRATEGIC COMMUNICATIONS PLAN Strategic communication plays a key role in maintaining strong relationships both within the organization and throughout the community. With the recent adoption of the Strategic Plan by the Board of Directors, Public Affairs will lead the development of a communications strategy that builds directly on those priorities. Work on the strategic communications plan will begin in early 2026. The process will include a series of meetings with the executive team to align messaging with the goals and direction outlined in the Board-adopted Strategic Plan. These sessions will help define how the District communicates both internally and externally, ensuring consistency and clarity in all outreach efforts. Once finalized, the plan will be introduced to staff to support alignment across departments. By providing clear message points and reinforcing the District’s core values, this effort will help ensure that all employees can speak confidently and consistently about the District’s mission and initiatives. ASSESS AND ENHANCE FACILITY TOUR PROGRAM As part of the District’s ongoing commitment to transparency and community engagement, Public Affairs will continue hosting the Community Facility Tour. This tour brings 30–50 participants through key District facilities, including wells, water treatment plants, and wastewater treatment sites. The experience gives attendees a firsthand look at the complex operations that ensure the community receives safe, reliable water and wastewater services. It also highlights the infrastructure and dedicated staff that support the District’s essential work. The main goal of the tour is to help create informed ratepayers who understand the importance and complexity of EVWD operations. By opening our facilities and sharing the inner workings of the District, we aim to strengthen trust, encourage engagement, and foster a sense of pride in the services we provide. 10 | FY 2025-26 In the year ahead, Public Affairs will enhance the tour experience by creating a take-home informational booklet for participants. A planning standard operating procedure (SOP) will also be developed, along with a staff guidebook of talking points to help ensure consistency in how tours are delivered. Finally, staff will assess the attendance for the planned October 2025 tour and determine if a weekend tour should be scheduled in 2026, compared to the weekday tours that only garner retired or semi-retired attendees. EDUCATIONAL AUGMENTED REALITY (AR) ASSESSMENT AND DEVELOPMENT Augmented reality (AR) offers a unique way to blend digital content with the physical environment, making it a valuable educational tool. For the District, AR could enhance tours and outreach by helping visitors visualize and better understand the complex processes behind water and wastewater treatment. Over the coming year, staff will explore the feasibility of incorporating AR into the District’s programs. This includes reviewing available technologies, identifying potential applications, and evaluating how well AR aligns with the District’s educational goals. One concept under consideration is using AR to overlay process animations at treatment facilities, allowing tour participants to see how water flows through different systems and what steps are involved in treatment and recycling. Staff will also gather cost estimates and develop possible timelines for implementation. At the conclusion of the assessment, a recommendation will be presented to District leadership on whether this technology should be pursued and included in future budget planning. Additional Public Affairs Activities COMMUNITY BOOTHS Recognizing that not all ratepayers engage with the District through traditional communication methods, the Public Affairs team remains committed to reaching the community through more personal and accessible outreach efforts. The goal is to host monthly booths at a variety of high-traffic locations, such as local stores, retail centers, and community events across the District’s service area. These booths offer an opportunity for face-to-face interaction, where residents can learn about District services and access information from staff. At these booths, staff will provide details on available rebates to support water conservation efforts. They will also be available to answer questions about rates and services, helping to promote transparency and build trust. By being active in places where people gather, the District can strengthen its connection with the community and increase visibility. More than just sharing information, these booths highlight the District’s ongoing effort to be transparent, available, and engaged with all ratepayers. WEBSITE MAINTENANCE AND ENHANCEMENTS Following the full redesign of the District’s website in 2024, staff are now shifting focus from development to enhancing how the site supports customer engagement. Recognizing the website as a primary tool for communicating with the community, industry partners, and elected officials, the next phase will center on improving user experience and exploring new ways to deliver information more effectively. Over the coming year, Public Affairs will continue to maintain and update content while also evaluating emerging technologies that could be integrated to better serve visitors. The goal is to ensure the website remains a reliable, easy-to-navigate resource that reflects the District’s commitment to transparency and customer service. Public Affairs Program Strategy | 11 SNRC NEIGHBORHOOD PROGRAM Community engagement and outreach are a priority for East Valley Water District. With the Sterling Natural Resource Center (SNRC) now fully operational, staff are working through finetuning processes and procedures at the plant. Staff developed a critical and ongoing outreach communication plan to encourage two-way communication with SNRC neighbors, notify residents of work that may impact them, and foster a positive relationship with neighbors. Public Affairs has established two degrees of communication for this initiative: First Degree are direct neighbors to the Treatment Facility. Currently, there are 5-6 residential customers and one apartment complex that falls into this category. Second Degree includes neighbors within ¼ of mile of the facility. Finally, two levels of communications have been established for the community engagement, Critical Communications and Priority Communications. Critical Communications This approach will be activated for urgent, short-term communication efforts. An urgent matter qualifies as extreme circumstances that are beyond standard operations or unscheduled maintenance that can pose impact to residents. All communications will be translated to Spanish. Ongoing Communications This approach will be activated as part of community relationship building efforts. This strategy will be used to communicate scheduled maintenance efforts and general facility updates with the primary goal of developing and fostering positive relationships with the surrounding community. All communications will be translated to Spanish. 12 | FY 2025-26 • Door-to-door: PA staff will make in-person contact with customers. This effort depends on the time of day and day of the week. • Phone call/text: PA staff will call customers to inform/provide an update on SNRC maintenance efforts. As an alternative, staff will consider sending a text message via Informacast that includes a link to the District’s SNRC update webpage. • Door hanger/letter: PA staff will develop and print in-house door hangers/letters and deliver to customers within a few hours to one day. A plastic door hanger bag will be used to protect the notice. DEGREE1ST DEGREE2ND • Email Alerts: An email alert will be distributed up to 7 days in advance of maintenance. The alert will include work hours, possible impacts, and estimated completion. A link to the District’s SNRC update webpage will be included in the email. • Bi-annual Newsletters: The District will establish a newsletter to be sent to nearby residents. This will provide updates about the plant, detailed information about the District and highlight upcoming events for the community to participate. • Neighborhood Events: The District will aim to host SNRC neighborhood events at the Administrative Center to encourage residents to learn about the plant. Events include open houses, picnics in the park, facility tours, and meet-and-greet opportunities with Public Affairs, Water Reclamation and Executive staff. DEGREE1ST DEGREE2ND Through these efforts, staff are seeking to foster strong community relationships, provide ongoing communication with neighbors and maintain positive relations with those surrounding the Sterling Natural Resource Center. STUDENT ART CONTEST Building on the success of the Student Art Contest, the Public Affairs Department will continue this engaging initiative in the upcoming year. The contest invites elementary school students to showcase their creativity by drawing, painting, or designing a label for the District’s emergency response bottled water. By involving young students in the project, we aim to build a deeper connection between the community and the District, while also promoting awareness about water conservation and the importance of the District’s services. The contest concludes in a special award ceremony held at the District headquarters, where winning students, accompanied by their families, are recognized by the Board of Directors. This event not only celebrates the students’ artistic achievements but also strengthens community bonds and showcases the District’s commitment to youth engagement and education. By continuing the Student Art Contest, we aim to inspire creativity, encourage participation, and highlight the vital role of water in our daily lives. VIDEO DEVELOPMENT To support ongoing community outreach and education, Public Affairs will produce a new video for the District’s digital library. Videos continue to be an effective way to illustrate the complex work of the District and provide residents with an engaging, accessible resource to better understand our services. These productions help highlight the District’s dedication to delivering safe, reliable water and wastewater service. This year’s planned video includes: • EVWD Building Tomorrow – A feature video that highlights the range of Capital Improvement Projects currently underway, showcasing the District’s efforts to upgrade aging infrastructure and invest in the future of the community. COALITION ENGAGEMENT East Valley Water District recognizes the value of actively participating in regional and statewide coalitions to advance the District’s priorities. These partnerships include organizations such as the Association of California Water Agencies (ACWA), California Association of Sanitation Agencies (CASA), and WateReuse. Engaging with these groups helps ensure the District’s perspectives are represented in conversations around water policy, regulation, and sustainability. In the year ahead, District staff will continue to prioritize meaningful involvement in these coalitions, identifying opportunities for increased engagement and leadership. Public Affairs staff will maintain their role on the CASA Communications Committee and collaborate with coalition partners to strengthen industry connections. This targeted participation allows the District to stay current on evolving issues, build relationships with peer agencies, and reinforce its role as a proactive voice in the water and wastewater sector. COMMUNITY ADVISORY COMMISSION The Community Advisory Commission (CAC) serves as a vital link between East Valley Water District and the community. Commissioners meet quarterly to review and discuss District programs and services, offering meaningful input that helps guide decisions. Each commissioner serves a two-year term, and the group has become a valuable forum for gathering community perspectives and testing ideas in a thoughtful setting. Public Affairs Program Strategy | 13 Let your love for water shine through your artwork and inspire the community to appreciate this precious resource in our daily lives. I LOVE WATERBECAUSE... 2025 THEME bottled water label art contest WINNERSANNOUNCEDMARCH 2025 Students Grade 1 through 6 Attending a School or Living Within East Valley Water District's Boundaries Can Participate WINNING ARTWORK Three artists will receive: TEACHERS CAN WIN TOO Every teacher who submits student artwork will be entered to win a $300 classroom supplies gift card. •Artwork Featured on the District’s Limited-Edition Bottles of Water•$100 Gift Card•Certificate of Recognition•A Case of Water With Their Artwork An honorable recognition will be awarded to one student from each grade level whose artwork represented the theme in a unique way and will receive: •$25 Gift Card•Certificate of Recognition CONTEST RULES •All artwork must be drawn on the template provided by the District. •Students may use crayon, watercolor, markers, ink, chalk, pencils, paints, cut paper, or fabric. Photography or computer generated artwork is not permitted. •Student must include first and last name on back of artwork. •Students are encouraged to write a short phrase on the artwork. Phrase must be spelled correctly and lettering must be large and legible. •Students must work on artwork independently. •Labels must illustrate why the artist loves water. •Artwork must be original. Reproduction of popular cartoon characters will not be accepted. •Do not fold artwork. Entry must be kept in its original form. •Each submitted design must have an entry form completely filled out and paper clipped to the artwork template. •This is not a school sponsored activity. The San Bernardino Unified School District and the Redlands Unified School District do not approve, support, supervise or endorse this program/activity. Let your love for water shine through your artwork and inspire the community to appreciate this precious resource in our daily lives. Questions? Visit eastvalley.org/bottledwater Call (909) 806-4280 Email publica˜airs@eastvalley.org All winners will be invited to an East Valley Water District Board meeting to accept their special recognition. East Valley Water District is encouraging students to express their love for water by creating colorful illustrations that showcase its beauty and importance. East Valley Water DistrictAttention: Public A airs25318 5th Street San Bernardino, CA 92410 ARTWORK DUE DATE All water bottle labels must be mailed or delivered by 4:00pm on Friday, January 31, 2025, to: I LOVE WATERBECAUSE... 2025 THEME becaUse… Looking ahead, the District will continue to use the CAC as a structured “sounding board” to help ensure community input is considered during key projects. Public Affairs staff will prioritize engagement with commissioners, encouraging open dialogue while also sharing relevant updates and educational materials about District initiatives. GRANT STRATEGY Grant funding can be a resourceful means of financing projects, while minimizing the impact on ratepayers. These programs are ideal when the Strategic Priorities of the District align with the funding agency. While there are many funding sources available, few will be consistent with the District’s planning efforts. Throughout the year, staff will submit grant applications based upon the alignment with the District’s 5-Year Work Plan, regulatory requirements, and the overall success rate of the application. The team works collaboratively with partners to ensure the appropriate level of grant monitoring occurs at the local, state, and federal level while ensuring the District is competitive in the application process. LEGISLATIVE PROGRAMS In the upcoming year, East Valley Water District will continue to strategically engage in various legislative programs to advocate for the District’s interests and priorities. Working closely with our legislative advocates, staff will ensure effective and strategic engagement in Sacramento, aligning our efforts on key legislative sessions and priorities. This proactive approach will help the District stay ahead of policy changes and influence legislative outcomes that impact our operations and community. To reinforce our legislative presence, staff will organize a Sacramento capital visit, involving Board Leadership and Executive Staff, to build and strengthen relationships with elected officials. This visit will provide a platform to discuss critical issues, showcase District initiatives, and advocate for policies beneficial to the District’s ratepayers. Additionally, staff will engage with local elected offices, meeting representatives to provide updates on District activities and maintain open lines of communication. INTERNAL COMMUNICATIONS District employees have a high degree of interaction with the public and help function as brand ambassadors for EVWD. By providing consistent updates on projects and programs to employees, the community experiences a heightened degree of consistency in communication through these employees. This maximizes the ability for staff to diffuse misinformation and effectively refer residents and business owners to the appropriate staff member for additional information. This is achieved through emails, in-person department briefings, coordination meetings, and shared outreach materials. Over the upcoming year, staff will continue to utilize the process of providing a “Splash Update” to staff members to include key talking points, campaign information and other relevant information to help create an informed staff. RATE STUDY/POTENTIAL 218 NOTICING The District is currently planning to conduct a rate study to assess if current wastewater treatment rates adequately cover the cost of operations. If a rate adjustment is deemed necessary, Public Affairs will tailor messaging to emphasize the essential work being carried out at the Sterling Natural Resource Center. The focus will be on educating the community about the complexity and importance of recycled water as a key component of long-term water sustainability for our community. In the event of a proposed rate increase, Public Affairs will prepare a Proposition 218 notice to clearly communicate the potential changes, their impact, and the timing of the public hearing. The District’s goal is to ensure residents are well-informed about the purpose of the rate study and understand why any adjustments may be necessary to maintain reliable wastewater service. 14 | FY 2025-26 Communication Channels Public Affairs activates a series of channels to engage with the community and help inform ratepayers of projects, initiatives, and District activities. To maximize communications efforts, the District partners with print vendors, graphic designers, and communications professionals based upon the project or outreach activity occurring. SOCIAL MEDIA Social media provides a direct line of communication from the District to customers and staff actively monitor/ engage with individuals online. Currently, the team utilizes Facebook, Instagram, YouTube, NextDoor, LinkedIn, RING Neighbors and X. Platforms and content continue to shift with trends, viral moments, and user preferences. Key changes have come about through the popularity of short videos via TikTok. Though the District does not currently utilize the TikTok platform (and does not currently recommend joining the platform), staff created several Instagram Reels and have amassed thousands of views. Over the upcoming year, staff will continue to engage with customers on social media, watch for viral trends to create District content and assess the continued effectiveness of social media engagement. DIRECT-TO-CUSTOMERS East Valley Water District has a strategic advantage to most companies as there are direct lines of communication to each customer via their service address. Depending on the outreach necessary, the District has three primary direct-to-customer channels to reach the ratepayer. Bill Inserts Bill inserts provide an opportunity to place a message inside customer’s bills and the District works to include an insert on a monthly basis. At the start of each fiscal year, Public Affairs outlines a content calendar for the messages to include and works to complete artwork prior to the start of a new bill cycle. The team outlines specific topics for each bill cycle and works to receive timely approval, printing, and delivery to meet each bill cycle. Direct Mailers Construction, conservation, District announcements and other critical messaging requires the use of a direct mailer. These have proven to be an effective channel for engagement and staff have seen a significant response to these types of communications. Public Affairs Program Strategy | 15 Bill Envelopes Every month, approximately 23,000 utility bills are distributed by mail. The Public Affairs team will utilize billing envelopes on an as needed basis to promote and highlight specific campaigns throughout the year. This tactic is known as snipe artwork and entails working with the District’s billing vendor to place graphics and/or text onto the exterior of utility bill envelope. The occasional use of this channel ensures customers remain engaged and recognize changes to the envelope. Due to the vendor’s projects processing timeframe of 4-5 weeks, this tactic is most appropriate for planned scheduled campaigns. EMAIL COMMUNICATIONS East Valley Water District currently has over 2,000 active email subscribers and deploys email communication for board meetings, District updates, press releases and other subscriber preferences. These communications provide an opportunity to assess the effectiveness of the communication with metrics and reporting. As the District continues to deploy email communications, staff will assess the engagement levels of subscribers and alert the deployment standards (time of date, subject line, etc.) to ensure the appropriate level of engagement is met. Emails currently receive an average open rate of 49%, higher than the industry average of 36%. PRESS RELEASES Press Releases provide an opportunity to highlight District priorities and accomplishments, however the region has recently been challenged with the closing of the Highland Community News. This former news outlet would provide mostly positive coverage of East Valley Water District and opportunities to expand messaging via a community news source. Staff will continue to issue press releases to trade associations and work to engage with local media sources in Redlands and San Bernardino, however, there will need to be a focus on other channels of engagement due to the lack of media coverage within the region. PRESENTATIONS Community presentations and engagements help to provide direct relationship building opportunities to our ratepayers, industry partners, and national/international collaborators. Staff will look for opportunities to connect to these various audiences to ensure the District’s messaging and channels are engaged. STUDENT ENGAGEMENT/CAREER DAYS With multiple schools in the District’s service area, this provides a captive audience to engage with the next generation. Typically, more open to conservation messaging, students provide an opportunities to develop relationships with families, educate on conservation tactics, and even can lead into internship/career pathway opportunities. Public Affairs coordinates, attends and presents at various career days to help highlight the District’s activities. BRANDING One of the District’s areas of recent success has been the consistency and positioning of the branding. East Valley Water District’s brand is more than just a logo or graphic design but an experience people feel when interacting with employees at the District. Public Affairs has helped develop, support, and maintain brand standards across the District. While remaining consistent with the graphic standards, Public Affairs refreshes key elements within the District’s brand to ensure the approach remains relevant and effective in the communications channels. As customers continue to experience more scams or fraudulent activity from individuals impersonating government agencies, it is more important than ever to ensure the branding is consistent and trusted by ratepayers. Door Hangers Door hangers provide an effective announcement channel and are typically reserved for service- related activities or construction notifications. District staff will develop a notice and can work with Walking Man (distribution partner) to place the door hanger on designated areas. Using information provided by engineering, operations or a construction firm, Public Affairs will develop the necessary communications and build out a notice. 16 | FY 2025-26 BRAND GUIDELINES ADOPTED 2025 Supporting District Programs Public Affairs takes an active role partnering with programs across the organization to ensure world-class standards are met and programs provided with strategic resources to highlight the program. The following activities require a high degree of planning and staff involvement: ANNUAL BUDGET DEVELOPMENT Public Affairs works with the Finance department to develop content, write sections, take photos, proofread, and design the District’s 250+ page award winning budget document. This project, spanning over multiple months, requires a high degree of coordination and planning with the Finance team. CONSUMER CONFIDENCE REPORT (CCR) The CCR has provided a strategic touchpoint for customers across the District and an opportunity to highlight District program. Staff works with Water Quality to receive the necessary reporting information and with develop, write, and design the CCR document. Going above the federal and state requirements, the District develops a customer friendly document to help showcase the District’s commitment to transparency and efforts in providing safe/reliable drinking water. POPULAR ANNUAL FINANCIAL REPORT (PAFR) The PAFR highlights the District’s recent audit information for the community to view and easily understand. Public Affairs designs and writes key sections within the PAFR and works with the Finance team to highlight the recent audit results. 5-YEAR WORK PLAN DEVELOPMENT Staff will work closely with the General Manager/CEO to develop the 5-Year Work Plan and capture information from across the District. The team will then develop the document, present to respective committees and board to finally begin the next year’s budget process. CONSTRUCTION ACTIVITIES Public Affairs works collaboratively with Engineering and Operations to receive information on construction activities. There are times when activities are rushed or unplanned. Public Affairs works to have a close relationship with the programs to receive the necessary information as soon as possible to help inform the community and provide information necessary to begin the respective project. DEPARTMENT PRESENTATIONS Presentations are an active part in doing business within the community. Public Affairs reviews, edits and adjusts staff PowerPoints to provide customer friendly language and ensure brand consistency. Public Affairs Program Strategy | 17 Annual Publication of East Valley Water District | Highland, California LE A D E R S H I P | P A R T N E R S H I P | S T E W A R D S H I P fi scal year budget 2025-26 confidenceconsumer report Providing the Community with Information About the Quality of Your Drinking Water PUBLISHED JUNE 2025 This report is a summary of the quality of the water that East Valley Water District provided to its customers in 2024. Highland, California work plan5-year L E A D E R S H I P | P A R T N E R S H I P | S T E W A R D S H I P Fiscal Year 2025-26 Digital Resources and Tools Public Affairs leverages several digital platforms to help assist the program with outreach efforts and program initiatives. Below are a few of the tools utilized by District staff: MONDAY.COM Monday is used as the program’s tracking platform, content calendar, scheduling monitor and overall task monitor. It assigns key projects and tasks to team individuals, highlighting due dates or status updates. HOOTSUITE Hootsuite is used by Public Affairs to manage social media content, schedule posts and review overall platform engagement. CONSTANT CONTACT Constant Contact is the District’s email distribution channel and is currently utilized by the District’s administrative team in addition to Public Affairs. Used to send out email communications, the channel has extensive database subscriber management capabilities and email performance information. 18 | FY 2025-26 Team Tasks, Monday.com Dashboard, Hootsuite Dashboard, Constant Contact Public Affairs Program Strategy | 19 Appendix 20 | FY 2025-26 Subject to change depending on District priorities. Appendix A – 2025-26 District Campaigns JULY Smart Irrigation Month/Water Efficiency AUGUST Water Quality Month SEPTEMBER Building Value on Wastewater Services OCTOBER Conservation Festival/Water Professionals Appreciation Week NOVEMBER What Not to Flush DECEMBER CIP Projects Recap/Plant 129 Activation JANUARY District Services/Ways to Pay FEBRUARY Water Efficiency MARCH Fix Leaks/Smart Meter Portal APRIL Fats, Oils, and Grease MAY Water Quality Efforts JUNE Wastewater Maintenance Efforts Public Affairs Program Strategy | 21 Appendix B – Email Sample 22 | FY 2025-26 Appendix C – Service Interruption/Notice Template Public Affairs Program Strategy | 23 Appendix D – Splash Bulletin Template Content of the Splash Bulletin Headline START DATE: May 23, 2024 END DATE: June 30, 2024 Briefing • Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. • Dignissim diam quis enim lobortis scelerisque. In vitae turpis massa sed elementum tempus egestas sed sed. • Nascetur ridiculus mus mauris vitae ultricies leo integer. Mattis enim ut tellus elementum sagittis. Viverra vitae congue eu consequat ac felis. • Id neque aliquam vestibulum morbi blandit cursus risus. • Ullamcorper dignissim cras tincidunt lobortis feugiat vivamus at. Sollicitudin aliquam ultrices sagittis orci a scelerisque purus semper. • Varius sit amet mattis vulputate enim nulla. Ut lectus arcu bibendum at. Nunc consequat interdum varius sit amet mattis vulputate. Title Here Text about the image to the right and a short description of release date of something here. Title Here Text about the image to the right and a short description of release date of something here. Title Here Text about the image to the right and a short description of release date of something here. FOR QUESTIONS CONTACT: Insert Name/Names here eastvalleywater.gov District Headquarters 31111 Greenspot Road Highland, California 92346 Sterling Natural Resource Center 25318 5th Street San Bernardino, California 92410 Agenda Item #4 August 19, 20251 Meeting Date: August 19, 2025 Regular Meeting TO: Commission Members FROM: Public Affairs/Conservation Manager SUBJECT: Sterling Natural Resource Center Update RECOMMENDATION This agenda item is for informational purposes only, no action is required. BACKGROUND / ANALYSIS The Sterling Natural Resource Center (SNRC) is a state-of-the-art facility operated by East Valley Water District (District) to treat and recycle wastewater, generate renewable energy, and recharge the local underground aquifer. It plays a central role in the District’s strategy to meet the current and future needs of the community, while supporting healthy groundwater levels. The treatment plant is consistently producing approximately 6.3 mgd of recycle water that meets the water quality requirements for groundwater recharge. The actual daily flowrate is higher than the estimate made during the planning phase. The MBR filters require more frequent cleaning to control fouling due to the higher flows. This can result in raw wastewater being stored in the open-air emergency on-site basin, which can cause odor complaints. In order to reduce the foul air and reduce operational issues, the District is expanding the MBR filters by adding an additional filter train. The new filter train will be the 5th MBR filter train and recently started construction. The construction of the 5th MBR filter train will not impact the existing operation of the plant and should be online in late 2026. The SNRC is a vital investment in the community’s infrastructure and advances the District’s goals for water reliability, environmental responsibility, and energy independence. With its ability to recycle water, produce renewable energy, and support groundwater recharge, the SNRC positions East Valley Water District to serve the growing needs of the community in an efficient and sustainable way. Agenda Item #4 August 19, 20252 Meeting Date: August 19, 2025 DISTRICT PILLARS AND STRATEGIES II - Sustainability, Transparency, and Accountability d. Develop a Resilient Local Water Supply IV - Planning, Maintenance, and Preservation of District Resources b. Manage Energy Footprint and Consumption b. Dedicate Efforts Toward System Maintenance and Modernization There is no fiscal impact associated with this agenda item. Respectfully submitted: William Ringland Public Affairs/Conservation Manager Presentation Community Advisory Commission August 19, 2025 Sterling Natural Resource Center Update STERLING NATURAL RESOURCE CENTER •Advanced water recycling facility •Treating up to 8 million gallons per day •Opened to make every source a resource for the community 2 TREATMENT PROCESS 3 INFLUENT PUMP STATION •First step in treatment process •Pumps incoming wastewater into facility •Handles large flow variations 4 HEADWORKS •Screens and removes large debris •Grit removal protects equipment •Prepares water for biological treatment 5 EQUALIZATION & AERATION TANKS •Adds oxygen for microorganisms •Breaks down organic matter •Key step for nutrient removal 6 MEMBRANE BIOREACTORS •Fine filtration membranes •High-quality effluent •Compact, efficient process 7 TRAIN 5 (T5) UPGRADE •Adds a 5th membrane bioreactor •Expands from 4 to 5 identical trains •Improves flexibility for flow changes •Reduces membrane fouling •Supports long-term reliability and efficiency 8 TRAIN 5 (T5) UPGRADE CONT. •Notices sent to nearby residents •Committed to open communication •Ongoing updates on SNRC projects •Working together as community partners 9 Questions?