HomeMy WebLinkAboutAgenda Packet - Community Advisory Commission - 02/17/2026COMMUNITY ADVISORY COMMISSION
FEBRUARY 17, 2026
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
February 17, 2026 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.
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.
1.Approve the November 18, 2025 Community Advisory Commission Meeting Minutes
2.Approve the August 19, 2025 Community Advisory Commission Meeting Minutes
INFORMATIONAL ITEMS
3.Industry Benchmark Updates
4.5Year Work Plan
REPORTS
5.Commissioners’ Comments
6.Staff’s Comments
ADJOURN
COMMUNITY ADVISORY COMMISSIONFEBRUARY 17, 2026East 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
February 17, 2026 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.
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.
1.Approve the November 18, 2025 Community Advisory Commission Meeting Minutes
2.Approve the August 19, 2025 Community Advisory Commission Meeting Minutes
INFORMATIONAL ITEMS
3.Industry Benchmark Updates
4.5Year Work Plan
REPORTS
5.Commissioners’ Comments
6.Staff’s Comments
ADJOURN
COMMUNITY ADVISORY COMMISSIONFEBRUARY 17, 2026East 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 MeetingFebruary 17, 2026 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.
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.
1.Approve the November 18, 2025 Community Advisory Commission Meeting Minutes
2.Approve the August 19, 2025 Community Advisory Commission Meeting Minutes
INFORMATIONAL ITEMS
3.Industry Benchmark Updates
4.5Year Work Plan
REPORTS
5.Commissioners’ Comments
6.Staff’s Comments
ADJOURN
Agenda Item
#1
February 17, 20261
Meeting Date: February 17, 2026
Agenda Item #1
Consent Item
Regular Meeting
TO: Commission Members
FROM: Director of External Affairs & Customer Experience
SUBJECT: Approve the November 18, 2025 Community Advisory Commission Meeting
Minutes
RECOMMENDATION
That the Community Advisory Commission approve the November 18, 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
Director of External Affairs &
Customer Experience
ATTACHMENTS
11/18/2025 Draft CAC minutes
Page 1 of 1
2
3
7
9
Draft pending approval
EAST VALLEY WATER DISTRICT November 18, 2025
COMMUNITY ADVISORY COMMISSION
MINUTES
Agenda Item
#2
February 17, 20261
Meeting Date: February 17, 2026
Agenda Item #2
Consent Item
Regular Meeting
TO: Commission Members
FROM: Director of External Affairs & Customer Experience
SUBJECT: Approve the August 19, 2025 Community Advisory Commission Meeting
Minutes
RECOMMENDATION
That the Community Advisory Commission approve the August 19, 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
Director of External Affairs and Customer
Experience
ATTACHMENTS
2025_08_19 Minutes
Page 1 of 3
2
4
8
2
Draft pending approval
EAST VALLEY WATER DISTRICT August 19, 2025
COMMUNITY ADVISORY COMMISSION
MINUTES
PUBLIC COMMENTS
APPROVAL OF AGENDA
Page 2 of 3
2
4
8
2
APPROVAL OF CONSENT CALENDAR
1. Approve the May 20, 2025 Community Advisory Commission Meeting Minutes
A motion was made by Commissioner Lindberg, seconded by Commissioner
Falcone, that the Commission approve the Consent Calendar as submitted.
The motion carried by the following:
Ayes: Anthony, Falcone, Ibarra, Lindberg, Walsh
Noes: None
Absent: Velasco
The Public Affairs/Conservation Manager provided a brief overview of the Program
Strategy document, which outlines the framework used by the Public Affairs team to align
its efforts with the District’s 5-Year Work Plan and overall organizational goals.
He identified the District’s top three demographic groups and highlighted the importance
of maintaining effective communication with these key audiences. The Public
Affairs/Conservation Manager provided an overview of Public Affairs projects for this fiscal
year, including the Crisis Communications Plan update, Facility Tour Program
enhancements, Strategic Communications Plan, and Educational Augmented Reality
Assessment and Development.
The Public Affairs Supervisor provided a presentation highlighting additional public
engagement activities conducted by the Public Affairs team, including traditional outreach
methods such as bill inserts and community presentations, as well as digital platforms
such as social media and email communications.
Information only, no action required.
The Director of Engineering and Operations provided an update on the Sterling Natural
Resource Center (SNRC). He reported that the state-of-the-art facility is currently
producing approximately 6.3 million gallons per day of recycled water, with the capacity
to treat up to eight million gallons per day. He reviewed the treatment process and noted
that, to accommodate increased flow and maintenance needs, construction has
commenced on the installation of a fifth Membrane Bioreactor (MBR) filter train.
Information only, no action required.
Page 2 of 3
2
4
8
2
Page 3 of 3
2
4
8
2
COMMISSIONERS’ COMMENTS
Mr. Anthony thanked staff for their presentations.
Mr. Falcone thanked Mr. Noelte for his presentation.
Mr. Ibarra thanked staff for their presentations and expressed his appreciation for their
knowledge and expertise.
Ms. Lindberg commended District staff for their extensive knowledge.
Ms. Walsh thanked staff for the information presented this evening and commended staff
for maintaining all District vehicles in excellent condition.
Information only, no action required.
The Public Affairs/Conservation Manager provided updates on the upcoming Conservation
Workshop, the Community Facilities Tour, and distributed the Water Education
Foundation Guide on Water Conservation.
Information only, no action required.
The meeting adjourned at 7:50 p.m.
William Ringland
Public Affairs/Conservation Manager
Agenda Item
#3
February 17, 20261
Meeting Date: February 17, 2026
Agenda Item #3
Informational Item
Regular Meeting
TO: Commission Members
FROM: Finance Manager
SUBJECT: Industry Benchmark Updates
RECOMMENDATION
This agenda item is for informational purposes only, no action is required.
BACKGROUND / ANALYSIS
East Valley Water District is committed to delivering exceptional service to its
community, customers, and stakeholders. As part of its continuous improvement
efforts, the District has established Industry Benchmarks that offer valuable insights
into its performance relative to others in the industry.
By leveraging these benchmarks, the District can enhance its operations, foster trust
and transparency with stakeholders, and ensure that it continues to invest resources in
building a safe and reliable public utility. The set of Industry Benchmarks have been
developed to provide both the Governing Board and stakeholders a resource to assess
various District functions including:
Finance:
•Operating Reserve Fund Target Level – This fund is maintained to cover
unanticipated operating expenses and to support routine cash flow needs. The
target balance is set at no less than 90 days and no more than 120 days of the
District’s budgeted total operating expenses. The Operating Fund reserve met
the maximum target of 120 days for Fiscal Year 2025, which equates to $13.97
million, with an ending balance of $13,979,954.
•Capital Replacement Reserves – This reserve is established to fund the
replacement of capital assets at the end of their useful lives. The target minimum
balance is set at twice the five-year average of the District’s annual Capital
Improvement Plan (CIP) budget, or $12.23 million. The reserve ended the fiscal
year at $5 million, below the established target. Any excess revenues over
expenditures at the close of Fiscal Year 2025 were allocated to this reserve.
Overall, the District experienced an $860,443 reduction in unrestricted net
position for the year.
Agenda Item
#3
February 17, 20262
Meeting Date: February 17, 2026
Agenda Item #3
Informational Item
Operations:
•Miles of Sewer Cleaned – The percentage of the District’s wastewater collection
system cleaned annually. The U.S. Environmental Protection Agency (EPA)
Operation and Maintenance Fact Sheet recommends the minimal annual average
cleaning of 30% of the total sewer collection system. The District’s Operations
Department set a goal to clean at least 60% of the system and successfully
achieved 62% during Fiscal Year 2025.
•Main Line Leaks – This metric measures the condition of the water distribution
system, expressed as the annual number of leaks per 100 miles of distribution
piping. For Fiscal Year 2025, the District experienced 20 leaks per 100 miles, an
improvement from 32 leaks in the prior year. While this remains above the
industry standard, the reduction reflects progress in system maintenance efforts.
A significant portion of leaks continues to be attributed to aging pipe materials,
and the District has begun implementing its Mainline Replacement Program to
proactively address this issue and enhance long-term system reliability.
•Staffing Efficiencies – Provides a measure of employee efficiency as expressed by
the total number of active accounts serviced by employees (as FTEs) per year.
District neighboring agencies average 212 accounts per employee where the
District handled 291 accounts per EVWD employee for FY 2024-25.
Administration:
•Water Affordability – This indicator measures the affordability of water service as
a percentage of local Median Household Income (MHI), as reported by the
District. The U.S. EPA recommends that the average cost of water not exceed
2.5% of MHI. For Fiscal Year 2025, the District maintained an affordability ratio
well below the target at 1.05%, demonstrating continued commitment to
providing high-quality water service at a reasonable cost to customers.
Customer Engagement:
•Average Customer Service Wait Time – Average time a caller must wait on hold
before they can speak to an agent or Customer Service Representative during
the reporting period. In Fiscal Year 2025 the average wait time increased slightly
to 27 seconds from 20 seconds the prior year but is still well below the industry
benchmark.
Industry Benchmarks are incorporated in the annual budget document along with
periodic presentations to the Governing Board.
Agenda Item
#3
February 17, 20263
Meeting Date: February 17, 2026
Agenda Item #3
Informational Item
DISTRICT PILLARS AND STRATEGIES
II - Sustainability, Transparency, and Accountability
a. Uphold Transparent and Accountable Fiscal and Resource Management
IV - Planning, Maintenance, and Preservation of District Resources
d. Enhance Planning Efforts that Respond to Future Demands
FISCAL IMPACT
There is no fiscal impact associated with this agenda item.
Respectfully submitted:
________________
Rudy Guerrero
Finance Manager
ATTACHMENTS
Presentation
INDUSTRY BENCHMARKS
Rudy Guerrero, Finance Manager
February 17, 2026
FY 2024-25
INDUSTRY BENCHMARKS
2
•Presented Annually
•Measures Performance of Strategic
Initiatives
•Comparison Data Based on:
•District goals
•Industry guidelines
•Neighboring water/wastewater agencies
FINANCE
3
OPERATING RESERVE FUND
4
9 9
15
13
14
7 8 9
13 14
$0
$4
$8
$12
$16
2020-21 2021-22 2022-23 2023-24 2024-25
Fiscal Year
District-Wide Ending Operating Reserve Target Level Maximum
CAPITAL REPLACEMENT RESERVE FUND
5
$10.0 $10.0 $10.0 $10.9
$12.2
$0
$2
$4
$6
$8
$10
$12
$14
$16
2020-21 2021-22 2022-23 2023-24 2024-25
(M
i
l
l
i
o
n
s
)
Fiscal Year
Restricted for Future Capital Expansion Projects at YE Target Reserve Balance
OPERATIONS
6
SEWER PIPELINE MAINTENANCE
7
69%
94%
77%84%
62%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2020-21 2021-22 2022-23 2023-24 2024-25
Fiscal Year
EPA Target
WATER MAIN LEAKS
8
30 29
51
32
20
0
10
20
30
40
50
60
2020-21 2021-22 2022-23 2023-24 2024-25
Fiscal Year
AWWA Median
STAFFING EFFICIENCIES
9
326
287 285 298 291
0
50
100
150
200
250
300
350
2020-21 2021-22 2022-23 2023-24 2024-25
Em
p
l
o
y
e
e
Fiscal Year
Neighboring Agencies Average Accounts Per Employee
WATER RATES
10
WATER AFFORDABILITY
11
1.2%1.2%1.1%1.1%1.0%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
2020-21 2021-22 2022-23 2023-24 2024-25
vs
.
Fiscal Year
CUSTOMER ENGAGEMENT
12
CALL WAIT TIME
13
25 32 37
20 27
0
10
20
30
40
50
60
70
80
90
100
2020-21 2021-22 2022-23 2023-24 2024-25
Fiscal Year
AWWA Median Average Wait Time
DISCUSSION
Agenda Item
#4
February 17, 20261
Meeting Date: February 17, 2026
Agenda Item #4
Informational Item
Regular Meeting
TO: Commission Members
FROM: Director of External Affairs & Customer Experience
SUBJECT: 5-Year Work Plan
RECOMMENDATION
This agenda item is for informational purposes only, no action is required.
BACKGROUND / ANALYSIS
East Valley Water District (District) provides critical services to the community of more
than 108,000 residents and businesses. To maintain these services, it is essential to
continue strategic planning efforts that anticipate needs, allocate resources, and
support overall efficiency. The District maintains a 5-Year Work Plan to guide
organization-wide discussions about upcoming activities.
The 5-Year Work Plan is intended to identify projects and programs in a way that offers
a clear understanding of organizational priorities over multiple years. Updated annually,
the document creates an opportunity to consider the District’s needs while keeping the
planning effort focused five years out in alignment with the Strategic Plan. As part of
this collaborative process, the General Manager/CEO met with staff on a program-by-
program basis to review leadership priorities, recent accomplishments, regulatory
updates, and future programmatic needs.
The results of these discussions have been incorporated into the FY 2026-27 5-Year
Work Plan to support the budget planning process. Looking ahead over the next five
years, the District remains focused on long-term infrastructure rehabilitation and
replacement.
Projects identified for FY 2026-27 emphasize evaluating existing infrastructure and
systems to strengthen reliability, expand operational capacity, and enhance service
delivery. The District will continue to advance key infrastructure improvement efforts,
including strategic water main replacements, systematic valve replacements, broader
use of data-driven tools such as the AMI platform and GIS system, and ongoing
development of alternative energy resources. These initiatives underscore the District’s
commitment to system reliability, resiliency, and efficiency.
DISTRICT PILLARS AND STRATEGIES
I - Effective Solutions
Agenda Item
#4
February 17, 20262
Meeting Date: February 17, 2026
Agenda Item #4
Informational Item
a. Identify Opportunities to Optimize Natural Resources
b. Encourage Performance Based Results through Staff Empowerment
c. Maximize Internal Capabilities through Ongoing Professional Development
d. Utilize Current Technology and Invest in Future Solutions
II - Sustainability, Transparency, and Accountability
a. Uphold Transparent and Accountable Fiscal and Resource Management
b. Manage Energy Footprint and Consumption
c. Pursue External Beneficial Funding Sources
d. Develop a Resilient Local Water Supply
III - Organizational Resiliency
a. Advance Emergency Preparedness Efforts
b. Promote a Positive Organizational Culture
c. Provide Exceptional Customer Service
d. Embrace an Environment of Active Learning and Knowledge Sharing
IV - Planning, Maintenance, and Preservation of District Resources
a. Develop Projects and Programs to Ensure Safe, Reliable, and Resilient Service
b. Dedicate Efforts Toward System Maintenance and Modernization
c. Utilize a Comprehensive Asset Management Approach
d. Enhance Planning Efforts that Respond to Future Demands
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.
Agenda Item
#4
February 17, 20263
Meeting Date: February 17, 2026
Agenda Item #4
Informational Item
Respectfully submitted:
________________
William Ringland
Director of External Affairs and Customer
Experience
ATTACHMENTS
Presentation
Adopted 5-Year Work Plan
5-YEAR WORK PLAN
February 17, 2026
Michael Moore, General Manager/CEO
5-YEAR WORK PLAN FUNCTION
2
•Anticipate Programmatic Needs
•Prioritize Resource Allocation
•Ensure Maximum Operational Efficiency
•Serve as a Guide for the Budget Development
•Develop Organizational Clarity on District Priorities
STRATEGIC PLANNING ELEMENTS
3
DISTRICT PILLARS
4
Effective
Solutions
Sustainability,
Transparency, and
Accountability
Planning, Maintenance,
and Preservation of
District Resources
Organizational
Resiliency
Community Engagement,
Advocacy, and
Leadership
DISTRICT PILLARS
5
Effective
Solutions
Sustainability,
Transparency, and
Accountability
Planning, Maintenance,
and Preservation of
District Resources
Organizational
Resiliency
Community Engagement,
Advocacy, and
Leadership
EFFECTIVE SOLUTIONS
6
Data Analytics Evaluate Enterprise Financial
Software
EFFECTIVE SOLUTIONS
7
Goal Fiscal Year Timing
26-27 27-28 28-29 29-30 30-31
Update Water Shortage Contingency Plan
City Creek Water Company Dissolution
Develop and Implement SCADA Resiliency
Program
Evaluate Enterprise Financial Software
Electronic Personnel Files
DISTRICT PILLARS
8
Effective
Solutions
Sustainability,
Transparency, and
Accountability
Planning, Maintenance,
and Preservation of
District Resources
Organizational
Resiliency
Community Engagement,
Advocacy, and
Leadership
SUSTAINABILITY, TRANSPARENCY, AND ACCOUNTABILITY
Expand Electronic Billing Construct Groundwater Wells
9
SUSTAINABILITY, TRANSPARENCY, AND ACCOUNTABILITY
Goal Fiscal Year Timing
26-27 27-28 28-29 29-30 30-31
Customer Autopayments and Paperless Billing
Construct Three New Wells
Cost of Service Analysis / Rate Study
Review Investment Management Services
Implement GASB 103 Financial Reporting
Standards
10
DISTRICT PILLARS
11
Effective
Solutions
Sustainability,
Transparency, and
Accountability
Planning, Maintenance,
and Preservation of
District Resources
Organizational
Resiliency
Community Engagement,
Advocacy, and
Leadership
ORGANIZATIONAL RESILIENCY
Leak Alert Customization Update Employee MOU
12
ORGANIZATIONAL RESILIENCY
Goal Fiscal Year Timing
26-27 27-28 28-29 29-30 30-31
New MOU Negotiation
Develop and Implement Comprehensive
Succession Plan
Evaluate Mobile Customer Solutions
Crisis Communication Training
Establish a Regional Issue Management
Coalition
13
DISTRICT PILLARS
14
Effective
Solutions
Sustainability,
Transparency, and
Accountability
Planning, Maintenance,
and Preservation of
District Resources
Organizational
Resiliency
Community Engagement,
Advocacy, and
Leadership
PLANNING, MAINTENANCE, AND PRESERVATION OF DISTRICT RESOURCES
Goal Fiscal Year Timing
26-27 27-28 28-29 29-30 30-31
Construct Two Monitoring Wells
Plant 134 Process Improvements
Water Main Replacement Program
Comply with EV Fleet Regulations
Improve Power Reliability at SNRC
15
PLANNING, MAINTENANCE, AND PRESERVATION OF DISTRICT RESOURCES
SNRC Power Reliability Water Main Replacement
16
DISTRICT PILLARS
17
Effective
Solutions
Sustainability,
Transparency, and
Accountability
Planning, Maintenance,
and Preservation of
District Resources
Organizational
Resiliency
Community Engagement,
Advocacy, and
Leadership
COMMUNITY ENGAGEMENT, ADVOCACY, AND LEADERSHIP
Goal Fiscal Year Timing
26-27 27-28 28-29 29-30 30-31
Water Education Program Enhancements
Community Advisory Commission Member
Appointment
75th Anniversary
Develop Strategic Communications Plan
Digital Experience Enhancements
18
COMMUNITY ENGAGEMENT, ADVOCACY, AND LEADERSHIP
Water Education Program Strategic Communications Plan
19
DISCUSSION
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
5-YEARWORK PLAN
Highland, California
S T R A T E G I C P L A N N I N G D O C U M E N T
Fiscal Year 2026-27
Brian Tompkins
Chief Financial Officer
Jeff Noelte
Director of Engineering & Operations
Justine Hendricksen
District Clerk
Kerrie Bryan
Director of Administrative Services
Manny Moreno
Water Reclamation Manager
Patrick Milroy
Operations Manager
Ryan Ritualo
IT Manager
William Ringland
Public Affairs/Conservation Manager
District Leadership
Management
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
District Headquarters
31111 Greenspot Road
Highland, CA 92346
Sterling Natural Resource
Center (SNRC)
25318 5th Street
San Bernardino, CA 92410
Locations
5-Year Work Plan | pg. 2
James Morales, Jr.
Chairman of the Board
Ronald L. Coats
Vice Chairman of the Board
David E. Smith
Governing Board Member
Chris Carrillo
Governing Board Member
Phillip R. Goodrich
Governing Board Member
Michael Moore, P.E.
General Manager/CEO
04 Introduction
06 Workflow
Strategic Planning Workflow
Strategic Plan
06 District Vision, Mission
07 Core Values
07 District Pillars & Strategies
09 5-Year Look Ahead
I. Effective Solutions
II. Sustainability, Transparency, and Accountability
III. Organizational Resiliency
IV. Planning, Maintenance, and Preservation
of District Resources
V. Community Engagement, Advocacy,
and Leadership
22 Conclusion
23 Program Definitions
Table of Contents
East Valley Water District | pg. 3
UPDATED ANNUALLY
The 5-Year Work Plan is designed to enhance the ability of the District to prepare
for the future while addressing the needs of today. Updated annually, this is part of
a strategic approach to identify where resources need to be committed.
5-Year Work Plan | pg. 4
East Valley Water District | pg. 5
Purpose
Through ongoing collaboration among the Governing Board, staff, and community members, the District
continues to shape a shared vision for a resilient and well-prepared organization. Operating a water and
wastewater system involves many complex and evolving responsibilities, making it essential to plan ahead,
prioritize resources, and manage projects with careful stewardship. This approach helps the District meet
daily operational needs while preparing for long-term system demands.
The District adopted its current Strategic Plan in 2024, which outlines the Vision and Mission Statements,
Core Values, and the Pillars and Strategies that guide organizational direction. The 5-Year Work Plan supports
that framework by extending planning efforts beyond a single budget cycle and helping identify and prioritize
work that aligns with the Strategic Plan. The Plan considers ongoing planning cycles, regulatory requirements,
budgets, multi-year projects, and other essential actions needed to support the District’s goals.
This process strengthens resource planning across the organization, including funding, staffing, professional
services, and capital projects. While planning is vital to maintaining high standards of service, it must also
balance day-to-day operations and allow flexibility to address emerging needs or external factors that may arise.
The Plan is updated each year to add an additional planning horizon, ensuring the District is consistently looking
five years ahead. It also serves as a foundational tool in developing the District’s annual budget and long-term
decision-making.
East Valley Water District remains dedicated to delivering
safe and reliable drinking water and wastewater services
to the community.
5-Year Work Plan | pg. 6
Strategic planning efforts are dynamic. They are designed
to allow the organization to prepare for large undertakings
in future years, while addressing daily needs.
Strategic Planning Workflow
The elements identified to the right ensure
a process of preparation and growth. This
process is intended to foster communication
throughout the District along with community
stakeholders and residents. By visualizing the
interconnected nature of activities, staff has
a clear understanding of their role within the
organization and how each element contributes
to the Strategic Plan. The timing of these
measures can be organized into ongoing,
annual, intermediate, and long-term.
STRATEGIC PLAN
Vision Mission
5-Year Work Plan
Core
Values
Pillars &
Strategies
BRIDGE MEASURES
PERFORMANCE MEASURES
Industry
Benchmarks Budget
Individual
Performance
Goals
Daily Operations
District Vision
East Valley Water District aspires to be a beacon of
excellence and innovation within the water industry.
Through visionary leadership, we strive for a sustainable,
transparent, and accountable future.
District Mission
Provide our community with exceptional water and
wastewater services by prioritizing sustainability,
efficiency, innovation, and ongoing collaboration.
East Valley Water District | pg. 7
Core Values
Inspiring people
to improve our
community and advance
water resources.
LEADERSHIP
Developing relationships
through collaboration and
shared responsibility.
PARTNERSHIP
Protecting
our community’s
resources, now
and in the future.
STEWARDSHIP
5-Year Work Plan | pg. 8
District Pillars & Strategies
The following pillars and strategies reflect the District's commitment to responsible management and
service to the community.
Pillar One: Effective Solutions
Identify
Opportunities
to Optimize
Natural Resources
Encourage
Performance
Based Results
through Staff
Empowerment
Maximize Internal
Capabilities
Through Ongoing
Professional
Development
Utilize Current
Technology and
Invest in Future
Solutions
Pillar Two: Sustainability, Transparency, and Accountability
Uphold
Transparent and
Accountable Fiscal
and Resource
Management
Manage Energy
Footprint and
Consumption
Pursue External
Beneficial
Funding Sources
Develop a
Resilient Local
Water Supply
Pillar Three: Organizational Resiliency
Advance
Emergency
Preparedness
Efforts
Promote a
Positive
Organizational
Culture
Provide
Exceptional
Customer
Service
Embrace an
Environment of
Active Learning
and Knowledge
Sharing
Pillar Four: Planning, Maintenance, and Preservation of District Resources
Develop Projects
and Programs to
Ensure Safe,
Reliable, and
Resilient Service
Dedicate Efforts
Toward System
Maintenance and
Modernization
Utilize a
Comprehensive
Asset
Management
Approach
Enhance Planning
Efforts that
Respond to
Future Demands
Pillar Five: Community Engagement, Advocacy, and Leadership
Utilize Effective
Communication
Methods to Foster
Exceptional
Community
Relations
Cultivate and
Strengthen
Collaborative
Partnerships
within the
Water Industry
Enhance
Legislative
Advocacy to
Promote Water
Security and
Sustainability
Provide
Education
Programming that
Empowers the
Community
East Valley Water District | pg. 9
5-YEAR PROJECTS LOOK AHEAD
5-Year Work Plan | pg. 10
Goal Description Program Lead
Fiscal Year
26/27 27/28 28/29 29/30 30/31
Digitize Conservation
Rebate Applications
Digitize the District’s conservation
rebate application process to
improve efficiency, accessibility, and
tracking for both customers and staff.
Conservation ●●
Nonfunctional Turf
Ordinance Update
To comply with State regulations,
staff will update the District's 403
ordinance in order to mandate the
removal of nonfunctional turf.
Conservation ●
Commercial,
Industrial, and
Institution (CII)
Nonfunctional
Turf Resource
Development
Engage the CII community on non-
functional turf (NFT) requirements.
Develop educational materials,
website content, and HOA
workshops to support compliance
with State regulations and promote
water-efficient landscaping.
Conservation ●●●
DIM/SLA Landscape
Area Measurement
Conduct the Dedicated Irrigation
Meter (DIM) and Special Landscape
Area (SLA) measurement assessment
to comply with the State's Water Use
Efficiency Objectives.
Conservation ●●
Update Water
Shortage
Contingency Plan
Review and update the District's
adopted Water Shortage
Contingency Plan as required
every five years.
Conservation ●●
Identify Tools and
Resources Accessible
in Tyler Cloud
Identify modules/capabilities that
would be available if the District
migrates to a hosted version of
Tyler. Develop timeline for adoption
of new capabilities.
Customer
Service ●●
Urban Water
Management Plan
(UWMP)
Review and update the UWMP in
accordance with regulations. Engineering ●
City Creek Water
Company Dissolution
Work with legal counsel to
dissolve the City Creek Mutual
Water Company with the remaining
shareholder.
General
Administration ●●
Organizational
Administrative Review
Assess and review the District's
processes, systems, staffing and
regulations.
General
Administration ●●●●●
Electronic
Personnel Files
Develop a plan for converting
personnel files to electronic format
and implement this plan to improve
accessibility, and reduce physical
storage needs, supporting a
more sustainable and secure HR
operation.
Human
Resources ●●
Effective Solutions
Create innovative, efficient, and strategic approaches to achieve the District’s goals and meet any
challenge. Prioritize resources, foster the professional development of employees, and embrace
new technology driving innovation.
East Valley Water District | pg. 11
Goal Description Program Lead
Fiscal Year
26/27 27/28 28/29 29/30 30/31
Develop
Permitting Module
Create a new permitting process for
Engineering in asset management.
Information
Technology ●
Develop and
Implement SCADA
Resiliency Program
Replace outdated Supervisory
Control and Data Acquisition
(SCADA) equipment and radios.
Information
Technology ●●●●
IT Master Plan Update
Update the IT Master Plan to identify
needs/priorities to maintain the
District’s CIS Servers and Firewalls.
Information
Technology ●
District Security
Camera Assessment
Implement new camera system
at key sites.
Information
Technology ●●
Develop and
Implement Virtual
Desktop Infrastructure
(VDI)
Reduce computer refreshment
cost and increase replacement
schedule by implementing virtual
desktops for staff.
Information
Technology ●●
Update Access
Control to District
Sites
Refresh all access control
technology due to end-of-life policy.
Information
Technology ●●
SCADA
Enhancements at
SNRC
Develop plan to update SCADA
technology at the SNRC.
Information
Technology ●●
Data Analytics for
SCADA
Implement software to export
SCADA Data to a centralized
reporting system for Water
Production.
Information
Technology ●●
Geographic
Information System
(GIS) Public Portal for
Pressure Zones
Implement a GIS public portal that
displays the District’s pressure zones,
providing customers and partners
with accessible, easy-to-understand
system information.
Information
Technology ●●
Institute Artificial
intelligence (AI)
Capabilities to
Existing Systems
Develop and implement an AI-
based solution to improve reporting
and access to operational data.
Identify opportunities where AI can
streamline information retrieval,
support analysis, and strengthen
decision-making across District
functions.
Information
Technology ●●●●
Implement GIS
Mapping Portal to
Identify Fixed Assets
Implement a GIS portal to collectively
gather all Fixed Assets information
on a GIS layer.
Information
Technology ●
Develop Analytics
Dashboard in GIS
Develop analytics dashboards
within GIS to track preventative
maintenance, corrective
maintenance, main breaks, and
repair activities.
Information
Technology ●●
Evaluate Enterprise
Financial Software
Develop a plan to transition Tyler
Financials to a cloud-hosted platform.
Information
Technology ●●
Migrate Phone
System to New
Provider
Migrate the District’s phone system to
Session Initiated Protocol (SIP) trunk
routing through the Cisco platform.
Information
Technology ●
P
I
L
L
A
R
O
N
E
Goal Description Program Lead
Fiscal Year
26/27 27/28 28/29 29/30 30/31
Update Boardroom
Technology
Identify Boardroom technology that
has reached end-of-life and develop
a plan for replacement.
Information
Technology ●●
Update SNRC
Banquet Hall
Technology
Identify technology in the SNRC
Banquet Hall that has reached
end-of-life and develop a plan for
upgrades.
Information
Technology ●●
Customer Billing
Assess the customer bill and
determine e-billing outreach
campaigns. Conduct a review
and refresh on the District's billing
documents.
Public Affairs ●●
Industry Coalition
Engagements/
Partnerships
Develop a strategy to engage with
water reclamation regional coalitions,
including WateReuse, CWEA, and
AWWA.
Water
Reclamation ●●●●●
Utilize a
Comprehensive
Asset Management
Approach
Work with IT to fully develop the
asset management program.
Continue to utilize the system and
generate useful asset reporting.
Water
Reclamation ●●●●
5-Year Work Plan | pg. 12
P
I
L
L
A
R
O
N
E
East Valley Water District | pg. 13
Goal Description Program Lead
Fiscal Year
26/27 27/28 28/29 29/30 30/31
Indoor Residential
Standard Reduction
District to reduce the indoor
residential water budget to
42 GPCD to meet State regulations.
Conservation ●
Water Data
Access Advanced
Metering
Infrastructure (AMI)
Enhance utilization of AMI data to
provide a resource that empowers
customers to proactively reduce
water waste prior to receiving
inefficiency tier charges.
Customer
Service ●
Customer
Autopayments and
Paperless Billing
Assess the District’s approach to
customer autopay and paperless
billing. Identify opportunities to
improve adoption, and support a
smooth customer experience.
Customer
Service ●●●
Facility Alternative
Energy Sources
Conduct an analysis and
recommendation for the District to
strategically construct alternative
energy generation to offset
electricity costs.
Engineering ●
Construct Three
New Wells
Identify site, design, and drill
a new well in the lower, middle
and upper zones.
Engineering ●●●●●
Wastewater Rate
Occupancy Review
Evaluate the inclusion of
household occupancy data in
wastewater rate calculations to
ensure equitable and accurate
billing based on customer usage.
Finance ●●
Financing
Opportunities for
Capital Improvements
Consider alternatives for new capital
financing needs, including issuing
new debt.
Finance ●●
Review Existing
2020 Bonds for
Potential Refinancing
Review rates with Financial Advisors
and conduct analysis to determine if
capital markets favor a refinancing in
October 2030.
Finance ●●
Cost of Service
Analysis / Rate Study
Establish rates based on current
costs for all utility services. Finance ●●
Tyler Enterprise
Resource Planning
(ERP) Software
Review
Assessment of the District’s current
Tyler ERP and review potential
enhancements of the platform.
Finance ●
Sustainability, Transparency, and Accountability
Responsibly manage resources while maintaining open communication and fiscal integrity.
Actively build sustainable programs, maintain transparent operations, and open accountability
to the community.
5-Year Work Plan | pg. 14
Goal Description Program Lead
Fiscal Year
26/27 27/28 28/29 29/30 30/31
Internal Contract
Assessment
Conduct internal assessment of
the contract compliance and RFP
posting process. Identify solutions
for procurement and purchasing in
compliance with District's policies.
Finance ●
Biennial Financial
Budget
Assess feasibility of transitioning
from an annual financial budget to
a biennial document. Determine
related District documents, plans,
and reports that will need to be
updated as part of the transition.
Finance ●●
Review Investment
Management Services
Review and assess the current
investment strategy to determine if
any updates are needed.
Finance ●
Fraud Prevention
Policy Review
Assess the District's fraud prevention
policy and determine updates
necessary to ensure continued
transparency and efficiency.
Finance ●
Close-out of
Arroyo Verde
Assessment District
Review bank balances, reserves held
by state, and assessment schedules
to ensure only the amount needed to
close out the state loan is collected
on the final assessment in July 2030.
Finance ●●
Implement
GASB 103 Financial
Reporting Standards
Review and implement financial
GASB 103 reporting standards. Finance ●
Elections/Board
Members
Board Member Elections and
orientation for new directors.
General
Administration ●●●
Optimize Agenda
Management
Platform
Review the current agenda
management platform and
determine if new features or
upgrades are necessary to improve
the user experience. The upgrades
can include a Board voting module,
minutes dictation, and board portal.
General
Administration ●
Document
Management
Scan and digitize documents and
microfilm into the District’s electronic
repository in accordance with
adopted Records Retention Policy.
Enhance document management
process and features for document
retrieval.
General
Administration ●●●●●
Electronic File
Management Training
Train departments on the process/
standards of classifying files in
accordance with the records
retention policy. Implement
training for AI technology once the
functionality has been added to the
platform.
General
Administration ●●
P
I
L
L
A
R
T
W
O
East Valley Water District | pg. 15
Goal Description Program Lead
Fiscal Year
26/27 27/28 28/29 29/30 30/31
Identify and Evaluate
Real Property Assets
Develop and maintain procedures
to declare properties for surplus.
Prepare and process surplus
property documents in accordance
with the California Surplus Land Act
and related state regulations.
General
Administration ●●●
Disposing of
Surplus Parcels
Identify properties across the District
for disposal and sale.Operations ●●●
P
I
L
L
A
R
T
W
O
5-Year Work Plan | pg. 16
Goal Description Program Lead
Fiscal Year
26/27 27/28 28/29 29/30 30/31
Evaluate Mobile
Customer Solutions
Review mobile applications
available for payments and
customer service solutions.
Customer
Service ●●
Leak Alert
Customization
Create customized leak alerts
and over-budget usage notifications
to help customers track their water
consumption.
Customer
Service ●
Community Heritage
and Education
Foundation (CHEF)
Assessment
Determine the direction and
activities of CHEF.
General
Administration ●
Enhance Emergency
Preparedness
Training Program
Develop an emergency
preparedness training program and
prepare employees to follow plans
established by the District.
Human
Resources ●
New Memorandum
of Understanding
(MOU) Negotiation
Negotiate a 3-year MOU before
the current MOU expires, and
ensure that agreed-upon salaries,
benefits, and related programs are
implemented as adopted.
Human
Resources ●●
Develop and
Implement
Comprehensive
Succession Plan
Review and update a succession
plan tailored to the District's needs,
audit existing plan and identify gaps.
Human
Resources ●
Crisis
Communication
Training
Develop, exercise, and implement
annual training program following a
new crisis communication plan.
Public Affairs ●
New Customer
Welcome Packets
Overhaul the District's customer
welcome packets to better showcase
services provided by the District and
conservation resources available.
Public Affairs ●●
Customer Experience
Assessment
Audit and review the customer
experience and identify
enhancements necessary to better
communicate and improve the
experience.
Public Affairs ●●
Develop Leak
Notification Standard
Operating Procedure
(SOP)
Develop a Leak Notification SOP
to establish a process for timely
community notifications related to
District work.
Public Affairs ●
Establish a Regional
Issue Management
Coalition
Establish coalitions with regional
partners to generate interest in
regional concerns and emergency
assistance.
Water
Reclamation ●
Organizational Resiliency
Prepare, adapt, and respond to challenges facing the District through a visionary organization. Build
a strong internal framework to prioritize emergency preparedness, exceptional customer service,
and a positive workplace culture.
Goal Description Program Lead
Fiscal Year
26/27 27/28 28/29 29/30 30/31
Construct Two
Monitoring Wells
Construct water monitoring wells
near Plant 40 for recycled water
recharge testing.
Engineering ●
Pipeline Replacement
Program
Develop a pipeline replacement
schedule to replace necessary
pipelines to promote ongoing system
maintenance.
Engineering ●
Plant 101
Rehabilitation
Retrofit and upgrade the water
facilities at Plant 101.Engineering ●
Plant 134 Process
Improvements
Evaluate operational
adjustments, solids residual
disposal and preliminary treatment
improvements in order to maximize
the surface water treatment
capabilities of Plant 134.
Engineering ●●
Water and Sewer
System Master Plans
Review the current Water and
Sewer Master Plans and identify any
necessary updates needed.
Update the documents accordingly
to ensure these can be used for
planning efforts, including cost of
service analysis and emergency
response documents.
Engineering ●●
Water Reservoir
Rehabilitation
Program
Rehabilitate the District’s water
storage reservoirs. Engineering ●●●●●
Grant Funded
Pipeline Replacement
Projects
Execute two grant-funded water
main replacement projects (seismic
retrofit; 6.5 miles each).
Engineering ●●●
Install and Refresh
District Storage Area
Network
Install and refresh the District’s
Storage Area Network, expanding
capacity as needed to support
operational demands.
Information
Technology ●●
Next Gen Firewalls
Install and refresh next-generation
firewalls that have reached end-
of-life to maintain security and
compliance.
Information
Technology ●●
Wireless Internet
Appliances
Install and refresh wireless internet
appliances that have reached end-of-
life to maintain reliable connectivity
and compliance.
Information
Technology ●●
Site Security and
Improvements
Increase perimeter security of
satellite facilities and access controls
to improve aesthetics/security.
Operations ●●●●
Planning, Maintenance, and Preservation of District Resources
Focus on the long-term stewardship of the District’s infrastructure and resources to ensure
reliable service and be proactive in planning, ongoing maintenance, and modernization to
meet the community’s current and future needs.
East Valley Water District | pg. 17
Goal Description Program Lead
Fiscal Year
26/27 27/28 28/29 29/30 30/31
Water Main
Replacement
Program
Repair and replacement of
linear assets due to age, corrosion,
or leak history.
Operations ●●●
Plant 134 Membranes
Replacements
Replacement of five membrane
trains at Plant 134.Operations ●●●●
Plant 101 Site
Drainage and Fencing
Improvements
After the completion of the 101 rehab,
construct site drainage and fencing
into the plant.
Operations ●
Install Altitude
Valve at Plant 33
Install an altitude valve to allow for
greater pumping flexibility throughout
the westside of the District.
Operations ●
Stationary Generators
at Plants 39 and 151
Install emergency backup power
generators at Plant 39 and 151 to
provide improved service reliability in
during power outages.
Operations ●●
Install SCADA
Communication on
Pressure Reducing
Value (PRV) stations
Install PRV communication-enabled
pressure gauges at stations
throughout the system to monitor
pressure spikes across the service
area.
Operations ●
Evaluate Hydro Tanks
Evaluate the hydro tank at Plant 34
to assess its condition, performance,
and long-term reliability.
Operations ●
Comply with
Electric Vehicle
Fleet Regulations
Install new chargers and replace
fleet with electric equipment. Operations ●●●●●
Santa Ana River
Sanitary Watershed
Survey
Update and conduct the Santa Ana
River Sanitary survey every five years. Operations ●
Update Spill
Prevention, Control,
and Countermeasure
(SPCC) Plans for Plant
134 & SNRC
Update the SPCC Plans for Plant 134
and the SNRC as part of the required
five-year review cycle. Assess
current conditions, incorporate
regulatory changes, and ensure the
plans continue to reflect accurate
procedures for spill prevention and
response.
Operations ●
Headquarters
Facility Update
Update the internal artwork and
design elements throughout District
headquarters to create a refreshed
and welcoming environment for staff
and visitors.
Public Affairs ●●●
Evaluate Feasibility
of Salt Mitigation
Partner with regional coalitions and
identify an approach to assess the
needs for salt mitigation in the region.
Water
Reclamation ●●●●●
P
I
L
L
A
R
F
O
U
R
5-Year Work Plan | pg. 18
Goal Description Program Lead
Fiscal Year
26/27 27/28 28/29 29/30 30/31
Improve Power
Reliability at SNRC
Improve the power plan at the SNRC
to ensure reliable plant operations
through Southern California Edison.
Evaluate circuit performance,
preferred energy service options,
and overall grid reliability to identify
upgrades that strengthen the
facility’s long-term power stability.
Water
Reclamation ●●●●
Odor Control System
Improvements
Improve the odor control system by
installing a dedicated food-waste
odor control line and completing
facility upgrades within the Solids
Handling Building.
Water
Reclamation ●●
Evaluate
Dewatering and
Solids Thickening
Processes
Research cost-effective equipment
options to improve solids thickening
and dewatering, including belt
presses, rotary drum thickeners, and
gravity belt thickeners.
Water
Reclamation ●●
Biosolids
Management Plan
Conduct an assessment of
alternative biosolids use options
in collaboration with regional
partners. Evaluate feasibility,
regulatory considerations, and
long-term benefits to determine
viable pathways for future biosolids
management.
Water
Reclamation ●●
Natural Gas
Pipeline Injection
Evaluate converting digester
gas to renewable natural gas
for pipeline injection.
Water
Reclamation ●●●
Digester Process
and Mechanical
Improvements
Improve digester reliability through
process and equipment replacement
and upgrades, including purchasing
a boiler and sludge piping
improvements.
Water
Reclamation ●●●
East Valley Water District | pg. 19
P
I
L
L
A
R
F
O
U
R
5-Year Work Plan | pg. 20
Goal Description Program Lead
Fiscal Year
26/27 27/28 28/29 29/30 30/31
Conservation
Rebate Program
Enhancements
Enhance rebate programs to
maximize customer water savings
through the development of new
rebate opportunities.
Conservation ●●
Water Education
Program
Enhancements
Develop a roadmap to enhance
water education to students within
the District's community. Identify
opportunities to conduct classroom
presentations, assemblies, and the
feasibility of an operations showcase.
Conservation ●●●●
Community Advisory
Commission Member
Appointment
Conduct a community recruitment
process and subsequent commission
onboarding/training to fill vacancies
resulting from the term limits of
sitting members.
Public Affairs ●●●
Community
Engagement
Enhancements
Enhance community engagement
through increased in-person
activities, develop targeted
outreach campaigns surrounding
the SNRC and explore the
use of technologically based
communications tools for residents.
Public Affairs ●
75th Anniversary
Celebrate the District's 75th
anniversary and showcase the
many years of service provided to
the community.
Public Affairs ●●●
Facility Rental
Assessment
Assess the District's usage of the
facility rental program and the
overall impact on facility resources.
Public Affairs ●
Community
Influencer
Engagement
Actively engage with community
groups, HOAs, and informal
neighborhood organizations to
develop relationships with the
"informal" community leaders.
Public Affairs ●●
Develop Strategic
Communications
Plan
Create and implement a
Strategic Communications Plan
to effectively engage with the
community and highlight the
District's strategic initiatives.
Public Affairs ●
Assess and Enhance
Facility Tour Program
Monitor and assess the District's
Facility Tour Program. Create
and test alternative tour program
features such as tours on Saturdays,
virtual tour options, and educational
program material.
Public Affairs ●●
Community Engagement, Advocacy, and Leadership
Build strong local and regional partnerships furthering the District’s priorities and advocating
on behalf of the District’s community. Foster solid community relationships through effective,
informative, and educational communication.
Goal Description Program Lead
Fiscal Year
26/27 27/28 28/29 29/30 30/31
Educational
Augmented Reality
(AR) Assessment
and Development
Explore innovative use of AR to
allow members of the public to
learn about the District's water
and wastewater systems. Assess
the feasibility and use case of
incorporating such technology into
the program.
Public Affairs ●
Mainline
Replacement/CIP
Outreach
Engage with the community
regarding mainline replacement
projects and other Capital
Improvement Program initiatives.
Public Affairs ●●●●●
Educational Displays
Assess and refine opportunities
to provide educational displays
throughout the District. Explore
the development of displays on
community vehicles and informational
signage at demonstration sites.
Public Affairs ●●
Customer
Community Survey
Conduct a comprehensive
community survey every five years
to measure customer satisfaction
and priorities, and use the results
to inform District planning and
communications.
Public Affairs ●
Digital Experience
Enhancements
Implement an AI chat feature on the
District website to help customers
find answers, request services,
and navigate forms. Pilot the tool,
evaluate response quality and
accessibility, and assess the viability
of expanding to a live customer
service chat feature.
Public Affairs ●
Holiday Lobby/
Exterior Décor
Assessment
Review the District’s holiday
decorations and evaluate whether
a change in vendor or decorating
approach is needed to enhance
presentation and efficiency.
Public Affairs ●●
Industry Coalition
Engagements/
Partnerships
Develop a strategy to engage
with water reclamation regional
coalitions, including WateReuse,
CWEA, and AWWA.
Water
Reclamation ●●●●●
P
I
L
L
A
R
F
I
V
E
East Valley Water District | pg. 21
5-Year Work Plan | pg. 22
Conclusion
The 5-Year Work Plan reflects East Valley Water District’s ongoing commitment to its Vision of fostering a
sustainable, transparent, and accountable future. By aligning projects and programs with the Strategic Plan’s
Vision, Mission, Core Values, and Pillars and Strategies, this document ensures that new initiatives contribute to
providing safe and reliable water and wastewater services for the community.
As a living document, the 5-Year Work Plan will continue to evolve annually, adapting to new challenges and
opportunities while remaining grounded in the priorities outlined in the Strategic Plan. This approach allows the
District to remain proactive in addressing both immediate and long-term needs, ensuring thoughtful resource
allocation, stewardship, and effective operational management.
These efforts position East Valley Water District to meet the
needs of today while planning responsibly for tomorrow.
East Valley Water District | pg. 23
Program Descriptions
CONSERVATION
Conservation is responsible for overseeing programs
that facilitate and encourage sustainable water use
throughout the District. Additionally, this program
is responsible for communicating conservation
benchmarks to various regulatory agencies, tracking
and monitoring legislative affairs, and advocating on
behalf of the District’s legislative platform.
CUSTOMER SERVICE
Customer Service provides the community with prompt,
courteous, and exceptional customer relations through
billing and collection functions.
ENGINEERING
The Engineering Program responsibilities include
infrastructure planning, maintaining a safe and
reliable water supply, and ensuring compliance with
Federal and State regulations. The Program oversees
wastewater and water treatment capital projects.
FINANCE
Finance and Accounting create, monitor and audit all
revenue and expenses for the District. This includes
evaluating rates and creating an annual budget.
GENERAL ADMINISTRATION
General Administration is responsible for ensuring the
District’s business, operations, and daily activities are
performed following Federal, State, and District Board
approved policies. The General Manager/CEO provides
daily oversight for interagency relations for advancing
the District’s initiatives.
HUMAN RESOURCES
Human Resources is responsible for administering
programs to attract and retain a diverse and qualified
workforce. This program also oversees the District’s
safety program to ensure staff maintain a safe work
environment. Additionally, this program is responsible
for managing the District’s Pathway and Risk
Management programs.
INFORMATION TECHNOLOGY
Information Technology oversees the District’s
technology infrastructure to support essential business
and operational functions. The functions utilize industry-
specific software programs required to meet agency
needs. The Program implements routine cybersecurity
training campaigns to mitigate financial and data loss.
OPERATIONS
Operations is responsible and oversees the Meter
Services, Water Production, Water Treatment, Water
Quality, Water Maintenance, Wastewater Maintenance,
Facilities Maintenance and Fleet Maintenance programs
at East Valley Water District. For the purposes of the
5-Year Work Plan, these programs have been combined
into an Operations category. Many of these programs
are responsible for the day-to-day world-class service
provided by the District and do not encounter major
capital adjustment fluctuations with the planning of the
program’s duties.
PUBLIC AFFAIRS
Public Affairs oversees internal and external
communication initiatives in alignment with the District’s
Vision, Mission, and guiding principles. Through
proactive community engagement and media relations,
the Program provides strategic communications to all
stakeholders, including residents, community partners,
and regional agencies. The Program leads key support
functions such as grant writing, crisis communications,
and the management of facility rental program.
WATER RECLAMATION
The Water Reclamation Program is responsible for
treating and disinfecting up to eight million gallons of
wastewater per day (MGD) at the District’s new water
recycling plant known as the Sterling Natural Resource
Center (SNRC). The SNRC operations include anaerobic
digestion for energy generation to offset the cost of
power needed to operate the plant.
eastvalleywater.gov