ACWA’S FIVE-YEAR
STRATEGIC
PLAN
2020 – 2024
2 | ACWA’s Five Year Strategic Plan
Association of California Water Agencies
Mission, Vision and Values
ACWA MISSION
ACWA provides comprehensive
leadership, advocacy and
resources for California public
water agencies to ensure a
high quality and reliable water
supply in an environmentally
sustainable and fiscally
responsible manner.
This Strategic Plan is
aspirational in nature, defining
a visionary path forward to
grow and evolve in the future.
Development of the plan
provides us the opportunity
to focus on being ahead of
the curve in all aspects of our
business. — Dave Eggerton,
ACWA Executive Director
ACWA VISION
ACWA envisions a California
that values water as a precious
natural resource that is used
efficiently and sustainably in
a changing climate from the
headwaters to the ocean, with
water infrastructure planned,
maintained and operated to
meet California water needs for
generations to come.
ACWA VALUES
• Public Service
• Collaboration
• Mutual Respect
• Resource Stewardship
• Solution-Oriented
ACWA’s Five-Year Strategic Plan | 3
Overview
In January 2019, ACWA’s Board of Directors set
out to reshape the future of the organization
by moving from a two-year plan that identified
goals in two categories — Policy Goals and
Organizational Goals — to a longer, more
comprehensive plan.
The new five-year plan will afford the association
the benefit of a broader forecast of resources,
as well as the capacity to align ongoing longer-
term goals with shorter-term priorities, ultimately
allowing for more direct and positive outcomes
on high priorities for the association.
The plan’s development was designed to seek
input and alignment concurrently from ACWA
membership, ACWA Board of Directors and
ACWA staff. Under the leadership of a board
appointed steering committee, the process
included a comprehensive member needs
assessment, two board level workshops, and
staff level focus groups.
The Board of Directors will review the strategic
plan, as necessary, every three years.
Annual Action Plan
This five-year strategic plan will have a
corresponding annual action plan adopted by
the ACWA Board in the first quarter of each
calendar year to allocate resources and budget
to achieve the goals and objectives and address
the highest priority issues in furtherance of the
strategic plan. The action plan will also include
metrics to track performance and report to the
Board on overall performance.
4 | ACWA’s Five Year Strategic Plan
Strategic Plan Core Elements
The strategic plan has six core elements identified to serve as guiding principles for the organization as it invests time and energy to meet the mission and vision over the next five years.
Advocacy Connections
Organizational
Strength Resources
LEADERSHIP
EducationInnovation
CORE ELEMENTS DEFINED
Advocacy – Advocate for member interests on
legislation, regulations and funding.
Connections – Build strong, lasting and trusted
partnerships that provide interconnectivity among
all sectors of the water industry.
Education – Invest in California’s water future
by providing opportunities through education,
information and professional development for
ACWA members, staff and the public.
Resources – Deliver high quality member services
to support the mission of ACWA’s member
agencies.
Organizational Strength – Foster a collaborative
and mutually respectful culture to ensure a
positive experience for ACWA members and staff
and continually invest in the financial health and
organizational well-being of the association.
Innovation – Lead the industry on proactive
advancements for the betterment of the
communities, agricultural operations and
businesses that ACWA members serve.
ACWA’s Five-Year Strategic Plan | 5
Goals and Objectives
The following goals and objectives within each core element represent strategic areas of focus on a five-year horizon. The goals articulate the desired outcomes against which ACWA will align and measure its success and the achievements of each goal will propel the organization into the future. * Note: The goals are not in priority order.
6 | ACWA’s Five Year Strategic Plan
GOAL: Advocate for ACWA member interests at the U.S. Congress, the State Legislature and the federal and state regulatory agencies on both policy and funding issues CORE ELEMENT: Advocacy
Advocate for member interests on legislation, regulations and funding.
OBJECTIVES/POLICY PRIORITIES
• Newsom Administration’s Water Resilience
Portfolio: Serve as the water community
leader in implementation of the Newsom
Administration’s Water Resilience Portfolio.
Focus on preparation for the impacts of climate
change and local control for water management.
Seek financial and technical assistance from the
state and federal governments and educate
policy makers regarding the need to improve
water supply reliability considering the effects
of climate change, aging infrastructure and
population growth.
• Sustainable and Secure Agriculture: Advance
state and federal policies founded upon sound
science that guarantee a reliable and sufficient
water supply that is delivered through modern
conveyance to ensure a healthy and sustainable
agricultural economy for the next century.
• Local Control of Water Resources: Advocate
that locally elected decision makers are best
positioned to provide direction on providing
a reliable and affordable water supply to their
constituents.
• 21st Century Forecasting and Climate
Adaptation: Promote federal, state and local
agency use of the latest technology to model
the impacts of climate change and Atmospheric
Rivers on precipitation, timing and type of
runoff, needed water storage and optimization
of conveyance to meet future water needs.
Seek ongoing federal and state funding for
Atmospheric River research and Forecast
Informed Reservoir Operations to improve
state and local water management, provide
flood protection and improve public safety as
result of the use of the most advanced and data
driven technology for seasonal forecasting.
• Infrastructure: Advocate for an evaluation of
existing state and federal water infrastructure
projects for determination of necessary
rehabilitation, redesign, or new facilities to meet
future water storage, operation and conveyance
needs. Advocate for state and federal financial
support for both new and replacement water
infrastructure, including advanced treatment
facilities to comply with a growing number of
proposed water quality regulations. Promote
water infrastructure investments at all levels
of government to achieve water supply
resilience. Promote water supply reliability to
meet California agricultural, public, industrial
and ecosystem needs, including water supply
reliability for the Colorado River and Salton Sea.
• Headwaters Resiliency: Support landscape
scale improvement of forest health and meadow
restoration to increase useable runoff, improve
forest ecology, reduce wildfire damage and
benefit native fish and threatened forest species.
State and federal governments must make
biomass energy conversion, long-term mill
construction and operation, and new uses for
small diameter tree and brush cleared for healthy
forest restoration a high priority to achieve forest
health and wildfire safety objectives.
• Fish Recovery: Support state approval of the
Voluntary Agreements that incorporate multiple
benefit projects into the Bay-Delta Water Quality
Control Plan instead of the flow-only approach
used by the State Water Resources Control
Board to address endangered species and
water supply reliability in the San Joaquin and
Sacramento Rivers and their tributaries. Provide
leadership on Bay-Delta conveyance solutions.
ACWA’s Five-Year Strategic Plan | 7
OBJECTIVES/POLICY PRIORITIES
• Newsom Administration’s Water Resilience
Portfolio: Sustainable Groundwater: Advocate
for a partnership with state, federal and local
agencies to increase the amount, and control
the timing of, groundwater recharge to achieve
successful implementation of the Sustainable
Groundwater Management Act (SGMA).
This partnership should focus on minimizing
agricultural land fallowing and promote multi-
benefit projects that make recharge water
available to achieve sustainability under the
SGMA.
• Effective Water Treatment: Advocate for
reasonable water quality standards based upon
scientific and peer-reviewed health assessments
that can be implemented by economically
and technically feasible technology in an
appropriate time frame.
• Safe Drinking Water for All: Promote safe
drinking and clean water solutions and
advance science based, peer reviewed
drinking water quality standards in a manner
that protects public health, while not working
against affordability. Prioritize improvement
of the supply and quality of drinking water to
disadvantaged communities with the annual
state funding provided by SB 200 (Monning)
in a timely and sustainable manner. ACWA is
committed to active involvement in ensuring
that this funding is distributed in a solution-
oriented manner that results in unsustainable
systems becoming sustainable.
• One State and One Water: Develop and
support policies that engage and enhance
cooperation and collaboration among areas of
the state holding differing water supply needs
and views.
• Environmental Stewardship: Support cost-
effective sustainability programs to support
coequal goals that will benefit the environment
and promote thoughtful stewardship of natural
resources, such as conserving energy and water
and adapting to the impacts of climate change.
Focus must be on multi-benefit projects that
provide “win-win scenarios” for all stakeholders.
Promote long-term water use efficiency and
water reuse.
• Energy-Water Nexus: Recognize the important
nexus between energy and water and advocate
for statewide resilience in energy infrastructure
and energy related policies that maximize the
beneficial use of water.
• Public Education: Commit to a statewide effort
to improve the general public’s understanding
and importance of planning, development and
maintenance of water infrastructure to ensure a
healthy California water supply.
8 | ACWA’s Five Year Strategic Plan
GOAL: Engage the current and next generation of policy leaders in Sacramento and Washington, D.C.
OBJECTIVES
• Work to educate new policy makers
across relevant sectors to ensure a broad
understanding of California water issues
• Build collaborative relationships with policy
makers and promote two-way engagement
• Partner with state and federal governments and
other entities to cross train within the industry
on water issues
GOAL: Serve as a trusted resource for policy makers and other stakeholders
OBJECTIVES
• Serve as an information hub for members of
Congress, Legislators, agency officials, staff,
other stakeholders and ACWA members on key
policy issues
• Continue to provide accurate, high quality
information
• Promote innovative projects to meet the new
needs of California water
GOAL: Create a collaborative environment among all departments to meet policy goals
OBJECTIVES
• Promote an understanding of department roles
and how they help advance ACWA’s mission
• Work collaboratively throughout the
organization to advance ACWA’s policy
initiatives
• Highlight member agency advancements on
innovative water management practices
ACWA’s Five-Year Strategic Plan | 9
GOAL: Build and strengthen trusted relationships with members and key stakeholders
OBJECTIVES
• Grow ACWA’s impact through its grassroots
outreach program
• Partner with other associations to add breadth
to singular efforts
• Utilize state-of-the-art technology to expand
ACWA’s reach
• Explore opportunities for new relationships with
non-traditional partners and stakeholders
GOAL: Continually invest in the essential relationship with ACWA JPIA
OBJECTIVES
• Work collaboratively to advance the shared
goals of each organization
• Promote the value of a shared membership
• Protect the mutually beneficial relationship
between each organization
GOAL: Serve as a hub to connect members to members
OBJECTIVES
• Provide a forum for decision makers to interact
and communicate with membership
• Develop a platform for information sharing
among members
• Encourage cross-regional programs and
communication through ACWA’s regions
CORE ELEMENT: Connections
Build strong, lasting and trusted partnerships that provide interconnectivity among all sectors of the water industry.
10 | ACWA’s Five Year Strategic Plan
CORE ELEMENT: Education
Invest in California’s water future by providing opportunities through education, information and professional development for ACWA members, staff, community leaders and the public.
GOAL: Provide continuous stream of trusted information on key issues
OBJECTIVES
• Offer high quality, content rich educational
programs and events throughout the state
• Develop robust interactive trainings via
webinars and other online platforms
• Create an avenue where members provide
input on program content and outcomes
• Utilize technology to bring information to
members in real-time
GOAL: Increase public knowledge and awareness of water industry and the importance of water to California’s future.
OBJECTIVES
• Serve as a trusted resource for the general
public and the media
• Expand public education efforts to broaden
ACWA’s scope and reach
• Create strategic communication modules to
assist members with reaching their customers
• Enhance public outreach through social media
and other platforms
• Build partnerships to reach the general public
GOALS: Advance water professionals through growth opportunities
OBJECTIVES
• Serve as a channel for facilitating member-to-
member mentoring opportunities
• Build capacity within organization to grow
operational certification and other educational
offerings
• Evaluate and enhance continuing educational
programs for attorneys and other professionals
GOALS: Promote leadership and water industry education through scholarships, internships and other offerings
OBJECTIVES
• Explore the creation of a foundation to enhance
financial investments
• Develop ongoing partnerships with institutions
of higher education
• Broaden relationships with corporate partners
ACWA’s Five-Year Strategic Plan | 11
GOAL: Promote and protect ACWA’s overall brand
OBJECTIVES
• Proactively promote ACWA as the premier
California water association
• Uphold reputation within the industry and
beyond
• Build new partnerships to help expand and
enhance the overall brand
• Promote the value of ACWA
GOAL: Enhance overall member experience
OBJECTIVES
• Continually engage members through regions,
committees and other programs
• Promote value of ACWA membership to cities
• Add value and connect members through
association website and other communication
tools
• Provide a platform for member input to be
shared
• Encourage forward thinking to continually
advance the association
GOAL: Empower members with resources through ACWA Associates and other partners
OBJECTIVES
• Strengthen partnerships and opportunities with
ACWA Associates
• Continue to grow sponsorship programs and
opportunities
• Apply “out of the box” strategies to enhance
the ACWA Preferred Provider program
• Seek new opportunities to maximize ACWA
member’s buying power
GOAL: Lead on adapting to changing workforce.
OBJECTIVES
• Become a partner with members and the water
community to ensure highly engaged and
qualified water professionals are available for
the future
• Promote a diverse and inclusive environment
across the organization and industry
• Develop up and coming water leaders internally
and externally
CORE ELEMENT: Resources
Deliver high quality member services to support the mission of ACWA’s member agencies.
12 | ACWA’s Five Year Strategic Plan
CORE ELEMENT: Organizational Strengths
Foster a collaborative and mutually respectful culture to ensure a positive experience for ACWA members and staff and continually invest in the financial health and organizational well-being of the association.
GOAL: Build a culture of teamwork that includes understanding, effective communication, and empathy
OBJECTIVES
• Value each other’s perspectives and roles
• Raise understanding of roles and
responsibilities among departments
• Create a safe space to resolve disputes
effectively and professionally
• Create and maintain a positive and healthy
work environment
• Ensure accountability and consistency across
the organization
GOAL: Raise the bar on internal customer service
OBJECTIVES
• Raise awareness on internal roles and which
customers each department serves
• Improve internal communications across the
organization
• Implement a regular and ongoing process
to gauge success and identify needs for
improvements
• Incorporate technology to improve internal
customer service
GOAL: Attract and retain highly qualified ACWA staff
OBJECTIVES
• Provide competitive compensation and benefits
package
• Continually invest in employees and their well
being
• Promote work-life balance
• Provide succession planning at all levels of the
organization
• Promote internal career development and
encourage staff to journey map their ACWA
career
• Promote the value of careers in public service
GOAL: Enhance financial and operational strength of association
OBJECTIVES
• Make fiscally responsible decisions on a long-
term horizon
• Invest in the business of being a non-profit
association
• Employ strategies to maintain high member
retention and continuously grow membership
base
• Optimize utilization of member resources
• Incorporate longer-term financial planning
across the organization
• Further develop non-dues revenue
opportunities with tangible outcomes
ACWA’s Five-Year Strategic Plan | 13
GOAL: Invest in technology to strengthen organization and improve performance
OBJECTIVES
• Provide the most current technology that best
meets staff needs to maximize efficiencies
and productivity and benefits ACWA member
engagement
• Evaluate current suite of technology tools and
identify areas for improvement
• Utilize technical & scientific advances to
complement ACWA’s advocacy, education and
outreach efforts
• Develop an effective and collaborative process
for selecting and implementing new technology
GOAL: Understanding the value of incorporating change and progress
OBJECTIVES
• Encourage member input and best practices to
be shared openly
• Create an environment where flexing to change
is encouraged
• Deploy innovation and problem solving across
the industry
• Promote continued state and federal
investments in Atmospheric River research and
Forecast Improved Reservoir Operations to
improve water supply reliability standards
• Foster innovation and the use of new
technologies to meet the changing needs of the
water industry
• Empower members and staff input and
allow space for new ideas in all areas of the
organization
• Highlight member agency innovations to
actively share ideas
• Explore the creation of an innovation committee
GOAL: Empowering our work through harnessing data
OBJECTIVES
• Capture member data in a useful, pragmatic
and secure system
• Serve as a conduit of data to help advance the
goals of the membership
• Promote state and federal investments in
advanced technology to assist with climate
change adaptation and water resource
management
• Proactively canvass members for data and
innovation
• Invest in our collective effort to understand
complex issues to find solutions through
studies, opinion research and technical
assessments
CORE ELEMENT: Innovation
Lead the industry on proactive advancements for the betterment of the communities, agricultural operations and businesses that ACWA members serve.
14 | ACWA’s Five Year Strategic Plan
ACWA Strategic Planning Steering
Committee
Steve LaMar, Vice President
Region 1
Brad Sherwood, Region 1 Chair
Region 2
Terri Daly, Local Government Committee Chair
Region 3
Brian Poulsen, State Legislative Committee Chair
Region 4
Pam Tobin, Region 4 Chair
Region 5
Sarah Palmer, Region 5 Vice Chair
Region 6
Bill Diedrich, Agriculture Committee Chair
Region 7
Paul Hendrix, Region 7 Vice Chair
Region 8
Steve Blois, Region 8 Chair
Region 9
G. Patrick O’Dowd, Federal Affairs Committee Chair
Region 10
DeAna Verbeke, Region 10 Vice Chair
ACWA’s Five-Year Strategic Plan | 15
Brent Hastey
ACWA President
Yuba Water Agency (Region 2)
Steven LaMar
ACWA Vice President
Irvine Ranch Water District (Region 10)
Kathleen J. Tiegs
ACWA Immediate Past President
Cucamonga Valley Water District
(Region 9)
Joshua Alpine
Region 3 Chair
Placer County Water Agency
Steven Blois
Region 8 Chair
Calleguas Municipal Water District
Jennifer Buckman
Legal Affairs Committee Chair
Yuba Water Agency (Region 2)
David Cehrs
Region 6 Vice Chair
Kings River Conservation District
Cheryl Clary
Finance Committee Chair
Irvine Ranch Water District (Region 10)
Shannon Cotulla
Region 3 Vice Chair
South Tahoe Public Utility District
David Coxey
Region 2 Vice Chair
Bella Vista Water District
Thomas A. Cuquet
ACWA/JPIA Vice President
South Sutter WD (Region 2)
Terri Daly
Local Government Committee Chair
Yuba Water Agency (Region 2)
Bill Diedrich
Agriculture Committee Chair
San Luis Water District (Region 6)
Edgar Dymally
Water Quality Committee Chair
Municipal Water District of Southern
California (Region 8)
Mark Emmerson
Region 4 Vice Chair
Carmichael Water District
Gloria Gray
Region 8 Vice Chair
West Basin Municipal Water District
Cathy Green
Region 10 Chair
Orange County Water District
J. Paul Hendrix
Region 7 Vice Chair
Mid-Kaweah Groundwater
Sustainability Agency
Joseph Kuebler
Region 9 Chair
Eastern Municipal Water District
Eric Larrabee
Region 2 Chair
Western Canal Water District
Joone Lopez
Membership Committee Chair
Moulton Niguel Water District (Region
10)
Dennis Mayo
Region 1 Vice Chair
McKinleyville Community Services
District
Palmer McCoy
Region 6 Chair
Henry Miller Reclamation District
#2131
Larry McKenney
Business Development Committee
Chair
Municipal Water District of Orange
County (Region 10)
G. Patrick O’Dowd
Federal Affairs Committee Chair
Coachella Valley Water District
(Region 9)
Sarah Palmer
Region 5 Vice Chair
Zone 7 Water Agency
Brian Poulsen
State Legislative Committee Chair
El Dorado Irrigation District (Region 3)
William Rosen
Region 5 Chair
Goleta Water District
Phil Rosentrater
Region 9 Vice Chair
Salton Sea Authority
Brad Sherwood
Region 1 Chair
Sonoma County Water Agency
Paul Shoenberger
Water Management Committee Chair
Mesa Water District (Region 10)
Sue Stephenson
Communications Committee Chair
Dublin San Ramon Services District
(Region 5)
William Taube
Region 7 Chair
Wheeler-Ridge-Maricopa Water
Storage District
Pamela Tobin
Region 4 Chair
San Juan Water District
DeAna Verbeke
Region 10 Vice Chair
Helix Water District
Charley Wilson
Energy Committee Chair
Santa Margarita Water District (Region
10)
John Woodling
Groundwater Committee Chair
Sacramento Suburban Water District
(Region 4)
ACWA Board of Directors 2018 – 2019
980 9th Street, Suite 1000
Sacramento, CA 95814
www.acwa.com