The effective and efficient operation, maintenance, and administration of the Encina System requires sound planning. Ensuring that EWA’s infrastructure remains reliable and cost effective in the future is an intensive process, as evidenced by the Comprehensive Asset Management Plan’s 1, 5, and 20-year capital improvement programs. An essential element of EWA’s planning is identifying future risks and opportunities within the context of regulatory and internal standards. Many of these risks and opportunities are identified in current planning documents, including the following:
2040 Master Plan
The primary value of the 2040 Master Plan is that it considers both broad scenarios and specific tactics to guide future facility planning. These scenarios include expected conditions, as well as a set of selected alternatives.
Strategic Business Plan
EWA's Strategic Business Plan is focused on the future, addressing risks and opportunities likely to arise within the five year “planning horizon” (2018-2023). EWA is well-positioned to continue providing reliable services for the forseeable future.
Technology Master Plan
Public utilities such as EWA face complex business challenges, specifically related to providing reliable service, increasing efficiency, and protecting the environment. Applying innovative technologies and practices is central to EWA’s approach to meeting these challenges, especially with respect to increasing efficiency.
Energy and Emissions Strategic Plan
Purchased energy (electricity and natural gas) costs are a major expense for the Encina Water Pollution Control Facility (EWPCF). In 2011 EWA developed an Energy and Emissions Strategic Plan, that focuses on increasing the production and use of self-generated energy, with a goal of being energy independent. This plan will be updated in 2018.
Biosolids Management Plan
Biosolids are a by-product of the wastewater treatment process that can be used as a biofuel, a fertilizer, or to generate electricity. Transforming these solids into useful products is relatively expensive, thus a thorough evaluation of options is necessary to identify the most environmentally-friendly and cost-effective reuse methods. To this end, EWA completed development of a Biosolids Management Plan (BMP) in 2008.
Capital Improvement Program
EWA’s investments in infrastructure are guided by its ongoing Capital Improvement Program (CIP). The objective of the program is to improve facilities, ensure highly reliable and cost-effective performance, and increase efficiency.