San Diego County Water Authority General Manager Sandra Kerl is the keynote speaker at the 2023 Women in Water Conference at Cuyamaca College Wednesday, March 29. This year’s theme is “Building Resilience In Post-Pandemic Times.” Kerl’s remarks will focus on the conference theme of building career resilience in a new post-pandemic work environment.
San Diego County Water Authority General Manager Sandra Kerl is the keynote speaker at the 2023 Women in Water Conference at Cuyamaca College Wednesday, March 29. This year’s theme is “Building Resilience In Post-Pandemic Times.” Kerl’s remarks will focus on the conference theme of building career resilience in a new post-pandemic work environment.
The conference starts at 11 a.m. followed by a reception and professional networking at The Water Conservation Garden from 5 to 7 p.m.
Conference topics include interview tips; advocating for needs in the workplace; working with diverse teams of differing personalities; and becoming a leader of influence and change. Participants can have a professional headshot taken at the start of the conference and visit exhibit booths featuring organizations from the industry.
This year’s conference is designed to help attendees realign their focus following several years of unprecedented challenges. The goal is to provide the tools and insights to help them navigate the new normal in the industry through both programming and career networking opportunities.
Women In Water Conference attendees will have opportunities to network with water industry professionals. Photo: San Diego County Water Authority
The conference opens with a panel discussion about career opportunities for women in the water and wastewater industry.
Each of the afternoon’s breakout sessions offers three specific career level tracks to address needs at each level: entry level for individuals new to water industry careers; people looking for career advancement; and established professionals interested in honing their leadership skills and advocating for workforce diversity.
Lunch, refreshments, and parking are included in the $25 general fee. Registration is free for students. Cuyamaca College is at 900 Rancho San Diego Parkway, El Cajon. Register here.
City of Escondido Wastewater Treatment Plant Operator Carrie Selby is among a growing number of women working in water and wastewater industry careers. Photo: City of Escondido
The water and wastewater industry offers vast opportunities in engineering, operations, finance, public affairs, human resources, administration, and information technology.
Since 2017, the Water Authority’s “Faces of the Water Industry” campaign has highlighted nearly 200 employees in San Diego County across multiple water agencies and job types.
The informational campaign is designed to introduce the wide variety of career opportunities available at all skill levels with an emphasis on welcoming a wide-ranging talent pool of candidates including women.
Approximately 4,500 professionals serve the San Diego region in water and wastewater careers. More than 1,400 of those workers are expected to reach retirement age within the next five years. Water and wastewater treatment plant operators in California earn an annual mean wage of more than $74,590, according to the U.S. Bureau of Labor Statistics.
Sandy Kerl of the San Diego County Water Authority said that investing in reservoir capacity was key after the county suffered a crippling drought in the late ‘80s. “We now have enough storage capacity…to sustain the population at a 75% service level for six months,” she said.
Kerl made the comment during the PPIC Water Policy Center’s annual fall conference in Sacramento on November 18.
The San Diego County Water Authority has approved a new contract with the Mission Resource Conservation District to administer the SDCWA’s WaterSmart Field Services Program. The Thursday, Oct. 27, CWA board action authorized CWA general manager Sandra Kerl to enter into a three-year professional services agreement with the Mission RCD which will pay $200,000 for administration of the WaterSmart Field Services Program through Oct. 31, 2025.
Collaboration among all water users is key to developing solutions for the Colorado River Basin, which is in the midst of a 22-year megadrought. That was one of the common themes during a webinar Thursday, in which water managers and other officials discussed ways to slow or stabilize the rate of decline of the major source of water for seven states and Mexico.
“A Collaborative Approach to Colorado River Management,” was part of the Southern California Water Coalition‘s “What Matters” webinar series. The San Diego County Water Authority, Imperial Irrigation District, Black & Veatch, and Richard Brady & Associates sponsored the webinar.
Webinar participants:
A picture's worth a thousand words… pic.twitter.com/seesz9fYOe
— SoCal Water Coalition (@SoCalWaterComm) October 6, 2022
During the 90-minute discussion, speakers said that drought and climate change impacts on the Colorado River Basin have created “challenging times” and that “unprecedented times require unprecendented management” solutions. Solutions mentioned included sustainable conservation, additional storage, a reduction in demand, and inclusion of all users to ensure the long-term health of the river system.
Sandy Kerl, General Manager @sdcwa, highlights that 2/3's of their supply comes from CO River and her top 3 priorities are
1) Balance impact on users while protecting environment (& Salton Sea)
2) Uphold law of the river and priority rights/QSA
3) Expand Lake Mead surplus program— SoCal Water Coalition (@SoCalWaterComm) October 6, 2022
The Water Authority’s supply portfolio includes high-priority, conserved Colorado River supplies negotiated through the landmark 2003 Quantification Settlement Agreement, or QSA. The conserved supplies are the cornerstone of the San Diego region’s long-term water supply diversification strategy.
Chris Harris, Executive Director, Colorado River Board of California, stresses that we need to stop referring to basin conditions as a "drought" – it's aridification. @adelh2o General Manager with @mwdh2o agrees – "We have to adapt to a changing climate."
— SoCal Water Coalition (@SoCalWaterComm) October 6, 2022
The webinar came a day after California water agencies that use Colorado River water supplies, sent a letter to the U.S. Department of the Interior and U.S. Bureau of Reclamation, voluntarily offering to reduce their use of water from the river starting in 2023:
“Given dire drought conditions across the region and dangerously low reservoir levels, we firmly believe that all water users within the Basin must take immediate voluntary actions to stabilize water supplies in the Basin’s major reservoirs.
“California water agencies that utilize Colorado River water supplies propose to conserve up to an additional 400,000 acre-feet of water in Lake Mead each year, beginning in 2023 and running through 2026. This water, which would otherwise be used by California’s communities and farms, will meaningfully contribute to stabilizing the Colorado River reservoir system. While a broad multi-state agreement to conserve water across the Basin has not been reached, the California agencies propose to take voluntary action now to conserve water in coming months.”
Graphic shared October 6, 2022, during the Southern California Water Coalition webinar “A Collaborative Approach to Colorado River Management.”
(Editor’s note: The October 5 webinar was recorded and, when posted, can be viewed/heard here: socalwater.org/podcasts/).
Water affordability for ratepayers was the topic of discussion during a legislative roundtable Thursday at the San Diego County Water Authority. The Water Authority convened state, regional and local officials in search of winning strategies for enhancing water affordability for ratepayers across the county and the state.
San Diego County Water Authority General Manager Sandra Kerl recently sat down with Brown and Caldwell’s Wendy Broley, director of technical practices, and Mike Puccio, Southern California operations director, to talk about her experience dealing with unprecedented challenges, including the COVID-19 pandemic, wildfires, and drought.
What is the most important leadership quality in dealing with the unprecedented challenges facing the industry?
Today’s leaders need to be inclusive, and focus on cooperation, engagement, and partnerships. The issues are so complex; the problem-solving that needs to happen requires many stakeholders. I think we have a lot more pressures regarding inclusivity, including issues related to water affordability. One challenge with engagement and inclusion is bringing in folks who haven’t necessarily been part of the water conversation before, both from a policy as well as an employment standpoint.
As a leader, one constant is knowing and admitting that you don’t know everything. You’re scanning the environment and you’re pivoting and reacting with information that is coming in real time.
The Water Authority has been making huge investments in supply reliability over the last several decades—improving storage and water supply diversification. How does that impact your leadership within the region during the current drought?
From our standpoint, we approach water as a statewide issue. We are all Californians working 24/7 to ensure access to water for everyone. We want to be part of the solution.
Our wake-up call to the changing availability of water was during the drought of the late ’80s and early ’90s. We invested heavily in new supplies and infrastructure, storage, piping to move water where it’s needed, asset management to ensure our pipelines aren’t leaking, and those sorts of things. And even compared to the drought of 2012 through ’16, we’re in a better position today because we have realized the full implementation of all of our new sources of supply. In addition, we’ve had such heavy conservation and water use efficiency. We use 50 percent less water today per capita than we did in 1990. And that is a big part of how we’ve met the challenge.
From a regional perspective, we’re not all the same within the state. We don’t have the same assets and issues. At the same time, the Water Authority is looking at how can we help other areas of the state. As an example, we have groundwater stored in the Central Valley and our board has approved working with any agency that is interested in that water and who can pipe the water to its destination, because we have reliable supplies without it.
The hard thing is, you have to really look at what’s going to move the needle. Is it going to move the needle if we save an acre-foot of water here in San Diego? Is that going to help Northern California? No, because we take very little water off the Bay Delta. But, if we could be able to take some of our water out of storage and provide that to another area of the state, or if we could get storage in Lake Mead so that the Colorado River is not as impacted—those are things we can do to help. I’d like to be able to focus in that area and continue to support the economy and the quality of life in San Diego County in a way that folks here have invested in for many years.
What are some of the strategies the Water Authority is deploying to address climate change resiliency and adaptation?
Because of the investments that we’ve made in raising the height of San Vicente Dam, it’s doubled the storage capacity there. The facility is owned by the City of San Diego, but the Water Authority did the dam raise. We’re partnering with the city to create a large storage hydroelectric facility there, which is closed loop and could provide up to 500MW of power and utilize renewables in a way that, when the sun goes down, the hydroelectric facility can be put on and we can utilize those resources. You might ask, “Why are you looking at that?” It’s because there’s an opportunity to monetize existing assets and create a revenue stream for the city and the Water Authority to help offset water costs, while helping to combat climate change. It also helps with the stability of the power grid. We had power outages in San Diego last August and if we had this project online, we wouldn’t have had those issues.
What are some of the obstacles you are facing in achieving the Water Authority’s desired level of resiliency and supply reliability?
In terms of the San Diego region, we have very high supply reliability. I think the biggest challenge for us is the affordability component and how to balance having those resources and ensuring the ability of folks to pay for it over the long-term. That is very challenging and concerning. We’re part of a new caucus at the Metropolitan Water District of Southern California (MWD) focused on disadvantaged communities and addressing how resources get allocated to disadvantaged communities. As an example, when there’s conservation funding available, how is that shared? And how can those communities take advantage of it?
Statewide, we are seeing benefits of greater regionalization while simultaneously an increase in the localization of supplies. Where do you think we need to be on that spectrum as a state to meet these incredible challenges? How do you think this applies to the San Diego region?
I think we as water managers do a better job when we look at the big picture as opposed to our space alone. The reality of implementing that big picture is very challenging. We see a microcosm of that here in the region, and we’re really looking at the One Water initiative at MWD and how we best connect with that.
There is a very different dynamic than 20 years ago when many local retail agencies weren’t looking at developing their own supplies. They were counting on the Water Authority to provide that reliability.
The next increment of water supply is coming from our member agencies, it’s not going to be the Water Authority’s projects. For example, acceptance for water reuse is a game changer. So is the possibility of regulation and legislation that would eliminate wastewater discharge. This has increased the interest in agencies wanting to do their own water reuse projects. We are recognizing this shift and taking into account when these projects are going to come online in our urban water management plan. It’s about how to find that balance and work cooperatively, and we’re at ground zero. I think other regions are going to be entering this conversation as time goes by, and I wonder what role the state is going to play in terms of overlaying policy that may usurp the local or regional planning processes, and how will that shape our investments?
Agencies are having to do so much more with so much less—that goes for water as well as funds. In many ways we need to look to innovation to fill that gap. How are you incorporating innovation in the culture of the Water Authority?
Innovation is critical to the Water Authority, and we have a formalized innovation program that engages every department. It’s really something that is a sense of pride for employees. They are encouraged and expected to think innovatively and assess how to do things differently. That kind of thinking includes things like how we communicate financial information to the departments at a level that’s very actionable as opposed to reams of spreadsheets. How do you get actionable data to our own crews developing tools to be able to assess the condition of 310 miles of large-diameter pipes in our system? The range of ideas is enormous.
Since COVID, so much has changed. What changes have you experienced or proactively planned to enhance your organization’s culture?
The one thing that I’m super proud of, and especially doing it during COVID, is evolving the nature of our culture as an organization by creating new values that resonated and reflected who we are today. This was done through a committee of employees at all different levels in the organization called a Values Discovery Team, and they were trained in appreciative inquiry, a strengths-based positive approach to leadership and organizational change.
They interviewed employees that they didn’t work with directly. Out of those interviews emerged stories of who we are at our best, and out of that came seven values. Previously, our values were very much focused on getting the work accomplished. With these updated values, the first four of the seven have a human element to them, which is a significant change in terms of the culture of this organization.
We still expect excellence, we still innovate, but we also hear different perspectives. We value diversity. We engage in the tough conversations. It just has a very different flavor. And I believe that’s what will keep this organization strong—that there’s a balance of both the human and the work.
San Diego County Water Authority General Manager Sandra Kerl recently sat down with Brown and Caldwell’s Wendy Broley, director of technical practices, and Mike Puccio, Southern California operations director, to talk about her experience dealing with unprecedented challenges, including the COVID-19 pandemic, wildfires, and drought.
Sandra Kerl has been with the San Diego County Water Authority since 2009 and was appointed the general manager in November 2019. One of her first challenges as GM was leading the transition to remote work during the COVID-19 pandemic for about three-quarters of the Water Authority’s 250 employees. Sandra recently sat down with Brown and Caldwell’s Wendy Broley, director of technical practices, and Mike Puccio, Southern California operations director, to talk about her experience dealing with unprecedented challenges, including the COVID-19 pandemic, wildfires, and drought.
What is the most important leadership quality in dealing with the unprecedented challenges facing the industry?
Today’s leaders need to be inclusive, and focus on cooperation, engagement, and partnerships. The issues are so complex; the problem-solving that needs to happen requires many stakeholders. I think we have a lot more pressures regarding inclusivity, including issues related to water affordability. One challenge with engagement and inclusion is bringing in folks who haven’t necessarily been part of the water conversation before, both from a policy as well as an employment standpoint.
As a leader, one constant is knowing and admitting that you don’t know everything. You’re scanning the environment and you’re pivoting and reacting with information that is coming in real time.
The Water Authority has been making huge investments in supply reliability over the last several decades—improving storage and water supply diversification. How does that impact your leadership within the region during the current drought?
From our standpoint, we approach water as a statewide issue. We are all Californians working 24/7 to ensure access to water for everyone. We want to be part of the solution.
Our wake-up call to the changing availability of water was during the drought of the late ’80s and early ’90s. We invested heavily in new supplies and infrastructure, storage, piping to move water where it’s needed, asset management to ensure our pipelines aren’t leaking, and those sorts of things. And even compared to the drought of 2012 through ’16, we’re in a better position today because we have realized the full implementation of all of our new sources of supply. In addition, we’ve had such heavy conservation and water use efficiency. We use 50 percent less water today per capita than we did in 1990. And that is a big part of how we’ve met the challenge.
From a regional perspective, we’re not all the same within the state. We don’t have the same assets and issues. At the same time, the Water Authority is looking at how can we help other areas of the state. As an example, we have groundwater stored in the Central Valley and our board has approved working with any agency that is interested in that water and who can pipe the water to its destination, because we have reliable supplies without it.
The hard thing is, you have to really look at what’s going to move the needle. Is it going to move the needle if we save an acre-foot of water here in San Diego? Is that going to help Northern California? No, because we take very little water off the Bay Delta. But, if we could be able to take some of our water out of storage and provide that to another area of the state, or if we could get storage in Lake Mead so that the Colorado River is not as impacted—those are things we can do to help. I’d like to be able to focus in that area and continue to support the economy and the quality of life in San Diego County in a way that folks here have invested in for many years.
What are some of the strategies the Water Authority is deploying to address climate change resiliency and adaptation?
Because of the investments that we’ve made in raising the height of San Vicente Dam, it’s doubled the storage capacity there. The facility is owned by the City of San Diego, but the Water Authority did the dam raise. We’re partnering with the city to create a large storage hydroelectric facility there, which is closed loop and could provide up to 500MW of power and utilize renewables in a way that, when the sun goes down, the hydroelectric facility can be put on and we can utilize those resources. You might ask, “Why are you looking at that?” It’s because there’s an opportunity to monetize existing assets and create a revenue stream for the city and the Water Authority to help offset water costs, while helping to combat climate change. It also helps with the stability of the power grid. We had power outages in San Diego last August and if we had this project online, we wouldn’t have had those issues.
What are some of the obstacles you are facing in achieving the Water Authority’s desired level of resiliency and supply reliability?
In terms of the San Diego region, we have very high supply reliability. I think the biggest challenge for us is the affordability component and how to balance having those resources and ensuring the ability of folks to pay for it over the long-term. That is very challenging and concerning. We’re part of a new caucus at the Metropolitan Water District of Southern California (MWD) focused on disadvantaged communities and addressing how resources get allocated to disadvantaged communities. As an example, when there’s conservation funding available, how is that shared? And how can those communities take advantage of it?
Statewide, we are seeing benefits of greater regionalization while simultaneously an increase in the localization of supplies. Where do you think we need to be on that spectrum as a state to meet these incredible challenges? How do you think this applies to the San Diego region?
I think we as water managers do a better job when we look at the big picture as opposed to our space alone. The reality of implementing that big picture is very challenging. We see a microcosm of that here in the region, and we’re really looking at the One Water initiative at MWD and how we best connect with that.
There is a very different dynamic than 20 years ago when many local retail agencies weren’t looking at developing their own supplies. They were counting on the Water Authority to provide that reliability.
The next increment of water supply is coming from our member agencies, it’s not going to be the Water Authority’s projects. For example, acceptance for water reuse is a game changer. So is the possibility of regulation and legislation that would eliminate wastewater discharge. This has increased the interest in agencies wanting to do their own water reuse projects. We are recognizing this shift and taking into account when these projects are going to come online in our urban water management plan. It’s about how to find that balance and work cooperatively, and we’re at ground zero. I think other regions are going to be entering this conversation as time goes by, and I wonder what role the state is going to play in terms of overlaying policy that may usurp the local or regional planning processes, and how will that shape our investments?
Agencies are having to do so much more with so much less—that goes for water as well as funds. In many ways we need to look to innovation to fill that gap. How are you incorporating innovation in the culture of the Water Authority?
Innovation is critical to the Water Authority, and we have a formalized innovation program that engages every department. It’s really something that is a sense of pride for employees. They are encouraged and expected to think innovatively and assess how to do things differently. That kind of thinking includes things like how we communicate financial information to the departments at a level that’s very actionable as opposed to reams of spreadsheets. How do you get actionable data to our own crews developing tools to be able to assess the condition of 310 miles of large-diameter pipes in our system? The range of ideas is enormous.
Since COVID, so much has changed. What changes have you experienced or proactively planned to enhance your organization’s culture?
The one thing that I’m super proud of, and especially doing it during COVID, is evolving the nature of our culture as an organization by creating new values that resonated and reflected who we are today. This was done through a committee of employees at all different levels in the organization called a Values Discovery Team, and they were trained in appreciative inquiry, a strengths-based positive approach to leadership and organizational change.
They interviewed employees that they didn’t work with directly. Out of those interviews emerged stories of who we are at our best, and out of that came seven values. Previously, our values were very much focused on getting the work accomplished. With these updated values, the first four of the seven have a human element to them, which is a significant change in terms of the culture of this organization.
We still expect excellence, we still innovate, but we also hear different perspectives. We value diversity. We engage in the tough conversations. It just has a very different flavor. And I believe that’s what will keep this organization strong—that there’s a balance of both the human and the work.
The Water News Network is San Diego County’s source for water news and information.
