Coastal Water Authority (CWA) has been a regional leader in supplying surface water to municipalities and industry for over 50 years. Currently the region is constructing over $5 Billion in new water infrastructure including a water treatment plant expansion, new pump stations, transmission and distributions lines. Surface water for this infrastructure will be delivered by CWA pumps stations, pipelines, and canals. To ensure safe uninterrupted supply of surface water, CWA will need to continue implementing its proven operation and maintenance processes, upgrade/replace older assets, and train/develop the personnel who will be responsible for operating CWA infrastructure.
CWA Vision
CWA will safely, efficiently, and reliably deliver up to 1.5 billion gallons per day of surface water to the City of Houston (COH) and its industrial customers.
- As its highest priority, CWA is committed to providing a safe and healthy workplace for our employees, contractors, and visitors.
- CWA will work closely with the Board of Directors, COH, Industrial Customers, and other agencies to achieve this vision.
- Pump Stations, Pipelines, Canals, Reservoirs, and Dams will be operated and maintained safely, efficiently, and to the highest standards by the most experienced and dedicated personnel.
- Capital Improvement Plan (CIP) projects will be planned, funded, and implemented to upgrade/replace end of life assets; provide full system redundancy, increase reliability, and capacity; while incorporate the latest technologies.
CWA Guiding Principals
- Deliver excellent service to our customers.
- Cultivate and maintain efficient, proficient, and responsive staff throughout the organization.
- Leverage the latest technologies to elevate efficiencies across CWA – employees, safety programs, business systems, purchasing/procurement processes, and pump station operations and maintenance.
- Treat all employees, customers, and vendors with dignity and respect.
- Be truthful, trustworthy, and transparent at all times.
Major Strategies and Tactics to Accomplish Goals
Vision Element 1 – CWA is committed to providing a safe and healthy workplace for our employees, contractors, and visitors.
Strategy – Improve and continue to strengthen CWA’s Safety Program based on Management Commitment; Employee Participation; Hazard Identification, Assessment, Prevention and Control; Education and Training; and Inspections and Audits.
Tactic 1 – Maintain CWA Safety Policy and Program and Review/Update Annually
Tactic 2 – Continue to Strengthen Facility Specific Safety Plans including Job Safety Analysis/Activity Hazard Analysis
Tactic 3 – Review/Update CWA’s Electrical Safety Program Annually
Tactic 4 – Formal Safety Training for Employees – Electrical, Confined Space, General Construction, Excavation, Hazardous Chemicals
Tactic 5 – Provide Monthly Safety Updates to O&M Committee
Vision Element 2 – CWA will work closely with the Board of Directors and COH to achieve the vision.
Strategy – Board Member and COH/HPW engagement
Tactic 1 – Conduct Annual Workshops and System Tours for Board Members
Tactic 2 – Hold Monthly Meetings with COH/HPW
Tactic 3 – Publish Quarterly Reports and Videos by System
Vision Element 3 – Pump Stations, pipelines canals, and reservoirs will be operated and maintained safely, efficiently, and effectively by the most experienced and dedicated personnel.
Strategy – Asset Management Program
Tactic 1 – Continue expanding CWA’s Asset Management Program – OpenGov
Tactic 2 – Assign 1-2 full time personnel to manage OpenGov System and work closely with O&M staff and CWA management on preventive maintenance, asset health index, asset replacements, and O&M budgets.
Tactic 3 – Program Annual Pipeline Inspections: Allocate annual O&M funds for pipeline inspections and complete interior pipeline inspections at least once every ten years.
Strategy – Operational Data Analytics and System Optimization
Tactic 1 – Continue with installation of meters and sensors on pumps and motors to measure flow, pressures, vibrations, run times and power usage. Collect and report data daily to monitor Pump Health, Cost of Pumping, Pump Efficiency. Use data to establish optimum pump combinations/speeds to maximize efficiency.
Tactic 2 – Incorporate latest technology (SCADA, instruments, communications, computers, networks, AI/ML) into modernization projects. Utilize combined systems to track, report, troubleshoot and make predictions based on real time data/information.
Tactic 3 – Continue to track/record chemical usage (liquid chlorine and aqua ammonia), chemical demand requirements from COH/HPW, Actual Analyzer results (CWA and COH/HPW) Optimize chlorine and ammonia dosages to reduce consumption/costs.
Tactic 4 – Initiate planning for the transition away from the Texas General Land Office (GLO) Electricity Plan to the market-based electricity procurement, including market research and engagement of an energy consultant to support a Retail Electric Provider Request for Proposals development and selection.
Strategy – Succession Planning
Tactic 1 – Continue with succession planning throughout the organization. Focus on critical superintendents and foreman who will be retiring in 2-5 years. Add critical hires for specialized positions – reliability engineer, SCADA engineer, master electricians.
Tactic 2 – Maintain a written succession plan for all management, engineering, and superintendent/foreman positions. Include development and training, short term replacement approach, career development, updates to plan, etc.
Strategy – Personnel Training – Pump Operations, Safety, Electrical, SCADA Programming
Tactic 1 – Maintain and regularly update facility specific operations and maintenance training modules.
Tactic 2 – Sustain new hire training and require annual refresher training.
Strategy – Program Operations Funds for Annual Pipeline Inspections
Tactic 1 – Utilize the Asset Management Program output to program annual operating funds for required pipeline inspections.
Tactic 2 – Complete pipeline inspections on the basis of one interior inspection every 10 years.
Strategy – Emergency action plans for all critical infrastructure
Tactic 1 – Prepare emergency action plans for all critical infrastructure including pump stations, pipelines, canals, reservoirs and Lake Houston Dam that includes repair procedures and funding sources to return to service.
Tactic 2 – Maintain stock of like-sized replacement pipe.
Tactic 3 – Procure and retain proven and experienced on-call contractors that are knowledgeable of CWA facilities.
Vision Element 4 – Deliver CIP Projects
Strategy – Continue Accessing Outside Funding Sources (Grants and Loans)
Tactic 1 – Maintain close relationship with TWDB. Update TWDB on a quarterly basis to demonstrate progress and fiscal responsibility.
Tactic 2 – Hire a dedicated government relations/funding specialist to coordinate with COH, lobbyists, TWDB, State Legislature, Federal funding agencies.
Tactic 3 – Build and Leverage Political Assistance/Support.
Strategy – Widely Communicate Message of CWA’s Aging Infrastructure and Need for CIP.
Tactic 1 – Continue with campaign to educate and inform Stakeholders (COH/HPW, Water Authorities, Industry) of CWA infrastructure, challenges, CIP projects, need for increased funding.
Tactic 2 – Utilize website and social media to provide background and status of CIP.
Tactic 3 – Continue Participation/Membership in the following Organizations: TAWWA, ASCE, APWA, WEF, TWA, SAME.
Strategy – B-System – Pump Expansion
Tactic 1 – Begin construction in early 2026 and achieve completion within sixteen months
Strategy – B-2 Pipeline
Tactic 1 – Complete the design by end of 2026
Tactic 2 – Develop construction management and inspection strategy and procure firm by end of 2026
Tactic 3 – Continue working with TWDB on final three years of SWIFT loan applications
Strategy – Capers Ridge Pump Station (CRPS) Expansion
Tactic 1 – Begin construction project under Construction Manager at Risk (CMAR) delivery method
Tactic 2 – Place order for pumps, motors and electrical equipment in 1st quarter 2026
Tactic 3 – Mobilize for construction upon completion of pump/motor manufacturing
Tactic 4 – Complete construction startup and testing in 2027
Strategy – SCADA Upgrade/Replacement
Tactic 1 – Complete SCADA design within 24 months
Tactic 2 – Begin delivering SCADA projects by end of 2026
Strategy – Facilities Improvements
Tactic 1 – Complete designs within nine months
Tactic 2 – Procure CMAR contractor for Facilities Improvement construction by 2nd quarter 2026
Tactic 3 – Begin construction in 4th quarter 2026
Strategy – Lynchburg Pump Station Modernization
Tactic 1 – Complete modernization study by 3rd quarter 2026
Tactic 2 – Early projects design – A-Pump System P-101 and P-102. Complete by 3rd quarter 2026. Place order for pumps, motors and Variable Frequency Drives in 4th quarter 2026.
Tactic 3 – Provide TWDB quarterly updates on Lynchburg Pump Station progress
Strategy – Lake Houston Dam
Tactic 1 – Complete Lake Houston Dam Spillway Improvement Project design in 2026
Tactic 2 – Work with COH and State to acquire balance of funding for construction
Tactic 3 – Begin contractor outreach and delivery method planning in early 2026
Tactic 4 – Complete ongoing analysis of a future dam replacement or major rehabilitation project
Tactic 5 – Complete ongoing assessment of dam sliding stability factors of safety
Vision Element 5 – To operate in a digitally integrated environment incorporating the latest technologies including enterprise business systems and artificial intelligence/machine learning (AI/ML) tools that provide real-time analysis of data allowing smart data-driven decisions across the organization.
Strategy – Financial Systems Modernization and Budget Control
Tactic 1 – Procure and implement upgraded accounting and financial management software to support real-time budget monitoring, purchase order tracking, and project cost controls.
Tactic 2 – Develop standardized budget dashboards for O&M and CIP expenditures, including variance analysis and updates.
Tactic 3 – Integrate asset management, project management, and accounting/financial management systems to improve cost visibility, forecasting, and lifecycle planning.
Strategy – Kahua Roll-out and Utilization
Tactic 1 – Continue roll-out of Kahua Information Management system to transition to complete digital records and files both for O&M operations and Projects/Programs.
Strategy – Incorporate AI/ML tools into all CWA pump station operations systems to perform real time data analysis, trending, and predictions
Tactic 1 – Develop AI/ML intelligence layers for all CWA pump station and plant control systems.
Tactic 2 – Coordinate AI/ML intelligence systems with on-going SCADA replacement program.
Tactic 3 – Develop CWA custom AI Agent/Chatbot to aid CWA operators in evaluating data, predicting failures, and consideration of various alternate operation scenarios.
