Moreno-Lakeside Pipeline Project 

Background

In 1999, PPS began working with the San Diego County Water Authority on the Moreno-Lakeside Pipeline Project, an important part of the San Diego County Water Authority’s Capital Improvement Program to enhance the flexibility, reliability and capacity of its water delivery system. As the public relations and community outreach firm for this project, PPS was responsible for developing and implementing a multi-faceted outreach program for the Water Authority.

Initially, this project met with a great deal of resistance in the Lakeside community. Preliminary efforts to meet with the community, Lakeside Community Planning Group and Lakeside Design Review Board were met with resistance.

Strategy

Over five years, the Water Authority met with various stakeholders numerous times to gain support for the project, including the planning group, design review board, school district, and Barona casino. The public affairs team held a series of community open houses and forums to educate and inform the community and started a 24-hour project information phone line. One-on-one discussions were held with individuals with special concerns and a concerted effort was made to accommodate their property, livestock and landscape issues.

In an effort to tailor the construction schedule to meet the community’s needs, the Water Authority met with many local businesses, equestrian organizations, the Little League and the school district to discern necessary construction blackout dates and accommodated all the requests. The team also worked closely with the Lakeside Design Review Board to solicit input and design suggestions for the exterior appearance of the Helix Flow Control Facility 6-7-8.

In addition, PPS regularly prepared and distributed fact sheets, newsletters, and numerous postcards and letters to the community.

Results

These efforts to address community concerns have created much good will towards the Moreno-Lakeside Pipeline Project. Community resistance was substantially reduced and relations with the Community Planning Group and Design Review Board became more open and friendly. The MLP project had a complete turnaround in public perception due to the community outreach activities undertaken by Public Affairs.