As a start, in consultation with a good sample of its publics, the Orani Water District Vision & Mission statements were conceived, together with its Creed, Pledge & Motto in order to define its direction, the culture it needed to create and the expectations its publics should look for.
Its strengths, weaknesses, opportunities & threats were assessed to set its short, medium & long-term plans up to year 2025 under a 2-prong approach: cut expenses and improve revenues.
Two years later, LWUA officials seating as members of the Water District Board searched for, screened & installed a regular General Manager for the company and on December 16, 1994, a young and talented economist from Orani was installed as the new regular General Manager.
Network repairs were done permanently. A Special Water Action Team (SWAT) policy was formulated to encourage its publics to report illegal connections & meter tamperings. Due to scarcity of funds, only well-calculated rehabilitation works could be implemented. Network water pressure was raised to 20-40 psi range in 24-hour supply schedule. All pump stations were interconnected to each other to eliminate supply interruptions. Water pressure monitoring via radiowaves was introduced.
One clear thrust was to make the organization effective but lean. To make it happen, the Water District needed to create enthusiasm in & motivation among its workforce and keep abreast with current & emerging technologies. It was one of the first Water Districts in the country to implement the Salary Standardization Law. This was a gamble then, for the Water District had limited funds during that time, but the management believed & had been proven to be correct, that a supply- side approach in the handling of people was effective. The challenge then was the Water District would provide them with competitive salaries but it would push them to perform & be efficient. This thrust still continues.
Also in 1996, the management initiated the formation of Water District employees cooperative to prepare them for the possible privatization of the water district and at the same time, their possible source of additional trainings & income. The only source of capital then was members savings. Its cooperative, though still unregistered, operated & assisted the initial expansion of the Hermosa Water District and became one of the owners of the Bataan Cooperative Bank under the name, Legua - Nazareno KBMPC - a CDA registered cooperative because they were not yet registered. When it could not cope up then with the fast rising funding requirements of its members, majority withdrew their savings investments. It was only after the successful formation & operation of the employees Provident Fund that the Orani Water District MPC was born. Again, the employees started coop operations and on August 2002, it was officially registered with the Cooperative Development Authority (CDA). It then changed its personality for its investments in the cooperative bank and had been operating its multi-million peso portfolio for its members - this time with non-Water District employees as associate members.
In 1997, the creation of computerized infrastructure began and program development for operations followed. Needed equipment for operations were acquired to facilitate new water connection applications & maintenance works. Because of its clear direction & focus for the development of its territory, the Orani Water District became the biggest recipient of grant amounting to P14.0 MM in the entire Philippine water industry. It became the showcase of the involvement of the Federal Government of Germany through KFW in the water district industry in the country.
In 2003, Orani Water District was the only one in Bataan that had a fully-computerized system.
In 2004, Orani Water District was re-classified from an average category to a big category water district for attaining a high level of performance in providing water service to its publics. This was confirmed by the study conducted by an American company - the Development Alternatives, Inc. by classifying Orani Water District as one of the six (6) Class "A" water districts in the country. In 2006, Orani Water District moved to its newly constructed 3-storey building.
It received a special award on June 21,2007 for being a Creditworthy Water District using Local Water Utilities Administration (LWUA) benchmarks on financial and operational aspects thus, confirmed its effective exercise of its built-in incentive mechanism to be self-reliant.
2008 saw another breakthrough for Orani Water District. The Civil Service Commission granted the Orani Water District a CSC accreditation, the first Water District in Bataan to be given such authority. The Commission delegated authority to the Orani Water District to take final action on appointments under the Civil Service Commission (CSC) Accreditation Program, hence, appointments issued by the Water District could be implemented at once without prior approval of the Commission.
With its commitment to serve the people better, that same year, Orani Water District operationalized its project in Barangay Tala, the 11th pump station with assistance from the former Honorable Antonino Roman of District I, a dream project that became a reality now servicing 236 households in Barangay Pag-asa.
On May 12, 2009 Orani Water District was recognized by the Civil Service Commission on its website as the first water district in Region 3 to comply with Civil Republic Act No. 9485, also known as the Anti-Red Tape Law by launching its Citizen s Charter.
On September 2012 Orani Water District s Three Men Operation and Management Excellence team was a regional awardee of the Civil Service Commission s PAGASA Award in Group Category and in October 19 of the same year, eventually became a recipient of the same award on the national level as given by His Excellency President Benigno S. Aquino III at the Rizal Ceremonial Hall in Malacanang Palace.