Robert R. Puente, President and CEO of San Antonio Water System, reflects on nearly two decades of leading the transformation of San Antonio’s water strategy, from reliance on the Edwards Aquifer to one of the most diversified and drought-resilient water portfolios in the United States.
As the public utility serving the growing city of San Antonio, SAWS supplies water and wastewater services to around two million people while managing the pressures of population growth, recurring drought, and climate variability in South Texas. During Puente’s tenure, the organisation has expanded its supply strategy through regional partnerships, desalination, large-scale infrastructure projects, and nationally recognised conservation programs.
In this interview, Puente discusses the policy foundations that shaped Texas water planning, the major projects that strengthened San Antonio’s long-term water security, and how SAWS is using innovation, data, and community programs to build a more resilient and equitable water future.
We shifted from managing scarcity to investing in long-term reliability – building regional partnerships, building a brackish desalination plant
Since 2008, you've overseen a total transformation of San Antonio’s water portfolio. Looking back on your 18-year tenure, what do you consider the defining shift in the organisation’s strategy for securing the city's water future?
San Antonio’s defining shift in water strategy began for me even before SAWS, when I helped create the Edwards Aquifer Authority in the Legislature in 1993. That experience showed how vulnerable a city can be when it depends on a single source.
When I joined SAWS in 2008, we transformed that lesson into action. The most significant change in my tenure has been moving from that single-source dependence to a truly diversified and drought-resilient portfolio.
We shifted from managing scarcity to investing in long-term reliability – building regional partnerships, building a brackish desalination plant, completing Vista Ridge (the largest P3 water project in the country), and continuing to lead national conservation. Each step added supplies independent of the Edwards Aquifer.
Today, San Antonio has one of the most diversified water supply portfolios in the country. That pivot toward diversification reshaped how we plan, invest, and think about our future. It is the cornerstone of the city’s water security for generations to come.
Having shaped landmark Texas water policies both in the legislature and as CEO of SAWS, which specific project or achievement from your career are you personally most proud of?
I am proud to have been a principal stakeholder and negotiator in the passage of foundational legislation establishing our state’s water policies
During my tenure in the Legislature and as Chairman of the House Natural Resources Committee for several sessions, I am proud to have been a principal stakeholder and negotiator in the passage of foundational legislation establishing our state’s water policies. From the creation of the EAA in 1993, to SB 1 in 1997 establishing the regional and state water planning process, to SB 3 in 2007 providing a collaborative framework for protection of environmental flows, resolution of long-standing conflicts in the Edwards Aquifer region and the recognition of conservation as an essential aspect of water supply development, each mark major progress in sound water management. For example, beginning with the passage of SB 1477 establishing the Edwards Aquifer Authority in 1993, early on, I was part of efforts to establish clearer governance and science-based management of the Edwards Aquifer – work that underscored for me how essential transparent regulation is to protect a shared resource. That experience shaped everything that came afterwards.
At SAWS, the project that stands out most is the transformation of San Antonio’s water portfolio into one of the most diversified and resilient in the nation.
But beyond any single project, what I value most is the creation of a framework that moves water planning in Texas from reactive to proactive. Whether through conservation leadership, innovative supply development, or collaborative regional planning, the goal has always been the same: to ensure that future generations inherit a more secure and sustainable water system than the one we started with.
I am also proud and inspired by the employee team that we have built at SAWS for the benefit of our region. SAWS employees never cease to amaze me with their ingenuity, innovation, and diligence. The enduring shift toward resilience and long-range thinking is the accomplishment of which I am proudest.
As H2Oaks becomes the nation's largest inland desalination plant by 2026, what are the main challenges for brine disposal as you scale, and are you exploring "mineral recovery" or "zero-liquid discharge" innovations?
Beyond any single project, what I value most is the creation of a framework that moves water planning in Texas from reactive to proactive
Concentrate disposal is one of the key challenges of brackish groundwater desalination treatment plants across the nation, and SAWS was not exempt from this. SAWS evaluated several disposal options and found deep well injections to be the most feasible. Disposing of concentrate through deep well injection is an “energy” intensive process. SAWS continues to research innovative technologies to meet our process needs to ensure the most cost-effective approach in disposing of concentrate discharge. SAWS has been in discussion with a few potential “mineral recovery” companies; however, the discussions so far have not progressed beyond the feasibility stage due to current market conditions.
The $200 million ConnectH2O rollout was finished ahead of schedule. How is SAWS using hourly usage data to refine supply modelling and drive new consumer-facing innovations?
Customers can view their usage by the hour, day, or month through the SAWS portal and mobile app.
Any account showing continuous usage (5 gallons) over a 48-hour period triggers automated alerts via robocall, text, email, and letters to notify customers of any potential leaks. Customers can opt to receive usage alerts based on their customizable thresholds.
Rather than issuing violations for water restriction violations, we use the AMI data to send email reminders to customers to help them return to compliance. We plan to use the AMI data to move towards proactive water loss mapping through district metering. By matching hourly production data with the AMI data, we can identify system leaks before they surface.
Following the Sparks Innovation Expo, which leak-detection technologies have shown the best ROI for inclusion in your 2025 Water Management Plan targets?
Our biggest strength in finding and fixing leaks is not a piece of equipment – it is the people who work this system every day. Their experience, judgment, and consistency are what keep water moving where it should.
Events like the Sparks Innovation Expo help by giving staff a chance to see what is out there, ask questions, and bring back ideas that can make a real difference in daily operations. From the event, we were able to get a better understanding of proactive leak detection products that will help us identify the hidden leaks in our system, which are the major contributors to the SAWS water loss volume.
Our biggest strength in finding and fixing leaks is not a piece of equipment – it is the people who work this system every day
We will be piloting several products that promise to make our work more effective. These are tools using state-of-the-art, reliable acoustic methods coupled with AI technology that can be moved around the critical water system as needed. Also, tools that monitor system pressures and identify system anomalies that point to leaks. In addition to the new products, we are using system-wide analytics and remote sensing to support our efforts.
All these tools help us to proactively identify hidden issues earlier and respond faster, supporting our crews and reducing water loss. For us to succeed, we will need to work with partners in the private and public sectors and use new technologies to continue to improve our game.
Meeting the goals in our Water Management Plan depends on steady, practical work across the board: leak detection, advanced metering, targeted pipe replacement, and better system monitoring. As computing power and sensors improve, they will simply give our teams more information and enable us to find hidden leaks before they become major disruptions.
With SAWS’ $1.2 billion sewer program nearing its 2027 milestone and spills down 70%, how will you codify these "best practices" into long-term asset management to ensure this progress holds?
SAWS maintains over 6,000 miles of sewer pipes across our city. Following the success of our Consent Decree compliance and the consistent reduction of sewer spills, we are continuing the best practices already implemented, including CMOM (capacity management, operation and maintenance), inflow and infiltration reduction efforts, sewer main replacement, and sewer main rehabilitation.
SAWS is coupling those efforts with our proactive planning approach via the Wastewater Collection Master Plan, updated every five years, and the efforts by our crews to inspect pipes and manholes as well as televise and clean sewer lines on an annual basis. In 2025, we televised over 300 miles of pipe, cleaned over 1,300 miles of pipe, and inspected over 3,700 manholes. This information is used to assess the condition of our pipe, prioritise replacement and rehabilitation efforts, package into projects and then implement via the Capital Improvement Program (CIP). The 5-year CIP includes an investment of $608 million in improvements to the sewer system.
SAWS was the first in the U.S. to sell captured sewer gas to the natural gas grid; how has this impacted your bottom line, and do you plan to expand this "energy-from-waste" model?
Concentrate disposal is one of the key challenges of brackish groundwater desalination treatment, and SAWS was not exempt from this
In August 2025, SAWS executed an amended contract with Ameresco, the third-party that has processed the methane gas from our anaerobic digesters since 2010 and sells it as renewable energy to the natural gas grid. Through that amended contract, we anticipate annual revenues in 2026 of more than $500,000. More importantly, beneficially using this gas instead of flaring it off to the atmosphere, as many wastewater plants do, helps protect the air quality of San Antonio. With the upcoming improvements to our biosolids handling facilities at the Steven M. Clouse Water Recycling Center, we foresee increases in gas production that could increase revenues from the Ameresco contract if market conditions are favourable.
Sustainability is at the core of our mission, and that not only means supporting programs like our biogas-to-energy contract, but also initiatives such as expanding our use of recycled water and composting our biosolids. We want all the byproducts from our wastewater plants put to beneficial use.
How do you intend to navigate the inherent trade-offs between water diversification and energy efficiency, and what does the future of your strategic energy management look like?
Energy consumption is monitored closely by SAWS. So much so that in 2023, SAWS developed and implemented its very first Energy Strategy Master Plan. Energy efficiency and water diversification go hand in hand because the energy intensity of SAWS operations varies based on how we source water.
Now and moving forward, SAWS will continue to closely monitor the relationship between water sourcing and energy to ensure we are operating as efficiently as possible, while ensuring the water resilience needs of our community.
Your 2025 Plan includes a new Water Equity chapter. Beyond rate assistance, how is SAWS building water security for marginalised communities and scaling programs like "Plumbers to People"?
At SAWS, it is important for us to have water security for all of our customers, including our marginalised community members.
The Plumbers to People (PTP) program was one of the original Conservation programs at SAWS. Knowing that 14% of water is lost to indoor leaks, this program is critical to provide emergency water leak repair assistance to qualified customers. This helps reduce bills, prevent service disruptions, and conserve water with residents who may not have the resources to make these investments themselves. With the addition of the ConnectH2O electronic meters, we are able to more proactively identify high-need households, reaching out often before they know an issue is present. Additional support is being offered through a pilot program with funding from the City of San Antonio to perform general construction repairs required before plumbing repairs can be made.
As sensors improve, they will give our teams more information and enable us to find hidden leaks before they become major disruptions
The Laterals to People (LTP) program was started in 2003 with the goal of providing assistance to qualified customers who lack funds to repair their sewer lateral system, helping to reduce pooling sewage often found in low-income neighbourhoods. LTP has assisted almost 800 families over the past 10 years. With additional funding support through the City of San Antonio, a new pilot program is underway, allowing us to construct a new residential sewer lateral where one does not currently exist.
In addition to providing bill and plumbing assistance, SAWS offers our marginalised community members:
- agency referrals helping to connect customers with local agencies that can provide additional assistance, such as CPS Energy, S.A. Food Bank, S.A. Pet Pantry and S.A. Department of Human Services;
- leak adjustments by removing charges for “lost” water if a customer has a leak repaired by a licensed plumber;
- senior citizen billing, which waives late payment penalties for customers aged 60 and older;
- domestic violence deposit waiver, which allows customers to open a new service account without paying a security deposit;
- disability billing/disabled veterans initiative, providing a payment extension to residential customers who receive disability income.
With the city facing the dual challenges of rapid growth and more frequent extreme droughts, what do you consider the most vital shift required in the community's relationship with water to ensure long-term security for the next generation?
With the challenges of rapid growth and more frequent droughts, it is important to address the shared responsibility we have in conserving water – both our customers managing their water use as well as how we, as a utility, manage and protect the water already in our system. An important shift is to distinguish between essential uses of water and discretionary water use. San Antonio has invested in diversified supplies, including Vista Ridge, Brackish Water Desalination, and the Aquifer Storage and Recovery project, to ensure we have reliable water for generations to come – but this does not mean the water should be wasted.
San Antonio Water Systems continues to invest in proactive pipe replacement, leak detection technology, and rapid response to main breaks
During extreme droughts, the challenge is in discretionary outdoor use, specifically, landscape irrigation. Landscape watering accounts for the largest increase in demand during hot, dry summer months. Through education, conservation-minded rates, drought rules, and year-round watering guidance, we encourage customers to limit discretionary outdoor watering and adopt more efficient, water-saving landscape practices. These efforts have created a culture of conservation in San Antonio.
We know that conservation does not fall only on our customers. We hold ourselves accountable for reducing water loss within our own system. SAWS continues to invest in proactive pipe replacement, leak detection technology, and rapid response to main breaks, all reducing non-revenue water.
Combining customer-focused conservation measures with utility improvements, we are ensuring that our community is prepared to face the challenges of rapid growth and drought while ensuring there is plenty of water for essential needs.
