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Board of Directors Meeting
May 12, 2021
Legislative Update
Overview
OngoingActivities
BillsIntroduced
LegislativeCalendar
DroughtDeclaration in
Nor Cal
41 Nor CalCounties
State agencies and local water districts shallpartner to raise awareness of drought &encourage water conservation
State to find/accelerate funding for watersupply projects to address drought impacts
Timely submittal and posting of UWMP andwater shortage contingency plans
Encompassing 4 watersheds
DROUGHT DECLARATION
State shall develop California Drought Monitorby 12/31/2021
LEGISLATIVE ®ULATORYADVOCACYPRINCIPLES
FUND STATE WATER INFRASTRUCTURE
EQUITABLY
HELP LOCAL GOVERNMENTS SUCCEED
& KEEP REVENUES LOCAL
SUPPORT LOCAL WATER SUPPLY RELIABILITY
SUPPORT LONG-TERM SOLUTIONS FOR ACCESS
TO SAFE, AFFORDABLE DRINKING WATER
ASSIST IN MEETING WATER USE EFFICIENCY
GOALS
BASE WATER QUALITY STANDARDS ON SCIENCE
IMPROVE WATER/ENERGY NEXUS TO REDUCE
ENVIRONMENTAL IMPACTS
Prohibits shutoffs for nonpayment during a declared state orlocal emergency where customer resides
Prohibits shutoffs unless customer delinquent >90 days ORthe total amount owed is at least $250
Prohibits shutoffs to a master-metered multi-familyresidence or to a master-metered mobilehome park
Effective July 1, 2022
AFFORDABILITY
Establish theWater RateAssistance Fundin the StateTreasuryFunding sourcenot identified
SB 222 SB 223
Water RateAssistance Program
Discontinuation of Residential Water Service
Establishes consistent,science-basedapproach forassessing publichealth and drinkingwaterconsequences ofCECs
WATER QUALITY
Sponsored by MWD and CMUA
Authorizes financial assistanceto certain public water systems(serving <10,000 individuals)
Seeks to create statewideprogram to identify andevaluate CECs in drinkingwater sources
State Program
Helps Small Water SystemsActivity DescriptionSB 230: SWRCB: Constituents of Emerging Concern program
Science-based Approach
AB 1434 BY JANUARY 1, 202348
BY JANUARY 1, 202544
BY JANUARY 1, 202840
GPCD
GPCD
GPCD
INDOOR WATER USE OBJECTIVES
WATER USE EFFICIENCY
Authorizes legislative body to hold meetings by teleconference duringan emergency
Prohibits legislative body from requiring public comments besubmitted in advance of the meeting; ability to make comments inreal-time
Relaxes posting requirements in physical locations when meeting remotely
Agencies not required to make all remote meeting sites accessible to the public
AB 361
LOCAL GOVERNANCE
AB 339
SUMMARY
Open meetings:local agencies:teleconferences
Provides option for public toattend and provide comment in-person, over the phone, and online.Requires translation of meetinginstructions as well as postedagendas (upon request)
FEDERAL / STATE
FUNDINGSB 45Wildfire Prevention, Safe Drinking Water, DroughtPreparation, and Flood Protection Bond Act of2022 ($5.5B)
AB 1500Safe Drinking Water, Wildfire Prevention, DroughtPreparation, Flood Protection, Extreme HeatMitigation, and Workforce Development BondAct of 2022 ($6.9B)
Bond would be placed on November 22 ballot forvoter approval.
Provides $1.9T in Federal funding -including $350B for state/localgovernment
Includes:$500M for Low-Income Water andWastewater Assistance Program
Another $21.55B for Emergency RentalAssistance Program, which includesutility arrearages
Establishes $10B Homeowner AssistanceFund, which includes utility arrearages
$1B to help ratepayers inarrears due to COVID-19$500M for drought reliefprograms$500M for WUE efforts$200M for resilient waterinfrastructure projects$200M for recycled water$100M for water quality,including PFAS remediationand septic to sewer
H.R. 1319: American Rescue PlanCA Senate Budget Plan onDrought, Safe DrinkingWater, Water SupplyReliability and RatepayerAssistance
Proposed Bonds
Last day for
each house
to pass bills
J U N E 4
Budget Bill
must pass by
midnight
J U N E 1 5
Summer
Recess
J U L Y 1 4 -A U G . 1 6
Last day for
any bill to be
passed
S E P T . 1 0
Last day for
Governor to
sign or veto
bills
O C T . 1 0
2021 LEGISLATIVE CALENDAR
ON-GOING ACTIVITIES
EngagementLetters Tracking
MORE Project UpdateMAY 12, 2021
Background
Task- Evaluate and recommend concepts for MORE facility
expansion
Constraints- $17MM cost prohibitive to MVWD
Information gathering
Reviewed previous work- Omar and SVA architects, Reference
2006 need’s assessment
Needs discussion with operations and maintenance
Department interaction
Current office space ~10,000 FT2 across 3 buildings
Total building space ~21,000 FT2
Design Process
Approach
Site layout with building outlines- Detailed design to follow
Separate public from operations- Safety
Program assignment
Construction phasing
Review completed
Executive Team Feedback- Power to be routed underground
and demo engineering building
Management Team Feedback- Enhanced access points
Ad Hoc committee- Discussed options and approved concept
on 4/26.
Key Design Drivers
Re-purpose buildings when practical
~20,000 FT2 total office- current staff, staff growth
and sewer service
Maintenance area must include all equipment
from other existing locations. (i.e. firehouse, water supply building, outside storage.)
Consider existing utilities- minimize relocations
Minimize impact on staff during construction-
Phased approach
Proposed Facility Layout
Construction Market
Pressures
Raw Material Increases
Wood- 110%
Steel- 53%
Resin- 300% (Plastics)
Construction Labor cost- ??
Improving market
Infrastructure plans
Recommendation
Detail design should commence immediately
New building layout
Re-purpose of existing general office and “radiator
shop”
Maintenance garage expansion
Program elements concurrently designed
Construction timing- 18 – 24 months after building
permits received
Construction phased to minimize impact to MVWD staff
GENERAL MANAGER &
ASSISTANT GENERAL MANAGER/CHIEF FINANCIAL OFFICER
PERFORMANCE EVALUATION PROCESSBOARD OF DIRECTORS
MAY 12, 2021
GENERAL
MANAGER &
ASSISTANT
GENERAL
MANAGER/
CHIEF FINANCIAL
OFFICER
Contract Employees
• General Manager
• Secretary
• District Treasurer
Bylaws Officers
Direct Reports to Board of Directors
• Management Assessment Committee – oversight, negotiation
• General Manager – facilitation
• Legal Counsel – consistency with law
Annual Performance Evaluations
PERFORMANCE EVALUATION PROCESS OVERVIEW
May 12
Annual Performance Evaluation Report
Designate Management Assessment
Committee as Executive
Compensation Negotiator
May 13-28
Board Performance
Review Survey
(optional)
June 9
Board Closed Session
Discussion
Board Closed Session
Direction to Management Assessment Committee
June 22
Management Assessment Committee
June 23
Board Closed Session Report
from Management Assessment Committee
Board Open Session
Discussion/Action
ANNUAL
PERFORMANCE
EVALUATION
REPORT
BOARD
PERFORMANCE
REVIEW SURVEY
Tool for Review
➢ Not Required to Use
Board Member Options
➢ Answer One or More
Questions
➢ Provide General Comments
➢ Use to Prepare for
6/9 Discussion
➢ Skip
PERFORMANCE EVALUATION PROCESS OVERVIEW
May 12
Annual Performance Evaluation Report
Designate Management Assessment
Committee as Executive
Compensation Negotiator
May 13-28
Board Performance
Review Survey
(optional)
June 9
Board Closed Session
Discussion
Board Closed Session
Direction to Management Assessment Committee
June 22
Management Assessment Committee
June 23
Board Closed Session Report
from Management Assessment Committee
Board Open Session
Discussion/Action
PERFORMANCE EVALUATION PROCESS OVERVIEW
May 12
Annual Performance Evaluation Report
Designate Management Assessment
Committee as Executive
Compensation Negotiator
May 13-28
Board Performance
Review Survey
(optional)
June 9
Board Closed Session
Discussion
Board Closed Session
Direction to Management Assessment Committee
June 22
Management Assessment Committee
June 23
Board Closed Session Report
from Management Assessment Committee
Board Open Session
Discussion/Action
PERFORMANCE EVALUATION PROCESS OVERVIEW
May 12
Annual Performance Evaluation Report
Designate Management Assessment
Committee as Executive
Compensation Negotiator
May 13-28
Board Performance
Review Survey
(optional)
June 9
Board Closed Session
Discussion
Board Closed Session
Direction to Management Assessment Committee
June 22
Management Assessment Committee
June 23
Board Closed Session Report
from Management Assessment Committee
Board Open Session
Discussion/Action
PERFORMANCE EVALUATION PROCESS OVERVIEW
May 12
Annual Performance Evaluation Report
Designate Management Assessment
Committee as Executive
Compensation Negotiator
May 13-28
Board Performance
Review Survey
(optional)
June 9
Board Closed Session
Discussion
Board Closed Session
Direction to Management Assessment Committee
June 22
Management Assessment Committee
June 23
Board Closed Session Report
from Management Assessment Committee
Board Open Session
Discussion/Action
PERFORMANCE EVALUATION PROCESS OVERVIEW
May 12
Annual Performance Evaluation Report
Designate Management Assessment
Committee as Executive
Compensation Negotiator
May 13-28
Board Performance
Review Survey
(optional)
June 9
Board Closed Session
Discussion
Board Closed Session
Direction to Management Assessment Committee
June 22
Management Assessment Committee
June 23
Board Closed Session Report
from Management Assessment Committee
Board Open Session
Discussion/Action
STAFF RECOMMENDATION
It is recommended that the Board of Directors:
1. Receive and file the performance evaluation process for the general manager and
assistant general manager/chief financial officer;
2. Receive and file the general manager and assistant general manager/chief financial
officer’s Fiscal Year Ending 2021 Annual Performance Evaluation Report; and
3. Designate the Management Assessment Committee as its representative to negotiate
separately with the general manager and assistant general manager/chief financial
officer on executive compensation and employment agreement amendments.
Recommended