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HomeMy WebLinkAboutAgenda Packet - Community Advisory Commission - 05/20/2021COMMUNITY ADVISORY COMMISSION MEETING VIA TELECONFERENCEMay 20, 2021 - 6:00 PM31111 Greenspot Road, Highland, CA 92346 In an effort to prevent the spread of COVID-19 and in accordance with Governor Newsom's Executive Order N-25-20 and N-29-20, this meeting is being conducted via teleconference. There will be no public location for attending this meeting in person. Members of the public may listen and provide public comment telephonically. Anyone wishing to join the meeting may do so using the following information: DIAL: 1-209-425-5876 and enter CONFERENCE ID: 526 937 171# You may also join by clicking HERE to join the meeting via Microsoft Teams. AGENDA CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL OF COMMISSION MEMBERS PUBLIC COMMENTS Any person wishing to speak to the Board of Commissioners is asked to complete a Speaker Card and submit it to the District Clerk prior to the start of the meeting. Each speaker is limited to three (3) minutes, unless waived by the Chairman of the Commission. Under the State of California Brown Act, the Board of Commissioners is prohibited from discussing or taking action on any item not listed on the posted agenda. The matter will automatically be referred to staff for an appropriate response or action and may appear on the agenda at a future meeting. 1. APPROVAL OF CONSENT CALENDAR All matters listed under the Consent Calendar are considered by the Board of Commissioners to be routine and will be enacted in one motion. There will be no discussion of these items prior to the time the commissioners consider the motion unless members of the commission, the administrative staff, or the public request specific items to be discussed and/or removed from the Consent Calendar. a. Approve the August 11, 2020 Commission meeting minutes b. Approve the February 18, 2021 Commission meeting minutes DISCUSSION/INFORMATIONAL ITEMS 2.Fiscal Year 2021-22 Budget Overview 3.Outreach Update 4.Commissioner Comments 5.Staff Comments ADJOURN Pursuant to Government Code Section 54954.2(a), any request for a disability-related modification or accommodation, including auxiliary aids or services, that is sought in order to participate in the above-agendized public meeting should be directed to the District Clerk at (909) 885-4900 at least 72 hours prior to said meeting. 1 Minutes 08-11-2020 cmc Subject to approval EAST VALLEY WATER DISTRICT August 11, 2020 COMMUNITY ADVISORY COMMISSION VIA TELECONFERENCE MINUTES Cecilia Contreras, Senior Administrative Assistant, called the meeting to order at 6:01 pm and led the flag salute. PRESENT: Commissioners: Laster, Miller, Yauger ABSENT: Commissioners: None STAFF: Kelly Malloy, Director of Strategic Services; Cecilia Contreras, Senior Administrative Assistant GUEST(s): None PUBLIC COMMENTS The Senior Administrative Assistant declared the public participation section of the meeting open at 6:08 pm. There being no written or verbal comments, the public participation section was closed. APPROVE THE MAY 12, 2020 COMMISSION MEETING MINUTES M/S/C (Miller-Yauger) to approve the May 12, 2020 Commission meeting minutes as submitted. APPROVE THE JUNE 16, 2020 COMMISSION MEETING MINUTES M/S/C (Miller-Yauger) to approve the June 16, 2020 Commission meeting minutes as submitted. STERLING NATURAL RESOURCE CENTER PROJECT UPDATE The Director of Strategic Services provided an update on the project stating that construction has reached the halfway mark; that regulatory permits are currently in process and a significant amount of infrastructure is being built underground; that on the west side of the project, the framework for the administration building has gone up; that the plans are in progress for the landscaping and site security; and that the District has to send out notification to the surrounding area of the project to comply with South Coast Air Quality Management District requirements and staff is actively working on the outreach for this. She stated that staff is continuing to outreach to the community regarding this project through social media, website updates, and the beginning of a bi-monthly newsletter. 2 Minutes 08-11-2020 cmc Information only. LEGISLATIVE UPDATE The Director of Strategic Services stated staff, along with the District’s legislative lobbyist, continues to monitor multiple bills including but not limited to SB 1386 and the FY 2020- 21 state budget; and that staff continues to monitor evolving executive orders regarding COVID-19 as it relates to the moratorium of service disconnections. She stated that management is holding meetings with staff who have school age children and the impact of distance learning. Information only. EMERGENCY RESPONSE UPDATE The Director of Strategic Services stated the staff continues to respond to the COVID- 19 emergency with implementing modified staffing to ensure coverage in the office while also working remotely; that there are daily procedures in place including a wellness survey and enhanced cleaning measures; that staff is submitting to FEMA a small project for reimbursement of supplies related to COVID-19. Ms. Malloy updated the commissioners that staff continues to work with the consultant, Arcadis, to complete the development of emergency response plans and have also included a Business Continuity Plan; that the Hazard Mitigation Plan has been approved by CalOES and is currently in review by FEMA, and once complete, this document will be taken to the Board for adoption. Information only. OUTREACH UPDATE The Director of Strategic Services provided an update on the continued outreach that District staff is currently doing which include but are not limited to COVID-19, Capital Improvement Project construction, Consumer Confidence Report, printing of the Fiscal Year 2020-21 budget document, SNRC updates, conservation outreach, and the Pathway Program with the students from Indian Springs High School. Information only. COMMISSIONER COMMENTS Dr. Miller stated that she enjoyed the Sterling Natural Resource Center tour and can’t believe how much has been completed. Mr. Laster thanked staff for the tour of the Sterling Natural Resource Center and appreciated the information provided in the legislative update. STAFF COMMENTS 3 Minutes 08-11-2020 cmc The Director of Strategic Services mentioned that two application had been received for the vacant commissioner seats and will be presenting those members to the Board in the next few weeks for approval. She reminded that the next Community Advisory Commission meeting is scheduled for November 10, 2020 at 6pm. Information only. ADJOURN The meeting adjourned at 7:22 pm. ________________________ Kelly Malloy Director of Strategic Services 1 Minutes 02-18-2021 wcr Subject to approval EAST VALLEY WATER DISTRICT February 18, 2021 COMMUNITY ADVISORY COMMISSION VIA TELECONFERENCE MINUTES William Ringland, Public Affairs/Conservation Manager, called the meeting to order at 6:01 pm. Kelly Malloy, Director of Strategic Services led the flag salute. PRESENT: Commissioners: Kay, Laster, Miller, Shelton, Yauger ABSENT: Commissioners: None STAFF: Kelly Malloy, Director of Strategic Services; William Ringland, Public Affairs/Conservation Manager GUEST(s): None PUBLIC COMMENTS The Public Affairs/Conservation Manager declared the public participation section of the meeting open at 6:04 pm. There being no written or verbal comments, the public participation section was closed.. FIVE-YEAR WORK PLAN UPDATE The Director of Strategic Services provided an update on the District’s Five-Year Work Plan. An overview was provided on the highlights accomplished in 2020 with the strategic objectives accomplished even during the pandemic. Staff then presented on the upcoming Five-Year objectives detailing the various categories and District strategies associated with each objective. Several questions were asked by commissioners regarding the Five-Year Work Plan and addressed by staff. Information only. EMERGENCY NOTIFICATION UPDATE The Director of Strategic Services informed the commission on the importance the District places on emergency preparedness. It was stated that one key element to crisis planning is the notification to customers in the event of an emergency. The District has received approval from FEMA to utilize the IPAWS emergency notification system. An overview was provided to the commissioners on how the IPAWS system uses cellphone location information to deploy an emergency alert without the need to manage a subscription list or keep it current. Several comments were received from the commissioners. 2 Minutes 02-18-2021 wcr Information only. GRANT STRATEGY UPDATE The Director of Strategic Services provided an update on the District’s grant strategy which was developed and adopted in 2012 with the District largely completing/accomplishing the objectives set in the strategy. An updated strategy is being developed by staff to outline the goals, objectives, and strategic approach to selecting which grants to pursue. Staff reviewed the draft grant strategy document and reviewed the key roles for each position listed within the document. Several comments were received from commissioners regarding the document. Information only. COMMISSIONER COMMENTS A comment was received regarding the customer portal and the current integration with the website. Staff stated they will follow up with the individual commissioners encountering the problem and plan to add this to the agenda for the next commission meeting. STAFF COMMENTS The Director of Strategic Services thanked everyone for attending the meeting and introduced the new Public Affairs/Conservation manager. The next Community Advisory Commission meeting will occur in April 2021, additionally staff will be reaching out to secure a date for a special meeting to discuss the upcoming budget process. The SNRC continues to make progress with construction and looks significantly different from the last time the commissioners toured the facility. The Director of Strategic Services offered the opportunity to receive a site tour and stated that staff will reach out to schedule a time for each commissioner. It was stated the Board will be reviewing the opportunity for a potential rate change at the February 24, 2021 Board Meeting and the Director of Strategic Services thanked all commissioners for the discussion about rate changes at the previous commission meeting. Information only. ADJOURN The meeting adjourned at 7:56 pm. ________________________ Kelly Malloy Director of Strategic Services R espec tfully s ubmitted : Kelly Malloy Direc tor of S trategic S ervices B OAR D AG E N D A S TAF F R E P O RT Agenda Item #2. Meeting Date: May 20, 2021 Dis c ussion Item To: C o mmis s io n Memb ers From: Direc tor o f S trategic S ervices S ubject: F is c al Year 2021-22 Bud get O verview R E COMME N D AT IO N: T his items is for info rmatio n only, no ac tion is required at this time. B AC KG R O UN D / AN ALYS IS : Eac h year the District d evelops an annual b ud get to take effect on July 1, beginning the fis cal year. T his p ro c es s typically begins in January with the d evelo p ment o f Dis tric t-wide G oals , whic h are ultimately adopted as the G eneral Manager/C EO 's annual go als . T hese goals then create the found ation o f P rogram G o als and O bjectives fo r cons ideratio n b y the G overning Board . F ollo wing the cons ens us of thes e expectations, the p rogram expenditures are calc ulated. C o nc urrently with the drafting o f thes e targets, financial revenue p ro jec tions are d evelop ed to antic ipate the availab le fund s for us e. S hould there be exc es sive exp ens es beyond antic ipated revenues , then the expectations may need to be ad jus ted to fit within the financ ial cons traints of the Dis tric t. O nc e all o f these elements are c o mpleted , the d o c ument is p res ented to the G o verning Bo ard for c ons id eratio n. By law, the Dis trict must adopt the do cument b y June 30 o f eac h year. T he bud get s erves as a guid e for ac tivities thro ughout the fis cal year. It is an es s ential tool for trans p arency into the p rio rities , ac tivities , and c os ts o f o p erating the Distric t. AGE N C Y GOALS AN D OB J E C T IVE S: G oal and O b jec tives I I - Maintain a C o mmitment to S us tainab ility, Trans p arency, and Ac countability a) P rac tic e Transparent and Ac countable F isc al Management d) P ro vid e Q uality Info rmatio n to Encourage C ommunity Engagement ATTAC H M E NTS: Description Type Goals and Objectives P resentation P resentation Revenue P rojections P resentation April 21, 2021 FY 2021/22 GOALS & OBJECTIVES Support Agency Strategic Plan Support Five-Year Work Plan Support District-Wide Goals Key Considerations •Source Water Quality •Infrastructure Projects •Cybersecurity •Technology •Regulations •Funding 2 DEVELOPMENT OF GOALS & OBJECTIVES Optimize Infrastructure •Continue Making Progress on Design and Construction of Essential Capital Improvement Projects •Prepare for the Completion and Operation of the Sterling Natural Resource Center (SNRC) Financial Stability With Full Understanding Of Operational Complexities •Consider Short and Long-Term Impacts of COVID-19 on District Operations and Capital Needs •Develop a Five-Year Financial Plan Once More Knowns Are Determined for the SNRC to Include in Budget Development and Projections Protect Organizational Investments •Conduct Staffing Analyses Including Updates to Succession Planning, Staffing Plan, and a Classification & Compensation Study •Conduct and Develop Educational Programs to Foster Interest of Future Water and Wastewater Professionals Have Others See The District As A Premier Agency •Increase District Engagement with Regional and Industry Activities to Share the Success Experienced through the District’s Vision 3 DISTRICT-WIDE GOALS PROGRAM SUMMARIES 4 FINANCE & ACCOUNTING 5 Oversees the business operations of the District in order to provide accountability and adequate control over the use funds. The Department also maintains financial systems and records in accordance with Generally Accepted Accounting Principles (GAAP) as well as applicable laws, regulations, and District policies. Additionally: •Staff downloads meter read data, audits data, and submits data files to a third-party vendor for bill printing and mailing 6 FINANCE & ACCOUNTING Chief Financial Officer Sr. AdministrativeAssistant Business Services Manager Accountant Sr. Accounting Technician Accounting Technician Total Employees: 6 •Finalized the Bond restructuring and achieved savings of approximately $400K annually •Completed the Water and Wastewater Rate Study and Prop 218 public hearing Maintained Financial Stability with Full Understanding of Operational Complexities •Prepared and completed SRF claims within 14 days to protect the District’s liquidity during construction •Completed Cost of Service Analysis for SNRC Water Reclamation activities •Participated in SNRC meetings to ensure construction billing aligned with funding Realized Costs Associated with SNRC Operations •Held meeting with Engineering staff and consultant to develop and utilize the GIS to improve accounting records Linked Fixed Asset Information in Tyler Accounting System to Digitized Maps in Geographical Information System (GIS) Program •Received awards from the Government Finance Officers Association (GFOA) and the California Society of Municipal Finance Officers (CSMFO) for the District’s 2020-21 Budget •Received GFOA Awards for Outstanding Achievement for the District’s June 2020 Comprehensive Annual Financial Report (CAFR) and Popular Annual Financial Report (PAFR) Other Accomplishments 7 ACCOMPLISHMENTS •Assist Public Affairs with grant applications and financial reporting requirements to support District initiatives •In coordination with Customer Service, develop a North Fork Water Company agreement tracking system to protect the District’s water and financial position •Update Reserve Policy and ensure budgeting includes contributions toward Reserve Target Levels Financial Stability With Full Understanding of Operational Complexities •Develop a comprehensive salaries and benefits analysis based on recommendations provide by third-party consultant •Coordinate with Engineering and wastewater treatment stakeholders to develop a District-wide comprehensive financial plan for fund allocation alignment with SNRC operations Fully Understand the Cost Associated With SNRC Operations •In coordination with Information Technology, implement a geographical map of FY 2021-22 capital improvement projects •Evaluate the current method of projects linking in Tyler and develop a standard operating procedure manual Link Fixed Asset Information in Tyler Accounting System to Digitized Maps in Geographical Information System (GIS) Program 8 GOALS & OBJECTIVES CUSTOMER SERVICE 9 Provides the community with prompt, courteous, and world-class customer relations. As the primary contact point with residents, this program explores opportunities to provide: •Thorough and accurate responses to billing inquiries •Convenient locations and methods for payment •Resolve customer concerns about service delivery by coordinating assistance from field personnel •Follow up with customers regarding the resolution to their concern 10 CUSTOMER SERVICE Total Employees: 6.5 Sr. Customer Service Rep Business Services Manager Customer Service Rep III Customer Service Rep II (3) Customer Service Rep I Customer Service Rep I (0.5) •Provided customer service insight for re-evaluation of the work order system •Worked with Facilities Maintenance to address COVID-19 concerns and addressed safety issues for reopening to the public Developed Strategies to Address Organizational Service Needs •Met with Public Affairs to discuss COVID-19 related topics impacting customers and the Department •Held series of meetings with Finance and Public Affairs to discuss implementation of rates for the SNRC Modified Processes to Comply with Changes in Legislation While Maintaining Financial Stability •Successfully transitioned to working from home during an emergency •Resolved ongoing issues with automated phone check paymentsOther Accomplishments 11 ACCOMPLISHMENTS •Work with Field and IT in the Re-Evaluation of Cityworks and attend product demonstrations for alternate work order systems, if scheduled •Develop a SNRC action plan and prepare justification for an additional full-time employee if necessary •Work with IT to activate Autopay with credit card while remaining PCI compliant •Work with the Business Services Manager to update physical/digital access where needed Develop Strategies to Address Organizational Service Needs •Meet quarterly with Public Affairs for updates on proposed/pending legislation •Address and implement lock-off procedures to ensure customers are educated and notified in accordance with the lifting of emergency orders Modify Processes to Comply With Changes in Legislation While Maintaining Financial Stability •Coordinate training session on how to analyze Neptune reports to target and communicate with high consumption customers •Coordinate with Public Affairs to increase the use of AMI data to support conservation efforts •Review routes and billing dates for possible changes to accommodate timing of bills to customers on fixed incomes Fully Understand and Utilize Smart Meter Capabilities 12 GOALS & OBJECTIVES GENERAL ADMINISTRATION 13 Ensures the District’s business and operation daily activities are performed following federal, state, and District board approved policies. The General Manager provides daily oversight for interagency relations for advancing the District’s initiatives, implement’s strategic planning for future operations and capital improvement funding requirements, and resource allocation. Administration is responsible for implementing the District’s Vision, maintaining official records, promoting public trust, and ensuring transparency compliance. 14 GENERAL ADMINISTRATION Total Employees: 3 General Manager/CEO District Clerk Sr. Administrative Assistant •Completed reaccreditation process and received SDLF District Transparency Certificate of Excellence and District of Distinction Certificate Completed Reaccreditation Process for SDLF District Transparency Certificate of Excellence and District of Distinction Accreditation •Increased the District’s stock ownership of the North Fork Water Company to 99.8% •Held public hearing to initiate eminent domain proceedings to acquire remaining issued shares Completed Consolidation/Dissolution of North Fork Water Company •Identified industry best practices to be included in the agenda policy handbook •Prepared draft policy and distributed it to staff for comments and suggestions Developed Agenda Policy and Procedures to Standardize Business Processes •Implemented protocols for holding virtual meetings due to COVID-19 •Conducted candidate orientations for 2020 Board of Directors Elections •Updated the District’s Conflict of Interest Code •The Adopt-A-School program supported the District’s East Valley Employee Association, increased donations which included gift cards, distance learning supplies, and other school requested items Other Accomplishments 15 ACCOMPLISHMENTS •Continue to acquire remaining 33 shares of North Fork Water Company not owned by East Valley Water District •Develop a NFWC agreement tracking procedure that includes an annual compliance review •Coordinate with Finance and Operations to track activity of NFWC agreements and establish an alert in the District’s utility billing system Complete Consolidation/Dissolution of North Fork Water Company •Enhance the District’s electronic document repository by developing a naming convention for efficient document retrieval •Identify and prioritize unscanned vital documents and incorporate them into the electronic document repository •Coordinate and train District staff to ensure the document repository system is used consistently Develop Document Management Process •Coordinate with Public Affairs to develop agenda, staff report, and minute templates •Facilitate training sessions for staff, Community Advisory Commissioners, and the Board of Directors •Complete parallel testing of new platform to ensure continuity in public noticing requirements •Complete transition to new agenda management platform by December 2021 Implement Agenda Management Platform 16 GOALS & OBJECTIVES HUMAN RESOURCES 17 Responsible for administering programs to attract and retain a diverse and qualified workforce. To remain an industry leader, the Department analyzes the compensation and benefits packages against the market and implements new initiatives based upon market demands. Additionally: •Supports a successful workforce by acknowledging the need to build a work-life balance •Creates programs focused on the health and wellness of all employees •Administers the Risk Management Program to mitigate personnel injuries, property damage, and financial loss for the District 18 HUMAN RESOURCES Total Employees: 2 Director of Administrative Services Human ResourcesCoordinator •Created new job classifications, generated job descriptions, and pay scales for the SNRC classifications •Developed a marketing strategy to attract quality candidates to apply for SNRC employment opportunities Initiated Programs in Support of the SNRC Workforce Needs •Identified staffing needs over the next 3 years including the addition of SNRC operations and administrative staff as well as preparing for approaching retirements of those in leadership roles •Conducted a comprehensive compensation analysis and updated District salary schedule accordingly Promoted a Positive Organizational Culture that Maintains a Supportive and Encouraging Work Environment •Elevated the Water and Resource Management Pathway Program by opening to all SBCUSD high school students and partnering with San Bernardino Valley College and Tomorrow’s Talent •Partnered with the Harbor Freight Fellowship Program to provide internship opportunities to Water and Resource Management Pathway students Promoted Regional Involvement to Provide Workforce Experience and Educational Opportunities •The District was recognized as the Top Workplace in the Inland Empire in the small category •Created and implemented COVID-19 related policies and procedures addressing individual responsibility, screening and testing for symptoms, cleaning and disinfecting, as well as managing adjusted staffing schedules Other Accomplishments 19 ACCOMPLISHMENTS •Develop and execute a marketing strategy to attract quality candidates to apply for SNRC employment opportunities •Recruit and onboard new SNRC treatment plant staff •Coordinate with Balfour Beatty and Engineering on treatment plant commissioning and training of treatment plant staff Implement Workforce Programs in Support of the SNRC •Update the District’s Succession Plan to identify organizational growth and provide training and development opportunities for staff •Develop an action plan for the retirement of five leadership positions identified in the District’s succession plan and prepare for internal and/or external recruitments •Engage staff in post-pandemic work scheduling discussions and create a policy that maintains District work expectations while allowing scheduling flexibility Promote a Positive Organizational Culture That Maintains a Supportive and Encouraging Work Environment •Promote the Water and Resource Management Pathway’s value to local industry employers •Develop and implement a paid internship program for local youth to encourage work experience opportunities and prepare a pipeline of talent for the water industry •Create a marketing campaign to educate the community about SNRC volunteer opportunities Promote Regional Involvement and Provide Workforce Experience and Educational Opportunities 20 GOALS & OBJECTIVES PUBLIC AFFAIRS 21 Manages internal and external communication programs consistent with the District’s vision and guiding principles. Through community and media relations, the District is able to provide effective and strategic communications to various stakeholders. The Department is responsible for: •Maintaining the District’s brand •Public communications •Outreach material Director of Strategic Services Public Affairs Coordinator Public Affairs Specialist Part-Time Community Relations Representative (0.5) Conservation/Public Affairs Manager 22 PUBLIC AFFAIRS Total Employees: 4.5 •Created outreach materials, social media content and community updates / notifications to promote construction status and future programs of the SNRC •Coordinated with outside Government agencies for necessary approvals and review of relevant subject matter relating to the SNRC •Oversaw construction of the Administration Center within allocated scope of the Guaranteed Maximum Price (GMP) Advanced Construction of the SNRC and Prepared for Facility Operations •Developed Proposition 218 notice and outreach campaign to inform customers of proposed rate changes •Developed a campaign to educate customers on the value of reliable utility and water quality services provided by the District •Created community notices for CIP programs impacting residents Utilized Communication Methods that Enhanced the District’s Brand •Established community alert program utilizing the FEMA IPAWS system •Updated the District’s Hazard Mitigation Plan and submitted for FEMA approval •Completed the Vulnerability Assessment and EPA Risk and Resiliency Assessment Advanced the District’s Emergency Preparedness Program to Effectively Respond in an Emergency •Developed outreach material for AMI project completion and Capital Improvement Projects •Developed script, filmed, and edited educational videos for the Pathways Program •Updated the District’s branding style guide to modernized stylistic approach and enhance branding efforts Other Accomplishments 23 ACCOMPLISHMENTS •Develop and complete Administration Center Facility Use Plan including rentals, site safety considerations, and events •Coordinate with San Bernardino International Airport Authority to obtain approval for the updates to the Wildlife Management Plan and obtain approval for remaining non-wastewater treatment approvals •Identify and engage community stakeholders around the SNRC to maximize participation for one public event to foster community involvement Advance Construction of the SNRC and Prepare for Facility Operations •Develop English and Spanish community outreach materials for customers impacted by District capital projects •Highlight the District’s premier agency status with a presentation to national and regional organizations including ACWA, CMUA, CSDA, CAPIO, and PRSA •Develop internal and external educational material for the 2022 rate change •Develop, implement, and measure digital outreach tools to increase customer engagement and the digital presence of the District Utilize Communication Methods That Enhance the District’s Brand •Hold bi-annual reviews of the Emergency Response and Hazard Mitigation Plans and ensure the SNRC is included •Ensure compliance with state and local COVID-19 reporting requirements •Conduct quarterly training events focused on emergency preparedness and Incident Command System (ICS) protocol, hold monthly Integrated Public Alert and Warning System (IPAWS) training for platform users Advance the District’s Emergency Preparedness Program 24 GOALS & OBJECTIVES CONSERVATION 25 Oversees programs that facilitate and encourage sustainable water use throughout the District. Additionally, this program is responsible for: •Communicating conservation benchmarks to various regulatory agencies •Tracking and monitoring legislative affairs •Advocating on behalf of the District’s legislative platform 26 CONSERVATION Total Employees: 1 Conservation/ Public AffairsManager Conservation Coordinator •Completed information gathering for the District’s Drought Risk Assessment •Completed the Water Shortage Contingency Plan and Regional Urban Water Management Plan •Submitted completed state monthly reports as required by the State Water Resource Control Board Coordinated with District Programs/Departments to Complete Necessary Conservation Reporting •Developed a Parkway Turf Replacement Pilot program to enhance the District’s rebates •Hosted virtual Conservation workshop via Facebook Live and distributed water saving tips in English and Spanish Evaluated Rebate Program Success and Implemented Program Enhancements •Actively participated in the regulatory and legislative process as new conservation guidelines were considered •Created legislative tracking matrix to monitor changing legislation on affordable-rate regulations and impacts to District operations •Provided quarterly updates to the Legislative and Public Outreach Committee and semi-annual updates to the Governing Board Engaged in the Legislative Process as it Relates to Changes in Conservation Regulations 27 ACCOMPLISHMENTS •Facilitate working group meetings for the purpose of tracking informational data requests for state mandated reports •Complete and submit the District Drought Risk Assessment report to comply with the State’s new reporting requirements Coordinate Necessary Department Working Groups to Complete Conservation Reports •Coordinate with Information Technology to develop a geographical rebate tool for strategic outreach •Develop and implement a community Parkway Turf Removal rebate program •Leverage digital communication platforms to enhance conservation educational efforts and produce three conservation videos Evaluate Rebate Program Success and Implement Program Enhancements •Actively participate in the legislative and regulatory process, and update District stakeholders on relevant impacts to the District’s conservation programs •Continue monitoring legislation related to low-income rate assistance, non-payment disconnections, bond funding, and communicate changes affecting District operations •Complete semi-annual updates on Conversation legislative for the Governing Board, and quarterly updates for the Legislative and Public Outreach Committee Participate in the Legislative Process as it Relates Changes in Conservation Regulations 28 GOALS & OBJECTIVES INFORMATION TECHNOLOGY 29 Manages the District’s technology infrastructure to support essential business and operational functions, including: •Installing and updating software utilized by other Districts •Implementing cybersecurity measures including staff training to help ensure the prevention of data loss Proactively schedules hardware replacements as components near end-of-life in order to reduce the risk of downtime. Coordinates and implements agency-wide technology by facilitating vendor access and support for technology focused projects. 30 INFORMATION TECHNOLOGY Total Employees: 3 Information Technology Manager Network Administrator Information Systems Technician •Upgraded VMWare licenses to expand Network Infrastructure for the SNRC and HQ •Expanded hardware needs for office and field staff through mobile devices and laptops Fortified IT Infrastructure for Reliability and Expanded Services for HQ, SNRC, and Plant 134 •Engaged staff with monthly phishing emails to improve cybersecurity to mitigate security risk •Assessed and enhanced remote capabilities for staff and EOC operations •Implemented imaging software to allow image and recovery of computer systems to minimize downtime Proactively Improved Systems and Cybersecurity Measures for Internal and Emergency Response Functions •Fully transitioned staff for remote work through the COVID-19 Pandemic •Implemented New Deployment Software for existing and new hardware •Provided additional staff with mobile devices for field use •Assisted Administration with implementation of PrimeGov -New Agenda Management Software Other Accomplishments 31 ACCOMPLISHMENTS •Install and configure Network Infrastructure and Technology to establish operating and business functions at SNRC •Complete transition of direct fiber connection for HQ and SNRC to mitigate business disruption •Upgrade End-of-Life Cisco servers to strengthen network infrastructure •Coordinate the installation of Modern SCADA radios with Operations to increase communications reliability Ensure Reliability of Technology Infrastructure for Primary Business and Operation Requirements •Continue monthly email phishing campaigns to reduce click rate and educate staff on security risk •Develop an inventory of new and existing information technology systems and cross-train IT staff on standard operating procedures •Identify and create a business continuity plan to respond to emergencies efficiently Improve Systems and Cybersecurity Measures for Response Functions •Enhance Microsoft BI reporting capabilities to address Conservation and Human Resource’s reporting requirements •Complete a comprehensive Cityworks and GIS infrastructure assessment with Engineering to align with the organization’s needs recommended through the IT strategic plan •Assist Operations and Maintenance on identifying requirement for an asset management system Analyze Current Systems to Enhance Reporting and Automate Processes 32 GOALS & OBJECTIVES METER SERVICES 33 Maintains a network of approximately 23,000 Advanced Metering Infrastructure (AMI) meters. The AMI meter program provides the District and its customers with near real-time consumption information. The Department also conducts routine maintenance, testing and replacement of meters to ensure billing is accurate. 34 METER SERVICES Total Employees: 3 Field Service Supervisor Meter Reader I (2)Meter Reader II •Conducted large meter testing to ensure accuracy meets AWWA standards for 10% of meters 3-inches and greater •Started first year of AMI meter box inspections, making sure the first round of AMI meters installed are still at District standards Developed An Inspection Program for Facilities in AMI Areas No Longer Read Manually •Supported and assisted with the fifth and final phase of the AMI project Collected Information on Remaining Manual-Read Meters to Facilitate Early Completion of the AMI Implementation Project 35 ACCOMPLISHMENTS •Train meter service workers how to use the R-900 Belt Clip Transceiver to diagnose issues with problem AMI meters •Identify needed vault lid replacements and create prioritized replacement schedule •Visually inspect all meter boxes in routes where read problems are occurring Implement An Inspection Program for AMI Meters •Install data collectors in northwest and eastern sections of the District’s service area •Confirm Meter Interface Unit (MIU) and meter numbers where reads cannot be collected Work with Engineering to Address Coverage Issues with AMI Network •Conduct an audit of 10% of large meters for accuracy to ensure compliance with AWWA standards •Develop 15-year meter replacement schedule for new AMI meters Continue Meter Testing Programs in Compliance With State Water Audits Best Practices 36 GOALS & OBJECTIVES ENGINEERING 37 The Department’s responsibilities include infrastructure planning, maintaining a safe and reliable water supply, and ensuring compliance with federal and state regulations. The Division oversees wastewater collection and treatment capital projects. Coordinates and supports new development within the District’s service area by streamlining plan checking and inspection efforts. 38 ENGINEERING Total Employees: 5 Director of Engineering& Operations Associate Engineer Sr. Engineer (3) 39 ACCOMPLISHMENTS •Issued the design and construction contracts for the rehabilitation of reservoir at Plant 108 •Completed the design for the rehabilitation of Plant 101 •Completed the design and construction of the Elm St. water main replacement •Supported the development of the Community Facilities District (CFD) for the Highland Hills development •Managed the AMI Project through its completion Developed and Implemented the District’s Capital Improvement Program to Address Rehabilitation and Maintenance Needs While Also Preparing for New Development •Made substantial progress toward completing the pre-design report for the Water Treatment Plant at the east end of the District’s service area •Initiated a design-build contract for a Granular Activated Carbon (GAC) system at Plant 134 to address disinfection by-product control •Completed installation of metering facilities and reporting tools to document North Fork water going to surface spreading Developed Plans to Optimize District Utilization of Local and Imported Surface Water •Led development of facility start-up plans •Ensured prompt decision making to support construction efforts •Continued work to receive needed approvals and permits Supported the Steps Necessary for Advancement of the SNRC 40 GOALS & OBJECTIVES •Complete construction work for rehabilitation of reservoir at Plant 108 •Complete the construction for Plant 101 rehabilitation •Facilitate completion of design for main replacement projects identified in CIP for 2021-22 •Support the development of CFD for the Mediterra development •Facilitate expansion of water storage capacity to support the Highland Hills and Mediterra developments Develop and Implement the District’s Capital Improvement Program to Address Rehabilitation and Maintenance Needs While Preparing for New Development •Finalize pre-design report for the Water Treatment Plant at the east-end of the District’s service area •Coordinate and manage the construction of the process improvements related to GAC at Plant 134 •Initiate groundwater master planning efforts to consider short-term and long-term actions related to groundwater production capacity Develop Plans to Optimize District Utilization of Local and Imported Surface Water •Lead planning efforts for the facility start-up activity •Design and construct the emergency off-spec storage basin at the Weaver Basins site •Continue working with regulatory agencies to receive needed approvals and permits Support the Steps Necessary for Advancement of the SNRC WATER RECLAMATION 41 Director of Engineering and Operations Water Reclamation Manager Field Maintenance Worker I (2)Budget Analyst Sr. Treatment Plant Operator Treatment Plant Operator III (3) Responsible for treating and disinfecting 8.0 million gallons of wastewater per day (MGD). Reclamation of wastewater generated by District customers will transition from a service contracted with the City of San Bernardino Water Department, to in-house operations at the newly completed Sterling Natural Resource Center (SNRC) during the 2021-22 Fiscal Year. SNRC operations include anaerobic digestion for energy generation to help offset the cost of power needed to operate the facility. 42 WATER RECLAMATION Total Employees: 9 43 ACCOMPLISHMENTS •Completed Cost of Service Analysis to establish rates for Wastewater Treatment •Budgeted for equipment and other capital items not covered by contractor or other District departments Revised Budgeting to Account for Operational Needs of New Water Reclamation Program for FY 2021-22 •Initiated development of required documentation in preparation for the in-house Fats, Oils, and Grease (FOG) Program •Sent out letters to FOG generating businesses/customers Identified Operational Changes Needed to Accommodate Planned Development within the District 44 GOALS & OBJECTIVES •Hire staff in accordance with staffing plan finalized by Human Resources •Ensure new employees are trained on automation and control Complete Staffing and Staff Training for New Wastewater Treatment Operations •Complete list of all vendors and contractors needed to support SNRC operations and maintenance •Enter into agreements for services with all vendors identified above •Establish contract for food waste for increased energy generation used by the Digesters Finalize Vendor Selection, Contracts and Other Agreements Needed to Operate the SNRC •Participate in negotiations for the financial transition away from the City of San Bernardino •Complete phased approach to diverting wastewater to the SNRC over a three-month period Commence Operations at the Sterling Natural Resource Center WATER PRODUCTION 45 Responsible for the daily monitoring and operations of the entire water production system to ensure preventative maintenance of all pumps, motors, wells, boosters, reservoirs, pressure regulating valves (PRVs), hydro-pneumatic plants, and the Supervisory Control and Data Acquisition (SCADA) system. The Division is responsible for the delivery of North Fork Water Company. 46 WATER PRODUCTION Total Employees: 7 Operations Manager Administrative Assistant Water Production Supervisor Sr. Water Production Operator Water Production Operator III (3) Water Production Operator I •Developed Plant 108 shut down plan in preparation for tank rehabilitation Supported Engineering and the Contractor Assigned to Plant 108 Tank/Reservoir Rehabilitation Projects •Continued to work with contractor and IT Department to improve SCADA and radio communications at multiple PlantsImplemented Improvements to Enhance the SCADA System •Assisted with purchase of NFWC shares Transitioned Remaining NFWC and Bear Valley Water Company Shareholders from the North Fork Canal/Pipeline to Alternative Metered Connections •Began preparation to bring Plant 120 onlineBrought Plant 120 Online to Produce 600-800 Gallons Per Minute •Rehabilitated 2 wells and 5 booster pumps •Completed the rebuild of a well, four booster pumps, and tank 39-1 interior coating for Plant 39 •Completed Cla-Val pressure regulating valve maintenance and inspections •Completed tank rehabilitation prioritization report •Completed annual pump testing with SCE Other Accomplishments 47 ACCOMPLISHMENTS •Coordinate with contractor to rehabilitate Wells 11, 125, and 142 to accommodate water loss source water •Identify and prioritize making Well 120 operational with electrical, SCADA, and required permitting •Upgrade and rehabilitate Plant 40 boosters 1 thru 4 •Support efforts with consulting firm to locate future well sites Implement a Plan to Identify and Enhance the Water Sources Requirements Due to the SNRC Discharge Location •Develop a pumping plan to have Plant 56 out of service for rehabilitation •Identify and isolate all valves required to drain and rehabilitate the tank •After construction fill, sample and bring the tank back online Support the Engineering Department and Contractor Assigned to Plant 56 Tank/Reservoir Rehabilitation Projects •Identify SCADA system limitations or configuration changes needed for water production due to SNRC’s source water reduction •Hire a consultant and support the SCADA masterplan, work with IT to identify scope of work, and complete phase three to upgrade SCADA radios Enhance the SCADA System to Achieve Water Production Requirements •Coordinate with Water Maintenance to repair and replace booster pumps, pipes, and critical valves at Plants 33 and 131 •Replace meter at Plants 33 and 108 and complete 6 Cla-Val repairs and maintenance Rehabilitate Plant Site Equipment to Ensure Water Production and Mitigate Production Inefficiencies 48 GOALS & OBJECTIVES WATER TREATMENT 49 50 WATER TREATMENT Total Employees: 2 Water ProductionSupervisor Sr. Treatment Plant Operator Responsible for water treatment management of the three different sources of supply used by the District: surface water, groundwater, and import state project water. The District operates Plant 134, which is a Surface Water Treatment Plant that can treat two water sources: Santa Ana River water and imported State Project Water. Staff also operates two unique groundwater treatment facilities: •Plant 28 uses Granular Activated Carbon (GAC) •Plant 39 is a blending facility •Began working with a consultant to implement GAC installation per SWRCB recommendations Supported Anticipated Design Build Efforts at Plant 134 for Granular Activated Carbon (GAC) and Sludge Removal Capital Projects Per SWRCB Recommendations •Received and installed the new membrane filters at Plant 134 Completed Plant 134 Membrane Replacements Using a Five-Phase Replacement Plan and Replace Air Control Valves for Trains •All five chlorine generation cells were replaced at Plant 134Replaced All Five Chlorine Generation Cells at Plant 134 •Increased two employees’ level of Treatment Certifications •Assisted contractor and Facilities with Plant 134 office remodel •Worked with Engineering and consultant planning for GAC installation •Assisted contractor with Plant 134 office remodel Other Accomplishments 51 ACCOMPLISHMENTS •Coordinate with Finance for completing GAC State Revolving Fund (SRF) funding or alternate funding sources •Develop a construction timeline aligning funding with project expenditures •Implement Prefiltration to increase water production Support Construction of Granular Activated Carbon (GAC) Facilities and Sludge Removal Projects •Identify the modules to be replaced in Phase 5 •Procure the needed membrane modules from the manufacturer in accordance with the District’s purchasing policy •Coordinate and schedule in-house installations of new membranes Complete Plant 134 Membrane Replacements Using a Five-Phase Replacement •Evaluate and determine which pumps need replacement versus maintenance and repair •Hire tank diving firm and evaluate recommendations •Modernize and automate the uses of Clean-In-Place equipment •Purchase necessary parts and materials to complete of Clean-In-Place equipment project Evaluate and Rehabilitate Existing Clean-In-Place Equipment at Plant 134 and Hire a Tank Diving Firm to Evaluate Plant 134’s Tank Repair Recommendations 52 GOALS & OBJECTIVES WATER QUALITY Ensures the District’s compliance with State and Federal Drinking Water Regulations. This program manages: •Backflow Prevention •Water Sampling •Fire Hydrant Flushing Program Water Quality is also assisting in the development and launch of the Fats, Oils and Grease (FOG) program for SNRC pre-treatment. 54 WATER QUALITY Total Employees: 2 Water QualityCoordinator Water QualityTechnician •Installed (2) tank mixers at Plant 129 •Completed initial sampling for PFAS/PFOA as required by State regulations •Evaluated GAC system design for Plant 134 and provided recommendations Evaluated Water Quality Regulations and Improved Process Efficiencies to Enhance Water Quality Compliance •Increased customer participation in the backflow testing program by an additional 5% •Evaluated various FOG based program software for program transition Implemented In-House Environmental Controls and Compliance Program Improvements •One employee received their Cross-Connection Control Specialist certification •Completed Tri-Annual Haz-Mat inspections at all sites with San Bernardino County Fire •Assumed Fire Flow testing responsibilities •Kicked off Santa Ana River Watershed Sanitary Survey, required every five years •Participated in the District’s success of Water/Wastewater Pathway program •Provided annual water quality data for Consumer Confidence Report (CCR) reported to SWRCB Other Accomplishments 55 ACCOMPLISHMENTS •Develop sampling programs to maximize treatment process efficiencies •Provide special source water sampling data to support preliminary East-End Treatment Plant Design •Contract for installation of tank mixing equipment in District reservoirs at Plants 56 and 59 •Complete Tri-Annual Lead and Copper sampling in accordance with the EPA’s Revised Lead and Copper Rule •Complete and submit the Santa Ana River Sanitary Watershed Survey Evaluate Water Quality Regulations and Improve Process Efficiencies to Enhance Water Quality Compliance •Identify outdated/unsafe Fire Service Connections for potential rehabilitation •Partner with the Field Service Department to replace failed devices and abandon unsafe vaults were possible Repair/Replace Outdated and Unsafe Fire Service Connections •Work with Engineering and Information Technology for software implementation •Assist with program transition and compliance Assist in Launching FOG Program Transition and Software Procurement 56 GOALS & OBJECTIVES WATER MAINTENANCE Responsible for the repair and replacement of the District’s 300 miles of water pipeline. The Department coordinates with the Engineering and Water Production Departments to install water service lines, fire hydrants, meters, valves, and all related equipment. Staff members remain on-call during non- business hours to respond to customer afterhours requests and emergencies. 58 WATER MAINTENANCE Total Employees: 15 Sr. Field Service Worker (2) Field Service Supervisor Field Service Worker III (5)Field ServiceWorker II (2) Field ServiceWorker I (4)Storekeeper/Buyer •Replaced booster pump piping at Plant 39 •Replaced booster pump piping at Plant 24 Prioritized Preventative Maintenance Schedules to Ensure Equipment Readiness for Emergency Response •Completed in-house water main replacements on Barton Road and 28th St; installed approximately 1,500 linear feet of new water main and 37 new servicesCompleted Two In-House Water Main Replacements •Reviewed existing technology and provided feedback to IT services Completed Evaluation of Existing Technology/Software and Requisition Upgrades/Replacements if Necessary •Completed year three of leak survey and collected data that feeds into the water audit •Repaired 285 water leaks •Installed three new water services for North Fork ditch and added meters •One employee received their Distribution III Certification, and six employees received their Class A Driver’s License •Over 1,600 AMI meters replaced by in-house staff within the last five years •Installed three new water services for SNRC Other Accomplishments 59 ACCOMPLISHMENTS •Continue planned exercise program between Boulder Avenue on the east, and Central Avenue on the west •Coordinate with the Production Department to perform inspection of critical valves at Plants 33 and 131 •Inspect, maintain, and replace (as needed) 3,000 hydrants on a three-year cycle Prioritize Preventative Maintenance Schedules to Ensure Equipment Readiness for Emergency Response •Identify weaknesses of existing software programs •Conduct needs-assessment •Work with IT to hold product demonstrations Complete Evaluation of Existing Technology/Software and Requisition Upgrades/Replacements If Necessary •Coordinate with the Water Quality Department on developing a replacement schedule and identify three fire services per year •Procure the N-shaped devices and install the three identified for replacement •Install service line and meter for three NFWC shareholders and abandonment of existing weirs Develop a Replacement Program for Inground Fire Services to N-Shaped Aboveground Devices 60 GOALS & OBJECTIVES WASTEWATER MAINTENANCE Routinely inspects, cleans, repairs, and conducts replacements of the District’s 220 miles of collection pipelines to prevent the spillage and leak of wastewater. The pipeline inspection program uses a sewer inspection camera and closed-circuit television (CCTV) technology to document pipeline condition attributes for maintenance or replacement consideration. Additionally, the Department conducts a weekly sewer cleaning program using specialized equipment. The program ensures the entire system is cleaned within 24 months, with high maintenance areas cleaned more regularly. 62 WASTEWATER MAINTENANCE Total Employees: 4 Field Service Supervisor Field ServiceWorker II (2)Field Service Worker III (2) •Updated Sanitary Sewer Management Plan (SSMP) •Cleaned 125 miles of sewer main and video inspected 52 miles of sewer main •Worked with contractor on numerous main and lateral repairs Continued Wastewater Collection System Maintenance and Management •Purchased sewer overflow alarms to install on sewer high flow manholesImplemented Procedures to Enhance Monitoring of High-Flow Sewer Mains •Provided staff training for new sewer equipment and jetting trailerUpdated Staff Training to Include Enhanced Functions of New Equipment •Started maintaining the East Trunk Sewer Pipeline, formerly owned by the City of San Bernardino Municipal Water DepartmentOther Accomplishments 63 ACCOMPLISHMENTS •Video inspect and assess all District mains between the northern and southern boundaries, and between Del Rosa and Victoria; approximately 150 miles •Clean a minimum of 110 miles of wastewater main Continue Wastewater Collection System Maintenance and Management •Create a flow sensor procedure manual and train wastewater operators on the using and maintain the equipment •Work with FOG consultant for compliance and administration of the FOG program •Staff will report high maintenance areas within the collection system to contracted FOG inspector Develop and Implement Operating Procedures for Enhanced Monitoring of High-Flow Sewer Mains •Create a procedure manual on the using and maintain the CCTV truck and equipment •Cross-train all water and wastewater field-crew members on the use and operation of the new CCTV truck Cross-Train Staff on Enhanced Functions of New Wastewater Inspection Equipment 64 GOALS & OBJECTIVES FACILITIES MAINTENANCE Oversees the maintenance of all District facilities located throughout the 30.1 square mile service area for operating the utility systems. The Department’s oversight includes these facility types: •Administration Buildings •Water Facilities •District-owned vacant properties •Easements The program’s focus is to mitigate expenses by maintaining a complex facilities management system to achieve Department goals. 66 FACILITIES MAINTENANCE Total Employees: 2 Water Production Supervisor Facilities Maintenance Coordinator Facilities Maintenance Worker •Worked with contractor for Plant 134 office and lab remodelCompleted Long-Term Site Improvements for Plant 134 •Completed security fencing around Plants 141 and 34 •Finished lighting upgrades and resurfaced parking lots at HQ •Installed emergency exit gate and sidewalk from patio area to the front parking lot •Upgraded plants in Demo Garden and around the outside of HQ •Installed new HVAC units and upgraded to LED lighting at Plants 56, 59, 129 and 142 •Installed new driveway paving at Plant 34 •Removed swamp cooling units from Facilities with upgraded HVAC systems Completed Systematic Upgrades and Rehabilitation of District Facilities •Implemented City Works for current tracking purposes •Began working with IT to identify a more viable asset management tracking software Developed a Facilities Maintenance Program to Track and Anticipate Future Cots Associated with All District Facilities •Coordinated lunch deliveries at Highland Senior Center during the pandemic •Identified and implemented building safety measures in response to the pandemicOther Accomplishments 67 ACCOMPLISHMENTS •Continue security system and digital access improvements at Plant 134 and coordinate with Information Technology for technical support •Coordinate with Engineering and Water Treatment to evaluate current pavement to accommodate the new GAC operation (Slurry Seal) •Upgrade access road fencing to eliminate unauthorized foot traffic inside the District’s property line Complete Long-Term Site Improvements at Plant 134 •Develop a comprehensive site improvement project list •Coordinate with contractor for painting existing building at Plant 33 •Research the most cost-efficient way to insulate Plant 59 Building •Develop a funding plan with Finance for fence and gate improvements at Plant 39 •Upgrade and install HVAC systems and seal old penetration points from swamp coolers at Plants •Continue the energy efficiency program for scheduled production sites needing upgrades Continue Phased Upgrades and Rehabilitation of District Facilities •Gain access to and use the database developed by Miller Spatial to determine if the software meets the program’s requirements •Coordinate and host an Asset Management Software meeting to identify District needs and evaluate existing software solution and create an action plan •Work with IT and other Program/Department stakeholders in selecting an asset management program •Complete incorporating facilities data into selected Facilities Maintenance Program •Implement a consistent tracking program and help provide training to staff Evaluate the Current Facilities Maintenance Tracking Software •Work with Finance on Costs of Yearly Contracts for SNRC to help with future budgeting and determine what is needed to operate the facility efficiently Ensure Funding Requirements for Facility Contract Services for SNRC Meeting Program Expenditures 68 GOALS & OBJECTIVES FLEET MAINTENANCE Manages the preventative maintenance program for all District vehicles and heavy equipment including the procurement of fleet items and ensuring compliance with state and federal air quality rules and regulations. The District’s fleet is comprised of light and heavy-duty utility trucks. Light utility trucks are used by water and wastewater staff to maintain the infrastructure. Heavy equipment fleet includes large specialized equipment used for routine maintenance and inspection of the water distribution and wastewater collection systems. 70 FLEET MAINTENANCE Total Employees: 1 Field ServiceSupervisor Equipment Mechanic III •Completed annual smog check report to Bureau of Automotive Repair (BAR)Remained Current on Air Quality and Highway Safety Regulations •Renewed three-year contract with San Bernardino County allowing the District to access County fueling sites during emergencies Enhanced Vendor-Managed Fleet Maintenance Program •Donated three trucks to non-profit organizations •Purchased a new backhoe to support Water Maintenance activity •Ordered six new trucks Other Accomplishments 71 ACCOMPLISHMENTS •Continue quarterly inspections with air quality consultant for Air Quality Management District (AQMD) and California Air Resources Board (CARB) •Schedule semi-annual field-crew site training for vehicles and equipment •Transmit emissions data to the Bureau of Automotive Repair using new Network Fleet devices Continue to Implement the Air Quality Management Program •Schedule software demo meeting with vendor for reporting capabilities •Develop a pre-approved safety repairs and replacement list to mitigate delays •Contract with vendor to provide detailing for specialized equipment Enhance Vendor-Managed Fleet Maintenance Program 72 GOALS & OBJECTIVES GOVERNING BOARD The Governing Board is the legislative body of the organization and is comprised of five members elected at-large to four-year staggered terms of office. Board members are responsible for providing leadership, direction, and serving as the organizational policy makers. The Governing Board appoints the General Manager/CEO to carry out the day-to-day District operations and implementation of adopted policies. 74 GOVERNING BOARD Total Employees: 5 Board Chairman Vice Chairman Board Member (3) 75 ACCOMPLISHMENTS •Adopted and implemented protocols and polices related to the COVID-19 pandemic •Conducted General Manager/CEO Annual Evaluation and established FY 2020-21 goals •Established Board leadership positions Provided Organizational Direction and Set Expectations Through Policy Decisions Consistent with the Five-Year Work Plan •Participated in activities that encouraged community engagement for the SNRC Addressed Policy Related Decisions Related to the Sterling Natural Resource Center (SNRC) •Approved agenda items related to Community Facilities Districts •Approved refunding of District revenue bonds resulting in $390,000 in annual savings •Evaluated and considered agenda items related to water/wastewater rate studies Made Financial Decisions That Resulted in Stability and Understanding Operational Complexities •Coordinated with the San Bernardino County Registrar of Voters for the 2020 elections •Updated and posted electoral information on the District’s website •Updated the Candidate Orientation Program Conducted All Activities Required for the Board of Directors’ Election 76 GOALS & OBJECTIVES •Evaluate COVID-19 Pandemic short and long-term impacts that may need policy or board action for operational changes •Conduct General Manager/CEO annual evaluation, including establishment of FY 2022-23 Goals •Consider actions related to the North Fork Water Company Provide Organizational Direction and Set Expectations through Policy Decisions Consistent with the Five-Year Work Plan •Consider agenda items related to project completion and commencement of the SNRC •Consider and approve operational and staffing plans related to SNRC business activities •Participate in activities that encourage community engagement for the SNRC Address Policy Related Decisions Related to the Sterling Natural Resource Center (SNRC) •Consider taking action on the District’s Succession Plan •Establish an Ad-Hoc Committee to participate in the District’s Succession Planning process •Consider agenda items related to the District’s staffing plan Update the District-Wide Succession Plan April 21, 2021 FY 2021-22 REVENUE PROJECTIONS FY 2020-21 REVENUE •Water Sales •Mid-Year Projected Water Sales of 7,352,000 HCF for $17,598,000 •Revised Projected Water Sales of 7,594,000 HCF for $18,210,000 •Water System (Meter) Charges •$8,935,000 on Customer Connections •$136,000 on Temporary Connections •Wastewater System (Collection) Charges •$3,554,000 on 19,229 Single-Family Residential Accounts (Budget $3,552,000) •$1,090,000 on 1,080 Multi-Family/Commercial Accounts (Budget $1,104,000) •Wastewater Treatment Charges •$4,942,000 on 19,229 Single-Family Residential Accounts (Budget $4,938,000) •$3,536,000 on 1,080 Multi-Family/Commercial Accounts (Budget $3,648,000) 2 3 EVALUATING RESULTS –WATER REVENUE $9,009,881 $9,023,267 $9,071,000 $6,285,917 $6,764,591 $6,920,000 $5,690,987 $6,238,794 $6,700,000 $3,769,750 $3,898,985 $4,590,000 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 FY 2018-19 FY 2019-20 FY 2020-21 Meter Charges Tier 1 Tier 2 Tier 3 $15,746,654 $16,902,370 $18,210,000 $24.8 Million $25.9 Million $27.3 Million 4 EVALUATING RESULTS –WATER SALES $8,784,931 $9,744,650 $10,800,000 $3,488,427 $3,619,290 $3,725,000$1,288,480 $1,321,465 $1,275,000$2,184,816 $2,216,965 $2,410,000 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 $20,000,000 FY 2018-19 FY 2019-20 FY 2020-21 Residential Multi Family Commercial Irrigation / Constr $4,776,907 $4,940,755 $5,000,000 $15.7 Million $16.9 Million $18.2 Million 5 EVALUATING RESULTS –WASTEWATER REVENUE $4,647,667 $4,647,347 $4,647,000 $8,666,031 $8,496,012 $8,486,000 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 FY 2018-19 FY 2019-20 FY 2020-21 System Charge Treatment Charge $13.3 Million $13.1 Million $13.1 Million REVENUE PROJECTIONS 6 7 WATER USAGE BY MONTH - 200,000 400,000 600,000 800,000 1,000,000 1,200,000 July Aug Sept Oct Nov Dec Jan Feb March Apr May June 2017-18 2018-19 2019-20 2020-21 2021-22 Projected Usage for FY 2021-22: 7,121,000 HCF or 5,327 MG RATE TYPE CURRENT RATES ADJUSTED RATES Tier 1 $ 1.83 $ 1.98 Tier 2 $ 2.61 $ 2.54 Tier 3 $ 3.64 $ 3.93 8 WATER RATES Adjusted Rates Effective January 2022 9 FY 2021-22 WATER SALES Residential $9,593,000 Multi-Family $3,715,000 Commercial $1,572,000 Irrigation $2,408,000 TOTAL -$17,288,000 Residential Multi-Family Commercial Irrigation RATE TYPE TIER 1 TIER 2 TIER 3 Residential $ 4,091,000 $ 3,525,000 $ 1,977,000 Multi-Family $ 1,821,000 $ 1,012,000 $ 882,000 Commercial $ 987,000 $ 102,000 $ 483,000 Irrigation / Construction $ 0 $ 1,345,000 $ 1,063,000 TOTAL $ 6,899,000 $ 5,984,000 $ 4,405,000 $1,034,000 $4,654,000 $2,180,000 $243,000 $1,003,000 $166,000 TOTAL -$9,280,000 5/8"3/4"1"1.5"2" and Larger Fire Svcs METER SIZE COUNT CURRENT RATE EFFECTIVE JAN 2022 RATE 5/8”3,661 $ 23.06 $ 24.01 3/4”12,903 $ 29.27 $ 30.85 1”4,215 $ 41.71 $ 44.52 1 1/2”267 $ 72.81 $ 78.69 2”299 $ 110.13 $ 119.70 3”78 $ 228.30 $ 229.05 4”22 $ 402.44 $ 352.07 6”17 $ 819.44 $ 693.79 8”6 $ 1,503.28 $ 1,923.98 Commercial Fire Services 258 Various Various 10 FY 2021-22 METER CHARGES 11 FY 2021-22 PROJECTED WATER REVENUE $9,020,000 $9,071,000 $9,280,000 $16,868,000 $18,210,000 $17,288,000 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 $18,000,000 $20,000,000 FY 2020-21 Budget FY 2020-21 Projected FY 2021-22 Proposed Meter Water Sales $25.9 Million $27.3 Million $26.6 Million 12 WASTEWATER SYSTEM CHARGES: JULY 2021 TO APRIL 2022 CUSTOMER TYPE SERVICE CONNECTIONS ESTIMATED USAGE MONTHLY FIXED OR UNIT CHARGE REVENUE 10 MONTHS Residential 19,229 N/A $ 15.36 $ 2,954,000 Commercial / Multi-Family Fixed 1,070 $ 3.90 $ 42,000 Volumetric 1,678,000 $ 0.55 $ 923,000 COMMERCIAL TOTAL $ 965,000 WASTEWATER SYSTEM CHARGES -JULY TO APRIL $ 3,919,000 CUSTOMER TYPE DWELLING UNITS / ACCTS MONTHLY FIXED CHARGE ESTIMATED USAGE (HCF) CHARGE (HCF) REVENUE 2 MONTHS Single-Family Residential 19,229 $ 14.25 $ 548,000 Multi-Family Residential 10,654 $ 13.46 $ 287,000 Commercial -Low Strength 471 $ 10.33 65,700 $ 0.35 $ 33,000 Commercial -Med Strength 70 $ 10.33 10,300 $ 0.46 $ 6,000 Commercial -High Strength 70 $ 10.33 22,400 $ 0.46 $ 10,000 Commercial -Patton 1 $ 10.33 16,700 $ 0.57 $ 12,000 WASTEWATER SYSTEM CHARGES -MAY / JUNE $ 896,000 13 WASTEWATER SYSTEM CHARGES: MAY / JUNE 2022 14 WASTEWATER TREATMENT CHARGES: JULY 2021 TO APRIL 2022 CUSTOMER TYPE ACCOUNTS ESTIMATED USAGE (HCF) MONTHLY FIXED OR UNIT CHARGE REVENUE 10 MONTHS Residential 19,229 N/A $ 21.55 $ 4,144,000 Multi-Family -Fixed 458 $ 1.97 $ 9,000 Multi-Family -Volumetric 1,100,000 $ 1.53 $ 1,683,000 Commercial -Fixed 612 $ 3.52 $ 22,000 Commercial -Volumetric 578,000 Various $ 1,308,000 COMMERCIAL TOTAL $ 3,022,000 WASTEWATER TREATMENT CHARGES -JULY TO APRIL $ 7,166,000 15 WASTEWATER TREATMENT CHARGES: MAY / JUNE 2022 CUSTOMER TYPE DWELLING UNITS / ACCTS MONTHLY FIXED CHARGE ESTIMATED USAGE (HCF) CHARGE (HCF) REVENUE 2 MONTHS Single-Family Residential 19,229 $ 23.37 $ 899,000 Multi-Family Residential 10,654 $ 20.86 $ 444,000 Commercial -Low Strength 471 $ 10.83 65,700 $ 0.96 $ 73,000 Commercial -Med Strength 70 $ 10.83 10,300 $ 1.53 $ 17,000 Commercial -High Strength 70 $ 10.83 22,400 $ 3.42 $ 78,000 Commercial -Patton 1 $ 10.83 16,700 $ 1.79 $ 30,000 WASTEWATER TREATMENT CHARGES -MAY TO JUNE $1,542,000 16 SNRC NON-RATE REVENUE FEBRUARY TO JUNE 2022 REVENUE ESTIMATED RATE PERIOD IN EFFECT ESTIMATED VOLUME 2021-22 REVENUE Liquid Waste Hauler Tipping Fees $0.08 / Gallon February to June 2022 7.084 MG $ 567,000 Local Resource Investment Program (LRIP)$173 / Acre Foot May/June 2022 375 AF $ 65,000 SB 1122 Energy Sales $0.127 / kWH FY 2022-23 N/A $ 0 TOTAL SNRC NON-RATE REVENUE $ 632,000 17 FY 2021-22 WASTEWATER REVENUE Collection Charges $4,815,000 Wastewater Treatment Charges -SBMWD $7,166,000 Wastewater Treatment Charges - SNRC $1,542,000 Other Revenue -SNRC $632,000 Total WW Revenue $14,155,000 Treatment -62% Collections -34% Other SNRC -4% (will be much higher in future years) 18 FY 2021-22 OTHER CHARGES & REVENUE $36,000 $23,000 $5,000 $80,000 $35,000 $115,000 $80,000 $207,000 $- $50,000 $100,000 $150,000 $200,000 $250,000 Miscellaneous Revenue Facility Rental Fee Returned Payment Fee Service Reconnect Charge Disconnection Notice Charge Delinquent Charge Service Initiation Charge Interest Revenue TOTAL PROJECTED REVENUE -$581,000 $8,697,671 $8,592,950 $8,496,012 $8,486,000 $8,708,000 $4,668,923 $4,643,732 $4,647,347 $4,647,000 $4,815,000 $26,063,647 $24,756,535 $25,927,637 $27,281,000 $26,568,000 $860,884 $1,316,081 $743,916 $735,000 $581,000 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 Wastewater Treatment Charges Wastewater System Charges SNRC Non-Rate Water Revenue Other 19 FY 2021-22 TOTAL PROJECTED REVENUE $40.3 Million $39.3 Million $39.8 Million $41.1 Million $41.3 Million 20 FY 2021-22 OPERATING BUDGET SUMMARY WATER WASTEWATER Sales & Services $ 26,568,000 $ 13,523,000 SNRC Non-Rate Revenue $ 0 $ 632,000 Other Charges $ 175,000 $ 140,000 Investment & Miscellaneous Revenue $ 229,000 $ 37,000 TOTAL REVENUE $ 26,972,000 $ 14,332,000 Operations $ 19,068,000 $ 13,795,000 Debt Service $ 3,062,000 $ 270,000 Capital Expenditures $ 4,842,000 $ 267,000 TOTAL EXPENDITURES $ 26,972,000 $ 14,332,000 B OAR D AG E N D A S TAF F R E P O RT Agenda Item #3. Meeting Date: May 20, 2021 To: C o mmis s io n Memb ers From: Direc tor o f S trategic S ervices S ubject: O utreach Up d ate R E COMME N D AT IO N: T his item is for info rmatio nal purp o s es o nly. B AC KG R O UN D / AN ALYS IS : T he District continues to utilize various avenues o f c o mmunic atio n to engage with the c o mmunity. R ecent projects have included, but are not limited to: C apital I mprovement P roject C onstruction P athway P ro gram (Indian S p rings High S chool) S NR C Up d ates C o nservatio n Wo rksho p Metho d s o f c o mmunic atio n vary d ep end ing o n the p ro jec t, but may inc lude: S o cial Med ia Bill Ins erts Direct Mailers P rint Ad vertisements P res s R eleas es C o mmunity S ite vis its T he D istrict continues to actively utilize social media as part of its on-going outreach efforts. T hrough posts on F acebook, Twitter, and I nstagram, the D istrict provides the public with S terling N atural R esource C enter project benefits and progress, news updates, conservation tips, rebate program information, and services available to customers. F acebook and I nstagram have become the best performing platforms for the D istrict. T he D istrict has started to post a series of I nstagram R eel videos to showcase different aspects of the D istrict operations. One video has received over 46,000 views with engagement/reach on the platform increasing 491% from the month prior. Bill inserts are a strategic and one of the most effective outreach channels. B y including informational materials in the water bill, the D istrict ensures community members within the service area have information readily accessible and are encouraged to engage with the D istrict as a result of the insert. T he D istrict is involved in a number of construction projects within the service area. A focused effort is undertaken on each project to inform residents that could have their service directly impacted along with residents that could be indirectly impacted by lane closures or equipment staging. R es p ec tfully s ub mitted: Kelly Mallo y Directo r o f S trategic S ervic es indirectly impacted by lane closures or equipment staging. Finally, staff have been reviewing the E ast Valley Water D istrict website analytics and received feedback from several C ommunity Advisory C ommission members regarding the website user experience. T he District has made several enhancements and updates to improve the user experience and will continue to look for opportunities to improve the digital experience. AGE N C Y GOALS AN D OB J E C T IVE S: G oal and O b jec tives I I - Maintain a C o mmitment to S us tainab ility, Trans p arency, and Ac countability b) Utilize Effective C ommunicatio n Metho ds d) P rovide Q uality I nformation to E ncourage C ommunity E ngagement F IS CAL IMPAC T T here is no fis cal imp ac t as s oc iated with this agend a item.