HomeMy WebLinkAbout2013-03-28 - Board of Directors Meeting Agenda PacketYorba Linda
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AGENDA
YORBA LINDA WATER DISTRICT
BOARD OF DIRECTORS REGULAR MEETING
Thursday, March 28, 2013, 8:30 AM
1717 E Miraloma Ave, Placentia CA 92870
1. CALL TO ORDER
2. PLEDGE OF ALLEGIANCE
3. ROLL CALL
Gary T. Melton, President
Robert R. Kiley, Vice President
Michael J. Beverage
Ric Collett
Phil Hawkins
4. ADDITIONS /DELETIONS TO THE AGENDA
5. PUBLIC COMMENTS
Any individual wishing to address the Board is requested to identify themselves and state the matter on which
they wish to comment. If the matter is on the agenda, the Board will recognize the individual for their comment
when the item is considered. No action will be taken on matters not listed on the agenda. Comments are limited
to matters of public interest and matters within the jurisdiction of the Water District. Comments are limited to five
minutes.
6. SPECIAL RECOGNITION
6.1. Introduce Ronnie Ruiz, Newly Hired Maintenance Worker I
6.2. Recognition of Employees for Their Service to the District
• Robyn Shaw, IS Tech II /Programmer (5 Years)
• Doug Baker, Mechanic II (5 Years)
7. CONSENT CALENDAR
All items listed on the consent calendar are considered to be routine matters, status reports, or documents
covering previous Board instructions. The items listed on the consent calendar may be enacted by one motion.
There will be no discussion on the items unless a member of the Board, staff, or public requests further
consideration.
7.1. Minutes of the Board of Directors Regular Meeting held March 14, 2013
Recommendation: That the Board of Directors approve the minutes as presented.
7.2. Payments of Bills, Refunds, and Wire Transfers
Recommendation: That the Board of Directors ratify and authorize disbursements in
the amount of $633,539.20.
7.3. Terms and Conditions for Sewer Service with the City of Yorba Linda
Recommendation: That the Board of Directors approve the Terms and Conditions
for Sewer Service with the City of Yorba Linda, Job No. 201303S.
7.4. Request for Support for OCWD Act Amendment Regarding Recovery of Groundwater
Clean -up Costs
Recommendation: That the Board of Directors authorize the Acting General
Manager to finalize and mail the attached letters of support to the state legislature.
7.5. Claim Filed by Richard Peterson
Recommendation: That the Board of Directors reject the claim submitted by Mr.
Peterson and refer it to ACWA/JPIA.
8. ACTION CALENDAR
This portion of the agenda is for items where staff presentations and Board discussions are needed prior to
formal Board action.
8.1. Property Insurance Premium for April 2013 -2014
Recommendation: That the Board of Directors authorize payment in the amount of
$47,186 to renew the District's property insurance coverage through ACWA/JPIA for
the period April 1, 2013 through April 1, 2014.
8.2. Declaration of Intent to Sell Surplus Property at 4622 Plumosa Drive
Recommendation: That the Board of Directors adopt a declaration that the District -
owned property at 4622 Plumosa Drive is no longer necessary for District use and
authorize the Acting General Manager to send out the attached letter.
8.3. Special District Leadership Foundation - District Transparency Certificate of Excellence
Recommendation: That the Board of Directors confirm its commitment towards
acheiving the "District of Distinction" accreditation, which requires the District to
complete the tasks for the SDLF District Transparency Certificate of Excellence.
8.4. Operations and Efficiency Study Statement of Qualifications Review and Scoring
Recommendation: That the Board of Directors provide their review comments on
each of the SOQs, make a determination of the firm most qualified to prepare the
Study, direct staff to meet with that firm to negotiate the final scope and fee for the
Study, and return to the Board for consideration of award of a Professional Services
Agreement for preparation of the Study.
9. DISCUSSION ITEMS
This portion of the agenda is for matters that cannot reasonably be expected to be concluded by action of the
Board of Directors at the meeting, such as technical presentations, drafts of proposed policies, or similar items for
which staff is seeking the advice and counsel of the Board of Directors. Time permitting, it is generally in the
District's interest to discuss these more complex matters at one meeting and consider formal action at another
meeting. This portion of the agenda may also include items for information only.
9.1. Request to Support Election of Kathleen Tiegs for ACWA Vice - President
10. REPORTS, INFORMATION ITEMS, AND COMMENTS
10.1. President's Report
10.2. Directors' Report
10.3. Acting General Manager's Report
10.4. General Counsel's Report
10.5. Future Agenda Items and Staff Tasks
11. COMMITTEE REPORTS
11.1. Executive - Administrative - Organizational Committee
(Melton /Kiley)
Minutes of meeting held March 19, 2013 at 4:00 p.m.
Meeting scheduled April 16, 2013 at 4:00 p.m.
11.2. Finance - Accounting Committee
(Hawkins /Melton)
• Minutes of meeting held March 25, 2013 at 12:00 p.m. (To be provided at the next
regular meeting.)
• Meeting scheduled April 22, 2013 at 12:00 p.m.
11.3. Personnel -Risk Management Committee
(Collett /Beverage)
• Minutes of meeting held March 12, 2013 at 4:00 p.m.
• Minutes of meeting held March 27, 2013 at 4:00 p.m. (To be provided at the next
regular Board meeting.)
• Meeting scheduled April 9, 2013 at 4:00 p.m.
11.4. Planning- Engineering- Operations Committee
(Kiley /Hawkins)
• Minutes of meeting held March 7, 2013 at 3:00 p.m.
Meeting scheduled April 8, 2013 at 3:00 p.m.
11.5. Public Affairs - Communications - Technology Committee
(Beverage /Collett)
• Meeting scheduled April 2, 2013 at 4:00 p.m.
11.6. YLWD -City of Placentia Joint Agency Committee
(Melton /Hawkins)
Meeting to be scheduled in May 2013.
11.7. YLWD -City of Yorba Linda Joint Agency Committee
(Kiley /Beverage)
Meeting scheduled April 17, 2013 at 6:00 p.m.
11.8. YLWD - MWDOC -OCWD Joint Agency Committee
(Beverage /Melton)
• Minutes of meeting held March 26, 2013 at 4:00 p.m. (To be provided at the next
regular Board meeting.)
• Meeting scheduled May 28, 2013 at 4:00 p.m.
11.9. Citizens Advisory Committee
(Beverage)
Minutes of meeting held March 25, 2013 at 8:30 a.m. (To be provided at the next
regular Board meeting.)
• Meeting scheduled April 22, 2013 at 8:30 a.m.
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12.1. YL City Council - March 19, 2013 (Kiley)
12.2. MWDOC Board - March 20, 2013 (Melton /Staff)
12.3. OCWD Board -March 20, 2013 (Kiley /Staff)
12.4. YL Planning Commission - March 27, 2013 (Hawkins)
13. BOARD OF DIRECTORS ACTIVITY CALENDAR
13.1. Meetings from April 1, 2013 - May 31, 2013
14. CONFERENCES, SEMINARS, AND SPECIAL EVENTS
This section of the agenda is for the Board of Directors to authorize Director attendance at the listed events.
14.1. North Orange County Legislative Alliance Elected Official Reception - April 4, 2013
MWD /MWDOC California State Water Project / Sacramento -San Joaquin Bay Delta
Inspection Trip - April 12 -13, 2013
Recommendation: That the Board of Directors authorize Director attendance at
these events if desired.
15. CLOSED SESSION
The Board may hold a closed session on items related to personnel, labor relations and /or litigation. The public is
excused during these discussions.
15.1. Conference with Legal Counsel — Pending Litigation
Pursuant to Subdivision (a) of Section 54956.9 of the California Government Code
Name of Case: ACWA /JPIA, et al. vs. Insurance Company of the State of Pennsylvania,
et al. (OC Superior Court - Case No. 00486884)
16. ADJOURNMENT
16.1. A Board of Directors Workshop Meeting has been scheduled for Monday, April 1, 2013
at 11:00 a.m. The next Board of Directors Regular Meeting will be held Thursday, April
11, 2013 at 8:30 a.m.
Items Distributed to the Board Less Than 72 Hours Prior to the Meeting
Pursuant to Government Code section 54957.5, non - exempt public records that relate to open session agenda items
and are distributed to a majority of the Board less than seventy -two (72) hours prior to the meeting will be available for
public inspection in the lobby of the District's business office located at 1717 E. Miraloma Avenue, Placentia, CA 92870,
during regular business hours. When practical, these public records will also be made available on the District's internet
website accessible at http: / /www.ylwd.com /.
Accommodations for the Disabled
Any person may make a request for a disability - related modification or accommodation needed for that person to be
able to participate in the public meeting by telephoning the Executive Secretary at 714 - 701 -3020, or writing to Yorba
Linda Water District, P.O. Box 309, Yorba Linda, CA 92885 -0309. Requests must specify the nature of the disability and
the type of accommodation requested. A telephone number or other contact information should be included so the
District staff may discuss appropriate arrangements. Persons requesting a disability - related accommodation should
make the request with adequate time before the meeting for the District to provide the requested accommodation.
AGENDA REPORT
Meeting Date: March 28, 2013
ITEM NO. 7.1
Subject: Minutes of the Board of Directors Regular Meeting held March 14, 2013
STAFF RECOMMENDATION:
That the Board of Directors approve the minutes as presented.
ATTACHMENTS:
Description: Type:
031413 BOD - Minutes.doc BOD Mtg Minutes 03/14/13 Minutes
Approved by the Board of Directors of the
Yorba Linda Water District
3/28/2013
RURK 5 -0
MINUTES OF THE
YORBA LINDA WATER DISTRICT
BOARD OF DIRECTORS REGULAR MEETING
Thursday, March 14, 2013, 8:30 a.m.
1717 E Miraloma Ave, Placentia CA 92870
1. CALL TO ORDER
The March 14, 2013 Regular Meeting of the Yorba Linda Water District Board of
Directors was called to order by President Melton at 8:30 a.m. The meeting was
held in the Board Room at the District's Administration Building located at 1717
East Miraloma Avenue in Placentia, California 92870.
2. PLEDGE OF ALLEGIANCE
President Melton led the pledge.
3. ROLL CALL
DIRECTORS PRESENT
STAFF PRESENT
Gary T. Melton, President
Steve Conklin, Acting General Manager
Robert R. Kiley, Vice President
John DeCriscio, Acting Operations Manager
Michael J. Beverage
Gina Knight, HR and Risk Manager
Ric Collett
Stephen Parker, Finance Manager
Phil Hawkins
Art Vega, Acting IT Manager
Damon Micalizzi, Public Information Officer
Anthony Manzano, Senior Project Manager
Ken Mendum, Water Maint Superintendent
Bryan Melton, Human Resources Technician
Francisco Quintero, Maintenance Worker I
Annie Alexander, Executive Secretary
ALSO PRESENT
Brett Barbre, Director, Municipal Water District of Orange County
Gene Hernandez, Councilmember, City of Yorba Linda
Eddy Beltran, Senior Counsel, Kidman Law LLP
Daniel Mole, Chair, YLWD Citizens Advisory Committee
4. ADDITIONS /DELETIONS TO THE AGENDA
None.
5. PUBLIC COMMENTS
Director Barbre commented on a recent inspection tour provided by MWDOC of
the Colorado River Aqueduct. Director Collett, Councilmember Hernandez, Mr.
Conklin and Mr. Micalizzi were all able to attend. On behalf of MWDOC, Director
Barbre then presented the Board with a rebate check in the amount of $177,664
made out to the District from the agency's Tier II Contingency Fund. Director
Barbre then responded to questions from the Board regarding participation of
members of the District's Citizen Advisory Committee on the inspection tour as
well as current snow pack and water supply conditions.
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President Melton thanked Director Barbre and MWDOC for sponsoring the
inspection tours and commended Mr. Micalizzi for his work on the new signage
that was recently installed behind the dais.
6. SPECIAL RECOGNITION
6.1. Introduce Bryan Melton, Newly Hired Human Resources Technician
Mrs. Knight introduced Mr. Bryan Melton and provided the Board with an
overview of his background and previous work experience. The Board
welcomed Mr. Bryan Melton to the District.
6.2. Introduce Francisco Quintero, Newly Hired Maintenance Worker I
Mr. Mendum introduced Mr. Quintero and provided the Board with an
overview of his background and previous work experience. The Board
welcomed Mr. Quintero to the District.
Messrs. Mendum, Melton and Quintero left the meeting at this time.
7. COMMITTEE REPORTS
7.1. Citizens Advisory Committee
(Beverage)
■ Minutes of the meeting held February 25, 2013 at 8:30 a.m. were
provided in the agenda packet. Mr. Mole addressed the Board and
provided a report regarding matters discussed during the meeting.
He stated that the Committee appreciated the opportunity to hear
from Lt. Bob Wren regarding the Orange County Sheriff's
Department takeover of police services for the City of Yorba Linda
as well as their efforts to protect the District's infrastructure. Mr.
Mole stated that Mr. Greg Meyers had submitted his resignation
from the Committee as he will soon be moving out of the District's
service area. Mr. Mole will also be contacting another Committee
member who has not been attending meetings on a regular basis to
gauge their interest in remaining on the Committee. The
Committee will leave it up to the Board's discretion as to whether or
not to fill this 1, and possibly 2, vacant positions.
Director Kiley suggested that the District offer key staff at the
Sheriff's office the opportunity to take a tour of the District's
facilities.
Directors Beverage and Melton and Mr. Mole further commented on
Mr. Wren's presentation including the Department's unsuccessful
efforts to obtain funding for the purchase of off road equipment, the
high number of traffic accidents, and the increase in burglaries in
the area.
■ Next meeting is scheduled to be held March 25, 2013 at 8:30 a.m.
04
91
0
CONSENT CALENDAR
Director Hawkins made a motion, seconded by Director Kiley, to approve the
Consent Calendar. Motion carried 5 -0.
8.1. Payments of Bills, Refunds and Wire Transfers
Recommendation: That the Board of Directors ratify and authorize
disbursements in the amount of $880,409.61.
8.2. Minutes of the Board of Directors Regular Meeting held February 28, 2013
Recommendation: That the Board of Directors approve the minutes as
presented.
8.3. Progress Payment No. 1 for the 2012 Waterline Replacement Project,
Phase II
Recommendation: That the Board of Directors approve Progress
Payment No. 1 in the net amount of $76,047.50 to TBU, Inc. for
construction of the 2012 Waterline Replacement Project, Phase II, Job No.
2011 -20.
8.4. Request for Sole- Source Professional Services Agreement with RKI
Engineering for SCADA Control Programming Services
Recommendation: That the Board of Directors authorize the Acting
General Manager to execute the PSA with RKI Engineering LLC, with a
total cost not to exceed $48,000.
8.5. Unaudited Financial Statements for the Period Ending December 31, 2013
Recommendation: That the Board of Directors receive and file the
Unaudited Financial Statements for the Period Ending December 31,
2012.
ACTION CALENDAR
9.1. Northeast Area Planning Study
Mr. Conklin explained that staff was pleased to present the final version of
this study which Mr. Manzano and Mr. DeCriscio had been working on
with the consultant for the last 6 months. Mr. Conklin then provided a
PowerPoint presentation detailing the purpose of the study and briefly
responded to questions from the Board regarding the possible
development of two additional properties near the proposed Esperanza
Hills development.
Director Beverage asked Mr. Conklin to clarify that the 1,500 GPM fire
flow requirement was per residential fire. Mr. Conklin confirmed this
information and stated that should the Orange County Fire Authority
decide to adjust its fire flow requirements, staff would be able to use the
3
GIS -based hydraulic model to reevaluate the projected water demands in
this area. Director Beverage noted that OCFA did not have any intention
of increasing the fire flow requirements for this development as the District
was able to provide a greater amount of water during the Freeway
Complex Fire than was required. Unfortunately, the community as a
whole is not aware of this fact.
Councilmember Hernandez asked if an after - action report following the
Freeway Complex Fire had been provided by the District to the City
Council, and if not, he suggested that it would be very beneficial. Mr.
Conklin responded that he could not recall at the moment. Director
Beverage suggested that this topic be discussed at the joint agency
committee meeting scheduled April 17, 2013.
Mr. Conklin continued his presentation and provided an overview of the
current and recommended water storage criteria in the area, recent
improvements to the region's distribution system resulting in reduced
storage requirements, and recommendations for additional infrastructure
that would be needed to support the proposed Esperanza Hills Estates
and Sage housing developments. Mr. Conklin responded to questions
from the Board regarding the size of the two recommended reservoirs and
the working relationship between the developers. Mr. Conklin then
concluded his presentation by reviewing the recommended improvements
for the Fairmont Booster Pump Station and those related to water quality
at the existing reservoirs.
Director Collett asked about potential for using the hydraulic model to
evaluate the District's distribution system in its entirety. Mr. Conklin
responded that it was possible and could be performed at some time in
the future either by staff or by the consultant although staff didn't see a
need to do it at this time.
Mr. Conklin stated that he would like to request to modify staff's
recommendation for this item to read: "That the Board of Directors
approve and file the Northeast Area Planning Study as revised." He
explained that the consultant had requested some slight revisions to the
study subsequent to the agenda being posted. The page containing these
revisions was distributed during the meeting.
Director Hawkins stated that the Planning- Engineering- Operations
Committee had reviewed the draft study at its most recent meeting and
recommended Board approval.
Director Beverage made a motion, seconded by Director Collett, to adopt
and file the Northeast Area Planning Study as revised. Motion carried 5 -0.
12
5
9.2. MWDOC Board and Elected Officials’ Forum – April 4, 2013
Mr. Conklin explained that MWDOC had invited the District to attend its
5th, semi-annual Elected Officials’ Forum on April 4, 2013. In addition, the
agency requested that the Board designate one Director to attend as the
District’s official representative.
Following brief discussion, it was determined that Director Melton would
attend this event as the District’s official representative. Directors Collett
and Kiley will also attend.
10. REPORTS, INFORMATION ITEMS, AND COMMENTS
10.1. President’s Report
President Melton reported that he was recently asked to speak at a
general meeting of the Pat Nixon Republican Women Federated. He
stated that it had gone very well and that he answered some questions
regarding District efforts during the Freeway Complex Fire.
10.2. Directors’ Report
MWDOC Colorado River Aqueduct Inspection Tour – March 8-10,
2013 (Collett)
Director Collett reported on his attendance of this tour and
commented on how much effort was involved in the distribution and
treatment of water.
Mesa Water Reliability Facility Ceremony – March 13, 2013
(Collett/Kiley)
Directors Collett and Kiley both reported on their attendance at this
event. Director Kiley mentioned that with construction of this
facility, the agency was now 100% reliant on local water.
10.3. Acting General Manager’s Report
Mr. Conklin reported that on March 4, 2013, the District had received a
refund check from ACWA/JPIA in the amount of $3,514 from the
organization’s Retrospective Premium Adjustment Fund for the 2010/11
policy year. He also commented on his participation in the Colorado River
Aqueduct Tour and remarked on the complexity involved in the provision
of drinking water. Mr. Conklin further reported that the proposed project to
convert approximately 120 homes from the 1000-ft to the 920-ft pressure
zone would not move forward at this time as the District was unable to
obtain a required easement from the property owner where the pipeline
would have been constructed. This project will be removed from the
Capital Improvement Project list. Mr. Conklin also commented on his
attendance of the ceremony for the new Mesa Water Reliability Facility.
Mr. Conklin concluded his comments by reporting that the District would
be providing water for the ShamRock n’ Run event over the weekend.
6
10.4. General Counsel’s Report
Mr. Beltran stated that he did not have anything to report and that the
Closed Session would not be needed.
10.5. Future Agenda Items and Staff Tasks
None.
11. COMMITTEE REPORTS CONTINUED
11.1. Executive-Administrative-Organizational Committee
(Melton/Kiley)
Minutes of the meeting held February 27, 2013 at 9:00 a.m. were
provided in the agenda packet.
Next meeting is scheduled to be held March 19, 2013 at 4:00 p.m.
11.2. Finance-Accounting Committee
(Hawkins/Melton)
Minutes of the meeting held February 25, 2013 at 12:00 p.m. were
provided in the agenda packet.
Next meeting is scheduled to be held March 25, 2013 at 12:00 p.m.
11.3. Personnel-Risk Management Committee
(Collett/Beverage)
Minutes of the meeting held February 26, 2013 at 4:00 p.m. were
provided in the agenda packet.
Minutes of the meeting held March 12, 2013 at 4:00 p.m. will be
provided at the next regular Board meeting.
Next meeting is scheduled to be held March 27, 2013 at 4:00 p.m.
11.4. Planning-Engineering-Operations Committee
(Kiley/Hawkins)
Minutes of the meeting held March 7, 2013 at 3:00 p.m. will be
provided at the next regular Board meeting.
Next meeting is scheduled to be held April 8, 2013 at 3:00 p.m.
11.5. Public Affairs-Communications-Technology Committee
(Beverage/Collett)
Minutes of the meeting held March 4, 2013 at 4:00 p.m. were
provided in the agenda packet.
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Next meeting is scheduled to be held April 2, 2013 at 4:00 p.m.
11.6. YLWD-City of Placentia Joint Agency Committee
(Melton/Hawkins)
Next meeting is scheduled to be held in May 2013. Specific date
and time is yet to be determined.
11.7. YLWD-City of Yorba Linda Joint Agency Committee
(Kiley/Beverage)
First meeting is scheduled to be held April 17, 2013 at 6:00 p.m.
Councilmember Hernandez addressed the Board and expressed
his gratitude for being able to attend the Colorado River Aqueduct
Tour and his appreciation for the work and cost involved in the
distribution of drinking water. He then briefly commented on the
formation of the Landscape and Lighting Maintenance Assessment
District, the proposed Esperanza and Sage developments, and
community outreach efforts related to District activities during and
following the Freeway Complex Fire.
11.8. YLWD-MWDOC-OCWD Joint Agency Committee
(Beverage/Melton)
Next meeting is scheduled to be held March 26, 2013 at 4:00 p.m.
12. INTERGOVERNMENTAL MEETINGS
12.1. WACO – March 1, 2013 (Hawkins/Kiley)
Directors Hawkins and Kiley attended. Matters discussed during the
meeting included MWD activities, lowering the amount of the water bond,
recruitment for an Executive Officer at LAFCO, the CSDA Legislative
Conference in May, and the history of California’s flag.
12.2. YL City Council – March 5, 2013 (Kiley)
Director Kiley attended and commented on the El Cajon Trail Right-of-
Way Study which was discussed during the meeting. He asked if the
District had an easement along the trail. Mr. Conklin responded that he
would ask staff to look into the matter. Execution of a contract with Wildan
Engineering to review and evaluate certain zones of the Landscape
Maintenance Assessment District was approved at the meeting. Also
discussed was the termination of the ground lease between the City and
the Yorba Linda Friends Church.
Councilmember Hernandez briefly responded to questions from the Board
regarding issues related to termination of the ground lease.
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YL City Council – March 12, 2013 (Kiley)
Director Kiley reported on his attendance at this special meeting which
focused on the Landscape Maintenance Assessment District. He
suggested that this issue would be a good topic to discuss at the joint
agency committee meeting scheduled in April.
12.3. MWDOC/MWD Workshop – March 6, 2013 (Melton/Staff)
Director Melton attended. Matters discussed during the meeting included
the search for a new General Manager, the State Water Project and
related fish restrictions, and current water supply conditions.
12.4. OCWD Board – March 6, 2013 (Kiley/Staff)
Director Kiley attended. He noted that there really wasn’t any new
business to report and that the Environmental Impact Report for the
District’s request for annexation was still expected to be released at the
end of the month.
12.5. YL Planning Commission – March 13, 2013 (Melton)
Director Melton attended and commented on the preservation of historic
property and the acquisition of property for open space purposes which
were both discussed during the meeting.
13. BOARD OF DIRECTORS ACTIVITY CALENDAR
13.1. Meetings from March 15, 2013 – April 30, 2013
The Board made no changes to the activity calendar.
14. CONFERENCES, SEMINARS, AND SPECIAL EVENTS
14.1. Yorba Linda Costco Business Expo – February 23, 2013
(Ratify Director Beverage’s attendance.)
Mesa Water Reliability Facility Ceremony – March 13, 2013
(Ratify Director Collett and Director Kiley’s attendance.)
Santa Ana River Watershed Conference – April 11, 2013
California Water Policy Conference – April 18-19, 2013
Director Hawkins made a motion to authorize Director attendance at the
above listed events if desired.
Director Kiley requested to add his attendance at the Special Yorba Linda
City Council meeting on March 12, 2013 to this list for approval. Mr.
Conklin responded that staff was of the opinion that this would not be
necessary as Director Kiley was assigned to attend the City Council
meetings on a regular basis.
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Director Collett noted that he read in the newspaper that there was a City
of Yorba Linda General Plan Advisory Committee meeting scheduled the
last week of March.
The motion was seconded by Director Collett and carried 5-0.
(Closed Session was not held.)
15. CLOSED SESSION
15.1. Conference with Legal Counsel – Pending Litigation
Pursuant to Subdivision (a) of Section 54956.9 of the California
Government Code
Name of Case: ACWA/JPIA, et al vs. Insurance Company of the
State of Pennsylvania, et al (OCSC – Case No.
00486884)
16. ADJOURNMENT
16.1. The meeting was adjourned at 10:00 a.m. A Board of Directors Workshop
Meeting has been scheduled for Thursday, March 21, 2013 at 11:00 a.m.
The next Board of Directors Regular Meeting will be held Thursday, March
28, 2013 at 8:30 a.m.
Steve Conklin
Board Secretary
ITEM NO. 7.2
AGENDA REPORT
Meeting Date: March 28, 2013 Budgeted:Yes
To:Board of Directors Cost Estimate:$633,539.20
Funding Source:All Funds
From:Steve Conklin, Acting General
Manager
Presented By:Stephen Parker, Finance Manager Dept:Finance
Prepared By:Maria Trujillo, Accounting Assistant
I
Subject:Payments of Bills, Refunds, and Wire Transfers
SUMMARY:
Section 31302 of the California Water Code says the District shall pay demands made against it when they
have been approved by the Board of Directors. Pursuant to law, staff is hereby submitting the list of
disbursements for Board of Directors' approval.
STAFF RECOMMENDATION:
That the Board of Directors ratify and authorize disbursements in the amount of $633,539.20.
DISCUSSION:
The wires and major item on this disbursement list are as follows: A wire of $97,348.32 to ACWA/JPIA for
April 2013 health premium; a wire of $47,186.00 to ACWA/JPIA for 2013-2014 Property Insurance premium;
and, a check of $44,986.17 to Kidman Law for February legal services.. The balance of $220,135.89 is
routine invoices.
The Accounts Payable check register total is $409,656.38; Payroll No. 6 total is $223,882.82; and, the
disbursements of this agenda report are $633,539.20. A summary of the checks is attached.
STRATEGIC PLAN:
FR 1-F: Continue to Record and Report the Fairly Stated Financial Activities of the District in a Timely and
Transparent Manner to the Board of Directors and Member Agencies
PRIOR RELEVANT BOARD ACTION(S):
The Board of Directors approves bills, refunds and wire transfers semi-monthly.
ATTACHMENTS:
Name:Description:Type:
CkReg32813_BOD.pdf Check Register Backup Material
13-CS_328.doc Cap Sheet Backup Material
13_CC_328.xls Credit Card Summary Backup Material
Approved by the Board of Directors of the Yorba
Linda Water District
3/28/2013
RC/RK 5-0
.
March 28, 2013
CHECK NUMBERS:
Void Check 60957 $ 0.00
Computer Checks 60934—61014 $ 265,122.06
WIRES:
W-32713 ACWA/JPIA $ 97,348.32
W-32813 ACWA/JPIA $ 47,186.00
$ 144,534.32
TOTAL OF CHECKS AND WIRES $ 409,656.38
PAYROLL NO. 6:
Direct Deposits $ 143,212.60
Third Party Checks 5533—5542 $ 41,861.92
Payroll Taxes $ 38,808.30
TOTAL OF PAYROLL $ 223,882.82
----------------------------------------------------------------------------------------------------------------------
DISBURSEMENT TOTAL: $ 633,539.20
==================================================================
APPROVED BY THE BOARD OF DIRECTORS MINUTE ORDER AT BOARD
MEETING OF MARCH 28, 2013
==================================================================
Date Vendor Name Amount Description
03/04/13 Liebert Cassidy Whitmore 1,245.00 Public Emp Law Conf HR
03/04/13 Light Bulbs Etc 249.97 Light bulbs
03/04/13 Orange County Register 146.02 Subscription 26 weeks
03/05/13 B&M Lawn and Garden 128.60 Landscape supplies
03/06/13 Farmer Boys 29.01 Lunch mtg/Accounting Section
03/06/13 Home Depot 92.16 Parts/tapping pipe stand
03/06/13 Westside Building Material 502.59 Tapping bit, padlock
03/06/13 AWWA 2,805.00 Spring Conference 5 OPS
03/06/13 Tropicana Las Vegas 509.57 Lodging/Spring Conf OPS
03/07/13 Harrington Industrial 154.43 Production parts/CL2 system
03/12/13 Home Depot 10.74 Parts/stationary engine
03/12/13 Answer One 598.95 Answering service
03/12/13 AWWA 511.15 Water Quality manuals
03/13/13 America's Instant Signs 858.76 Boardroom Logo Panels/Balance
03/13/13 AWWA 238.00 Dues Walkemeyer
03/13/13 Home Depot 17.19 Sod
03/14/13 Brown and Caldwell 200.00 Ad/Instrumentation Tech
TOTAL 8,297.14
Cal Card Credit Card
U S Bank
03/04/2013-03/14/2013
ITEM NO. 7.3
AGENDA REPORT
Meeting Date: March 28, 2013 Budgeted:N/A
To:Board of Directors
Funding Source:Developer Funded
From:Steve Conklin, Acting General
Manager
Account No:2-2600
Job No:201303S
Presented By:Steve Conklin, Acting General
Manager
Dept:Engineering
Reviewed by Legal:N/A
Prepared By:Ariel Bacani, Engineering
Technician II
CEQA Compliance:N/A
Subject:Terms and Conditions for Sewer Service with the City of Yorba Linda
SUMMARY:
The City of Yorba Linda is proposing to construct sewer facilities in conjunction with their street
improvement project in Lakeview Avenue, between Bastanchury Road and Oriente Drive. An exhibit
depicting the location of the project is attached for your review.
STAFF RECOMMENDATION:
That the Board of Directors approve the Terms and Conditions for Sewer Service with the City of
Yorba Linda, Job No. 201303S.
COMMITTEE RECOMMENDATION:
The Planning-Engineering-Operations Committee considered this item at its meeting on April 8,
2013 and supports the staff recommendation.
DISCUSSION:
The City of Yorba Linda has submitted sewer improvement plans to construct an 8-inch sewer main
in conjunction with their street improvement project in Lakeview Avenue. The City's street widening
project impacts the private sewer systems for three properties located on the east side of Lakeview
Avenue. To mitigate this impact, the City has agreed to connect these properties to the public sewer
system, which necessitates construction of the public sewer main extension.
The proposed sewer main will connect to an existing 8-inch sewer in Lakeview Avenue north of
Southern Hills Way. The City's contractor will construct approximately 300 feet of 8-inch sewer main
and two manholes in Lakeview Avenue to serve the three residential customers.
The Terms and Conditions for Sewer Service with the City of Yorba Linda are attached for your
consideration.
PRIOR RELEVANT BOARD ACTION(S):
The Board of Directors previously approved these Terms and Conditions for Sewer Service with the
City of Yorba Linda on April 13, 2006. The project was closed by the District when the City no longer
had funding and the Terms and Conditions expired.
ATTACHMENTS:
Name:Description:Type:
201303S_T_C.doc Terms & Conditions for Sewer Service with City of Yorba
Linda Agreement
201303S_Exhibit.pdf Exhibit of Proposed Sewer Improvements for City of
Yorba Linda Agreement
Approved by the Board of Directors of the
Yorba Linda Water District
3/28/2013
RC/RK 5-0
Date: MARCH 28, 2013
YORBA LINDA WATER DISTRICT
TERMS AND CONDITIONS
FOR SEWER SERVICE
NAME OF APPLICANT: CITY OF YORBA LINDA
LOCATION OF PROJECT: LAKEVIEW AVENUE, BETWEEN SOUTHERN HILLS WAY
AND ARBOR GATE LANE
TRACT NUMBER: N/A JOB NUMBER: 201303S LOT(S): 3
The applicant will be required to complete to the satisfaction of the District the following
items that have an “X” following the number.
1) X The applicant shall provide the District with a copy of the Grant Deed or
Title Report of the property to be served.
2) X The applicant shall include information deemed necessary by the District in
the event the applicant is required to file a Department of Real Estate Tax
Disclosure statement.
3) The applicant shall provide to all purchasers of the homes a statement that
the home is located within Improvement District No. 1 and that the home is
subject to a property tax over and above the normal 1% Basic Tax Levy to
pay for Production, Storage, and Transmission water facilities serving
Improvement District No. l.
4) The applicant shall provide to all purchasers of the homes a statement that
the home is located within Improvement District No. 2 and that the home is
subject to a property tax over and above the normal 1% Basic Tax Levy to
pay for Production, Storage, and Transmission water facilities serving
Improvement District No. 2.
5) X The applicant shall submit two (2) sets of the improvement plans to the
District for plan check processing.
a) Improvement Plans
b) Grading Plans
c) Tract, Parcel or Vesting Map
d) Landscaping Plans
6) X Improvement Plans submitted for plan check shall comply with the submittal
requirements established by the YLWD Engineering Department.
Page 2 of 5
NAME OF APPLICANT: CITY OF YORBA LINDA
LOCATION OF PROJECT: LAKEVIEW AVENUE, BETWEEN SOUTHERN HILLS WAY &
ARBOR GATE LANE
7) X The applicant shall dedicate or obtain all easements deemed necessary by
the District in accordance with the Rules and Regulations of the District. All
easement documents shall be prepared under the supervision of and
stamped by a Professional Land Surveyor or a Registered Civil Engineer
(licensed prior to January 1, 1982) licensed to practice in the State of
California.
8) The applicant shall provide the District with a copy of the Recorded
Tract/Parcel Map(s) or Easement Documents illustrating all District
easements required by Term and Condition No. 7, prior to requesting
occupancy releases.
9) The applicant shall prepare and process all easements to be quitclaimed by
the District in accordance with the Rules and Regulations of the District.
10) X The applicant shall furnish the District with a 24-hour emergency telephone
number prior to the District’s approval of the construction plans.
11) X The applicant shall notify the District 48 hours prior to initiating any work
related to required or proposed improvements.
12) X The applicant shall complete a Temporary Construction Meter Permit
application for all water to be used in construction work and all water used
under such permit shall be taken from the approved construction meter.
13) X The applicant shall provide per the District specifications one complete set
of "As Built" mylars and electronic copy of ACAD drawings (version 2008 or
later) for the Water facilities.
14) The applicant shall complete an Application to and Agreement for Water
Service.
15) The applicant shall pay all of the water fees as required by the Rules and
Regulations of the District.
16) The applicant shall pay meter fees associated with the installation of radio
read meters for this project.
17) The applicant shall comply with the Rules and Regulations of the Yorba
Linda Water District with regard to the Rendition of Water Service.
18) The applicant shall provide the District with a set of plans stamped and
approved by the Orange County Fire Authority, or fire agency having
jurisdiction, that identifies approved fire hydrant locations. Such approved
plan must be submitted to the District before staff will initiate a District plan
check for water improvements.
Page 3 of 5
NAME OF APPLICANT: CITY OF YORBA LINDA
LOCATION OF PROJECT: LAKEVIEW AVENUE, BETWEEN SOUTHERN HILLS WAY &
ARBOR GATE LANE
19) The applicant shall have all water facilities designed in accordance with the
District's Water Facilities Plan and the District’s Standard Specifications. All
design plans shall be prepared under the supervision of and stamped by a
Registered Civil Engineer licensed to practice in the State of California.
20) The applicant’s water facilities (on-site) shall be Privately owned and
maintained.
21) The applicant shall be required to conduct flow tests at their cost in the
event the Orange County Fire Authority requires a flow test. A District
representative shall be present to witness the flow test.
22) The applicant shall comply with all additional District requirements, relative
to the fire protection system, fire hydrant construction and fire hydrant
locations.
23) The applicant shall install one (1) water Sampling Station(s) in conformance
with the District’s Standard Plans.
24) The applicant shall provide a completed Surety Bond for the water facilities
prior to the District signing the Water Improvement Plans. The applicant
shall also provide to the District an estimate of the construction costs of the
proposed water facilities.
25) The applicant shall install the curb and gutters a minimum of one week prior
to the installation of the water main and services.
26) All existing water services that are not useable in the new plan shall be cut
and plugged at the main line.
27) The applicant shall coordinate through the District all connections of new
water facilities to the existing District facilities.
28) The applicant shall provide a written copy of the Bacteriological Report prior
to occupancy releases certifying that the water meets the Health
Department's requirements.
29) The applicant shall adjust and raise to grade all valve covers within the
limits of this project.
30) The applicant shall install a pressure regulator in all dwellings that have
over 80 p.s.i. static water pressure in accordance with the appropriate
building codes.
31) The applicant shall complete a Temporary Water Permit for all water that
will be used through the new water services to serve the new dwellings.
Page 4 of 5
NAME OF APPLICANT: CITY OF YORBA LINDA
LOCATION OF PROJECT: LAKEVIEW AVENUE, BETWEEN SOUTHERN HILLS WAY &
ARBOR GATE LANE
32) The applicant shall install a District approved backflow device in connection
with any private fire suppression sprinkler facilities that may be required by
the Orange County Fire Authority or fire agency having jurisdiction.
33) The applicant shall install a reduced pressure principle backflow prevention
device on all commercial buildings and landscape services.
34) The applicant shall install and provide a written test report to the District for
each backflow device certifying that the backflow devices are operating
properly prior to the water meters being turned on for service.
35) The applicant shall install and provide a written test report to the District
certifying that the double check detector assembly is operating properly
prior to the double check detector assembly being turned on for service.
36) The applicant shall provide an annual written test report to the District
certifying that the backflow devices and fire detector assemblies are
operating properly pursuant to the District’s Backflow Prevention Program
and the State of California Administrative Code, Title 17, Public Health
Rules and Regulations Relating to Cross-Connections.
37) The applicant shall complete a Sewer Connection Application and Permit
for Sewer Service.
38) X The applicant shall complete an Application to and Agreement for Sewer
Service.
39) X The applicant shall comply with the Rules and Regulations of the Yorba
Linda Water District with regard to the Rendition of Sanitary Sewer Service.
40) X The applicant shall pay all of the sewer fees as required by the Rules and
Regulations of the District.
41) X The applicant shall have all sewer facilities designed in accordance with the
District's Sewer Master Plan and Standard Specifications. All design plans
shall be prepared under the supervision of and stamped by a Registered
Civil Engineer licensed to practice in the State of California.
42) X The applicant shall provide a completed Surety Bond for the sewer facilities
prior to the District signing the Sewer Improvement Plans. The applicant
shall also provide to the District an estimate of the construction costs of the
proposed sewer facilities.
43) X The applicant’s sewer facilities (on-site) shall be Privately owned and
maintained.
Page 5 of 5
NAME OF APPLICANT: CITY OF YORBA LINDA
LOCATION OF PROJECT: LAKEVIEW AVENUE, BETWEEN SOUTHERN HILLS WAY &
ARBOR GATE LANE
44) X The applicant shall construct a sewer main and appurtenances in
conformance with the approved plans and the District’s Plans and
Specifications.
45) X The applicant shall adjust and raise to grade all sewer manhole covers
within the limits of this project.
46) X The applicant shall install a sewer backflow prevention valve on all sewer
service connections in which the pad elevations of the property being
served is lower than the rim elevation of the upstream manhole. Installation
of the backflow device shall comply with all requirements of the Building
and Plumbing Codes of the appropriate agency having jurisdiction.
47) X The applicant shall submit a video inspection report of their sewer project in
DVD format. The video of the sewer facilities shall be conducted in the
presence of the District inspector, which will include stationing locations of
manholes, cleanouts, wyes, laterals, backflow devices and appurtenances.
(END OF STANDARD TERMS AND CONDITIONS)
PROJECT SPECIFIC TERMS AND CONDITIONS
48) X The applicant shall install approximately 300 feet of 8-inch sewer main,
three sewer laterals and two manholes, per approved plans and District
Specifications.
I hereby certify that the foregoing Terms and Conditions were approved at the March 28,
2013 Regular Meeting of the Board of Directors of the Yorba Linda Water District. The
approved Terms and Conditions shall become void six (6) months from the approval date
if a formal Application To and Agreement with the Yorba Linda Water District for Sewer
Service is not executed for the project under consideration.
Steve Conklin, P.E., Acting General Manager
ITEM NO. 7.4
AGENDA REPORT
Meeting Date: March 28, 2013
To:Board of Directors
From:Steve Conklin, Acting General
Manager
Presented By:Steve Conklin, Acting General
Manager
Dept:Administration
Reviewed by Legal:Yes
Prepared By:Cindy Botts, Management
Analyst
Subject:Request for Support for OCWD Act Amendment Regarding Recovery of
Groundwater Clean-up Costs
SUMMARY:
The Orange County Water District (OCWD) has been working to amend its District Act to include
authority to recover investigative costs incurred in a groundwater clean-up project. Currently only
the costs of designing and constructing the clean-up project are recoverable. OCWD is requesting
letters of support, such as those attached, from local agencies in support of the amendment.
STAFF RECOMMENDATION:
That the Board of Directors authorize the Acting General Manager to finalize and mail the attached
letters of support to the state legislature.
COMMITTEE RECOMMENDATION:
The Executive-Administrative-Organizational Committee discussed this matter at its meeting held
on March 19, 2013 and supports the staff recommendation.
DISCUSSION:
OCWD is looking to amend its District Act, in order to clarify its authority to recover investigative
costs incurred in a groundwater clean-up project. A preliminary court has ruled that the current
District Act does not explicitly allow for the recovery of investigative costs against the parties
responsible for causing the contamination – only the costs of actually designing and constructing
the clean-up project are recoverable. This preliminary ruling implies these costs can only be
recoverable AFTER the clean-up project is completed, which could be as long as 30 years.
OCWD is currently working to amend the District Act via the Sacramento legislative process. Strong
local support for the bills SB 658 and AB 1287 can play a significant part in the process and
therefore OCWD is requesting agencies send letters of support. Draft letters are attached for the
Committee's consideration.
STRATEGIC PLAN:
CP 2-D: Enhance the District's Regional Water and Wastewater Industry Participation
ATTACHMENTS:
Name:Description:Type:
SB_658_Producer_Support_Letter_342013.docx SB658 Support Letter Backup Material
AB_1287_Producer_Support_Letter_342013.docx AB1287 Support Letter Backup Material
Approved by the Board of Directors of the
Yorba Linda Water District
3/28/2013
MB/PH 5-0
The Honorable Lou Correa
California State Senate
State Capitol, Room 5052
Sacramento, CA 95814
Dear Senator Correa:
As the retail agency that supplies water to the residents and businesses of the City of Yorba Linda
and vicinity, we rely on the Orange County groundwater basin for approximately 50% of our water
supply needs. Yorba Linda Water District supports SB 658 which will clarify that OCWD has the right
to recover all costs from polluters to clean up the contamination they caused in the Orange County
groundwater basin.
During its groundwater monitoring and testing activities, OCWD detected the presence of pollutants,
commonly referred to as Volatile Organic Compounds or "VOCs," in the northern and southern
portion of our groundwater basin. A plume of VOC contamination in the groundwater is migrating
towards parts of the north basin that supply drinking water, and three drinking water wells have been
removed from service because contaminants were approaching elevated levels. VOCs are known to
cause a variety of harmful impacts to human health and must be effectively remediated in order to
preserve and protect public health, public safety and local economic stability.
The California Legislature provided OCWD with the right to file suit to recover from polluters its
reasonable costs to investigate and clean up contamination of the groundwater basin. Unfortunately,
some polluters are attempting to exploit perceived legal loopholes to escape the financial
responsibilities of their contamination by shifting the cost of the clean up onto blameless ratepayers.
Our ratepayers should not have to pay to clean up contamination caused by others. Polluters alone
must be held responsible for their actions and pay the full cost to address the impacts of their
behavior. As such, Yorba Linda Water District supports SB 658 and looks forward to working with
OCWD and the members of the legislature to ensure the bill's passage.
Sincerely,
Steve Conklin
Acting General Manager
The Honorable Sharon Quirk-Silva
California State Assembly
State Capitol, Room 5175
Sacramento, CA 95814
Dear Assemblymember Quirk-Silva:
As the retail agency that supplies water to the residents and businesses of the City of Yorba Linda
and vicinity, we rely on the Orange County groundwater basin for approximately 50% of our water
supply needs. Yorba Linda Water District supports AB 1287 which will clarify that OCWD has the
right to recover all costs from polluters to clean up the contamination they caused in the Orange
County groundwater basin.
During its groundwater monitoring and testing activities, OCWD detected the presence of pollutants,
commonly referred to as Volatile Organic Compounds or "VOCs," in the northern and southern
portion of our groundwater basin. A plume of VOC contamination in the groundwater is migrating
towards parts of the north basin that supply drinking water, and three drinking water wells have been
removed from service because contaminants were approaching elevated levels. VOCs are known to
cause a variety of harmful impacts to human health and must be effectively remediated in order to
preserve and protect public health, public safety and local economic stability.
The California Legislature provided OCWD with the right to file suit to recover from polluters its
reasonable costs to investigate and clean up contamination of the groundwater basin. Unfortunately,
some polluters are attempting to exploit perceived legal loopholes to escape the financial
responsibilities of their contamination by shifting the cost of the clean up onto blameless ratepayers.
Our ratepayers should not have to pay to clean up contamination caused by others. Polluters alone
must be held responsible for their actions and pay the full cost to address the impacts of their
behavior. As such, Yorba Linda Water District supports AB 1287 and looks forward to working with
OCWD, Assemblymember Quirk-Silva, and the other members of the legislature to ensure the bill's
passage.
Sincerely,
Steve Conklin
Acting General Manager
ITEM NO. 7.5
AGENDA REPORT
Meeting Date: March 28, 2013
To:Board of Directors
Funding Source:N/A
From:Steve Conklin, Acting General
Manager
Presented By:Gina Knight, HR/Risk Manager
Reviewed by Legal:No
Prepared By:Amelia Cloonan, Human
Resources Analyst
Subject:Claim Filed by Richard Peterson
SUMMARY:
A claim was submitted to the District on February 19, 2013 for damage that occurred to claimant's
automobile on November 15, 2012.
STAFF RECOMMENDATION:
That the Board of Directors reject the claim submitted by Mr. Peterson and refer it to ACWA/JPIA.
COMMITTEE RECOMMENDATION:
The Personnel Risk Management Committee reviewed this item at their meeting held March 12, 2013
and supports the staff recommendation.
DISCUSSION:
On February 19, 2013, a claim was received by the District. The claimant, Richard Peterson, stated
that on November 15, 2012, he turned left on Avocado Avenue from Yorba Linda Boulevard. He drove
his car over a hose that was in a cradle located in the street. His car ended up on top of the aluminum
cradle, which hit the frame of his car. Mr. Peterson is claiming $2,866.81 for property damages to his
automobile. The District was performing work at the location. Mr. Peterson reported the incident to a
District employee who was on site.
The District wishes to reject and refer this claim to ACWA Joint Powers Insurance Authority for
investigation, appraisal and handling.
ATTACHMENTS:
Name:Description:Type:
RPeterson.pdf Backup Material Backup Material
Approved by the Board of Directors of the
Yorba Linda Water District
3/28/2013
RC/RK 5-0
PLEASE CONTACT YLWD RECORDS DIVISION
FOR THIS ATTACHMENT
(714) 701-3101
records@ylwd.com
ITEM NO. 8.1
AGENDA REPORT
Meeting Date: March 28, 2013 Budgeted:Yes
Total Budget:$50,000
To:Board of Directors Cost Estimate:$47,186
Funding Source:Water Operating
Fund
From:Steve Conklin, Acting General
Manager
Account No:1-7020-0690-00
Presented By:Gina Knight, HR/Risk Manager Dept:Human
Resources/Risk
Management
Reviewed by Legal:N/A
Prepared By:Amelia Cloonan, Human
Resources Analyst
CEQA Compliance:N/A
Subject:Property Insurance Premium for April 2013-2014
SUMMARY:
The purpose of this report is to request the Board of Directors to authorize payment for the annual
premium to renew property insurance through the Association of California Water Agencies/Joint
Powers Insurance Authority (ACWA/JPIA) for the period April 1, 2013 to April 1, 2014 at a cost of
$47,186.
STAFF RECOMMENDATION:
That the Board of Directors authorize payment in the amount of $47,186 to renew the District's
property insurance coverage through ACWA/JPIA for the period April 1, 2013 through April 1, 2014.
COMMITTEE RECOMMENDATION:
This item was presented to the Personnel/Risk Management Committee for review at the meeting
held March 12, 2013.
DISCUSSION:
The District obtains property insurance through the ACWA/JPIA. In addition, the District also
receives workers compensation and general liability insurance coverage through ACWA/JPIA and
receives a multiple program discount of 5%. The District's adopted purchasing policy authorizes the
General Manager to procure services identified in the budget in amounts not to exceed $25,000 with
three written quotes. The payment of the annual insurance premium to the ACWA/JPIA, while
administrative in nature, falls outside the adopted purchasing policy since the premium exceeds the
General Manager's authority and the District does not receive three separate quotes. Therefore
Board authorization is needed to renew the policy and pay the annual insurance premium.
The District's current property insurance policy will expire on March 31, 2013. District property
covered under this insurance program includes buildings, personal property, fixed equipment,
mobile equipment, licensed vehicles and certain catastrophic events. The District's buried reservoirs
are not covered under the policy.
Attached for the Board's review is a summary of the coverage:
1.The values for mobile equipment and licensed vehicles are computed on actual cash value
basis. As these items depreciate, staff adjusts the values accordingly.
2.Mobile equipment includes backhoes and tractor/lawn mower and has a deductible of $1,000
per occurrence.
3.Licensed vehicles covered include the sewer jet vactor trucks, hydro excavator, dump trucks,
portable pumps, portable generator, other larger vehicles with a $500 deductible per
occurrence.
4.The majority of the District's vehicles such as the sedans, pickups and utility trucks, are
covered.
5.Buildings, fixed equipment and personal property have a deductible of $1,000 per occurrence.
This year's invoice is based on values and items listed on the schedule. The JPIA increased the
values for buildings and other structures by 2.90%, and fixed equipment values were increased by
1.53%. These increases are based on the average increases in construction/acquisition costs as
calculated by published indexes per the JPIA.
PRIOR RELEVANT BOARD ACTION(S):
On April 12, 2012, the Board of Directors approved last year's annual property insurance payment in
the amount of $41,286.
ATTACHMENTS:
Name:Description:Type:
SKMBT_C55213031317560_(2).pdf Property Program Insurance 4/1/13-3/31/14 Backup Material
Approved by the Board of Directors of the
Yorba Linda Water District
3/28/2013
RC/PH 5-0
ITEM NO. 8.2
AGENDA REPORT
Meeting Date: March 28, 2013
To:Board of Directors
From:Steve Conklin, Acting General
Manager
Presented By:Steve Conklin, Acting General
Manager
Reviewed by Legal:Yes
Prepared By:Steve Conklin, Acting General
Manager
Subject:Declaration of Intent to Sell Surplus Property at 4622 Plumosa Drive
SUMMARY:
At its meeting in February 2013, the Executive-Administration-Operations Committee asked that
staff initiate the process to sell or lease the District-owned property at 4622 Plumosa Drive. In
response, the attached letter was drafted by District legal counsel and reviewed with the Committee
on March 19.
STAFF RECOMMENDATION:
That the Board of Directors adopt a declaration that the District-owned property at 4622 Plumosa
Drive is no longer necessary for District use and authorize the Acting General Manager to send out
the attached letter.
COMMITTEE RECOMMENDATION:
The Executive-Administrative-Organizational Committee discussed this matter at its meeting held
on March 19, 2013 and supports staff's recommendation.
ATTACHMENTS:
Name:Description:Type:
Plumosa_Prop_Notif_of_Intent_to_Sell.docx Notification of Intent to Sell Surplus Property Backup Material
List_of_Agencies.pdf Backup Material Distributed Less Than 72 Hours Prior to
the Meeting Backup Material
Approved by the Board of Directors of the
Yorba Linda Water District
3/28/2013
MB/RK 5-0
[YLWD LETTERHEAD]
[DATE]
Re: Notification of Intent to Sell Surplus Property Pursuant to Government Code
Section 54222
To All Concerned Parties:
Pursuant to California Government Code section 54222, this letter notifies you that the Yorba
Linda Water District, a California water district formed under California Water Code section
30000 et seq. (District), intends to sell its real property located at 4622 Plumosa Drive, Yorba
Linda, California 92886 (Property) (See attached legal description and map).
Pursuant to California Government Code section 54222, you have sixty (60) days following
receipt of this letter to notify me in writing of your intent to purchase or lease the Property for
the purposes set forth in California Government Code section 54222. Upon receipt of such
notice we will determine the priority amongst the written notifications received by us and, if
appropriate, enter into good faith negotiations for the sale or lease of the Property in accordance
with California Government Code section 54223.
If you have any questions, please contact me.
Sincerely,
Steve Conklin
Acting General Manager
Backup Material Distributed Less Than 72 Hours Prior to the Meeting
ITEM NO. 8.3
AGENDA REPORT
Meeting Date: March 28, 2013
To:Board of Directors
From:Steve Conklin, Acting General
Manager
Presented By:Steve Conklin, Acting General
Manager
Dept:Administration
Prepared By:Annie Alexander, Executive
Secretary
Subject:Special District Leadership Foundation - District Transparency Certificate of
Excellence
SUMMARY:
In February 2012, the Board of Directors unanimously approved a commitment towards achieving
the "District of Distinction" accreditation from the Special District Leadership Foundation (SDLF).
The application requirements for accreditation were recently updated to require the completion of
the SDLF District Transparency Certificate of Excellence.
STAFF RECOMMENDATION:
That the Board of Directors confirm its commitment towards acheiving the "District of Distinction"
accreditation, which requires the District to complete the tasks for the SDLF District Transparency
Certificate of Excellence.
COMMITTEE RECOMMENDATION:
The Executive-Administrative-Organizational Committee discussed this matter at its meeting held
on March 19, 2013 and has recommended that the Board confirm proceeding with all tasks for the
above accreditation.
DISCUSSION:
Attached are the requirements for the District of Distinction accreditation program and those for the
newly added District Transparency Certificate of Excellence.
Below is a sampling of the requirements for the Transparency Certificate:
Basic Requirements: Proof of current ethics training for all Directors, and timely filing of State
Controller's Special District Financial Transactions and Compensation Report.
Website Requirements: Display names of Directors and their terms of office, board meeting
schedules, and the District's mission statement.
Outreach Requirements: Distribution of a regular newsletter or other communication.
Staff will review with the Board the full list of requirements for the Transparency Certificate, noting
requirements already completed and those remaining.
Successful completion of the program for District of Distinction, incorporating the Transparency
Certificate of Excellence, will help demonstrate the District's commitment to being open and
accessible to its constituents as well as creating a greater awareness of District activities.
ATTACHMENTS:
Name:Description:Type:
DODapp.pdf Backup Material Backup Material
TRANSapp.pdf Backup Material Backup Material
SDLF_District_of_Distinction_Application_Requirements.pdf Backup Material Distributed Less Than 72 Hours Prior
to the Meeting Backup Material
Approved by the Board of Directors of the
Yorba Linda Water District
3/28/2013
PH/RC 4-0-1
MB abstained.
The Districts of Distinction program is an accreditation program that enables districts to demonstrate to their communities, the media and legislators their
commitment to operate in a sound, responsible manner. Districts apply for designation as a District of Distinction by submitting financial audits, policies and
procedures and proof of training received by directors and executive staff.
Requirements:
FINANCIAL AUDITS
Districts must demonstrate they undergo regular financial audits, have no major deficiencies and apply any recommendations to future years.
What to submit:
Copies of the three most recent district audits, including financial statements and management letters. Each audit, including findings and
recommendations, will be reviewed by a member of the Certification & Audit Review Advisory Committee. Committee members are
volunteers from the special district community, including district controllers, directors of finance and SDA certified general managers.
POLICIES AND PROCEDURES
Districts must demonstrate that their operations conform to all statutes and regulations under state law as reflected in a policies and procedures manual.
Policies and procedures should focus on governance, ethics, board conduct, district finances, reserves, reimbursement/compensation, etc.
What to submit:
Copy of your district’s current approved policies and procedures manual.
Copy of your district’s Board minute action adopting and/or having reviewed the policies and procedures manual within the past year.
Training
Districts must demonstrate that all directors/trustees, general manager and executive staff (as designated by the district) have received training in governance
as well as compliance with AB 1234 Ethics Training and AB 1825 Harassment Prevention Training.
What to submit:
Documentation showing class attendance, such as certificate of completion for each board member, general manager and other executive staff
members (as identified by the board) in the following areas:
Governance Training: Six hours of basic governance training within the past five years. Governance Foundations, offered by CSDA’s Special
District Leadership Academy, satisfies this requirement. Other courses may qualify as well, however will need to be submitted for review by
SDLF.
Ethics Training: Documentation verifying completion of AB 1234 ethics compliance training within the last two years.
Harassment Prevention Training: Documentation verifying completion of AB 1825 harassment prevention training within the last two years.
Other
Districts must also include the following items with the accreditation/re-accreditation application:
What to submit:
Board of Directors roster
List of executive staff, including titles
Proof of current compliance with CA State Controller reporting requirements including district financial and compensation data
Completed application for accreditation/re-accreditation
Accreditation/re-accreditation application fee
Completed SDLF District Transparency Certificate of Excellence
SHOWCASE YOUR COMMITMENT TO EXCELLENCE
Districts Of Distinction Application
Is your district a District of Distinction?
Fees
The fees are on a sliding scale, based on a district’s ability to pay:
INITIAL ACCREDITATION
Annual operating budget Fee
$0-299,999 $200
$300,000-749,999 $400
$750,000-999,999 $600
$1,000,000--2,999,999 $800
$3,000,000 or more $1,000
Frequently Asked Questions (FAQs)
Who should apply to be a District of Distinction?
Any California special district that wants to demonstrate publicly the
effectiveness of its operations. Applying for this designation shows that your
district understands and respects the responsibilities inherent to providing
essential public services in a fiscally responsible manner.
What does a district receive for completing the program?
Districts of Distinction earn the right to use the program’s seal on district
materials and a plaque honoring their accomplishment. SDLF will also write and
issue press releases and notify legislators on a district’s behalf.
How does a district apply?
Districts interested in earning the Districts of Distinction designation must
complete the application and submit it along with the required documentation.
Applications must also be accompanied by an application fee.
If my district is a member of the Special District Risk
Management Authority (SDRMA), will getting a District of
Distinction accreditation save me money on my premiums?
Yes. SDRMA offers Credit Incentive Points (CIPs) if your
district earns the District of Distinction accreditation which can
provide significant premium discounts. For more information,
contact SDRMA at 800.537.7790 or visit www.sdrma.org.
RE-ACCREDITATION
For how long is the designation valid?
The Districts of Distinction designation is valid for two years and
a district may be re-accredited by submitting the application and
all current required documents for review along with the re-
accreditation fee.
DISTRICTS OF DISTINCTION APPLICATION
RE-ACCREDITATION
Annual operating budget Fee
$0-299,999 $125
$300,000-749,999 $150
$750,000-999,999 $175
$1,000,000--2,999,999 $200
$3,000,000 or more $250
DISTRICT:
MAILING ADDRESS:
CITY:STATE:ZIP:
CONTACT NAME:
CONTACT TITLE:
PHONE:FAX:
EMAIL:WEBSITE:
ASSEMBLY MEMBER(S)*:
SENATOR*:
LOCAL NEWSPAPER(S):
I CERTIFY THAT THE INFORMATION SUBMITTED IS ACCURATE
AND COMPLETE TO THE BEST OF MY KNOWLEDGE.
SIGNATURE:
* Include all state legislators representing the district’s area of operation.
Is your district a District of
Distinction?
Is your district a District of Distinction?
PAYMENT
TOTAL: $ CHECK VISA MASTERCARD DISCOVER AMERICAN EXPRESS
ACCT. NAME:ACCT. NUMBER:
EXPIRATION DATE:AUTHORIZED SIGNATURE:
Submit Application
Submit this application along with all required
documentation and payment to:
SPECIAL DISTRICT LEADERSHIP FOUNDATION
1112 I Street, Suite 200
Sacramento, CA 95814
Phone: 916-231-2939 • Fax: 916-442-7889 • www.sdlf.org
SHOWCASE YOUR DISTRICT’S COMMITMENT TO TRANSPARENCY
District Transparency Certificate of Excellence
Showcase your District’s Commitment to Transparency
Purpose
To promote transparency in the operations and governance of special districts to the public/constituents and provide special districts with an opportunity to
showcase their efforts in transparency.
Duration
2 Years
Application Cost
FREE
Basic Requirements
CURRENT ETHICS TRAINING FOR ALL BOARD MEMBERS (Government Code Section 53235)
Provide copies of training certificates along with date completed
COMPLIANCE WITH THE RALPH M. BROWN ACT (Government Code Section 54950 et. al )
Provide copy of current policy related to Brown Act compliance
Provide copy of a current meeting agenda (including opportunity for public comment)
ADOPTION OF POLICY RELATED TO HANDLING PUBLIC RECORDS ACT REQUESTS
Provide copy of current policy
ADOPTION OF REIMBURSEMENT POLICY, IF DISTRICT PROVIDES ANY REIMBURSEMENT OF ACTUAL AND NECESSARY EXPENS-
ES (Government Code Section 53232.2 (b))
Provide copy of current policy
ANNUAL DISCLOSURE OF BOARD MEMBER OR EMPLOYEE REIMBURSEMENTS FOR INDIVIDUAL CHARGES OVER $100 FOR
SERVICES OR PRODUCTS. THIS INFORMATION IS TO BE MADE AVAILABLE FOR PUBLIC INSPECTION. “INDIVIDUAL CHARGE” IN-
CLUDES, BUT IS NOT LIMITED TO: ONE MEAL, LODGING FOR ONE DAY, OR TRANSPORTATION. (Government Code Section 53065.5)
Provide copy of the most recent document and how it is accessible.
TIMELY FILING OF STATE CONTROLLER’S SPECIAL DISTRICTS FINANCIAL TRANSACTIONS REPORT - INCLUDES COMPENSA-
TION DISCLOSURE. (Government Code Section 53891)
Provide copy of most recent filing.
SDLF staff will verify that district is not listed on the State Controller’s ‘non-compliance list’
CONDUCT ANNUAL AUDITS (Government Code Section 26909 and 12410.6)
Provide copy of most recent audit and management letter and a description of how/where documents were made available to the public
OTHER POLICIES – HAVE CURRENT POLICIES ADDRESSING THE FOLLOWING AREAS
Provide copies of each:
Conflict of Interest
Code of Ethics/Values/Norms or Board Conduct
Financial Reserves Policy
District Receives
• Certificate for display (covering 2 years)
• Press release template
• Recognition on the SDLF website
• Letter to legislators within the district’s boundaries announcing the achievement
• Recognition in CA Special District magazine and the CSDA eNews
Website Requirements
MAINTAIN A DISTRICT WEBSITE WITH THE FOLLOWING ITEMS (provide website link)
Required items available to the public:
Names of Board Members and their terms of office
Name of general manager and key staff along with contact information
Election procedure and deadlines
Board meeting schedule (Regular meeting agendas must be posted 72 hours in advance pursuant to Government Code Section 54954.2
(a)(1) and Government Code Section 54956 (a))
District’s mission statement
Description of district’s services/functions and service area
Authorizing statute/Enabling Act (Principle Act or Special Act)
Current District budget
Most recent financial audit
Archive of Board meeting minutes for at least the last 6 months
List of compensation of Board Members and Staff and/or link to State Controller’s webpage with the data
ADDITIONAL ITEMS – website also must include at least 4 of the following items:
Post Board Member ethics training certificates
Picture, biography and e-mail address of board members
Last (3) years of audits
Reimbursement and Compensation Policy
Financial Reserves Policy
Online/downloadable public records act request form
Audio or video recordings of board meetings
Map of district boundaries/service area
Link to California Special Districts Association mapping program
Most recent Municipal Service Review (MSR) and Sphere of Influence (SOI) studies (full document or link to document on another site)
Outreach/Best Practices Requirements
(Must complete at least 2 of the following items)
REGULAR DISTRICT NEWSLETTER OR COMMUNICATION (PRINTED AND/OR ELECTRONIC) THAT KEEPS THE PUBLIC, CONSTITU-
ENTS AND ELECTED OFFICIALS UP-TO-DATE ON DISTRICT ACTIVITIES (at least twice annually)
Provide copy of most recent communication and short description on the frequency of the communication, how it’s distributed and to whom.
COMMUNITY NOTIFICATION THROUGH PRESS RELEASE TO LOCAL MEDIA OUTLET ANNOUNCING UPCOMING FILING
DEADLINE FOR ELECTION AND PROCESS FOR SEEKING A POSITION ON THE DISTRICT BOARD, PRIOR TO THAT ELECTION (OR
PRIOR TO THE MOST RECENT DEADLINE FOR CONSIDERATION OF NEW APPOINTMENTS FOR THOSE DISTRICTS WITH BOARD
MEMBERS APPOINTED TO FIXED-TERMS).
Provide copy of the press release (and the printed article if available)
COMPLETE SALARY COMPARISON/BENCHMARKING FOR DISTRICT STAFF POSITIONS USING A REPUTABLE SALARY SURVEY (AT
LEAST EVERY 5 YEARS)
Provide brief description of the survey and process used as well as the general results
SPECIAL COMMUNITY ENGAGEMENT PROJECT
Designed and completed a special project promoting community engagement with the district (potential projects may be broad in nature or focus on specific issues
such as rate-setting, recycled water, identifying community needs, etc.)
Submit an overview of the community engagement project reviewing the process undertaken and results achieved
HOLD ANNUAL INFORMATIONAL PUBLIC BUDGET HEARINGS THAT ENGAGE THE PUBLIC (OUTREACH, WORKSHOPS, ETC.)
PRIOR TO ADOPTING THE BUDGET
Provide copy of most recent public budget hearing notice and agenda.
DISTRICT TRANSPARENCY CERTIFICATE OF EXCELLENCE APPLICATION
Showcase your District’s Commitment to Transparency
COMMUNITY TRANSPARENCY REVIEW
The district would be required to obtain a completed overview checklist from at least 2 of the following individuals (the district may choose to conduct the overview
with these individuals simultaneously or separately):
Chair of the County Civil Grand Jury
Editor of a reputable local print newspaper (only one may count toward requirement)
LAFCO Executive Officer
County Auditor-Controller
Local Legislator (only one may count toward requirement)
Executive Director or President of local Chamber of Commerce
General Manager of a peer agency (special district, city or county)
Provide proof of completion signed by individuals completing Community Transparency Review
DISTRICT TRANSPARENCY CERTIFICATE OF EXCELLENCE APPLICATION
Showcase your District’s Commitment to Transparency
DISTRICT TRANSPARENCY CERTIFICATE OF EXCELLENCE APPLICATION
Showcase your District’s Commitment to Transparency
Submit Application
Submit this application along with all required documentation and payment to:
SPECIAL DISTRICT LEADERSHIP FOUNDATION
1112 I Street, Suite 200
Sacramento, CA 95814
Phone: 916-231-2939 • Fax: 916-442-7889 • www.sdlf.org
DISTRICT:
MAILING ADDRESS:
CITY:STATE:ZIP:
CONTACT NAME:
CONTACT TITLE:
PHONE:FAX:
EMAIL:WEBSITE:
ASSEMBLY MEMBER(S)*:
SENATOR*:
LOCAL NEWSPAPER(S):
I CERTIFY THAT THE INFORMATION SUBMITTED IS ACCURATE
AND COMPLETE TO THE BEST OF MY KNOWLEDGE.
SIGNATURE:
* Include all state legislators representing the district’s area of operation.
PAYMENT
TOTAL: $ CHECK VISA MASTERCARD DISCOVER AMERICAN EXPRESS
ACCT. NAME:ACCT. NUMBER:
EXPIRATION DATE:AUTHORIZED SIGNATURE:
ITEM NO. 8.3.
SDLF DISTRICTS OF DISTINCTION ACCREDITATION AND
DISTRICT TRANSPARENCY CERTIFICATE OF EXCELLENCE
APPLICATION REQUIREMENTS
ORIGINAL REQUIREMENTS
Copies of 3 most recent audits.
Complete policies and procedures manual with Board minute action adopting or
reviewing within the past year.
Documentation showing class attendance for each Board member, the General
Manager and other executive staff (as identified by the Board) in the following
areas:
Governance (Within the past 5 years.)
Ethics (Within the past 2 years.)
Harassment Prevention (Within the past 2 years.)
Board of Directors Roster
List of Executive Staff
Proof of current compliance with CA State Controller reporting requirements
including District financial and compensation data.
Accreditation Fee of $1,000 (Designation only valid for 2 years. Re-accreditation
fee is $250.)
Already Completed / Easily Completed
To Be Completed
Not Completed / Not Necessary to Meet Application Requirements
NEW REQUIREMENTS – All of the above including the following (some original
requirements are repeated):
Current ethics training for all Board members.
Copy of current policy related to Brown Act compliance.
Copy of current meeting agenda.
Adoption of policy related to handling Public Records Act requests.
Adoption of expense reimbursement policy.
Annual disclosure of Board Member or employee reimbursements.
Timely filing of State Controller’s Special Districts Financial Transactions Report.
Conduct annual audits.
Backup Material Distributed Less Than 72 Hours Prior to the Meeting
Conflict of Interest Policy
Code of Ethics / Values / Norms or Board Conduct Policy
Financial Reserves Policy
Maintain a website with the following items:
Names of Board Members and their terms of office.
Name of General Manager and key staff along with contact information.
Election procedure and deadlines.
Board meeting schedule.
District’s mission statement.
Description of District’s services / functions and service area.
Authorizing Statute / Enabling Act
Current District budget.
Most recent financial audit.
Archive of Board meeting minutes for minimum of previous 6 months.
List of compensation of Board Members and staff.
Website must also include at least 4 of the following item:
Board member ethics training certificates.
Picture, biography and e-mail address of Board members.
Last 3 years of audits.
Reimbursement and compensation policy.
Financial reserves policy.
Online / downloadable public records act request form.
Audio or video recordings of Board meetings.
Map of District boundaries / service area.
Link to California Special Districts Association Mapping Program.
Most recent Municipal Service Review and Sphere of Influence studies.
Must complete at least 2 of the following items:
Regular District newsletter or communication (printed and/or electronic) that
keeps the public, constituents and elected officials up-to-date on District
activities.
Community notification through press release to local media outlet announcing
filing deadline for election and process for seeking a position on the District
Board.
Complete salary comparison / benchmarking for District staff positions using a
reputable salary survey (at least every 5 years).
Designed and completed a special project promoting community engagement
with the District.
Hold annual informational public budget hearings that engage the public prior
Backup Material Distributed Less Than 72 Hours Prior to the Meeting
to adopting the budget.
Obtain a completed overview checklist from at least 2 of the following individuals:
Chair of the County Civil Grand Jury
Editor of a reputable local print newspaper.
LAFCO Executive Officer
County Auditor-Controller
Local Legislator
Executive Director or President of local Chamber of Commerce
General Manager of a peer agency.
BENEFITS OF OBTAINING ACCREDITATION
Accreditation process covers all general, website and outreach best practices
and requirements regarding transparency for special districts.
Achieving accreditation is a tangible acknowledgement of District’s transparency
efforts.
Demonstrates to constituents and other stakeholder’s District’s commitment to
being open and accessible.
Demonstrates a commitment to engaging the public and creating greater
awareness of District activities.
DISTRICT WOULD RECEIVE
Certificate for display (covering 2 years).
Window cling to showcase District’s achievement.
Press release template.
Recognition on SDLF website.
Letter to legislators within the District’s boundaries announcing the achievement.
Recognition in California Special District magazine and the CSDA e-News.
Use of program’s seal on District materials.
CURRENT DISTRICTS OF DISTINCTION
Bear Valley Community Services District (2007)(2009)(2011)
Chico Area Recreation & Park District (2010)
Chino Valley Independent Fire District (2008)(2010)
Costa Mesa Sanitary District (2009)(2012)
Cucamonga Valley Water District (2012)
El Toro Water District (2007)(2009)(2012)
Backup Material Distributed Less Than 72 Hours Prior to the Meeting
Kern County Cemetery District (2009)(2011)
Kensington Fire Protection District (2009)(2011)
Leucadia Wastewater District (2010)(2012)
Mesa Consolidated Water District (2007)(2009)(2011)
North County Cemetery District (2007)(2009)(2011)
Olivenhain Municipal Water District (2009)(2011)
Pleasant Hill Recreation and Park District (2010)
San Jacinto Valley Cemetery District (2011)
San Ramon Valley Fire Protection District (2011)
Southgate Recreation & Park District (2012)
Stege Sanitary District (2009)(2012)
Vista Irrigation District (2009)(2011)
OPTIONS
A. Continue to support commitment towards achieving accreditation which will
require the completion of additional application requirements.
B. Temporarily postpone commitment towards achieving accreditation and resume
efforts following hiring of General Manager and completion of Organizational and
Efficiency Study.
C. Discontinue efforts towards achieving accreditation at this time with the option of
reconsidering the matter at a future time.
Backup Material Distributed Less Than 72 Hours Prior to the Meeting
ITEM NO. 8.4
AGENDA REPORT
Meeting Date: March 28, 2013 Budgeted:N/A
To:Board of Directors
Funding Source:N/A
From:Steve Conklin, Acting General
Manager
Presented By:Steve Conklin, Acting General
Manager
Dept:Administration
Reviewed by Legal:N/A
Prepared By:Cindy Botts, Management
Analyst
CEQA Compliance:N/A
Subject:Operations and Efficiency Study Statement of Qualifications Review and
Scoring
SUMMARY:
Related to the preparation of the District's Operations and Efficiency Study, three Statements of
Qualifications (SOQ) were provided to the Board for review on March 21, 2013.
Statements of Qualifications for DeLoach & Associates, Koff & Associates and Sjoberg Evashenk
are attached, as well as a draft Score Sheet used to evaluate each firm's SOQ and a copy of the
District's Request for Statement of Qualifications.
STAFF RECOMMENDATION:
That the Board of Directors provide their review comments on each of the SOQs, make a
determination of the firm most qualified to prepare the Study, direct staff to meet with that firm to
negotiate the final scope and fee for the Study, and return to the Board for consideration of award of
a Professional Services Agreement for preparation of the Study.
DISCUSSION:
In accordance with the Board's direction, staff identified firms or individuals who may have the
experience and qualifications to prepare an Operations and Efficiency Study for the District. Staff
evaluated information received, solicited letters of interest, and reviewed reference information, and
ultimately requested a Statement of Qualifications from each of three firms identified as qualified to
prepare the study. Those SOQs have been received and are being evaluated.
STRATEGIC PLAN:
OE 2-A: Identify Core Inefficiencies
ATTACHMENTS:
Name:Description:Type:
Memo_to_BOD_Regarding_Scoresheet.docx Memo Backup Material
Request_for_Statement_of_Qualifications_(SOQ)
_FINAL.docx Request for SOQ Backup Material
Consultant_Selection_Score_Sheet.docx Score Sheet Backup Material
DeLoach___Assoc_SOQ.pdf Deloach & Associates SOQ Backup Material
Koff_SOQ.pdf Koff & Associates SOQ Backup Material
Sjoberg_Evashenk_SOQ.pdf Sjoberg Evashenk SOQ Backup Material
Reference_Check_Analysis-_Top_3_Firms.pdf Backup Material Distributed Less Than 72 Hours Prior to
the Meeting Backup Material
MemoMemoMemoMemo
To:To:To:To: The Board of Directors
From:From:From:From: Steve Conklin, Acting General Manager
cc:cc:cc:cc: Annie Alexander, Executive Secretary
Date:Date:Date:Date: March 21, 2013
Re:Re:Re:Re: Operations and Efficiency Study Statement of Qualifications Review and Scoring
Related to the preparation of the District’s Organizational and Efficiency Study,
attached are copies of the Statement of Qualifications (SOQ) received from three firms
interested in providing the District with professional services. Also attached is a copy
of the District’s Request for Statement of Qualifications for the subject study, which
describes the desired tasks to be completed in the Study, and the elements to be
included in the SOQ.
Please review and score each of the SOQs using the attached Score Sheets, and
bring your completed Score Sheets with you to the March 28 Board meeting. That
Board meeting will include an agenda item for discussion of the SOQs received. The
desired outcome of the discussion will be a determination by the Board of the most
qualified firm. Thereafter, in accordance with the Board’s direction, staff will negotiate
with that firm the final scope and fee for the project, and return to the Board for review
and consideration of award of a Professional Services Agreement for the study.
Yorba Linda Water District
Request for Statement of Qualifications- O&E Study
1
Request for Statement of Qualifications (SOQ)
For an
Organizational and Efficiency Study
Of the Yorba Linda Water District
Date released, February 28, 2013
Introduction
The Yorba Linda Water District (the District) invites qualified firms or individuals to submit a
Statement of Qualifications (SOQ) leading to the possible award of a contract to provide
professional services related to the completion of an Organizational and Efficiency Study, as
further described below.
Background
The Yorba Linda Water District is an independent special district in north Orange County,
California, providing water and wastewater services to the residents of the City of Yorba Linda,
portions of Placentia, Brea, and Anaheim and nearby unincorporated areas since 1959. The
District is governed by a five-member Board of Directors, elected at large from within the
District’s service area. The District provides water, sewer or a combination of both services to
residents and businesses within 22.6 square miles, to a population of approximately 70,000,
through approximately 23,950 service connections.
The administration of the District is organized within six departments – Administration,
Engineering, Finance, Human Resources, Information Technology and Operations, with a total
of seventy-six full-time equivalent and three part-time equivalent employees.
More information about the Yorba Linda Water District can be found on the District’s website:
www.ylwd.com.
Scope of Services
The goal of the Study is to provide the District with an independent assessment of the
effectiveness and efficiency of the District as a whole, as well as that of each department. The
study will be completed in consultation with the Executive Committee of the Board of Directors
and the General Manager. The consultant will be expected to identify implementation
recommendations that are effective and achievable. Anticipated project tasks include the
following:
• Interview current staff, from senior management to mid-level management (18 staff)
• Review existing organizational chart and chain of command
• Analyze staffing, duties and workload
Yorba Linda Water District
Request for Statement of Qualifications- O&E Study
2
• Make recommendations for improved efficiencies, for improved internal and external
communications and for improved workflow between departments.
• Provide recommended milestones and timeline for implementation of
recommendations
The Study summary, background, description, findings, recommendations, and implementation
schedule shall be summarized in a written report. A draft of the report shall be submitted to
the Executive Committee of the Board for review and discussion with the study consultant.
After receipt of review comments from the Executive Committee and from Management Staff
of the District, the consultant shall finalize the report and submit to the District. The consultant
shall meet with the Board to review the findings and recommendations of the Study.
Selection Process
The District Board plans to identify a firm for the preparation of the Study based on a review of
the SOQs, and possible interviews of the firms. After the District Board identifies a
recommended firm, staff will meet and negotiate the project scope and fee with the selected
firm, subject to final approval by the Board.
SOQs will be reviewed based on the criteria below. The top firms may be invited to an
interview before a final recommendation is made.
• Experience of the Study Manager 0-30 points
• Experience of the Firm 0-20
• Project-related Experience and References 0-20
• Proposed Approach/Methodology 0-20
• Project Schedule 0-10
TOTAL POINTS 0-100
Elements of the SOQ
The SOQ (with 12-point or larger font size) shall include the following:
• Cover letter signed by a principal of the firm
• Company profile
• Company experience
• Experience and references for similar studies completed for water districts, city water
departments, public agencies, and other water and wastewater utilities
Yorba Linda Water District
Request for Statement of Qualifications- O&E Study
3
• Resumes for the proposed Study Manager and other staff who will be working on the
Study
• Based on your experience with similar studies, provide proposed approach and
methodology for this project. Based on your experience, provide proposed revisions or
additions to the project tasks listed above.
• Based on your experience, provide a proposed schedule for completion of the study
• Based on your experience, provide any additional recommendations or suggestions on
how to approach or modify the study to provide greater benefit or value of the final
product.
• As an optional item, your SOQ package may include a copy of a study recently
completed by your firm for another agency, as an example of your work. Ideally, the
study would be an operational and efficiency study, or similar, redacted if necessary.
Project Schedule & Budget
The following schedule is planned for the selection process, subject to change.
SOQ Submittal, due by 11:00 am on March 21, 2013
SOQ Evaluation March 28, 2013
Interviews (if necessary) To Be Determined
Contract Negotiations with selected firm TBD
Contract Award by Board TBD
The Study work scope and budget will be determined through the contract negotiations
process. At this time, the District’s budget for the Study is approximately $45,000.
Submittal Information
In order to be considered, firms or individuals must comply with the submittal requirements;
failure to do so may result in disqualification from consideration. Interested parties must
submit eight (8) copies of their Statement of Qualifications no later than 11:00 am on the date
listed above.
Questions regarding the SOQ must be submitted, via email, to the contact listed below. All
questions, without identifying the submitting firm, will be compiled with the appropriate
answers and issued as an addendum. The addendum will be emailed to each person or firm
who received a copy of the Request for SOQ. All questions must be received no later than
seven days before the due date for submittal of the SOQ, with addendum issued within three
days thereafter.
Yorba Linda Water District
Request for Statement of Qualifications- O&E Study
4
The primary contact for Submittals and questions is:
Steve Conklin, Acting General Manager
Yorba Linda Water District
1717 E. Miraloma Avenue
Placentia, CA 92870
sconklin@ylwd.com
Operations & Efficiency Study Consultant Selection Score Sheet Page 1 of 3
Operations & Efficiency Study 2013
Consultant Selection Score Sheet
Firm: DeLoach & Associates Reviewer:_____________________
Item Points Possible Points Assigned
Experience of the Study Manager
(Specific to Operational/Efficiency Studies. Specific to Working with
Boards & Staff. Overall related experience & years of experience)
0-30 points
Experience of the Firm
(Specific to Operational/Efficiency Studies. Experience with similar
type studies. Related experience of other members of the firm that
will be working on the project.)
0-20 points
Project-related Experience and References
(Experience with tasks related to our project, including Improved
Workflows, Staffing, Communication Between Departments,
Recommended Milestone/Timelines, etc. Has the firm done similar
work for other agencies provided in its list of references?)
0-20 points
Proposed Approach/Methodology
(Has the firm provided information on their proposed approach and
methodology? Has the firm provided expanded information or
suggested revisions based on their experience with similar studies?
As an optional item, has the firm included a copy of a similar recent
study as an example of their work?)
0-20 points
Project Schedule
(Is the Schedule Realistic? Is it Timely? Does it Take into
Consideration Potential Added Tasks? Does the firm make note of
the time required for similar prior studies? Does the proposed
schedule take into consideration review periods and a presentation
of the final report to the Board?)
0-10 points
TOTAL POINTS 0-100 points
Comments/Notes_______________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Operations & Efficiency Study Consultant Selection Score Sheet Page 2 of 3
Operations & Efficiency Study 2013
Consultant Selection Score Sheet
Firm: Koff & Associates Reviewer:_____________________
Item Points Possible Points Assigned
Experience of the Study Manager
(Specific to Operational/Efficiency Studies. Specific to Working with
Boards & Staff. Overall related experience & years of experience)
0-30 points
Experience of the Firm
(Specific to Operational/Efficiency Studies. Experience with similar
type studies. Related experience of other members of the firm that
will be working on the project.)
0-20 points
Project-related Experience and References
(Experience with tasks related to our project, including Improved
Workflows, Staffing, Communication Between Departments,
Recommended Milestone/Timelines, etc. Has the firm done similar
work for other agencies provided in its list of references?)
0-20 points
Proposed Approach/Methodology
(Has the firm provided information on their proposed approach and
methodology? Has the firm provided expanded information or
suggested revisions based on their experience with similar studies?
As an optional item, has the firm included a copy of a similar recent
study as an example of their work?)
0-20 points
Project Schedule
(Is the Schedule Realistic? Is it Timely? Does it Take into
Consideration Potential Added Tasks? Does the firm make note of
the time required for similar prior studies? Does the proposed
schedule take into consideration review periods and a presentation
of the final report to the Board?)
0-10 points
TOTAL POINTS 0-100 points
Comments/Notes_______________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Operations & Efficiency Study Consultant Selection Score Sheet Page 3 of 3
Operations & Efficiency Study 2013
Consultant Selection Score Sheet
Firm: Sjoberg Evanshenk Reviewer:_____________________
Item Points Possible Points Assigned
Experience of the Study Manager
(Specific to Operational/Efficiency Studies. Specific to Working with
Boards & Staff. Overall related experience & years of experience)
0-30 points
Experience of the Firm
(Specific to Operational/Efficiency Studies. Experience with similar
type studies. Related experience of other members of the firm that
will be working on the project.)
0-20 points
Project-related Experience and References
(Experience with tasks related to our project, including Improved
Workflows, Staffing, Communication Between Departments,
Recommended Milestone/Timelines, etc. Has the firm done similar
work for other agencies provided in its list of references?)
0-20 points
Proposed Approach/Methodology
(Has the firm provided information on their proposed approach and
methodology? Has the firm provided expanded information or
suggested revisions based on their experience with similar studies?
As an optional item, has the firm included a copy of a similar recent
study as an example of their work?)
0-20 points
Project Schedule
(Is the Schedule Realistic? Is it Timely? Does it Take into
Consideration Potential Added Tasks? Does the firm make note of
the time required for similar prior studies? Does the proposed
schedule take into consideration review periods and a presentation
of the final report to the Board?)
0-10 points
TOTAL POINTS 0-100 points
Comments/Notes_______________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
KOFF & ASSOCIATES, INC.
Human Resource Consulting Since 1984
PROPOSAL
For An
ORGANIZATIONAL AND EFFICIENCY STUDY
FOR THE
YORBA LINDA WATER DISTRICT
Submitted by:
KOFF & ASSOCIATES, INC.
6400 Hollis Street, Suite 5
Emeryville, CA 94608
510.658.KOFF (5633) - voice
800.514.5195 - toll free
510.652.5633 - fax
E-mail: gkrammer@koffassociates.com
Contact Person
Georg Krammer
Chief Executive Officer
6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
KOFF & ASSOCIATES, INC.
Human Resource Consulting Since 1984
March 18, 2013
Mr. Steve Conklin
Acting General Manager
Yorba Linda Water District
1717 E. Miraloma Avenue
Placentia, CA 92870
Dear Mr. Conklin:
Thank you for the opportunity to respond to your Request for Proposals. We are most interested
in assisting your District with this important study and are committed to giving this project the
highest priority. Meeting your needs is our number one goal.
Koff & Associates, Inc., a California corporation, is a woman-owned experienced public-sector
consulting firm that has been conducting similar studies for special districts (water, wastewater,
community services, education, library, fire, air quality management, housing, transportation,
solid waste, hospital, and higher education districts), cities, counties, and courts for almost thirty
years. Koff & Associates has achieved a reputation for working successfully with management,
employees, and union representatives. We believe in a high level of dialogue and input from
employees and management and our proposal speaks to that level of effort. That extra effort has
resulted in close to 100% implementation of all of our organizational studies.
Koff & Associates is a small firm that accepts only as much work as our own staff can handle.
This assures a high level of quality control, excellent communication between clients and our
office, commitment to meeting timelines and budgets, and a consistent high-caliber work
product.
As Chief Executive Officer of the firm, I would assume the role of Project Director and be
responsible for the successful completion of this project. I can be reached at the Emeryville
address and phone number listed below. My e-mail address is: gkrammer@koffassociates.com.
Please call if you have any questions or wish additional information. We look forward to the
opportunity to provide professional service to your District.
Sincerely,
Georg S. Krammer
Chief Executive Officer
6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
KOFF & ASSOCIATES, INC.
Human Resource Consulting Since 1984
PROPOSAL
For An
ORGANIZATIONAL AND EFFICIENCY STUDY
FOR THE
YORBA LINDA WATER DISTRICT
TABLE OF CONTENTS
Page No.
1. Understanding of the Project 1
2. Study Objectives 2
3. Firm Profile and Qualifications 3
4. Project Team 4
5. Work Plan and Methodology 9
6. Expectations of District Support 15
7. Project Schedule 15
8. Proposed Project Cost 16
9. Insurance Requirements 18
KOFF & ASSOCIATES, INC.
Human Resource Consulting Since 1984
UNDERSTANDING OF THE PROJECT
The Yorba Linda Water District desires consulting assistance to conduct an
organizational review of the entire District in order to identify areas where the District
might be able to operate more efficiently and effectively. The District seeks to take under
advisement the consultant’s recommendations and implementation plan and initiate
changes that will result in improvements to organizational effectiveness, internal and
external communications, and workflow between departments. The District is interested
in an evaluation of organizational structure and chain of command.
The District is comprised of six (6) departments, including 1) Administration, 2)
Engineering, 3) Finance, 4) Human Resources, 5) Information Technology, and 6)
Operations. The District has a staff of seventy-six (76) full-time and three (3) part-time
employees.
The study’s purpose is to initially conduct an analysis of the District’s organizational
structure to ensure operational efficiency. This will include studying reporting
relationships, span of control, staffing levels, and comparing the District’s organizational
structure to that of other comparable districts. The final work product will be an
integrated organizational structure that will allow for potential future District growth,
career growth, and effective customer service delivery.
A second level of effort will be to analyze process and operational efficiencies, including
studying available resources, deficiencies, and redundancies. The process includes
orientation and briefing sessions with employees, management, and employees; the
completion of a position assessment questionnaire by employees; interviews/focus group
meetings with a representative sample of employees in each assignment/classification
within the District; and interviews with supervisors and managers to obtain additional
information.
Finally, the study will look at options and make recommendations for improved
efficiencies and customer service, including the potential integration of functions
between the District’s departments, identification of synergies, a review of staffing ratios
against work load, and various aspects of customer service provision by the District. The
study will also include a trend analysis regarding the results of a comprehensive survey to
identify industry best practices within the above-mentioned comparator agencies.
The study will contain specific recommendations for organizational and operational
changes, an analysis of cost impacts associated with the proposed changes, a suggested
timeline for implementation, and an implementation plan.
6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
Organizational Study Proposal
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6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
The study includes a significant number of meetings with the District’s project team,
management, staff, and employees, as well as the Executive Committee of the Board, and
the full Board of Directors. We have expertise in labor/management relations and
understand the importance of active participation by all stakeholders to ensure a
successful outcome. The meetings and “stakeholder touch-points” that we recommend
ensure understanding of the project parameters, enhance accurate intake and output of
information and improve a collaborative and interactive approach that will result in
greater buy-in for the study recommendations. This interactive approach, although time-
consuming, has resulted in almost 100% implementation success of Koff & Associates’
studies.
STUDY OBJECTIVES
Operational Objectives
To carefully analyze the scope and level of duties and responsibilities, processes and
assignments, requirements for successful work performance (including required
competencies), and other factors of the District’s assignments/positions/
classifications;
To conduct a comprehensive position assessment, including review of existing
documentation, position assessment questionnaire completion, employee
interviews/focus groups, management interviews, analysis of existing positions
and working situations, and other professional methods, as appropriate;
To identify organizational and workload issues during interviews with employees/
focus groups including consideration of technology and automation potential and
improvements as well as the addition of other operational tools;
To provide for growth and flexibility of assignment, where feasible, as well as
adequate career paths that will foster career service within the District and provide
a clearly designed organizational structure, reporting relationships, and logical
classification series/job families that are reflective of industry best practices;
To review and make recommendations to update the District’s employee
performance management system that holds employees accountable to the core
competencies and values the organization’s wishes to instill, as well as,
established annual goals and objectives; and
To identify operational issues by analyzing financial results of the District against
industry and market trends; specifically related to operating revenue and expenses.
Best Management Practices and Performance Measures Objectives
To review and make recommendations regarding a pool of comparator agencies
that are not only similar in size, resources, and service provision to the Yorba
Linda Water District, but also reflect the high level of forward thinking and
ingenuity, diversity, customer service, and community engagement that the
District is looking to model itself after;
Organizational Study Proposal
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6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
To collect accurate organizational and operational data from the approved group
of comparator agencies and to ensure that this information is analyzed in a
manner that is clear and comprehensible to the Executive Committee, Board of
Directors, management, and employees;
To collect information from each of the comparator agencies regarding
organizational structure, position allocations, work assignments, resources used
(including human, financial, and technology resources), operational and customer
service data;
To prescribe best management practices that are reflective of industry knowledge
and the approved group of comparator agencies;
To recommend strategies to incorporate industry and market best practices into
day-to-day operations; and
To identify opportunities to leverage departmental efforts to improve overall
synergy throughout the District.
Overall Objectives
To review and understand all current documentation, policies, procedures,
practices, organizational charts, budgetary and financial data, and related
information so that the recommended implementation plan(s) can be operationally
incorporated with a minimum of disruption;
To review, analyze, and make recommendations that will enhance organizational
effectiveness and improve customer service;
To ensure sufficient documentation throughout the study and to develop a sound
and realistic implementation strategy so that the plan can be implemented and
maintained in a competent and fair manner.
To conduct a start-up meeting with the Project Team to finalize study plans and
timetables; conduct briefing and orientation sessions with employees and
management in order to educate and explain the scope of the study and describe
what are and are not reasonable study expectations and goals;
To work collaboratively and effectively with the District and its stakeholders
while at the same time maintaining control and objectivity in the conduct of the
study;
To ensure sufficient documentation of the study processes and methodologies so
that the District can integrate, maintain, and administer the plans after the initial
implementation in a competent and fair manner; and
To provide effective ongoing communications throughout the duration of the project.
FIRM PROFILE AND QUALIFICATIONS
Koff & Associates, Inc. is a majority woman-owned, State-registered small business,
public sector human resources consulting firm that was founded in 1984 and has been
assisting special districts, cities, and counties for almost thirty years. We are familiar
with the various organizational structures, agency missions, operational and budgetary
requirements, and staffing expectations.
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6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
We have extensive experience working in both union and non-union environments
(including serving as the management representative in negotiation meetings), working
with City Councils, Boards of Supervisors, Merit Boards, Joint Power Authorities, and
Boards of Directors.
The firm’s areas of focus are organizational, classification, and compensation studies and
industry/market surveys (approximately 70% of our workload); development of strategic
management tools; performance management; best practices policy/procedure
development and employee handbooks; executive search and staff recruitments; human
resources audits; public agency mergers and separations; and serving as off-site HR
Director for our smaller public agencies that need the expertise of an HR Director but do
not need a full-time, on-site professional.
Without exception, all of our organizational, classification, and compensation studies
have successfully met all of our intended commitments; communications were successful
with employees, supervisors, management, and union representatives; and we were able
to assist each agency in successfully implementing our recommendations. All studies
were brought to completion within stipulated time limits and proposed budgets.
The firm’s growing list of clients is indicative of its reputation as being a quality
organization that can be relied upon for producing comprehensive, sound, and cost-
effective recommendations and solutions. Koff & Associates, Inc. has a reputation for
being "hands-on" with the ability and expertise to implement its ideas and
recommendations through completion in both union and non-union environments.
Koff & Associates, Inc. relies on our stellar reputation and on the recommendations and
referrals of current clients to attract new clients. Our work speaks for itself and our
primary goal is to provide professional and technical consulting assistance with integrity,
honesty, and a commitment to excellence.
PROJECT TEAM
Project chart and professional qualifications of staff that will be included in this study are:
Organizational/Project Chart
Georg Krammer, CEO
Catherine Kaneko, President
(Principals of K&A)
Gail Koff,
Managing Director
Mike Harary,
Project Manager
Alyssa Thompson,
Project Manager
Anne Hayes,
Associate
Kathy Crotty,
Administrative
Assistant
Lori Worden,
Associate
Patty Howard,
Senior Associate
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6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
K&A’s team consists of nine (9) members, as shown above in our organizational
structure. All members of our team have worked on multiple comprehensive
organizational, classification, and/or compensation studies and are well acquainted with
the wide array of organizational structures, as well as the challenges and issues that arise
when conducting studies like this.
No portion of this engagement will be assigned to subcontractors.
Georg S. Krammer, M.B.A., S.P.H.R.
Chief Executive Officer
Georg brings over fifteen (15) years of management-level human resources experience to
Koff & Associates with an emphasis in organizational development; classification and
compensation design; market salary studies; executive and staff recruitment; performance
management; and employee relations, in the public sector, large corporations and small,
minority-owned businesses.
After obtaining a Master of Arts in English and Russian and teaching credentials at the
University of Vienna, Austria, Georg came to the United States to further his education
and experience and attained his Master of Business Administration from the University of
San Francisco. After starting his HR career in Wells Fargo’s college recruiting
department, he moved on to HR management positions in the banking and high-tech
consulting industries. With his experience as a well-rounded senior HR generalist, his
education in business and teaching, and his vast experience with public sector HR
programs and functions, Georg’s contribution to K&A’s variety of projects greatly
complements our consulting team. Georg joined K&A in 2000 and has been the firm’s
Chief Executive Officer since 2005.
Georg will be key personnel for this project and assigned as Project Director for this
project and coordinate all of K&A’s efforts. He will attend all meetings with the District
and be responsible for all work products and deliverables.
Catherine “Katie” Kaneko, C.P.A., P.H.R.
President
Katie brings over twenty (20) years of management level human resources experience to
Koff & Associates, Inc., both as a human resources director and as a management
consultant in the hi-tech industry as well as the public sector. She has extensive
experience in compensation including equity plans and performance incentive programs,
survey design and reporting, recruitment in both the public and private sector; staffing;
classification and job analysis; compensation and job evaluation techniques, employee
relations, retention strategies, infrastructure development; coaching; policy and procedure
development; mergers and acquisitions; change management and employee training.
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6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
With a Bachelor in Business Administration, Katie started her career as a Certified Public
Accountant (CPA) in an international accounting/consulting firm. She transitioned into
Human Resources within the firm to become the Human Resources Director of the San
Francisco office. She then moved into the hi-tech industry where she served in
leadership positions for high-growth, startup, and organizations in transition. Her
primary focus in recent years has been in classification, compensation, and recruitment
services in the public sector.
Katie’s experience provides a broad knowledge of human resource management within
diverse organizations. Her background provides her a strong ability to understand the big
picture, identify problems and solutions, and effectively implement them. Her skill set
complements our current consultant base with additional levels of service areas. Katie
joined K&A in 2000 and has been the firm’s President since 2005.
Katie will provide consultant support throughout the study, including internal
organizational analyses, the external market survey, development of recommendations,
and implementation strategies.
Gail Koff
Managing Director
Gail Koff, Principal of Koff & Associates, Inc. for 21 years and now the Managing
Director, has over thirty-five (35) years of human resource management experience, most
of which have been serving the needs of public agencies. Gail’s prior experience, after
receiving her degree from Boston University, includes serving as the Personnel Director
for one of California's largest sanitary districts, Central Contra Costa Sanitary District as
well as the Personnel Director for the California College of Arts and Crafts.
She has spent twenty-one (21) years in her own firm providing consulting assistance to
cities, counties and special districts. She specializes in strategic development;
labor/management issues; classification and job analysis; compensation design and pay
for performance strategies; executive search; employee handbooks and policy direction;
performance management; and organizational efficiency issues.
Gail is familiar with the unique problems of public agencies and has worked extensively
with publicly elected Councils, Boards, Commissions, numerous unions, and
management and employee groups.
Gail works closely with the staff throughout the entire process to ensure success. She is
actively engaged throughout the study’s progress to ensure quality control, ti meliness,
and meeting client expectations.
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6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
Alyssa Thompson
Project Manager
Alyssa earned her bachelor’s degree in Psychology with a minor in Sociology-
Organization Studies from the University of California, Davis and is currently working
on her PhD in Organizational Psychology from Alliant International University. She
brings with her over ten (10) years of human resources experience in compensation data
gathering and analysis, classification analysis and development, performance
management, affirmative action program development, and recruitment. Alyssa also has
experience in designing and conducting quantitative and qualitative research studies.
Since joining the firm in 2007, Alyssa has worked on over sixty (60) organizational,
classification, compensation, recruitment, and other special human resources projects. She
has worked on classification and/or compensation projects for numerous clients, such as
the Cities of Monterey, Palo Alto, Campbell, Piedmont, El Cerrito, Emeryville, Sausalito,
Novato, Napa, Santa Rosa, Tracy, Madera, Ione, Newman, Patterson, Orange, Menifee,
Poway, Tigard (OR), and the Towns of Windsor, Danville and Apple Valley, as well as,
the Marin Municipal Water District, Dublin San Ramon Services District, Midpeninsula
Regional Open Space District, Central Contra Costa Sanitary District, Mid-Peninsula
Water District, Purissima Hills Water District, South Tahoe Public Utility District,
Orange County Sanitation District, South Coast Water District, Moulton Niguel Water
District, Ventura Regional Sanitation District, Truckee Donner Recreation and Park
District, Berkeley Unified School District, California School Boards Association,
Housing Authority of Texarkana Texas, Housing Authority of the County of San
Bernardino, San Diego Housing Commission, San Francisco Housing Authority, and the
Counties of San Mateo and Tehama.
Alyssa has also participated in several recruitment efforts for various positions ranging
from entry-level to executive management. Alyssa has participated in various special
projects like conducting exit interviews, retirement benefits studies, and human resources
audits.
Mike Harary
Project Manager
Mike Harary brings over twenty-five (25) years of HR experience “to the table,”
currently serving as the Assistant Human Resources Director for the City of Orange and
working of our team on a part-time basis. For the past 15 years, Mike has been involved
in all aspects of HR for Orange, including serving as Chief Negotiator for the City. Mike
manages the City’s recruitment and selection, employee benefits, labor relations,
classification and compensation, and general Human Resources functions.
Prior to Orange, Mike worked for the City of La Mirada for almost 10 years, working his
way up from Personnel Intern to Personnel Analyst. Mike possesses a Bachelor’s Degree
in Business Administration emphasizing in Human Resources Management from
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6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
California State University, Long Beach, and a Masters of Business Administration also
from Cal State Long Beach.
Mike has played a key role in developing and implementing CalPACS, a regional,
internet-based, comprehensive salary and benefits survey website for local agencies. For
his efforts in this successful venture, Mike received the 2005 “Moving Forward Award”
by the California Public Employers Labor Relations Association (Cal-PELRA). Mike
also served as the President of the Orange County Employee Relations Committee.
Anne Hayes
Firm Associate
Anne is the newest member to our team and earned a Bachelor’s degree in Mathemat ics
and Economics from the University of California, Santa Barbara.
Before joining Koff & Associates, she worked in the private sector for more than 10
years, with 5 years in a management role. She transitioned to a non -profit organization,
which specialized in providing labor relations representation to public sector employers,
where she gained extensive experience in data gathering and analysis, specifically in the
areas of classification, compensation and benefit analysis for public sector agencies.
Since joining K&A one year ago, Anne has been an integral part of project teams
working on classification and/or compensation studies for the Mount San Antonio
Community College District, Cutler Orosi Joint Unified School District, Livermore
Amador Valley Transit Authority, Orange County Transportation Authority, Alameda
County Waste Management Agency, South Tahoe Public Utility District, Purissima Hills
Water District, City of El Cerrito, and City of Novato.
Patty Howard
Senior Associate
Patty’s 21 years of public sector, management-level Human Resources experience
includes 14 years with the County of El Dorado and 7 years with the City of Rocklin. She
has worked in all areas of human resources management including recruitment &
selection, classification & compensation, employee relations, labor negotiations, and
EEO investigations. She is also a seasoned trainer having developed and presented
Supervisory and Lead Worker training (multiple training modules), harassment and
discrimination prevention, and new employee orientation for employees in all job
classifications. She has also obtained specialized training and certification in order to
conduct Stephen Covey’s “7 Habits of Highly Effective People”.
Patty has a Masters Degree in Public Administration with an emphasis in Human
Resources Management. In addition, she has been earned her IPMA-CP, a certification
awarded specifically to Human Resources professionals in the public sector from the
International Public Management Association – Human Resources (IPMA-HR) and holds
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6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
a Masters in Labor Relations Certificate from the California Public Employers Labor
Relations Association (CALPELRA).
Lori Worden
Firm Associate
Lori is the newest member of our team. Prior to joining Koff & Associates, she spent
over a decade in internal HR consulting roles for a number of large public agencies,
including the Administrative Office of the Courts and the University of California
system. Lori obtained her Master’s degree in Industrial & Organizational Psychology
from CSU Long Beach and went on to earn a Juris Doctorate degree (emphasis in
employment and labor law) at Golden Gate University.
Lori learned tricks of the trade on a job classification consolidation project within the
California courts system, spurred by the unification of the Municipal and Superior
Courts.
Lori’s career path led her from the courts to the University of California system, where
she conducted total compensation and organizational studies, developed and analyzed
compensation and benefits data for collective bargaining, and contributed to
improvements to the position management and HRMIS system. One of her career
highlights was the development of a new campus-wide classification and compensation
structure for UC Merced. The project was based on pioneering work in the area of
classification and compensation using a market based model created by UC Berkeley.
Kathy Crotty
Administrative Assistant
Kathy is our resident data entry, office administrative, and technical “guru” and has been
with the firm for over five years. She will be heavily involved with the technical aspects
of the project and assist our professional staff at each phase of each project.
WORK PLAN AND METHODOLOGY
This section of the proposal identifies the actual work scope. We believe that our
detailed explanation of methodology and work tasks clearly identifies our approach and
comprehensiveness.
A. INITIAL DOCUMENTATION REVIEW/MEETING WITH PROJECT TEAM
This phase includes identifying the key client project team, contract ad ministrator, and
reporting relationships. Our team will meet with the client team to create the specific
work plan and work schedule; reaffirm the primary objectives; determine deadline dates;
determine who will be responsible for coordinating/scheduling communications with
employees and management; and develop a timetable for conducting the same. Also
included will be the gathering of written documentation including assembling the current
organizational charts, class descriptions, operational budgets, documentation on current
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operational practices, information regarding in-house and outsourced/contracted services,
and any other relevant documentation.
This initial step will also include a discussion of our methodology and the components of
the survey instrument that will be used when comparing the Yorba Linda Water District
to other, comparable agencies. We recommend meeting with District management as
well as an employee focus group and/or employee representation to discuss the major
elements of the study and which areas (organizational, operational, etc.) will be studied.
We are flexible in regards to the inclusion of employees and/or employee representation
but have found that their buy-in through the process usually avoids conflict at the end of
the study.
We will respond to any questions.
B. DETERMINE COMPARATOR AGENCIES
The selection of comparator agencies is considered a critical step in the study process.
Using the following factors to identify appropriate comparators, we will receive approval
before proceeding with the survey. The factors that we review when selecting and
recommending appropriate comparator agencies include:
Organizational type and structure – While various agencies may provide
overlapping services and employ some staff having similar duties and responsibilities,
the role of each agency is somewhat unique, particularly in regard to its relationship
to the citizens it serves and level of service expectation. During this iterative process,
previous comparator agencies that have been utilized and the advantages and
disadvantages of including them and/or others will be discussed.
Similarity of population served, agency demographics, agency staff, and
operational and capital improvement budgets – These elements provide guidelines in
relation to resources required (staff and funding) and available for the provision of
agency/departmental services. They also speak to the diversity of the community that
they serve and the common issues that the District might face to best serve that
community.
Scope of services provided – While having an agency that provides all of the services
at the same level of citizen expectation is ideal for comparators, as long as the
majority of services are provided in a similar manner, sufficient data should be
available for analysis.
C. DEVELOPMENT OF POSITION ASSESSMENT AND SURVEY QUESTIONNAIRES
The study will contain two major surveys: 1) an analysis of current roles, duties,
responsibilities, and processes within the District and 2) a study of organizational and
operational best practices of agencies that are comparable.
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For both surveys, we will develop a survey instrument/questionnaire to ensure that the
right questions are asked. The internal District survey will be structured similar to a
position assessment questionnaire and include questions regarding roles, duties,
responsibilities; processes, efficiencies, and time/frequency; and competencies,
knowledge, skills, and abilities required to perform jobs successfully.
The industry/market study will include questions regarding organizational structure,
ratios of staffing, and other resources to assignments and expected work products, best
management practices, and performance measures.
It is our recommendation to review the two survey instruments/questionnaires in a
collaborative manner including management and employees (and/or employee
representation, if the District is open to this approach). Again, the more stakeholder buy-
in that can be obtained at the front-end regarding the structure and process of the study,
the more successful the final outcome of the study will be.
D. ORIENTATION MEETINGS WITH EMPLOYEES AND DISTRIBUTION OF POSITION
ASSESSMENT QUESTIONNAIRES
We will facilitate several orientation meetings with employees (within the same
timeframe, for cost containment purposes) and distribute the Position Assessment
Questionnaires for purposes of the internal survey. While this meeting may not be
mandatory, it is highly recommended, as it forms the beginning of the educational
process that continues throughout the study. Project processes will be explained,
expectations will be clarified, and elements that are not a part of the study will also be
covered. Questions will be answered and hints for completing the questionnaire will be
given. The questionnaires shall be handed out with the incumbents’ current class
descriptions attached so employees can use them as a tool for completing the
questionnaires.
We recommend that employees complete separate questionnaires but giving employees in
the same classification the option of collaborating on completing a questionnaire
together, if the employees feel that their daily assignments are similar enough. However,
one critical piece we hope to determine through this process is whether certain
employees’ duties and tasks have changed compared to their peers in the same
classification. If so, we want to be able to analyze those separately. While we realize
that individual questionnaires per employee will be a time-consuming process, our goal is
to analyze the questionnaires and identify trends regarding processes, efficiencies,
staffing, and what works and what doesn’t work within each functional area of
assignment.
Employees complete the questionnaire, send it to their supervisor/ manager for rev iew,
comment, and signature, and then send it to our office for analysis.
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E. POSITION ASSESSMENT QUESTIONNAIRE REVIEW AND EMPLOYEE/
SUPERVISORY/MANAGEMENT FOCUS GROUPS/INTERVIEWS
Upon receipt of the questionnaires, they will be reviewed and analyzed along with other
documentation, including any information regarding time keeping, efficiency
measurements, and process descriptions. As mentioned above, the goal is to identify
certain trends regarding processes, efficiencies, staffing, and what works and what
doesn’t work within each functional area of assignment.
Based on those trends, we would then design which types of focus groups will be needed
to delve into those trends and obtain more information. The assumption is that some
individual employee interviews may be needed to clarify certain information that was
contained, or perhaps we found to be missing, in the position assessment questionnaires.
Focus group meetings/interviews will also be held with supervisory and management
staff, who will clarify their own responsibilities as well as confirm the information we
have received in the focus groups/interviews with their staff. Some focus groups may
include both employees and management, depending on what the goal for that particular
focus group is.
Interviews will include the eighteen (18) senior and mid-managers referenced in the RFP.
The goal of the focus groups/interviews and the review additional documentation is to
identify/determine the following:
Assignments, responsibilities, duties, and tasks;
Process efficiencies, time spent, and frequency of the above;
Competencies, knowledge, skills, and abilities required to perform the above;
Reporting relationships and span of control;
Staffing ratios;
Available resources, including deficiencies and redundancies; and
Equipment, computer and automation technologies used.
F. INDUSTRY/MARKET DATA COLLECTION
Our firm does not collect market data by merely sending out a written questionnaire. We
find that such questionnaires are often delegated to the individual in the department with
the least experience in the organization and given a low priority. We conduct all of the
data collection and analysis ourselves to ensure validity of the data and quality control.
Typically, we collect organizational charts, classification descriptions, employee
allocation lists, policies and procedures, performance measurement plans, and other
information via websites or in person, by telephone, email, or facsimile. With this prior
knowledge and our experience in the public human resources field, our professional staff
will then schedule appointments preferably in person, with knowledgeable individuals to
answer specific questions. We find that the information collected using these methods
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www.KoffAssociates.com
has a very high validity rate and is generally substantiated before management,
employees, as well as governing bodies.
The goal of the industry/market survey is to obtain information on the following:
Organizational structure, reporting relationships, span of control, and staffing
levels;
Operational requirements, infrastructure, services and ratios of staffing to
population served and other productivity measures;
Outsourcing and in-sourcing practices per functional area of assignment;
Resources available, including human, financial, technological resources;
Computer and automation technologies used to improve operating efficiencies
and/or customer service, including an evaluation of existing systems (i.e., pros
and cons);
Best management practices and standards; and
Performance measures and measurement tools per functional area of assignment;
G. DATA AND TREND ANALYSIS
Surveying approximately eight (8) comparator agencies should yield sufficient data and
information to identify industry/market trends. Especially including agencies in the study
that are known to be on the cutting edge of providing the highest quality services will
uncover trends for best management practices that will be invaluable to the District.
We will analyze the data and trends from the market survey and incorporate tho se into
our recommendations for organizational and operational changes for the District.
H. DEVELOPMENT OF RECOMMENDATIONS AND IMPLEMENTATION STRATEGIES
Depending on the results of the internal and external assessments, we will develop
specific recommendations for organizational and operational changes for the District.
Recommendations and implementation strategies will include the following (as
appropriate):
Organizational restructuring, including re-assigning reporting relationships,
streamlining classification series/progressions, and re-organizing functional areas
of assignment;
Staffing levels, including ratios of staff to workloads, as well as, ratios of “rank-
and-file” staff to supervisory and management staff;
Outsourcing and in-sourcing opportunities, including areas of assignment at the
divisional, functional, and specific task levels;
Process efficiencies, including redundancies and deficiencies, as well as,
assignments of functions and tasks;
Equipment and computer and automated technologies: while we are not
management information systems or information technology experts, we will
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6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
report the results of the market survey and identify any trends in this area,
including feedback regarding the successfulness of current and/or newly
implemented systems used by the comparator agencies;
Best management practices, including trends observed in the identified survey
market, as well as, a transition roadmap from current practices to industry best
practices, as appropriate; and
Performance measures, including how to develop a balanced scorecard between
organizational goals, departmental goals, and work productivity goals and how
individual performance measures for all District staff should relate to those.
It should be noted that the development of recommendations and, especially,
implementation strategies will be as collaborative a process with District management, as
the District wishes. We are most receptive to District input, especially when it comes to
the organizational and operational realities of addressing potential District deficiencies
and implementing new policies/procedures/rules/practices, etc. Especially, when it
comes to developing timelines, input from the District will be elicited to create realistic
roadmaps.
Our suggested plans for changes will be prioritized based on importance/urgency, will
include suggested timelines for implementation, and will also include an analysis of
potential cost impacts associated with the proposed changes.
Draft recommendations and implementation plans will be discussed with the management
team prior to developing an Interim Report.
I. MANAGEMENT REVIEW/REANALYSIS AND FEEDBACK
We will share our findings and recommendations with departmental stakeholders before
our report, recommendations, and implementation plans are finalized. Our experience
has been that this can be one of the most critical phases of the project to ensure that
deliverables are vetted through the individuals who are most familiar with departmental
operations.
J. PREPARATION OF DRAFT FINAL AND FINAL REPORT AND DELIVERABLES
A Draft Interim Report of the Organizational Study will be completed and submitted to
the District for review and comments. The report will provide detailed internal and
external survey findings, documentation, and recommendations. The report will include
a set of all survey instruments and documentation, data and trend analysis results, as well
as recommendations and the implementation issues surrounding our recommendations.
Once all of the District’s questions/concerns are addressed and discussed, a Final
Organizational Study Report will be created and submitted in bound format.
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www.KoffAssociates.com
K. PRESENTATION TO THE PROJECT TEAM AND/OR DISTRICT MANAGER/COUNCIL
In addition to ongoing periodic meetings and communication with the Project Team, The
Executive Committee, management, employees, and other stakeholders throughout the
various phases of the study, as well as continuous status reports per email and conference
calls, our proposal includes one final presentation to the Board of Directors.
EXPECTATIONS OF DISTRICT SUPPORT
In order to conduct this study in the most timely and cost-effective manner, we expect
support in the following areas:
Timely provision of written documentation, such as current organizational charts,
employee allocation lists, class specifications, budget documents, operational
procedures and records, work assignments and schedules, requests for audits, etc.;
Assistance in the notification and scheduling of orientation and other meetings with
management and employees, and the provision of adequate space for employee focus
groups/interviews;
Assistance in the compilation of current class descriptions with the Position
Assessment Questionnaire; collecting and forwarding questionnaires; and in ensuring
that materials are completed and returned in a timely manner;
Assistance in scheduling Project Team, management, employee audit, and other
meetings; and
Meeting agreed to timelines.
PROJECT SCHEDULE
Our professional experience is that an organizational study for this siz e
organization/department and the desired scope of work will take approximately four to
five (4-5) months to complete, allowing for adequate Position Assessment Questionnaire
completion, time for focus groups and interviews, market survey data collection and
analysis, development of recommendations and implementation strategies, review steps
by the District, the development of final reports, and presentations.
The following is a suggested timeline based on contract award around mid-April:
Project Task Date of
Completion
2013
A. Initial Meeting with Project Team/Document Review by April 19
B. Determination of Comparator Agencies by April 26
C. Development of Survey Questionnaires by May 3
D. Employee Orientation Meetings by May 10
E. Position Assessment Questionnaire Review and Employee/
Supervisory/Management Focus Groups/Interviews
by June 7
F. Industry Market Data Collection by June 7
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6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
G. Data and Trend Analysis by June 21
H. Development of Recommendations/Implementation Strategies by July 12
I. Management Review, Reanalysis/Feedback by July 26
J. Draft Final Report and Final Report and Recommendations by August 23
K. Final Presentations to Executive Committee and Board of
Directors
As Scheduled
PROPOSED PROJECT COSTS
We have found that, often times, our proposals address a very high level of time
commitment, which sometimes results in a higher proposal cost. We believe that our
methodology and implementation success rate is attributable to the significantly greater
level of contact we have with the Board of Directors, employees, and management. The
time we commit to working with the stakeholders (Project Team meetings, orientations,
meetings with employees and managers via interviews/focus groups, etc.) results in a
significantly greater buy-in throughout the process and with the final study results and
recommendations.
Our firm has never had a formal appeal to any of our studies in almost thirty years. It has
been our experience that the money and time invested in stakeholder touch-points
throughout the study are money and time saved during implementation. Numerous times
our firm has been hired after an agency has gone through an unsuccessful study with
another consultant, whose results were rejected or appealed and whose implementation
was very controversial. The result was a divided organization with hostility and
animosity between employees/employee representation and management. Every time our
firm was hired after such a bad experience, study stakeholders were amazed at our open
and all-inclusive process, our efforts to elicit equal stakeholder input, and our
development of recommendations that were accepted as fair and reasonable and
understood by employees, management, union representation, and the governing body.
In these economic times, the tendency may be to select the firm with the lowest cost
proposal but it has been our experience that ultimately the price can be much higher
considering the additional time and lost goodwill that can result from utilizing a less
involved process.
Our clients always provide us feedback that our process was professional,
comprehensive, understandable, timely, and inclusive. Employees, although not
necessarily always happy with our recommendations, have always indicated that we
listened to their issues and concerns and were available for discussion, as required.
Although time consuming, we also drive the process to ensure that timelines are met and
schedules are maintained.
We want to emphasize that we provide an all-inclusive lump-sum cost amount for the
entire study and do not believe in under-pricing the effort or change orders along the way,
unless the District requests an obvious and identifiable additional level of effort.
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www.KoffAssociates.com
However, we’re also aware that budgets are often limited and that public agencies must
be economically conservative.
As mentioned in the scope of work, we recommend an informal employee review and
appeals process but are providing two cost options below in case the District decides
against undergoing this step of the process.
Option 1 Option 2
Organizational Study Hours Hours
A. Initial Meeting with Project Team/Document Review 20 20
B. Determination of Comparator Agencies 10 10
C. Development of Survey Questionnaires 20 20
D. Employee Orientation Meetings 16 16
E. Position Assessment Questionnaire Review and
Employee/ Supervisory/Management Focus
Groups/Interviews
Option 1: assuming that most employees will be involved
Option 2: only the 18 senior and mid-managers will be
interviewed, depending on the District’s preferences
40 20
F. Survey Market Data Collection: assuming 8 comparator
agencies
50 50
G. Data and Trend Analysis 20 20
H. Development of Recommendations/Implementation Plans 40 40
I. Management Review, Reanalysis/Feedback
Option 1: Senior and Mid-management
Option 2: Senior Management only
18 12
J. Final Reports and Recommendations 24 24
K. Final Presentation 10 10
Additional meetings with the Project Team, Management,
Executive Committee and/or the Board of Directors
12 12
Total Professional Hours 280 254
Combined composite rate: $105/Hour $29,400 $26,670
Expenses: $2,500 $2,500
Expenses include but are not limited to duplicating and
binding documents and reports, phone, supplies, FAX,
postage, mileage, hotels, air fare, per diem, etc.
TOTAL LUMP SUM FOR PROJECT: $31,900 $29,170
*Additional consulting will be honored at composite rate
of $105/hr.
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6400 Hollis Street, Suite 5, Emeryville, CA 94608 TEL 510-658-KOFF (5633) FAX 510-652-KOFF (5633)
www.KoffAssociates.com
INSURANCE REQUIREMENTS
We will submit support of this level of coverage and endorse the District with our
General Liability insurance coverage upon award of contract if desired:
Workers’ Compensation: Statutory Limits
Automobile Insurance: $1 Million per accident
Errors and Omissions: $1Million per occurrence
General Liability: $1Million per occurrence
This proposal is valid for 90 days.
Respectfully Submitted,
By: KOFF & ASSOCIATES, INC.
State of California
March 18, 2013
Georg S. Krammer Date
Chief Executive Officer
T H E E Q U A T I O N F O R E X C E L L E N C E
455 CAPITOL MALL, SUITE 700 ∙ SACRAMENTO, CALIFORNIA 95814 ∙ (916) 443-1300 ∙ FAX (916) 443-1350 ∙ WWW.SECTEAM.COM
March 21, 2013
Steve Conklin, Acting General Manager
Yorba Linda Water District
1717 E. Miraloma Avenue
Placentia, CA 92870
Re: Organizational and Efficiency Study of the Yorba Linda Water District
Dear Mr. Conklin:
Sjoberg Evashenk Consulting is pleased to have the opportunity to submit our proposal to
conduct an organizational and efficiency study of the Yorba Linda Water District. We are a
Sacramento-based full-service consulting firm specializing in organizational reviews,
performance audits, and program efficiency and effectiveness studies of state and local
governments and special districts. In our firm’s 13 years of operation, we have conducted more
than 200 projects for 100 clients – including projects involving water districts, city government
water and waste water operations, and organizational and program reviews at the state, municipal
and local levels. Sjoberg Evashenk offers exceptional service and expertise; our firm is led by
former State Auditor General and Chief Deputy State Auditor of California, Kurt Sjoberg and
Marianne Evashenk who have managed over 1,700 audits and reviews dealing with nearly every
area of government operations. Moreover, our staff are all highly experienced and qualified and
have focused their careers on serving public sector clients.
We appreciate the importance and value of organizational assessments and efficiency studies and
their role in “doing more with less,” strengthening internal controls, providing cost-effective
solutions, and enhancing oversight, accountability and transparency. Our experience is well
suited for the Yorba Linda Water District; in fact, we have conducted performance reviews and
organizational studies related to water services involving the City of Modesto, City of Los
Angeles, County of Sutter, and Kern County, to name a few.
Over the years, state and local decision makers have confidently relied on our work in
deliberating significant policy and operational issues. Sjoberg Evashenk has an outstanding
performance track record with our clients and pride ourselves on delivering our projects on time
and on budget. Further, in June 2011, a client evaluation conducted by Dun & Bradstreet gave
us top marks in areas such as cost, reliability, quality, delivery timeliness, personnel and business
relations, and overall performance—with no negative feedback.
Thank you for the opportunity to propose on this exciting project and for your consideration
during the evaluation process.
Sincerely,
/s/
Marianne P. Evashenk, President
Statement of Qualifications “SOQ”
To Conduct an Organizational and Efficiency Study
March 21, 2013
Submitted to:
Steve Conklin, Acting General Manager
Yorba Linda Water District
1717 E. Miraloma Avenue
Placentia, California 92870
Submitted by:
Marianne P. Evashenk, President
455 Capitol Mall•Suite 700•Sacramento, California•95814 •Tel 916.443.1300•Fax 916.443.1350
Sjobergevashenk Yorba Linda Water District Proposal 1
Introduction
Sjoberg Evashenk Consulting—The Equation for Excellence. This is not only our motto; it is the
way we do business—every day, every project, every effort. We at Sjoberg Evashenk
Consulting have dedicated our careers to identifying practical and actionable ways to improve
services, operations and programs delivered by government and quasi-governmental
organizations. As we commence our 14th year of service, our portfolio includes successful
completion of over 200 high quality engagements for nearly 100 public and private clients. Over
90 percent of our engagements are with state, local, municipal and quasi-governmental entities
across the western United States. Our role in these engagements vary in each case—in some
assignments we partner with our client to review operations and activities and collaborate in
identifying opportunities for value-added actions. In other assignments, we are the “external” or
independent evaluator, respectfully studying operations and activities with an eye toward internal
controls, and efficiencies and effectiveness. Still, other projects find us as facilitators and
trainers—helping organizations find solutions and tools to identify, implement, and drive new
initiatives. Regardless of the type of service we are tasked to provide, our firm’s overall
consulting philosophy is simple—we strive to deliver more to our clients than they expect, and
do so with unsurpassed quality and satisfaction.
Firm Profile
Established in 2000, Sjoberg Evashenk Consulting, Inc. is headquartered in Sacramento,
California, and is fully licensed and insured to conduct organizational and program assessments,
operational audits, business process evaluations, and other evidence-based consulting
assignments. Office composition includes two partners, one director, two managers, and 10
senior and staff consultants and associates—for a total of 15 seasoned professionals. Sjoberg
Evashenk Consulting is a federally approved Disadvantaged Business Enterprise, Women-
Owned Firm under California Unified Certification Program, and a certified Small Business
(Micro) by the California Department of General Services.
Legal Name: Sjoberg Evashenk Consulting., Inc.
Address: 455 Capitol Mall, Suite 700
Sacramento, CA 9581
Telephone: (916) 443-1300
Fax: (916) 443-1350
Type of Firm: National Management Consulting Firm
Binding Parties: Marianne Evashenk, President, marianne@secteam.com
Kurt Sjoberg, Chairman, kurt@secteam.com
Licenses: California Secretary of State #199922510048
Federal Tax ID: 71-0956506
Sjobergevashenk Yorba Linda Water District Proposal 2
Range of Experience and Activities
Sjoberg Evashenk Consulting is uniquely qualified to conduct this organizational and efficiency
study for the Yorba Linda Water District. We offer experience and familiarity with
organizations of all sizes from some of the smallest independent government entities—some with
fewer than 10 employees—and with some of the largest—with tens of thousands of employees as
well as those with missions to deliver specific services such as water and waste water treatment
to public works operations covering a multitude of responsibilities such as water, sewer, power,
streets and roads, marinas, and parks.
For instance, we have conducted performance reviews and organizational studies involving small
agencies (e.g., Sutter County and City of Elk Grove) and large agencies (e.g., City of Los
Angeles—Department of Water and Power, the City and County of San Francisco, and the City
of San Diego). Some of our projects are program specific (implementation of major bond
initiatives designed to fund and deliver multiple public infrastructure improvements, evaluations
of service delivery or customer satisfaction),while others are agency-wide studies (assessments
of the entire organization including governance structures, communication and reporting, and
operations), still others focus on the financial operations (internal controls, cost of services, and
rate setting), while others involve project specific studies (audits of individual capital projects to
identify cost overruns, “lessons learned,” or other project management improvements). In
addition, we also have experience evaluating staff-related matters including workload, reporting
chain of command and communications, recruiting, training, employee compensation and
benefits programs, assessing options to outsource or in-source, developing position and
classification descriptions, performing compensation surveys, and evaluating labor agreements.
Organizational and Efficiency Studies
California Earthquake Authority (CEA)
We were engaged by CEA to study its staffing and organizational structure, assess business
and administrative processes, and recommend ways to meeting the demands of its
increasing workload while remaining within its statutory resource limitations. We
conducted numerous strategic planning sessions, mapped business processes, assessed
workload distribution, matched organizational mission and goals with challenges and
activities, and recommended options for redesigning the Authority’s structure. We also
assisted in implementation and conducted small group workshops, open forums, and all-
staff meetings.
California Special District Association (CSDA)
In two engagements, we conducted in-depth reviews of the CSDA and its three affiliates—
two risk management authorities and a public benefit financing corporation. We assessed
the business operations, products and services, reporting of each entity, their
interrelationships, and individual/corporate governance; facilitated strategic planning for
each entity; conducted a full membership needs and evaluative survey, and made
recommendations for streamlining, coordinating, leveraging resources, and cost savings.
Provided change management and implementation workshops and forums.
Sjobergevashenk Yorba Linda Water District Proposal 3
Sacramento Tree Foundation
We worked with management and staff to evaluate its administrative structure and engaged
in focus groups and planning sessions to recast these areas to better serve the program
needs. We reengineered the organizational structure, assessed workload and reporting,
service evaluation and staffing, and salaries and benefits. We wrote policies and
procedures and evaluated the foundation’s budgeting process.
California Department of Veteran Affairs
We created a strategic plan for the Veteran Affairs Farm and Home Loan Program by
interviewing a cross-section of management and staff, reviewing the MITAS loan
processing system, conducting SWOT analysis sessions, and developing a comprehensive
mission, goals and objectives document for its program. This project assured that the
billion dollar home loan program was serving its veteran clients with efficiency and
effectiveness.
California Board of Pharmacy
This multifaceted project focused first on the Board’s fee structure and long term fiscal
health, but also involved consideration of its overall operations in terms of workload and
staffing, turnover, training, reporting, and regulatory responsibilities over 14 different
licensure categories.
California Poison Control System
A system-wide fiscal review and performance review of the California Poison Control
System (CPCS) under contract with the California Emergency Medical Services Authority.
The four centers, led by the University of California, San Francisco, provide 24/7 services
to callers. The project involved administrative matters such as organizational structure,
reporting and communication, qualifications and staffing, workload as well as service
provisions—performance metrics and outcomes. We interviewed all levels of staff, mapped
processes, observed operations and reviewed manuals and resources used. We also
evaluated the fiscal operations and internal controls in place at headquarters as well as at
each of the four locations.
Los Angeles Crime Lab
This project tasked us to evaluate the proposed Los Angeles Regional Crime Laboratory
(regional lab.) The goal of the project was to assist the three regional lab partners, the Los
Angeles Police Department, Los Angeles Sheriff, and the California State University, Los
Angeles (CSULA) to “think outside of the box” to identify areas where they might be able
to work collaboratively, leverage the multitude of talent and resources, create a more
efficient and effective enterprise, and to maximize the state taxpayers’ investment in local
forensic services. In addition, the project was intended to assist decision makers having
ultimate responsibility for the regional lab project by providing independently developed
concepts, options and issues early in the project development process, thus allowing ample
opportunity to maximize the limited funding and assist in decisions resulting in the best
interest of the citizens of the City and County of Los Angeles and the State of California.
California Integrated Waste Management Board—Rubberized Asphalt Concrete Program
We reviewed of the reporting, structure, operations, and activities at each of the two RAC
Technology Centers to assess how well they fulfilled the provisions of their contracts with
Sjobergevashenk Yorba Linda Water District Proposal 4
Board. The evaluation of each center included staffing, workload, work flow, performance
indicators and evaluating the outcomes of the services and outreach rendered. The project
included a large statewide survey of public transportation stakeholders as well as the
“return” to the Board on its investments in both the Technology Centers.
California Board of Dental Auxiliaries
In a broad scope engagement, we conducted an independent assessment of the Board’s
operations, evaluated regulatory provisions, researched the scope of practice, and explored
the related regulation and oversight of the occupations defined as dental auxiliaries. We
facilitated meetings and focus groups, conducted surveys, and performed benchmarking
across 50 states. We also held public comment forums and regulatory discussions.
California Bureau of State Audits
After the Legislature closed the Office of the Auditor General (CA Bureau of State Audits
predecessor) in 1992 due to Proposition 140, as Auditor General and Chief Deputy, our
firm’s partners worked to create a new entity – the Bureau of State Audits and in spring of
1993, they were appointed agency heads and opened the Bureau of State Audits. They
facilitated focus groups and strategic planning sessions to recast the old office into the new,
significantly downsized organization. They led the efforts to reengineer and streamline
operations, define the mission, values, and goals for the new organization and adopt a Civil
Service personnel structure.
Water Agency Related Projects
Our recent water and waste water related experience include numerous projects conducted by our
firm or our firm’s principals. A number of these projects were internal management
engagements.
County of Sutter—Water Resources Division
This project was part of the full operational review of the County’s Public Works
Department and evaluated the Water Resources Division’s administration, workload,
operations, fiscal health, and short and long-term strategies for providing utility services
to the communities of Robbins and Rio Ramaza—Water Works District No. 1 provides
water treatment and distribution, wastewater collection, treatment, and disposal for
Robbins, while the community of Rio Ramaza is covered by the Rio Ramaza Community
Services District and receives wastewater services only.
City of Modesto
A project conducted on behalf of ratepayers, this non-public engagement involved
evaluating wastewater costs, system upgrades, cost allocation, and rate setting under Prop
218.
Los Angeles Public Works Department, Bureau of Sanitation
As part of a project to audit the services and contracting of the entire Public Works
Department, we evaluated the management and operations over contracts and services of
the Sanitation Bureau that provides services including refuse collection, sewer repair and
waste water treatment.
Kern County Water Agency
Sjobergevashenk Yorba Linda Water District Proposal 5
Conducted under agreement with rate-paying agency partners, this non-public project
evaluated the fiscal operations, allocation of costs, and impact of administrative and other
indirect costs on fees.
Other water agency related projects in our experience include:
Elsinore Valley Municipal Water District – Management, operations and fee setting
Water Replenishment District of Southern California – Rates and regulations
Los Angeles Hyperion Sewage Treatment Plant – Construction upgrades,water quality
Lahontan Regional Water Quality Control Board – Regulations and violator fines
Tahoe Regional Planning Agency – Regulatory process and fees/charges
Los Angeles Metropolitan Water District – Procurement processes
References
Over the past 13 years, we have conducted a multitude of organization and program efficiency
studies and evaluations. As requested, we offer the following five references who will attest to
our competency, professionalism, exceptional consulting and performance audit skills.
Sjoberg Evashenk Reference #1
Client Name: City of Los Angeles, Office of the City Controller
Address: 200 N. Main Street, Room 460, Los Angeles CA 90012
Contact Person:
Farid Saffar, CPA—Director of Auditing
Phone Number:
213-978-7392
Sjoberg Evashenk Reference #2
Client Name: Special District Risk Management Association
Address: 1112 I Street, Suite 300, Sacramento CA 95814
Contact Person:
Paul Frydendal—Chief Financial Officer
Phone Number:
800-537-7790
Sjoberg Evashenk Reference #3
Client Name: City of Elk Grove
Address: 8401 Laguna Palms Way, Elk Grove CA 95758
Contact Person:
Rebecca Craig, CPA—Assistant City Manager
Phone Number:
916-627-3423
Sjoberg Evashenk Reference #4
Client Name: City of Oakland, City Auditor
Address: 1 Frank H. Ogawa Plaza, 4th Floor, Oakland CA 94612
Contact Person:
Courtney Ruby,CPA-- City Auditor
Phone Number:
510-238-3378
Sjoberg Evashenk Reference #5
Client Name: City of Long Beach, City Auditor
Address: 333 West Ocean Blvd, 8th Floor, Long Beach CA 90802
Contact Person:
Laura Doud, CPA – City Auditor
Phone Number:
562-570-6751
Sjobergevashenk Yorba Linda Water District Proposal 6
Key Personnel
Sjoberg Evashenk proposes an experienced team of professionals, each of whom have performed
projects similar to the engagement envisioned by the Yorba Linda Water District. Each of the
proposed project team members are multi-disciplined and bring direct field experience in
facilitating strategic planning, studying workload and activities, and assessing reporting and
communications structure. All team members bring experience developing and implementing
mission, vision, values, goals and objectives and assisting organizations in translating these into
practical policies, procedures, and protocols.
Our partners are personally involved in every project awarded to our firm; this direct
involvement assures that the project team delivers the highest quality of service and offers
unparalleled experience. Marianne Evashenk will be the primary partner on the engagement
with Kurt Sjoberg serving as the collaborating partner. Lynda McCallum will be the project
manager with Senior Consultant Nicole Dyer and Mashariki Lawson assisting.
Marianne Evashenk, CPA, BS, CGFM—Project Partner
Kurt Sjoberg, MBA, CFE, CGFM, CFSA—Collaborating Partner
Lynda McCallum, MBA, CGFM—Project Lead
Nicole Dyer, BS, CGAP--Senior Consultant
Mashariki Lawson, BS—Consultant
Resumes detailing each team member’s specific qualifications and experiences are provided in
the Appendix of this proposal. We pledge that the team members presented will conduct the
work on this engagement; tasks will not be delegated to lower level staff or others unnamed in
this proposal.
Project Approach and Methodology
We understand that the Yorba Linda Water District seeks proposals from qualified firms to
undertake an organizational assessment that will include all six of its departments, its services,
and programs to assess overall and department-specific effectiveness and efficiency and
recommend strategic, actionable, and practical improvements. We present our anticipated
approach that will encompass all the tasks outlined by the District and include a number of others
based upon our experience and expertise.
The nature of the environment and “industry” that we work in, government, requires that nearly
every engagement we undertake begin with the request for proposal set forth by the contracting
entity that outlines the needs and expectations of the project. Thus, no two projects are alike and
because nearly every engagement is unique we craft a distinct approach with methodologies,
tasks, and tests that is tailored to that engagement. Nonetheless, we do apply to every
engagement, our guiding principles that reflect our commitment to excellence:
Sjobergevashenk Yorba Linda Water District Proposal 7
Essential to delivering the greatest value for consulting investment is ensuring
that the project not only consider the specific elements stipulated for inclusion in
our review, but also that each team member be mindful of the “big picture” issues.
This vision requires that we pose “questions” for our study that are designed to
address the objectives of the project in a context of the District’s overall
operations and its environment; we strive to ensure that our results are not simply
isolated bullets specific to individual, disjointed components—rather, we will
weave data together into fully developed themes that illuminate discrete but also
cross-cutting and systemic areas. We know decision-makers and stakeholders
need to obtain a view of the big picture that is supported by relevant subordinate
issues and credible evidence.
We appreciate and understand the dynamic work environment that challenges
public executives and staff—particularly in a small organization. From the first
interaction with the District, we will strive to create an efficient and productive
relationship with District management and staff and other relevant stakeholders.
We will be respectful of staff time and scheduling and make all efforts to
minimize business disruption by efficiently scheduling our on-site activities and
efficiently gathering and analyzing data, while still ensuring we obtain competent
evidential matter to fully develop and vet issues.
On-going, candid communication is the cornerstone of value-added evidence-
based management consulting. We look forward to working collaboratively and
effectively with the Executive Committee of the Board of Directors and the
General Manager and promise to develop and maintain an open, honest, and
professional dialogue to share information, challenges, initiatives, ideas or
exceptions as they arise. Our goal is “no surprises” and results that are accurate,
useful, and relevant and in the proper context.
Conclusions, findings, and recommendations must be fully developed,
appropriately vetted, and constructed within the appropriate context.
Recommendations resulting from an organizational study must consider the
impacts on all aspects of the District—fiscal, structural, and human resources—
as well as external factors or constraints. Our work will consider best practices,
benchmarks and other tools to ensure that our results and ideas are competent,
balanced and actionable.
Over the past decade, we have developed a graphical depiction of how we envision organizations
approach and undertake organizational reviews and studies of efficiency and effectiveness. The
process begins with determining the organization as is. We then identify gaps, inefficiencies,
communications breakdowns, and control weaknesses, and identify options and opportunities for
change and improvement. Finally, we seek to help the organization plan to realize improvement
through recommending options for early adoption or areas affording quick tactical
implementation, along with recommendations that will require longer term or more formalized
planning. As follows, is our graphic, Continuous Process Improvement and Innovation.
Vision
Cooperation
Communication
Balance
Sjobergevashenk Yorba Linda Water District Proposal 8
Sjoberg evashenk Consulting, Inc.
Continuous Process Improvement & Innovation
Current State – What Is Improvement & Opportunities Operational Realization
Outcomes
Results
Environmental Scan
ü Indentify Key Programs/
Functions
ü Laws, Rules, Regulations
ü Define Key Business Cycles
Map Key Processes
Evaluate weaknesses, gaps,
inefficiencies, duplication,
and variances
ü Define future state
ü Assess options for rapid
tactical improvements and
risk based changes
ü Define longer term options
ü Identify barriers to gains
ü Establish steps and
milestones for process
transformation
ü Adopt performance metrics
ü Early implementation of
rapid tactical
improvements
ü Organizational adoption
of restructuring plans
ü Change management and
training
ü Refreshing of policies and
procedures
ü Measuring outcomes and
recognizing results
ü Comparing results with
expectations
Identify Controls
Isolate
Control Weakness
Gaps & Variances
Duplications
Compare Operations Against
Relevant Criteria
Project Methodology
I. Project Initiation. Upon notice that we have been awarded the project, we will begin to
gather background information—some of this, we will request from the District. We will
review this readily available background information to develop an understanding of the
District and its operating environment, including: (a) previous audits and studies; (b)
District’s statements related to mission and goals; (c) business or strategic plans, etc.; (d)
existing performance measures; (e) relevant laws, ordinances, and regulations; (f) budget,
financial statements and management letters, and other financial-related documents; (f)
organization charts and job descriptions; (g) materials related to pertinent past or planned
initiatives; (h) board and district policies, procedures, and employee manuals, and (i)
other available information.
II. Introduction “Kick-Off” Meeting. We will conduct an in-person “kick-off” meeting as
soon as possible upon contract award. This meeting provides an opportunity to meet the
District’s key project officers—members of the Executive Committee of the Board of
Directors, Executive Director and any other individuals that the District deems
Sjobergevashenk Yorba Linda Water District Proposal 9
appropriate to attend—to discuss and more fully define the needs and scope of the
project, obtain a broad understanding of the objectives and deliverables, seek out relevant
insights, and begin to understand District and stakeholder expectations. We will also
discuss logistics, identify key liaisons, and establish communication and reporting
protocols.
III. Reconnaissance. We will interview current staff, identify core and ancillary business
activities and controls, walk-through and map operational and business cycles, determine
the availability and condition of records and sources of data, and identify pertinent
criteria. Reconnaissance if fast paced and is intended to obtain a rapid understanding of
the organization overall that will assist us in conducting the remainder of the project.
IV. Dynamic Fieldwork. Fieldwork includes detailed data gathering, gap analysis, workload
measures and reporting structure, and other activities needed to achieve the objectives of
this study. Tasks would include but not be limited to:
Assessing the overall governance and reporting structure of the District.
Analyzing each department’s organizational and management structure, including
reporting relationships, roles and responsibilities, span of control for managers
and staff, workload assignment and resource allocation (e.g., budgetary resources
and staffing levels).
Identifying core responsibilities of each department, including core and non-core
business activities.
Reviewing job descriptions, minimum qualifications, and reporting structure.
Reviewing desk manuals, standard operating procedures and other guidance used
by staff to conduct their daily tasks.
Assessing formal policies and procedures and comparing those to practices in
place to clarify roles and responsibilities, evaluate control strengths and
weaknesses, areas of overlap or duplication of key personnel and functional units,
determine functional or structural gaps, and complete work cycle mapping.
Reviewing communication protocols, monitoring and oversight (management and
supervision) of work, and effectiveness of data movement and collection.
Obtaining workload statistics, performance measures, and other data for the past
five-year period; analyze statistics and provide statistics indicating trends in
workload and resource allocation over this period. In doing so, we will:
Analyze workload documents and inventory of work to be performed
(estimates of hours) and compare against staff availability.
Identify any backlogs or long-deferred activities within the various operations.
Consider use of overtime and how effort is managed.
Review vacancies and turnover, and succession planning.
Understanding assignment of work, staffing expertise needed, and how staff is
trained or cross-trained. In doing so, we will:
Identify absent, vacant, or redundant positions.
Sjobergevashenk Yorba Linda Water District Proposal 10
Identify possible workload or operational duplication or overlap, and
opportunities for consolidation or redistribution of tasks.
Determine, for each business cycle, whether efficiencies can be achieved,
duplication eliminated, or activities combined.
Identify the potential for roles, functions, or activities that can be outsourced, and
determine whether outsourcing these areas has the potential to increase
efficiencies, responsiveness, and/or flexibility for the Divisions.
Evaluate whether any roles and functions can be eliminated or improved.
For each relevant business cycle, assess whether information technology is used
efficiently and effectively to conduct the processes.
Identify opportunities for improvement based on an assessment of best or sound
management practices (BMP's), benchmarking and performance measures.
Obtain an understanding of the methods employed by the District to garner
community input in both current and long-range planning activities, and customer
satisfaction.
Review opportunities for cost reductions without reduction in service. In doing
so, we will evaluate opportunities for increased service levels despite marginal
cost increases.
V. Results. In collaboration with District Executive Committee members and the Executive
Director, we will develop results and recommendations of the opportunities for
efficiencies, effectiveness and operational improvement. We would develop our
recommendations to reflect not only options for “easy wins” and rapid tactical
improvements, but also in terms of priority and significance, as well as developing a
broad strategy and schedule for long-term implementation. Conduct working session(s)
with the Executive Committee and Executive Director to vet and deliberate our results,
proposed opportunities and recommendations. Collaboratively, prioritize short and long
term initiatives and develop milestones and a timeline for implementation.
VI. Report. After the Results discussions, we will draft a complete, concise, well written
and easy to read report to include an Executive Summary, introduction and background,
scope and methodology, fully developed results and findings, and practical and
actionable recommendations. We will submit our draft report for review and feedback
and make any warranted changes prior to finalizing the document.
VII. Meet with Board of Directors. Once the report is finalized, Sjoberg Evashenk will meet
with the Board of Directors to present the results and discuss the findings and
recommendations.
Sjobergevashenk Yorba Linda Water District Proposal 11
Schedule
The District intends to complete its selection of a successful contractor by March 28, 2013.
Allowing 2 to 3 weeks for contract execution and Board approval, we premise our schedule on
commencing work around April 15, 2013. Nonetheless, we are very flexible in this timeframe
and are willing to adjust to meet the District’s timing needs. The schedule below represents an
estimate of the time to complete the project. These timeframes can be shortened or lengthened,
as needed. We are happy to work with the District to make adjustments to these timeframes as
needed.
Estimated Schedule
Week Task
April 15-19 2013 Contract Execution
April 22-26 Set up Entrance Conference—Kick Off
Gather and request background information
April 28-May 3 Conduct “Kick off” meeting and commence reconnaissance
May 6-10 Continue Reconnaissance; Meet and discuss progress
May 13-24 Conduct Fieldwork
May 27-31 Conduct working discussions with Executive Committee members and
Executive Director to vet results, recommendations, and opportunities.
In collaboration, develop recommended priorities, milestones, and
timeline for implementation.
June 3-15 Draft the report
June 17, 2013 Submit Draft report to District for feedback and comment
TBD Finalize Report and Submit to District
TBD Present report findings, conclusions and recommendations to the
Board of Directors.
Sjobergevashenk Yorba Linda Water District Proposal 12
Appendix A – Resumes
Professional biographies of each member of our proposed consulting team can be found on the
following pages.
Sjobergevashenk Yorba Linda Water District Proposal 13
Marianne P. Evashenk, cofounder and President of
Sjoberg Evashenk Consulting. Ms. Evashenk has
dedicated her career to improvement in
accountability and excellence in government
services.
Reviews she has conducted involved complex
assessments of state and local programs—isolating
and evaluating the fiscal and operational aspects
specific programs, reviewing business processes and
controls, determining information flow and integrity,
monitoring and reviewing system’s implementation
and contracts, and examining service efforts and
accomplishments. Many involved large, complex,
multi-dimensional state and local entities as well as
unique programs for serving special populations—no
matter the size or complexity Ms. Evashenk always
strives to provide practical, relevant, and timely
recommendations and information for leaders and
other decision-makers. Recent projects include
Sacramento CDD, San Diego CCDC, Elk Grove and
Sutter County community development agencies.
For more than 7 years, as Chief Deputy, Ms.
Evashenk managed the operations of one of the most
respected, independent audit operations in the nation,
the California State Auditor. During her more than
18-year career with that office, she participated and
managed literally hundreds of performance,
financial, and compliance audits, operational
reviews, and program evaluations as well as
managed the Bureau’s investigative hotline.
In addition to participating in all the projects
conducted on behalf of the Los Angeles City
Controller, Ms. Evashenk has recently led
engagements involving multipurpose facilities
districts; city-run power; procurement and
contracting; review, evaluation and development of
regulation and policies and procedures, human
resource management, evaluation, and benefits;
community development, planning, and permits;
redevelopment; bonding and financing;
transportation and transit; and women, infant, and
children’s programs.
Marianne P. Evashenk, CPA
President, Sjoberg Evashenk Consulting
Experience
30 years experience in public sector
management consulting
13 years leading Sjoberg Evashenk
Consulting
18 years at the California State
Auditor—more than 7 years as Chief
Deputy State Auditor, 10 years in
executive management
Functional Expertise
Fiscal analyses, cost studies, rate
setting, finance
Program evaluation, business process
reengineering and organizational
development
Contracting—procurement, bidding,
awards, change orders, protest,
delivery, post-review
Enterprise risk assessment and
internal control reviews
Forensic auditing and accounting and
investigation
Nationally recognized in performance
measurement, benchmarking, best
practices
Education and Certifications
California State University,
Sacramento – BS Business
Administration and Accounting
Certified Public Accountant
Certified Government Financial
Manager (CGFM)
Active in
Sjobergevashenk Yorba Linda Water District Proposal 14
Kurt Sjoberg is cofounder and Chairman of
Sjoberg Evashenk Consulting. His career has
focused on assisting government identify
opportunities to more efficiently and effectively
deliver services in terms of outcomes and results—
reviewing the intent of laws and regulations,
determining whether the underlying provisions and
service delivery achieve those results.
Mr. Sjoberg has led literally hundreds of
government consulting and program evaluations,
performance audits, financial-related audits and
studies, training, strategic planning, and
performance measurement during his 40 year
career. Projects are broad ranging, such as public
works construction, bond programs, convention
centers, insurance, information technology, budget
and fiscal management, accounting and finance, and
governmental regulation and oversight.
Mr. Sjoberg has participated in all the performance,
compliance, investigative, and financial-related
engagements conducted by the firm including:
State and Local Bond and Financing
ADOT and Maricopa Transportation Agency
San Diego Redevelopment—CCDC
Oregon State University Energy Ctr.
Los Angeles World Airports Contracting
San Francisco Water System Improvement
Program
Mr. Sjoberg has received national awards from the
Association of Government Accountants, National
State Auditor’s Association, and federal Joint
Financial Management Improvement Program. An
accomplished speaker and instructor, he is also a
former adjunct professor of business at California
State University, Sacramento and Sierra Community
College.
Kurt R. Sjoberg, MBA, CFE,
CFSA, CGFM
Chairman, Sjoberg Evashenk Consulting
Experience
Nearly 40 years experience in public
sector management consulting
12 years leading Sjoberg Evashenk
Consulting
11 years as the California State
Auditor General; more than 10 years
as Chief Deputy State Auditor General
6 years General Accounting Office
(GAO) Sacramento Office Director
Functional Expertise
Performance audits, program
evaluations, operational reviews,
financial related audits and studies
Strategic planning, organizational
development, performance
measurement
Contract and capital project
evaluations and audits
Licensed Building Contractor for 20
years in California
Forensic auditing and accounting and
investigation
4-year term on GAO’s Advisory
Council on Government Auditing
Standards
Education and Certifications
Armstrong University—BS,
Accounting
MBA—Golden Gate University
Certified Fraud Examiner
Certified Financial Services
Auditor
Certified Government Financial
Manager (CGFM)
Active in
Sjobergevashenk Yorba Linda Water District Proposal 15
Lynda McCallum, manager with Sjoberg Evashenk
Consulting, offers over 11 years experience in
evaluating programs in the public and private
sector. Ms. McCallum has led Sjoberg Evashenk
teams in assessing multi-faceted programs and
departments including operational and service
delivery, accounting, budget and fiscal integrity,
and compliance and reporting. Additionally, she
has expertise in evaluating rate structures, costing
efforts, business process assessment, gap analyses,
internal controls and the risk environment. She had
offered dozens of recommendations for improving
efficiency and effectiveness improvements at of
state and local agencies.
Recent engagements have include: reviewing
several large environmental programs for a State
Board to improve overall program management,
including application processing, adequacy of
provided data, and oversight; assessing the financial
viability of a proposed marina renovation from
state, federal and local loans, bonds, and fee
revenues; reviewing a State Board’s license fees and
rates against its costs and recommending legislation
to establish new rates; auditing a complex regional
40 year $14 billion multimodal transportation
program; and is currently managing and conducting
an audit of a multi-million dollar environmental
mitigation program and performing program
development and accounting reengineering for a
large state agency. Additionally, Ms. McCallum
managed and performed multiple high profile
engagements involving large government entities,
contractors and subcontracted entities, not-for-profit
organizations, and community based organization.
Moreover, she has led dozens of performance audits
at superior courts throughout California that include
all fiscal related business operations, service
delivery, and case management and conducted
projects involving large complex leasing,
procurements, finance, outcome monitoring, human
resources, and indirect costing and allocation. Ms.
McCallum has broad experience in State
government, expertise in internal controls, as well
as in evaluating cost accounting and information
system development and controls.
Lynda A. McCallum, CGFM
Manager, Sjoberg Evashenk Consulting
Experience
11 years experience in public sector
management consulting with Sjoberg
Evashenk Consulting.
Human resources coordinator for
large-scale IT projects for local state
and county government agencies
Functional Expertise
Organizational assessments, fiscal
evaluations, program evaluations
Complex financial, economic, and
analyses
Rate setting and process streamlining
Performance measurement, metrics,
and best practices
Information technology systems
analysis
Business process reengineering
Human resources practices,
governance, organizational structure
Financial-related audits, evaluations
Focus groups, charrettes, and surveys
Education and Certifications
University of Southern Mississippi,
Hattiesburg, BS Business
Administration
MBA—California State
University, Sacramento Finance
Certified Government Financial
Manager
Sjobergevashenk Yorba Linda Water District Proposal 16
Nicole Dyer, senior consultant with Sjoberg
Evashenk Consulting offers nearly 7 years of in-
depth experience conducting program evaluations,
business process assessments, and performance
audits and evaluations. Ms. Dyer has conducted
several performance audits and reviews of trial
court operations, including organizational structure,
human resources, procurement, cashiering, fiscal
functions, information technology, and security at
several counties. Currently, she is assisting a state
agency assess fiscal business processes including
workload, reporting, and developing policies and
procedures for existing processes and new federal
programs. She brings a broad range of experience
working in the government environment.
Specifically, she conducted:
Business processes and fee structure for a
state level regulatory board
Statewide online fee evaluation within the
justice system
Components of costs and distribution of
indirect charges for a major water district
Use of City of Los Angeles Prop F funds
Redevelopment program efforts of a San
Diego redevelopment agency contractor
Budgeting activities for a major California
higher education institution and a review of
the Colorado College Opportunity Fund
Program for state funding of higher
education.
Developing a comprehensive set of policies
and procedures for a statewide Enterprise
Resource Planning software program
Program evaluation of the City of Los
Angeles Public Access channels
Transit including evaluations of Arizona-
Maricopa Transportation Plan, San Diego
Association of Governments—TransNet, and
City of Elk Grove.
Ms. Dyer most recently, led a review of state
funding of higher education, evaluating key
processes to enhance operations, complex data
analysis, and improving the control environment.
Nicole M. Dyer, CGAP
Senior/Lead Consultant
Experience
Nearly 7 years of management
consulting experience with Sjoberg
Evashenk Consulting
Other relevant experience working as
a Financial Analyst at The Retirement
Group
Functional Expertise
Program evaluation, business
process reengineering and
organizational development
Complex fiscal analysis
Cost and rate studies
Grant and contract compliance
Benchmarking, best practices,
performance metrics and assessment
Cost benefit and economic
analyses
Cost accounting and reporting
Enterprise risk assessment and
internal controls reviews
Developing and delivering
professional training
Education and Certifications
California State University, San Diego
– BS Business Administration
emphasis in Financial Services
MBA (cand.) Western Governor’s
University
Certified Government Auditing
Professional (CGAP)
Sjobergevashenk Yorba Linda Water District Proposal 17
Mashariki Lawson joined Sjoberg Evashenk in
2008. Since joining the firm, Ms. Lawson has
participated in a number of performance and
operational audits. Currently, she is completing
an evaluation of the rental car contractors
operating at Los Angeles World Airports (LAX
and Ontario) after performing a similar
assignment for the City of Long Beach. She is
also a key team member in a project where we are
evaluating the effectiveness and compliance of
vendors serving as subcontractors to the State in
its Commercially Useful Function program. Her
experience also includes a performance audit of
the City of Los Angeles public, educational and
government access channels as well as a highly
contentious audit regarding Oakland City
personnel practices; she also assisted in the
similar review of the City of Los Angeles’ hiring
practices.
Ms. Lawson is experienced in conducting best
practice reviews and surveys of other
jurisdictions and has done so for our review of
Colorado state employee benefits program, Los
Angeles gang prevention review and audit of the
redevelopment in San Diego.
She recently was involved in a large scale
performance audit of the Sacramento Community
Development Department where she conducted in
depth reviews of several hundred permitting files
and calculation of fees. Ms. Lawson has also
participated on a number of our performance
audits of superior court operations including
internal controls, business process mapping,
contracts, expenditures, and cash.
Prior to joining Sjoberg Evashenk Consulting,
Ms. Lawson worked for a energy agency and also
worked for over 10 years in customer service,
conflict resolution, and supervision over a team
of 10-15 agents to ensure reliable, effective client
satisfaction and sound management practices.
Mashariki Lawson
Staff Consultant
Experience
4 years of management consulting
experience with Sjoberg Evashenk
Consulting
CA Energy Commission analyst
10 years customer service
representative with a national
delivery company.
Functional Expertise
Trial court business operations
involving a variety of functions
including court physical security,
fiscal operations, and case
management systems.
Human Resources—personnel,
benefits, and hiring.
Fiscal analyses, financial trending
Internal controls
Business operations mapping
Best Practices and jurisdictional
comparisons
Surveying
Education and Affiliations
California State University,
Sacramento, BA in Economics
CSUS Student Economic
Association
Firm References Comments
East Valley WD
Heartily endorsed. Tons of
experience, and lots of experience
working with BOD- will conduct a
brutal self-examination. Will tell it like
it is- particularly as a cultural
overview. Recommendations focus on
new directions and HOW to get there.
Served as Interim GM at BOD's
request to begin process of
implementation. Absolutely worth the
value.
Sonoma Co. Water
Agency
Conducted reclass of Public Affairs
Division. Lots of interviews.
Recommendations were do-able, and
made a case as to WHY. Phase 1 & 2
of implementation are reasonable.
Knack for determining the
expectations and leadership wants of
the employees. Will be hiring back to
help with unexpected problem with
union.
Scotts Valley WD
Currently working with Dr. Mathis.
Mathis did a "culture study" for them.
BOD then hired Robert as interim GM
to assess District in general and begin
implementation. Currently in month 1
of a 3-5 month process. Great
Leadership. Very honest and
straightforward, but not threatening
or antagonistic. Got Robert's name via
Dr. Mathis. Have worked together
before.
Indio Water Authority Was not able to contact
DeLoach &
Associates
Reference Checks
O& E Study
ITEM NO. 8.4.
Backup Material Distributed Less Than 72 Hours Prior to the Meeting
Firm References Comments
OC Sanitation District Was not able to contact
San Diego Housing
Commission Was not able to contact
City of Orange
Highly Recommended. Conducted City-
wide Classification Study- 400
employees. High Level of Service.
Interviews, Questionnaires, etc. Lots
of hand-holding of staff. Top notch.
Friendly, etc. Can't recommend highly
enough. Work harder with those that
are the most impacted. "Didn't always
agree, but at least they heard me"--
comment from employee groups
Housing Authority of
the County of San
Bernardino
Have done multiple studies for them.
Included focus groups. Process was
good. Kept staff in the loop especially
on any delays and why. Output was
excellent- report still used as of 3
years. Worked with Georg (Gay-org),
mostly thru email. No problem that
they were based out of Northern
California.
Koff & Associates
Backup Material Distributed Less Than 72 Hours Prior to the Meeting
Firm References Comments
City of Los Angeles,
Office of the
Controller
Completed a number of Audits
(investigations, performance audits,
efficiency etc.) since 2001- approx. 15.
Efficiency audits were for specific
areas- response time, how to make it
better vs.what it is now. All
recommendations are Do-able-- not
textbook. Circumstances taken into
account.
Special District Risk
Management
Association
Conducted organazational study.Was
well done and 10 years later is still
utilized. Highly professional. Highly
ethical. Consolidation of departments
lead to further growth of staff. Met
with each department head prior to
board presentation for individual buy-
in.
City of Elk Grove
Performance Audits & Reviews. No
internal auditor for last 4 years-
Sjoberg Evashenk does it for them.
Every job done by task order- 2 to 3
audits a year. Very happy with their
services- no fluffed up claims that
they will "fix everything".
Professional. Show drafts to dept to
ensure accuracy and
recommendations are feasible.
Processes, internal controls carefully
reviewed. Best practices made over
time. Go above and beyond in
following through without "nickel and
dime-ing".
Southern California
Regional Rail
Authority
Was not able to contact
Sjoberg Evashenk
Backup Material Distributed Less Than 72 Hours Prior to the Meeting
ITEM NO. 8.5
AGENDA REPORT
Meeting Date: March 28, 2013
To: Board of Directors
From: Steve Conklin,
Acting General Manager
Presented By: Steve Conklin, Reviewed by Legal: No
Acting General Manager
Prepared By: Annie Alexander,
Executive Secretary
Subject: Request for Certificate for Liability Coverage for Independent Special Districts
of Orange County (ISDOC)
STAFF RECOMMENDATION:
That the Board of Directors authorize the Acting General Manager to execute a Certificate for
Liability Coverage to be included with ISDOC’s submission of a Chapter Affiliation Agreement
to the California Special Districts Association (CSDA).
DISCUSSION:
Staff received a request late yesterday afternoon from David Cordero on behalf of ISDOC, to
complete and return a Certificate for Liability Coverage (see attached), that would be included
with the organization’s submission of a Chapter Affiliation Agreement to CSDA. The certificate
would affirm the following:
1. That our Board has authorized its Directors and employees to participate in ISDOC
sanctioned meetings and other activities.
2. That the Board deems these activities to fall under the course and scope of the
participants’ regular duties.
Completion and submission of this certificate will allow ISDOC to finalize the affiliation
agreement and fulfill CSDA’s indemnification requirement without having to purchase liability
insurance.
ISDOC has requested that the District submit a completed certificate before the end of
business on Wednesday, April 3, 2013.
ATTACHMENTS:
Name: Description: Type:
ISDOC Cert for Liability Cvg Ltr.pdf Backup Material Backup Material
Backup Material Distributed Less Than 72 Hours Prior to the Meeting
Backup Material Distributed Less Than 72 Hours Prior to the Meeting
ITEM NO. 9.1
AGENDA REPORT
Meeting Date: March 28, 2013
To:Board of Directors
From:Steve Conklin, Acting General
Manager
Presented By:Steve Conklin, Acting General
Manager
Prepared By:Cindy Botts, Management
Analyst
Subject:Request to Support Election of Kathleen Tiegs for ACWA Vice-President
SUMMARY:
The Cucamonga Valley Water District is requesting that YLWD consider supporting them in electing
Kathleen Tiegs for ACWA Vice-President, through the casting of its vote in the 2013 elections, to be
held later this year.
COMMITTEE RECOMMENDATION:
The Executive-Administrative-Organizational Committee discussed this matter at its meeting held
on March 19, 2013 and asked that this be provided to the Board as an information item.
DISCUSSION:
YLWD has been asked to cast its vote in support of Cucamonga Valley Water District Director
Kathleen Tiegs for ACWA Vice-President, when the 2013 elections take place later in the year.
Attached is correspondence received from the Cucamonga Valley Water District, including
background information on Mrs. Tiegs, for the Board's consideration.
STRATEGIC PLAN:
CP 2-D: Enhance the District's Regional Water and Wastewater Industry Participation
ATTACHMENTS:
Name:Description:Type:
CVWD_Support_Request.pdf CVWD Request for Support Letter Backup Material
ITEM NO. 11.1
AGENDA REPORT
Meeting Date: March 28, 2013
Subject:Executive-Administrative-Organizational Committee
(Melton/Kiley)
· Minutes of meeting held March 19, 2013 at 4:00 p.m.
· Meeting scheduled April 16, 2013 at 4:00 p.m.
ATTACHMENTS:
Name:Description:Type:
031913_EAO_-_Minutes.docx EAO Mtg Minutes 03/19/13 Minutes
1
MINUTES OF THE
YORBA LINDA WATER DISTRICT
EXEC-ADMIN-ORGANIZATIONAL COMMITTEE MEETING
Tuesday, March 19, 2013 4:00 p.m.
1717 E Miraloma Ave, Placentia CA 92870
1. CALL TO ORDER
The March 19, 2013 meeting of the Yorba Linda Water District’s Executive-
Administrative-Organizational Committee was called to order by Director Melton
at 4:00 p.m. The meeting was held in the Admin Conference Room at the
District’s Administration Building located at 1717 East Miraloma Avenue in
Placentia, California 92870.
2. ROLL CALL
COMMITTEE STAFF
Director Gary T. Melton, Chair Steve Conklin, Acting General Manager
Director Robert R. Kiley Damon Micalizzi, Public Info Officer
OTHER ATTENDEES
Arthur G. Kidman, Partner, Kidman Law LLP
Christopher Townsend, President, Townsend Public Affairs (Attended Via Teleconference)
3. PUBLIC COMMENTS
None.
5. DISCUSSION ITEMS
5.1. Legislative Affairs Update
Mr. Townsend, by teleconference, discussed with the Committee local
government issues of concern, including OCTA and OC San District
issues. Mr. Conklin reminded the Committee that he has a breakfast
meeting on March 21 with Mr. Jim Herberg, the incoming general manager
for OCSD. At the completion of the discussion, Mr. Townsend ended his
teleconference connection to the meeting.
4. ACTION CALENDAR
4.1. Request to Support Election of Kathleen Tiegs for ACWA Vice-President
Mr. Conklin reported that the Cucamonga Valley Water District sent a
letter requesting support from the YLWD Board for the election of Mrs.
Tiegs for the ACWA VP position, later in 2013. The Committee reviewed
the provided information and asked that this be forwarded to the Board as
an information item.
2
4.2. Request for Support for OCWD Act Amendment Regarding Recovery of
Groundwater Clean-up Costs
Mr. Conklin reported that OCWD is working to amend its District Act to
include authority to recover investigative costs incurred in a groundwater
cleanup project. Currently only the costs of designing and constructing
the cleanup project are recoverable. OCWD is requesting letters be sent
to state legislatures in support of the change. Following discussion, the
Committee supported the staff request that the Board authorize the Acting
General Manager to send letters to this effect.
4.3. Declaration of Intent to Sell Surplus Property at 4622 Plumosa Drive
Mr. Conklin reported that in response to the request by the Committee, a
letter was drafted by legal counsel providing notification to local public
agencies, that the District intends to sell the above described surplus
property. Following discussion, the Committee recommended that the
Board adopt a declaration that the District-owned property is no longer
necessary for District use and authorize the Acting General Manager to
send out the described letter.
4.4. Special District Leadership Foundation – District Transparency Certificate
of Excellence
Mr. Conklin reported that in February 2012, the Board approved a
commitment towards achieving the “District of Distinction” accreditation
from the Special District Leadership Foundation (SDLF). The application
requirements were recently updated to include the completion of the SDLF
District Transparency Certificate of Excellence. Following discussion, the
Committee recommended that the Board confirm its commitment towards
achieving the District of Distinction accreditation, including completion of
the District Transparency Certificate of Excellence.
5. DISCUSSION ITEMS
5.2. Status of OCWD Annexation Project (Verbal Report)
Mr. Conklin reported that the Annexation EIR is in its final draft and is
planned to be released for public review by April 1 for a 45-day review
period.
5.3. Status of Operations and Efficiency Study SOQ (Verbal Report)
Mr. Conklin reported that SOQs are due on March 21 for review by the
Board, and discussion at the March 28 Board meeting.
5.4. Potential Use of Plumosa Property by OC Sheriff Dept for Training
Mr. Micalizzi reported that he was contacted by the local representative for
OCSD about the use of the District’s old office on Plumosa for training
exercises. Following discussion, the Committee indicated that it would
support this use, provided the necessary insurance and other
3
documentation was provided. Mr. Kidman noted that a license agreement
may be the best way to protect the District for this use. Staff was asked to
proceed and return with necessary documents to initiate the process.
5.5. Security Measures at Valley View Reservoir (Verbal Report)
Mr. Micalizzi reported that additional signage is in place and that an
electrician will be completing wiring for lights and motion detector, as well
as conduit for a potential future camera if determined necessary.
5.6. Second Draft Administration Department Budget FY 2013-14
Mr. Conklin handed out and reviewed the second draft of the above with
the Committee.
5.7. Customer Service Feedback Report
Mr. Conklin reviewed the above with the Committee.
5.8. Status of Strategic Plan Initiatives
Mr. Conklin reviewed the above with the Committee.
5.9. Northeast Area Development Projects
Mr. Conklin reported that representatives from County Planning and from
the two potential residential developments were advised of the final
Northeast Area Planning Study on the District’s website, and that he
understands that each downloaded a copy. He discussed the water supply
issues described in the Study and the supply recommendations for the two
developments, Sage and Esperanza Hills. Mr. Conklin noted that each
will ultimately need a development agreement with the District if they
proceed.
5.10. Presentation by SCE
Mr. Conklin reported that Mr. Micalizzi has arranged for a representative
from Edison to speak at the April 25 Board meeting on the San Onofre
Plant issues and potential electric supply concerns this summer.
5.11. Future Agenda Items and Staff Tasks
None.
Mr. Kidman indicated that there was no need for Closed Session.
6. CLOSED SESSION
6.1. Conference with Legal Counsel – Pending Litigation
Pursuant to Subdivision (a) of Section 54956.9 of the California
Government Code
4
Name of Case: ACWA/JPIA, et al vs. Insurance Company of the
State of Pennsylvania, et al (OC Superior Court –
Case No. 00486884)
7. ADJOURNMENT
7.1. The meeting was adjourned at 5:40 p.m. The next Executive-
Administrative- Organizational Committee meeting is scheduled to be held
Tuesday, April 16, 2013 at 4:00 p.m.
ITEM NO. 11.3
AGENDA REPORT
Meeting Date: March 28, 2013
Subject:Personnel-Risk Management Committee
(Collett/Beverage)
· Minutes of meeting held March 12, 2013 at 4:00 p.m.
· Minutes of meeting held March 27, 2013 at 4:00 p.m. (To be provided at the
next regular Board meeting.)
· Meeting scheduled April 9, 2013 at 4:00 p.m.
ATTACHMENTS:
Name:Description:Type:
031213_PRM_-_Minutes.doc PRM Mtg Minutes 03/12/13 Minutes
1
MINUTES OF THE
YORBA LINDA WATER DISTRICT
PERSONNEL-RISK MANAGEMENT COMMITTEE MEETING
Tuesday, March 12, 2013 4:00 p.m.
1717 E Miraloma Ave, Placentia CA 92870
1. CALL TO ORDER
The March 12, 2013 meeting of the Yorba Linda Water District’s Personnel-Risk
Management Committee was called to order by Director Collett at 4:00 p.m. The
meeting was held in the Admin Conference Room at the District’s Administration
Building located at 1717 East Miraloma Avenue in Placentia, California 92870.
2. ROLL CALL
COMMITTEE STAFF
Director Ric Collett, Chair Steve Conklin, Acting General Manager
Director Michael J. Beverage Gina Knight, HR and Risk Manager
3. PUBLIC COMMENTS
None.
4. ACTION CALENDAR
4.1. Claim Filed by Richard Peterson
The Committee discussed the claim and will recommend that the Board of
Directors reject the claim and refer the claim to ACWA-JPIA at the next
Board of Directors meeting scheduled for March 28, 2013.
5. DISCUSSION ITEMS
5.1. Draft Human Resources Department Budget for FY 2013-2014
Staff presented a Draft Human Resources Department Budget. The
Committee compared last year’s department budget to this year’s
proposed department budget. The Human Resources Department has
increased its Supplies and Services budget by $70,150. The bulk of the
increase comes from rising insurance liability costs, an initial training of
the Human Resources staff on the newly implemented HR Module of
Great Plains, purchase of specialty software for tracking performance
evaluations and consulting services related to Arc-Flash assessments
throughout the District.
5.2. ACWA/JPIA Property Program Renewal Billing (Verbal Report)
Staff advised the Committee members that this year’s Property Insurance
Renewal increased by approximately $5,000.
2
5.3. Status of Compensation Study for the Position of General Manager
(Verbal Report)
Staff presented two spreadsheets with data collected regarding
compensation for General Manger positions from other agencies for
further comparison.
5.4. Status of Performance Evaluations (Verbal Report)
Mr. Conklin advised the Committee members on the status of existing
past-due performance evaluations. Mr. Conklin advised the Committee
that the Human Resources Manager had reviewed several drafts of past-
due performance evaluations.
5.5. Assessment of Job Descriptions and Titles Work in Progress (Verbal
Report)
This matter was not discussed.
5.6. Human Resources, Risk Management, and Safety Activity
Staff reported that on February 25, 2013, Bryan Melton joined the District
as the new Human Resources Technician. Two conditional offer letters
were extended to fill the vacant Maintenance Worker I positions.
Interviews for the Part-time Records Clerk position were conducted on
January 19, 2013, a successful applicant could not be determined, and the
District is exploring other avenues to fill this position. The Recruitment for
the Operations Manager closed on March 4, 2013. The position was
posted on NeoGov and advertised in Jobs Available. Four-page color fliers
were printed and sent to ACWA-JPIA water agencies throughout the state
of California. There were three internal applicants and four external
applicants.
5.7. Future Agenda Items and Staff Tasks
None.
6. ADJOURNMENT
6.1. The meeting was adjourned at 5:50 p.m. The next Personnel-Risk
Management Committee meeting is scheduled to be held Tuesday, March
27, 2013 at 4:00 p.m.
ITEM NO. 11.4
AGENDA REPORT
Meeting Date: March 28, 2013
Subject:Planning-Engineering-Operations Committee
(Kiley/Hawkins)
· Minutes of meeting held March 7, 2013 at 3:00 p.m.
· Meeting scheduled April 8, 2013 at 3:00 p.m.
ATTACHMENTS:
Name:Description:Type:
030713_-_PEO_Minutes.docx PEO Mtg Minutes 03/07/13 Minutes
1
MINUTES OF THE
YORBA LINDA WATER DISTRICT
PLANNING-ENGINEERING-OPERATIONS COMMITTEE MEETING
Thursday, March 7, 2013 3:00 p.m.
1717 E Miraloma Ave, Placentia CA 92870
1. CALL TO ORDER
The March 7, 2013 meeting of the Yorba Linda Water District’s Planning-
Engineering-Operations Committee was called to order by Director Hawkins at
3:00 p.m. The meeting was held in the Admin Conference Room at the District’s
Administration Building located at 1717 East Miraloma Avenue in Placentia,
California 92870.
2. ROLL CALL
COMMITTEE STAFF
Director Phil Hawkins Steve Conklin, Acting General Mgr
John DeCriscio, Acting Operations Mgr
Jennifer Hill, Meter Services Lead
OTHER ATTENDEES
Robert Odle, Odle & Associates
3. PUBLIC COMMENTS
None.
4. DISCUSSION ITEMS
4.1. Meter Testing Update (Verbal Report)
Ms. Hill reported on status of the start up of the Meter Test Bench and
provided photos. She indicated that it may be complete in about two
weeks. At the completion of this report, Ms. Hill left the meeting.
4.2. Status Report on Northeast Area Planning Study
Mr. Conklin reported that the subject Study is in the process of being
finalized for presentation to the Board on March 14. A copy of the draft-
final Study was provided and discussed with the Committee. At the
conclusion of this item, Mr. Odle left the meeting.
4.3. Draft FY 13/14 Engineering Department Budget
Mr. Conklin reviewed the draft Supplies and Services Budget for
Engineering with the Committee. He noted that the proposed budget was
up by $29,000, a 25% increase from the current budget of $114,440. Of
that proposed $29,000 increase, $20,000 was for cathodic protection work
and $5,200 was for replacement of an underground pipe-locator and other
tools for the Construction Section. Following discussion, the Committee
had no questions or requested changes to the budget.
2
4.4. Draft FY 13/14 Operations Department Budget
Mr. DeCriscio reviewed the draft Operations Dept Supplies and Services
Budget with the Committee, noting categories with proposed changes.
Overall, the proposed S&S budget will increase 20% to $1,768,500,
mostly due to the need for increasing maintenance and higher cost for
equipment servicing and rebuilding of large equipment. Following
discussion, the Committee had no questions or requested changes to the
budget.
4.5. Vehicle, Equipment & Capital Outlay Budget
Messrs. Conklin and DeCriscio reviewed the draft Vehicle, Equipment and
Capital Outlay Budget with the Committee. It was noted that this includes
proposed capital outlay items for all the District departments, which totals
$660,000, a 20% drop from the current $830,000 budget. Included is the
replacement of five vehicles, two for Engineering Construction
Management staff, two for IT/SCADA service staff, and one for Water
Operations for a replacement Leak-response truck. Following discussion,
the Committee asked for information on the age and mileage of vehicles
proposed for replacement, and asked for status of scanning of all District
Documents.
4.6. Monthly Groundwater Production and Purchased Import Water Report
Mr. DeCriscio reported on the above, noting that our monthly groundwater
production percentage was 65.7%, helping us to draw closer to our annual
groundwater BPP of 50.3% by June 30. He also noted that for the first
eight months of the FY, our overall demand is 8.1% over our projection.
4.7. Monthly Production Summary Report
Mr. DeCriscio reviewed the above report with the Committee, noting water
consumption, weather conditions, water quality, equipment removed and
returned to service, and maintenance services performed. He noted that
we are currently supplying Zones 1,2 and 3 with groundwater, and that
MWD is having a supply shutdown on OC-36, which supplies raw water
and affects (only) Black Gold Golf Club.
4.8. Monthly Preventative Maintenance (PM) Report
John DeCriscio reported on the status of PM activities . He noted that
essentially all of the monitored maintenance elements are on track for
completion goals.
4.9. Groundwater Producers Meeting Report
The above report for February was reviewed with the Committee. It was
noted at the Feb 13 GWP meeting that the Annexation EIR is scheduled to
be released for public review in mid-March, though, based on a more
recent meeting with OCWD, the release date may be the last week of
March.
3
4.10. Status Report on Capital Projects in Progress
Mr. Conklin reported on status of capital projects currently in planning,
design and construction.
4.11. Status of Strategic Plan Initiatives
Mr. Conklin requested that this item be added to the agenda because it
was inadvertently left off when the agenda was prepared. Director
Hawkins agreed that it be added as a Discussion item. Thereafter, Mr.
Conklin reported on the status of the above relating to Engineering and
Operations.
4.11 Future Agenda Items and Staff Tasks
None.
5. ADJOURNMENT
5.1. The meeting was adjourned at 4:50 p.m. The next Planning-Engineering-
Operations Committee meeting is scheduled to be held Monday, April 8,
2013 at 3:00 p.m.
ITEM NO. 13.1
AGENDA REPORT
Meeting Date: March 28, 2013
Subject:Meetings from April 1, 2013 - May 31, 2013
ATTACHMENTS:
Name:Description:Type:
BOD_-_Activities_Calendar.pdf Backup Material Backup Material
Event Date Attendance by:
April 2013
Board of Directors Workshop MeetingMon, Apr 1
Pub Affairs-Communications-Tech Committee MeetingTue, Apr 2Beverage/Collett
Yorba Linda City CouncilTue, Apr 2Kiley
MWDOC/MWD WorkshopWed, Apr 3Melton
OCWD BoardWed, Apr 3Kiley
MWDOC Elected Officials ForumThu, Apr 4Collett/Kiley/Melton
WACOFri, Apr 5Hawkins/Kiley
Planning-Engineering-Operations Committee MeetingMon, Apr 8Kiley/Hawkins
Personnel-Risk Management Committee MeetingTue, Apr 9Collett/Beverage
LAFCOWed, Apr 10Beverage
Yorba Linda Planning CommissionWed, Apr 10Melton
Board of Directors Regular MeetingThu, Apr 11
Exec-Admin-Organizational Committee MeetingTue, Apr 16Melton/Kiley
Yorba Linda City CouncilTue, Apr 16Collett
MWDOC BoardWed, Apr 17Melton
OCWD BoardWed, Apr 17Kiley
Joint Committee Meeting with City of Yorba LindaWed, Apr 17Kiley/Beverage
Board of Directors Workshop MeetingThu, Apr 18
Citizens Advisory Committee MeetingMon, Apr 22Beverage
Finance-Accounting Committee MeetingMon, Apr 22Hawkins/Melton
Yorba Linda Planning CommissionWed, Apr 24Hawkins
Board of Directors Regular MeetingThu, Apr 25
May 2013
MWDOC/MWD WorkshopWed, May 1Melton
OCWD BoardWed, May 1Kiley
Planning-Engineering-Operations Committee MeetingThu, May 2Kiley/Hawkins
WACOFri, May 3Hawkins/Kiley
Pub Affairs-Communications-Tech Committee MeetingMon, May 6Beverage/Collett
Yorba Linda City CouncilTue, May 7Kiley
LAFCOWed, May 8Beverage
Board of Directors Regular MeetingThu, May 9
Personnel-Risk Management Committee MeetingTue, May 14Collett/Beverage
MWDOC BoardWed, May 15Melton
OCWD BoardWed, May 15Kiley
Yorba Linda Planning CommissionWed, May 15Melton
Exec-Admin-Organizational Committee MeetingTue, May 21Melton/Kiley
Yorba Linda City CouncilTue, May 21Collett
Board of Directors Regular MeetingThu, May 23
District Offices ClosedMon, May 27
Citizens Advisory Committee MeetingMon, May 27Beverage
Finance-Accounting Committee MeetingMon, May 27Hawkins/Melton
Joint Committee Meeting with MWDOC and OCWDTue, May 28Beverage/Melton
Yorba Linda Planning CommissionWed, May 29Hawkins
ISDOCThu, May 30Collett
7:00PM
11:30AM
6:30PM
8:30AM
7:00AM
8:30AM
12:00PM
4:00PM
8:30AM
4:00PM
8:30AM
5:30PM
7:00PM
4:00PM
5:30PM
3:00PM
7:30AM
4:00PM
6:30PM
8:30AM
12:00PM
7:00PM
8:30AM
8:30AM
6:30PM
8:30AM
5:30PM
6:00PM
8:30AM
8:30AM
3:00PM
4:00PM
8:30AM
7:00PM
8:30AM
4:00PM
4:00PM
6:30PM
8:30AM
5:30PM
5:30PM
7:30AM
Board of Directors Activity Calendar
Time
11:00AM
3/25/2013 7:51:31 AM
ITEM NO. 14.1
AGENDA REPORT
Meeting Date: March 28, 2013
Subject:North Orange County Legislative Alliance Elected Official Reception - April 4,
2013
MWD/MWDOC California State Water Project / Sacramento-San Joaquin Bay
Delta Inspection Trip - April 12-13, 2013
STAFF RECOMMENDATION:
That the Board of Directors authorize Director attendance at these events if desired.
ATTACHMENTS:
Name:Description:Type:
NOC_Leg_Alliance.pdf Backup Material Backup Material
MWDOC_Inspect_Trip.pdf Backup Material Backup Material
Approved by the Board of Directors of the
Yorba Linda Water District
3/28/2013
MB/PH 5-0
Each year,
specially d
These trips
of Orange
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Our goal is
by providin
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critical wat
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esigned water
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ent of this prec
s to spread the
ng valuable first
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eable experts in
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inspection trips
d by the Metro
ed to educate m
n California’s w
ious resource.
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n the field of wa
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's ecosystem,
uring the future
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members of ou
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nd the significa
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