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HomeMy WebLinkAbout11 Delegations from Board to Staff Agenda Item # Ii w . , r� Memorandum To: Board of Directors From: Peter Holzmeister Date: March 15, 2002 Subject: Delegations from the Board to Staff From time to time a question comes up regarding the initiative that staff takes to investigate issues, or have communication with individuals, without receiving specific prior approval from the Board. We sometimes bring a matter to the Board for consideration and there is criticism that we spent time working on that matter. The issue has been raised several different times, so it is probably a matter that the Board should review and resolve. I, as General Manager, and the other members of the District's staff do not want to be doing things that the Board finds objectionable, or that violate the law. On the other hand, if we go back to the first Bob Rauch workshop in November of 1990, the Board seemed committed to the idea that a productive District requires that the Board set policy and overall direction, and then delegate authority to staff. There was agreement that staff should perform ministerial functions and report to the Board. With regard to policy or legislative matters, there seemed to be agreement that staff should bring analysis and recommendations to the Board for its consideration, and the Board would periodically review the performance of staff. Generally speaking, this is how governments work. Governments become very productive when the Board sets a clear strategic direction, adopts policies that promote the strategic direction, delegates authority to staff consistent with strategic direction and policy, and reviews performance. I think this is what we are doing at TDPUD. I hope the Board agrees. The Board has, over many years, adopted policies that are codified in our Code of Policies. There are delegations to the General Manager in the Code of Policies, Section 2.40.010 (attached). The Board has adopted a strategic plan (attached). Based on the strategic plan you have adopted a budget. Based on the strategic plan and budget staff and I have prepared objectives for each person to accomplish. There is a formal job description for the position of General Manager (attached). Attached is a memorandum from Steve Gross and Andy Morris discussion the delegation authority of the Board. Staff and I look forward to having this matter discussed and clarified. TRUCKEE DONNER PUBLIC UTILITY DISTRICT STRATEGIC PLAN FOR 2002 From the Board Workshop Held on August 29, 2001 A. Issues confronting the District 1. Process for assigning priorities 2. Financial master plan 3. Power supply cost mitigation 4. Move broadband forward 5. Increase water supply 6. Electric master plan 7. Review or organizational structure-what it takes to do an excellent job 8. Water master plan implementation 9. Headquarters building plan 10. Address staffing shortage 11. Establish safe sustainable yield 12. Williams conduit ownership and lease or sell 13. Effects of economic situation on District customers (and on us) 14. Accomplishing/integrating new service areas into District operations -water, electric, broadband 15. Mid-course reviews of District goals 16. Effects of changing water utilization 17. Joint planning with PCWA for basin 18. Current water system maintenance/upgrade/replacement (Tahoe Donner) 19. Maintain high standard of customer service 20. Corporation yard plan 21. Customer communications 22. Long term technology plan (integrate internal systems) B. Critical issues to address Issue 1. Water 1. Increase water supply 2. Implementing the water master plan 3. Establishing safe, sustainable yield of basin 4. Changing water utilization 5. Joint planning with PCWA on Basin 6. Truckee water system maintenance, upgrade, replacement Issue 2. Financial master plan 1. Need a financial master plan Issue 3. Human resource management 1. Prioritize staff priorities for GIS 2. Current staff shortage 3. Review organizational structure (continue excellence) 4. Maintain high customer service standard 5. Customer communications Issue 4. Facilities 1. Headquarters plan 2. Corporate yard Issue 5. Broadband 1. Williams conduit ownership 2. Keep broadband plan moving along Issue 6. Growth 1. Integrating all service areas—water, electric, broadband 2. Effects of economic situation 3. Technology plan Issue 7. Electric 1. Electric master plan 2. Power supply cost mitigation Issue 8. Mid-course review 1. Of annual plan C. Action Plan Issue 1. Water 1.1.Increase water supply Issue: Need more wells, at least one more by spring of 2002. If we don't act soon we can run out of water. Requires firm well sites and agreements already available. Current water master plan is general, need to develop sites, explore environmental issues, etc. Note: Basin is shared with PCWA. Must have firm agreements about basin management with PCWA and other basin users. Action: Develop a relatively long-term well drilling program that proactively meets community needs. Includes advance site selection, environmental documentation, permits, agreements, facility definition, etc. Must include controlling agreement with PCWA, who have established conditions for serving in Placer County. In short, a way to coexist in basin with us PCWA, Northstar and others Who: Water Manager, consulting hydrogeologist, attorneys When: Spring, 2002 Note: Being proactive in developing wells must be in line with our basic function, which is to reliably provide a water supply to meet community needs. (Some may see this as growth inducing) Action: Attorney hold a workshop with Board on (1) the requirements of CEQA, (2) the issue of growth inducing, (3) other critical guidelines for the Board contained in law 1.2.Implementing the water master plan Issue: the District adopted a water master plan in 2001. We want to make sure this valuable document does not simply sit on a shelf gathering dust: it is an important guide for us to follow. Any water system project that we construct should follow the master plan Action: When staff prepares the annual budget or works with a developer the master plan should be consulted to make sure we are expanding our system appropriately. Who: Water System Manager and District Engineer When: Ongoing 1.3. Establishing safe, sustainable yield of basin Issue: Determination of quantity of water available for consumption and the impacts of the withdrawal of water from the basin. Determine management practices that maximize water availability. Action: Apply for a grant to fund a study, which will include monitoring and development of a three-dimensional basin model of the entire Mantis Valley basin. The model will establish the water availability from the basin and identify the impacts of water withdrawals. Who: Water System Manager will be the team leader, and the team will include District consultants, in cooperation with other basin water purveyors. When: Study will begin summer of 2002 and will take at least two years to complete. 1.4. Changing water utilization Issue: Houses now being built with large landscapes, many bathrooms, etc. Peak use increasing. Result is more water use per household/per connection. This can drive our water use to an excess that can't meet. We do not use meters. Peak use determines size of the system, partly driven by part-time users. Can charge a fixed rate to cover fixed charges, and a variable rate for actual water use. Action: Hold a Board discussion on water use, meters, conservation, equitable rates, customer education on landscaping, etc. Who: GM When: April 2002 1.5 Joint planning with PCWA on Basin Issue: The District shares the Martis Valley water basin with PCWA and Northstar Community Services District. We will need to cooperate on basin management practices in order to make sure the quality of the basin in not compromised and to avoid disputes over water availability. Action: Prepare a basin management plan jointly and adopt procedures for management of the basin Who: Water system manager, hydrogeologist and staffs of PCWA and Northstar CSD When: A Phase 1 study should be prepared by the fourth quarter of 2002 1.6.Truckee water system maintenance, upgrade, replacement Issue: The District's water system continues to be used heavily and is growing older. Maintenance and replacement of this system will be expensive, and will become more so as time goes on. We need to be able to predict when major components need to be replaced, and develop the appropriate funding source. A system facilities maintenance and replacement master plan needs to be prepared. Action: Prepare a water system maintenance and replacement master plan Who: Water System Manager When: By first quarter of 2003 Issue 2. Financial master plan 2.1. Need a financial master plan Issue: We need immediate cash, especially for Donner Lake. Ultimately need one or more loans to cover other needs. Our cash position has been reduced to a low figure. Revenues must be sufficient to repay loans. Revenues from rates and fees. Action: Contact auditors and others to define the outside help we need. Prepare a statement of work. Issue a request for qualifications. Develop with consultant to develop a financial master plan. Bring to the Board. Who: Mary When: Kickoff program with consultant in December 2001. Present to Board at that time with consultant Issue 3. Human resource management 3.1, Prioritize staff priorities for GIS issue: Some internal things need to be done. Support needed for water— locations, assessment district, land maps. Everyone is requesting and will request more in the future — GIS support Action: This is a staff issue. Helpful if each manager makes GIS requests, establishing size of job, schedule needed, and relative importance— and brings to staff meeting. Staff must set priorities and, if needed, request additional resources Use cost benefit as measuring stick Note: GIS, fully utilized, can make District more cost effective Who: AGM, Staff, GIS When: ASAP 3.2. Current staff shortage Issue: Urgent staff shortages exist now, although broad needs exist long-term New water service areas have immediate needs: one accountant, three field technicians, two clerical (water and finance), 1 management level Action: Staff will bring these needs to the Board along with justification Who: general manager When: September 2001 3.3. Review organizational structure (continue excellence) Issue: What will it take to continue to do things competently? Need more people, but good people. We are moving at full tilt. We may not always be able to maintain standards if we keep like this. Engineering, accounting, construction, repair. We have needs beyond our ability to meet them with excellence. We are short-handed. Maya be helpful the establish performance standards. Burn-out and minimal standards are not what we want at this District. Action: GM and staff will meet to flush out staffing needs and problems. Will seek to assure that adequate standards are met. Will then bring recommendation to Board for review and possible action Who: GM and senior staff When: Late fall 2001 3A. Maintain high customer service standard Issue: As the District operations grew and we tried to serve the public without increasing staff, our ability to respond to customer requests suffered. We were slow to return phone calls. We were slower to perform fieldwork requested by customers. We have not provided customers with the most convenient processes to establish and account with us (apply by phone, deposit requirements) and pay their bills (they are asking for credit card or ATM payments). Our interaction with customers has become hurried, when patience would be more appreciated. Action: We need to review all customer contact points and determine a standard for dealing with customers. We need to utilize application and payment methods that are customarily used in other commercial activities, that mirror what the customer is a is accustomed to experiencing. A recommendation will be presented to the Board Who: The Assistant General Manager will head a committee that includes Mary Chapman and Ed Taylor and one member from Administrative Services department and one member from the Water Operations department. When: A report will be presented to the Board by July 1, 2002 3.5. Customer communications Issue: In the past we exerted considerable effort to inform our customers about who we are, what we do, what they should do. More recently legal dispute occurred and we were off local TV. Must resume putting our message out. In 2002 we celebrate our 75th anniversary. We can use this as a springboard. Action: Develop a customer communications plan. Include newsletters, website, other media. Bring to Board for review and action; Who: Staff and Board When: January 2002 Issue 4. Facilities 4.1. Headquarters plan Issue: The Town of Truckee has moved out and other agencies are interested in the vacated space. The District is growing, we recently acquired the Donner Lake water system and there is discussion and movement in the acquisition of Glenshire Mutual Water Company. The District is also considering going into the Telecommunications business. The needs of the District should be evaluated to determine what and how much space is required for our own needs. Action: Evaluate the current needs of space, to look at a "footprint" of the space that is required for telecommunications equipment and to look at the personnel that will needed for telecommunications, any new staff the water department might need and the same with the Administrative Services (Mary's department). Who: Support Services Manager When: June 2002 4.2. Corporate Yard Issue: The District is currently storing material, vehicles and equipment at multiple locations due to lack of space at the District office. With the acquisition of Donner Lake Water system, potential going into the telecommunications business and acquiring the Glenshire water system, this problem will only become worse. Action: To sell surplus District property and to meet with the Department heads of water, electric, telecommunications and find out what new equipment, material and vehicles will be required. To put all the ideas and requirements into one corporate yard. Who: Support Services Manager When: August 2002 Issue 5. Broadband 5.1 Williams conduit ownership Issue: In September 1999, the District entered into an Agreement with Williams Communications, a long haul telecommunications firm, to assist in the permitting of that portion of their Salt Lake to Sacramento conduit run that fell within the District's service area. In exchange for the District's help, Williams Communications agreed to provide the District with two 2" conduits following a sixteen and one half-mile route from Hirschdale to Donner Lake. Action: Following the installation, mapping and testing of conduit District staff will enter into and Agreement with Williams Communications, signing off on the completed Project and accepting ownership of sixteen and one half miles of two 2" conduits and ancillary access points. Who: Telecommunications Manager When: First Quarter, 2002 5.2. Keep broadband plan moving along Issue: The District has, since mid 1999, evaluated the construction of a Broadband infrastructure that would provide Water and Electric business units enhanced SCATA services, and competitive Cable Television and High Speed Date services within the District's service area. As of December 2001 the proposed Broadband business unit has received Nevada County LAFCo's conditional approval, the proposed system Design and Engineering has been completed, District staff have held numerous meetings with perspective system financiers, and the District's Telecommunications Manager has entered into Cable Television Franchise discussions with the Town of Truckee, Nevada and Placer Counties. Action: There are still a number of steps that must be approved by the Board prior to the District formally entering into the provision of Broadband Services. During the first quarter of 2002 the District's Telecommunications Manager will bring forward for Board approval: 1) a final Business Performa including FSG's Engineers Estimate; 2) agreements for the financing of the proposed Broadband infrastructure; 3) a request for authorization to prepare and seek bids for the construction of the proposed Broadband Business Unit; and 4) the awarding of these bids. Who: Telecommunications Manager When: First Quarter, 2002 Issue 6. Growth 6.1. Integrating all service areas —water, electric, broadband Issue: The District has traditionally served water and electricity in the greater Truckee area, but our services have not been exactly coterminous. We are now planning to offer Broadband services. With acquisition of Donner Lake and Glenshire water service territories our service boundaries are becoming more coterminous with each other. We feel that there is good reason to offer our services to all of our customers alike. Action: Work to consolidate the service of our services such that we offer all our services to all our customers by working with other agencies such as Sierra Pacific Power Company, LAFCo and PCWA. Report to the Board by September of 2002 on status Who: General Manager When: September 2002 6.2. Effects of economic situation Issue: There has been a major economic slowdown since early 2000. We are now considered to be in a recession. The unemployment rate has increased. Consumer debt is high and consumer confidence is low. All of this has happened at a time when our District is assuming new challenges in the Community: Donner Lake, Glenshire, power supply, broadband. We need to continuously monitor our organization's financial well-being as we move aggressively to offer services. Action: Review monthly the cash position of the District and predict monthly the future commitments we are making. Who: General manager and District Treasurer, all management staff, and Board of Directors When: Monthly beginning in January 2002 6.3. Technology plan Issue: Some departments are still without the technology required to enhance their abilities and reduce the job time. We need to push more of the technology that we have begun to implement to all departments and enhance existing technology Action: Assistant General Manager and GIS coordinator will develop a plan and submit it to the Board for review and discussion Who: Assistant General manager and GIS Coordinator When: fourth quarter of 2002 Issue 7. Electric 7.1. Electric plan master plan Issue: The current Electric System Master Plan is out of date. As a result, our electric facilities fee schedule is out of date. A draft of a revised plan is essentially complete. It needs to be presented to the Board for review and eventual adoption, along with adoption of a new facilities fee schedule. Action: Present the draft master plan to the Board and recommend a new electric facilities fee schedule. Who: Joe Horvath When: First quarter of 2002 7.2. Power supply cost mitigation Issue: We have a contract to buy power at a fixed rate from 2002 through 2009. We have surplus power that we must sell. We are buying above market and will sell at market, resulting in a loss to us. We have a rate stabilization fund to help cover some of the loss. Action: Mitigate the Idacorp contract. Restructure it. Future swaps. Future generation. Who: AGM When: Ongoing throughout the year. Report to Board periodically Issue 8. Mid-course review 8.1. Periodic review of annual plan Issue: After the strategic plan is adopted unanticipated factors arise that prevent the plan from being fully implemented. A review mid-course process would help keep our work program relevant. Action: Review the strategic plan action items with the Board in July of 2002 Who: General Manager When: July 2002 GENERAL MANAGER PRIMARY FUNCTION Subject to policy formulation and direction by the Board of Directors, to plan, direct, coordinate, and review the activities of the District's operations and work forces; and to do related work as assigned. TYPICAL DUTIES 1. Direct and participate in the development and implementation of goals, objectives, management policies, and priorities. 2 . Direct and participate in the preparation and administration of the District budget. 3 . Enforce and administer the provisions of the laws and ordinances of the District. 4 . Plan, coordinate, and direct the work of District personnel. 5. May be appointed as Clerk and Ex-officio Secretary of the Board. 6. Advise the Board on matters of administrative practices, recommend legislation and policies required in the public interest and report on District operations, policies, and problems. 7 . Review all District operations to establish work standards and improve methods. 8 . Conduct continuous research into administrative practices to produce greater efficiency and economy in District government. 9. Prepare a long term capital improvement program with plans for financing for Board consideration. 10. Direct all District personnel. i1. when directed, handle the implementation, maintenance and enforcement of District personnel policies as prescribed by the Board and act as the Board's agent in meeting and conferring with employees and employee organizations. 12 . Respond to citizens' complaints and requests for information; keep the Board apprised. 13 . Represent the Board in the community and at professional meetings as required and as directed by the Board. EMPLOYMENT STANDARDS Education and Experience Equivalent to a degree in Public Administration or a related field. Five years of increasingly responsible experience in Public Administration, preferably with knowledge of the operation of electrical transmission and distribution systems and water production, storage and distribution systems. 59 Knowledge and Abilities Must be knowledgeable with respect to federal, state and local government organizations; applicable federal and state laws, rules and regulations regarding District operations; research methods of report presentation. Ability to serve effectively as the administrative agent of the Board; analyze organiza- tional and administrative problems, adopt an effective course of action, and provide leadership to others in such action. Communicate clearly and concisely, orally and in writing. Negotiate and reach agreement with employee organizations when directed by the Board; properly interpret and make decisions in accordance with laws, regulations, and policies; establish and maintain cooperative relationships with the District Directors, consultants, employees, the public, and representa- tives of other agencies and firms with whom the District may be involved. smc 2/3/84 Approved by the Board February 6, 1984 - salary range - $45, 000 to $65, 000 60 (Res. 8614, 8434) CHAPTER 2.40 DELEGATIONS Sections: 2.40.010 Delegations from the Board of Directors to the General Manager 2.40.010 Delegations from the Board of Directors to the General Manager - In order to properly carry out the policy making responsibilities of the Board of Directors, the Board wishes to clarify its priorities and delegations of authority to the General Manager. By clarifying the Board's priorities and delegations, the Manager will have the authority to properly direct the operations of the District, and the Board will be better able to review the District's performance. As set forth in Section 16114 of the Public Utilities Code, the General Manager is delegated full charge and control of the construction of the works of the District and of their maintenance and operation. Subject to policy formulation and direction by the Board of Directors, the General Manager shall plan, direct, coordinate, and review the activities of the District's operations and work forces. The General Manager is hereby delegated the following specific authority and responsibility, and may further delegate authority and responsibility to District staff. In carrying out these duties, the General Manager will adhere to policy determinations of the Board of Directors. 2.40.010.1 Plan 2.40.010.1(A) Direct and participate in the development and implementation of goals, objectives, management policies. 2.40.010.1(B) Advise the Board on matters of administrative practices, recommend legislation and policies required in the public interest. 2.40.010.1(C) Formulate with his staff long and short term plans for recommendation to the Board of Directors. 2.40.010.2 Organize 2.40.010.2(A) Review the District's activities and recommend to the Board the best type of organizational structure. 2.40.010.2(B) Review all District operations to establish work standards and improve methods. 2.40.010.3 Staff 2.40.010.3(A) Determine, with advice from staff, the need to change positions, provided they are { '' within the limitations of the budget. Title 2 Page 13 2.-0.010.3(B) Determine q,_:aiiflca`cns anc standards `cr use in recruiting, hirrc: romcfinc and assigning the District's personnel. 2.40.010.3(C) Select, appoint, promote, reassign or release District employees. 2.40.010.3(D) Formulate an effective method of instilling and motivating a team effort by all employees. 2.40.010.3(E) Develop a procedure whereby employees may advance within the District if they are capable and desire to do so. 2.40.010.3(F) Implement, maintain and enforce the District's personnel policies as prescribed by the Board. 2.40.010.3jG) Act as the Board's agent in meeting and conferring with employees and employee organizations. 2.40.010.3(H) Implement job training and safety programs to the benefit of the District. 2.41.010.3(I) Establish performance appraisal programs for all District personnel. 2.40.010.3(J) Maintain up-to-date chart of all District positions and their respective class specifications. 2.40.010.3(K) Recommend to the 8o2r� for approval the employment of outside consultants and ne--otiate terms of cor'- cts for services. 2.40.010.4 Direct 2.40.010.4(A) Enforce and administer the provisions of the laws and ordinances of the District. 2.40.010.4(B) Direct a,I 'ist�ict personnel. 2.40.010.4(C) Respond to citizens' complaints and requests for information. 2.40.010.4(D) Conduct continuous research into administrative practices to produce greater efficiency and economy in District operations. 2.40.010.4(E) Direct the day-to-day activities of the District except as specified otherwise by the Bylaws of the Board. Delegate appropriate responsibility and authority to staff. 2.40.010.5 Finance I , �, 1.r,=; Frerar c.rg ' r;;ital improvements program for Board consideration. 2.40.010.5(B) Direct the preparation and administration of the District budget. 2.40.010.5(C) Direct the investment of District funds in accordance with Board policy. 2.40.010.5(D) Establish accounting systems, procedures, statistics and types of reports necessary •1 itle 2 Page 14 for sound financial management of the District. 2.40.010.5(E) Purchase all materials, supplies and equipment within the limits of the budget and in accordance with Board policy. 2.40.010.5(F) Review rate structure to determine where adjustments are needed to insure adequate cash flow and to provide revenue to meet expenses and establish reasonable reserves and replacement of assets. 2.40.010.5(G) Develop and maintain inventory records. Conduct periodic inventories. Dispose of surplus materials in accordance with Board policy. 2.40.010.5(H) Assist the Board in arranging for an annual audit. Review the audit with staff. 2.40.010.6 Report 2.40.010.6(A) Submit periodic reports to the Board on revenues and expenses compared to the budget. 2.40.010.6(B) Develop and submit to the Board such operational summaries as will enable the Board to review the overall performance of the District. 2.40.010.6(C) Keep the Board informed of customer complaints. 2.40.010.6(D) Inform the Board of significant problems that arise so that the Board can provide necessary direction to staff. 2.40.010.6(E) Items will be reported to the Board by the Manager as appropriate under Manager's Report during regular Board meetings. 2.40.010.7 Public and customer relations 2.40.010.7(A) Represent the Board in the community and at professional meetings as required and as directed by the Board. 2.40.010.7(B) Investigate and authorize membership in service clubs and associations which would be beneficial to the District, and authorize the payment of dues for such memberships by the District. 2.40.010.7(C) Develop a program for maintaining favorable relations with District customers. 2.40.010.8 Manager to delegate- In performing the responsibilities set forth herein, the Manager is expected to develop a highly competent and motivated staff and should delegate authority and responsibility to the staff to insure the proper functioning of the District. Certain priority areas that should be addressed by several departments include the following: 2.40.010.8(A) Office Management-enhanced computer support for other departments; review of insurance program. Title 2 Page 15 2.40.010.8(B) Engineering - preparation of electric system maps: preparation of electric materials and construction standards; preparation of bid documents for approved projects; strear-lining cr work order system; enhancement or contacts with contractors, large customers and other governmantal districts; development of recommendations regarding water e,dari7; control. 2.40.010.8(C) Technical Services - str=amiining warehouse procedures; transformer maintenance; meter maintenance. 2.40.010.8(D) Electric Operations - system maintenance; implementation of approved projects; installation of services to new customers. 2.40.010.8(E) Water Operations - syster maintenance; installation of services to new customers; deve!cpment of a backflow prevention program for consideration by the Board of Directors; upgrade of water facilities suppiyinc 1 anoe Donner; imoi=mentation of Hirschdale water system improvements; completion of water system equipment inventory. (Amended version of Minute Order 86-17) CHAPTER 2.44 CONDITIONS OF EMPLOYMENT Sections: 2.44.010 Conditions of Employment for the General Manager 2.44.010 Conditions of Employment for the General Manager - Prior to employment by the f" District, the prospective General Manager shall be required to satisfy the Board of Directors that his general physical condition is such that he will be able to function property in the position. (Res. 8080) CHAPTER 2.48 PERFORMANCE EVALUATIONS AND SALARY ADJUSTMENTS Sections: 2.48.010 Performance Evaluations and Salary Adjustments for the General Manager 2.48.010 Performance Evaluations and Salary Adiustments for the General Manager - The General Manager shall be employed by the Board of Directors at a salary established by the Board. After the first six months of employment, or earlier if required by the Board, his performance shall be evaluated and a saaar; adjustment may be considered by the Board. Annually thereafter, the same procedure shall be followed. (Res. 8080) CHAPTER 2.50 RETENTION AND/OR DESTRUCTION OF RECORDS Title 2 Page 16