RMWD State of the District letter

As President of the Board of Directors of the Rainbow Municipal Water District (RMWD) I wanted to express my observations as to the challenges that face the district at this time and set what I feel should be the priorities.

Recently, the district has gone through a complete change of its board of directors. Moreover, when the special election was completed on March 6, it became the first time in many years RMWD had a fully elected board. These elections clearly demonstrate that the citizens of this area do not want this board to change the boundaries of RMWD or build a treatment plant, but they do want this board to improve the day-to-day operations of this district as well as improve customer service. The fact that we have been given these mandates presents us with many challenges. I would like to focus on those challenges and prioritize a plan of action I believe should be executed.

The board’s number one priority is to serve two groups of customers. The first and most important group, since they pay the bills, is our ratepayers. Our pledge to them is to provide safe, adequate water at a fair price. We must recognize that 70 percent of our revenue comes from agricultural customers; therefore, their financial challenges must be recognized. We must also consider the financial challenges of our domestic users and provide them with water at a fair and competitive price. This will always be a balancing act for the board of directors of this rural community. Furthermore, we must take into account our obligation to provide a limited amount of wastewater service to our ratepayers at a competitive price.

The second group of customers served by the board is the district employees. We need to ensure that we provide a safe, friendly working environment for all staff members as well as support them as efficiently as we can so they can get their jobs done. The board needs to set clear policies and directions and then allow staff to carry them out. We need to create an environment of respect, honesty and open communication between RMWD’s employees, senior staff and board of directors.

The board’s action plan should be waged on several fronts. First and foremost, we need to find and hire a new in-house general manager who is compatible with this district and can work with the team currently running RMWD. Secondly, the board must set a goal of having a new Memorandum of Understanding (labor agreement) for all employees in place by the end of this year or sooner. Since I have become president of this board, it has become apparent to me that a moral problem does exist within our organization and this board has a duty to get this resolved. The employees also have the responsibility to take the time to understand the challenges that face this district as we move forward.

The board has to complete and approve the water and wastewater plans as soon as possible. Once these are done, the Urban Water Master Plan must be completed and submitted to the proper state and local agencies so they can then be utilized as the planning tools they were meant to be. It is important to note that until these documents are filed, the district cannot receive any state-issued grant money.

The district has two areas of operations: Potable Water Delivery and Wastewater Service. The Potable Water Delivery Department action plan has many facets. First, we need to continue to address the concerns of the Health Department and ensure that we continue to meet their requirements. Second, we should continue refining our day-to-day operations that run the district’s physical facilities. Third, our CIP programs need to be reviewed and polished to ensure future projects are correctly prioritized. Fourth, funding for our CIP program must be evaluated to explore alternative funding options may be available, should this be deemed necessary. Fifth, our storage capabilities that exist in the area should be maximized. Lastly, alternative sources of water such as desalination, ground and basin water and recycling of existing water supplies ought to be investigated.

The Wastewater Operation presents its own set of challenges that require action. First, let me say that the district is not legally bound to provide any additional sewage service in our area except that which has already been contracted (6,000 EDUs). The challenge before us right now is that current ratepayers are requesting more EDUs. For this reason, we should initiate the following action plan for Wastewater Services. The district has to honor its current obligation of 6,000 EDUs; thus, it would be imperative to move forward in preparing to upgrade RMWD’s current facilities to meet that commitment. On this note, formal discussions should be held with Oceanside about the possible purchase of more EDUs in order to determine whether or not they are willing and capable of providing such facilities. To properly plan for the future, it is vital that this option be explored and understood. It should be made a priority to energize our inflow and infiltration program to minimize outside water intrusions to our system. Recycled water options must also be explored as a means to help free up EDUs. This option should be coordinated with the Integrated Regional Water Management Plan based on the fact there may be funds available through both Prop 50 and Prop 84.

The board should consider passing a resolution that supports the philosophy of regional sewer treatment plants as opposed to multiple smaller plants scattered throughout unincorporated North County.

A plan to improve district communications needs to be put in action. We should create three new committees involving community members to serve and assist the board. The first is a Budget and Finance Committee. This group would work with the board treasurer, general manager and finance manager in reviewing and recommending budget policies and changes. They should review the financial condition of the district on a quarterly basis and report back to the full board. They should also review the financial requirements for the district’s operating and CIP budgets and make investment recommendations for district funds.

The second is the Engineering Committee. This committee would assist the district engineer in reviewing major projects, monitor the bidding process and selection of contractors and help prioritize CIP projects.

The third committee is the Communications Committee. This committee would be in charge of creating a community outreach program. We need to inform our ratepayers and our community of the status and challenges this district faces. It is time RMWD became a member of the community again; therefore, membership with both the Bonsall and Fallbrook chambers of commerce should be reinstated. Also, each board member should conduct town hall meetings as a means of keeping in touch with their respective constituents and in tone with the community’s concerns and wishes.

I thank you for listening and your time. If you have any questions or comments, feel free to contact me at (760) 731-6584.