IID 2013 Program of Work

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Imperial Irrigation District Proposed 2013 Program of Work

1. Water Rights Initiatives and Advocacy In working to meet its water transfer obligations under the Quantification Settlement Agreement, IID will implement a full complement of conservation projects and programs that advance the overarching goal of fulfilling IID’s conserved water commitments along with its reasonable and beneficial use responsibility to the Colorado River.

A. In the first 60 days of 2013, the general manager will present to the IID board the conceptual framework for an annual system of apportionment consistent with its duty to serve all water users while equitably and ratably providing for the sustainability of local agriculture.

B. The disposition of the Salton Sea will be guided by the strategic aims of the district and the public policy interests of the region. Rather than shirk from this responsibility, IID will stake out a concise and unequivocal position in 2013 to finally bring clarity to the mitigation/restoration dilemma that has for too long only served to stymie state and federal policymakers.

C. IID will demonstrate by its actions that it is committed to carrying out its mission as trustee of the Imperial Valley’s water rights while acting as a responsible and reliable water contractor on the Colorado River system. The board will not only set the tone in this regard but will be pressed into service in advancing it.

D. Water users will be routinely consulted in vetting the range of operational initiatives that will necessarily accompany this program of work. To this end, the organizational precepts of Plan B will be incorporated into a going-forward strategy and assiduously followed by management and staff.

2. Energy Balancing Authority Enhancement As a means of preserving the autonomy and ratemaking capacity of its elected board, IID will endeavor to enhance the distinct benefits of its energy balancing authority. It will do this through its unwavering adherence to reliability standards, the cost-effective acquisition of renewable resources and a forward-looking transmission expansion plan.

A. In preparation for the regularly scheduled 2013 Western Electricity Coordinating Council audit, the general manager will present to the board a first-quarter status report on compliance issues and an assessment of the extent to which a culture of compliance has been established at IID.

B. In the first 60 days of 2013, the general manager will report to the board on IID’s progress in meeting its renewable portfolio standard requirement for the first two reporting periods and assess key performance milestones for those projects already in the queue.

C. Building on its unfinished work in establishing a shared operational platform for all renewable energy projects that interconnect directly to the Imperial Valley Substation, IID will pursue and secure its policy-driven partial participating transmission ownership designation through the California Independent System Operator by the third quarter of 2013.

D. Pursuant to attaining its full PPTO status, the general manager will present to the board in the first 60 days of 2013 a strategic transmission expansion and funding plan that guards against further incursion into the balancing authority and fortifies the overall reliability of the IID grid.

E. In the second quarter of 2013, the general manager will review with the board any savings and performance gains effectuated through the 2012 launch of IID’s real-time trading function.

3. Financial Controls and Fiscal Stewardship All budgeted expenditures will be attributed to a corresponding funding source in the year ahead. Any material change recommended by management in response to fundamentally changed conditions after the 2013 consolidated budget is adopted will be accompanied by an affirmative vote of the board.

A. As part of the adoption of a 2013 consolidated budget and at the direction of the general manager, the chief financial officer will report to the board in the first 30 days of 2013 on his department’s efforts in transitioning to a fund-accounting system.

B. In the first 60 days of 2013, the CFO, in concert with the general manager, will present to the board a plan for the conversion of the district’s existing commercial paper program into a bond instrument to finance the construction of key strategic transmission improvements to the IID system.

C. Consistent with the budget resolution of 2012, the effective rate of the energy cost adjustment will be adjusted in the first quarter of 2013 to account for needed projected expenditures, less the overcollection of funds in the previous year(s). In the same vein, the rate stabilization fund of $100 million will continue to be treated as restricted, with any expenditure from this source requiring an affirmative vote of the IID board.

D. Once adopted, any deviation from the approved 2013 consolidated budget will necessitate an agendized budget transfer and affirmative board vote.

4. Board Governance and Ethical Reporting It will be the role of the board to set policy and the responsibility of management to execute that policy. The public’s business will be conducted in public and the input of stakeholders will not only be solicited but also taken into account.

A. Board meetings are, in fact, the board’s meetings and all items that appear will either originate with or be vetted through the board president. The general manager, by agendizing a particular item, warrants that backup material offered in support of that item is both accurate and true.

B. In the first 30 days of 2013, the general manager will present to the board a revised bidding and procurement policy that conforms with the Public Contract Code.

C. In the first 60 days of 2013, the Human Resources manager, in association with the general manager, will present an ethics training workshop for the board and public. In the first 90 days, a strategic planning workshop will be scheduled in open session to identify and align emerging goals and objectives with those outlined in this program of work.

D. In the first 30 days of 2013, the general manager will impanel a board/staff committee to revisit the existing whistleblower policy to ensure that a climate of openness and transparency prevails within the management structure and toward the IID workforce.

5. Public Outreach and Interagency Alliances In developing the appropriate messaging to align with the board’s policies and sanctioned positions on matters of public interest, IID will recognize the futility of advocating in a vacuum; instead, it will forge alliances at the local, state and federal levels of government to advance its strategic objectives.

A. In the first 60 days of 2013, the general manager, on behalf of the board, will enlist internal and external resources to form a communications council charged with messaging to key audiences inside and outside the irrigation service territory that articulates a clear and comprehensible position on all water matters.

B. In the first 90 days of 2013, the district’s government affairs section, in collaboration with the general manager, will present an issues-management agenda for dissemination to federal, state and regional bodies that bolsters the work of the communications council above and is consistent with the board’s policies and sanctioned positions.

C. Early on in the coming legislative session, the general manager will review with the IID board a coordinated and concerted effort to garner the state’s certification of parasitic load, or station power, as green energy and to obtain for the district the renewable energy credits that ought to go along with this designation. Similarly, the government affairs section will work directly with individual legislators and the governor’s office to secure for the district’s purposes any water generated through the conversion of agricultural lands to solar development.

D. By the third quarter of 2013, the district’s public affairs section will adapt material developed for the 2011 centennial celebration into an IID civics curriculum that can be incorporated into the classroom and targeted to junior high school students through the Imperial County Office of Education.

E. In support of the district’s tentative progress in raising the organization’s profile in the areas of RPS fulfillment, resource adequacy and the elimination of barriers to the expansion of its energy transmission system, the general manager will cultivate relationships already in place with the California Public Utilities Commission, the California Energy Commission, the Legislature, the governor’s office and with statewide trade groups and associations.

6. Communicating Across the Enterprise It is a given in any organization that the extent to which plans are effectuated is a direct result of the degree to which members of the organization believe they are an integral part of that plan. As such, the general manager’s success in implementing this plan will be a function of how well it is communicated, understood and, in turn, reinforced over the course of the year.

A. The general manager will provide to the board a weekly report that summarizes issues of interest and/or concern. Concurrently, memoranda to IID employees from the general manager’s office will be more frequent and substantial.

B. Upon approval of this program of work, the general manager will review its contents with all IID managers and front-line supervisors and request their thoughtful input into how best to achieve the desired outcomes.

C. In the second quarter of 2013, the general manager will report to the board in open session on the Human Resources Department’s continuing progress in reconstituting the district’s in-house training function so that it is seen as more relevant, meaningful and practical by IID employees.

21 COMMENTS

  1. Nope. There can be a happy medium, but to date, the powers that be have quashed attempts at ethical behavior and true leadership. I know the outsiders who want to throw the IID into disarray, harp on guys like Desert and Hanks, but that is fear mongering, and I don’t buy it. Let Dessert and Hanks lead, and I believe they will do what’s best for IID and the valley BECAUSE they can’t be manipulated; they stand on values.

    • “ethical behavior and true leadership” Machiavelli- the 15th century Italian statesman has abandoned his cunning and deceptive characteristics for those of naive romanticism. Dessert serves his ego and a handful of his cronies and Hanks, like a typical old man, just likes to ramble aimlessly and be heard. What of qualifications, competence, expertise……? Even if they were qualified business people, and they aren’t, Directors should be separated and distanced from the day to day business operation not trying to run it. This is how the conflicts of interest and corruption continue to persist within while more sophisticated outside public agencies and business interests continue to take control of our futures.

      • Ethical behavior and leadership! Matt with a gavel will bring judge Roy Bean justice to the district- to massage his bruised ego as a failed and “mistreated” county employee; Norma has been been censured more times than any other official in Imperial county history, Hanks’ claim to fame is running one of the poorest and smallest school districts in the state, has rumored connections to illegal cock fighting, has family continuously in trouble with the law, and anger issues. Then there is Steve- a reasonable individual but unfortunately has shown his business prowess with his financial failures in SD.
        We are so in for a rough time, at least it will be entertaining!

  2. ANOTHER six-point plan? This is nothing more than a retread from what he tried in 2012. Look up the 2012 6-point plan version on iid.com, it’s almost identical to what you reported here. And in 2012 we had a lot of issues. Kelley called for ethics but failed to lead by example. I hope our new board toss his ass for a serious, ethical person real soon. This manipulation has to stop.

    • Kevin Kelley is indeed a master manipulator and a true chameleon…..not to mention grossly incompetent to manage the district. He is however likely what a special water interest Board with no business sense will want…merely a weak and clueless implementer of business guesses. Ethics should be a given in whoever leads and manages the district- what we need is a professional general manager that knows how to fix and run the business and the Board. With a neandrathal sitting in the middle of the Board as its President this is not likely unless by some miracle the light goes on. If Dessert and Hanks wind up driving the IID business train it will be Laurel and Hardy “Who’s on First” all over again and hundreds of millions of dollars will continue to be lost, stolen and wasted from this poorest of the poor communities. We are at the tipping point of totally losing our regional self determination to more sophisticated outside public agencies and business interests. Hope for a miracle.

      • Hope – the eternal drug. When there is nothing else left to give to the populous give them hope. Miracles are fairy tales and the future of the district should be based on miracles ?

        • Any other ideas Albert- this failed representation cycle and poor management keeps repeating itself over and over and over again. Are we doomed Albert ? -if so I’ve got to stick with my drugs of choice hope and miracles.

    • Wrong again Matt – the biggest problem has been and will continue to be the dysfunctional, micro-management of a completely unethical board of directors.

    • Exactly Anonymous- no progress just more pissin in the wind as the sucking sound of financial resources continuing to be drained from this poorest of the poor communities gets louder and louder. Imagine the lack of awareness and business or common sense in thinking/suggesting that the existing HR department could design an effective staff training and education program. Just another prime example of the blind leading the blind.

  3. the plan and goals are indeed idealistic and some of them may be achievable. the number and importance of the issues at hand does make one wonder if the gm and staff are up to it.

    like you said, the iid is at a tipping point and a slight nudge in either direction will create a major change

  4. Well in part at least someone has been listening…..a little bit. There is about 20% substance here and 80% fluff. The biggest problem here is there has been an assumption made that the current general manager will stay on as a puppet. The above information is merely fluff and are his strings. All this fluff as the district continues to meander along without a strong, respectable and competent general manager to lead and optimize the IID business enterprise operation. You’re not going to pound respect into IID staff and management with more regular propoganda coming out of the GM’s office Matto. Neither the token general manager, a journalist and a spin meister, nor the now self ordained business manager Matt Dessert, a 10 year public employee who couldn’t make it in the public sector, knows what an efficient business operation is, looks like or how it operates.
    Guess we will have to wait and see if anyone on this new board steps up with the vision and huevos to actually challenge all this token rhetoric and positioning to keep the incompetent general manager puppet on stage or if they will all just get in line like little penguins. Any bets????? Is it back to the dark ages and the indentured servitude of a one horse economy or will there be progress? We are now at the tipping point.

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