SCVWD BOARDROOM LIES WHEN THEY JUST NEED TO USE WHATS THERE. AV UPGRADE//

ACCORDING TO BROWN ACT THERE WERE HANDOUTS BY THE PUBLIC, WERE ARE THOSE AND WHEN IS THE AUDIO BEING RELEASED ?  WHERE IS THE AUDIO RECORDING?   FUNNY WEB SITE SAID MINUTES NOW ANOTHER NEW PDF SAYING MINUTES COMING???

062215 IT Ad Hoc Comm Mins   COMING….

DUG MUIRHEAD HAD NOTHING TO SAY?

WOULD YOU LIKE THE TRUTH FROM THE SENIOR IT TECH THAT GEORGE KAMENJATI INTERJECTED HIS RACIST WAYS TO GET ME OUT, AND IS STILL LYING ABOUT THE AV SYSTEM, CALL BILL KNOFF, LOOK AT THE PRS, ASK RAY WHAT THE SYSTEM CAN DO.!

SUBJECT: Technology Upgrade of the Boardroom (Audio/Visual System)
RECOMMENDED ACTION:
This is an information only item and no action is required.
SUMMARY:
Boardroom audio visual is extensively used for the purpose of Board public meetings, general District and
community events that are business, educational, outreach or celebratory in nature, and by District’s
departments, divisions and units for various group meetings. The system uses dated technology that does not (only the racks and amplifiers are from 2000, they will never change and the equipment is solid state digital until output.)
meet the current digital and high definition broadcasting standards. ( most viewers in the US still have dial up and the ones the don’t have at best 1.5mb if that, is not equipment, do a test, vieW a meeting and try different bandwidths, IT knows this!) Hd is not always the right choice!)
Staff( OR GEORGE HAS PROVIDED ALL INPUT AND WISH LIST FOR THE CONSULTANT) has performed extensive additional review of the system along with a stakeholder input. In order to
comply with the latest high definition broadcast standards, and features, staff recommends a major technology
upgrade of the audio visual system in the Boardroom. The estimated project cost, including design,
construction, staff labor, and contingency is $600,000.( wrong they have already wasted over 40k in unused gear, (BTW NO AV COMPANY COVERS CONDUIT, ELECTRICAL, PLASTER, DRILLING WHICH IS MORE COST) AND A WASTE OF MINE AND YOUR TAX DOLLARS. ETC. ETC. UNDOCUMENTED STAFF TIME, (ASK TO SEE THE AV WAREHOUSE, THE GEAR SITS< THE COMMITTEE MEETING SPEAKER/MICS/REQUEST GEAR, THERE IS NOTHING WRONG WITH THAT, BEST THERE IS BEYER, unused prs, and untold staff hours, and cannot do hd and wiring for this cost, this will go past 1.5 mil, just look at every av job from day one) or ask!!   THE ORIGINAL SYSTEM( AND AUDIT 2012 EXPLAINS HOW MANAGEMENT WORKS) COST 2-3 MILLION NEVER COULD GET RIGHT ANSWER, WENT TO GRAND JURY. THAT SAID THEY WORK THE SAME WAY TODAY.  WE HAD YEARS OF CLASSES TO GET ALONG WITH MANAGEMENT, BUT 500K RAISE TO BEAU, LEFT NO ROOM FOR THAT DEPARTMENT.  BUT NO CHANGE, STILL TO THIS DAY, SAME MANAGEMENT SHENANIGANS FOR ME, AND OTHERS REMAIN TO THIS DAY IN THE DEPT.

PLEASE FOR YOUR REVIEW FACTS AND LINKS…. BACKED UP BY LINKS, EMAILS ETC.

scvwd ray 10 28 2014PDF HANDOUT BOARD MEETING 10 28

SCVWD PGOELTZ 10 28 2014  HANDOUT BOARD MEETING 10 28

JOE HANDOUT  LETTER TO DIRECTOR JUDGE, WHICH WAS SAME LETTER TO CAO OMS.

AND I HAVE TO BEG TO GET PERSONNEL GEAR ( OR CHECK)GEORGE KAMENJATIA TOLD TECHS TO THROW OUT. AND SIGN MY LIFE AWAY FOR ITEMS THROWN AWAY..
P Goeltz Release (1)

ASK ABOUT EOC, I DESIGNED IT PAID 100+ K BUT GK  STOPPED T AND HAD A NEW SYSTEM BUILT, MY SYSTEM WAS APPROVED, STATE OF ART, AMD VERY REAL, SO 100+K MINUS 20 %RESTOCKING FOR GK, WANTING , HIS IDEA, WHEN IT WAS EOC, ROOM ANYWAY.

ASK ABOUT RAY WALK AROUND THE LAKE, OR HIS CLASSES, OR GEORGE ELL ME HE WAS TRYING TO HELP ME, WHILE TELL OTHERS, I SHOULD BE FIRED, GEORGE IS THE ONE WHO CREATED THIS MESS, AND LOSS OF TRUST. OR ASK ANY TECHS ABOUT GEORGE TELLING THEM OF MY MEDICAL HISTORY OR DIRECTING ME TO HIS MEDICAL WEBSITE.

DiversityAudit2012 READ THE ENCLOSED AUDIT, ITS TRUE.  IT WAS SO MESSED UP THEY HIRED ME, THAT SAID, EVERYTHING HAS BEEN REPLACED, MODIFIED, UPGRADED, DIGITAL, VIRTUAL, REMOTE CONTROL, SPLIT SCREENS, MULTIPLE ROUTING ANYWHERE IN BUILDING, VIA WIRING OR CAT 5/6 WHICH IT KNOWS AND THIS IS THE WAY TO WIRE NOW, DIGITAL RECORDING AND AUDIO AND OR VHS, HARD DRIVE AND OR CD/DVD, OVER EAR MICROPHONES, VOICE TRANSMITTED INTO DIRECTORS HEARING AID, IN EAR MONITORING, VIDEO CONFERENCING,  CABLE TV TO MOST OF CAMPUS, TO OUTER BUILDING CABLE IS RAN JUST NEED EQUIPMENT FOR FAR END!, CAMERA FOLLOW USER, AND CENTRAL PANEL AND MULTI CAMERA CONTROLLABLE TO GIVE EVEN MORE CAMERA CONTROL WAS PAID FOR AND PROGRAMMING, BUT LIKE OTHER EQUIPMENT SITS AS GEORGE ORDERED WORK TO STOP SO THE SYSTEM WILL FAIL.   CONTROL ANYWHERE IN THE WORLD, USER HAVE CONTROL SYSTEMS TO REQUEST TO SPEAK, ON/OFF MICROPHONE, AND VOTING CAN BE ADDED TO THOSE SAME SCREENS, EVEN AUDIO, IF TURNED ON, AND MUCH MORE, 10K IN FEW MODERO PANELS FOR CHAIR, TECH, COB, AND LED DISPLAY OR ROUTE TO SCREENS, AND THIS IS NOT ALL.  EQUIPMENT IS AT OLDEST 2004 BUT ALL STATE OF ART, AND BEST USE OF TECHNOLOGY, AND MY AND YOUR TAX DOLLAR, THIS ROOM HAS MORE BELLS THEN HIGHER GOVT ROOMS.
The primary objectives for the technology upgrade are as follows:
A. Improve the Boardroom experience for the public by implementing a state-of-the-art audio visual, WE CA ADD LIGHTING, SMOKE, AND OTHER ENHANCEMENTS CONTROLLED AND RUN BY THE CONTROL SYSTEM, DEPENDING  ON DEFINITION OF WHAT YOU WANT A MINOR MASTER UPGRADE MIGHT NEED TO HAPPEN.   LESS THAN 10K.
system that is social media friendly.ANOTHER OPERATOR EITHER THERE OR REMOTE MAKING COMMENTARY PER SCVWD LINE.  ( IT ALREADY IS AND CAN BE MORE IF IT PERMITS PROGRAMMING AND MAYBE 5K, BUT IT’S HOOKED INTO THE INTERNET,AND DEPENDING ON WHAT KIND OF SOCIAL MEDIA, A COMMUNICATIONS PERSON COULD DO THAT FROM THERE DESK.. THE SYSTEM COULD BE ON 5 SEC DELAY TO ADD SCRIPT, PHONE ETC.
B. Create a high quality, user-friendly AV system with enhanced capabilities for person(s) with disabilities.( already is state of art uhf assisted listening, and the best screen resolution @1024×768 hd will make it harder to see)
C. The audio visual system should be able to support a virtual Boardroom that allows for virtual  ( SIMPLE SOFTWARE PACKAGE FROM AMX A CONTROL SYSTEM ALREADY INSTALLED, DEPENDING ON DEFINITION OF VIRTUAL.  A MASTER UPGRADE MAYBE BE NEEDED, 20K. BUT MAIN PART OF SYSTEM
participation of the public and social media (Upon approval by the Board).
D. The system should be able to support an electronic voting (e-voting) system (Upon approval by the
Board) in the near future.  WE HAVE ALREADY DEMO’D AND GEORGE HAS THE REQUIRED AMX UPGRADE EMAIL, PRETTY SURE RAY DOES ALSO.
E. Implement an end-to-end system that complies with the latest standards of high definition broadcast.  (THEN WHAT WILL VIEWERS DO WITH THERE SMALLER FONT AND SMALLER/WIDER SCREEN?  HAVE YOU ASKED THE PUBLIC, NOT JUST STAFF)
F. Based upon the stakeholder review, incorporate new features and enhancements to improve the
experience of a Boardroom event.  LIGHTING, SMOKE, SUB WOOFERS CAN EASILY BE ADDED, HOWEVER, YOU MAY WANT TO TAKE A LOOK AT THE ROOM, ITS NOT A BOARD ROOM BUT A CHURCH, YOU WILL NEVER BE EITHER HAPPY OR HAVE AS GOOD OF GEAR AS YOU DO NOW, THE BOARDROOM IS EVEN ON THE SAME NETWORK AND EQUIPMENT IN CONNECTED ROOM ALL COMMUNICATE TOGETHER, SO DON’T FORGET THOSE ROOMS WILL NEED CHANGING ALSO, OR SOME OF THE GEAR.
BACKGROUND:
The current audio visual system was designed in 1997 and built in 2000. The core and the functionality of the ( WHAT IS SAD IS ONLY THE RACKS AND AMPLIFIERS OR SOME ARE ORIGINAL, BUT THEY ALSO ARE DIGITAL CORE AND THE OUTPUT WILL ALWAYS BE ANALOG. THE OLDEST AROUND 2004/5 IS THE DIGITAL AND STATE OF THE ART AUDIO/ DIGITAL ROUTER PROCESSING ALREADY SET TO HANDLE NOISE CANCEL FOR VC.  YOU CAN OBSERVE THE MAIN EQUIPMENT FROM ANYWHERE OR WORK IT, BUT THINK THEY TOOK OFF NETWORK?? AND MY NEWEST WAS UP TO 2012 BUT MAJOR GEAR 2006, 2008 AND IS PERFECT GEAR,
system was (WAS AS IN OVER 10YRS AGO) analog-based. A minor(90k) PLUS MAYBE 45K IN OTHER UPGRADES, retrofit was performed in 2006 to add additional( NO FEATURES ADDED WIRING, SPEAKERS, I ADDED ALL THE BELL 2008-2010.

features based upon user
feedback.  (JUST OUT RIGHT LIES) OVER 200K HAS BEEN ADDED INCLUDING DIGITAL, RECORDING, AUDIO DIGITAL PROCESSING AND VIDEO CONFERENCING) ETC ETC.

The technology is obsolete, and very hard to support and maintain on a regular basis. The reliability of this outdated ( ONLY BECAUSE GK ORDERED WORK TO STOP AND THERE IS EMAIL TO THIS, ALL EQUIPMENT PURCHASED SITS)
system is unpredictable, and on many occasions it has experienced failures. Such failures sometimes ( HOW CAN IT BE HARD TO SUPPORT WHEN OVER 25 LOCAL COMPANY S WILL GLADLY WORK THERE FOR ISSUES/PROBLEM, I’M ALWAYS AVAILABLE FOR HELP, AND GLADLY HELP) ASK GEORGE WHY HE STOPPED MAINTENANCE?
have resulted in expensive repair costs, and potential delays in bringing the system online for the meetings.  (They have spent no more than 10K sense i left, they want the system to fail) plus 1000s of dollars in new gear just sits.)
Another challenge Finding professional support for the existing system by mainstream vendors and
manufacturers is also very challenging. The components of the system also do not meet the latest ENERGY
STAR rating standards. ( THIS IS FOR WASHING MACHINE ETC, ANY ENGINEER KNOWS AV EQUIPMENT DOES NOT REQUIRE THIS AS THEY ARE SOLID STATE, THEY HAD TO DIG DEEP FOR THIS)  iF IT WAS NOT PUT IN WHAT WAS A BATHROOM A LOCATED BEHIND AV AND AMX CONTROL GEAR BOUGHT AND, SITS TO CONTROL GEAR BETTER, JUST SITS.
The new system will enhance transparency as recommended in the recent audit. It will also provide a better (EVERYTHING IS ALREADY TRANSPARENT UNLESS YOU DO NOT POST IT. ONLINE, BACK UP DIGITAL TAPES, AUDIO, 6 CAMERA ANGLES ETC.)
customer experience online when community members are viewing Board meetings remotely. THAT’S A BANDWIDTH ISSUE.
ATTACHMENT(S):  WHERE ARE THEY
None
Page 2 of 2
Page 72Agenda Item No.: 5.2
Unclassified Manger: Sudhanshu Tikekar ( BTW LIED ON HIS APPLICATION ABOUT HAVING MSE CERTIFICATION) and manager experience, there already is complaints against him, this is the 4th it unit boss that will be fired)
Email: stikekar@valleywater.org
COMMITTEE AGENDA MEMO
SUBJECT: Technology Upgrade of the Boardroom (Audio/Visual System)
RECOMMENDED ACTION:
This is an information only item and no action is required.
SUMMARY:
Boardroom audio visual is extensively used for the purpose of Board public meetings, general District and
community events that are business, educational, outreach or celebratory in nature, and by District’s
departments, divisions and units for various group meetings. The system uses dated technology that does not
meet the current digital and high definition broadcasting standards.
Staff has performed extensive additional review of the system along with a stakeholder input. In order to
comply with the latest high definition broadcast standards, and features, staff recommends a major technology
upgrade of the audio visual system in the Boardroom. The estimated project cost, including design,
construction, staff labor, and contingency is $600,000.
The primary objectives for the technology upgrade are as follows:
A. Improve the Boardroom experience for the public by implementing a state-of-the-art audio visual
system that is social media friendly.
B. Create a high quality, user-friendly AV system with enhanced capabilities for person(s) with disabilities.
C. The audio visual system should be able to support a virtual Boardroom that allows for virtual
participation of the public and social media (Upon approval by the Board).
D. The system should be able to support an electronic voting (e-voting) system (Upon approval by the
Board) in the near future. it can we already had a meeting with minor upgrades to screens (the amx master can be programmed so voting can take place on the memeber amx screen result displayed overhead and online.)
E. Implement an end-to-end system that complies with the latest standards of high definition broadcast. ( MOST 90% OF PEOPLE CANNOT VIEW HD DO TO AMERICAN BAD CONNECTIONS RATES.)
F. Based upon the stakeholder review, incorporate new features and enhancements to improve the
experience of a Boardroom event. ( FIREWORKS ITS A PUBLIC MEETING YOU HAVE WHAT ANY BOARD ROOM HAS) AND MORE.
BACKGROUND:
The current audio visual system was designed in 1997 and built in 2000. The core and the functionality of the
system was analog-based. A minor retrofit was performed in 2006 to add additional features based upon user
feedback.
Page 1 of 2
Page 71
The technology is obsolete, and very hard to support and maintain on a regular basis. The reliability of this outdated
system is unpredictable, and on many occasions it has experienced failures. Such failures sometimes
have resulted in expensive repair costs, and potential delays in bringing the system online for the meetings.( WHEN AND SHOW THE REPAIRS)
Another challenge Finding professional support for the existing system by mainstream vendors and
manufacturers is also very challenging. The components of the system also do not meet the latest ENERGY
STAR rating standards.( MAYBE YOU HAVE NOT LOOKED BUT THESE ARE NOT WASHING MACHINE, BUT FINE USE AND LOW ENERGY ELECTRONICS, AMPLIFIERS WILL NEVER HAVE ENERGY STAR, THAT’S GOING REAL DEEP MR IT MANAGER WITH OUT A MSE,
The new system will enhance transparency as recommended in the recent audit. It will also provide a better
customer experience online when community members are viewing Board meetings remotely. ( FOR 200 PEOPLE, GRANICUS IS FINE AS IT IS) ASK YOUR TECH OR CALL ME)

SUMMARY:
Boardroom audio visual is extensively used for the purpose of Board public meetings, general District and
community events that are business, educational, outreach or celebratory in nature, and by District’s
departments, divisions and units for various group meetings. The system uses dated technology that does not
meet the current digital and high definition broadcasting standards.
Staff has performed extensive additional review of the system along with a stakeholder input. In order to
comply with the latest high definition broadcast standards, and features, staff recommends a major technology
upgrade of the audio visual system in the Boardroom. The estimated project cost, including design,
construction, staff labor, and contingency is $600,000. LETS NOT FORGET THE STAFF TIME AND ELECTRICAL, AND THINGS AV CONTRACTORS WHICH THERE ARE 100S WILL TO WORK WITH WHATS THERE ASK YOUR TECH, IT STILL WILL EXCEED 1.5 MILLION ALL DO THT FACT GEORGE STOP WORK ON THE OLD AND ALL THE EQUIPMENT AND PR RECORDS ARE THERE, ITS NOT THE PUBLIC THAT NEEDS HD ITS YOU STAFF LYING THIS HAS BEEN GOING ON OVER 4 YEARS.
The primary objectives for the technology upgrade are as follows:
A. Improve the Boardroom experience for the public by implementing a state-of-the-art audio visual (SYSTEM IS STATE OF ART, REMOTELY CONTROLLED ANYWHERE IS THE WORLD, STANDARD 1024X768 FOR VIEWING EVERYONE CAN SEE, THE SYSTEM IS SOCIAL FRIENDLY, JUST CREATE AN ACCOUNT LIKE I DID FOR AV YOUTUBE OF PEOPLES PROJECTS, DUAL SCREEN SIGNAL CAN BE SENT TO 100%OF  THE ROOMS. 70% OF THE ROOMS VIA AV PLATES AND OR CAT 5/6. HD IS JUST A WAST OF TAX PAYERS MONEY THE US UNLIKE THE DISTRICT DOES N OT HAVE A 100mb SYSTEM MAYBE 1.5 IF THAT AT BEST TRY WATCHING HD ON 1.5 Mb WILL NOT HAPPEN, THERE IS PRESS FEEDS S DIGITAL RECORDING OF BOTH AUDIO AND VIDEO AND TRANSFER DIGITALLY TO NETWORKS OR WHAT EVER WE EVEN HAVE ARE OWN CABLE SYSTEM, I CAN GO ON LIKE JOY STICKS FOR CAMERAS, THE CAMERAS WILL FOLLOW WHO IS SPEAKING IF USING RTS RIGHT, AND IF THAT SYSTEM DOES N OT WORK THERE IS ANOTHER 200k OF EQUIPMENT IN THE STOREROOM UNUSED TO DO EVENTS, OR RUN THE BOARD MEETING, THEY HAVE IN EAR MONITOR AND OVER THE EAR MICROPHONES DO THEY USE THEM NO.
system that is social media friendly. i( IT IS)
B. Create a high quality, user-friendly AV system with enhanced capabilities for person(s) with disabilities. ALREADY UPGRADES TO UHF ASSISTED LISTING, AND MONITORS CAN BE SET UP
C. The audio visual system should be able to support a virtual Boardroom that allows for virtual
participation of the public and social media (Upon approval by the Board).
D. The system should be able to support an electronic voting (e-voting) system (Upon approval by the
Board) in the near future.
E. Implement an end-to-end system that complies with the latest standards of high definition broadcast.
F. Based upon the stakeholder review, incorporate new features and enhancements to improve the
experience of a Boardroom event.
BACKGROUND:
The current audio visual system was designed in 1997 and built in 2000. The core and the functionality of the
system was analog-based. A minor retrofit was performed in 2006 to add additional features based upon user
feedback.(THIS IS UNTRUE OVER $100K HAS BEEN SPENT IN THE BR ITS FULLY DIGITAL, THEY JUST WILL NOT TELL THE BOARD WHAT THEY HAVE, THE LAST UPGRADE WAS NOT FROM USER FEED BACK BUT TO UPGRADE THE SYSTEM, ALMOST $80K AND ANOTHER $40K HAS BEEN SPENT SENSE THEN BUT THE IT DEPT REFUSES TO TELL THE TRUTH, GET THE DOCUMENTS FROM PURCHASING, THEY HAVE UNUSED EQUIPMENT, OPEN PO ETC, ASK THE WORKERS NOT THE LAIRS.)
Page 1 of 2
Page 71
The technology is obsolete, and very hard to support and maintain on a regular basis. The reliability of this outdated ( JUST PROGRAM WHAT YOU NEED AMX CAN DO VOTING AND THERE ALREADY IS A UHF ASSISTED LISTING, ALONG WITH VIDEO OR AUDIO CONFERENCING, WHICH COULD BE DONE VIA NETWORK INSTEAD OF T3, BUT WE BOUGHT VIDEOCONFERENCING STILL STATE OF ART IN 2006 OVER $50k, OH AND OVER 30 VENDORS IN THE BAY WILL HELP WORK ON THE SYSTEM)
system is unpredictable, and on many occasions it has experienced failures. Such failures sometimes
have resulted in expensive repair costs, and potential delays in bringing the system online for the meetings.
Another challenge Finding professional support for the existing system by mainstream vendors and
manufacturers is also very challenging. The components of the system also do not meet the latest ENERGY
STAR rating standards.
The new system will enhance transparency as recommended in the recent audit. It will also provide a better ( IF THIS IS TRANSPARENT WERE IS THE 15 PAGES REPORT DROPPED OFF OR THE INFO AT LAST AV Upgrades
customer experience online when community members are viewing Board meetings remotely. ( that can happen via amx which there is open po.\)

062215 IT Ad Hoc Comm Agenda

JOE HANDOUT

DiversityAudit2012

scvwd ray 10 28 2014

SCVWD PGOELTZ 10 28 2014

June 19, 2015
MEETING NOTICE
INFORMATION TECHNOLOGY AD HOC COMMITTEE
Board Members of the Information Technology Ad Hoc Committee:
Director Barbara Keegan
Director Nai Hsueh
Director Gary Kremen
Staff Support of the Information Technology Ad Hoc Committee:
Sudhanshu Tikekar, Deputy Administrative Officer, Information Technology Division
Fang Lu, Senior Project Manager, Information Technology Division
Phuong Trieu, Information Systems Unit Manager, Software Services Unit
Frank Fung, Information Systems Unit Manager, Infrastructure Services Unit
Lonnie Spin, Record and Library Services Unit Manager, Record and Library Services Unit
Lydia Rossiter, Senior Management Analyst, Information Technology Division
The scheduled meeting of the Information Technology Ad Hoc Committee is to be held on
Monday, June 22, 2015, at 12:00 p.m. in the Headquarters Building Board Conference Room
A124 located at the Santa Clara Valley Water District, 5700 Almaden Expressway, San Jose,
California.
Enclosed are the meeting agenda and corresponding materials. Please bring this packet June 19, 2015
MEETING NOTICE
INFORMATION TECHNOLOGY AD HOC COMMITTEE
Board Members of the Information Technology Ad Hoc Committee:
Director Barbara Keegan
Director Nai Hsueh
Director Gary Kremen
Staff Support of the Information Technology Ad Hoc Committee:
Sudhanshu Tikekar, Deputy Administrative Officer, Information Technology Division
Fang Lu, Senior Project Manager, Information Technology Division
Phuong Trieu, Information Systems Unit Manager, Software Services Unit
Frank Fung, Information Systems Unit Manager, Infrastructure Services Unit
Lonnie Spin, Record and Library Services Unit Manager, Record and Library Services Unit
Lydia Rossiter, Senior Management Analyst, Information Technology Division
The scheduled meeting of the Information Technology Ad Hoc Committee is to be held on
Monday, June 22, 2015, at 12:00 p.m. in the Headquarters Building Board Conference Room
A124 located at the Santa Clara Valley Water District, 5700 Almaden Expressway, San Jose,
California.
Enclosed are the meeting agenda and corresponding materials. Please bring this packet with you
to the meeting.
Enclosures
Santa Clara Valley Water District ‐ Headquarters Building
5700 Almaden Expressway, San Jose, CA 95118
From Oakland:
• Take 880 South to 85 South
• Take 85 South to Almaden Expressway exit
• Turn left on Almaden Plaza Way
• Turn right (south) on Almaden Expressway
• At Via Monte (third traffic light), make a U-turn
• Proceed north on Almaden Expressway
approximately 1,000 feet
• Turn right (east) into the campus entrance
From Morgan Hill/Gilroy:
• Take 101 North to 85 North
• Take 85 North to Almaden Expressway exit
• Turn left on Almaden Expressway
• Cross Blossom Hill Road
• At Via Monte (third traffic light), make a U-turn
• Proceed north on Almaden Expressway approximately
1,000 feet
• Turn right (east) into the campus entrance
From Sunnyvale:
• Take Highway 87 South to 85 North
• Take Highway 85 North to Almaden Expressway
exit
• Turn left on Almaden Expressway
• At Via Monte (third traffic light), make a U-turn
• Proceed north on Almaden Expressway
approximately 1,000 feet
• Turn right (east) into the campus entrance
From San Francisco:
• Take 280 South to Highway 85 South
• Take Highway 85 South to Almaden Expressway exit
• Turn left on Almaden Plaza Way
• Turn right (south) on Almaden Expressway
• At Via Monte (third traffic light), make a U-turn
• Proceed north on Almaden Expressway approximately
1,000 feet
• Turn right (east) into the campus entrance
From Downtown San Jose:
• Take Highway 87 – Guadalupe Expressway
South
• Exit on Santa Teresa Blvd.
• Turn right on Blossom Hill Road
• Turn left at Almaden Expressway
• At Via Monte (first traffic light), make a U-turn
• Proceed north on Almaden Expressway
approximately 1,000 feet
• Turn right (east) into the campus entrance
From Walnut Creek, Concord and East Bay areas:
• Take 680 South to 280 North
• Exit Highway 87-Guadalupe Expressway South
• Exit on Santa Teresa Blvd.
• Turn right on Blossom Hill Road
• Turn left at Almaden Expressway
• At Via Monte (third traffic light), make a U-turn
• Proceed north on Almaden Expressway approximately
1,000 feet
• Turn right (east) into the campus entrance
INFORMATION TECHNOLOGY AD HOC COMMITTEE
Director Barbara Keegan
Director Nai Hsueh
Director Gary Kremen
AGENDA
INFORMATION TECHNOLOGY AD HOC COMMITTEE
HEADQUARTERS BUILDING
BOARD CONFERENCE ROOM A124
5700 ALMADEN EXPY
SAN JOSE CA 95118
MONDAY, JUNE 22, 2015
12:00 P.M.
Time Certain
12:00 p.m. 1. Call to Order/Roll Call
2. Time Open for Public Comment on Any Item Not on the Agenda
Comments should be limited to two minutes. If the Committee wishes to discuss a subject raised by the
speaker, it can request placement on a future agenda.
3. Introductions
4. Elect Chair and Vice Chair
5. Action Items:
5.1 Overview of Information Systems Master Plan, Major Investments and Board Policies
Recommendation: This is an information only item and no action is required.
5.2 Technology Upgrade of the Boardroom (Audio/Visual System)
Recommendation: This is an information only item and no action is required.
5.3 Schedule Next Meeting (Committee Chair)
6. Clerk Review and Clarification of Committee Requests and Recommendations
This is an opportunity for the Clerk to review and obtain clarification on any formally moved, seconded, and
approved requests and recommendations made by the Committee during discussion of Item 5.
7. Adjourn:
REASONABLE EFFORTS TO ACCOMMODATE PERSONS WITH DISABILITIES WISHING TO ATTEND COMMITTEE
MEETINGS WILL BE MADE. PLEASE ADVISE THE CLERK OF THE BOARD OFFICE OF ANY SPECIAL NEEDS BY
CALLING (408) 630-2277.
Meetings of this committee will be conducted in compliance with all Brown Act requirements. All public records relating to
an open session item on this agenda, which are not exempt from disclosure pursuant to the California Public Records Act,
that are distributed to a majority of the legislative body will be available for public inspection at the same time that the
public records are distributed or made available to the legislative body, at the following location:
Santa Clara Valley Water District, Office of the Clerk of the Board
5700 Almaden Expressway
San Jose, CA 95118
Page 1 of 2
INFORMATION TECHNOLOGY AD HOC COMMITTEE PURPOSE::
The Purpose of the Information Technology Ad Hoc Committee is to:
1. Review the recommendations of the Santa Clara Valley Water District Information Systems Master Plan of 2012,
2. Review major investments in information technology having District-wide impacts on service delivery, and
3. Recommend to the Board of Directors a policy for consideration on District information technology assets.
Page 2 of 2
Committee:
Meeting Date:
Information Technology Ad Hoc
06/22/15
Agenda Item No.: 4
Unclassified Manager: Michele King
Email: mking@valleywater.org
COMMITTEE AGENDA MEMO
SUBJECT: Election of Committee Chair and Vice Chair
RECOMMENDED ACTION:
Elect the Chair and Vice Chair
SUMMARY:
Per the Board Resolution, the duties of the Chair and Vice Chair are as follows:
The officers of each Committee shall be a Chairperson and Vice Chairperson, both of whom shall be members
of that Committee. The Chairperson and Vice Chairperson shall be elected by the Committee, each for a term
of one year commencing on January 1 and ending on December 31 and for no more than two consecutive
terms. The Committee shall elect its officers at the first meeting of the calendar year. All officers shall hold
over in their respective offices after their term of office has expired until their successors have been elected
and have assumed office.
The Chairperson shall preside at all meetings of the Committee, and he or she shall perform other such duties
as the Committee may prescribe consistent with the purpose of the Committee.
The Vice Chairperson shall perform the duties of the Chairperson in the absence or incapacity of the
Chairperson. In case of the unexpected vacancy of the Chairperson, the Vice Chairperson shall perform such
duties as are imposed upon the Chairperson until such time as a new Chairperson is elected by the
Committee.
Should the office of Chairperson or Vice Chairperson become vacant during the term of such office, the
Committee shall elect a successor from its membership at the earliest meeting at which such election would be
practicable, and such election shall be for the unexpired term of such office.
Should the Chairperson and Vice Chairperson know in advance that they will both be absent from a meeting,
the Chair may appoint a Chairperson Pro-tempore to preside over that meeting. In the event of an
unanticipated absence of both the Chairperson and Vice Chairperson, the Committee may elect a Chairperson
Pro-tempore to preside over the meeting in their absence.
BACKGROUND:
The District Act provides for the creation of advisory boards, committees, or commissions by resolution to
serve at the pleasure of the Board.
Accordingly, the Board has established Advisory Committees, which bring respective expertise and community
interest, to advise the Board, when requested, in a capacity as defined: prepare Board policy alternatives and
provide comment on activities in the implementation of the District’s mission for Board consideration. In
Page 1 of 2
Page 1
keeping with the Board’s broader focus, Advisory Committees will not direct the implementation of District
programs and projects, other than to receive information and provide comment.
Further, in accordance with Governance Process Policy-3, when requested by the Board, the Advisory
Committees may help the Board produce the link between the District and the public through information
sharing to the communities they represent.
The Board may also establish Ad-hoc Committees to serve in a capacity as defined by the Board and will be
used sparingly.
ATTACHMENT(S):
None.
Page 2 of 2
Page 2
Committee:
Meeting Date:
Information Technology Ad Hoc
06/22/15
Agenda Item No.: 5.1
Unclassified Manger: Sudhanshu Tikekar
Email: stikekar@valleywater.org
COMMITTEE AGENDA MEMO
SUBJECT: Overview of Information Systems Master Plan, Major Investments and Board Policies
RECOMMENDED ACTION:
This is an information only item and no action is required.
SUMMARY:
The IT Ad Hoc Committee was formed with the purpose of: 1) Reviewing the recommendations of the Santa
Clara Valley Water District Information Systems Master Plan of 2012, 2) Reviewing major investments in
information technology having District-wide impacts on service delivery, and 3) Recommending to the Board of
Directors a policy for consideration on District information technology assets.
This memorandum is intended to provide an overview on the three topics and a starting point for discussions
by the IT Ad Hoc Committee. Further discussion can be customized based on the kind of detailed information
the Committee members request.
BACKGROUND:
History of the Information Systems Master Plan
Following the development of the District’s asset management and life-cycle planning strategy, IT developed
the Information Systems Master Plan (ISMP) in 2012. The objective of the plan was to create a long term plan
for District’s Information Technology with three key outcomes: Reduce Complexity, Reduce Redundancy, and
Increased Integration. Additionally, it included an assessment of business risk exposure, benchmark analysis,
and internal stakeholder outreach.
ISMP Findings and Recommendations
The ISMP is centered on seven key findings:
1. Unlike traditional infrastructure and real estate, the District does not treat information technology as a
critical asset.
2. The District’s IT infrastructure is not well positioned to quickly recover from a major disaster.
3. The District’s application portfolio is complex, redundant, and not well integrated.
4. The District is not fully leveraging the capabilities of its critical software systems.
5. Many technology infrastructure components are aging or at end-of-life.
6. IT service delivery lacks sufficient structure and is somewhat reactive.
7. Critical skill gaps exist within IT.
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Based upon the above findings, the ISMP plan proposed a total of 32 recommendations:
A1 Enhance customer self service and customer relationship management (CRM) capabilities
A2 Enhance the water use efficieny rebate program database
A3 Implement cross platform methods for emergency and other customer communications
A4 Upgrade PeopleSoft
A5 Implement enterprise content management
A6 Expand the use of business intelligence for performance management
A7 Implement districtwide intranet portal
A8 Create a unified asset registry
A9 Enhance Maximo for districtwide asset and work management
A10 Implement Maximo for Transportation for fleet management
A11 Implement a future funding analysis application
A12 Implement GIS-enabled mobile work order management
A13 Implement enterprise case management
A14 Implement fee and easement
A15 Implement a water supply planning transactional database
A16 Implement an ecological monitory information management system (EM-IMS)
A17 Deploy the in-house developed mobile solution for asset inventory and condition
assessment
A18 Replace fuel management system
A19 Implement data and information architecture standards and policies
TI1 Implement scheduled PC replacement
TI2 Improve current disaster recovery plans to better link to the District’s overall continuity of
operations plan
TI3 Secure a remote disaster recovery facility
TI4 Implement wireless for all major district locations
SD1 Realign district IT organizational structure
SD2 Implement a structured IT service methodology
SD3 Implement a structured system development life cycle (SDLC) methodology
SD4 Select preferred long-term application development platform(s)
SD5 Adopted targeted training plans for IT staff
SD6 Adopt an IT succession plan
DM1 Refine IT governance structures, processes and tools
DM2 Develop a GIS master plan
DM3 Implement mobile communication and computing strategy and policies
Further details on these recommendations can be found in Attachment #1.
Progress Following the ISMP
The IT Division began to implement recommendations immediately following the release of the ISMP. Overall,
the District has completed 10 (31%) recommendations, 10 (31%) are in progress, 9 (29%) are proposed and 3
(9%) are pending due to dependencies. Attachment #2 provides details of each ISMP recommendation,
description of work, and its project status.
The 32 recommendations fall into four broad categories as listed: Applications, Technical Infrastructure, IT
Service Delivery, and IT Decision Making.
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Applications
Of the total of 19 recommendations in this category, the District has completed 3 (16%). They are as follows:
1. Enhancing the water use efficiency program database (A2)
2. Creating a unified asset registry (A8)
3. Implementing the fee and easement system (A14)
There are 7 (36%) projects in progress, 6 (32%) are proposed and 3 (16%) are pending. They are as follows:
1. Enhance customer relationship management capabilities (in progress) (A1)
2. PeopleSoft Upgrade Project (in progress) (A4)
3. Expand the use of business intelligence for performance management (in progress) (A6)
4. Maximo enhancements for asset management (in progress) (A9)
5. Implement future funding analysis application (in progress) (A11)
6. Ecological Monitoring Information Management System (in progress) (A16)
7. Mobile Inventory Inspection System (in progress) (A17)
8. Implement cross platform systems for emergency/customer communications (proposed) (A3)
9. Implement enterprise content management (proposed) (A5)
10. Implement District wide Intranet Portal (proposed) (A7)
11. Implement GIS-enabled mobile work order management (proposed) (A12)
12. Implement enterprise case management (proposed) (A13)
13. Replace fuel management system (proposed) (A18)
14. Implement Maximo for Transportation and fleet management (pending) (A10)
15. Implement a water supply planning transactional database (pending) (A15)
16. Implement data and information architecture standards and policies (pending) (A19)
For a fuller description of the in progress, proposed, and pending projects please refer to Attachment #2.
Technical Infrastructure
Of the 4 recommendations in this category, the District has completed 1 (25%). It is as follows:
1. Implement scheduled PC replacement (TI1)
There are 2 (50%) are in progress, and 1 (25%) is proposed. They are as follows:
1. Improve current disaster recovery plans to better link to the District’s overall continuity of operations
plan (in progress) (TI2)
2. Implement wireless for all major District locations (in progress) (TI4)
3. Implement remote disaster recovery capabilities aligned with the updated disaster recovery plan
(proposed) (TI3)
For a fuller description of the in progress, proposed, and pending projects please refer to Attachment #2.
IT Service Delivery
Of the 6 ISMP recommendations in this category, the District has completed 5 (83%) and 1(17%) is proposed.
They are as follows:
1. Realigned District IT organizational structure (SD1)
2. Structured IT service methodology (SD2)
3. Structured system development life cycle methodology (SD3)
4. Selected long-term application development platform (SD4)
5. Adopted targeted training plans for IT staff (SD5)
The proposed initiative is to adopt an IT staff succession plan (SD6), which will be completed in FY 2016.
IT Decision Making
Of the 3 ISMP recommendations in this category, the District has completed 1. It is as follows:
1. Implement policies for Mobile Communication and Computing Strategy (DM3)
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There is 1 project in progress, and 1 is proposed. They are as follows:
1. Refine IT governance structures, processes, and tools (in progress) (DM1)
2. GIS Master Plan (proposed) (DM2)
All the in-progress and proposed projects are to be completed in FY 2016-30 timeframe.
Investment Strategies
From FY 2010 to FY 2014, IT operating and capital expenditures have increased 46%. Of those expenditures,
capital investments have increased from under $500,000 to over $2.5 million. Most of the expenditures in FY
2010 were related to replacing computers and network equipment.
After the ISMP finding that the District does not treat information technology as a critical asset, investments in
IT assets have increased substantially. Compared to the $2.5 million spent in 2014, the budgets for FY 2015
and FY 2016 are $4.8 million and $5.2 million, respectively. Going forward, the IT budgets include regular
infrastructure and software upgrades so that the District maintain its assets more effectively in line with the
ISMP recommendations.
In order to create a clear framework for investments in IT moving forward, staff created a strategies document
(Attachment #3) in coordination with the Chief Executive Officer. These strategies are divided into security, a
comprehensive technology program, and employee training. Each strategy includes several tactics and all IT
projects for the coming 15 years fit under one of these tactics.
The major components of these strategies include:
 A state-of-the-art security program to prevent cyber and network security threats, including:
o Vulnerability Assessment: Conduct a network perimeter vulnerability assessment.
o Network Security Technologies: Deploy the latest network security technologies.
o Advanced Network Traffic Analysis: Deploy network traffic analysis systems.
o Advanced Authentication Technologies: Deploy advanced authentication technologies for
the network and applications.
 A comprehensive technology program to automate and streamline District business operations,
including:
o Data Consolidation: Deploy enterprise content management to consolidate the data footprint,
enable business intelligence, and allow workflow automation.
o Timely Software Upgrades: Upgrade software to current versions for stability and reliability.
o Revamped External Website: Deploy a new website and interactive applications, online bill
payment, and online permitting.
o Consolidated Applications: Consolidate and replace redundant applications with more
functional ones to improve data access and reliability
o Business Continuity Plan: Plan and deploy remote capability for better disaster recovery.
o Infrastructure Upgrades: Upgrade hardware as needed for better speed, stability and
reliability.
o Project and Program Management: Deploy a system that facilitates budgeting, project
tracking, reporting and project change management.
 Robust employee training to leverage technology and attract potential recruits, including:
o IT Training Program: Deploy a targeted IT training program.
o District-wide Outreach to Employees and Business Units: Establish outreach to District
employees and business units.
o IT Orientation for New Employees: Provide IT sessions during new employee orientation.
Together, these strategies make up a comprehensive IT strategic plan that will guide IT activities for the next
fifteen years.
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Existing Board Ends Policies and Executives Limitations
Attachments #4 and #5 are the current Board Ends Policies and Executive Limitations.
As the Committee members are aware, the Ends Policies are broad and IT supports the operations for each of
them. The Executive Limitations are more specific. IT initiatives, projects and programs typically address the
asset management statements as there are no specific IT Executive Limitations.
The IT Ad Hoc Committee’s purpose allows the members to recommendation policies to the Board of Directors
for adoption.
ATTACHMENT(S):
Attachment 1: Information Systems Master Plan Progress
Attachment 2: Information Technology Strategies
Attachment 3: Board Ends Policies
Attachment 4: Executive Limitations
Attachment 5: PowerPoint presentation
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Information Systems Master Plan
Progress
# Project Description Status Notes
Applications
1 Enhance Water Use
Efficiency Program
Database
Completed Developed modules for Landscape Rebate Program,
Residential Washer Program, WaterWise Water
Conservation, Residential High-efficiency. Toilet
Rebate.
2 Create a Unified Asset
Registry
Completed Asset registries in place for Watershed, Water Utility
and Administration.
3 Implement Fee &
Easement System
Completed System implemented.
4 Enhance Customer
Relationship Management
Capabilities
In Progress Coordinated with District Communications Unit on
internet redesign to secure funding for external site
design. Software Services is also implementing self
service applications (GIS) to be moved to the new site
when ready.
5 PeopleSoft Upgrade
Project
In Progress Software licenses purchased. Hardware and Storage
being purchased. Technical project manager hired.
Stakeholders workshops are being conducted.
Upgrade Mission and Goals, and Roadmap being
formed. Technical and implementation architectural
design being initiated.
6 Expand the use of
business intelligence for
performance management
In Progress Purchased business intelligence software to inform
performance management. Training of staff has
begun.
7 1) Developed PeopleSoft / Maximo Timesheet
interface
2) Developed PeopleSoft / Maximo Invoice Cost
Tracking interface
3) Developed WUE Purchase Request Reconciliation
Integration between Maximo, PeopleSoft and Quest
PR system
4) Completed Maximo / SMP System Reconciliation
Assessment
5) Completed CARA / ICAM System Stabilization
project
6) Deployed role-based user Start Centers and KPI’s
7) Further functional improvements will available after
the Maximo upgrade proposed for FY16.
8 Implement Future Funding
Analysis Application
In Progress Vendor was selected. Target date is 7/2015 to
complete installation and configuration of application.
Maximo Enhancements for
asset management
In Progress
Attachment 1
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Information Systems Master Plan
Progress
# Project Description Status Notes
Applications
9 Ecological Monitoring
Information Management.
System
In Progress Completed Surface Water Quality Module. Users
continue to load data into the new Surface Water
module developed in FY14. The Environmental
Mitigation and Monitoring Unit decided the next module
will be Wildlife.
10 Mobile Inventory Inspection
System
In Progress Mobile solution has been deployed in Watersheds and
Water Utility. Currently working with Water Supply to
determine if they can benefit from a mobile system.
11 Implement cross platform
methods for emergency
and other customer
communications
Proposed Investigate mobile and emerging technologies.
12 Implement enterprise
content management
Proposed Data Consolidation Project proposed in FY16-20
Capital Improvement Program.
13 Implement District wide
Intranet Portal
Proposed Investigate MS Sharepoint /Oracle Portal /Open
Source platform
14 Implement GIS-enabled
bil k d
Proposed Dependent on proposed Maximo upgrade in FY16.
15 Implement enterprise case
management
Proposed Proposed following Maximo upgrade.
16 Replace fuel management
system
Proposed Project owner is Equipment Management Unit.
Software Services Unit will lend technical support when
project is underway.
17 Implement Maximo for
Transportation for fleet
management
Pending This project is dependent on the Maximo upgrade,
which is budgeted for FY16.
18 Implement a water supply
planning transactional
database
Pending Investigation of concept with business unit partners
delayed by higher priority projects.
19 Implement data and
information architecture
standards and policies
Pending Dependent on completion of A1, A5, A6 and A7
Attachment 1
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Information Systems Master Plan
Progress
# Project Description Status Notes
Technical Infrastructure
1
Implement scheduled PC
replacement
Completed Completed replacement of all district user primary PC’s
or laptops to current industry standard hardware and
operating system. Replacements will occur on an
ongoing basis.
2
Improve current disaster
recovery plans to better
link to the Districti’s overall
continuity of operations
plan
In Progress Key systems data mapping and prioritization
documented. A draft of business continuity plan is in
progress.
3
Implement wireless for all
major district locations
In Progress Completed installation of wireless network
infrastructure at HQ, Admin, BHA, Crest, and
Maintenance Shops. Installation of wireless networking
for WQ lab, Maintenance, Maintenance Ready Room,
and Admin Annex buildings planned for FY15.
4
Implement remote disaster
recovery capabilities
aligned with the updated
disaster recovery plan
Proposed Scheduled after the IT Disaster Recovery Plan is
completed in FY 2016.
IT Service Delivery
1 Realign district IT
organizational structure
Completed There is clarity in the IT organizational structure, roles
and service definitions after renaming of the Units. The
new names are Infrastructure Services, Software
Services and Records & Library Services. Security
Services group has been removed from the
organization chart and the function will be added under
Infrastructure Services.
2 Structured IT Service
Methodology
Completed Developed procedures and templates for project
intake, project reporting, and service level agreements,
developed Program Management web portal for
tracking IMSD project.
3 Structured System
Development Life Cycle
Methodology
Completed Developed Microsoft Project SDLC Templates for
Software Projects and Hardware Projects.
4 Long-term Application
Development Platform
Completed Implemented decision on development platform for inhouse
developed applications.
5 Adopt Targeted Training
Plan for IT Staff
Completed 5-year training plans developed for Administration,
Infrastructure Services, Software Services, and
Records & Library Services staff.
Attachment 1
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Information Systems Master Plan
Progress
# Project Description Status Notes
6 Adopt an IT succession
plan
Proposed The office of the CTO will start work on a formal
succession plan in FY 16. IT anticipates a major
turnover in staff in 4-7 years and the succession plan
will address this turnover from a skill set perspective.
IT Decision Making
1 Implement Mobile
Communication &
Computing Strategy &
Policies
Completed Policy for use of personal devices, stipend
plan/procedures, and mobile device policy.
2 Refine IT governance
structures, processes, and
tools
In Progress Technology Planning Group has been formed to
initiate IT outreach. Multiple Divisions and Units have
come forward to discuss their technology needs and IT
is working to find technical solutions for those needs.
3 GIS Master Plan Proposed Development of GIS Master Plan is proposed in the
FY16 operating budget.
Attachment 1
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INFORMATION TECHNOLOGY STRATEGIES
1. Prevent cyber and network security threats to the SCADA network, systems, and operations; and
business technology infrastructure.
i. TACTIC 1: Conduct network perimeter vulnerability assessment.
ii. TACTIC 2: Develop and deploy state-of-the-art network security technologies.
iii. TACTIC 3: Deploy advanced network traffic analysis systems to identify potential
security threats.
iv. TACTIC 4: Deploy advanced authentication technologies for network login.
2. Invest in, develop, deploy, integrate, and maintain a comprehensive District-wide technology
program to automate and streamlines business operations of the District for the benefit of the
internal users, and the community.
i. TACTIC 1: Perform Data Consolidation of structured and unstructured data to
reduce the data footprint of the District.
ii. TACTIC 2: Upgrade existing software systems in a timely manner, and review new
cloud based software solutions for enhanced feature sets, compatibility, and
security.
iii. TACTIC 3: Redesign the website to enhance user experience and provide interactive
applications for easy access to data.
iv. TACTIC 4: Develop and deploy a Customer Relationship Management System for
improved customer service and engagement.
v. TACTIC 5: Consolidate and streamline the District’s complex applications portfolio.
vi. TACTIC 6: Complete the Information Technology Business Continuity Plan with an IT
Disaster Recovery Plan linked to the Continuity of Operations Plan (COOP).
vii. TACTIC 7: Develop and deploy a comprehensive Geographic Information System
(GIS) master plan.
viii. TACTIC 8: Develop and deploy a comprehensive asset management and work order
system.
ix. TACTIC 9: Develop and deploy a District-wide Enterprise Resource Planning (ERP)
system.
x. TACTIC 10: Develop and deploy comprehensive technologies to support the Clerk of
the Board.
xi. TACTIC 11: Develop and deploy technologies for a streamlined records management
system.
xii. TACTIC 12: Develop and apply consistent policies, procedures & metadata for lawful
and effective storage, retrieval & disposition of data assets.
xiii. TACTIC 13: Develop, and deploy a District-wide Project Planning and Management
system that facilitates budgeting, project tracking, reporting, and project change
management.
xiv. TACTIC 14: Maintain an up-to-date and secure SCADA system.
3. Establish a comprehensive technology workforce development program.
i. TACTIC 1: Develop and deploy a business technology driven approach to workforce
development
Attachment 2
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ii. TACTIC 2: Develop and perform skill set assessment studies for employees to
successfully support current, and future technologies of the District
Attachment 2
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III – 1
III. Ends
Attachment 3
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Page 14
III – 2
III. ENDS Page
E-1 Mission and General Principles ……………………………………………………………………. III-3
E-2 Water Supply …………………………………………………………………………………………….. III-4
E-3 Natural Flood Protection ……………………………………………………………………………… III-6
E-4 Water Resources Stewardship …………………………………………………………………….. III-7
Attachment 3
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III – 3
Title: Mission and General Principles
Category: Ends
Policy No. E-1 Adopted: June 15, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
District Mission
Provide Silicon Valley safe, clean water for a healthy life, environment, and economy.
General Principles
Accordingly, the Board of the District has adopted directions to the BAOs as to the intended results,
organizational products, impacts, benefits, outcomes, recipients, and their relative worth (what good for which
recipients at what costs). In implementing Board directions, staff will be guided by the following general
principles:
1.1. An integrated and balanced approach in managing a sustainable water supply, effective natural flood
protection, and healthy watersheds is essential to prepare for the future.
1.2. Effective public engagement in accomplishing the District mission is achieved through communication
that involves the diverse community and key stakeholder groups in a transparent and open manner.
1.3. Collaboration with government, academic, private, non-governmental, and non-profit organizations is
integral to accomplishing the District mission.
1.4. A net positive impact on the environment is important in support of the District mission and is reflected
in all that we do.
1.5. Recognize that District services are critical to the economic vitality of Silicon Valley.
Attachment 3
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III – 4
Title: Water Supply (WS)
Category: Ends
Policy No. E-2 Adopted: January 18, 2005
Chair: Richard Santos
Latest Revision: August 20, 2012
Chair: Linda J. LeZotte
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
There is a reliable, clean water supply for current and future generations. See BAO Interpretation
Accordingly, the following goals and objectives are adopted:
WS GOAL
2.1. Current and future water supply for municipalities, industries, agriculture, and the environment is
reliable.
WS Objective
2.1.1. Aggressively protect groundwater from the threat of contamination and maintain and develop
groundwater to optimize reliability and to minimize land subsidence and salt water intrusion.
See BAO Interpretation
2.1.2. Protect, maintain, and develop local surface water. See BAO Interpretation
2.1.3. Protect, maintain, and develop imported water. See BAO Interpretation
2.1.4. Protect, maintain, and develop recycled water. See BAO Interpretation
2.1.5. Maximize water use efficiency, water conservation, and demand management opportunities.
See BAO Interpretation
2.1.6. Prepare for and respond effectively to water utility emergencies. See BAO Interpretation
Attachment 3
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III – 5
WS GOAL
2.2. Raw water transmission and distribution assets are managed to ensure efficiency and reliability.
WS Objective
2.2.1. Raw water transmission and distribution assets are managed to ensure efficiency and
reliability. See BAO Interpretation
WS GOAL
2.3. Reliable high quality drinking water is delivered.
WS Objective
2.3.1. Meet or exceed all applicable water quality regulatory standards. See BAO Interpretation
2.3.2. Maintain effective relationships with the retailer and other stakeholders to ensure high quality,
reliable drinking water. See BAO Interpretation
Attachment 3
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III – 6
Title: Natural Flood Protection (NFP)
Category: Ends
Policy No. E-3 Adopted: December 21, 2004
Chair: Joe Judge
Latest Revision: July 22, 2013
Chair: Nai Hsueh
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
There is a healthy and safe environment for residents, businesses and visitors, as well as for future
generations. See BAO Interpretation
Accordingly, the following goals and objectives are adopted:
NFP GOAL
3.1. Provide natural flood protection for residents, businesses, and visitors.
NFP Objective
3.1.1. Protect parcels from flooding by applying an integrated watershed management approach that
balances environmental quality and protection from flooding. See BAO Interpretation
3.1.2. Preserve flood conveyance capacity and structural integrity of stream banks, while minimizing
impacts on the environment and protecting habitat values. See BAO Interpretation
NFP GOAL
3.2. Reduce potential for flood damages.
NFP Objective
3.2.1. Promote the preservation of flood plain functions. See BAO Interpretation
3.2.2. Reduce flood risks through public engagement. See BAO Interpretation
3.2.3. Prepare and respond effectively to flood emergencies countywide to protect life and property.
See BAO Interpretation
Attachment 3
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III – 7
Title: Water Resources Stewardship (WRS)
Category: Ends
Policy No. E-4 Adopted: April 20, 2004
Chair: Joe Judge
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
There is water resources stewardship to protect and enhance watersheds and natural resources and to
improve the quality of life in Santa Clara County. See BAO Interpretation
Accordingly, the following goals and objectives are adopted:
WRS GOAL
4.1. Protect and restore creek, bay, and other aquatic ecosystems.
WRS Objective
4.1.1. Preserve creeks, bay, and ecosystems through environmental stewardship. See BAO
Interpretation
4.1.2. Improve watersheds, streams, and natural resources. See BAO Interpretation
4.1.3. Promote the protection of creeks, bay, and other aquatic ecosystems from threats of pollution
and degradation. See BAO Interpretation
4.1.4. Engage and educate the community in the protection of water quality and stream stewardship.
See BAO Interpretation
4.1.5. Prepare and respond to emergencies that threaten local waterways. See BAO Interpretation
4.1.6. To the extent within practicable control of the District, adopt a strategy to restore the salmonid
fishery on identified salmonid streams within fifteen years of strategy adoption by creating
suitable accessible spawning and rearing habitats.
Attachment 3
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III – 8
WRS GOAL
4.2. Improved quality of life in Santa Clara County through appropriate public access to trails, open space,
and District facilities.
WRS Objective
4.2.1. Support healthy communities by providing access to additional trails, parks, and open space
along creeks and in the watersheds. See BAO Interpretation
4.2.2. Support healthy communities by providing appropriate public access to District facilities. See
BAO Interpretation
WRS GOAL
4.3. Strive for zero net greenhouse gas emission or carbon neutrality.
WRS Objective
4.3.1. Reduce greenhouse gas emissions to achieve carbon neutrality by 2020. See BAO
Interpretation
Attachment 3
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IV – 1
IV. Executive Limitations
Attachment 4
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IV – 2
IV. EXECUTIVE LIMITATIONS Page
EL-1 General Principles ……………………………………………………………………………………… IV-3
EL-2 Customer Relations ……………………………………………………………………………………. IV-4
EL-3 Human Resources …………………………………………………………………………………….. IV-5
EL-4 Financial Management ……………………………………………………………………………….. IV-7
EL-5 Procurement …………………………………………………………………………………………… IV-10
EL-6 Asset Protection ………………………………………………………………………………………. IV-14
EL-7 Communication and Support to the Board ……………………………………………………. IV-17
EL-8 Inclusion, Equal Employment Opportunity, Discrimination/Harassment Prevention,
and Diversity …………………………………………………………………………………………… IV-20
Attachment 4
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IV – 3
Title: General Principles
Category: Executive Limitations
Policy No. EL-1 Adopted: June 15, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
The Board Appointed Officers (BAOs) shall promote practices, activities, decisions, and organizational
circumstances that are lawful and supportive of commonly accepted business and professional ethics. The
BAOs shall foster the organization’s credibility in ways that enhance the accomplishment of its mission. The
BAOs shall operate consistently with the District Values Statement (GP-7). See BAO Interpretation
Attachment 4
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IV – 4
Title: Customer Relations
Category: Executive Limitations
Policy No. EL-2 Adopted: December 21, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
The BAOs shall promote conditions, procedures, and decisions that fulfill reasonable customer expectations for
good service, are safe, dignified, and nonintrusive. Customers include any persons conducting business or
interacting with the District.
Further, a BAO shall:
2.1. Use application forms that elicit information for which there is a clear necessity. See BAO Interpretation
2.2. Use methods of collecting, reviewing, transmitting, or storing customer information that protects against
improper access to the material elicited. See BAO Interpretation
2.3. Provide appropriate accessibility and privacy in facilities.
2.4. Establish with customers a clear understanding of what may or may not be expected from the customer
service offered. See BAO Interpretation
2.5. Inform customers of this policy and provide a way for persons to be heard who believe they have not
been accorded a reasonable interpretation of their protections under this policy.
2.6. Provide correspondence addressed to the Board to each Board member within 7 calendar days from
receipt and respond within 14 calendar days of receipt. In those individual situations where it is not
possible for the BAOs to respond completely to an inquiry, sending a response to the originator,
acknowledging receipt of the inquiry, an explanation of actions being taken, and timelines for preparing
the complete response, is acceptable for complying with this 14 day response time. See BAO
Interpretation
Attachment 4
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IV – 5
Title: Human Resources
Category: Executive Limitations
Policy No. EL-3 Adopted: June 15, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
With respect to compensation and benefits, employment, and the treatment of employees and persons doing
work for or on behalf of the District, a BAO shall:
Employee Relations
3.1. Operate with written personnel rules which: (a) clarify rules for employees, (b) provide for effective
handling of grievances, and (c) protect against wrongful conditions, such as preferential treatment for
personal reasons. See BAO Interpretation
3.2. Not retaliate against any employee.
3.3. Inform employees of their protections under this policy. See BAO Interpretation
3.4. Integrate, and operate within, written ethics policies and behavioral expectations that embody fairness,
dignity and respect. See BAO Interpretation
3.5. Operate with written employee health and safety policies which (a) ensure that standards, programs,
and procedures meet or exceed acceptable industry standards as written in state and federal
regulations, and (b) ensure a healthful and safe work environment for all District employees. See BAO
Interpretation
3.6. Subject to the District’s Living Wage Policy, provide persons doing work for or on behalf of the District
at least a living wage and reasonable time off. See BAO Interpretation
Recruitment and Employment
3.7. Retain no more than thirty-two (32) unclassified positions without Board approval. See BAO
Interpretation
3.8. Present an appointment of a Chief-level employee to the Board for confirmation.
3.9. Not allow compensated employment by the District for any serving member of the Board of Directors
and for one year following the end of the Board member’s term of office.
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3.10. Require pre-employment alcohol/drug testing only where mandated by State or Federal laws.
3.11. Not change his or her own compensation and benefits. See BAO Interpretation
3.12. Not promise or imply permanent or guaranteed employment. See BAO Interpretation
3.13. Consider attrition, pending retirement, employee retraining, and reduction in temporary or contract staff,
prior to employee layoffs.
Succession Planning
3.14. Assure there are capable employees with knowledge and expertise in subject matter integral to the
future of water resource management in Santa Clara County. See BAO Interpretation
3.15. Have no fewer than two other unclassified employees familiar with Board and BAO issues and
processes in order to protect the Board from sudden loss of BAO services. See BAO Interpretation
Labor-Management Relations
3.16. Operate in an environment where there are good labor relations. See BAO Interpretation
3.17. Only negotiate terms for bargaining unit agreements within parameters set by the Board.
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Title: Financial Management
Category: Executive Limitations
Policy No. EL-4 Adopted: September 28, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
Financial planning for any fiscal year shall be aligned with the Board’s Ends, not risk fiscal jeopardy, and be
derived from a multi-year plan. With respect to the actual, ongoing financial condition and activities, the BAOs
shall provide for the development of fiscal sustainability. See BAO Interpretation
Further, a BAO shall:
Conditions and Activities
4.1. Expend only those funds that have been appropriated in the Operating and Capital budgets, reserves,
and debt service.
4.2. Spend in ways that are cost-efficient. See BAO Interpretation
Planning and Budgeting
4.3. Include credible projection of revenues and expenses, separation of capital and operational items, cash
flow, and disclosure of planning assumptions.
4.3.1. Produce an annual Rolling Five-Year Capital Improvement Plan with the first year serving as
the adopted capital budget and the remaining years in place as a projected capital funding
plan.
4.4. Plan the expenditure in any budget period within the funds that are conservatively projected to be
received or appropriated from reserves in that period.
4.4.1. Demonstrate to the Board the planned expenditures for the identified and selected capital
projects in the Rolling Five-Year Capital Improvement Plan are aligned with the Board’s
capital priorities.
4.4.2. Not allocate state subvention reimbursements for use and/or spending.
4.5. Budget fund reserves at or above reserve policy minimums.
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4.6. At least annually present the Board with information about the District’s financial reserves and schedule
an opportunity for the public to comment thereon.
Treasury, Investment and Debt Management
4.7. Not indebt the organization, except as provided in the District Act, and in an amount greater than can
be repaid by certain, otherwise unencumbered, revenues within 90 days, or prior to the close of the
fiscal year.
4.7.1. Not issue debt (long or short-term obligations that are sold within the financial marketplace)
that conflicts with the District Act or the legal authority of the District without Board
authorization;
4.7.2. Not issue debt without a demonstrated financial need;
4.7.3. Meet debt repayment schedules and covenants of bond documents;
4.7.4. Establish prudent District Debt Policies that are consistent with Board policies and provide
guidance to employees in regards to administering the debt programs and agreements,
including consideration for the appropriate level of debt for the District to carry and structuring
debt repayment to address intergenerational benefits;
4.7.5. Be consistent with the District’s Debt Policies and any addendums when issuing debt;
4.7.6. Maintain strong credit ratings and good investor relations.
4.8. Not use any unappropriated long-term reserves or undesignated fund balance.
4.9. Not invest or hold funds of the District in accounts or instruments that are inconsistent with the following
statement of investment policies:
4.9.1. Public funds not needed for the immediate necessities of the District should, to the extent
reasonably possible, be prudently invested or deposited to produce revenue for the District
consistent with the Board Investment Policy and applicable law.
4.9.2. The Treasurer or his or her designee shall submit quarterly investment reports to the Board as
specified under Government Code Section 53646.
4.9.3. No investments will be made in fossil fuel companies with significant carbon emissions
potential. See BAO Interpretation
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General Accounting
4.10. Not invoice/charge or demand payment from water customers (raw, ground, treated, or recycled) of the
District that is inaccurate, illegal, and inconsistent with District and Board policies.
4.11. Not conduct unbudgeted interfund transfers in any amount greater than can be repaid by certain,
otherwise unencumbered revenues within 90 days, or prior to the close of the fiscal year.
4.12. Settle payroll and debts in a timely manner.
4.13. Not allow tax payments or other government ordered payments or filings to be overdue or inaccurately
filed.
4.14. Pursue receivables after a reasonable grace period in a timely and business-like manner.
4.15. Receive, process or disburse funds under controls which meet audit standards.
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Title: Procurement
Category: Executive Limitations
Policy No. EL-5 Adopted: June 15, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
With respect to purchasing and contracts activities, use a fair, open and expeditious process and stay within
the Board’s authorized expenditures.
Further, a BAO shall:
5.1. Not make a single purchase, contract, 3rd party claim settlement of liability, or any other financial
commitment in amounts greater than the following, unless authorized by the Board. See BAO
Interpretation
5.1.1. For Construction Contracts—$25,000.
5.1.2. For Consultant Service Contracts—$225,000.
5.1.2.1. For financial auditing services contracts, the term of the contract shall not exceed (5)
fiscal year periods subject to audit and the contract shall not be awarded to the same
auditing firm for consecutive terms.
5.1.3. For any other services, supplies and equipment, and other financial commitments—The
amount specified in the Board-approved budget.
5.1.4. For Settlement of 3rd Party Claims—$50,000.
5.1.5. For Legal Services as determined necessary in the sole discretion of the District Counsel,
including but not limited to: external legal counsel, expert consultants, expert witnesses,
investigators, arbitrators, mediators, and other professionals, to provide services relating to,
existing and potential, judicial, administrative, and alternate dispute resolution proceedings or
legal matters of interest to the District – No limit; provided District Counsel informs the Board
immediately of the retention of external legal counsel and the necessity therefore, pursuant to
EL-7.11.
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5.1.6. For Imported Water Management Contracts—No limit; the CEO will inform the Board on a
timely basis of Imported Water Management Contracts executed.
5.1.7. For Capital Construction Contracts—$100,000 in budget adjustments to capital projects within
the same fund in the fiscal year.
5.2. Not make a single purchase, contract, or any other financial commitment without a competitive
procurement process, unless authorized by the Board or one of the following exemptions is applicable:
See BAO Interpretation
5.2.1. Financial commitments less than or equal to $25,000.
5.2.2. Financial commitments resulting from an agreement with a governmental agency or regulated
utility, including revenue and cost sharing agreements as well as grant matching fund
commitments. This exemption does not apply to grant applications or agreements whereby
the District receives federal funds.
5.2.3. Financial commitments resulting from imported water management agreements, so long as
the CEO informs the Board of the commitment on a timely basis.
5.2.4. Financial commitments resulting from the purchase of services, supplies, and equipment that
are essential to promptly attend to an emergency as defined in Public Contract Code
Section 1102.
5.2.5. Leases for District occupied facilities or payments for miscellaneous facility services, such as
telephone, electricity, gas, and water, where rates or prices are fixed by legislation or by
Federal, State, County or municipal regulations.
5.2.6. Payments required by statute, regulation or ordinance.
5.2.7. Rebates and refunds made pursuant to District water conservation rebate and refund
programs.
5.2.8. Payments to public utilities to relocate or install their utilities made necessary by District public
work projects.
5.2.9. Payments for legal services, so long as District Counsel informs the Board immediately of the
retention of outside counsel and the necessity for such retention of outside counsel, pursuant
to EL-7.11.
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5.2.10. Procurements of education services from non-profit institutions, such as public schools or
universities.
5.2.11. Procurements less than or equal to $50,000 if, within the period of 1 month, advertising or
posting for identical services, supplies, and equipment have failed to secure responsive
proposals and, in the opinion of the BAO or BAO’s procurement designee, further advertising
or posting will not alter this result.
5.2.12. Procurements less than or equal to $50,000 or consultant services contracts less than or
equal to $225,000, so long as documented justification for the non-competitive procurement
satisfies the standard specified in Executive Limitation 5.2.12.1 or 5.2.12.2 and such
documented justification is submitted for review to the BAO or BAO’s procurement designee,
and is approved.
5.2.12.1. The best interest of the District cannot be served through a competitive
procurement because only one firm exists that can provide the service, supply, or
equipment, and there is not an available equivalent to meet the District’s minimum
needs. (sole-source)
5.2.12.2. The District’s need for the service, supply, or equipment is of such an unusual and
compelling urgency that the District would suffer substantial harm, unless it is
permitted to acquire the service, supply, or equipment on a non-competitive basis.
(single-source)
5.3. Not allow any sponsorship greater than $2,500, unless authorized by the Board. See BAO
Interpretation
5.4. Not allow for any sponsorships, contributions, or memberships that do not have a nexus to the District’s
mission, vision or Board governance policies. See BAO Interpretation
5.5. Not allow the splitting of orders to avoid the limits set forth in EL-5. See BAO Interpretation
5.6. Not use consultant services if the work can be accomplished at the appropriate skill level by existing
District employees. See BAO Interpretation
5.7. Consider the consultant’s past performance history with the District prior to allowing the District to enter
into a consultant agreement. See BAO Interpretation
5.8. Provide access to opportunities for small and local businesses in providing services to the District. See
BAO Interpretation
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5.9. Operate with written purchasing policies and procedures relating to non-competitive acquisition
practices, to avoid conflicts of interest, favoritism, and to assure legal and fiscal compliance. See BAO
Interpretation
5.10. Apply procurement policies and practices that support environmental stewardship to include extended
producer responsibility and the reduction of hazardous and solid waste generation. See BAO
Interpretation
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Title: Asset Management
Category: Executive Limitations
Policy No. EL-6 Adopted: June 15, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
The BAOs shall protect and adequately maintain corporate assets.
Further, a BAO shall:
6.1. Not unnecessarily expose the organization, its Board and employees to claims of liability.
6.2. Protect intellectual property, information, and files from loss or significant damage.
6.2.1. Retain records in accordance with Records Retention Schedules, as adopted by Board
resolution, including:
6.2.1.1. Permanently retain the video recordings of the Board of Director meetings.
6.2.1.2. Permanently retain the audio recordings of the Board Committee meetings.
6.3. Prepare the organization to respond and recover from an emergency or disaster. See BAO
Interpretation
6.4. Maintain an Asset Management Program. See BAO Interpretation
6.5. Protect water rights and rights of way. See BAO Interpretation
6.6. Maintain adequate insurance. See BAO Interpretation
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Real Property
6.7. Acquire, encumber or dispose real property interest, only when authorized by the Board or one of the
following exemptions is applicable:
6.7.1. The acquisition of real property interest is part of a Board-approved project, the purchase
price does not exceed $500,000, and the acquisition meets the following criteria:
6.7.1.1. The purchase price equals the statutory offer of just compensation established
for the property interest by a State of California licensed appraiser; or
6.7.1.2. The negotiated purchase price does not exceed 10% above said statutory offer
of just compensation.
6.7.1.3. To provide public transparency, the CEO will provide a written report to the
Board, in open session, prior to acquisition, of anticipated properties to be
acquired under EL-6.7.1. In addition, a summary of the properties that have
been acquired under EL-6.7.1, including the respective statutory offer of just
compensation and final negotiated values will be reported to the Board quarterly.
6.7.2. The disposition is a temporary construction easement (TCE) held by the District on lands
owned by others when the TCE is no longer needed.
6.7.3. The execution of a correction deed is necessary.
6.7.4. The acquisition or dedication is a permanent or temporary real property interest required to be
purchased to meet District obligations to provide such interests under a contract eligible for
federal cost-sharing, provided that such acquisitions otherwise meet the requirements of State
law.
6.7.5. The acquisition is a dedication of real property interests and acceptance of the dedication is
not anticipated to subject the District to unreasonable liability.
6.7.6. The encumbrance is a lease or rental agreement granting the District a possessory real
property interests as a lessee or tenant and the District’s total financial obligation under the
Lease does not exceed the amount specified in the Board-approved annual budget for any
such Lease.
6.7.7. The disposition is a lease or rental agreement that: (a) conveys only possessory interests in
District real property that the District has no need to use during the term of the Lease; (b) can
unilaterally be terminated at the District’s convenience by providing at least 90 days prior
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notice; and (c) does not provide rights to construct any improvement whatsoever, without the
tenant obtaining a written District permit issued pursuant to the District’s permitting
procedures.
6.7.8. The encumbrance is a license or right-of-entry granting the District non-possessory real
property interests.
6.7.9. The disposition is a revocable license or right-of-entry that grants non-possessory real
property interests so long as the term of any such license or right-of-entry does not exceed
two years or the District reserves the right to revoke any such license or right-of-entry at will,
and any such license or right-of-entry does not grant the right to construct any permanent
improvement on District real property that is incompatible with District purposes.
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Title: Communication and Support to the Board
Category: Executive Limitations
Policy No. EL-7 Adopted: June 15, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
The BAOs shall inform and support the Board in its work.
Further, a BAO shall:
7.1. Inform the Board of relevant trends, anticipated adverse media coverage, or material external and
internal changes, particularly changes in the assumptions upon which any Board policy has previously
been established. See BAO Interpretation
7.2. Inform the Board of the intent to approve a collaborative agreement and keep the Board informed on an
ongoing basis.
7.3. Inform the Board of the intent to undertake negotiation of any imported water management agreement
connected with proposed land development or involving a private or non-governmental party and keep
the Board informed of imported water management activities on an ongoing basis. See BAO
Interpretation
7.4. Marshal for the Board as many employee and external points of view, issues and options as needed for
fully informed Board choices. See BAO Interpretation
7.5. Deal with the Board as a whole except when (a) fulfilling informal or oral individual requests for
information or (b) responding to officers or committees duly charged by the Board. Responses to formal
“Board Member Requests” should be given to the entire Board. See BAO Interpretation
7.6. Report in a timely manner an actual or anticipated noncompliance with any policy of the Board. See
BAO Interpretation
7.7. Supply for the consent agenda all items delegated to the BAOs yet required by law or contract to be
Board-approved. See BAO Interpretation
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7.8. Obtain the concurrence of the Chair of the Board of Directors, or the Chair’s designee, prior to
communicating a position on legislation:
7.8.1. Inform the Board regarding positions on legislation communicated on behalf of the District no
later than the next regularly scheduled Board of Directors meeting.
7.9. Respond to individual Board member requests and Board requests within 30 calendar days, except as
follows: See BAO Interpretation
7.9.1. For Board member and Board requests for information, a BAO shall respond within 30
calendar days of the initial Board member request. In the event that the responsible BAO
determines that a Board request will require more than 30 calendar days to complete, the
BAO shall inform the Board within 30 calendar days of receiving the request. Upon making
this notification, the BAO shall also specify the expected completion date for the request.
7.9.2. For Board member requests determined by a BAO to be non-routine and require redirection of
District employees to the detriment of their normally assigned duties, the BAO shall agendize
that request and report to the Board that fulfilling the request will require substantive work and
request direction from the Board on whether to proceed with fulfilling the request.
7.10. Make available to the public agendas and employee reports, if available, containing recommendations
about any item on the agenda of a regular public meeting of the Board, or of a public hearing conducted
by the Board, or of a Board Standing or Ad Hoc Committee, no later than 10 days prior to the date of
such a meeting or hearing except for the following reports, which shall be made available as soon as
possible: See BAO Interpretation
7.10.1. Reports relating to a contract award, if the contract has been considered at a prior Board
meeting;
7.10.2. Reports recommending Board action necessary to meet a legal deadline, including a deadline
for a grant funding application;
7.10.3. Reports conveying a recommendation from a Board committee;
7.10.4. Reports recommending immediate Board action to address urgent health, safety, or financial
matters identified in the report;
7.10.5. Supplemental reports conveying additional information received after the initial report was
released.
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If a recommendation in an employee report is revised based upon direction from a member of the
Board, the revision shall be disclosed in the applicable report.
7.11. Retain or employ adequate legal counsel to advise and represent the District and report to the Board
the retention of employment of such counsel; inform the Board about threatened or pending litigation; or
provide quarterly reports to the Board describing legal activity, status of litigation, cost of external legal
counsel, and significant current and potential claims against the District.
7.12. Include in minutes of meetings of the Board, a report of the actions taken in closed session at that
meeting in accordance with Section 54957.1 of the Government Code.
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Title: Inclusion, Equal Employment Opportunity, Discrimination/Harassment Prevention and
Diversity
Category: Executive Limitations
Policy No. EL-8 Adopted: August 3, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
The BAOs shall promote conditions that ensure a work environment that is diverse and inclusive, free of
discrimination and harassment, and that provides equal opportunity employment.
Further, a BAO shall:
8.1 Provide leadership in diversity and inclusion that is open, honest, and fair. Management and
employees will demonstrate the highest standards of personal integrity, honesty, and conduct to inspire
trust and foster collaboration with each other, customers, and the community.
8.2. Not allow District’s employees, agents, or contractors to discriminate, harass, or allow harassment
against any applicant, employee, customer, or other person on the basis of sex (which includes
pregnancy, childbirth, breastfeeding and medical conditions related to pregnancy, childbirth or
breastfeeding), race, religion, color, national origin (including language use restrictions), ancestry,
religious creed (including religious dress and grooming practices, political affiliation, disability (mental
and physical, including HIV or AIDS), medical condition (cancer and genetic characteristics), genetic
information, marital status, parental status, gender, age (40 and over), pregnancy, military and veteran
status, sexual orientation, gender identity and gender expression, the exercise of family and medical
care leave, the exercise of pregnancy disability leave, or the request, exercise, or need for reasonable
accommodation.
With respect to employees, these requirements apply to employment actions which include, but are not
limited to, the following: recruitment, hiring, employment, utilization, promotion, classification or
reclassification, transfer, recruitment, recruitment advertising, evaluation, treatment, demotion, layoff,
termination, rates of pay or other forms of compensation, and selection for professional development
training (including apprenticeship).
8.3. Require employees at all levels of District employment be aware that they share in the responsibility to
ensure a work environment free of discrimination and harassment prohibited by this policy.
8.4. Refer to Human Resources for discipline any manager or supervisor who is aware of unlawful
harassment or discrimination by his or her employees, but fails to take appropriate action.
8.5. Take positive and innovative action to provide equal opportunity.
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8.5.1 Assure that persons from all segments of our community are given a fair and equal opportunity
to qualify for employment and advancement within the District’s work force.
8.6. Not allow potential barriers to employment of members of protected groups to exist within an individual
BAO’s authority.
8.7. Consistent with legal requirements, assure that the District’s work force fairly represents the
composition of individuals in the available labor market who possess the requisite job skills.
8.8. Operate in a manner that ensures that employees at all levels of District employment use sound
personnel practices that apply equally to all.
8.9. Ensure that all people are welcomed and included, and everyone is treated with fairness, dignity, and
respect.
Attachment 4
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Page 42
Overview of Information Systems
Master Plan, Investments & Policies
Sudhanshu “Ashu” Tikekar, Deputy Administrative Officer
Attachment 5
Page 1 of 27
Page 43
Outline
• Plan Findings & Recommendations
• Investment Strategies
• Board Policies and Executive
Limitations
2 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 2 of 27
Page 44
Background
• District operates and maintain a large
infrastructure
• Information Technology (IT) plays a key role
• District’s lack of life cycle planning for IT
• ISMP outcomes:
1. Reduce Redundancy
2. Reduce Complexity
3 Increase Integration
|
3. 3 Overview of ISMP, Investments &
Policies
Attachment 5
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Page 45
ISMP Findings
1. Historically, the District has not treated
information technology as a critical asset.
2. IT infrastructure lacks a business
continuity plan to recover from a major
disaster.
3. The IT application portfolio is complex,
redundant, and not well integrated.
4 | Overview of ISMP, Investments &
Policies
Attachment 5
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ISMP Findings
4. The District is not fully leveraging the
capabilities of its critical software systems.
5. Many technology infrastructure
components are aging or at end-of-life.
6. IT service delivery lacks sufficient
structure and is somewhat reactive.
7. Critical skill gaps exist within IT.
5 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 5 of 27
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ISMP Recommendations
32 recommendations in 4 categories
1. Applications
2. Technical Infrastructure
3. IT Service Delivery
4. IT Decision Making
6 | Overview of ISMP, Investments &
Policies
Attachment 5
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Page 48
ISMP Progress since 2012
Complete In Progress Proposed Pending
Applications 3 7 6 3
Technical Infrastructure 1 2 1 –
IT Service Delivery 5 – 1 –
IT Decision Making 1 1 1 –
7 | Overview of ISMP, Investments &
Policies
Attachment 5
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Applications: Projects Completed
(A2) Enhance Water Use Efficiency rebate program database:
• Added Residential Washer Rebate module.
• Added Water Wise House Calls module.
• Added Residential / Non Residential High Efficiency Toilet
(HET) Rebate module.
• Added Commercial Washer Rebate module.
(A3) Implement cross platform methods for emergency and other
customer communications:
• Completed Flood Warning Webpage pilot project.
8 | Overview of ISMP, Investments &
Policies
Attachment 5
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Applications: Projects Completed
(A8) Create a unified asset registry:
• In collaboration with District-wide Asset Management Unit (AMU),
deployed Maximo Asset Hierarchy for Watershed and Water Utility.
(A9) Enhance Maximo for district wide asset and work management:
• In collaboration with AMU, implemented the Maximo Improvement
Project.
• In collaboration with AMU, deployed role based user Start Centers and
Key Performance Indicators (KPIs).
• Completed CARA/ICAM stabilization project.
• Implemented Maximo Timesheet Integration with PeopleSoft (for
Operations & Maintenance Engineering and Watersheds Fields
Operations).
• Completed Maximo upgrade from 7.1.1.4 to 7.1.1.13 (to prepare for the
|
major upgrade to 7.5 in FY16).
9 Overview of ISMP, Investments &
Policies
Attachment 5
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Page 51
Applications: Projects Completed
(A14) Implement Fee & Easement System:
• Completed the Fee & Easement system.
• Developed the Real Estate Services Unit system (RESUDB).
(A16) Implement an ecological monitoring information management system:
• Completed Surface Water Quality Module.
• Provided interface for loading of Water Temperature data.
(A17) Implement a watershed mobile asset collection application:
• Developed a GIS-based mobile Asset Inventory and Inspection system for
Watershed.
• Developed a GIS-based mobile Inspection System for Water Utility.
• Developed and implemented a GIS-based mobile Violations application
|
for Community Projects Review Unit (CPRU).
10 Overview of ISMP, Investments &
Policies
Attachment 5
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Page 52
Applications: Projects Completed
(SD4) Select preferred long term application development
platforms:
• Database Design: Oracle SQLDeveloper/ SQLModeler
• Interactive Development Environment: Oracle Application
Express (APEX).
• Reporting: Oracle Business Intelligence Enterprise Edition
(OBIEE).
• OS Platform: Windows and Linux.
11 | Overview of ISMP, Investments &
Policies
Attachment 5
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Page 53
Applications: Proposed/In Progress
(A1) Enhance Customer self service and CRM capabilities
• Redesign External page in collaboration with Communication Unit (FY16)
• Research/Develop interactive applications and self service applications
(Online Payment, Online Permits…) FY16
(A16) Implement an ecological monitoring information management system:
• Add Wildlife Module
(DM2) Develop a GIS Master Plan
• Prepare RFP for vendor selection
12 | IT Program Update
Attachment 5
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Page 54
Applications: In Progress
PeopleSoft Upgrade & Expansion
• Project Manager on board
• Upgrade Roadmap formed
• Upgrade Steering Committee Formed
• Budget allocated for Upgrade
• High-Level Requirements done with HR,
Finance, and Procurement
13 | Overview of ISMP, Investments &
Policies
Attachment 5
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Page 55
Technical Infrastructure: Completed
Implemented 4 year PC replacement (TI1)
Implemented wireless networking (TI4)
Implemented mobile communications and
computing strategy and policies (DM3)
Implemented microwave communications
14 | Overview of ISMP, Investments &
Policies
Attachment 5
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Page 56
Technical Infrastructure: In Progress
• WU Wireless Networking (TI4)
• Standardize on current support
technology
Microsoft Office Software
Legacy Microsoft Windows servers
Directory Service
15 | Overview of ISMP, Investments &
Policies
Attachment 5
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Page 57
IT Service Delivery
• Completed:
• Realigned organizational structure
• Structured service methodology
• Structured system development life cycle
methodology
• Long-term application development platform
• Adopted targeted training plans
• Proposed: Staff succession plan
16 | Overview of ISMP, Investments &
Policies
Attachment 5
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Page 58
IT Decision Making
• 3 Areas were identified in the plan
• Policy for Mobile computing and
communication (Completed)
• Enterprise GIS Master Plan (FY 16)
• Refine IT governance structure and
processes (in progress)
17 | Overview of ISMP, Investments &
Policies
Attachment 5
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Page 59
Investment Strategies
Operating Expenditures
10,000,000
12,000,000
6,000,000
8,000,000
4,000,000

2,000,000
2010 2011 2012 2013 2014 2015 (budget) 2016 (budget)
18 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 18 of 27
Page 60
Investment Strategies
Capital Expenditures
5,000,000
6,000,000
3,000,000
4,000,000
1 000 000
2,000,000

1,000,000
2010 2011 2012 2013 2014 2015 (budget) 2016 (budget)
19 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 19 of 27
Page 61
Investment Strategies
$ 16,000,000
$18,000,000
$12,000,000
$14,000,000
, ,
$8,000,000
$10,000,000
Capital Expenditures
Operating Expenditures
$4,000,000
$6,000,000
$0
$2,000,000
2010 2011 2012 2013 2014 2015
(budget)
2016
(budget)
20 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 20 of 27
Page 62
Investment Strategies
• Long-term strategies center around:
• Security
• Comprehensive Technology Program
• Employee Training
21 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 21 of 27
Page 63
Investment Strategies: Applications
• Timely Software Upgrades: Software upgrades is part of a
with funding a Capital project available. Enterprise systems will
be upgraded in a timely manner.
• Applications Consolidation: Redesign / replace redundant
applications to improve data integrity and reduce footprint,
maintenance & support.
• Redesign External Website: Responsive design, targeting
mobile users. Include more GIS based, interactive
applications.
22 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 22 of 27
Page 64
Investment Strategies: Applications
• ERP PeopleSoft Upgrade
• Budget tool Upgrade
• IT Disaster Recovery initiative with plan
and implementation
• New Project Planning and Project
Management solution
23 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 23 of 27
Page 65
Investment Strategies: Technical Infrastructure
• IT/SCADA Cyber Security Vulnerability
Assessment
• Campus Computer Network Upgrade
• WU Computer Network Upgrade
• Pacheco Pump Plant Voice and Data
Modifications
• Unified Messaging
• Voice over IP (VOIP)
24 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 24 of 27
Page 66
Investment Strategies: Training
• Establish a comprehensive IT workforce
development training program
• Business technology driven
• Consists of skill set assessment studies
• Workforce is ready for the technologies of
tomorrow
25 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 25 of 27
Page 67
Board Policies & Executive Limitations
• Board Policies
• Safe, Clean Water
• Reliable Supply
• Healthy, Safe Environment
• Water Resource Stewardship
• Executive Limitations
• Most relevant is asset protection
|
26 Overview of ISMP, Investments &
Policies
Attachment 5
Page 26 of 27
Page 68
Overview of ISMP, Investments & Policies
Questions & Answers
27 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 27 of 27
Page 69
This Page Intentionally Left Blank
Page 70
Committee:
Meeting Date:
Information Technology Ad Hoc
06/22/15
June 19, 2015
MEETING NOTICE
INFORMATION TECHNOLOGY AD HOC COMMITTEE
Board Members of the Information Technology Ad Hoc Committee:
Director Barbara Keegan
Director Nai Hsueh
Director Gary Kremen
Staff Support of the Information Technology Ad Hoc Committee:
Sudhanshu Tikekar, Deputy Administrative Officer, Information Technology Division
Fang Lu, Senior Project Manager, Information Technology Division
Phuong Trieu, Information Systems Unit Manager, Software Services Unit
Frank Fung, Information Systems Unit Manager, Infrastructure Services Unit
Lonnie Spin, Record and Library Services Unit Manager, Record and Library Services Unit
Lydia Rossiter, Senior Management Analyst, Information Technology Division
The scheduled meeting of the Information Technology Ad Hoc Committee is to be held on
Monday, June 22, 2015, at 12:00 p.m. in the Headquarters Building Board Conference Room
A124 located at the Santa Clara Valley Water District, 5700 Almaden Expressway, San Jose,
California.
Enclosed are the meeting agenda and corresponding materials. Please bring this packet with you
to the meeting.
Enclosures
Santa Clara Valley Water District ‐ Headquarters Building
5700 Almaden Expressway, San Jose, CA 95118
From Oakland:
• Take 880 South to 85 South
• Take 85 South to Almaden Expressway exit
• Turn left on Almaden Plaza Way
• Turn right (south) on Almaden Expressway
• At Via Monte (third traffic light), make a U-turn
• Proceed north on Almaden Expressway
approximately 1,000 feet
• Turn right (east) into the campus entrance
From Morgan Hill/Gilroy:
• Take 101 North to 85 North
• Take 85 North to Almaden Expressway exit
• Turn left on Almaden Expressway
• Cross Blossom Hill Road
• At Via Monte (third traffic light), make a U-turn
• Proceed north on Almaden Expressway approximately
1,000 feet
• Turn right (east) into the campus entrance
From Sunnyvale:
• Take Highway 87 South to 85 North
• Take Highway 85 North to Almaden Expressway
exit
• Turn left on Almaden Expressway
• At Via Monte (third traffic light), make a U-turn
• Proceed north on Almaden Expressway
approximately 1,000 feet
• Turn right (east) into the campus entrance
From San Francisco:
• Take 280 South to Highway 85 South
• Take Highway 85 South to Almaden Expressway exit
• Turn left on Almaden Plaza Way
• Turn right (south) on Almaden Expressway
• At Via Monte (third traffic light), make a U-turn
• Proceed north on Almaden Expressway approximately
1,000 feet
• Turn right (east) into the campus entrance
From Downtown San Jose:
• Take Highway 87 – Guadalupe Expressway
South
• Exit on Santa Teresa Blvd.
• Turn right on Blossom Hill Road
• Turn left at Almaden Expressway
• At Via Monte (first traffic light), make a U-turn
• Proceed north on Almaden Expressway
approximately 1,000 feet
• Turn right (east) into the campus entrance
From Walnut Creek, Concord and East Bay areas:
• Take 680 South to 280 North
• Exit Highway 87-Guadalupe Expressway South
• Exit on Santa Teresa Blvd.
• Turn right on Blossom Hill Road
• Turn left at Almaden Expressway
• At Via Monte (third traffic light), make a U-turn
• Proceed north on Almaden Expressway approximately
1,000 feet
• Turn right (east) into the campus entrance
INFORMATION TECHNOLOGY AD HOC COMMITTEE
Director Barbara Keegan
Director Nai Hsueh
Director Gary Kremen
AGENDA
INFORMATION TECHNOLOGY AD HOC COMMITTEE
HEADQUARTERS BUILDING
BOARD CONFERENCE ROOM A124
5700 ALMADEN EXPY
SAN JOSE CA 95118
MONDAY, JUNE 22, 2015
12:00 P.M.
Time Certain
12:00 p.m. 1. Call to Order/Roll Call
2. Time Open for Public Comment on Any Item Not on the Agenda
Comments should be limited to two minutes. If the Committee wishes to discuss a subject raised by the
speaker, it can request placement on a future agenda.
3. Introductions
4. Elect Chair and Vice Chair
5. Action Items:
5.1 Overview of Information Systems Master Plan, Major Investments and Board Policies
Recommendation: This is an information only item and no action is required.
5.2 Technology Upgrade of the Boardroom (Audio/Visual System)
Recommendation: This is an information only item and no action is required.
5.3 Schedule Next Meeting (Committee Chair)
6. Clerk Review and Clarification of Committee Requests and Recommendations
This is an opportunity for the Clerk to review and obtain clarification on any formally moved, seconded, and
approved requests and recommendations made by the Committee during discussion of Item 5.
7. Adjourn:
REASONABLE EFFORTS TO ACCOMMODATE PERSONS WITH DISABILITIES WISHING TO ATTEND COMMITTEE
MEETINGS WILL BE MADE. PLEASE ADVISE THE CLERK OF THE BOARD OFFICE OF ANY SPECIAL NEEDS BY
CALLING (408) 630-2277.
Meetings of this committee will be conducted in compliance with all Brown Act requirements. All public records relating to
an open session item on this agenda, which are not exempt from disclosure pursuant to the California Public Records Act,
that are distributed to a majority of the legislative body will be available for public inspection at the same time that the
public records are distributed or made available to the legislative body, at the following location:
Santa Clara Valley Water District, Office of the Clerk of the Board
5700 Almaden Expressway
San Jose, CA 95118
Page 1 of 2
INFORMATION TECHNOLOGY AD HOC COMMITTEE PURPOSE::
The Purpose of the Information Technology Ad Hoc Committee is to:
1. Review the recommendations of the Santa Clara Valley Water District Information Systems Master Plan of 2012,
2. Review major investments in information technology having District-wide impacts on service delivery, and
3. Recommend to the Board of Directors a policy for consideration on District information technology assets.
Page 2 of 2
Committee:
Meeting Date:
Information Technology Ad Hoc
06/22/15
Agenda Item No.: 4
Unclassified Manager: Michele King
Email: mking@valleywater.org
COMMITTEE AGENDA MEMO
SUBJECT: Election of Committee Chair and Vice Chair
RECOMMENDED ACTION:
Elect the Chair and Vice Chair
SUMMARY:
Per the Board Resolution, the duties of the Chair and Vice Chair are as follows:
The officers of each Committee shall be a Chairperson and Vice Chairperson, both of whom shall be members
of that Committee. The Chairperson and Vice Chairperson shall be elected by the Committee, each for a term
of one year commencing on January 1 and ending on December 31 and for no more than two consecutive
terms. The Committee shall elect its officers at the first meeting of the calendar year. All officers shall hold
over in their respective offices after their term of office has expired until their successors have been elected
and have assumed office.
The Chairperson shall preside at all meetings of the Committee, and he or she shall perform other such duties
as the Committee may prescribe consistent with the purpose of the Committee.
The Vice Chairperson shall perform the duties of the Chairperson in the absence or incapacity of the
Chairperson. In case of the unexpected vacancy of the Chairperson, the Vice Chairperson shall perform such
duties as are imposed upon the Chairperson until such time as a new Chairperson is elected by the
Committee.
Should the office of Chairperson or Vice Chairperson become vacant during the term of such office, the
Committee shall elect a successor from its membership at the earliest meeting at which such election would be
practicable, and such election shall be for the unexpired term of such office.
Should the Chairperson and Vice Chairperson know in advance that they will both be absent from a meeting,
the Chair may appoint a Chairperson Pro-tempore to preside over that meeting. In the event of an
unanticipated absence of both the Chairperson and Vice Chairperson, the Committee may elect a Chairperson
Pro-tempore to preside over the meeting in their absence.
BACKGROUND:
The District Act provides for the creation of advisory boards, committees, or commissions by resolution to
serve at the pleasure of the Board.
Accordingly, the Board has established Advisory Committees, which bring respective expertise and community
interest, to advise the Board, when requested, in a capacity as defined: prepare Board policy alternatives and
provide comment on activities in the implementation of the District’s mission for Board consideration. In
Page 1 of 2
Page 1
keeping with the Board’s broader focus, Advisory Committees will not direct the implementation of District
programs and projects, other than to receive information and provide comment.
Further, in accordance with Governance Process Policy-3, when requested by the Board, the Advisory
Committees may help the Board produce the link between the District and the public through information
sharing to the communities they represent.
The Board may also establish Ad-hoc Committees to serve in a capacity as defined by the Board and will be
used sparingly.
ATTACHMENT(S):
None.
Page 2 of 2
Page 2
Committee:
Meeting Date:
Information Technology Ad Hoc
06/22/15
Agenda Item No.: 5.1
Unclassified Manger: Sudhanshu Tikekar
Email: stikekar@valleywater.org
COMMITTEE AGENDA MEMO
SUBJECT: Overview of Information Systems Master Plan, Major Investments and Board Policies
RECOMMENDED ACTION:
This is an information only item and no action is required.
SUMMARY:
The IT Ad Hoc Committee was formed with the purpose of: 1) Reviewing the recommendations of the Santa
Clara Valley Water District Information Systems Master Plan of 2012, 2) Reviewing major investments in
information technology having District-wide impacts on service delivery, and 3) Recommending to the Board of
Directors a policy for consideration on District information technology assets.
This memorandum is intended to provide an overview on the three topics and a starting point for discussions
by the IT Ad Hoc Committee. Further discussion can be customized based on the kind of detailed information
the Committee members request.
BACKGROUND:
History of the Information Systems Master Plan
Following the development of the District’s asset management and life-cycle planning strategy, IT developed
the Information Systems Master Plan (ISMP) in 2012. The objective of the plan was to create a long term plan
for District’s Information Technology with three key outcomes: Reduce Complexity, Reduce Redundancy, and
Increased Integration. Additionally, it included an assessment of business risk exposure, benchmark analysis,
and internal stakeholder outreach.
ISMP Findings and Recommendations
The ISMP is centered on seven key findings:
1. Unlike traditional infrastructure and real estate, the District does not treat information technology as a
critical asset.
2. The District’s IT infrastructure is not well positioned to quickly recover from a major disaster.
3. The District’s application portfolio is complex, redundant, and not well integrated.
4. The District is not fully leveraging the capabilities of its critical software systems.
5. Many technology infrastructure components are aging or at end-of-life.
6. IT service delivery lacks sufficient structure and is somewhat reactive.
7. Critical skill gaps exist within IT.
Page 1 of 5
Page 3
Based upon the above findings, the ISMP plan proposed a total of 32 recommendations:
A1 Enhance customer self service and customer relationship management (CRM) capabilities
A2 Enhance the water use efficieny rebate program database
A3 Implement cross platform methods for emergency and other customer communications
A4 Upgrade PeopleSoft
A5 Implement enterprise content management
A6 Expand the use of business intelligence for performance management
A7 Implement districtwide intranet portal
A8 Create a unified asset registry
A9 Enhance Maximo for districtwide asset and work management
A10 Implement Maximo for Transportation for fleet management
A11 Implement a future funding analysis application
A12 Implement GIS-enabled mobile work order management
A13 Implement enterprise case management
A14 Implement fee and easement
A15 Implement a water supply planning transactional database
A16 Implement an ecological monitory information management system (EM-IMS)
A17 Deploy the in-house developed mobile solution for asset inventory and condition
assessment
A18 Replace fuel management system
A19 Implement data and information architecture standards and policies
TI1 Implement scheduled PC replacement
TI2 Improve current disaster recovery plans to better link to the District’s overall continuity of
operations plan
TI3 Secure a remote disaster recovery facility
TI4 Implement wireless for all major district locations
SD1 Realign district IT organizational structure
SD2 Implement a structured IT service methodology
SD3 Implement a structured system development life cycle (SDLC) methodology
SD4 Select preferred long-term application development platform(s)
SD5 Adopted targeted training plans for IT staff
SD6 Adopt an IT succession plan
DM1 Refine IT governance structures, processes and tools
DM2 Develop a GIS master plan
DM3 Implement mobile communication and computing strategy and policies
Further details on these recommendations can be found in Attachment #1.
Progress Following the ISMP
The IT Division began to implement recommendations immediately following the release of the ISMP. Overall,
the District has completed 10 (31%) recommendations, 10 (31%) are in progress, 9 (29%) are proposed and 3
(9%) are pending due to dependencies. Attachment #2 provides details of each ISMP recommendation,
description of work, and its project status.
The 32 recommendations fall into four broad categories as listed: Applications, Technical Infrastructure, IT
Service Delivery, and IT Decision Making.
Page 2 of 5
Page 4
Applications
Of the total of 19 recommendations in this category, the District has completed 3 (16%). They are as follows:
1. Enhancing the water use efficiency program database (A2)
2. Creating a unified asset registry (A8)
3. Implementing the fee and easement system (A14)
There are 7 (36%) projects in progress, 6 (32%) are proposed and 3 (16%) are pending. They are as follows:
1. Enhance customer relationship management capabilities (in progress) (A1)
2. PeopleSoft Upgrade Project (in progress) (A4)
3. Expand the use of business intelligence for performance management (in progress) (A6)
4. Maximo enhancements for asset management (in progress) (A9)
5. Implement future funding analysis application (in progress) (A11)
6. Ecological Monitoring Information Management System (in progress) (A16)
7. Mobile Inventory Inspection System (in progress) (A17)
8. Implement cross platform systems for emergency/customer communications (proposed) (A3)
9. Implement enterprise content management (proposed) (A5)
10. Implement District wide Intranet Portal (proposed) (A7)
11. Implement GIS-enabled mobile work order management (proposed) (A12)
12. Implement enterprise case management (proposed) (A13)
13. Replace fuel management system (proposed) (A18)
14. Implement Maximo for Transportation and fleet management (pending) (A10)
15. Implement a water supply planning transactional database (pending) (A15)
16. Implement data and information architecture standards and policies (pending) (A19)
For a fuller description of the in progress, proposed, and pending projects please refer to Attachment #2.
Technical Infrastructure
Of the 4 recommendations in this category, the District has completed 1 (25%). It is as follows:
1. Implement scheduled PC replacement (TI1)
There are 2 (50%) are in progress, and 1 (25%) is proposed. They are as follows:
1. Improve current disaster recovery plans to better link to the District’s overall continuity of operations
plan (in progress) (TI2)
2. Implement wireless for all major District locations (in progress) (TI4)
3. Implement remote disaster recovery capabilities aligned with the updated disaster recovery plan
(proposed) (TI3)
For a fuller description of the in progress, proposed, and pending projects please refer to Attachment #2.
IT Service Delivery
Of the 6 ISMP recommendations in this category, the District has completed 5 (83%) and 1(17%) is proposed.
They are as follows:
1. Realigned District IT organizational structure (SD1)
2. Structured IT service methodology (SD2)
3. Structured system development life cycle methodology (SD3)
4. Selected long-term application development platform (SD4)
5. Adopted targeted training plans for IT staff (SD5)
The proposed initiative is to adopt an IT staff succession plan (SD6), which will be completed in FY 2016.
IT Decision Making
Of the 3 ISMP recommendations in this category, the District has completed 1. It is as follows:
1. Implement policies for Mobile Communication and Computing Strategy (DM3)
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Page 5
There is 1 project in progress, and 1 is proposed. They are as follows:
1. Refine IT governance structures, processes, and tools (in progress) (DM1)
2. GIS Master Plan (proposed) (DM2)
All the in-progress and proposed projects are to be completed in FY 2016-30 timeframe.
Investment Strategies
From FY 2010 to FY 2014, IT operating and capital expenditures have increased 46%. Of those expenditures,
capital investments have increased from under $500,000 to over $2.5 million. Most of the expenditures in FY
2010 were related to replacing computers and network equipment.
After the ISMP finding that the District does not treat information technology as a critical asset, investments in
IT assets have increased substantially. Compared to the $2.5 million spent in 2014, the budgets for FY 2015
and FY 2016 are $4.8 million and $5.2 million, respectively. Going forward, the IT budgets include regular
infrastructure and software upgrades so that the District maintain its assets more effectively in line with the
ISMP recommendations.
In order to create a clear framework for investments in IT moving forward, staff created a strategies document
(Attachment #3) in coordination with the Chief Executive Officer. These strategies are divided into security, a
comprehensive technology program, and employee training. Each strategy includes several tactics and all IT
projects for the coming 15 years fit under one of these tactics.
The major components of these strategies include:
 A state-of-the-art security program to prevent cyber and network security threats, including:
o Vulnerability Assessment: Conduct a network perimeter vulnerability assessment.
o Network Security Technologies: Deploy the latest network security technologies.
o Advanced Network Traffic Analysis: Deploy network traffic analysis systems.
o Advanced Authentication Technologies: Deploy advanced authentication technologies for
the network and applications.
 A comprehensive technology program to automate and streamline District business operations,
including:
o Data Consolidation: Deploy enterprise content management to consolidate the data footprint,
enable business intelligence, and allow workflow automation.
o Timely Software Upgrades: Upgrade software to current versions for stability and reliability.
o Revamped External Website: Deploy a new website and interactive applications, online bill
payment, and online permitting.
o Consolidated Applications: Consolidate and replace redundant applications with more
functional ones to improve data access and reliability
o Business Continuity Plan: Plan and deploy remote capability for better disaster recovery.
o Infrastructure Upgrades: Upgrade hardware as needed for better speed, stability and
reliability.
o Project and Program Management: Deploy a system that facilitates budgeting, project
tracking, reporting and project change management.
 Robust employee training to leverage technology and attract potential recruits, including:
o IT Training Program: Deploy a targeted IT training program.
o District-wide Outreach to Employees and Business Units: Establish outreach to District
employees and business units.
o IT Orientation for New Employees: Provide IT sessions during new employee orientation.
Together, these strategies make up a comprehensive IT strategic plan that will guide IT activities for the next
fifteen years.
Page 4 of 5
Page 6
Existing Board Ends Policies and Executives Limitations
Attachments #4 and #5 are the current Board Ends Policies and Executive Limitations.
As the Committee members are aware, the Ends Policies are broad and IT supports the operations for each of
them. The Executive Limitations are more specific. IT initiatives, projects and programs typically address the
asset management statements as there are no specific IT Executive Limitations.
The IT Ad Hoc Committee’s purpose allows the members to recommendation policies to the Board of Directors
for adoption.
ATTACHMENT(S):
Attachment 1: Information Systems Master Plan Progress
Attachment 2: Information Technology Strategies
Attachment 3: Board Ends Policies
Attachment 4: Executive Limitations
Attachment 5: PowerPoint presentation
Page 5 of 5
Page 7
Information Systems Master Plan
Progress
# Project Description Status Notes
Applications
1 Enhance Water Use
Efficiency Program
Database
Completed Developed modules for Landscape Rebate Program,
Residential Washer Program, WaterWise Water
Conservation, Residential High-efficiency. Toilet
Rebate.
2 Create a Unified Asset
Registry
Completed Asset registries in place for Watershed, Water Utility
and Administration.
3 Implement Fee &
Easement System
Completed System implemented.
4 Enhance Customer
Relationship Management
Capabilities
In Progress Coordinated with District Communications Unit on
internet redesign to secure funding for external site
design. Software Services is also implementing self
service applications (GIS) to be moved to the new site
when ready.
5 PeopleSoft Upgrade
Project
In Progress Software licenses purchased. Hardware and Storage
being purchased. Technical project manager hired.
Stakeholders workshops are being conducted.
Upgrade Mission and Goals, and Roadmap being
formed. Technical and implementation architectural
design being initiated.
6 Expand the use of
business intelligence for
performance management
In Progress Purchased business intelligence software to inform
performance management. Training of staff has
begun.
7 1) Developed PeopleSoft / Maximo Timesheet
interface
2) Developed PeopleSoft / Maximo Invoice Cost
Tracking interface
3) Developed WUE Purchase Request Reconciliation
Integration between Maximo, PeopleSoft and Quest
PR system
4) Completed Maximo / SMP System Reconciliation
Assessment
5) Completed CARA / ICAM System Stabilization
project
6) Deployed role-based user Start Centers and KPI’s
7) Further functional improvements will available after
the Maximo upgrade proposed for FY16.
8 Implement Future Funding
Analysis Application
In Progress Vendor was selected. Target date is 7/2015 to
complete installation and configuration of application.
Maximo Enhancements for
asset management
In Progress
Attachment 1
Page 1 of 4
Page 8
Information Systems Master Plan
Progress
# Project Description Status Notes
Applications
9 Ecological Monitoring
Information Management.
System
In Progress Completed Surface Water Quality Module. Users
continue to load data into the new Surface Water
module developed in FY14. The Environmental
Mitigation and Monitoring Unit decided the next module
will be Wildlife.
10 Mobile Inventory Inspection
System
In Progress Mobile solution has been deployed in Watersheds and
Water Utility. Currently working with Water Supply to
determine if they can benefit from a mobile system.
11 Implement cross platform
methods for emergency
and other customer
communications
Proposed Investigate mobile and emerging technologies.
12 Implement enterprise
content management
Proposed Data Consolidation Project proposed in FY16-20
Capital Improvement Program.
13 Implement District wide
Intranet Portal
Proposed Investigate MS Sharepoint /Oracle Portal /Open
Source platform
14 Implement GIS-enabled
bil k d
Proposed Dependent on proposed Maximo upgrade in FY16.
15 Implement enterprise case
management
Proposed Proposed following Maximo upgrade.
16 Replace fuel management
system
Proposed Project owner is Equipment Management Unit.
Software Services Unit will lend technical support when
project is underway.
17 Implement Maximo for
Transportation for fleet
management
Pending This project is dependent on the Maximo upgrade,
which is budgeted for FY16.
18 Implement a water supply
planning transactional
database
Pending Investigation of concept with business unit partners
delayed by higher priority projects.
19 Implement data and
information architecture
standards and policies
Pending Dependent on completion of A1, A5, A6 and A7
Attachment 1
Page 2 of 4
Page 9
Information Systems Master Plan
Progress
# Project Description Status Notes
Technical Infrastructure
1
Implement scheduled PC
replacement
Completed Completed replacement of all district user primary PC’s
or laptops to current industry standard hardware and
operating system. Replacements will occur on an
ongoing basis.
2
Improve current disaster
recovery plans to better
link to the Districti’s overall
continuity of operations
plan
In Progress Key systems data mapping and prioritization
documented. A draft of business continuity plan is in
progress.
3
Implement wireless for all
major district locations
In Progress Completed installation of wireless network
infrastructure at HQ, Admin, BHA, Crest, and
Maintenance Shops. Installation of wireless networking
for WQ lab, Maintenance, Maintenance Ready Room,
and Admin Annex buildings planned for FY15.
4
Implement remote disaster
recovery capabilities
aligned with the updated
disaster recovery plan
Proposed Scheduled after the IT Disaster Recovery Plan is
completed in FY 2016.
IT Service Delivery
1 Realign district IT
organizational structure
Completed There is clarity in the IT organizational structure, roles
and service definitions after renaming of the Units. The
new names are Infrastructure Services, Software
Services and Records & Library Services. Security
Services group has been removed from the
organization chart and the function will be added under
Infrastructure Services.
2 Structured IT Service
Methodology
Completed Developed procedures and templates for project
intake, project reporting, and service level agreements,
developed Program Management web portal for
tracking IMSD project.
3 Structured System
Development Life Cycle
Methodology
Completed Developed Microsoft Project SDLC Templates for
Software Projects and Hardware Projects.
4 Long-term Application
Development Platform
Completed Implemented decision on development platform for inhouse
developed applications.
5 Adopt Targeted Training
Plan for IT Staff
Completed 5-year training plans developed for Administration,
Infrastructure Services, Software Services, and
Records & Library Services staff.
Attachment 1
Page 3 of 4
Page 10
Information Systems Master Plan
Progress
# Project Description Status Notes
6 Adopt an IT succession
plan
Proposed The office of the CTO will start work on a formal
succession plan in FY 16. IT anticipates a major
turnover in staff in 4-7 years and the succession plan
will address this turnover from a skill set perspective.
IT Decision Making
1 Implement Mobile
Communication &
Computing Strategy &
Policies
Completed Policy for use of personal devices, stipend
plan/procedures, and mobile device policy.
2 Refine IT governance
structures, processes, and
tools
In Progress Technology Planning Group has been formed to
initiate IT outreach. Multiple Divisions and Units have
come forward to discuss their technology needs and IT
is working to find technical solutions for those needs.
3 GIS Master Plan Proposed Development of GIS Master Plan is proposed in the
FY16 operating budget.
Attachment 1
Page 4 of 4
Page 11
INFORMATION TECHNOLOGY STRATEGIES
1. Prevent cyber and network security threats to the SCADA network, systems, and operations; and
business technology infrastructure.
i. TACTIC 1: Conduct network perimeter vulnerability assessment.
ii. TACTIC 2: Develop and deploy state-of-the-art network security technologies.
iii. TACTIC 3: Deploy advanced network traffic analysis systems to identify potential
security threats.
iv. TACTIC 4: Deploy advanced authentication technologies for network login.
2. Invest in, develop, deploy, integrate, and maintain a comprehensive District-wide technology
program to automate and streamlines business operations of the District for the benefit of the
internal users, and the community.
i. TACTIC 1: Perform Data Consolidation of structured and unstructured data to
reduce the data footprint of the District.
ii. TACTIC 2: Upgrade existing software systems in a timely manner, and review new
cloud based software solutions for enhanced feature sets, compatibility, and
security.
iii. TACTIC 3: Redesign the website to enhance user experience and provide interactive
applications for easy access to data.
iv. TACTIC 4: Develop and deploy a Customer Relationship Management System for
improved customer service and engagement.
v. TACTIC 5: Consolidate and streamline the District’s complex applications portfolio.
vi. TACTIC 6: Complete the Information Technology Business Continuity Plan with an IT
Disaster Recovery Plan linked to the Continuity of Operations Plan (COOP).
vii. TACTIC 7: Develop and deploy a comprehensive Geographic Information System
(GIS) master plan.
viii. TACTIC 8: Develop and deploy a comprehensive asset management and work order
system.
ix. TACTIC 9: Develop and deploy a District-wide Enterprise Resource Planning (ERP)
system.
x. TACTIC 10: Develop and deploy comprehensive technologies to support the Clerk of
the Board.
xi. TACTIC 11: Develop and deploy technologies for a streamlined records management
system.
xii. TACTIC 12: Develop and apply consistent policies, procedures & metadata for lawful
and effective storage, retrieval & disposition of data assets.
xiii. TACTIC 13: Develop, and deploy a District-wide Project Planning and Management
system that facilitates budgeting, project tracking, reporting, and project change
management.
xiv. TACTIC 14: Maintain an up-to-date and secure SCADA system.
3. Establish a comprehensive technology workforce development program.
i. TACTIC 1: Develop and deploy a business technology driven approach to workforce
development
Attachment 2
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ii. TACTIC 2: Develop and perform skill set assessment studies for employees to
successfully support current, and future technologies of the District
Attachment 2
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III – 1
III. Ends
Attachment 3
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III – 2
III. ENDS Page
E-1 Mission and General Principles ……………………………………………………………………. III-3
E-2 Water Supply …………………………………………………………………………………………….. III-4
E-3 Natural Flood Protection ……………………………………………………………………………… III-6
E-4 Water Resources Stewardship …………………………………………………………………….. III-7
Attachment 3
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Title: Mission and General Principles
Category: Ends
Policy No. E-1 Adopted: June 15, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
District Mission
Provide Silicon Valley safe, clean water for a healthy life, environment, and economy.
General Principles
Accordingly, the Board of the District has adopted directions to the BAOs as to the intended results,
organizational products, impacts, benefits, outcomes, recipients, and their relative worth (what good for which
recipients at what costs). In implementing Board directions, staff will be guided by the following general
principles:
1.1. An integrated and balanced approach in managing a sustainable water supply, effective natural flood
protection, and healthy watersheds is essential to prepare for the future.
1.2. Effective public engagement in accomplishing the District mission is achieved through communication
that involves the diverse community and key stakeholder groups in a transparent and open manner.
1.3. Collaboration with government, academic, private, non-governmental, and non-profit organizations is
integral to accomplishing the District mission.
1.4. A net positive impact on the environment is important in support of the District mission and is reflected
in all that we do.
1.5. Recognize that District services are critical to the economic vitality of Silicon Valley.
Attachment 3
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Title: Water Supply (WS)
Category: Ends
Policy No. E-2 Adopted: January 18, 2005
Chair: Richard Santos
Latest Revision: August 20, 2012
Chair: Linda J. LeZotte
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
There is a reliable, clean water supply for current and future generations. See BAO Interpretation
Accordingly, the following goals and objectives are adopted:
WS GOAL
2.1. Current and future water supply for municipalities, industries, agriculture, and the environment is
reliable.
WS Objective
2.1.1. Aggressively protect groundwater from the threat of contamination and maintain and develop
groundwater to optimize reliability and to minimize land subsidence and salt water intrusion.
See BAO Interpretation
2.1.2. Protect, maintain, and develop local surface water. See BAO Interpretation
2.1.3. Protect, maintain, and develop imported water. See BAO Interpretation
2.1.4. Protect, maintain, and develop recycled water. See BAO Interpretation
2.1.5. Maximize water use efficiency, water conservation, and demand management opportunities.
See BAO Interpretation
2.1.6. Prepare for and respond effectively to water utility emergencies. See BAO Interpretation
Attachment 3
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WS GOAL
2.2. Raw water transmission and distribution assets are managed to ensure efficiency and reliability.
WS Objective
2.2.1. Raw water transmission and distribution assets are managed to ensure efficiency and
reliability. See BAO Interpretation
WS GOAL
2.3. Reliable high quality drinking water is delivered.
WS Objective
2.3.1. Meet or exceed all applicable water quality regulatory standards. See BAO Interpretation
2.3.2. Maintain effective relationships with the retailer and other stakeholders to ensure high quality,
reliable drinking water. See BAO Interpretation
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Title: Natural Flood Protection (NFP)
Category: Ends
Policy No. E-3 Adopted: December 21, 2004
Chair: Joe Judge
Latest Revision: July 22, 2013
Chair: Nai Hsueh
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
There is a healthy and safe environment for residents, businesses and visitors, as well as for future
generations. See BAO Interpretation
Accordingly, the following goals and objectives are adopted:
NFP GOAL
3.1. Provide natural flood protection for residents, businesses, and visitors.
NFP Objective
3.1.1. Protect parcels from flooding by applying an integrated watershed management approach that
balances environmental quality and protection from flooding. See BAO Interpretation
3.1.2. Preserve flood conveyance capacity and structural integrity of stream banks, while minimizing
impacts on the environment and protecting habitat values. See BAO Interpretation
NFP GOAL
3.2. Reduce potential for flood damages.
NFP Objective
3.2.1. Promote the preservation of flood plain functions. See BAO Interpretation
3.2.2. Reduce flood risks through public engagement. See BAO Interpretation
3.2.3. Prepare and respond effectively to flood emergencies countywide to protect life and property.
See BAO Interpretation
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Title: Water Resources Stewardship (WRS)
Category: Ends
Policy No. E-4 Adopted: April 20, 2004
Chair: Joe Judge
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
There is water resources stewardship to protect and enhance watersheds and natural resources and to
improve the quality of life in Santa Clara County. See BAO Interpretation
Accordingly, the following goals and objectives are adopted:
WRS GOAL
4.1. Protect and restore creek, bay, and other aquatic ecosystems.
WRS Objective
4.1.1. Preserve creeks, bay, and ecosystems through environmental stewardship. See BAO
Interpretation
4.1.2. Improve watersheds, streams, and natural resources. See BAO Interpretation
4.1.3. Promote the protection of creeks, bay, and other aquatic ecosystems from threats of pollution
and degradation. See BAO Interpretation
4.1.4. Engage and educate the community in the protection of water quality and stream stewardship.
See BAO Interpretation
4.1.5. Prepare and respond to emergencies that threaten local waterways. See BAO Interpretation
4.1.6. To the extent within practicable control of the District, adopt a strategy to restore the salmonid
fishery on identified salmonid streams within fifteen years of strategy adoption by creating
suitable accessible spawning and rearing habitats.
Attachment 3
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WRS GOAL
4.2. Improved quality of life in Santa Clara County through appropriate public access to trails, open space,
and District facilities.
WRS Objective
4.2.1. Support healthy communities by providing access to additional trails, parks, and open space
along creeks and in the watersheds. See BAO Interpretation
4.2.2. Support healthy communities by providing appropriate public access to District facilities. See
BAO Interpretation
WRS GOAL
4.3. Strive for zero net greenhouse gas emission or carbon neutrality.
WRS Objective
4.3.1. Reduce greenhouse gas emissions to achieve carbon neutrality by 2020. See BAO
Interpretation
Attachment 3
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IV – 1
IV. Executive Limitations
Attachment 4
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IV – 2
IV. EXECUTIVE LIMITATIONS Page
EL-1 General Principles ……………………………………………………………………………………… IV-3
EL-2 Customer Relations ……………………………………………………………………………………. IV-4
EL-3 Human Resources …………………………………………………………………………………….. IV-5
EL-4 Financial Management ……………………………………………………………………………….. IV-7
EL-5 Procurement …………………………………………………………………………………………… IV-10
EL-6 Asset Protection ………………………………………………………………………………………. IV-14
EL-7 Communication and Support to the Board ……………………………………………………. IV-17
EL-8 Inclusion, Equal Employment Opportunity, Discrimination/Harassment Prevention,
and Diversity …………………………………………………………………………………………… IV-20
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Title: General Principles
Category: Executive Limitations
Policy No. EL-1 Adopted: June 15, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
The Board Appointed Officers (BAOs) shall promote practices, activities, decisions, and organizational
circumstances that are lawful and supportive of commonly accepted business and professional ethics. The
BAOs shall foster the organization’s credibility in ways that enhance the accomplishment of its mission. The
BAOs shall operate consistently with the District Values Statement (GP-7). See BAO Interpretation
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Title: Customer Relations
Category: Executive Limitations
Policy No. EL-2 Adopted: December 21, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
The BAOs shall promote conditions, procedures, and decisions that fulfill reasonable customer expectations for
good service, are safe, dignified, and nonintrusive. Customers include any persons conducting business or
interacting with the District.
Further, a BAO shall:
2.1. Use application forms that elicit information for which there is a clear necessity. See BAO Interpretation
2.2. Use methods of collecting, reviewing, transmitting, or storing customer information that protects against
improper access to the material elicited. See BAO Interpretation
2.3. Provide appropriate accessibility and privacy in facilities.
2.4. Establish with customers a clear understanding of what may or may not be expected from the customer
service offered. See BAO Interpretation
2.5. Inform customers of this policy and provide a way for persons to be heard who believe they have not
been accorded a reasonable interpretation of their protections under this policy.
2.6. Provide correspondence addressed to the Board to each Board member within 7 calendar days from
receipt and respond within 14 calendar days of receipt. In those individual situations where it is not
possible for the BAOs to respond completely to an inquiry, sending a response to the originator,
acknowledging receipt of the inquiry, an explanation of actions being taken, and timelines for preparing
the complete response, is acceptable for complying with this 14 day response time. See BAO
Interpretation
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Title: Human Resources
Category: Executive Limitations
Policy No. EL-3 Adopted: June 15, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
With respect to compensation and benefits, employment, and the treatment of employees and persons doing
work for or on behalf of the District, a BAO shall:
Employee Relations
3.1. Operate with written personnel rules which: (a) clarify rules for employees, (b) provide for effective
handling of grievances, and (c) protect against wrongful conditions, such as preferential treatment for
personal reasons. See BAO Interpretation
3.2. Not retaliate against any employee.
3.3. Inform employees of their protections under this policy. See BAO Interpretation
3.4. Integrate, and operate within, written ethics policies and behavioral expectations that embody fairness,
dignity and respect. See BAO Interpretation
3.5. Operate with written employee health and safety policies which (a) ensure that standards, programs,
and procedures meet or exceed acceptable industry standards as written in state and federal
regulations, and (b) ensure a healthful and safe work environment for all District employees. See BAO
Interpretation
3.6. Subject to the District’s Living Wage Policy, provide persons doing work for or on behalf of the District
at least a living wage and reasonable time off. See BAO Interpretation
Recruitment and Employment
3.7. Retain no more than thirty-two (32) unclassified positions without Board approval. See BAO
Interpretation
3.8. Present an appointment of a Chief-level employee to the Board for confirmation.
3.9. Not allow compensated employment by the District for any serving member of the Board of Directors
and for one year following the end of the Board member’s term of office.
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IV – 6
3.10. Require pre-employment alcohol/drug testing only where mandated by State or Federal laws.
3.11. Not change his or her own compensation and benefits. See BAO Interpretation
3.12. Not promise or imply permanent or guaranteed employment. See BAO Interpretation
3.13. Consider attrition, pending retirement, employee retraining, and reduction in temporary or contract staff,
prior to employee layoffs.
Succession Planning
3.14. Assure there are capable employees with knowledge and expertise in subject matter integral to the
future of water resource management in Santa Clara County. See BAO Interpretation
3.15. Have no fewer than two other unclassified employees familiar with Board and BAO issues and
processes in order to protect the Board from sudden loss of BAO services. See BAO Interpretation
Labor-Management Relations
3.16. Operate in an environment where there are good labor relations. See BAO Interpretation
3.17. Only negotiate terms for bargaining unit agreements within parameters set by the Board.
Attachment 4
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Title: Financial Management
Category: Executive Limitations
Policy No. EL-4 Adopted: September 28, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
Financial planning for any fiscal year shall be aligned with the Board’s Ends, not risk fiscal jeopardy, and be
derived from a multi-year plan. With respect to the actual, ongoing financial condition and activities, the BAOs
shall provide for the development of fiscal sustainability. See BAO Interpretation
Further, a BAO shall:
Conditions and Activities
4.1. Expend only those funds that have been appropriated in the Operating and Capital budgets, reserves,
and debt service.
4.2. Spend in ways that are cost-efficient. See BAO Interpretation
Planning and Budgeting
4.3. Include credible projection of revenues and expenses, separation of capital and operational items, cash
flow, and disclosure of planning assumptions.
4.3.1. Produce an annual Rolling Five-Year Capital Improvement Plan with the first year serving as
the adopted capital budget and the remaining years in place as a projected capital funding
plan.
4.4. Plan the expenditure in any budget period within the funds that are conservatively projected to be
received or appropriated from reserves in that period.
4.4.1. Demonstrate to the Board the planned expenditures for the identified and selected capital
projects in the Rolling Five-Year Capital Improvement Plan are aligned with the Board’s
capital priorities.
4.4.2. Not allocate state subvention reimbursements for use and/or spending.
4.5. Budget fund reserves at or above reserve policy minimums.
Attachment 4
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IV – 8
4.6. At least annually present the Board with information about the District’s financial reserves and schedule
an opportunity for the public to comment thereon.
Treasury, Investment and Debt Management
4.7. Not indebt the organization, except as provided in the District Act, and in an amount greater than can
be repaid by certain, otherwise unencumbered, revenues within 90 days, or prior to the close of the
fiscal year.
4.7.1. Not issue debt (long or short-term obligations that are sold within the financial marketplace)
that conflicts with the District Act or the legal authority of the District without Board
authorization;
4.7.2. Not issue debt without a demonstrated financial need;
4.7.3. Meet debt repayment schedules and covenants of bond documents;
4.7.4. Establish prudent District Debt Policies that are consistent with Board policies and provide
guidance to employees in regards to administering the debt programs and agreements,
including consideration for the appropriate level of debt for the District to carry and structuring
debt repayment to address intergenerational benefits;
4.7.5. Be consistent with the District’s Debt Policies and any addendums when issuing debt;
4.7.6. Maintain strong credit ratings and good investor relations.
4.8. Not use any unappropriated long-term reserves or undesignated fund balance.
4.9. Not invest or hold funds of the District in accounts or instruments that are inconsistent with the following
statement of investment policies:
4.9.1. Public funds not needed for the immediate necessities of the District should, to the extent
reasonably possible, be prudently invested or deposited to produce revenue for the District
consistent with the Board Investment Policy and applicable law.
4.9.2. The Treasurer or his or her designee shall submit quarterly investment reports to the Board as
specified under Government Code Section 53646.
4.9.3. No investments will be made in fossil fuel companies with significant carbon emissions
potential. See BAO Interpretation
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General Accounting
4.10. Not invoice/charge or demand payment from water customers (raw, ground, treated, or recycled) of the
District that is inaccurate, illegal, and inconsistent with District and Board policies.
4.11. Not conduct unbudgeted interfund transfers in any amount greater than can be repaid by certain,
otherwise unencumbered revenues within 90 days, or prior to the close of the fiscal year.
4.12. Settle payroll and debts in a timely manner.
4.13. Not allow tax payments or other government ordered payments or filings to be overdue or inaccurately
filed.
4.14. Pursue receivables after a reasonable grace period in a timely and business-like manner.
4.15. Receive, process or disburse funds under controls which meet audit standards.
Attachment 4
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Title: Procurement
Category: Executive Limitations
Policy No. EL-5 Adopted: June 15, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
With respect to purchasing and contracts activities, use a fair, open and expeditious process and stay within
the Board’s authorized expenditures.
Further, a BAO shall:
5.1. Not make a single purchase, contract, 3rd party claim settlement of liability, or any other financial
commitment in amounts greater than the following, unless authorized by the Board. See BAO
Interpretation
5.1.1. For Construction Contracts—$25,000.
5.1.2. For Consultant Service Contracts—$225,000.
5.1.2.1. For financial auditing services contracts, the term of the contract shall not exceed (5)
fiscal year periods subject to audit and the contract shall not be awarded to the same
auditing firm for consecutive terms.
5.1.3. For any other services, supplies and equipment, and other financial commitments—The
amount specified in the Board-approved budget.
5.1.4. For Settlement of 3rd Party Claims—$50,000.
5.1.5. For Legal Services as determined necessary in the sole discretion of the District Counsel,
including but not limited to: external legal counsel, expert consultants, expert witnesses,
investigators, arbitrators, mediators, and other professionals, to provide services relating to,
existing and potential, judicial, administrative, and alternate dispute resolution proceedings or
legal matters of interest to the District – No limit; provided District Counsel informs the Board
immediately of the retention of external legal counsel and the necessity therefore, pursuant to
EL-7.11.
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5.1.6. For Imported Water Management Contracts—No limit; the CEO will inform the Board on a
timely basis of Imported Water Management Contracts executed.
5.1.7. For Capital Construction Contracts—$100,000 in budget adjustments to capital projects within
the same fund in the fiscal year.
5.2. Not make a single purchase, contract, or any other financial commitment without a competitive
procurement process, unless authorized by the Board or one of the following exemptions is applicable:
See BAO Interpretation
5.2.1. Financial commitments less than or equal to $25,000.
5.2.2. Financial commitments resulting from an agreement with a governmental agency or regulated
utility, including revenue and cost sharing agreements as well as grant matching fund
commitments. This exemption does not apply to grant applications or agreements whereby
the District receives federal funds.
5.2.3. Financial commitments resulting from imported water management agreements, so long as
the CEO informs the Board of the commitment on a timely basis.
5.2.4. Financial commitments resulting from the purchase of services, supplies, and equipment that
are essential to promptly attend to an emergency as defined in Public Contract Code
Section 1102.
5.2.5. Leases for District occupied facilities or payments for miscellaneous facility services, such as
telephone, electricity, gas, and water, where rates or prices are fixed by legislation or by
Federal, State, County or municipal regulations.
5.2.6. Payments required by statute, regulation or ordinance.
5.2.7. Rebates and refunds made pursuant to District water conservation rebate and refund
programs.
5.2.8. Payments to public utilities to relocate or install their utilities made necessary by District public
work projects.
5.2.9. Payments for legal services, so long as District Counsel informs the Board immediately of the
retention of outside counsel and the necessity for such retention of outside counsel, pursuant
to EL-7.11.
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5.2.10. Procurements of education services from non-profit institutions, such as public schools or
universities.
5.2.11. Procurements less than or equal to $50,000 if, within the period of 1 month, advertising or
posting for identical services, supplies, and equipment have failed to secure responsive
proposals and, in the opinion of the BAO or BAO’s procurement designee, further advertising
or posting will not alter this result.
5.2.12. Procurements less than or equal to $50,000 or consultant services contracts less than or
equal to $225,000, so long as documented justification for the non-competitive procurement
satisfies the standard specified in Executive Limitation 5.2.12.1 or 5.2.12.2 and such
documented justification is submitted for review to the BAO or BAO’s procurement designee,
and is approved.
5.2.12.1. The best interest of the District cannot be served through a competitive
procurement because only one firm exists that can provide the service, supply, or
equipment, and there is not an available equivalent to meet the District’s minimum
needs. (sole-source)
5.2.12.2. The District’s need for the service, supply, or equipment is of such an unusual and
compelling urgency that the District would suffer substantial harm, unless it is
permitted to acquire the service, supply, or equipment on a non-competitive basis.
(single-source)
5.3. Not allow any sponsorship greater than $2,500, unless authorized by the Board. See BAO
Interpretation
5.4. Not allow for any sponsorships, contributions, or memberships that do not have a nexus to the District’s
mission, vision or Board governance policies. See BAO Interpretation
5.5. Not allow the splitting of orders to avoid the limits set forth in EL-5. See BAO Interpretation
5.6. Not use consultant services if the work can be accomplished at the appropriate skill level by existing
District employees. See BAO Interpretation
5.7. Consider the consultant’s past performance history with the District prior to allowing the District to enter
into a consultant agreement. See BAO Interpretation
5.8. Provide access to opportunities for small and local businesses in providing services to the District. See
BAO Interpretation
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5.9. Operate with written purchasing policies and procedures relating to non-competitive acquisition
practices, to avoid conflicts of interest, favoritism, and to assure legal and fiscal compliance. See BAO
Interpretation
5.10. Apply procurement policies and practices that support environmental stewardship to include extended
producer responsibility and the reduction of hazardous and solid waste generation. See BAO
Interpretation
Attachment 4
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Title: Asset Management
Category: Executive Limitations
Policy No. EL-6 Adopted: June 15, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
The BAOs shall protect and adequately maintain corporate assets.
Further, a BAO shall:
6.1. Not unnecessarily expose the organization, its Board and employees to claims of liability.
6.2. Protect intellectual property, information, and files from loss or significant damage.
6.2.1. Retain records in accordance with Records Retention Schedules, as adopted by Board
resolution, including:
6.2.1.1. Permanently retain the video recordings of the Board of Director meetings.
6.2.1.2. Permanently retain the audio recordings of the Board Committee meetings.
6.3. Prepare the organization to respond and recover from an emergency or disaster. See BAO
Interpretation
6.4. Maintain an Asset Management Program. See BAO Interpretation
6.5. Protect water rights and rights of way. See BAO Interpretation
6.6. Maintain adequate insurance. See BAO Interpretation
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Real Property
6.7. Acquire, encumber or dispose real property interest, only when authorized by the Board or one of the
following exemptions is applicable:
6.7.1. The acquisition of real property interest is part of a Board-approved project, the purchase
price does not exceed $500,000, and the acquisition meets the following criteria:
6.7.1.1. The purchase price equals the statutory offer of just compensation established
for the property interest by a State of California licensed appraiser; or
6.7.1.2. The negotiated purchase price does not exceed 10% above said statutory offer
of just compensation.
6.7.1.3. To provide public transparency, the CEO will provide a written report to the
Board, in open session, prior to acquisition, of anticipated properties to be
acquired under EL-6.7.1. In addition, a summary of the properties that have
been acquired under EL-6.7.1, including the respective statutory offer of just
compensation and final negotiated values will be reported to the Board quarterly.
6.7.2. The disposition is a temporary construction easement (TCE) held by the District on lands
owned by others when the TCE is no longer needed.
6.7.3. The execution of a correction deed is necessary.
6.7.4. The acquisition or dedication is a permanent or temporary real property interest required to be
purchased to meet District obligations to provide such interests under a contract eligible for
federal cost-sharing, provided that such acquisitions otherwise meet the requirements of State
law.
6.7.5. The acquisition is a dedication of real property interests and acceptance of the dedication is
not anticipated to subject the District to unreasonable liability.
6.7.6. The encumbrance is a lease or rental agreement granting the District a possessory real
property interests as a lessee or tenant and the District’s total financial obligation under the
Lease does not exceed the amount specified in the Board-approved annual budget for any
such Lease.
6.7.7. The disposition is a lease or rental agreement that: (a) conveys only possessory interests in
District real property that the District has no need to use during the term of the Lease; (b) can
unilaterally be terminated at the District’s convenience by providing at least 90 days prior
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notice; and (c) does not provide rights to construct any improvement whatsoever, without the
tenant obtaining a written District permit issued pursuant to the District’s permitting
procedures.
6.7.8. The encumbrance is a license or right-of-entry granting the District non-possessory real
property interests.
6.7.9. The disposition is a revocable license or right-of-entry that grants non-possessory real
property interests so long as the term of any such license or right-of-entry does not exceed
two years or the District reserves the right to revoke any such license or right-of-entry at will,
and any such license or right-of-entry does not grant the right to construct any permanent
improvement on District real property that is incompatible with District purposes.
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Title: Communication and Support to the Board
Category: Executive Limitations
Policy No. EL-7 Adopted: June 15, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
The BAOs shall inform and support the Board in its work.
Further, a BAO shall:
7.1. Inform the Board of relevant trends, anticipated adverse media coverage, or material external and
internal changes, particularly changes in the assumptions upon which any Board policy has previously
been established. See BAO Interpretation
7.2. Inform the Board of the intent to approve a collaborative agreement and keep the Board informed on an
ongoing basis.
7.3. Inform the Board of the intent to undertake negotiation of any imported water management agreement
connected with proposed land development or involving a private or non-governmental party and keep
the Board informed of imported water management activities on an ongoing basis. See BAO
Interpretation
7.4. Marshal for the Board as many employee and external points of view, issues and options as needed for
fully informed Board choices. See BAO Interpretation
7.5. Deal with the Board as a whole except when (a) fulfilling informal or oral individual requests for
information or (b) responding to officers or committees duly charged by the Board. Responses to formal
“Board Member Requests” should be given to the entire Board. See BAO Interpretation
7.6. Report in a timely manner an actual or anticipated noncompliance with any policy of the Board. See
BAO Interpretation
7.7. Supply for the consent agenda all items delegated to the BAOs yet required by law or contract to be
Board-approved. See BAO Interpretation
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7.8. Obtain the concurrence of the Chair of the Board of Directors, or the Chair’s designee, prior to
communicating a position on legislation:
7.8.1. Inform the Board regarding positions on legislation communicated on behalf of the District no
later than the next regularly scheduled Board of Directors meeting.
7.9. Respond to individual Board member requests and Board requests within 30 calendar days, except as
follows: See BAO Interpretation
7.9.1. For Board member and Board requests for information, a BAO shall respond within 30
calendar days of the initial Board member request. In the event that the responsible BAO
determines that a Board request will require more than 30 calendar days to complete, the
BAO shall inform the Board within 30 calendar days of receiving the request. Upon making
this notification, the BAO shall also specify the expected completion date for the request.
7.9.2. For Board member requests determined by a BAO to be non-routine and require redirection of
District employees to the detriment of their normally assigned duties, the BAO shall agendize
that request and report to the Board that fulfilling the request will require substantive work and
request direction from the Board on whether to proceed with fulfilling the request.
7.10. Make available to the public agendas and employee reports, if available, containing recommendations
about any item on the agenda of a regular public meeting of the Board, or of a public hearing conducted
by the Board, or of a Board Standing or Ad Hoc Committee, no later than 10 days prior to the date of
such a meeting or hearing except for the following reports, which shall be made available as soon as
possible: See BAO Interpretation
7.10.1. Reports relating to a contract award, if the contract has been considered at a prior Board
meeting;
7.10.2. Reports recommending Board action necessary to meet a legal deadline, including a deadline
for a grant funding application;
7.10.3. Reports conveying a recommendation from a Board committee;
7.10.4. Reports recommending immediate Board action to address urgent health, safety, or financial
matters identified in the report;
7.10.5. Supplemental reports conveying additional information received after the initial report was
released.
Attachment 4
Page 18 of 21
Page 39
IV – 19
If a recommendation in an employee report is revised based upon direction from a member of the
Board, the revision shall be disclosed in the applicable report.
7.11. Retain or employ adequate legal counsel to advise and represent the District and report to the Board
the retention of employment of such counsel; inform the Board about threatened or pending litigation; or
provide quarterly reports to the Board describing legal activity, status of litigation, cost of external legal
counsel, and significant current and potential claims against the District.
7.12. Include in minutes of meetings of the Board, a report of the actions taken in closed session at that
meeting in accordance with Section 54957.1 of the Government Code.
Attachment 4
Page 19 of 21
Page 40
IV – 20
Title: Inclusion, Equal Employment Opportunity, Discrimination/Harassment Prevention and
Diversity
Category: Executive Limitations
Policy No. EL-8 Adopted: August 3, 1999
Chair: Larry Wilson
Latest Revision: July 28, 2014
Chair: Tony Estremera
The Board of Directors revised and adopted this policy at its public meeting on the latest revision date.
The BAOs shall promote conditions that ensure a work environment that is diverse and inclusive, free of
discrimination and harassment, and that provides equal opportunity employment.
Further, a BAO shall:
8.1 Provide leadership in diversity and inclusion that is open, honest, and fair. Management and
employees will demonstrate the highest standards of personal integrity, honesty, and conduct to inspire
trust and foster collaboration with each other, customers, and the community.
8.2. Not allow District’s employees, agents, or contractors to discriminate, harass, or allow harassment
against any applicant, employee, customer, or other person on the basis of sex (which includes
pregnancy, childbirth, breastfeeding and medical conditions related to pregnancy, childbirth or
breastfeeding), race, religion, color, national origin (including language use restrictions), ancestry,
religious creed (including religious dress and grooming practices, political affiliation, disability (mental
and physical, including HIV or AIDS), medical condition (cancer and genetic characteristics), genetic
information, marital status, parental status, gender, age (40 and over), pregnancy, military and veteran
status, sexual orientation, gender identity and gender expression, the exercise of family and medical
care leave, the exercise of pregnancy disability leave, or the request, exercise, or need for reasonable
accommodation.
With respect to employees, these requirements apply to employment actions which include, but are not
limited to, the following: recruitment, hiring, employment, utilization, promotion, classification or
reclassification, transfer, recruitment, recruitment advertising, evaluation, treatment, demotion, layoff,
termination, rates of pay or other forms of compensation, and selection for professional development
training (including apprenticeship).
8.3. Require employees at all levels of District employment be aware that they share in the responsibility to
ensure a work environment free of discrimination and harassment prohibited by this policy.
8.4. Refer to Human Resources for discipline any manager or supervisor who is aware of unlawful
harassment or discrimination by his or her employees, but fails to take appropriate action.
8.5. Take positive and innovative action to provide equal opportunity.
Attachment 4
Page 20 of 21
Page 41
IV – 21
8.5.1 Assure that persons from all segments of our community are given a fair and equal opportunity
to qualify for employment and advancement within the District’s work force.
8.6. Not allow potential barriers to employment of members of protected groups to exist within an individual
BAO’s authority.
8.7. Consistent with legal requirements, assure that the District’s work force fairly represents the
composition of individuals in the available labor market who possess the requisite job skills.
8.8. Operate in a manner that ensures that employees at all levels of District employment use sound
personnel practices that apply equally to all.
8.9. Ensure that all people are welcomed and included, and everyone is treated with fairness, dignity, and
respect.
Attachment 4
Page 21 of 21
Page 42
Overview of Information Systems
Master Plan, Investments & Policies
Sudhanshu “Ashu” Tikekar, Deputy Administrative Officer
Attachment 5
Page 1 of 27
Page 43
Outline
• Plan Findings & Recommendations
• Investment Strategies
• Board Policies and Executive
Limitations
2 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 2 of 27
Page 44
Background
• District operates and maintain a large
infrastructure
• Information Technology (IT) plays a key role
• District’s lack of life cycle planning for IT
• ISMP outcomes:
1. Reduce Redundancy
2. Reduce Complexity
3 Increase Integration
|
3. 3 Overview of ISMP, Investments &
Policies
Attachment 5
Page 3 of 27
Page 45
ISMP Findings
1. Historically, the District has not treated
information technology as a critical asset.
2. IT infrastructure lacks a business
continuity plan to recover from a major
disaster.
3. The IT application portfolio is complex,
redundant, and not well integrated.
4 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 4 of 27
Page 46
ISMP Findings
4. The District is not fully leveraging the
capabilities of its critical software systems.
5. Many technology infrastructure
components are aging or at end-of-life.
6. IT service delivery lacks sufficient
structure and is somewhat reactive.
7. Critical skill gaps exist within IT.
5 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 5 of 27
Page 47
ISMP Recommendations
32 recommendations in 4 categories
1. Applications
2. Technical Infrastructure
3. IT Service Delivery
4. IT Decision Making
6 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 6 of 27
Page 48
ISMP Progress since 2012
Complete In Progress Proposed Pending
Applications 3 7 6 3
Technical Infrastructure 1 2 1 –
IT Service Delivery 5 – 1 –
IT Decision Making 1 1 1 –
7 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 7 of 27
Page 49
Applications: Projects Completed
(A2) Enhance Water Use Efficiency rebate program database:
• Added Residential Washer Rebate module.
• Added Water Wise House Calls module.
• Added Residential / Non Residential High Efficiency Toilet
(HET) Rebate module.
• Added Commercial Washer Rebate module.
(A3) Implement cross platform methods for emergency and other
customer communications:
• Completed Flood Warning Webpage pilot project.
8 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 8 of 27
Page 50
Applications: Projects Completed
(A8) Create a unified asset registry:
• In collaboration with District-wide Asset Management Unit (AMU),
deployed Maximo Asset Hierarchy for Watershed and Water Utility.
(A9) Enhance Maximo for district wide asset and work management:
• In collaboration with AMU, implemented the Maximo Improvement
Project.
• In collaboration with AMU, deployed role based user Start Centers and
Key Performance Indicators (KPIs).
• Completed CARA/ICAM stabilization project.
• Implemented Maximo Timesheet Integration with PeopleSoft (for
Operations & Maintenance Engineering and Watersheds Fields
Operations).
• Completed Maximo upgrade from 7.1.1.4 to 7.1.1.13 (to prepare for the
|
major upgrade to 7.5 in FY16).
9 Overview of ISMP, Investments &
Policies
Attachment 5
Page 9 of 27
Page 51
Applications: Projects Completed
(A14) Implement Fee & Easement System:
• Completed the Fee & Easement system.
• Developed the Real Estate Services Unit system (RESUDB).
(A16) Implement an ecological monitoring information management system:
• Completed Surface Water Quality Module.
• Provided interface for loading of Water Temperature data.
(A17) Implement a watershed mobile asset collection application:
• Developed a GIS-based mobile Asset Inventory and Inspection system for
Watershed.
• Developed a GIS-based mobile Inspection System for Water Utility.
• Developed and implemented a GIS-based mobile Violations application
|
for Community Projects Review Unit (CPRU).
10 Overview of ISMP, Investments &
Policies
Attachment 5
Page 10 of 27
Page 52
Applications: Projects Completed
(SD4) Select preferred long term application development
platforms:
• Database Design: Oracle SQLDeveloper/ SQLModeler
• Interactive Development Environment: Oracle Application
Express (APEX).
• Reporting: Oracle Business Intelligence Enterprise Edition
(OBIEE).
• OS Platform: Windows and Linux.
11 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 11 of 27
Page 53
Applications: Proposed/In Progress
(A1) Enhance Customer self service and CRM capabilities
• Redesign External page in collaboration with Communication Unit (FY16)
• Research/Develop interactive applications and self service applications
(Online Payment, Online Permits…) FY16
(A16) Implement an ecological monitoring information management system:
• Add Wildlife Module
(DM2) Develop a GIS Master Plan
• Prepare RFP for vendor selection
12 | IT Program Update
Attachment 5
Page 12 of 27
Page 54
Applications: In Progress
PeopleSoft Upgrade & Expansion
• Project Manager on board
• Upgrade Roadmap formed
• Upgrade Steering Committee Formed
• Budget allocated for Upgrade
• High-Level Requirements done with HR,
Finance, and Procurement
13 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 13 of 27
Page 55
Technical Infrastructure: Completed
Implemented 4 year PC replacement (TI1)
Implemented wireless networking (TI4)
Implemented mobile communications and
computing strategy and policies (DM3)
Implemented microwave communications
14 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 14 of 27
Page 56
Technical Infrastructure: In Progress
• WU Wireless Networking (TI4)
• Standardize on current support
technology
Microsoft Office Software
Legacy Microsoft Windows servers
Directory Service
15 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 15 of 27
Page 57
IT Service Delivery
• Completed:
• Realigned organizational structure
• Structured service methodology
• Structured system development life cycle
methodology
• Long-term application development platform
• Adopted targeted training plans
• Proposed: Staff succession plan
16 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 16 of 27
Page 58
IT Decision Making
• 3 Areas were identified in the plan
• Policy for Mobile computing and
communication (Completed)
• Enterprise GIS Master Plan (FY 16)
• Refine IT governance structure and
processes (in progress)
17 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 17 of 27
Page 59
Investment Strategies
Operating Expenditures
10,000,000
12,000,000
6,000,000
8,000,000
4,000,000

2,000,000
2010 2011 2012 2013 2014 2015 (budget) 2016 (budget)
18 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 18 of 27
Page 60
Investment Strategies
Capital Expenditures
5,000,000
6,000,000
3,000,000
4,000,000
1 000 000
2,000,000

1,000,000
2010 2011 2012 2013 2014 2015 (budget) 2016 (budget)
19 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 19 of 27
Page 61
Investment Strategies
$ 16,000,000
$18,000,000
$12,000,000
$14,000,000
, ,
$8,000,000
$10,000,000
Capital Expenditures
Operating Expenditures
$4,000,000
$6,000,000
$0
$2,000,000
2010 2011 2012 2013 2014 2015
(budget)
2016
(budget)
20 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 20 of 27
Page 62
Investment Strategies
• Long-term strategies center around:
• Security
• Comprehensive Technology Program
• Employee Training
21 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 21 of 27
Page 63
Investment Strategies: Applications
• Timely Software Upgrades: Software upgrades is part of a
with funding a Capital project available. Enterprise systems will
be upgraded in a timely manner.
• Applications Consolidation: Redesign / replace redundant
applications to improve data integrity and reduce footprint,
maintenance & support.
• Redesign External Website: Responsive design, targeting
mobile users. Include more GIS based, interactive
applications.
22 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 22 of 27
Page 64
Investment Strategies: Applications
• ERP PeopleSoft Upgrade
• Budget tool Upgrade
• IT Disaster Recovery initiative with plan
and implementation
• New Project Planning and Project
Management solution
23 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 23 of 27
Page 65
Investment Strategies: Technical Infrastructure
• IT/SCADA Cyber Security Vulnerability
Assessment
• Campus Computer Network Upgrade
• WU Computer Network Upgrade
• Pacheco Pump Plant Voice and Data
Modifications
• Unified Messaging
• Voice over IP (VOIP)
24 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 24 of 27
Page 66
Investment Strategies: Training
• Establish a comprehensive IT workforce
development training program
• Business technology driven
• Consists of skill set assessment studies
• Workforce is ready for the technologies of
tomorrow
25 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 25 of 27
Page 67
Board Policies & Executive Limitations
• Board Policies
• Safe, Clean Water
• Reliable Supply
• Healthy, Safe Environment
• Water Resource Stewardship
• Executive Limitations
• Most relevant is asset protection
|
26 Overview of ISMP, Investments &
Policies
Attachment 5
Page 26 of 27
Page 68
Overview of ISMP, Investments & Policies
Questions & Answers
27 | Overview of ISMP, Investments &
Policies
Attachment 5
Page 27 of 27
Page 69
This Page Intentionally Left Blank
Page 70
Committee:
Meeting Date:
Information Technology Ad Hoc
06/22/15
Agenda Item No.: 5.2
Unclassified Manger: Sudhanshu Tikekar
Email: stikekar@valleywater.org
COMMITTEE AGENDA MEMO
SUBJECT: Technology Upgrade of the Boardroom (Audio/Visual System)
RECOMMENDED ACTION:
This is an information only item and no action is required.
SUMMARY:
Boardroom audio visual is extensively used for the purpose of Board public meetings, general District and
community events that are business, educational, outreach or celebratory in nature, and by District’s
departments, divisions and units for various group meetings. The system uses dated technology that does not
meet the current digital and high definition broadcasting standards.
Staff has performed extensive additional review of the system along with a stakeholder input. In order to
comply with the latest high definition broadcast standards, and features, staff recommends a major technology
upgrade of the audio visual system in the Boardroom. The estimated project cost, including design,
construction, staff labor, and contingency is $600,000.
The primary objectives for the technology upgrade are as follows:
A. Improve the Boardroom experience for the public by implementing a state-of-the-art audio visual
system that is social media friendly.
B. Create a high quality, user-friendly AV system with enhanced capabilities for person(s) with disabilities.
C. The audio visual system should be able to support a virtual Boardroom that allows for virtual
participation of the public and social media (Upon approval by the Board).
D. The system should be able to support an electronic voting (e-voting) system (Upon approval by the
Board) in the near future.
E. Implement an end-to-end system that complies with the latest standards of high definition broadcast.
F. Based upon the stakeholder review, incorporate new features and enhancements to improve the
experience of a Boardroom event.
BACKGROUND:
The current audio visual system was designed in 1997 and built in 2000. The core and the functionality of the
system was analog-based. A minor retrofit was performed in 2006 to add additional features based upon user
feedback.
Page 1 of 2
Page 71
The technology is obsolete, and very hard to support and maintain on a regular basis. The reliability of this outdated
system is unpredictable, and on many occasions it has experienced failures. Such failures sometimes
have resulted in expensive repair costs, and potential delays in bringing the system online for the meetings.
Another challenge Finding professional support for the existing system by mainstream vendors and
manufacturers is also very challenging. The components of the system also do not meet the latest ENERGY
STAR rating standards.
The new system will enhance transparency as recommended in the recent audit. It will also provide a better
customer experience online when community members are viewing Board meetings remotely.
ATTACHMENT(S):
None
Page 2 of 2
Page 72Agenda Item No.: 5.2
Unclassified Manger: Sudhanshu Tikekar
Email: stikekar@valleywater.org
COMMITTEE AGENDA MEMO
SUBJECT: Technology Upgrade of the Boardroom (Audio/Visual System)
RECOMMENDED ACTION:
This is an information only item and no action is required.
SUMMARY:
Boardroom audio visual is extensively used for the purpose of Board public meetings, general District and
community events that are business, educational, outreach or celebratory in nature, and by District’s
departments, divisions and units for various group meetings. The system uses dated technology that does not
meet the current digital and high definition broadcasting standards.
Staff has performed extensive additional review of the system along with a stakeholder input. In order to
comply with the latest high definition broadcast standards, and features, staff recommends a major technology
upgrade of the audio visual system in the Boardroom. The estimated project cost, including design,
construction, staff labor, and contingency is $600,000.
The primary objectives for the technology upgrade are as follows:
A. Improve the Boardroom experience for the public by implementing a state-of-the-art audio visual
system that is social media friendly.
B. Create a high quality, user-friendly AV system with enhanced capabilities for person(s) with disabilities.
C. The audio visual system should be able to support a virtual Boardroom that allows for virtual
participation of the public and social media (Upon approval by the Board).
D. The system should be able to support an electronic voting (e-voting) system (Upon approval by the
Board) in the near future.
E. Implement an end-to-end system that complies with the latest standards of high definition broadcast.
F. Based upon the stakeholder review, incorporate new features and enhancements to improve the
experience of a Boardroom event.
BACKGROUND:
The current audio visual system was designed in 1997 and built in 2000. The core and the functionality of the
system was analog-based. A minor retrofit was performed in 2006 to add additional features based upon user
feedback.
Page 1 of 2
Page 71
The technology is obsolete, and very hard to support and maintain on a regular basis. The reliability of this outdated
system is unpredictable, and on many occasions it has experienced failures. Such failures sometimes
have resulted in expensive repair costs, and potential delays in bringing the system online for the meetings.
Another challenge Finding professional support for the existing system by mainstream vendors and
manufacturers is also very challenging. The components of the system also do not meet the latest ENERGY
STAR rating standards.
The new system will enhance transparency as recommended in the recent audit. It will also provide a better
customer experience online when community members are viewing Board meetings remotely.
ATTACHMENT(S):
None
Page 2 of 2
Page 72

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9 thoughts on “SCVWD BOARDROOM LIES WHEN THEY JUST NEED TO USE WHATS THERE. AV UPGRADE//

  1. Pingback: #SCVWD Board Members, Insiders Question Multimillion-Dollar Contract Pushed by Water District CEO | pgoeltz

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  3. Pingback: @VALLEYWATER.ORG @SANTA CLARA VALLEY WATER DISTRICT #scvwd valley water.org #SCVWD #VALLEYWATER.ORG#SANTACLARALLE | tomtolosky

  4. Pingback: SCVWD ceo-staff-misled-water-district-board-about-rmc-contracts/ READ AUDIT 2012 | tomtolosky

  5. Pingback: scvwd-boardroom-lies-when-they-just-need-to-use-what’s-there-av-upgrade/ | pgoeltz

  6. Pingback: #SCVWD @SCVWD SUCKS DEEP KEEPS MANAGERS | pgoeltz

  7. Pingback: @SCVWD BIDDING ON AV TECH POSITION? | tomtolosky

  8. Pingback: @SCVWD (IT) Ad Hoc Committee Disbanded | tomtolosky

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