[0:05] >> Welcome to the Governance Committee meeting on August 6th.
[0:08] Do I need to say that again for the purpose of the record?
[0:11] Am I good to go?
[0:12] We do not have anyone participating remotely today.
[0:15] We'll go on to the main item.
[0:17] The next order of business will be roll call.
[0:20] Madam clerk please call roll call.
[0:27] [Roll call]
[0:31] >> All present.
[0:32] Let the record show that there is a quorum.
[0:39] For the purposes of this meeting.
[0:40] The next item on the agenda will be public comment.
[0:44] This is an opportunity for any member of the public
[0:46] to address the Committee on items
[0:48] that are not on the agenda.
[0:51] Madam clerk is there any public comment?
[0:54] >> No comments at this time.
[0:57] >> I'm taking a picture of this real quick.
[1:00] We we'll move on.
[1:03] The agenda review unless there's any objections
[1:06] comment we'll consider the agenda today approve.
[1:08] Hearing none.
[1:09] That shall be the order of.
[1:11] We move to consent.
[1:12] Only one item on consent.
[1:14] The items from the last meeting.
[1:17] Madam Clerk is there any public comments on consent agenda?
[1:21] >> No comments.
[1:23] >> Thank you.
[1:24] Now is there a motion to approve the >> So second.
[1:30] Those in favor say aye.
[1:31] The record shows the motion has been adopted unanimously.
[1:34] We'll move to the main event here.
[1:37] The regular agenda item.
[1:38] We have one item but it's a very important item.
[1:40] We're going to talk about administration consideration
[1:43] to meet the challenge of a large governing board in 2027.
[1:48] Don.
[1:49] There you are.
[1:50] I was going to defer to you over there.
[1:54] >> Thank you.
[1:55] Madam chair and fellow directors.
[1:58] My apologies I thought we were going
[2:00] to be in the dark in August.
[2:01] We need some time to put some things together
[2:03] to meet with folks to come up with some recommendations today.
[2:06] Our agenda and next slide please comment Teresa.
[2:10] We'll just spend a few minutes reviewing
[2:13] what I think are some action items from the last meeting
[2:17] comment which were focused on JPA structure.
[2:19] Then we'll talk about not really recommendations,
[2:23] they're more like ideas.
[2:25] Throwing out ideas perhaps utilizing the committees
[2:29] or changing the committees that we
[2:31] have to be able to have fewer items on the regular calendar
[2:36] for the large board meeting.
[2:38] Part of that will be meeting rules as well.
[2:41] These are throughout conversation
[2:44] I've had with other CaaS as well as general counsel.
[2:48] And psycho which the chair and I attended.
[2:52] Some other considerations that won't necessarily
[2:56] be JPA or by law amendments.
[2:58] Just other considerations to move forward.
[3:02] I looking for direction in the next steps.
[3:05] As we're going through this, you do not
[3:07] need to wait till the fifth agenda item to ask questions.
[3:11] This is a dialog back and forth to see
[3:14] if we can get to a recommendation
[3:16] to the larger board this year.
[3:18] Next slide, please.
[3:20] Just a snapshot of where we are.
[3:24] I'll look at the top left there.
[3:27] So back in June we met.
[3:29] We talked about JPA structure.
[3:32] The first half of this discussion, today
[3:36] is the second half.
[3:38] We confirmed with the governance committee
[3:40] that voting issues will be deferred until the new members
[3:43] join the board.
[3:45] We are less than a year away.
[3:48] Then we did have some recommendations.
[3:51] I feel like we landed on some action items regarding,
[3:55] let's remove the associate members.
[3:58] They're there because of the Empire program.
[3:59] There's no activity.
[4:01] Every time we make an amendment to the JPA
[4:03] we contact all members, including the associates.
[4:06] I always get a call.
[4:08] What is this?
[4:10] >> It's confusing.
[4:12] >> It is.
[4:13] We also have landed on settle on only elected officials
[4:17] are going to be board members.
[4:19] That can be a JPA amendment that we take back to the larger board
[4:22] later this year.
[4:23] Then we touched on compensation.
[4:25] I think maybe mileage could be a substitute for let's say
[4:31] $100 meeting of attendance.
[4:33] I think that's something we could take to the larger board
[4:37] before we go to an amendment.
[4:38] We had a lot of discussion.
[4:41] Most of it on the voting.
[4:43] Which will be deferred until next year.
[4:47] >> One thing, John, like on those items and compensation
[4:50] for transportation and so forth.
[4:52] What I'd like to do is for this board
[4:55] to make a recommendation to the full board.
[4:57] So we can have that discussion here.
[5:00] We are not having to have a full blown start from scratch
[5:05] discussion there.
[5:06] That decision has to be made there.
[5:08] I'd really like to make so we are making that recommendation.
[5:13] >> My thought is, thanks for bringing that up chair,
[5:15] my thought is going to be at the end of this that we meet
[5:18] in September.
[5:19] This group.
[5:20] We'll talk about the first meeting and second meeting
[5:22] and what we want to do to take it to the board.
[5:25] So we'll be doing that in September.
[5:27] So staying on the left column there, so board discussion.
[5:31] We want to move the discussion from the governance committee
[5:35] to the board and we just touched on that and timing.
[5:38] To the top right, outreach.
[5:40] This is an eight JPA structure, but we just
[5:44] started the recruitment for five outreach specialists.
[5:47] We have Lisa and we have Gina.
[5:49] We have 26 communities to touch.
[5:51] We are going to be able to do that with the right staffing
[5:54] and we're already starting that recruitment.
[5:56] We've already touched many of these expansion communities
[5:59] already.
[6:00] And then as a reminder, we're ten months away
[6:04] from the new folks joining us.
[6:06] 11 months.
[6:07] Next slide, please.
[6:08] I mentioned the ideas that we have for today.
[6:13] I talked to two of the larger Kas.
[6:15] One was in Los Angeles and another one in the Bay area.
[6:20] As well as I talked to the general
[6:23] Counsel's office for ideas, as well as
[6:26] got some wealth of information from the folks at Sacog as well.
[6:30] The next slide, please.
[6:32] Let's first there is the first topic
[6:36] to address, regarding how to limit maybe
[6:41] the number of topics.
[6:42] How to make business more efficient with a large board.
[6:46] Is the consideration of committees.
[6:48] All of you know this, but we've got the wording in there
[6:52] that this and committees can be really
[6:55] powerful come as you know, that's why we're here today.
[6:58] So we do not have to take these issues
[6:59] to the board from scratch.
[7:01] And go through these long conversations.
[7:05] There's two types of committees: The standing committee,
[7:10] which this one is.
[7:12] Covering finance governance, operations, policy.
[7:15] The Brown Act.
[7:16] My last comment there was as we grow
[7:19] in size as well as the possibility of public comments.
[7:24] We could always if there's an item that
[7:29] isn't materially changed from the committee, then taken
[7:32] to the board.
[7:33] We could omit public comment.
[7:35] I think as I had a conversation with the chair
[7:38] before this, is probably better ways to say
[7:40] we'd like to put it in consent.
[7:43] >> I'd like to do that.
[7:44] Just put it on consent.
[7:45] I'm less inclined to disallow public comment.
[7:48] The concept is the same.
[7:51] And we've already fleshed out the issues
[7:53] and had the discussion at the committee level.
[7:55] So this is on consent and unless someone
[7:58] has a question or concern, then they can pull it
[8:00] and we can have that.
[8:01] So using that.
[8:04] >> So start disallowing public comment comment starts to erode
[8:07] transparency and trust.
[8:10] >> It is allowed but sometimes --
[8:13] >> We would have allowed public comment at the standing
[8:15] committee meeting.
[8:16] That's why we're able to.
[8:19] >> Yes.
[8:20] >> Nobody tracks the committee.
[8:22] You could tell by the community that's here to advise us today.
[8:28] >> That's right.
[8:30] >> Nobody tracks those.
[8:31] And oftentimes they only put you're going to get.
[8:35] And you know that.
[8:38] >> Yes.
[8:40] >> Just trying to clarify the record.
[8:43] >> Sometimes they are allowed, but doesn't mean
[8:45] they're the best practice.
[8:46] No worries.
[8:48] >> And to the right is the ad hoc committees, we have a few.
[8:52] As you know, these are narrow and topic
[8:55] and they're temporary are meant to be temporary.
[8:57] We have an exception to that.
[8:59] That is the industry procurement review committee,
[9:02] which is set up as an ad hoc committee.
[9:04] The last two years we have renewed it
[9:06] at the beginning of the year.
[9:08] As director Janet knows that committee as well.
[9:12] It's sensitive information.
[9:14] It would hurt us being able to close PPAs
[9:17] if we're putting that information out in the public.
[9:19] I've been talking with the general counsel on other ways
[9:23] that we can tighten that up.
[9:24] We'll bring those proposals to you later this year.
[9:28] >> Okay good.
[9:29] >> It's not perceived that this is a recurring committee,
[9:33] and it should be Brown acted.
[9:35] So we're working with general counsel on that.
[9:37] >> Should we say general counsel.
[9:40] >> That's David.
[9:42] >> That's someone else behind the current.
[9:44] >> The wizard behind the curtain.
[9:47] >> Firm behind me.
[9:49] >> That's right.
[9:51] >> The next slide please, Teresa.
[9:53] Just a review of our current committees.
[9:56] All of you at least have set on some of them
[9:59] that's why you're here on the governance.
[10:01] The Audit and Finance Committee where
[10:03] we oversee the audit, budgets, rates,
[10:06] and other significant events, such as prepaid.
[10:09] We talked about economic development
[10:11] with the Audit and Finance Committee.
[10:12] We have an expansion committee, this is ad hoc.
[10:16] This is looking at sign on expansion opportunities.
[10:19] Get opinions as well as review and impact assessment study
[10:22] before it goes to the board.
[10:24] We have not met this year, because we put expansion
[10:27] on hold until we get through governance issues.
[10:30] That is a committee out there.
[10:32] I just talked about the energy Procurement Review Committee
[10:35] where we focus on power purchase agreements that
[10:38] are greater than five years or other power supply events.
[10:40] We have today's governance committee, which is Brown acted.
[10:43] We have a risk oversight committee
[10:45] that's more the staff level.
[10:47] We do not have board members on it.
[10:49] It's a very important meeting that we have every quarter.
[10:51] Looking at compliance with our energy risk management policy
[10:54] and voting members on there as myself,
[10:57] general counsel, otherwise known as David.
[11:00] And Brad our Director of Finance.
[11:02] Then the Community Advisory Committee.
[11:04] This start we first introduce programs a few years back.
[11:09] This committee reports directly to me.
[11:13] Currently, we meet about every other month.
[11:17] Next slide.
[11:18] These are what I'd call proposed changes.
[11:23] These are just ideas, I want to get feedback on what works
[11:26] and what doesn't work.
[11:28] Audit and Finance Committee, I don't see any changes there.
[11:31] I think I like the scope there.
[11:32] It's brown active.
[11:33] The issues we talk about should be
[11:35] transparent in a active setting.
[11:37] I do not have any proposed changes there.
[11:40] I would like to get rid of and terminate the expansion.
[11:44] It's not because we're not going to ever expand again.
[11:47] I just think the topic -- we could really delete a committee
[11:52] and move that scope into the governance committee.
[11:57] And then I'd like to form or propose a new committee.
[12:02] Which would be the legislative and Regulatory Committee.
[12:06] Many CCAs do have one.
[12:07] This could be a group that meets 2 to 3 times a year.
[12:11] When we bring to you, for instance,
[12:14] the legislative and regulatory platform,
[12:16] there's a lot of work that goes behind that.
[12:19] That I think this committee could
[12:22] have value in having insight as well as input into that process.
[12:27] And so, height level is there to support the principal strategies
[12:32] and priorities of pioneer.
[12:36] Legislative and regulatory committee Committee.
[12:39] And then the last change I propose
[12:42] is I do not want to terminate the Community Advisory
[12:46] Committee.
[12:47] I know this is public meeting.
[12:48] I don't mind saying this.
[12:50] The current setup that we have has gone pretty stale.
[12:54] It's pretty much 5 to 7 folks show up every couple of months.
[12:58] We talk about programs.
[13:00] There's not a whole lot of creativity
[13:02] right now going on there.
[13:03] I think it's just because it's been pretty much
[13:06] the same setting, same folks number of years now.
[13:11] >> Run out of ideas, I think.
[13:13] >> That's fair.
[13:15] I'd like to shake this up.
[13:18] Make this a community advisory committee
[13:21] that's focused on outreach.
[13:25] Talking one of the larger CCAs down in Los Angeles,
[13:29] they have a community outreach or community advisory committee
[13:33] made up of two members from their various regions.
[13:37] It's a very large CC a.
[13:39] I think for us, we're going to have eight counties.
[13:41] I propose having two members, to citizens,
[13:45] have to be ratepayers too.
[13:49] That would be in each county to focus on outreach.
[13:53] Strategic partnerships.
[13:55] Again, programs.
[13:57] That is part of that discussion.
[14:01] And maybe sponsorship opportunities.
[14:03] And just give us a feel for what's
[14:05] going on there on assistant level and each county.
[14:08] This would be brown, I would propose.
[14:10] My thought here is in October is our next community
[14:14] advisory committee.
[14:15] I would form the current group of where we are going with this.
[14:19] Then probably by the end of the year
[14:22] when we know who the board members are
[14:23] going to be from the expansion territories,
[14:26] we could start the recruitment process
[14:28] to start filling up this committee.
[14:31] Idea, just to throw it out there, we can comment later.
[14:35] Just a change that I do propose on the community advisory.
[14:41] >> So the one thing on the committees is that and I mean
[14:46] the risk Oversight Committee and the Community Advisory Committee
[14:49] would not have board members on them.
[14:52] But as its proposed, there's four committees plus the ad hoc,
[14:56] five.
[14:57] My only concern there is making sure
[15:00] that we have enough people on each committee.
[15:02] With Sacog they've really made it through.
[15:07] Well, they have land use, transportation,
[15:10] and policy and innovation.
[15:12] They also have strategic planning.
[15:15] They are huge areas.
[15:16] They have a bigger board.
[15:18] It's like 38 people or some kind of crazy.
[15:23] Because my only concern about having more committees is we
[15:28] get enough people on them.
[15:31] So in the key cog world you only serve on one committee.
[15:39] In this world, there may be people
[15:43] that have to serve on multiple committees.
[15:45] Then it becomes difficult because maybe they
[15:48] don't have the time.
[15:50] That is my only concern.
[15:53] If you have too many --
[15:56] I mean, a board of 27.
[15:58] But you have to kind of figure out
[16:00] how many you're going to have on each committee.
[16:02] If you have too many committees, then you
[16:06] run the risk of just not having a quorum.
[16:09] >> With 27 you have four staff -- >> There's five committees.
[16:17] Five plus an ad hoc.
[16:19] Four.
[16:20] Four committees and one ad hoc.
[16:23] >> Even if you look at five, there's potential for five
[16:26] separate people for each committee.
[16:28] It's the numbers are there with the expansion.
[16:32] >> Yeah.
[16:33] >> The advisory committee to me is because you know there's no
[16:36] board members.
[16:37] I grew up with the three C and their whole .
[16:43] That body drove their community investment programs.
[16:47] They were way past light bulbs and air conditioners.
[16:53] They were doing investment in the communities.
[16:55] Doing solar farms.
[16:57] Doing a lot of stuff like that.
[16:59] That's what was the role of that community advisory.
[17:03] The thing is to give that body substantial work.
[17:10] To put somebody on a committee and not
[17:13] give them something really substantial to do
[17:16] will not bode well for the survival of our community.
[17:21] >> So the only thing is the community Advisory committee is
[17:23] comprised of community members.
[17:25] We have to be careful how much authority we give them.
[17:28] Because they are not accountable, we are.
[17:32] >> So everybody has to understand the role
[17:34] of the advisory committee.
[17:37] >> So they're not spending money.
[17:38] I know we have issues in the city of Auburn
[17:41] and advisable council.
[17:43] >> Council and what they think is a good idea.
[17:45] If you don't get that out there, right from the get go,
[17:48] you will get people that think --
[17:50] >> They're going to act as pioneer.
[17:53] And that is a concern.
[17:56] Because they're driving the bus and you're
[17:58] like where in the heck are we taking us?
[18:00] We did not sign up to go there.
[18:02] That is my only comment with regards
[18:04] to the committee membership is to ensure
[18:06] that we have enough people who are participating
[18:10] on the committees.
[18:12] That people don't have to double up unless they want to.
[18:15] I know there was a time where you and I were
[18:17] on every committee.
[18:22] It was like, o, you know, and that becomes a lot.
[18:28] And to be cognizant of that.
[18:31] >> And through the chair recall that the committee is made up
[18:34] of the chairs of the other committees.
[18:36] That takes care of part of it.
[18:39] You only need to staff two committees.
[18:43] >> Audit.
[18:49] >>
[18:49] [Cross-talk]
[18:50] >> I don't know if you've thought about the number
[18:52] of folks that you want on the committees.
[18:55] You all guys come from boards with five.
[18:58] You're probably very comfortable with that.
[19:00] And our new members will as well.
[19:03] >> Five is fine.
[19:04] As long as you can have a quorum.
[19:06] What you want to do is run a situation
[19:08] where now someone is missing.
[19:13] >> That's an easy one to get.
[19:15] Usually three out of five you can get.
[19:17] There's a flip side to this too.
[19:22] Staff to support these.
[19:25] >> That's 100%.
[19:25] And that's the thing they have to be staff.
[19:28] These committees can run on their own.
[19:29] I actually see the energy Procurement Committee is in here
[19:33] and that's our ad hoc.
[19:34] In any event, just food for thought.
[19:37] Five people.
[19:39] The other thing with the committees
[19:40] is that it would be great.
[19:42] I do not remember what the time frame was.
[19:45] If you took that note from Secog.
[19:53] They have a planning session where
[19:54] people say I'd like to sit on these committees.
[19:56] Everything kind of happens in September.
[19:58] They plan and they have a calendar for all the committee
[20:02] meetings.
[20:03] Everything is all done.
[20:04] The planning starts in September and then
[20:06] by January the new administration starts.
[20:10] New board everything is already mapped out.
[20:14] The committee schedule, the board meeting schedule,
[20:17] everything is there.
[20:20] Maintenance is already budgeted into board meeting.
[20:25] Kind of do that one of your reports,
[20:26] but budget's always time of year.
[20:29] So people can kind of look at what is happening.
[20:32] Having that planning.
[20:34] See cog does a lot of planning..
[20:40] Their model works pretty darn good.
[20:43] >> If you have a board that big that's what you spend your time
[20:46] doing.
[20:47] >> Yes it's planning.
[20:49] >> And it's how you use that board.
[20:50] It's a heavy lift.
[20:52] >> It's a heavy lift.
[20:54] >> 2 or 3 staff.
[20:56] >> Absolutely.
[20:56] They have a bigger staff sure.
[21:01] >> I do not mean to jump around.
[21:03] If we're going with the audit and finance at the legend and we
[21:07] have the governance committee already and then the industry
[21:10] procurement.
[21:10] If we and this would help Teresa out a lot.
[21:14] I'm not speaking for Teresa, she's here.
[21:17] But to schedule these meetings at the beginning.
[21:20] >> I agree.
[21:21] >> September was really the big planning time.
[21:25] Where the chair and the staff got together and said,
[21:29] okay, let's look at the committee structure.
[21:32] What are these committees going to meet?
[21:36] Well they don't meet every single month, not all of them
[21:39] meet every month.
[21:40] There's some months you don't have to meet.
[21:43] Everything is done.
[21:44] And then you get your schedule.
[21:46] Then the invites go out for the committees.
[21:48] And the invites and you know and generate your assigned
[21:51] to your committee.
[21:52] You already know what the schedule
[21:53] is for the meeting for the board and for those committees.
[21:55] It makes things a lot easier.
[21:57] And the fact that we're going to have to do some of our meetings
[22:02] remotely, because we're probably establish a remote office
[22:06] at the county seat.
[22:09] For each region so it's just always our doing a notice.
[22:15] It is almost like we should automatically.
[22:18] If somebody says, oh yeah, I'm going to do my remotely,
[22:22] we've already noticed it it's already taken care of.
[22:24] Just trying to get it into the practice of it for my then
[22:29] you're not having to ask every time.
[22:31] Are you going to be remote?
[22:32] Because it has 27 people.
[22:34] If we always have notice that if a board member wants to do that,
[22:40] we've already noticed.
[22:43] >> Without the board members joining yet,
[22:46] maybe an exercise you want to start this fall?
[22:49] You know planning.
[22:53] >> Planning for the meetings, I think we should.
[22:55] We should go through the motion.
[22:59] [Cross-talk] We will get together and Don and I can map
[23:04] out something and bring it to this committee.
[23:06] I think we should.
[23:08] We definitely need to do that.
[23:09] It is a dry run.
[23:13] Yes, absolutely.
[23:16] >> Yes, I think the more we present to the new board members
[23:20] about this is how we think this could work.
[23:24] The better rather than making that up or chasing it as we go.
[23:29] The other piece to it that I was thinking about this comet what
[23:32] we're calling the governance committee,
[23:33] a lot of organizations would call the executive .
[24:05] Call me anything late for a dinner.
[24:07] I don't care what you name things.
[24:09] If it was the executive committee,
[24:11] it also opens it up to take on issues that surface immediately.
[24:17] Whether if you don't want to form an ad hoc committee
[24:20] that I would turn to our council for advice
[24:23] on how to articulate that.
[24:25] It would open the door for other things as they popped up.
[24:31] >> It could be for strategic planning.
[24:33] It could fit under the executive committee.
[24:35] I think that that is something that we could also
[24:40] achieve in committee as well.
[24:42] As much as we can get done in committee, the better.
[24:45] It doesn't mean you put the strategic plan on consent.
[24:49] But I think you can Commonwealth sometimes, I don't.
[24:54] >> I'm sure people have.
[24:56] >> I think if you can get the work done in the committee
[24:59] and then you're presentations --
[25:03] I mean, you know.
[25:05] I know Secog does strategic plan as a separate committee.
[25:12] Again they are 38.
[25:14] We can try it out and if something doesn't work for us,
[25:16] we can change.
[25:18] >> I think I like the idea of the executive committee
[25:23] because clearly things pop >> I think we're talking about is
[25:27] actually giving some final decision making authority
[25:30] to an executive committee.
[25:32] >> I don't know about final decision making.
[25:35] We have a board.
[25:37] I am not a big fan of having somebody decide
[25:41] without consulting the board.
[25:45] >> Maybe just the ability to have -- >> Broader scope.
[25:48] A broader meeting scope.
[25:51] >> A current committee and we could decide.
[25:56] >> I think the liberty piece.
[25:58] That just dropped out of the sky.
[26:01] >> That could be something that you could talk about
[26:03] the executive committee and then we could bring it to the full --
[26:07] >> I was thinking for certain contracts that are beyond
[26:11] the ccos spending authority, but maybe not super large.
[26:15] Maybe some room in there for example.
[26:19] >> Executive committee over audit and finance?
[26:21] >> Maybe audit and finance.
[26:23] >> We could look up policies.
[26:25] We could put a policy in place.
[26:26] What that could be is something the committee discusses.
[26:31] Then decide as we have a board -- >> It have to be approved.
[26:37] >> As we go on, I read your presentation.
[26:44] >> I've read it too.
[26:48] >> There's some important pieces there.
[26:51] >> Will let him continue there.
[26:52] I got sidelined.
[26:55] >> Great ideas kind of sort this out what the next step
[26:59] discussion.
[27:00] Next slide, please.
[27:03] These are other board meeting suggestions.
[27:06] Most of these ideas came from doctors office.
[27:10] Such as public comment.
[27:14] Just makes sense.
[27:15] Will have more committees right now
[27:18] public comments are not an issue for us.
[27:20] Could be as we move forward.
[27:22] The suggestion was 1 to 4 requests
[27:25] equals four minutes per speaker.
[27:27] I've talked to the chair before this comment maybe it's
[27:30] just simpler to make it three minutes as a standard.
[27:33] And there's a large amount of people.
[27:35] >> We could drop it down to two minutes if we have some item.
[27:38] I think it's tough to just say we have four
[27:41] but someone just said they wanted to do one.
[27:44] I like just the generic three minutes.
[27:48] If we need to make it to comment because we know
[27:52] we have a whole room full of people
[27:53] comment we could set that at the time of the meeting
[27:55] to save public comment will only be two minutes.
[27:59] >> What we do in Rockland, not that we often have public
[28:02] comment, but it might be hard to do it remote.
[28:06] Maybe there's some electronic way
[28:07] when we have people at least when they log in register
[28:09] and say, I'd like to make a comment or whatever.
[28:12] So we have a rough idea.
[28:14] It doesn't prevent someone from last minute
[28:16] coming in and making a comment.
[28:17] There's always an opportunity.
[28:18] At least there's a gauge up front.
[28:21] What you're going to get into.
[28:24] >> And it's helpful.
[28:26] >> It's going to be a whole lot.
[28:28] >> A lot of cities who have a large number of public comments
[28:31] have started to have 30 minutes of public comment
[28:34] at the beginning and then anybody who didn't get
[28:37] to comment at the end.
[28:40] >> At the end.
[28:41] >> Unfortunately we don't have the issue right now.
[28:43] If we do not have the procedure in place when they do arise.
[28:48] >> I think it's a good beginning.
[28:50] >> That's the kind of thing that I think this committee should be
[28:53] fleshing out.
[28:54] I would say public comment is three minutes.
[28:57] If you have a packed room, then maybe two minutes.
[29:01] Then we have a policy that says that exactly.
[29:05] If we have got some big item on the agenda
[29:08] we know is going to warrant a lot of public comment comment
[29:11] we can do 30 minutes in the beginning and then do the rest.
[29:15] I do not know we might have a situation when that arises.
[29:18] We can at least have that in place.
[29:20] It's better to have the rule in place
[29:22] than trying to make it up on the fly.
[29:24] That does not go over well with people.
[29:27] >> I've also seen that used in other cities.
[29:30] To limit public comment.
[29:33] >> I don't want to limit it.
[29:37] >> No.
[29:37] It's never to limit the public comment.
[29:40] It's to ensure that the business of the agency gets done.
[29:44] Everybody who gets to and wants to speak has a chance to.
[29:48] >> Then you'll be around for three hours.
[29:51] >> The reality in my mind is you only invoke that when you need
[29:54] to.
[29:54] And a normal meeting you're not going to say, only 30 minutes
[29:58] public comment.
[30:02] [Cross-talk]
[30:05] >> It's not on a specific really.
[30:08] >> Not that many people come out.
[30:10] >> You never know.
[30:11] People might start to.
[30:13] >> Actually limit the amount of comment on specific items.
[30:16] None of my clients do that.
[30:18] No we just limit the general.
[30:21] >> What I'm hearing is possible on the clock.
[30:26] >> We'll do three minutes.
[30:28] There's a timer.
[30:29] >> A buzzer.
[30:32] >> Three minutes.
[30:36] [Laughter]
[30:39] >> For the board member comments, I think at this point,
[30:41] I'm not inclined to put restrictions like that on them.
[30:45] Simply because then you have to rely on, did so and so speak?
[30:51] We've got 27 people and I don't remember.
[30:54] Greg you already talked.
[30:55] No comment wasn't me, it was Fred.
[30:59] >> You could take this and say let's bring it back.
[31:04] The chair can bring it back and if someone's dominating,
[31:07] they just don't call that person.
[31:09] Susan, we have a Susan.
[31:12] Let's let someone else have a turn.
[31:16] You simply don't call on Sally.
[31:20] I think we can govern that piece of it.
[31:24] As opposed to -- >> Not all chairs are.
[31:31] >> Or as skilled as we are fortunate to have.
[31:34] I've seen people lose that a lot.
[31:37] Because they're not willing to insert and run a meeting.
[31:40] I don't think we need to do it either.
[31:43] I do believe it can be managed.
[31:45] We do not know what we're going to get with 27 people.
[31:48] We might get and you never know.
[31:54] >> It can be a matter of policy, but not -- >> --
[31:59] I don't want to make it a policy.
[32:02] >> A matter of procedure.
[32:03] A matter of custom.
[32:08] >> This is one of those where I'd want it to be a problem
[32:10] before I came up with a policy.
[32:12] Just because, again, your chair and even members
[32:16] can bring it back and say point of order.
[32:18] Mr. Chairman.
[32:20] I'd really like an opportunity for everyone
[32:22] to have something to say.
[32:23] We can self-govern that a little bit before you
[32:26] try to make someone figure out, you spoke for two minutes
[32:30] and you coughed for a minute and a half.
[32:32] So your time is up.
[32:35] >> Solve a problem that doesn't exist.
[32:38] >> On that part, I felt like I think we can govern that
[32:43] in-house.
[32:44] If it really becomes a problem or we
[32:47] have somebody that will not yield, then we talk about it.
[32:54] >> Since you participate remotely on occasion,
[32:56] how do you feel?
[32:58] I think a large part of these people might be remote.
[33:01] How does the flow of making sure we include --
[33:04] >> You want to engage people.
[33:10] >> Because it's a different.
[33:12] >> It's very different.
[33:14] >> If you have a lot of people that are zooming in, there has
[33:17] to be some changes to the process,
[33:19] whether it's raise your hand, do the signal thing that you want
[33:23] to speak.
[33:24] There needs to be some protocols in there to make that easier.
[33:29] Then the other piece is to make sure that everybody
[33:32] uses their own technology.
[33:35] >> They have to be able to do that.
[33:38] >> Can you clarify for me councilor the ability
[33:43] to participate remotely.
[33:47] I thought we had this conversation
[33:49] about you could do it a number of times a year
[33:52] and under certain situations.
[33:55] >> We were taught the notice.
[33:56] If you notice that it's going to be open
[33:59] is a seated placer County, if you're going to have
[34:03] and it's always notice.
[34:05] There's no limit on how many times you participate.
[34:07] It's noticed on the agenda.
[34:10] >> That's how we do it with Nevada City.
[34:13] We posted on the agenda.
[34:15] >> It doesn't matter how many times you do it.
[34:18] >> And there are other exceptions that would allow
[34:21] members to Zoom in without having to post their location.
[34:24] That one is specific to Multijurisdictional bodies.
[34:29] >> Over 400 miles or something.
[34:31] >> There's all sorts of rules about it I think twice a year
[34:34] maybe.
[34:35] >> It's twice a year and there's a mileage >> There's a just
[34:39] cause exception if you're sick or if you're in caregiving
[34:41] duties.
[34:42] There's a couple different exceptions that would apply.
[34:45] >> I got tangled up.
[34:47] I was sick and I did notice and I could participate
[34:50] because I had just cause.
[34:53] >> Yeah.
[34:57] >> If you're in Hawaii on vacation,
[34:59] that does not fit the just cause.
[35:01] >> Unless you are traveling on business to Hawaii for the city.
[35:04] Attending National League of cities and it was Hawaii.
[35:07] >> If Nevada City was paying for you to go to Hawaii.
[35:09] I would have other things.
[35:12] >> I participated because I was in Hawaii as city council
[35:16] on Zoom.
[35:17] And DC as well.
[35:20] More for portraits.
[35:23] >> I'm good.
[35:25] >> We're trying to make it easy for you, Teresa.
[35:28] >> That's why we're adding 27 members.
[35:32] >> Teresa is going to have help.
[35:33] We're going to get her help.
[35:36] >> We've got good direction on A and b.
[35:40] C and this will be interesting.
[35:43] We do follow the Robert's Rules of Order.
[35:45] I know the chair is very diligent with those.
[35:47] The idea of a parliamentarian.
[35:49] This is a procedural advisory.
[35:52] It could be general advisor fills that role.
[35:54] Could be a board >> General counsel is usually what it is.
[35:59] >> Something -- >> Has to -- >> He didn't have a strong board
[36:08] chair.
[36:09] >> We are committed to continued use of Robert's.
[36:13] >> That's what we use.
[36:14] There are others.
[36:15] Rosenberg's rules.
[36:17] We have used Robert's.
[36:20] We have not had any problem.
[36:23] Who knows what's going to happen.
[36:25] >> I work with a lot of clerks and staff.
[36:28] In fact, I just had a webinar and presented a webinar
[36:31] with two clerks on a managing board.
[36:33] They put out the legal aspects of Energy board.
[36:38] When did the Brown act and one did
[36:40] onboarding and rules of conduct and I did how it really works.
[36:45] The relationship part of it.
[36:47] The clerks these days are all Rosenberg.
[36:50] >> They like it because it is a simplified version.
[36:53] It is based on Robert's rules.
[36:56] But it is a little simplified.
[37:00] Robert's rules is maybe they have 20 different motions
[37:06] or what have you.
[37:08] Rosenberg's maybe has 14.
[37:11] Is just a little simpler.
[37:15] Wouldn't you agree, David?
[37:19] >> Robert's rules, my understanding,
[37:20] is basically created for Parliament.
[37:22] It is really more focused on very large assemblies.
[37:26] It is highly complicated.
[37:29] Rosenberg was a revision for California.
[37:36] >> The city of Auburn just adopted Rosenberg.
[37:38] I know Robert, so I don't care.
[37:42] >> It's a pain.
[37:44] >> Technically, we have adopted Robert's.
[37:48] >> Our attorney, when he came on, we switched over.
[37:52] >> For me we use Rosenberg.
[37:54] >> We haven't noticed any different thing.
[38:00] >> It's rare that a body is going to get into the weeds
[38:02] of parliamentary procedure.
[38:03] I know when I was Soroptimist and I
[38:05] would go to the conventions, we would not
[38:07] dip into that Robert's rules.
[38:09] I was like, that door over there I
[38:11] didn't even know it >> Where he said
[38:16] on board it has two experts.
[38:17] >> I know.
[38:18] We had this parliamentarian who was like beehive.
[38:22] She was there.
[38:24] She set up there with the international president.
[38:27] Out of order!
[38:28] I promise not to do that.
[38:31] In any event.
[38:36] >> So something we will keep with the possible change
[38:40] in the rule of order, but not for now.
[38:42] Code of conduct, civility rules, these are guidelines.
[38:47] I do believe with some of our expansion members
[38:49] I met a few potential board members already.
[38:53] I think some sort of guidelines put in place before they join.
[38:57] I'm not going to name names to protect the guilty.
[38:59] There are some guidelines I'd like to put in there.
[39:05] [Cross-talk]
[39:05] >> They make El Dorado look like --
[39:08] >> Especially when you talk about the public and board
[39:13] members.
[39:13] Board members should not be talking to the media.
[39:16] Your chair is your spokesperson with your CEO and Janet
[39:20] and so forth.
[39:21] That's where the communication comes.
[39:23] It's not the chair on her own.
[39:26] After Gina provides comments or what have you.
[39:29] I think that is really important.
[39:31] I think we'll need to include that in our board orientation.
[39:35] That if media is calling about a minor issue,
[39:38] they need to defer to the CEO or what have you.
[39:43] We have to have a process.
[39:44] We do not need them out there providing incorrect information.
[39:49] Then we are doing crisis communication.
[39:52] That is no fun.
[39:54] >> We have a handbook and rock and for all new council members
[39:59] and all committee members.
[40:00] And the airport we've got a handbook.
[40:03] I think it's good to have something.
[40:05] It can be brief but laying everything out.
[40:08] So that we're on the same page and they
[40:10] understand what the rule is.
[40:11] What the processes are.
[40:14] >> And we're going to talk about the other issues
[40:16] and the orientation.
[40:17] The orientation is really important.
[40:19] We will get to that.
[40:22] >> That's great to hear on that.
[40:24] >> Absolutely.
[40:26] >> As we've talked about there's 100% chance we're going to have
[40:29] a teleconferencing as part of our board meeting.
[40:32] Due to the geographic size comment Mr. Ponce and others.
[40:36] We're going to have to work with those communities
[40:38] to find those central locations.
[40:41] Get the proper posting.
[40:43] I think community outreach specialists
[40:45] that we're going to have that are assigned
[40:47] to certain territories, they'll be part of that process too.
[40:53] >> Will stay connected to those areas?
[40:57] >> Yes.
[40:58] >> Conduit for information.
[41:00] >> They become an expert in that area.
[41:03] Yeah.
[41:04] 100% agree.
[41:06] >> Great feedback on this one.
[41:08] These are other issues.
[41:11] These are not necessarily bylaws or JPA amendment action
[41:16] items out of this.
[41:17] This is sort of my safety net for other ideas
[41:21] that didn't quite fit in the other slides.
[41:23] A lot of this came from our conversations with secog.
[41:28] Just talking about board orientation.
[41:32] Like at the end of this calendar year, we
[41:35] need to know who the new board members are going to be.
[41:38] Then the first six months of next year, staff and myself
[41:41] are going to be very busy meeting these folks.
[41:45] >> They can check in on meetings and listen and wander and see
[41:48] how things go.
[41:51] >> But board orientation, not just for our new onboarding.
[41:55] The new jurisdictions.
[41:58] What Sacog does and Don and I like this idea
[42:01] is that after each election and twice during a four year term,
[42:05] you have a board orientation.
[42:07] Where maybe you're meeting three times before our board meeting
[42:12] maybe there's an hour meeting before that for an orientation.
[42:16] So after they've been newly appointed, this is what it is.
[42:21] They don't do it every year.
[42:22] Generally with the elections and so forth and people turn.
[42:26] So that's a really great idea that we learned.
[42:30] So that's like every other year.
[42:33] Then they do the off site retreats, which we've done.
[42:36] We visited geysers and there's a trip Diablo..
[42:40] Maybe doing those every other year.
[42:45] Because we're going to be so big.
[42:47] There we're not doing them maybe to do an off site
[42:49] retreat, which really be your strategic planning session.
[42:53] Maybe a half day kind of thing.
[42:55] Where we can talk about.
[42:57] Maybe it's every other year.
[42:59] So we're not doing it every year and we're not planning
[43:02] trips every year either.
[43:04] We are limited in the number of staff that we have.
[43:08] Those are big things.
[43:10] Trips and off site retreats.
[43:12] It works well with Sacog to frog jump those.
[43:16] Whatever you want to call it.
[43:18] Then we do not have to plan a trip every year to Caiso.
[43:22] Maybe it's whatever.
[43:24] I like that idea.
[43:27] >> I want to talk about board orientation.
[43:29] I did not get much.
[43:34] >> I apologize.
[43:36] >> We already knew >> I knew a lot.
[43:40] A lot of people come on board do not.
[43:41] There are two parts to it.
[43:45] There is a governance model.
[43:48] What's expected of me as a board member.
[43:50] Showing up in how we operate as a board.
[43:52] This is one of the more technical fields of work
[43:56] that anybody is going to have governance over.
[43:59] And not have a clue about how this really works.
[44:03] Then I brought that with me.
[44:06] So it wasn't a problem.
[44:08] I also knew that if I had a question
[44:10] I could just call you up and ask.
[44:12] How do we ground people in what it is that happens here
[44:18] and how it happens?
[44:20] It is a big deal.
[44:22] It is complicated.
[44:23] You're asking people to run $222 million budgets.
[44:29] You know, with all due respect, and I
[44:35] like this organization a lot.
[44:37] But it's just a given that we understand it.
[44:42] And I watch and not everybody does.
[44:44] But none of us want to look like we don't.
[44:48] It is its own kind of trap, but it happens.
[44:51] I'm just really curious about how we bring people
[44:55] on to the technical side.
[44:57] Where the Goldilocks piece is.
[45:01] Needing enough to know what you're
[45:03] doing to make good decisions.
[45:04] That's what we are here to do.
[45:06] Do I have the information I need to feel confident I'm
[45:09] making the right decision.
[45:11] >> Do you don't want to spend too much time during the board
[45:13] meeting -- >> Trying to learn it.
[45:16] >> To try to learn it.
[45:18] >> That's where the board orientation really needs to be.
[45:21] That needs to be fleshed out, so you get a packet.
[45:25] Sacog is very similar in that respect.
[45:27] Sacramento Area Council of Governance.
[45:30] Transportation where we've got federal dollars
[45:32] state dollars, Megaregion.
[45:34] It is complicated.
[45:37] You're in there and you're like, what might
[45:39] the LG F and the F and this.
[45:42] How does this tie to this and what
[45:44] about my plastic hand transportation?
[45:46] They actually did this onboarding.
[45:48] Sort of every other year when the new members come on.
[45:51] Where we'd go for an hour or 2 or 3 for the meeting
[45:55] and they do the workshops with us to bring us up
[45:57] to speed on what does Sacog do.
[45:59] How does that interface with you.
[46:01] What are the terms and what are the funding sources?
[46:03] What do you do as a member?
[46:05] It was very helpful.
[46:07] Yes, you are asked and I've got to fund $3.2 million
[46:14] to woodland for what?
[46:17] That really has to be in the board orientation materials.
[46:22] We have to have that structured.
[46:26] I think Don will also try to get out
[46:29] to meet with people individually.
[46:31] I know that's the other thing that Sacog tries to do.
[46:35] To have an actual orientation with new members.
[46:38] They can kind of ask questions ask and say, do you get this?
[46:43] >> I was going to say, as the newest member of the board,
[46:46] I've gone through this recently.
[46:48] Do you have Don and Gina come out
[46:50] and do that one on one meeting before I started.
[46:52] It is intimidating.
[46:54] Knowing nothing about the industry before I
[46:57] sat on this board.
[46:58] All the terminology like you were saying.
[47:02] It's not just for the information
[47:05] to be an actual functioning member of the board,
[47:07] but also for buy in.
[47:09] If you're overwhelmed you're going
[47:10] to check out not participate.
[47:11] This is going to be paramount with all these new members,
[47:15] because I know it was for me.
[47:17] Just having an understanding of what I'm getting myself into
[47:20] and what's expected.
[47:21] I think that's going to be paramount of importance
[47:25] in this expansion.
[47:27] >> That's going to be one of your biggest projects and most
[47:29] important.
[47:29] You're 100% right that people need to know what they're doing.
[47:35] >> Don, you're really good at sharing the information
[47:37] in a consumable manner.
[47:39] I came out of aviation and airports
[47:42] and I can out acronym anybody.
[47:45] It does not matter if I'm not communicating.
[47:48] Particularly when it comes to Orientating and educating
[47:52] people that are not familiar with the field
[47:54] and then asking them to make a decision.
[47:55] You probably saw my head turn inside out
[47:58] when we were doing the bonds.
[48:01] I wasn't going to touch that until I understood it.
[48:06] That's a big deal.
[48:07] It was a spectacular success.
[48:10] We're now owned by Google, is that right?
[48:15] >> Not quite.
[48:18] >> A stock of.
[48:20] >> Yes.
[48:22] >> Where do I sign up for that?
[48:24] >> How many of my colleagues had to decline to participate.
[48:30] [Laughter]
[48:31] >> You do that, that's part of the deal.
[48:33] All you guys are pretty good at that.
[48:35] It has to be done in a way we understand.
[48:38] >> This past year, we haven't had any change in board members.
[48:42] The airport we had a few.
[48:45] >> We will in the next year.
[48:47] >> Is director Carter pointed out,
[48:48] I did more one on ones with director Pearl and And director
[49:01] Parlin.
[49:01] So we're going to go through this. --
[49:05] current members are going to be attending as well.
[49:08] Maybe that's something also to think about with current
[49:11] members, as well as the -- >> You can invite them and they can
[49:16] come early.
[49:16] You're 100% right.
[49:18] And people need to feel comfortable and the subject
[49:20] matter isn't necessarily -- >> --
[49:24] the best of people that are here.
[49:27] >> And people ask questions when they understand.
[49:33] >> I've seen that.
[49:34] I've seen that on this board.
[49:35] I've seen people that have learned.
[49:38] >> 100%.
[49:39] From time to time to workshop a topic.
[49:42] If it's really tough one or really detailed one, that we
[49:46] take this time and go through it.
[49:49] Let people answer questions and stuff.
[49:51] I would have benefited from that greatly with the finance.
[50:04] -- workshop this because there's something that might be coming
[50:07] forward at some point and you want to have some education
[50:10] on it.
[50:10] There's no action, and it's a workshop
[50:13] you have planned speaker.
[50:14] And you look at our agenda and we fine tuning things
[50:17] so that you know things are fleshed out in committee.
[50:19] There's more things on consent and really
[50:20] we only have two comment maybe 1 to 3 significant issues
[50:24] on each agenda.
[50:25] Probably just 1 to 2.
[50:28] Where we know we're going to engage and have discussion.
[50:30] That makes us successful so we're not here forever.
[50:33] So people want to be able to get out.
[50:35] So oftentimes what we have to have now
[50:37] is we have to cut things off or move them.
[50:42] >> The other piece of that is making it okay for people to ask
[50:45] questions.
[50:45] Making it okay for them to ask questions before the meeting.
[50:49] It is.
[50:50] I know it is because I've done it many times.
[50:53] I don't think people understand that when
[50:55] you get something dropped on you and you don't understand comment
[50:58] you call up Don and he'll help you understand it.
[51:00] That needs to be known and really understood
[51:03] as a mechanism.
[51:04] Frankly, I just went through this
[51:08] with a mayor who was terrified of looking stupid and public.
[51:11] >> I'm not terrified of that.
[51:14] >> I do it all the time.
[51:16] >> But it locks people up.
[51:18] It locks them up.
[51:19] And they don't want to and they check out and stuff.
[51:24] >> That's something we can actually start in September.
[51:26] After the agenda goes out comment
[51:29] we'll send an email to the board and anybody that wants to chat.
[51:33] >> An invitation.
[51:36] [Cross-talk]
[51:41] >> For 27, that makes it hard for Don to meet with.
[51:44] >> Doesn't have to be Don?
[51:49] [Cross-talk]
[51:52] >> The one thing we want to be careful is when we're 27 strong,
[51:54] everything has got to go through Don.
[51:57] We cannot have people -- we have to be careful if we're bothering
[52:04] Sam every five minutes or Jean every five minutes.
[52:07] Like with our city, you don't get
[52:10] to tell public works to go paint that curb red,
[52:13] you have to talk to the city manager.
[52:18] >> Talk about the hourglass theory.
[52:21] We go to the middle manager and then you go to staff.
[52:26] >> As we are so large, it's something we have to keep
[52:31] in mind, also, because what happens when Sam hears from
[52:36] three people that have said to do X y and z.
[52:39] The board itself has not taken that up.
[52:42] So Sam's like well, I don't >> That's
[52:45] where expectations on the board members
[52:47] need to be clear from the beginning.
[52:49] >> That is right.
[52:52] >> What is your role on this.
[52:54] >> You're telling staff what to do.
[52:56] >> That would be in the code of conduct.
[53:00] >> That's an important part because people just think,
[53:03] I'm just going to call Gina and tell her to do this.
[53:07] Jean is going to say, she wants to do it because she's
[53:10] trying to be helpful.
[53:13] >> Jean is really good.
[53:16] >> Jean is very good.
[53:18] >> She's going to say, have you spoken to Don about this?
[53:22] >> That's how you do it.
[53:24] >> We should not put her in the position.
[53:26] That's my point.
[53:27] Gina can handle it.
[53:29] I'm just using it as an example.
[53:34] I don't want, and, and it makes it hard.
[53:37] I don't want to put people in uncomfortable positions.
[53:41] >> I think fantastic feedback on board engagement.
[53:43] We touched on planning already.
[53:45] We will start this year on planning committees.
[53:48] Will have to go back to what committees come up
[53:52] but we'll do that in a moment.
[53:54] >> Executive Committee versus governance,
[53:55] otherwise I think you're good.
[53:58] >> Board assignments.
[53:59] We did cover that already.
[54:01] I do not remember, chair, I apologize for asking a question.
[54:07] I don't remember if they get regions
[54:10] involved in the committees or is it just pretty much open?
[54:14] >> What they do is they ask people to sign up.
[54:17] You get to put your wish list together,
[54:20] which committees would you be on.
[54:22] Would you like to be in a chair or vice chair position?
[54:25] Then the chair and the incoming chair and the CEO
[54:28] get together and talk about strategy.
[54:31] Okay comet we want to make sure El Dorado County is on here.
[54:36] We don't want all El Dorado County and the city.
[54:40] But you have the chair that's very engaged
[54:42] with the CEO on that and assigning those committees.
[54:45] There may be situations, and I did this one year,
[54:49] or asked some of you, would you be willing to throw X committee?
[54:53] Because we need to have representation from a
[54:57] [Laughter]
[54:58] >> That did not feel like a request.
[55:01] >> I might resemble that.
[55:03] [Laughter] I might have done that.
[55:06] That was really for the purpose of getting that regional buy in
[55:10] and so forth.
[55:11] The chair and CEO will kind of work on that.
[55:13] Allow people to say, I haven't expressed interest.
[55:16] I don't want to be on whatever committee.
[55:19] But I really strongly feel about this.
[55:22] And then it's not the CEO that's having to make the decision.
[55:28] >> I think Sacog everybody serves on it.
[55:30] >> I think everybody has to serve on a committee.
[55:33] Yes, we do.
[55:35] >> At maybe you list a committee and you pick your top two.
[55:39] Your one and two.
[55:41] And then between the chair and the executive.
[55:45] >> To be on a committee.
[55:47] >> There might be where --
[55:51] I think it would be important, John,
[55:53] as to get some of the documentation Eric said.
[55:56] I think he was going to forward you some things.
[55:59] >> I haven't received it yet.
[56:02] >> He's on vacation.
[56:03] It would be good to get some of the documents
[56:05] that they use when they solicit input for committee assignments
[56:09] and things.
[56:17] >> (Indistinct)
[56:20] >> So if you have on the Finance Committee Placer County
[56:23] and every single city in Placer County has wanted to be on that.
[56:27] Then you've got to divide it up.
[56:29] That will be a chair and you can Blame it
[56:33] on the chair and the CEO.
[56:36] >> In the cities it's the only power the mayor has.
[56:40] >> The mayor assigns the committee.
[56:43] >> People get to say and they get to --
[56:48] >> Those >> You want buy in.
[56:53] >> The last item was from Sacog where they go through their own
[56:57] expectations, for instance limiting presentations to ten
[57:00] minutes or less.
[57:02] >> Yes.
[57:03] >> I felt that one today.
[57:06] >> I teach that one, ten slides and ten minutes.
[57:09] You already wrote a staff report.
[57:11] If you can't do it in ten slides in ten minutes,
[57:15] it's the Albert Einstein permit you need to reread it.
[57:18] If you can't explain it simply, you
[57:20] don't understand it well enough.
[57:22] >> That puts the onus on the board members to do
[57:24] their homework, because I think sometimes the pioneer we get
[57:27] spoiled, because sometimes the presentations are so detailed
[57:29] that you don't have to read the staff report
[57:31] because you're going to get all that information
[57:33] and the presentation.
[57:34] It takes 40 minutes.
[57:36] We won't be able to do that when we are so large.
[57:43] Having some boundaries and limitations on how long
[57:48] a presentation can be.
[57:50] Like Placer County planning Transportation Agency,
[57:55] the rule is six minute.
[57:58] No presentation can go over six minutes,
[58:00] unless you have permission from the Executive officer.
[58:04] >> My experience is that staff is very good at that level
[58:07] of communication between the staff report
[58:10] and the presentation.
[58:11] I get what I need if I understand it.
[58:13] I get what I need.
[58:16] It needs consultants.
[58:17] You always find that the consultants.
[58:20] >> That they go over.
[58:21] >> Yeah.
[58:23] >> We can also tell them and it also becomes incumbent on staff
[58:28] to say, any presentation is ten minutes and ten slides comment
[58:33] that is it.
[58:35] Unless you have and there's some special reason like rates.
[58:38] Maybe we don't permit generally speaking.
[58:47] >> And speaking -- and someone puts a spreadsheet and I say I
[58:52] can't read this.
[58:54] You never use a slide and you can't read.
[58:58] You present the data really clearly.
[59:00] Which is a shortcoming that many consultants have.
[59:06] >> That's great feedback.
[59:08] Also we've got a lot of new staff
[59:09] and we're going to have more staff.
[59:11] New staff coming in.
[59:12] I think the staff reports as mentioned are
[59:15] going to be more relied upon if we limit the presentations.
[59:18] We need to be a little more uniformed.
[59:22] We're really good right now on covering certain categories
[59:25] and trying to be as consistent as possible.
[59:28] I think there's some cleanup there for all of us
[59:31] internally to maybe do some training on staff reports.
[59:35] So that we're all writing in the same manner.
[59:38] That's something that we will do internally.
[59:40] So the next slide.
[59:43] Great discussion.
[59:44] The recap here is that we talked about committees.
[59:47] I think I got good direction on number two.
[59:52] Good direction on number three.
[59:54] I think there's a few open items I'd
[59:56] like to close with this group on number one on committees.
[59:59] Then the last slide would be the next steps.
[1:00:05] I was talking with general counsel earlier
[1:00:09] and I do want to hear the pins of the group here.
[1:00:14] I don't think maybe it's best to give this presentation
[1:00:17] to the larger board.
[1:00:18] I think it would be more of what's
[1:00:20] the recommendation from the governance committee.
[1:00:23] Then David and I draft out what those bylaws changes
[1:00:26] are going to be.
[1:00:28] What the JPA amendments are going to be.
[1:00:31] >> I agree.
[1:00:31] Let us do the work.
[1:00:34] >> What you're proposing and cleaning up and then get it
[1:00:37] to the board.
[1:00:39] >> Almost Modeling and what we're opposing these boards
[1:00:49] to have in the board kind of modeling for you. --
[1:00:52] and the full board.
[1:00:56] >> So my thought is then that once we have direction here
[1:00:59] today, we convene with the governance committee sometime
[1:01:02] in September, October with the idea.
[1:01:05] If there's JPA amendments, if there's a 30 day wait.
[1:01:08] Presented the board and vote on it.
[1:01:11] As well as changes to the bylaws,
[1:01:13] which don't require the 30 day limit.
[1:01:15] With that, Theresa, if we go back to the proposed changes
[1:01:20] committees.
[1:01:21] That was probably the one slide.
[1:01:23] That one.
[1:01:24] One slide maybe we get more clear direction on.
[1:01:30] I heard governance committee could be executive committee.
[1:01:34] Could take on legislative and regulatory duties.
[1:01:38] Maybe just clarify that.
[1:01:43] >> I think really what it was governance committee becomes
[1:01:46] the executive committee.
[1:01:47] I think we're having separate legislative and regulatory
[1:01:51] review committee, because the Energy procurement permit
[1:01:54] I was getting confused, it's an ad hoc.
[1:01:57] It's just changing the name of the governance committee.
[1:02:00] To be honest with you, the Risk Oversight Committee
[1:02:04] is not really a committee, because it's staff.
[1:02:07] I don't think it should be a committee.
[1:02:09] Because that's just an internal thing.
[1:02:13] I would take that out of the committee's.
[1:02:15] The community advisory committee,
[1:02:18] you're going to rename that.
[1:02:20] I think you have board committees.
[1:02:22] You have a category for board committees
[1:02:24] and then you have the community advisory committee.
[1:02:27] So when you present that it's very clear.
[1:02:30] You do not get to join the Community advisory committee.
[1:02:33] That's only for the public.
[1:02:35] And then the risk oversight, I would even put it on there,
[1:02:39] because it's really staff.
[1:02:40] You guys, it's not brown acted.
[1:02:42] It doesn't have to be.
[1:02:44] Because you guys are just staff.
[1:02:46] >> I know you're doing it.
[1:02:47] It's separate from this.
[1:02:50] >> You call it that committee for your internal purposes.
[1:02:54] It's something the board doesn't need to know you have.
[1:02:57] Give departments and offices all kinds of things.
[1:02:59] I don't know all what they are.
[1:03:00] Whatever works for you.
[1:03:02] But I think the other committee's comment,
[1:03:04] I think we're all okay with them.
[1:03:07] What will come down to, and we get together with this,
[1:03:12] is to figure out when these committees meet.
[1:03:15] The committee doesn't need to meet every month.
[1:03:18] They need to meet during the season.
[1:03:20] That's really when it's important.
[1:03:22] Particularly when positions aren't needed
[1:03:25] and things like that.
[1:03:26] The committee should perhaps be developing some policies
[1:03:30] on when pioneer can take support on bills without having
[1:03:34] to come to the full board.
[1:03:36] There's some work there with staff.
[1:03:39] Staff would draft that language and that would come up
[1:03:42] through that committee, the legislative priorities.
[1:03:45] Then the full board and then we're not
[1:03:47] having to discuss some of the legislation
[1:03:49] because it meets the criteria for that
[1:03:52] allows us to take a more active role immediately.
[1:03:55] So much so often it takes too long to have a meeting.
[1:04:00] We want to support a piece of legislation.
[1:04:04] >> Then what it needs is a charter that establishes what
[1:04:07] gets approved there.
[1:04:09] >> For like I said for legislative review committee
[1:04:13] if I'm in the committee one of my charges is to staff
[1:04:16] to develop priorities for each year.
[1:04:17] We're going to consider that before the legislative session.
[1:04:20] That board will adopt them then you go forward.
[1:04:25] That would go through that committee
[1:04:28] coming versus the whole board.
[1:04:30] So as far as workload is concerned
[1:04:34] and trying to figure out.
[1:04:36] We've got a lot of learning.
[1:04:38] For sure.
[1:04:40] >> Ultimately three board?
[1:04:42] >> Audit and committee come allege and executive committee.
[1:04:46] Then you have an ad hoc which is energy procurement, which
[1:04:50] means we're not going to have a meeting schedule for,
[1:04:54] because it's a special kind of thing.
[1:04:58] We cannot have a standing time when it meets ad hoc.
[1:05:01] It's not only Brown Act but it's not a standard time.
[1:05:06] >> You have latitude for ad hoc to not be brown at committees.
[1:05:10] Not all councils do.
[1:05:13] >> There's an exception for what we call ad hoc.
[1:05:16] The word ad hoc does not appear in the Brown Act.
[1:05:19] A board that doesn't have continuing subject managers --
[1:05:24] formal action and is advisory and composed of solely less than
[1:05:29] a quorum.
[1:05:29] The Brown act doesn't apply to.
[1:05:31] We're trying to keep within that framework.
[1:05:37] >> A couple of different interpretations.
[1:05:39] I'm fine with that.
[1:05:42] >> I'm like how can I do that in Grass Valley.
[1:05:46] The committees how would we and all the board members?
[1:05:52] >> What I'd recommend is in our next meeting I think you come
[1:05:56] back and say, these are the committees that we're going
[1:05:58] to propose.
[1:05:59] Audit and finance, this is what their role is.
[1:06:01] Ledge and Reg and this is what this role
[1:06:03] is and would include in the role the development
[1:06:05] of legislative priorities.
[1:06:06] And then the executive committee.
[1:06:09] Then we have an ad hoc committee.
[1:06:11] Which is energy procurement that is as needed.
[1:06:15] Then each committee should have their whatever their mission
[1:06:18] or whatever their scope.
[1:06:21] Really define scope.
[1:06:23] Then we'll ask folks to sign up for which committees
[1:06:26] they would like to serve in.
[1:06:28] Then we will put together that actual list.
[1:06:33] Like everything happens in September with Sacog .
[1:06:40] And that kind of happens October or September.
[1:06:43] Before the New year.
[1:06:44] The January meeting.
[1:06:46] The problem is if you have new people they
[1:06:48] have to be assigned to those committees to
[1:06:50] and you don't know until that January.
[1:06:55] What you can do is we need to flesh it more out in Sacog.
[1:07:01] >> We need to do a strong diagram of the number
[1:07:03] of positions on each committee without assigning.
[1:07:08] >> You would have with a scope is and how many members.
[1:07:11] Up to whatever.
[1:07:12] >> You could even plug in the region if you want to distribute
[1:07:16] representation across a committee.
[1:07:21] Two spots from this or that county.
[1:07:25] >> I think I would let the chair and the CEO work on all.
[1:07:29] It gets so soupy.
[1:07:32] >> It's like did you sign up for that?
[1:07:34] I think going in what Sacog does is it gives people
[1:07:39] the opportunity to say this is what interests me and I'd like
[1:07:41] to serve in this committee.
[1:07:42] I'd like to be in a leadership and I'd
[1:07:45] like to sign up for leadership.
[1:07:47] That's where the sausage is made.
[1:07:50] Like how many people do we have.
[1:07:51] We really should have every region represented.
[1:07:56] >> Folks are coming in July.
[1:07:59] >> Yes.
[1:07:59] Then we're going to have new people come
[1:08:01] in January this year.
[1:08:02] Because of term limits.
[1:08:04] I am assuming.
[1:08:07] Not much.
[1:08:10] >> Because they've got new people.
[1:08:12] >> Yeah, they do.
[1:08:13] They have to be plugged in somewhere.
[1:08:19] >> Maybe we don't ask new people to serve on any boards.
[1:08:22] Gives them six months run up.
[1:08:23] They start July.
[1:08:25] >> July folks it would just be that.
[1:08:27] Whatever we start the process and whether it be that time.
[1:08:30] If we start the process in September or October,
[1:08:33] that's when they would do it.
[1:08:34] I would not plug them in.
[1:08:36] >> They wouldn't be on boards until 2027.
[1:08:39] >> They're probably like I've gone to this one meeting now.
[1:08:42] We don't want to scare them away.
[1:08:46] [Cross-talk]
[1:08:49] >> That's what I'm saying.
[1:08:50] We use this as an opportunity.
[1:08:53] Let's just nail down with Sacog.
[1:08:55] I'll try to remember to ask Eric also
[1:08:59] about exactly when people are volunteering for the committees.
[1:09:04] It really works.
[1:09:05] If it works somewhere else, it can work here.
[1:09:09] >> Yes and no.
[1:09:11] >> That is true.
[1:09:14] >> The similar complexity there.
[1:09:16] >> No complexity.
[1:09:17] Do you have enough on that committee, dot,
[1:09:20] do you need more?
[1:09:21] We just take off the risk oversight.
[1:09:25] Really advisory is a separate that no board members
[1:09:27] are on that.
[1:09:30] >> I just want to touch on something you said.
[1:09:32] We're really going to learn our way into this.
[1:09:35] The important thing and when you do that is to stay open.
[1:09:38] Stay open to it.
[1:09:40] People get nervous.
[1:09:41] We all get anxious about what we don't know.
[1:09:45] And as it unfolds and we do take that right
[1:09:49] and see what wants to happen.
[1:09:51] It's all emergent it's all complexity.
[1:09:53] Let it need to be what it needs to be and monitor it as it goes.
[1:09:57] It's not something that many boards are good at.
[1:10:01] Because it requires you to let go of controls and stuff.
[1:10:06] >> Don't look at me. (Laughs) I am joking.
[1:10:12] >> I could have but I didn't.
[1:10:14] >> It's important that you be nimble.
[1:10:15] That's 100%.
[1:10:16] We are going to have to be nimble and adjust.
[1:10:20] We are doubling, more than doubling.
[1:10:23] There's going to be some growth and growing pains.
[1:10:26] Just recognizing that off the bat is really important.
[1:10:29] We may have a plan.
[1:10:32] We may find out that was a bad plan.
[1:10:35] What were we thinking?
[1:10:37] What were we thinking?
[1:10:40] >> We're willing to do that.
[1:10:42] We will be okay.
[1:10:44] >> Any other ideas?
[1:10:47] Did we cover most?
[1:10:49] >> I think so.
[1:10:50] Does staff need anything else from us?
[1:10:54] >> Most important question I have, Teresa,
[1:10:55] are you going to talk to me tomorrow?
[1:11:00] [Laughter] Are you a little overwhelmed?
[1:11:04] >> Feel free to comment.
[1:11:06] >> That's how you want us to do it?
[1:11:10] >> Just one thing goes to another question.
[1:11:14] >> It is challenging.
[1:11:17] We will adapt.
[1:11:18] We will be nimble.
[1:11:20] Giving ourselves grace is important.
[1:11:23] That we may have thought something was going to work.
[1:11:27] You know what, oh wow.
[1:11:32] >> There's a difference between adapting and adaptation.
[1:11:35] Adapting is getting used to something.
[1:11:38] Adaptation is evolving.
[1:11:41] >> There you go.
[1:11:42] >> That's where we are with this organization.
[1:11:44] >> Adaptation, you are right.
[1:11:46] Good point.
[1:11:49] >> Thank you all.
[1:11:50] >> Do we have any other business before us?
[1:11:52] Let me check the agenda.
[1:11:54] Just the CEO's report.
[1:11:57] >> Just really quick.
[1:11:59] I believe September we will be in our new building
[1:12:02] for the boardroom.
[1:12:04] >> We need to go look at the space.
[1:12:06] >> That is moving along.
[1:12:08] The furniture is in a paddle boat
[1:12:10] somewhere from South America.
[1:12:12] We should have it hopefully.
[1:12:15] >> We're hoping July.
[1:12:17] >> It has been a little slow.
[1:12:22] [Laughter]
[1:12:24] >> Oh my gosh.
[1:12:25] A giant line.
[1:12:26] It got hit by a drone.
[1:12:29] The pirates got it.
[1:12:33] [Laughter]
[1:12:35] >> We have signed an NDA with Liberty Utilities.
[1:12:37] We're waiting to get back the information
[1:12:39] that we requested to be able to run a financial impact
[1:12:42] assessment study.
[1:12:43] It sounds like Lake Tahoe is not dead.
[1:12:45] We are still moving forward on that to see what it looks like.
[1:12:49] >> What is the timeline on that?
[1:12:52] >> For South Lake Tahoe?
[1:12:53] >> Yeah.
[1:12:55] >> My goal is everything worked out come we can file
[1:12:57] an implementation plan by the end of the year and be ready
[1:13:00] for 2028 to serve Lake Tahoe.
[1:13:04] So they're trying to time it when the new transmission
[1:13:07] line goes online.
[1:13:08] That looks like December 27th.
[1:13:10] That actually works right now.
[1:13:13] That could change.
[1:13:14] It initially start off with May 2027.