Water, Water Everywhere, but... Mendocino County Water Districts Report May 4, 2006

R1

the BOS take a leadership role in developing long-range comprehensive management plans and strategic policy for dealing with all aspects of water resources (supply, rights, availability, usage, conservation, storage, distribution and infrastructure) countywide and specifically for the UV/PV area. (Findings 3, 10, 35- 37)

R2

the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37)

R3

the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4)

R8

all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31)

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R9

the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R9

the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R9

the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R6

the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16)

R7

the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16)

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R6

the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16)

R7

the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16)

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R6

the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16)

R7

the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16)

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R6

the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16)

R7

the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16)

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R5

the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31)

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R4

the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37)

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R4

the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37)

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R4

the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37)

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R4

the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37)

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R1

the BOS take a leadership role in developing long-range comprehensive management plans and strategic policy for dealing with all aspects of water resources (supply, rights, availability, usage, conservation, storage, distribution and infrastructure) countywide and specifically for the UV/PV area. (Findings 3, 10, 35- 37)

R2

the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37)

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R1

the BOS take a leadership role in developing long-range comprehensive management plans and strategic policy for dealing with all aspects of water resources (supply, rights, availability, usage, conservation, storage, distribution and infrastructure) countywide and specifically for the UV/PV area. (Findings 3, 10, 35- 37)

R2

the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37)

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.

R1

the BOS take a leadership role in developing long-range comprehensive management plans and strategic policy for dealing with all aspects of water resources (supply, rights, availability, usage, conservation, storage, distribution and infrastructure) countywide and specifically for the UV/PV area. (Findings 3, 10, 35- 37)

R2

the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37)

R37

2. the BOS establish a Water Resource Policy Council, composed of all water agencies/special districts and official water-related entities within the County and the UV/PV area. The Council should explore interests and concerns in order to develop common long-range plans and strategies to address the issues of adequate guaranteed water availability, usage, conservation and storage within the County. (Findings 3, 10, 35-37) 3. the BOS increase staff and funding for the MCWA and immediately initiate procedures with the State necessary to expand its mission, powers and authority to include co-ordination and administration of all water resource management and feasibility studies within the County. (Findings 3, 4) 4. the BOS and the IWPC, perhaps in conjunction with other appropriate entities, arrange necessary financing for the matching funds to add to the ACE’s 2005-2006 appropriated monies for the continued development of the Coyote Valley Dam Feasibility Study. (Findings 26-29, 36, 37) 5. the BOS take all steps necessary to ensure the water rights of any added water capacity be negotiated in favor of the County and UV/PV. (Findings 23, 24, 31) 6. the BOS by ordinance or other appropriate authority (activate Mendocino County Service Area #3) require all water purveyors, providers, agencies and special districts, as well as riparian rights users, to install meters and/or measuring devices to track water usage for local reporting. (Findings 13 -16) 7. the Mendocino County Water Agency receive and compile water usage data for informational and planning purposes. (Findings 13-16) 8. all water agencies/special districts immediately develop and implement conservation programs, with an education component for residential, agricultural and industrial use. Devices such as reduced-flow water fixtures and irrigation equipment and other passive and active approaches, including reclaimed water (treated wastewater) systems, should be investigated and considered. (Findings 3, 18, 31) 9. the BOS lobby State and Federal agencies to promote solutions to each and all water resource and distribution problems within the County and UV/PV area. (Findings 10-12, 31, 35) Comments Historically, instead of using a unified consensual approach, various County Water Districts have been embroiled in continual squabbles and infighting, petty territorial and philosophical conflicts, and competition, typically without accomplishing any meaningful results except to generate extraordinarily high legal costs for all involved. Strategic planning must be done now rather than waiting until a crisis develops. The process of developing new supplies in the face of ever increasing demand will be difficult and time-consuming, especially if there is a material decrease in imports from the Eel River Diversion. Additionally, the potential impact of a typical multi-year drought, as well as outside restrictions on Russian River water use, requires immediate and serious attention to both short and long range strategies. The Municipal Service Review of the Ukiah Valley/Russian River Watershed currently being written for the Local Area Formation Commission (LAFCO) may shed more light on the issues of water resources in the UV/PV area. A properly organized, single entity dealing with UV/PV area water issues can provide the appropriate direction and leadership for smaller independent agencies and special districts to follow in addressing and solving mutual water problems. There must be a top-down political will to accomplish any multi-agency unification among the various agencies and special districts, with the assistance of LAFCO. The agencies and special districts must be committed to the benefits of unification and consensus. Agencies and special districts should retain their individual water rights even as they work together. The BOS needs to play a pivotal role in the development of this political will and consensus among the diverse independent water entities within UV/PV. Beyond that, citizen involvement and engagement in development of this political will is equally essential. Because water development, improvement and infrastructure require large financial resources, a unified entity can better provide the financial leadership needed to negotiate with financial institutions about bond issues, as well as to negotiate with political groups and elected officials concerning revenues. Outside entities such as several State and Federal agencies, ACE and SCWA require an effective County negotiator. A single unified entity would provide a coherent and knowledgeable negotiating force.