HomeMy WebLinkAbout3f UVBGSP CommPlan_Amended_2_8_21_Clean
FEBRUARY 2021
Ukiah Valley Basin Groundwater Sustainability Agency
Communication and Engagement Plan
Prepared by:
LARRY WALKER ASSOCIATES
GEI CONSULTANTS
SCI CONSULTING GROUP
UNIVERSITY OF CALIFORNIA COOPERATIVE EXTENSION
This Page Intentionally Left Blank
Table of Contents
Introduction 3
Project Organization 4
Consultant Team 4
Technical Advisory Committee (TAC) 4
Department of Water REsources (DWR) Point of Contact 5
Goals and Desired Outcomes 7
UVBGSA and UVB GSP 7
UVBGSA Decision-Making Process 10
Communication objectives to support the GSP 11
Overriding concerns, major concerns or challenges 11
Stakeholders Involved in the Project 12
Methods for Promoting Active Stakeholder Involvement 14
Use of Public Input and Response 14
Communications Strategy 15
Internal Communication 15
External Communication 16
Public Meetings 16
Stakeholder Survey and Mapping 18
Venues for Engaging 18
C&E Implementation Timeline 19
Evaluation and Assessment 20
Appendix A. GSP Development Schedule 1
Appendix B. GSP Register of Attendees at all Public Meeting 2
Table of Figures
Figure 1. DWR Point of Contacts 6
Figure 2. UVBGSA JPA members and their respective boundaries. 9
Figure 3. General review process of deliverables. 10
Figure 4. C&E implementation timeline. 20
Appendices
Appendix A. GSP Development Schedule 1
Appendix B. GSP Register of Attendees at all Public Meeting 2
Introduction
This Project Communication Plan (CommPlan) is developed to promote the efficient and effective coordination of internal/external communications and stakeholder engagement in the Ukiah
Valley Basin Groundwater Sustainability Agency (UVBGSA) effort to develop a Groundwater Sustainability Plan (GSP). The CommPlan will serve as the primary guideline for addressing the
requirements outlined in Department of Water Resources (DWR) Groundwater Sustainability Plans (GSP) Regulations Section § 354.10:
“Each Plan shall include a summary of information relating to notification and communication by the Agency with other agencies and interested parties including the following:
(a) A description of the beneficial uses and users of groundwater in the basin, including the land uses and property interests potentially affected by the use of groundwater in the basin,
the types of parties representing those interests, and the nature of consultation with those parties.
(b) A list of public meetings at which the Plan was discussed or considered by the Agency.
(c) Comments regarding the Plan received by the Agency and a summary of any responses by the Agency.
(d) A communication section of the Plan that includes the following:
(1) An explanation of the Agency’s decision-making process.
(2) Identification of opportunities for public engagement and a discussion of how public input and response will be used.
(3) A description of how the Agency encourages the active involvement of diverse social, cultural, and economic elements of the population within the basin.
(4) The method the Agency shall follow to inform the public about progress implementing the Plan, including the status of projects and actions.”
The CommPlan serves as the communication and engagement plan for the Ukiah Valley Basin (UVB) GSP and is developed in response to the following requirement of the DWR evaluation criterion
in GSP Regulations Section § 355.4.b.(4):
“Whether the interests of the beneficial uses and users of groundwater in the basin, and the land uses and property interests potentially affected by the use of groundwater in the basin,
have been considered.”
The CommPlan will be updated as needed throughout the project term. This will ensure that up-to-date information related to project communication is contained in the CommPlan. The CommPlan
will be executed by members of the UVBGSA through the lifetime of the GSP. The UVBGSA will communicate GSP updates through the UVBGSA page on the County of Mendocino website, the County
of Mendocino social media channels and periodic public meetings. This CommPlan will serve as a repository for all mailing lists, outreach and engagement activities and stakeholder communications.
Project Organization
The Ukiah Valley Basin GSP is being developed for the Ukiah Valley Basin Groundwater Sustainability Agency (UVBGSA). Larry Walker Associates, Inc. in collaboration with GEI Consultants,
University of California Cooperative Extension (UCCE), and SCI Consulting Group (LWA Team) are responsible for the development of the GSP at the direction of the UVBGSA. The UVBGSA
Board of Directors (the Board) is shown in Table 1. The Board acts as the GSP’s overall Project Management Team (PMT) and is scheduled to meet on the second Thursday of every month
at 1:30 PM in the Mendocino County Board of Supervisors Chambers. All meetings are open to the public with notices, agendas, and minutes posted on Mendocino County’s (County) website.
Public engagement is encouraged at the Board’s meetings and an e-Notification capability will be offered by the County to reinforce this purpose for interested parties. Draft deliverables,
draft GSP chapters and other important development milestones are scheduled to be discussed at the scheduled Board meetings in order to promote transparency regarding the decision-making
process.
Table 1. UVBGSA Board of Directors.
Member Agency
Director
Alternate Director
County of Mendocino
Glenn McGourty
Maureen Mulhern
City of Ukiah
Douglas F. Crane
Russian River Flood Control
Alfred White
John Reardan
Upper Russian River Water Agency
James Green
Ken Todd
Tribal Seat
Vacant
Agricultural Seat
Zachary Robinson
Levi Paulin
CONSULTANT TEAM
As mentioned above, the consultant team is led by Larry Walker Associates, Inc. in collaboration with GEI Consultants, UCCE, and SCI Consulting Group. Dr. Laura Foglia, LWA Project Manager
(PM), will serve as the primary point of contact for the LWA Team, providing clear, consistent, and effective communication with the PMT and the County.
TECHNICAL ADVISORY COMMITTEE (TAC)
UVBGSA has convened a TAC to provide input and recommendations on the technical aspects of the GSP development process. TAC members and the represented agencies are shown in Table 2.
TAC meetings are scheduled at a similar frequency to the Board’s meetings, on the second Wednesday of every month, at 1:00 PM. All meetings are open to the public with notices,
agendas, and minutes posted on Mendocino County’s (County) website. Subscribers to the e-notification system will be notified automatically for the TAC meetings.
Table 2. UVB TAC members.
Member Agency
Member
County of Mendocino
James Linderman
City of Ukiah
Sean White
Upper Russian River Water Agency
Ken Todd
Russian River Flood Control
Elizabeth Salomone
Sonoma County Water Agency
Don Seymour
Mendocino County Resource Conservation District
Mike Webster
California Land Stewardship Institute
Laurel Marcus
Tribal Representative
Javier Silva
Agricultural Representative
Levi Paulin
DEPARTMENT OF WATER RESOURCES (DWR) POINT OF CONTACT
All high and medium priority groundwater basins in California are assigned a Point of Contact (POC) from the DWR Region Offices. POCs assist GSAs and stakeholders in the basin to connect
with the statewide Sustainable Groundwater Management Program and to locate resources for assistance. Mr. Dominic Gutierrez from the Division of Integrated Regional Water Management
of the DWR North Central Region Office is the POC for this GSP and can be reached via email at: Dominic.Gutierrez@water.ca.gov. POC information for the Regional Office corresponding
to the UVB GSP is shown below in Figure 1.
Figure 1. DWR Point of Contacts
Goals and Desired Outcomes
In August 2014, the California Legislature passed the Sustainable Groundwater Management Act (SGMA), which went into effect January 1, 2015. SGMA, a package of three bills (AB 1739 Dickinson,
SB 1168 Pavley, and SB 1319 Pavley), requires the long-term and sustainable management of groundwater resources and places this responsibility on local authorities. Groundwater Sustainability
Agencies (GSAs) were required to be formed by June 30, 2017 as the responsible authorities for developing GSPs and achieving SGMA’s implementation goals and mandates.
The key objective of the Ukiah Valley Basin GSP will be to address groundwater sustainability by designing strategies that avoid and prevent undesirable results to regional groundwater
resources over the next 20 years, and beyond. Because SGMA requires local stakeholders and beneficial users to be part of the GSP planning and implementation process, the UVBGSA will
identify and engage stakeholders to integrate their input into the decision-making, coordination, and management processes. Specific processes are not outlined for the consideration
of these interests in the legislation and it is upon the UVBGSA to define such processes. However, SGMA specifically requires public meetings to be held during the GSP development and
implementation when:
When the GSA intends to adopt or amend a GSP (CA Water Code Section § 10728.4);
Prior the GSA imposing or increasing a fee (CA Water Code Section § 10730.(b)(1))
In order to meet these requirements, UVBGSA is implementing an adaptive management strategy as explained in detail in the sections below. This strategy contains three phases: (1) planning,
(2) implementation, and (3) evaluation/response, and is intended to work fundamentally as described in the Community Water Center whitepaper on this topic. For the planning phase,
this CommPlan will serve as the document for communication and engagement in the GSP development and will be updated as necessary. For the implementation phase, the methods and strategies
to be used are described in the Communications Strategy Section. Finally, for the third phase, the Evaluation and Assessment Section identifies questions to assess the effectiveness
of the C&E plan and to deliver effective and comprehensive responses.
UVBGSA AND UVB GSP
In May 2017, UVBGSA was created to by a Joint Powers Agreement (JPA) to serve as the official GSA for the UVB to comply with SGMA. Under the agreement, the UVBGSA shall take actions
deemed necessary to ensure sustainable management of the UVB, as required by SGMA.
The UVBGSA consists of a variety of local public agencies with water supply, water management and land use responsibilities. These include the County of Mendocino, the City of
Ukiah, the Upper Russian River Water Agency, and the Russian River Flood Control and Water Conservation and Improvement District. The boundaries of these agencies are shown in Figure
. The County of Mendocino exercises land use authority on the land overlying the basin. The City of Ukiah is a local municipality that exercises water supply, water management and land
use authority within the City’s boundaries. The Upper Russian River Water Agency is a JPA representing Millview County Water District, Willow County Water District, Calpella County
Water District, and Redwood Valley Water District. The County Water Districts have water supply and water management responsibilities within the UVB. The Russian River Flood Control
and Water Conservation and Improvement District is a special district created by State statute (State of California Statute, Act 4830). The District exercises water supply and water
management authority within the UVB.
The UVBGSA Board also includes a tribal representative and an agricultural representative, as noted in Table 1. Representation by these stakeholder groups on the Board of Directors
was a decision made by the members of the JPA.
In accordance with SGMA priorities established by DWR, the UVBGSA must develop and submit its GSP by January 31, 2022; the plan must include actions to maintain or achieve sustainability
within twenty years of the GSP’s adoption. The information contained in the GSP will comprehensively characterize the conditions in the UVB, determine strategies for sustainably managing
groundwater resources, satisfy the requirements of SGMA, be consistent with Emergency Regulations and guidance prepared by DWR, be implementable by stakeholders of the UVB, and describe
monitoring and reporting to DWR. Moreover, in order to reach the best outcome for the GSA and local stakeholders, and to satisfy SGMA requirements, all beneficial uses and the interests
of beneficial users of groundwater must be considered through the active involvement of local stakeholders.
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Figure 2. UVBGSA JPA members and their respective boundaries.
UVBGSA DECISION-MAKING PROCESS
The general voting procedure of the UVBGSA is outlined in the JPA. Each member of the Board has one vote. Unless otherwise specified, all affirmative decisions of the Board require the
affirmative vote of a simple majority of all the Board’s Directors participating in voting, provided that, if a Director is disqualified from voting on a matter before the Board because
of a conflict of interest, that Director shall be excluded from the calculation of the total number of Directors that constitute a majority. The Board of Directors shall strive for
consensus of all members on all items.
With respect to GSP development, the above-mentioned procedure will be used for all subjects that require Board’s action. Since the beginning of this GSP development, discussions and/or
presentations have been conducted in the TAC and Board public meetings to facilitate input from stakeholders and interested parties. Key documents have been made available in advance
of meeting on either the County’s website or via the C&E Tool, whichever was determined appropriate, as a working draft document. Comments made by the TAC, the Board, or by the public
have been addressed in a reasonable timeline (if possible, by the next public meeting) and the final draft of the deliverable has been presented and an action taken by the Board in
the next scheduled meeting. During all public meetings, time-limited opportunities have been offered to the public to comment on all public agenda items. In addition, an opportunity
for public comment on items not on the agenda was provided.
The LWA Team, the Board, and the TAC have come up with a preferred method of communication with regards to GSP deliverables and additional matters that need the Board’s approval and/or
the TAC’s involvement and direction. As a soft arrangement, meaning the timeline can be adjusted respective to the task in hand, the LWA Team will provide a month for the TAC to review
a document or elaborate on a subject that is scheduled to be acted upon in the upcoming meeting. GSA Board will be provided with at least two weeks advance time before an official review/presentatio
n of a document for approval at a Board meeting. As explained, all efforts will be made so that discussions and/or presentations are conducted in the TAC and Board public meetings to
facilitate input from stakeholders and interested parties. In addition, key documents will be available in advance on County’s website, whichever appropriate, as a working draft document.
Comments made by the TAC, the Board, or by the public will be addressed in a reasonable timeline (if possible up to the next public meeting) and the final draft of the deliverable will
be presented and action taken by the Board in the next scheduled meeting. This procedure is illustrated in Figure 3.
During all public meetings, time constrained opportunities will be offered for the public to comment on all public agenda items. In addition, an opportunity for public comment on items
not on the agenda will be provided.
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Figure 3. General review process of deliverables.
COMMUNICATION OBJECTIVES TO SUPPORT THE GSP
The UVBGSA will strive to build broad support for key elements of the GSP and will facilitate the effective engagement of stakeholders and beneficial users of groundwater to achieve
the best outcome for its GSP. The following are the guiding principles of the GSP communication strategy:
Inform the public with balanced information to assist them in understanding the issues to be addressed, alternative management measures, opportunities, and/or solutions.
Consult with the public by obtaining feedback and public comments on analyses and decisions. UVBGSA will encourage the public to be involved in the decision-making process since they
are affected by the GSP and can influence the outcome.
Involve beneficial users and work with them throughout the process to ensure that their concerns, aspirations, and their overall input is understood and considered.
Collaborate with stakeholders in the decision-making process including the development of management alternatives and identification of preferred solutions.
Empower the members of the GSA by fully considering their priorities and sufficiently implementing them in the GSP.
Inform all engaged on how their input affected the decision.
Ensure process integrity and transparency.
Utilize facilitation and outreach methods that minimize the cost and environmental impacts of travel.
Leverage available technological platforms to increase collaboration and efficiency.
Maintain appropriate alignment between engagement, content development, and project management.
Details of the methods and strategies used to accomplish these objectives are laid out in the following sections.
OVERRIDING CONCERNS, MAJOR CONCERNS OR CHALLENGES
A challenge in developing and implementing the GSP is the time constraint that may limit the capability to build relationships and underlying trust between all sectors of the public
involved and/or affected by the GSP. UVBGSA made the necessary efforts through several public meetings, adequate outreach and notices, and involving major beneficial users in its board
of directors during the formation of the GSA. The GSP development process brings about new challenges that will need broader involvement and trust to be established. Conflicting interests
on the use of the shared resources may arise that can only be resolved through an effective decision-making process. It is also possible that needs and interests of particular stakeholders
may change throughout the development process, complicating the dynamics of the planning process. The CommPlan and its thorough implementation will assist the UVBGSA in overcoming these
types of challenges.
In addition, public outreach and stakeholder engagement takes time and resources to be done well. This can become a significant challenge since both the time and the resources available
to the UVBGSA are limited. However, the Board believes that its planned strategies and venues of engagement will enable its communication and engagement efforts to be effective. The
Board is confident that a balanced and effective investment in effective communication and engagement
will lead to improved outcomes, optimized resources, broad support, and reduced conflicts, which subsequently outweighs its respective cost.
Stakeholders Involved in the Project
SGMA (CA Water Code Section § 10723.2) and GSP Regulations Section § 354.10.(a) collectively require the UVBGSA to consider interests of all beneficial uses and users of groundwater
basin and provide a description of those users and uses, the types of parties representing those interests, and the nature of consultation with those parties. Table 3 summarizes the
list of stakeholders identified by the UVBGSA. This list will be updated as necessary.
Table 3. Identified stakeholders and interested parties for the UVB.
Category of Interest
Stakeholder Groups
Contact Person
UVBGSA Board of Directors
Land Use
County of Mendocino
Glenn McGourty
Land Use/Urban Use
City of Ukiah
Douglas F. Crane
Integrated Water Management
Russian River Flood Control
Alfred White
Urban Use
Upper Russian River Water Agency
James Green
California Native American tribes
Tribal Seat
Vacant
Agricultural Use/ Private Users
Agricultural Seat
Zachary Robinson
UVB TAC Members
Land Use
County of Mendocino
James Linderman
Land Use/Urban Use
City of Ukiah
Sean White
Urban Use
Upper Russian River Water Agency
Ken Todd
Integrated Water Management
Russian River Flood Control
Elizabeth Salomone
Land Use
Sonoma County Water Agency
Don Seymour
Urban/ Agricultural Use
Mendocino County Resource Conservation District
Mike Webster
General Public/Land Use
California Land Stewardship Institute
Laurel Marcus
California Native American tribes
Tribal Representative
Javier Silva
Agricultural Use/ Private Users
Agricultural Representative
Levi Paulin
Public Water Systems
Urban Use
Redwood Valley County Water District
Millview County Water District
Urban Use
Redwood Valley County Water District
Millview County Water District
Willow County Water District
Calpella County Water District
Private Water Companies
Urban Use
City of 10,000 Buddha’s
Rogina Water Company
Yokayo Water Systems
California Native American Tribes
California Native American tribes
Redwood Valley Rancheria
Tribal Representative on UVBGSA and the TAC
Coyote Valley Reservation
Pinoleville Pomo Nation
Potter Valley Rancheria
Guidiville Rancheria
Hopland Reservation
Agriculture
Agricultural Use
Mendocino County Farm Bureau
Devon Jones
Mendocino County Wine Growers Association
Agricultural Representative on UVBGSA and the TAC
Pear Growers
Cannabis Cultivation
State Entities
Environmental and Ecosystem
UC Davis Cooperative Extension
State Lands
Department of Water Resources (DWR)
State Lands/Environmental and Ecosystem
North Coast Regional Water Quality Control Board
State Lands/Environmental and Ecosystem
California Department of Fish and Wildlife (CDFW)
Federal Entities
Federal Lands/Environmental and Ecosystem/Integrated Water Management
US Army Corps of Engineers
Federal Lands/Environmental and Ecosystem
US Fish and Wildlife Service (USFWS)
Environmental and Ecosystem
NOAA Fisheries
Environmental and Ecosystem
Forest Service
UVB Residents
General Public
Public
Disadvantaged Communities
Citizen Groups
METHODS FOR PROMOTING ACTIVE STAKEHOLDER INVOLVEMENT
As UVBGSA moves towards developing its GSP, it will initially focus on stakeholder identification and assessment. The LWA Team will conduct stakeholder interviews at the outset of the
planning effort to understand the interests, concerns, opportunities, and resources that exist in the stakeholder community. During the GSP development process, the Board will evolve
its outreach efforts by identifying additional stakeholders, understanding their interests and concerns, and providing a transparent and responsive communication venue for their engagement.
This will happen through the following approach:
Develop and maintain an updated interested parties’ list through UVBGSA stakeholder identification and outreach, voluntary subscription, and e-notification system.
Conduct interviews with key stakeholders at the outset of the GSP planning effort.
Hold regular public meetings of the UVBGSA Board and the TAC, encouraging public participation through County website. Convene a collaborative decision-making process through public
meetings with the goal of building a shared understanding and reducing conflicts. This will provide an additional venue for interested parties to get involved in the more technical
side of development and implementation of GSP.
Provide alternative opportunities for stakeholders or interested parties that face more barriers to participation such as holding interviews with the LWA Team, translated materials,
evening meetings, etc.
Use the UVBGSA website to provide increased access to data and information in a user-friendly form. Provide emails/newsletters to interested parties updating them on newly developed
documents or information and seeking their participation and/or comments.
Methods outlined above will help UVBGSA conduct the implementation phase of its adaptive management strategy.
USE OF PUBLIC INPUT AND RESPONSE
The Board’s success in implementing their adaptive management strategy will depend, in part, on how it responds to public input. Moreover, a recognizable employment of the public input
boosts engagement and increases the trust in the process and plan. The UVBGSA will respond to constructive public comments and concerns and demonstrate how they shaped the outcome at
hand. Efforts will include:
Making draft deliverables provided for the TAC or the UVBGSA review available to the public to materialize a more fruitful public discussion during the public meetings scheduled for
deciding on those deliverables.
Publishing Board-approved draft final GSP Chapters for public comment with reasonable commenting periods. If necessary, responses to comments will be published to elaborate on how they
were implemented or considered in revising the documents.
Continued implementation of the methods for promoting active engagement of the public with a focus on obtaining comments and responding to concerns.
At key C&E milestones described in the C&E Implementation Timeline Section, UVBGSA evaluated the effectiveness of its communication strategy by answering the following questions:
Is there a shared understanding of the GSP’s goals and its implementation timeline?
Are stakeholders educated about the GSP development process and their own role?
Has the GSA received positive press coverage?
Do diverse stakeholders feel included?
Has there been behavioral changes related to the program goals? Or, is improved trust/relationships in evidence among participants?
Has the CommPlan been implemented and updated?
Has the interested parties’ list been expanded?
Have there been well-attended and robust public hearings at all of the necessary junctures?
Are all established venues for stakeholders open and effective?
Are there formal mechanisms to assess outcomes and make improvements?
Reviewing these results helped identify the strengths and weaknesses of the communication strategy and how to improve it.
Communications Strategy
As explained in the previous sections, UVBGSA will use a multitude of communication methods to convey information and obtain input from stakeholders. The applicability of each method
will depend on the goal of the intended communication. As a general rule of thumb, the communication strategy is divided into external and internal communications as explained below.
UVBGSA will implement a comprehensive communication and engagement plan that meets SGMA requirements and will try to optimize its strategies in external and internal communications
to maximize the end benefits.
INTERNAL COMMUNICATION
Internal communication is defined as any communication between and among the UVBGSA Board members, Mendocino County, the TAC or other convened committees, and the LWA Team that is necessary
to keep the planning effort moving forward and to execute the scope of services articulated in the contract with the LWA Team. The Board, County, and the TAC will convey internal communications
among their own members or with each other using their preferred methods such as emails, phone conversations, etc., consistent with applicable
regulatory requirements. If a meeting is arranged between any combination of the three, notes will be taken and kept on record by an assigned member of the participants. The LWA Team
will take and keep notes of the meetings with the Board and the TAC. These notes will be made available following the approval of the Board via the UVBGSA website. The LWA Team will
provide monthly progress reports to the Board.
EXTERNAL COMMUNICATION
External communication is defined as any communication of the UVBGSA, the TAC, the LWA Team, or any other committee with the public (which includes DWR POC). These communications may
occur through emails and newsletters, public meetings, mailed flyers/brochures/advertisement, handouts, group interviews and radio broadcasts.
For all public meetings, including but not limited to regular Board and TAC meetings, agenda for the meeting is posted online on the County website and subscribers to the e-notification
system are notified. An electronic flyer for the meeting is also included in the newsletter and interested parties are notified through their preferred contact method. Meeting minutes
are recorded as the normal procedure of the Board and the TAC and will be posted afterwards on County website. In addition, the LWA Team keeps record of all its communication with external
parties including group interviews. Those records will be available through appropriate procedures if approved by the Board.
Online and web-based resources including the County website and County Social Media outlets are regularly updated and utilized for informing the public of the project status, posting
draft GSP Chapters, publishing notices, receiving comments, demonstrating how public input is being implemented, disclosing results and data, and sharing news and updates.
Public Meetings
All UVBGSA Board and TAC meetings are open to the public and designed to encourage input, discussion, and questions from public audience members. The minutes of UVBGSA Board and TAC
meetings reflect the questions and comments raised by members and the general public. Currently scheduled public meetings are shown in Table 4. This schedule is subject to change as
the GSP development process progresses and the GSP development schedule is updated (Appendix A). Meetings with the UVBGSA Board and the TAC are multi-purpose venues for public engagement
and outreach. The LWA Team will provide progress reports at the meetings unless directed otherwise by the Board; presentations for the Board members or the TAC may be conducted to assist
in the decision-making process or to provide for information to the public; public comments regarding scheduled and non-scheduled items will be received; and, actions will be taken
and decisions will be made with regards to the GSP development and implementation.
Table 4. UVBGSA important meeting dates for GSP development process.
Date
Subject of Discussion at UVBGSA Meeting (1:30 PM)
Subject of Discussion at TAC Meeting (9:30 AM)
13 September 2018
Introduction
Project Schedule
8 November 2018
Communication Plan and Data Management Plan Needs Assessment
Data Gap Analysis
Monitoring Network Analysis
14 February 2019
Communication Plan
Data Management Plan
Data Gap Analysis
Monitoring Network Analysis
16 April 2019
Phase I Deliverables
Data Acquisition & Confidentiality Requirements
6 June 2019
Prop. 68 Solicitation Schedule
Hydrogeologic Conceptual Model
TSS Application
15 October 2019
HCM Update Prop
68 Update TSS Update
DMS Draft Deliver Draft HCM
Commenting and Review Prop 68 Update, TSS Update
9 January 2020
Groundwater Model
Ch.2 GSP Update
Sustainable Management Criteria
Measurable Objectives, TSS Update, TAC Meetings Moved to day before Board Meets
12 March 2020
Sustainable Management Criteria
Measurable Objectives
Sustainable Goal Development Water Quality SMC Survey Review
13 May 2020
Preliminary SW/GW SMC Historical GW Elevation Trends
10 September 2020
Monitoring Network
Future Scenarios PVP Updates
SW GW Interaction Results
Water Budget WQ SMC Delivery
Future Scenarios Current and Baseline Water Budget
Remote Monitoring Studies
14 October 2020
SMC Development GW Decline and SW Depletion
Well Instrumentation
12 November 2020
SMC MT/MO Development
Model Results
13 January 2021
Model Results
ISW/GDE Discussions
11 February 2021
Draft SMC’s Approved
SMC Discussion
11 March 2021
Final GSP Implementation Plan
Draft GSP
Monitoring Network Finalized
8 April 2021
Final GSP Implementation Plan
Draft GSP
13 May 2021
Final GSP Draft/ GSP Submittal
Draft GSP
10 June 2021
Final GSP Draft/ GSP Submittal
Draft GSP
Table 5. UVBGSA Public Meeting Dates
Date
Subject of Discussion at Public Meeting
29 September 2020
Introduction of UVBGSA and GSP
Project Schedule, Implementation Plan, Schedule for Future Public Meetings
Venues for Engagement
23 February 2021
Draft GSP Public Comment
SMC and Potter Valley Project Presentation
20 April 2021
Draft GSP Public Comment
25 May 2021
Draft GSP Public Comment
22 June 2021
Draft GSP Public Comment
If determined essential by the Board, additional public meetings may be scheduled to further distribute the information to the public at specified locations and times. These meetings
will be appropriately advertised through the County website, emails and newsletters, interested party list subscribers, and postal mail or flyers.
Stakeholder Survey and Mapping
At the outset of the GSP development effort, the LWA Team will convene meetings with identified key stakeholders to gather important information using a survey form tailored to the UVB
GSP effort.
The LWA Team will contact representatives for the key stakeholder organizations to learn more about them, describe the GSP development process, and will invite them to engage in the
process. Prior to these meetings. The LWA Team will develop background information, maps, and a stake holder survey form. Follow up communications may be made to answer questions that
come up or to better understand stakeholder interests, issues, and challenges.
After the stakeholder surveys are completed, the LWA team will compile the information received in a “Lay of the Land” document. This document will summarize information received from
stakeholders regarding initial concerns/issues, interests, challenges, preferred methods of communication, and desired level of engagement.
Venues for Engaging
To achieve the goals and objectives of the CommPlan, the UVBGSA will utilize multiple outreach venues as wells as broader communication tools. This will allow stakeholder engagement
at different levels best suited to stakeholder needs. The Board will use these venues to provide regular feedback and updates and to receive comments. Due to the ongoing COVID-19 pandemic
and in accordance with County and State health orders, these venues will be hosted virtually until new incidences of COVID-19 are reduced to a safe level within the county and we are
able to return to in person meetings. These venues are discussed in previous sections and are listed below:
Public meetings of the Board and Advisory Committees: for all interested parties. Advertised and announced through appropriate means such as email newsletters, interested parties subscription
lists, e-notification system, flyers and banners, etc.
Stakeholder interviews and/or work group meetings
Community or regional forums: conducted on as needed basis by the UVBGSA, the LWA Team, or appropriate public agencies identified by the Board.
Public workshops/briefings: Conducted if deemed necessary by the Board with the help of the LWA Team, DWR, and/or other appropriate public agencies for information sharing and receipt
of input.
Digital venues: County website and Zoom Meetings will be used as the main online resources for conducting and tracking engagement and outreach activities. Emails and newsletters will
be delivered to the interested parties’ list and subscribers. Available social media outlets will be used as needed.
Mailing services: provided on as needed basis and may include one or a combination of informational brochures, advertisement, flyers, handouts, etc.
After the COVID-19 pandemic started, in accordance with County and State health orders, the venues were hosted virtually until new incidences of COVID-19 were reduced to a safe level
within the county and people could return to in person meetings.
C&E IMPLEMENTATION TIMELINE
Implementation of the C&E Plan (CommPlan) will follow the timeline shown in Figure . The implementation timeline is subject to periodic update and change dependent on the status of the
project and the GSP development schedule (Appendix A).
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Figure 4. C&E implementation timeline.
Evaluation and Assessment
At key C&E milestones laid out in the C&E Implementation Timeline Section, the UVBGSA will evaluate the effectiveness of its responses to the following questions:
Is there a shared understanding of the GSP’s goals and its implementation timeline?
Are stakeholders educated about the GSP development process and their own role?
Has the GSA received positive press coverage?
Do diverse stakeholders feel included?
Has there been behavior changes related to the program goals? Or is improved trust/relationships in evidence among participants?
Has the CommPlan been implemented and updated?
Has the interested parties’ list been expanded?
Have there been well-attended and robust public hearings at all of the necessary junctures?
Are all established venues for stakeholders open and effective?
Are there formal mechanisms to assess outcomes and make improvements?
Reviewing these results will help identify what worked well, what did not work as planned, and to summarize lessons learned.
Appendix A. GSP Development Schedule
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Appendix B. GSP Register of Attendees at all Public Meeting