Friday, February 16, 2018

Letter to BW&S Board

Marsha Ritsheimer sent this to the BW&S Board. I was given permission to post:


February 11, 2018


Dear Bayview Water & Sewer Board Members,

It is easy to make it sound like you are doing a wonderful job because everything negative is the fault of someone else.  According to campaign promises, the previous board did nothing correct.  The audits were late, the water and sewer rates were raised, with limited justification, and it was said we lacked transparency.  However, the lateness of the audits did not show any wrong doings with financials.  The water and sewer rate increases were long overdue, and needed, just to keep the district sound.  We operated on a “pay-as-you-go” platform.  The only time the previous board members discussed business, was at the monthly meetings.

Now you, the new board members, are making big changes, which you promised you would do.  However, these changes, for water only, are coming with a 2.8 to 3 million dollar bond (loan) price tag and a possible increase in the base water rate of 100% (from $24 per month to $48 per month).

1)   You want us to respect your position and actions, however, I find it extremely difficult -

a)    When you make repeated decisions outside of the monthly board meetings.

b)   Spend money at an alarming rate for labor that was previously done by the in-house employees.

c)    Respond to questions of concern with sarcasm.

d)   Imply this is the first time inspections or ideas were ever done or considered.

2)   Hire a contractor who

a)    Does not do manual work himself but instead hires outside labor.

b)   Never says “I don’t know” or “I’m not sure”.  Instead,

i)     Implies the previous workers didn’t do their job.

ii)    The system wasn’t kept in working order.

iii)  Manual Switch in main pump house was disabled.

(1)  Was he trying to operate a switch that had a 10 minute safety delay?

c)    Says a meter is needed to monitor the effluent to the leach fields.

i)     There is a meter.  It just needs a new battery.

d)   Said the triplex generator failed to start during the last power outage.

i)     The triplex works on a float system – the generator starts when the float indicates pumping is required.

e)    Says the system is old.

i)     Yes, the system is old but why can’t items be replaced as needed and not be replaced as wanted?

Instead of taking offense at every question, why don’t you analyze the reason for the questions?  Instead of publicly calling people “Trouble Makers” and “Liars”, why don’t you find out the actual truth of the entire situation?  There are not any Bayview Water & Sewer District customers who would want to harm the system and to think otherwise is ridiculous and being uninformed.

I currently feel there is only one board member, who not only truly cares about the district and the job, but who can actually look at a situation and analyze it with fact and not emotion; one who diligently works to do a job without violating the trust of the people.

Many campaign promises are gone and it has become a “do as I say, not as I do” situation.  Where’s the transparency, secure financials and customer service?  Those were your words, which you used on the campaign trail, that have now gone by the wayside.

We are not a district of thousands so these great improvements are going to come at a huge cost to each rate payer.  When the previous board raised the rates due to economical increases, we were attacked by you, the same people who now want to raise the rates so drastically.  There is a huge difference in making repairs and replacements, as needed, versus making elaborate changes because it will make everything the latest and greatest.

Sincerely,



Marsha Ritzheimer

Monday, February 12, 2018

The Other Side of BW&S District


The Other Side of BWSD

-by Karen Renner

2.12.2018

NOTE:  All figures quoted herein are taken from records supplied by the BWSD office.  The 2016-17 fiscal year-end figures are not yet audited; projected figures are identified and based on current available averages.  Complete fiscal year audits and current proposed budget are available on the BWSD website.



The first evening BWSD board meeting is February 15th, 7:00 p.m. at the Community Center.

Customers of Bayview Water Sewer District should be informed of unsustainable deficit spending under the current Board of Directors.  Under new meeting rules announced in January, the board no longer will dialogue with or answer questions from the public during meetings.  Comments may not be made for items on the agenda for that meeting, because the board does not want to be ‘influenced’ prior to making decisions.   



When the district changed from employee based to contract based operations in August 2017, I asked the board specifically what duties our employees performed that would not be covered in the new operator contracts.  The board has yet to answer this question, and one board member went so far as to tell me that it may be years before they truly know what the difference in operation costs will be.  While monthly deficit spending continues, the board has launched a preliminary process to study and develop proposals for a $2,800,000 to $3,000,000 (YES, MILLION) bond for upgrades to the water system.  BOND means the district customers must re-pay a loan.  The initial estimate is a 100% increase of the existing base water rate of $24.00, resulting in a base rate of $48 MONTHLY per customer for water.  This does not include sewer fees, or any needed upgrades to our existing sewer system.



The BWSD board ‘sold’ the change from employee based to contract based operations by proclaiming “we will be saving $82,000 per year, which we will be able to use to re-pay the loan for improvements”.  We were also told the new contract operator was more skilled with higher licenses. In my opinion, operators with higher class licenses (to run systems such as Spokane or Coeur d’Alene) could be used as consultants, not day to day operations.  This could be compared to hiring a CPA to complete daily basic bookkeeping functions, at a substantial higher wage or salary.



BWSD stated at the October 2017 meeting that our former employee operator cost to the district (payroll, taxes, insurance and benefits) was $5,000 per month.  This cost also included most labor for maintenance and repairs to our systems, buildings, grounds, and 80-acre treatment site (timber mgmt, field cultivation, vegetation control etc).  We are currently paying $7,000 per month to contract operators who perform minimal labor for maintenance and repairs.  The district now pays additional labor costs to various businesses.  This includes excavation companies who must bring labor crews (at a cost of anywhere between $40 - $125/hr each crew member) to complete jobs which our contract operators do not perform under their contract and which our employees used to do (meter installs, pipe breaks, leak repairs etc).  We have yet to approach a season of opening and running the wastewater treatment site under contract operations.  Our treatment site has been shut down since the new wastewater charge operator began in September 2017.  I want to be clear, this is not the fault of our contract operators.  These contractors are simply doing what they bid for and is outlined in their contracts.   Our advocacy group has continually voiced concern regarding the uniqueness of our system, which requires exceptional time and familiarity to maintain AND operate.  The BWSD board failed to recognize this when abruptly dismissing the remaining employee operator and choosing to turn all operations over to new contractors.  All of this comes at a significant increase in operating costs to us, the customers of the district.  I assert the board failed to conduct an appropriate cost/benefit analysis prior to making a decision whether the contracts were appropriate for the amount being paid and failed to consider the impact on the overall district budget.



BWSD Repair and Maintenance totals under employee operations for fiscal years ending

2013      $41,892.00

2014      $43,076.00

2015       $31,666.00 actual

2016       $50,036.00 actual, $51,900 budgeted



BWSD Repair and Maintenance totals after switching to contract based operations in August 2017:

2017       $98,056.00 actual, $53,000 budgeted

(includes $25,155 expense for 2 pumps which may be capitalized, leaving actual amounts of $72,901 which still exceeds budget.  With this adjusted actual number, in the first 8 months of the fiscal year, the district spent $27,205 for employee based maintenance/repairs.  In the last 5 months- August-December, 2017, they spent $66,045 for contract based maintenance/ repairs---A 142.7% INCREASE.



2018       Budget is $68,000.  $20,346 was spent in December, 2017, the first month of the fiscal year



Under employee based operations 2013 -2016, the average monthly cost for maintenance and repairs was $3,473.00.  Contract operation monthly average for maintenance and repairs for Oct, Nov and Dec was $15,573.  



One employee operator cost ($5,000) + average monthly maintenance/repairs ($3,473) equates to approximately $8,473.00 or $101,676 per year.

Current budget is $89,000 for operators, $10,000 for contract labor and $68,000 for maintenance and repairs, or $167,000 for the year, which under current spending will be well exceeded.



After raising base rates $3.00 per customer per month, the 2016 -2017 fiscal year net operating loss was $67,186. This works out to be an estimated additional $141.00 per customer for the year (estimated 475 customers +/-).



In December 2017, first month of the new fiscal year, the operating loss was posted at $23,439.

Total Checking and Savings balances decreased $83,174 from 7/31/17 to 12/31/17 and the district's Total Assets decreased a whopping $128,466 from this rampant, out of control spending.

I am asking concerned district members to get involved! Come to meetings and submit your own questions to the board.  Our goal is to preserve the affordable lifestyle we enjoy in Bayview, and ensure our water and sewer system is responsibly run within the identified budget.



Thank you for taking the time to read and consider this large amount of information.







*On the following page you will find comparison budget data over the past several years.  Please note this is not inclusive of all district operation costs.  Audits and current budget can be found on the district website. This is for consideration only regarding cost/benefit analysis of employee vs contract based operations.  All figures quoted herein are taken from records supplied by the BWSD office.  The 2016-17 fiscal year-end figures are not yet audited; projected figures are identified as such as an estimate based on current available amounts which were averaged.  I have no intent to mislead in any way, I am just a concerned citizen who feels our district can be run more efficiently on a day to day basis. 


















Thursday, February 1, 2018

Bayview Angels


Bayview Angels

                This article started out as a Christmas Story of sorts, but is now just a reminder of all the angels in our small little community.  Over the holiday season, I witnessed a man walk into the Merc and ask an employee of the Merc, Linda Brazee, if the Timberlake Fire Department was collecting for the food bank.  She confirmed, and this man nearly cleaned the shelf of chili, soups and stews to donate later that evening.  Not only did he help the local food bank, but also local business at a very slow time of the year for Bayview.  I also noticed the beautiful wreath hanging in the Merc that was raffled off to raise money for Brad Mangett to help him with his personal loss due to fire. Kicking off the month of November was the Veterans’ Dinner sponsored by the Captain’s Wheel crew.  Now comes my personal experience with Bayview Angels.

                Many of you know me as the lady at the pancake breakfasts that tries to sell raffle tickets as well as tickets for the $1000 raffle to support the Bayview Chamber of Commerce.  What you may not know is what is done with the money collected. The Chamber Board uses those funds to support the Community Center operations, the Chamber general fund that provides activities and prizes / gifts for the children’s Easter Egg hunt, Christmas party, Bayview Daze Street, Boat Parade, Girls State, Fire and Police Fund too!  In 2017 the mini-50/50 raffle was donated to the LPOIC fishing derby youth division.

                Some of you may also know me as the crazy lady with the patriotic bikini swimsuit cover that walks with Uncle Sam and the Bucket Brigade in the Bayview Daze Parade collecting donations for the next year’s fireworks extravaganza. 

                My latest fund-raising endeavor is collecting money to pay back a Guardian Angel that has loaned me $2500 to pay for legal fees for Norma Jean Knowles and Sue Damon as they are in the process of having to defend themselves against trespassing and were also named as possible perpetrators of vandalism by the Chairman of the BW&S Board.  After hearing of water overflowing from the BWSD property, down a forest service road and onto private property over underground springs, these two ladies took a walk up the road armed with cameras and wearing flipflops to investigate as concerned citizens of the community.  For further information on this issue, read the letter posted on the BWSD website.  When the board was questioned about the action to adamantly pursue criminal charges, the response was “because they lied”.  Anyone who knows these two women simply knows that their integrity is stellar.  Norma Jean and Sue are fine upstanding citizens in our community and would never cause harm to any person or property.  They volunteer hours of their time, talent and treasure to the community and this action by the BW&S Board is extreme and totally unnecessary, in my own opinion.  Anyone accused of a crime is “innocent until proven guilty”.  What happened to direct communication and conversation?  What about a simple warning?  After public outrage, Jan Jones attempted to make a motion to stop the pursuit of charges for the good of the community. However; the Chairman would not accept the motion and refused to consider an amendment to the agenda.  The police report was filed in Kootenai County because Mr. Doney did not know that the treatment site is in Bonner County.  Having to change the venue from Kootenai to Bonner may cost even more for their defense.  Hence, I have been soliciting donations to pay back Bayview’s Guardian Angel and get these fees covered as both ladies are on fixed incomes and do not deserve the stress of trying to pay for legal costs.  Having one’s character attacked publicly and legally is stress enough. Besides the main Guardian Angel that loaned me the initial $2500, there have been several other angels that have donated and pledged to help cover this cost for Norma Jean Knowles & Sue Damon and you know who you are. I express my sincere thanks to all not only for myself but on behalf of Norma Jean & Sue.  I am still in need of funding and would appreciate any help in covering these costs.

                Again, I would personally like to thank all the angels for the gracious contributions to this cause, so far, and for not running away each time you see me coming.  Please know that when I ask for financial support it will always go to a good cause and this is one that is dear to my heart.  These ladies are our friends and neighbors that were just trying to keep our community safe.  If anyone reading this article would like to donate to help me pay back Bayview’s Guardian Angel or for general questions, please feel free to contact me.  The main Guardian Angel wishes to remain anonymous and I am also keeping all contributors of donations confidential.  Every little bit helps.  Thanks again & God bless all the angels in our community.



Jamie Berube


(509) 838-4651 x 012340 – Weekdays 8 A.M. to 6 P.M.

(509) 928-2570 – Evenings & Few Weekends

(208) 683-5138 – Nearly Every Weekend

Friday, January 19, 2018

Letter to BW&S

For those of you who do not attend or cannot attend the BW&S Meetings here is a cover letter and letter written by Colleen Dahlseid. Please read, please feel free to share! Note the paragraph highlighted in yellow.

Cover Letter to Chairman Doney:


January 18, 2018


Mr. Richard Doney, Chairman

BWSD Board of Directors
P.O. Box 637
Bayview, ID  83803-0637,


Dear Mr. Doney,

I am enclosing a revision of the letter I presented to the Board at the January 17, 2017 meeting. 

It came to my attention last evening that the service provider had charged $200.

per hour for the 4 hour repair at the pump house vs the $250 per hour he had charged for the water meter install.

I would never knowingly provide inaccurate information to this Board or anyone
else and I apologize for the error.



Sincerely,

Colleen Dahlseid

PO Box 642
Bayview, ID  83803














January 17, 2018
Bayview Water and Sewer District

Board of Directors



I would like some answers from this Board about the financial management of the district. 

The figures I am quoting to you are taken from the reports and paid invoices you have supplied in response to public records requests, they are your figures, not mine.

As you are aware, for the fiscal year ending November 30, 2017, the district had a net operating loss of $67,186. The budget for this period had a projected profit of $3,475.  I realize that there were some one-time, non-recurring expenses that contributed to that loss.

 I would like to address the alarming, on-going cost of water and sewer operations brought about by the transition from knowledgeable employee-based operations to outside contractor operations.  In addition to the $7,000 per month (plus travel) that is paid to the 2 private contractors, you have expended $44,393 for water and sewer operations since August.  The resulting line item expense account for water and sewer operations was over budget by $44,443 for the fiscal year ended November 30, 2017.  I have listed the monthly costs below, based on the district’s records:

                   )  August       13,658.

                   )  September    4,360.

                   )  October       6,771.

                   )  November   19,604.



For anyone, wondering how these costs could have sky-rocketed, I will give you some background.  The former employees performed most of the operational tasks, with the exception of excavating and tank pumping; we now have an operator who answers the phone, at his convenience, and calls outside service providers to perform the work.


Reid’s annual cost to the district was $60,000, which equates to $28.85 per hour, including medical.  There was not any overtime or travel and he was on-call 24/7.

Each outside provider is being paid $125.00 an hour and the invoices I have been provided indicate that 2 of them respond, not just one.  That’s $250.00 an hour!  We paid $2,500 to install one water meter.   The former employees would have provided all the labor and the only additional cost would have been for excavating. Based on previous records, the average cost to excavate for a meter installation, was $300. In another instance, the district paid $200 per hour to repair a leaking  pipe at one of the pump houses, for a total cost of $800.

Who, on this board is approving these outrageous expenditures? The users of this district want to know.

For the 2018 fiscal year, which ends November 30, 2018, the board has budgeted  $89,000 for the two (2) private contractors plus an additional $68,000 for water and sewer operations. For the four month period, between August 1st and November 30th, a total of $44,393 has already been spent for water and sewer operations. This spending is unsustainable and fiscally irresponsible.

On behalf of the district user-base, I am petitioning this board to put a moratorium on all spending except for mandatory costs to keep the district operating until such time as this board adopts a revised budget for the fiscal year that realistically projects costs, based on what is actually being expended under your new contract based operations management.  This new budget process needs to happen now, not one month from now or 6 months from now. 


We, the users of the district are the folks who will have to pay the deficits being created here.  I might add, this will be in addition to the 100% increase in the monthly water rates that is being contemplated by this board in their preliminary LOI provided to DEQ regarding projected improvements to the water system.

Our other issue with this board, is Service.  The employee based operations management system actually provided us with service 24/7.   Now, the private contractor answers service calls at his convenience, even during normal business hours, and then calls a service provider who comes, if and when, they want to.

Ask Charlene Soppit how her service was with a broken pipe on Christmas Eve.

We want an answer to how this board intends to stop deficit spending and provide service to the district’s user base.



Sincerely,

Colleen Dahlseid

Sunday, November 5, 2017

The tale of two old ladies in flip-flops


Tmberlake Fire Commissioner Rudy Rudebaugh


Name:  David “Rudy” Rudebaugh

Town you live in: Athol, ID              

Age: 57

How long have you been a resident of the city or district?:  12 Years

Are you married:  Almost

Do you have children: Yes   How many:  four Boys and one daughter

Highest level of education completed:  14 years

Degrees held:  AA in computer information technology with a business emphasis.

Profession:

Business owner of Victory Auto Parts 12 Years

Solid Rock Solutions (Pro Audio Visual, Sound and Lighting) 17 years



Civic groups or nonprofit boards you belong to:



Athol Chamber of Commerce, Charter Member and sit on the Board of Directors,



Idaho State Fire Commissioners Association, President last 2 years

of approximately 165 Fire Districts which represents over 500 Elected Fire Commissioners throughout the state.



Idaho State Fire Commissioners Association Legislative team.  I was a member of the team that fought for equality for 5 years for Occupational Illnesses’ of firefighters.  Results, Idaho now has approximately 7000 Volunteer Firefighters and the 1200 Career firefighters with the same coverage.  



Idaho Fire District Training LLC, Board member that sponsors Fire Commissioners and Chief Officers training through the state. Primary focus of understanding the statues, which we operate under, protection of liabilities within an agency, where to find resources and much more.



Volunteer work:

Economic leader in the Athol Area Rural Community review in 2016.

Sponsorship of 11 classic car shows in conjunction with Athol Days.



Previous political experience:  Timberlake Fire Protection District Commissioner, President of Idaho State Fire Commissioners Association, Board member Idaho Fire District Training LLC.

••••••••••••••••••••••••••••••••••••••••••••••••

What prompted you to seek election to this position?



I am seeking reelection, so I may continue to serve the taxpaying citizens of the Timberlake Fire Protection District in maximizing the provided tax dollars with efficient budgets in providing the citizens the best possible depth of service. Insuring equipment and training programs keep our members safe as they serve you. Working with and achieving collective bargaining agreement s with the Districts Union members while finding the delicate balance between available dollars and their needs. The volunteer program is currently in the best shape in Timberlake’s history and is receives positive comments all over the state of Idaho. You now have two newer fire engines, a brush truck alongside a water tender all purchased within budget planning and the proper management of the districts Local Government Investment Accounts (LGIP).





What are three things you will work to change or improve if elected?



1.   The continuation of a board of Commissioners who understand their duties and responsibilities as outlined in the many various rules and statues, which guide us. This means finding the balance of meeting the first and foremost issue of Firefighter safety while serving you during some of the worst times you may be having. Secondly, having a budget that meets the employee’s needs in the district, which includes vehicles, facilities and protective equipment, while they deliver first class service to you the customer. 

1.   The continued growth of the resident/intern program alongside with our current volunteer program.  This is extremely important for the fire district as in a combination fire department is one of the factors in order to keep your homeowners insurance rates as low as possible. This requires us to maintain a ratio of two volunteers for every fulltime career employee.



2.   Continue the Strategic Planning process we have begun with the Fire District employees, Citizen Involvement and an open-minded non-biased thought processes for the long-term health and stability of your fire district. This will assist in your fire districts long-term best interest in meeting your needs.  





What makes you the best candidate?



I feel that based on my nearly eight years of experience in the Timberlake Fire District I have maintained my promise of “Responsible Decision Making on behalf of the Taxpaying Citizen”.  This to me means the members of the district are able to serve you in the safest possible environment, I believe in a strong career and volunteer fire district, which maximizes every tax dollar received as we serve you.

I feel that my in-depth understanding and experience gained as the President of the Idaho State Fire Commissioner Association has given insight and skills to continue to part of the positive leadership your fire department deserves. I do not have any hidden agendas.

In closing, I sincerely appreciated support and trust since 2010 you have placed in me.



David “Rudy” Rudebaugh

Commissioner Zone 4

Timberlake Fire Protection District