California Water Environment Association

“Member categories with voting privileges are: active members, professional wastewater operations (pwo) members, corporate members, utility members, student members, association members, retired members, water environment federation honorary and life members, and association past presidents. No member may receive a share of the organization's profits or excess dues or a share of net assets after dissolution. Approximately 10,000 water environment professionals are members of cwea. Most members (about 80%) work for public agencies, both large and small, throughout the state. About 13% work for consulting engineering firms that work closely with agencies. Approximately 3% work for equipment manufacturers serving the wastewater industry. Cwea is a member association of the water environment federation (wef), a not-for-profit technical and educational organization with members from varied disciplines who work toward the wef vision of preservation and enhancement of the global water environment. The wef network includes water quality professionals from 76 member associations in 30 countries.”

“Members with voting privileges elect directors for open positions on the board of directors at cwea's annual business meeting.”

“The association's audit firm prepares a draft tax return in concert with conducting the association's annual audit. The executive director and chief financial officer review the draft tax return. Following this review, the audit committee reviews the draft tax return. Once the form 990 together with its required schedules (the "final form 990") are in final form, the executive director brings the final form 990 to the next board of directors meeting within the filing deadline and provides a copy to each board member. If there is no board meeting within the filing deadline, the executive director provides an electronic copy of the final form 990 to each board member. If the directors deem revision to the final form 990 to be necessary, and the audit committee, the executive director and the chief financial officer agree, the audit firm revises the final form 990 and files the same. In such an event, the executive director provides a copy of the revised final form 990, as it was ultimately filed with the internal revenue service, to each board member, either in hard copy or electronic format.”

“In addition to the disclosure that all covered persons must make annually, officers, directors, and key employees must, annually, complete and sign the acknowledgment of receipt and annual disclosure of interests. Officers, directors, and key employees remit the completed and signed form to cwea's executive committee. For each interest disclosed to the executive committee, the executive committee will determine whether to: (a) take no action; (b) assure full disclosure to the board of directors and other individuals covered by this policy; (c) ask the person to recuse him or herself from participation in related discussions or decisions within the association; or (d) ask the person to resign from his or her position in the association or, if the person refuses to resign, become subject to possible removal in accordance with the association's removal procedures. The association's executive director and top financial official will monitor proposed or ongoing transactions for conflicts of interest and disclose them to the president, provided that the president is a member of the executive committee, in order to deal with potential or actual conflicts, whether discovered before or after the transaction has occurred. Minutes of the executive committee meeting at which such notice is presented shall reflect the notice of conflict of interest, and any action taken with regards to such notice.”

“Line 15a: the executive committee follows board-approved policy that includes pay philosophy and procedures in determining the association's executive director's compensation. Procedures: -the executive committee conducted an annual appraisal of the executive director's performance for 2016 in january 2017. -compensation for 2017 was determined at that review, per budget and policy. -contemporaneous documentation and recordkeeping with respect to the deliberations and decisions regarding the compensation arrangement were kept. -if any member of the executive committee has a conflict of interest, as defined in treasury regulation 53-4958.6(c)(1)(iii), with respect to the compensation agreement, such member of the executive committee shall not be involved in the review and approval of the executive director's compensation. Pay philosophy: -in 2011 the executive committee engaged a compensation specialist to undertake a compensation and benefits study for all staff positions including the executive director position. As a result, the board adopted the following pay philsophy for the executive director position. 1. Employee compensation is meant to be one of a number of important means of attracting, keeping, and motivating the individuals who are integrally responsible for cwea's success. 2. Cwea intends to pay competitively with the external market, taking into account internal equity and financial resources; targeting the mid-point of the market for a competent employee. 3. Cwea intends to conduct an external market evaluation and internal job comparison, using a compensation specialist, every three years, to establish job value. Job value will be the midpoint of competitive labor market for the job. Midpoint means 50% of employers pay more than the mid-point and 50% pay less than the mid-point. The labor market value of jobs will be adjusted annually based on labor market increase, using input from a compensation specialist. 4. Executive director base pay will be between 0.90 and 1.10 of job value (mid-point of competitive labor market for the job). 5. Annual performance evaluation will determine if an annual increase is merited within total annual labor market increase. It will be applied based on the performance-based methodology in the executive director's compensation spreadsheet 6. At-risk pay, separate and distinct from base pay, may range from zero to 15 percent of base salary. At-risk pay is based on annual performance with flexibility to shift approach based on economic and political factors at the time it is considered. Funding for at-risk pay is separate and distinct from base pay and not driven by the annual labor market increase. Line 15b: establishment of compensation adjustments for all staff other than executive director -in 2011 the executive committee engaged a compensation specialist to undertake a compensation and benefits study for all staff positions. As a result, the board adopted the pay philosophy noted in the description of compensating the executive director above and the pay philosophy noted below for all other staff positions. -working with a compensation specialist, the executive director established compensation for all staff based on the budget, policy, and procedures outlined below. Pay philosophy: 1. Employee compensation is meant to be one of a number of important means of attracting, keeping, and motivating the individuals who are integrally responsible for the success of cwea. 2. Cwea intends to pay competitively with the external market, taking into account internal equity and financial resources; targeting the mid-point of the market for a competent employee. 3. Cwea intends to conduct an external market evaluation and internal job comparison, using a compensation specialist, every three years, to establish job value. Job value will be the mid-point of competitive labor market for the job. Midpoint means 50% of employers pay more than the mid-point and 50% pay less than the mid-point. The”

“Members of the public may request access to any of the publicly disclosed documents in person or in writing.”