Sydel Cohen

The meeting included a public input session regarding a dirty water complaint. A commissioner was sworn in for a new term. The board proceeded with the reorganization of the 2026 Board, electing the President, Vice-President, Treasurer, and Secretary. Key resolutions passed established the 2026 meeting dates and times, designated banking institutions, authorized statutory payments, investment of funds, and the 2026 Adopted Budget. Furthermore, resolutions awarded contracts for furnishing hydrants and iron pipe, extended a contract for professional communication services, awarded contracts for a Risk Manager role, and authorized emergency purchases related to a chemical spill and a main break. Action items included seeking permission to advertise several major engineering service contracts related to the Water Main Replacement Program across multiple municipalities, with associated budget caps.

This document outlines the strategic direction for modernizing the water system, strengthening organizational capacity, and enhancing service to communities, grounded in a triple strategy: investing in infrastructure, employees, and the served communities. Key priorities include capital investments in water storage, lead service line replacement, transmission pipes, treatment, pumping, and digital transformation, alongside fostering employee engagement and optimizing operations, with the overarching goal of maintaining a safe, sustainable, high-quality potable water supply and achieving sector leadership through continuous improvement and transparency.

The public meeting covered several significant administrative and financial actions. Key items included the presentation of the Executive Director's report on various projects and the Comptroller's report. The Commission approved the 2026 Budget Resolution, resolutions approving retail and wholesale water rates, and a resolution to renew membership in the NJUA JIF. Following an executive session, the Commission approved several resolutions, including authorization to participate in a Water Research Foundation (WRF) Program, awards for various contracts such as liquid sodium hydroxide delivery and dam maintenance, and approvals for professional services. Resolutions were also passed authorizing the procurement of Virtual Chief Information Security Officers and supplemental management support through cooperative purchasing alliances, as well as authorizing the sale of surplus personal property via online auction. A request for action involved soliciting proposals for structural reinforcement design for the New Street Dam. New business included approval of disbursements and payrolls, recommendations from executive session covering employee promotions, new hires, a rehire, and resolutions regarding policies for the hiring process, amendments to the Employee Handbook, and the framework for selling PVWC-owned potable water systems.

This document, the Passaic Valley Water Commission's 2025 Year in Review, reflects progress within its 2023 Strategic Plan, which outlines a long-term direction based on investing in infrastructure, employees, and communities. The plan is guided by a mission to provide secure, high-quality drinking water and a vision to be an industry leader through continuous improvement. Key strategic areas include major capital programs for water storage, lead service line replacement, transmission and water main upgrades, advanced water treatment (including PFAS solutions), and comprehensive digital transformation, all supported by core values such as safety, excellence, and diversity.

The meeting included discussions on operational issues such as the draining of the Levine Reservoir and the replacement of old pipes. It covered pumping and power metrics, focusing on pressure stability and adjustments to maintain operations. The distribution section highlighted hydrant replacements, while customer service addressed the new Paymentus system and its impact on customer interactions. The report also included updates on purification, laboratory results, information technology projects, maintenance activities, purchasing, organizational development, human resources, environmental health and safety, communications, intergovernmental coordination, engineering, and finance. Furthermore, it touched on regulatory issues like the Lead Service Line Replacement program and past-due balances, along with external communications and meetings with fire departments and retail systems.