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Minutes - Board - 2010-02-2010* COSTA MESA SANITARY DISTRICT MINUTES OF SPECIAL MEETING FEBRUARY 20, 2010 The Costa Mesa Sanitary District held a Special Meeting at 8:30 a.m. on Saturday, February 20, 2010 at 628 W. 19th Street, Costa Mesa. Directors Present: Arlene Schafer, Bob Ooten, Gary Monahan, James Ferryman, Art Perry Staff Present: Scott Carroll, General Manager; Joan Revak, Office Manager /Clerk of the District; Sherry Kallab, Administrative Manager; Tom Fauth, Operations Manager Robin B. Hamers, District Engineer; Teresa Gonzalez, Accountant; AJ Cully, Program Assistant 49 Others Present: Brent H. Ives, BHI Management Consulting 2459 Neptune Ct., Suite 110, Tracy, CA President Schafer called the meeting to order at 8:30 a.m. Director Ferryman offered the Board's appreciation to Staff for their great cooperation and understanding, working well as a team and for being open- minded with all of the changes taking place that will ultimately be the best for the District. I. District Office Hours General Manager Carroll reported, at the request of the Board, Staff researched the possibility of District headquarters being open to the public every Friday and provided the findings. In 2006 the Board approved a 9/80 work schedule for District Staff to be consistent with the benefits offered at the City of Costa Mesa. The recent restructuring of the organization and the hiring of a General Manager provided a good time to reevaluate the District's 9/80 schedule. Mr. Carroll provided a schedule where all employees would maintain the benefit of a 9/80 schedule as well as providing access to the public every Friday. The proposed work schedule provides for an equal number of employees to staff the office every other Friday with the Maintenance Supervisor and Accountant working every Friday and taking every other Monday as their flex day. Minutes of Special Meeting Page 2 February 20, 2010 04DHaving the Maintenance Supervisor work every Friday will ensure all of the District's assets are operating properly and efficiently to avoid any disruption during the busy weekend. Both the Administrative Manager and Accounting Specialist will work on Mondays to handle finance procedures and protocol. Mr. Carroll stated he believes 9/80 work schedules are good for employee morale and can be just as productive if not more when compared to traditional 5/40 work schedules. The proposed schedule allows the District to achieve our objectives. Mr. Carroll also proposed revising business hours to the public whereby the District will be open to the public from 7:30 a.m. to 4:30 p.m. Monday through Thursday and closing at 3:30 p.m. on Fridays. Director Ooten moved to approve the new 9/80 work schedule effective March 15, 2010, keeping the District office open every Friday; and revising the hours the District is open to the public to 7:30 a.m. to 4:30 p.m. Monday through Thursday and closing at 3:30 p.m. on Fridays. Director Monahan seconded the motion. Motion passed 5 -0. II. Strategic Planning Workshop President Schafer introduced Mr. Brent Ives to facilitate the Strategic Planning Go Workshop. Mr. Ives noted a Strategic Plan is a top level document setting forth the District's mission, vision and core values. The Plan allows the Board to set the foundation and direction for the strategy with specific input from the Board. Mr. Ives will meet with Staff and put meat on the bones of the document in a review draft based on the Board's direction. Each year the Board looks at the Plan as planning methodology. The Board will be asked for guidance A Mission Statement is important to an organization and was adopted at the July 2009 meeting: "Protecting our community's health and the environment by providing solid waste and sewer collection services" A five -year vision for the CMSD was discussed and the following emerged: • Fair and appropriate sewer and trash rate structure • Extending the life expectancy of our infrastructure • Continue and support proactive spill mitigation & other requirements of the WDR • A strong and stable organization • Leading the way in diverting trash from landfill • Maintain a respected image in the community (PR) • Continue to provide public education • Update technologies as appropriate • Evaluate service area expansion opportunities as they emerge 4 A break from the workshop was taken at 10:10 a.m. and the workshop continued at .• 10:25 a.m. A Vision Statement for the District was considered and the following were brought forth: • Eliminated areas in our sewer system requiring significant enhanced maintenance • Enjoys a positive reputation in the community • Significantly lessened infiltration and inflow into our sewer system • Mitigated calcium buildup in the sewer collection system • Diverted as much solid waste as practical from the landfill • Eliminated all public sewer system overflows • Implemented modern technologies to all of our operations • Completed Westside pumping station abandonment • Diversified our revenue sources • Continued our model sewer lateral program • Implemented a working succession plan • Maintained reasonable rates and reserves to support current and future infrastructure needs Core Values /Decision Filters were decided upon: • Is it responsive to OUR CUSTOMERS? • Is it COST EFFICIENT, PRACTICAL AND SENSITIVE to rates? • Does it protect the ENVIRONMENT? • Does it support our commitment to MAINTENANCE AND REHABILITATION of our infrastructure? • Does it support our EMPLOYEES to be productive and motivated? • Does it support our commitment to RELIABILITY in the services we provide? Strategic Elements are the basis of a balanced strategy and areas that the District must consider to assure coverage and the following were set forth: • Sewer Infrastructure • Solid Waste • Partnerships • Public Relations • Administrative Management • Personnel /Organization • Finances 100 Minutes of Special Meeting February 20, 2010 Page 4 Objective and Strategy statements have a clear, concise statement covering the District objective and strategy and the following were determined: • Sewer Infrastructure Our objective is to collect and transport wastewater to meet the needs of existing and future customers. We will do this by careful management of the collection infrastructure using prudent planning and maintenance, with financial strategies to maintain sufficient capacity and respond to changing regulatory demands. • Solid Waste Our objective is to manage the collection and recycling of residential trash in the most economical and environmentally friendly way. We will do this by looking for ways to improve efficiencies, achieve high customer satisfaction and considering prudent new recycling methods. • Partnerships Go Our objective is to foster beneficial relationships to accomplish the goals of the District. We will do this by embracing strategic ties with other organizations, working closely with regulators, developing a deliberate legislative agenda and participating in professional associations. • Public Relations Our objective is to inform and establish beneficial relations with the community. We will do this by providing a high level of customer service internally and through the careful management of service providers. We will provide information to and seek feedback from our customers about our programs, services and accomplishments through modern technologies, the media and direct interactions with our customers. • Administrative Management Our objective is to create, maintain and implement policies and procedures to ensure sound management of the District. We will conduct periodic reviews, refine and implement policies and procedures, and assure the General Manager has the direction and tools necessary for successful District operations. 0 DID Minutes of Special Meeting February 20, 2010 • Personnel/Organization Page 5 Our objective is to employ and retain a high quality, motivated workforce. We will do this by utilizing sound policies and personnel practices, offering competitive compensation and benefits, providing opportunities for training, development and professional growth, while ensuring a safe and secure workplace. • Finances Our objective is to ensure the short and long -term fiscal health of the District. The District will forecast and plan revenue and expenditures and maintain appropriate reserves and investments to provide financial resources to fund current and planned operations and projects. Projects discussed during the Workshop were: • Sewer Infrastructure • Financial Audits • Rate Analyses • Pump Station Planning • Sewer System GIS • Succession Planning • Organizational Chart Reviews • Website Upgrade • Staff Development • Compensation and Benefits Reviews • Workplace Safety • Reduce Infiltration • Pursue Grand Funding • Mutual aid agreement with City /Districts for sewer specific operations • General Manager Performance Review Process • Overall District Policy Review • Sewer Cleaning Strategy • Preventative Maintenance Strategy • Consider a Comprehensive Asset Management Program • Modernizing District Operations • FOG Program /SSMP • 5 SO Minutes of Special Meeting February 20, 2010 Plan Maintenance Page 6 The Strategic plan will include recommendations for annual maintenance of the goals and elements. An annual review includes: • Review results of the current year • Look at years 2 -4 • Forecast new year 5 Path Forward • Work with Staff to develop a review draft • Hold a Board "Tone Check" meeting • Finalize draft —bring back to Board for final comments and approval • Publish and circulate the District's Strategic Plan III. Public Comments There were no public comments as no public was present. GoIV. Adjournment President Schafer adjourned the meeting at 12:13 p.m. cret ` • R