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2018_11_13_studyTuesday, November 13, 2018 Board of Directors Study Session 290 Paularino Avenue, Costa Mesa at 9:30AM Public Comments: Any member of the public may address the Board. Speakers on agenda items should identify themselves to the District Clerk before the meeting so that their input can be provided at the time the item is considered. Speakers on non-agenda items will be heard under Public Comments. Pursuant to State law, the Board may not discuss or take action on non-agenda items except under special circumstances. Speakers must limit their remarks to four minutes or as decided upon by the Presiding Officer. The Presiding Officer reserves the right to declare any speaker out of order. Obtaining Agenda Materials: The public is entitled to copies of all documents that are made part of the agenda packet. If any document or other writing pertaining to an agenda item is distributed to all or a majority of the Board after the packet is prepared, a copy of that writing may be obtained at the District offices at 290 Paularino Avenue, Costa Mesa, California. In Compliance with ADA: Contact District Clerk, Noelani Middenway, at (949) 645-8400, 48 hours prior to meeting if assistance is needed (28 CFR 35.102.35.104 ADA Title II). A. OPENING ITEMS 1. Call to Order 2. Roll Call - (If absences occur, consider whether to deem those absences excused based on facts presented for the absence – such determination shall be the permission required by law.) B. PUBLIC COMMENTS - This time has been set aside for persons in the audience to make comments on items within the subject matter jurisdiction of the Costa Mesa Sanitary District that are not listed on this agenda. Members of the public will have the opportunity to address the Board of Directors about all other items on this agenda at the time those items are considered. Under the provisions of the Brown Act, the Board of Directors is prohibited from taking action on oral requests but may refer the matter to staff or to a subsequent meeting. The Board of Directors will respond after public comment has been received. Please state your name. Each speaker will be limited to four (4) continuous minutes. 1. Public Comments C. ITEMS OF STUDY 1. October 2018 Code Enforcement Officer report 2. Solid Waste Diversion Report 3. Organics Tonnage Report 4. #318 President Pump Station Reconstruction • Bid Opening and Rejection of Bids • Discussion on Options Moving Forward • Review of 3 Designs 5. CR&R Performance Review 6. Solid Waste Diversion Public Outreach Efforts 7. 2018 Solid Waste Association of North America (SWANA) Wastecon in Nashville Tennessee - Oral Report 8. Performance Measurement Program 9. Citizens Advisory Committee (CAC) October 10, 2018 Meeting Overview 10. Discuss Appointment of Board Officers - Oral Report D. CLOSING ITEMS 1. Oral Communications and Director Comments 2. Adjournment Tuesday, November 13, 2018 Board of Directors Study Session 290 Paularino Avenue, Costa Mesa at 9:30AM Public Comments: Any member of the public may address the Board. Speakers on agenda items should identify themselves to the District Clerk before the meeting so that their input can be provided at the time the item is considered. Speakers on non-agenda items will be heard under Public Comments. Pursuant to State law, the Board may not discuss or take action on non-agenda items except under special circumstances. Speakers must limit their remarks to four minutes or as decided upon by the Presiding Officer. The Presiding Officer reserves the right to declare any speaker out of order. Obtaining Agenda Materials: The public is entitled to copies of all documents that are made part of the agenda packet. If any document or other writing pertaining to an agenda item is distributed to all or a majority of the Board after the packet is prepared, a copy of that writing may be obtained at the District offices at 290 Paularino Avenue, Costa Mesa, California. In Compliance with ADA: Contact District Clerk, Noelani Middenway, at (949) 645-8400, 48 hours prior to meeting if assistance is needed (28 CFR 35.102.35.104 ADA Title II). A. OPENING ITEMS Subject 1. Call to Order Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Procedural A. OPENING ITEMS To: From: Date: Subject: Summary Analysis Legal Review Environmental Review Financial Review Public Notice Process Alternative Actions Subject 2. Roll Call - (If absences occur, consider whether to deem those absences excused based on facts presented for the absence – such determination shall be the permission required by law.) Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Procedural B. PUBLIC COMMENTS - This time has been set aside for persons in the audience to make comments on items within the subject matter jurisdiction of the Costa Mesa Sanitary District that are not listed on this agenda. Members of the public will have the opportunity to address the Board of Directors about all other items on this agenda at the time those items are considered. Under the provisions of the Brown Act, the Board of Directors is prohibited from taking action on oral requests but may refer the matter to staff or to a subsequent meeting. The Board of Directors will respond after public comment has been received. Please state your name. Each speaker will be limited to four (4) continuous minutes. Subject 1. Public Comments Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Procedural C. ITEMS OF STUDY To: Board of Directors From: Ed Roberts, Code Enforcement Officer Date: November 13, 2018 Subject: October 2018 Code Enforcement Officer Report Summary Attached is the monthly report from Officer Roberts describing his enforcement activities for the month of October regarding scavenging of recyclable materials, trash carts stored in public view and graffiti on trash carts. Recommendation That the Board of Directors receive and file this report. Analysis In the month of October, Officer Roberts approached seven (7) individuals he observed scavenging from CMSD trash carts. In the same month he issued 128 warning notices to residents storing their trash carts in public view. Officer Roberts found no graffiti on trash carts in the month of October. Officer Roberts' enforcement activities are described in more detail in the attached report. Legal Review Not applicable. Environmental Review Code enforcement activities and reporting are not a disturbance of the environment similar to grading or construction and do not constitute a project under CEQA or the District’s CEQA Guidelines. Financial Review Officer Roberts' activities are funded in the adopted budget. Public Notice Process Copies of this report are on file and will be included with the complete agenda packet for the November 13, 2018 Board of Directors Study Session meeting at District Headquarters and posted on the District’s website. Alternative Actions 1. Direct staff to report back with more information. File Attachments October 2018 CEO report.doc (1,601 KB) Subject 1. October 2018 Code Enforcement Officer report Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Action, Receive and File Recommended Action That the Board of Directors receive and file this report. C. ITEMS OF STUDY To: Board of Directors Via: Scott Carroll, General Manager From: Nabila Guzman, Management Analyst I Date: November 13, 2018 Subject: Solid Waste Diversion Report Summary A total of 2,269.29 tons of solid waste were collected and recycled in October 2018. Staff Recommendation That the Board of Directors receive and file this report. Analysis Using data from CR&R's Recycling Report and OCC's Recycling Center Recycling Report, staff has calculated the diversion rate for the last four months at 62.28%. A total of 15,162.84 tons of solid waste materials have been collected, of which 9,442.77 tons have been diverted away from landfills. In addition to curbside collection from CR&R, CMSD offers a variety of other waste diversion programs including large item pickup, where white goods are collected. The total tonnage of white goods for the month of October and OCC Recycling Center's recycling tonnage were not available in time to include in this report. However, these numbers will be included in the November report. Attachment A is the fiscal year 2018-19 diversion rate support. Legal Review Not applicable. Environmental Review Consideration of the Solid Waste Diversion Report is an administrative matter and not a disturbance of the environment similar to grading or construction and not a project under CEQA or the District’s CEQA Guidelines. Financial Review Not applicable. Public Notice Process Copies of this report are on file and will be included in the complete agenda packet for the November 13, 2018 Board of Directors Study Session meeting at District Headquarters and posted on the District’s website. Alternative Action 1. Direct staff to report back with more information File Attachments CRR-OCC Diversion.pdf (69 KB) Subject 2. Solid Waste Diversion Report Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Action, Receive and File Recommended Action That the Board of Directors receive and file this report. Goals 2.00 Solid Waste C. ITEMS OF STUDY To: Board of Directors Via: Scott Carroll, General Manager From: Nabila Guzman, Management Analyst I Date: November 13, 2018 Subject: Organics Tonnage Report Summary A total of 863.12 tons of organic waste were collected and recycled in October 2018. Staff Recommendation That the Board of Directors receives and file this report. Analysis Below is a graph depicting the total tonnage of organic waste collected during each month of the last three fiscal years. Subject 3. Organics Tonnage Report Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Action, Receive and File Recommended Action That the Board of Directors receive and file this report. Goals 2.00 Solid Waste 2.5 Monitor advancements and technology in the solid waste industry File Attachments organics tonnage.png (20 KB) SW Tonnage.png (25 KB) Legal Review Not applicable. Environmental Review Consideration of the Organics Tonnage Report is an administrative matter and not a disturbance of the environment similar to grading or construction and not a project under CEQA or the District’s CEQA Guidelines. Financial Review Not applicable. Public Notice Process Copies of this report are on file and will be included in the complete agenda packet for the November 13, 2018 Board of Directors Study Session meeting at District Headquarters and posted on the District’s website. C. ITEMS OF STUDY To: Board of Directors From: Rob Hamers, District Engineer Date: November 13, 2018 Subject: #318 President Pump Station Reconstruction Summary This project and subject matter was discussed at the Study Session on October 9, 2018 and direction was provided by the Board of Directors. The Board requested Engineer’s Estimates for all three alternatives along with a determination of the downtime each station could be non-operational prior to a sanitary sewer overflow occurring. As background, the bids for reconstruction of the pump station came in above the engineer’s estimate leading to a discussion of whether additional funds should be allocated to the project or whether a redesign to lower the construction cost is more appropriate. The engineer’s estimate was $1.45 million while the low bid was $1.95 million. From conversations with all the bidders, it appears an appropriate construction cost for the project as currently designed is in the range of $2.2 million. Recommendation The Board of Directors approve one of the five options described below. 1. Reject all bids based on the high cost of the low bid and the lack of funds in the budget and direct staff to budget this project for $2.6 million in the FY 2018-19 Budget; or 2. Reject all bids, direct the General Manager to transfer and appropriate $802,000 ($360,000 for construction and $220,000 for contract administration and inspection, $220,000 for contingency and $2,000 for blueprinting) from the Asset Management Fund to Project #318 and direct staff to re-bid the project with the current plans and specifications. Please refer to the attached Alternative 01 (the current design) for the site plan. The engineer’s estimate is $2.2 million and as designed the downtime before the station would overflow is 2.5 hours during peak flow and 10 hours during low flow. The emergency storage vault is 17 feet deep and the wet well is 26.5 feet deep; or 3. Reject bids, direct the General Manager and District Engineer to re-design the proposed pump station improvements to achieve a construction cost in line with the original engineer’s estimate of $1.45 million and direct staff to re-bid the project. Under this Subject 4. #318 President Pump Station Reconstruction • Bid Opening and Rejection of Bids • Discussion on Options Moving Forward • Review of 3 Designs Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Action Recommended Action The Board of Directors approve one of the five options described below. 1. Reject all bids based on the high cost of the low bid and the lack of funds in the budget and direct staff to budget this project for $2.6 million in the FY 2018-19 Budget; or 2. Reject all bids, direct the General Manager to transfer and appropriate $802,000 ($360,000 for construction and $220,000 for contract administration and inspection, $220,000 for contingency and $2,000 for blueprinting) from the Asset Management Fund to Project #318 and direct staff to re-bid the project with the current plans and specifications; or 3. Reject bids, direct the General Manager and District Engineer to re-design the proposed pump station improvements to achieve a construction cost in line with the original engineer’s estimate of $1.45 million and direct staff to re-bid the project; or 4. Reject bids, direct the General Manager to transfer and appropriate $550,000 ($50,000 for design, $108,000 for construction and $195,000 for contract administration and inspection, 195,000 for contingency and $2,000 for blueprinting) from Asset Management Fund to Project #318, revise the Alternative 01 plans to reduce cost by relocating the emergency storage vault so the incoming sewer main does not need relocation and direct staff to rebid this project; or 5. Reject bids and direct the General Manager and District Engineer to prepare preliminary designs for constructing the wet well at the end of the cul-de-sac on President Place and then direct staff to meet with residents to gather input regarding the proposed designs and report back to the Board of the Directors. The cost to prepare preliminary designs is $20,000. option, no additional funding is needed. The site plan for this option is shown in attached Alternative 02. Under this design, which is estimated to cost $50,000, the existing concrete pump station structure will be reused as the emergency storage vault and is 13 feet deep. The downtime of the station before an overflow occurs is 2 hours at peak flow and 8.5 hours during low flow; or 4. Reject bids, direct the General Manager to transfer and appropriate $550,000 ($50,000 for design, $108,000 for construction and $195,000 for contract administration and inspection, 195,000 for contingency and $2,000 for blueprinting) from Asset Management Fund to Project #318, revise the Alternative 01 plans to reduce cost by relocating the emergency storage vault so the incoming sewer main does not need relocation and direct staff to rebid this project. The depth of the emergency storage vault will be reduced from 17 feet deep to 15 feet deep and the depth of the wet well will be reduced from 26.5 feet deep to 24 feet deep. The resulting design is shown in the attached Alternative 03 and the engineer’s estimate is $1.95 million. The downtime before the station would overflow is 2 hours during peak flow and 8.5 hours during low flow. The emergency storage vault is 15 feet deep and the wet well is 24 feet deep. Alternative 03 represents an 11% reduction in the cost but the option has better access to all the components of the proposed pump station and will assist in reducing the length of the construction timeframe. The cost to redesign this project is $50,000; or 5. Reject bids and direct the General Manager and District Engineer to prepare preliminary designs for constructing the wet well at the end of the cul-de-sac on President Place and then direct staff to meet with residents to gather input regarding the proposed designs and report back to the Board of the Directors. The cost to prepare preliminary designs is $20,000. Analysis Bids were opened on August 29, 2018 and the results were as follows: Engineer’s Estimate $1,445,700 GCI Construction, Inc. $1,947,089 Pyramid Builders, Inc. $2,352,005 Pacific Hydrotech, Inc. $2,727,200 Reasons for the high bids: Restricted Work Area. The proposed depth of the station is 23 feet, which is not deep for a District pump station, but the allowable work area is small and cramped and a number of underground structures are proposed. The station is located in an easement on private property located at 2034 President Place. The cramped environment will cause the contractor to construct one structure after another, instead of constructing in multiple areas. Shoring Required. Extensive shoring is necessary to support the trench walls while underground construction is occurring. Proximity of Overhead Edison and Telephone Lines. There are a number of power poles in and around the work area and the required separation between the wires and a crane is 10 feet. Extensive coordination with Edison is required and Edison will be upgrading their facilities as part of the pump station project. There will probably be a cost to the District for the Edison work, but it is unknown at this time. Length of Contract. With such limited work area, the structures will be built one at a time causing the minimum project work time to be 120 working days (5 ½ months). The 120 days does not include the time for preparing or reviewing submittals (shop drawings). There will be at least 50 submittals. Restricted Access. Access to the station is through a 15’ wide easement that includes a sharp turn. A possible second access is through the City of Costa Mesa Canyon Park, however, the city tries to limit traffic through the park due to possible environmental damage. Depth of the Proposed Station. Although the proposed pump station is only 23’ deep, raising the station to less than 20’ will greatly assist the bidders as the threshold between minor and major shoring and construction for a few contractors is 20’. Although the bids received for the current design are high, the proposed pump station would work very well and includes a large emergency storage vault. To obtain sufficient storage volume, the proposed station is deeper than the existing pump station. The strategy to achieve a construction cost of $1.45 million starts with reusing the existing concrete pump station. As-built plans for the station are missing from the District’s records, which caused the initial hesitation in reusing the structure. Without knowing the thickness of the concrete walls or the amount of reinforcing steel bars cast into the walls, ceiling, and floors, it is difficult to justify reusing the structure. However, every structure built by the District has been well designed for strength and longevity. As-built plans of the District pump stations built in the years beginning in 1953 show strong walls and layers of steel bars. The procedure for determining the structural integrity of the structure is further explained below. In keeping with the goal of reducing the construction cost to $1.45 million, it is also proposed to consider using the Flygt pre-fabricated polyurethane 10 foot diameter pump station wet-well instead of constructing a new concrete wet-well. Although the polyurethane station is designed for this type of application, it is not as strong as a concrete wet well. A pre-fabricated valve vault will also be considered. The location of the existing structure is not ideal for the very best layout, but it can be used without too much difficulty. A third option is also presented and reflects Alternative 01 but with a few revisions that would lower the construction cost to approximately $1.95 million. The site plan for this option is shown in attached Alternative 03. The engineer’s estimate and the existing low bid are both $1.95 million. The low bidder is interested in pursuing this option with the District under the bid opening that just occurred. The low bidder also happens to be one of the two companies that truly understand the District’s pump stations and force mains and always performs well. Potential Growth in Tributary Area to President Pump Station The attached map of the tributary shows almost the entire service area is colored yellow, which is the color for “low-density residential.” This is reflected in the current relatively low rate of incoming peak flows and the relatively low pumping rate. The rates are as follows: Peak inflow to the pump station = 206 gpm (gallons per minute) Night time inflow = 53 gpm Pumping rate = 634 gpm at 50’ TDH (total dynamic head) In the last two high-activity development cycles (the first ending in 2007 and the second being the current cycle), the City of Costa Mesa sustained fast-paced residential development and rapidly increasing home prices. In the current cycle, high rise condominium towers or apartments have been approved. Additionally, developers have been consolidating multiple large parcels in order to construct large- scale housing tracts consisting of up to 177 residential units. However, the Freedom Homes (the low-density residential area tributary to President Pump Station) has not experienced this same level of activity. There have not been requests for rezoning or consolidation of lots to create new multiple home subdivisions. The cause may be the difficulty in assembling multiple single-family homes at a reasonable cost that makes redevelopment financially feasible. The current city council is unlikely to create incentives or approve large scale zone changes to spur redevelopment. In fact, the city is removing overlay zones in a few areas. Therefore, for the foreseeable future, the flows into the President Pump Station are not likely to increase. Over the past few years, wastewater flows throughout the industry have lessened due to the drought, conservation, and the use of high efficiency plumbing and irrigation fixtures. This has resulted in a minor decrease in flows at the pump station. Confirming the Structural Integrity of the Existing Concrete Pump Station In Alternative 02, the existing concrete pump station would be reused as the emergency storage vault in order to avoid the cost of a new structure. The pump station was originally constructed in 1953 and the construction plans for the pump station are not a part of the District's records.The vault is approximately 12’x14'x13’ deep. In order to assess the integrity of the station, the walls, floors, and ceiling have to be viewed for cracks and spalling in the current dry side of the station and in the wet side of the station where the wastewater is stored before being pumped out. The CMSD crew or a contractor would have to set up a by pass operation in order to empty the wet side of the station because a person will have to enter both sides. Any hairline cracks or spalling will be filled with grout at a later date during the construction phase of the project. Entry into either the dry side or wet side requires a 3-man crew using confined space entry procedures. In addition to having the structural engineer view the condition of the walls, the structural engineer needs to know the thickness of the walls, floor, and ceiling and the amount and type of reinforcing steel inside the walls. This can be determined by a firm using ground penetrating radar (GPR). With this information, the structural engineer can prepare structural calculations and determine the existing strength of the walls and floor to see if they meet code requirements. If not, additional structural members such as columns and beams can be designed for addition to the station during construction. · The cost for the structural engineer together with the firm providing GPR may total approximately $20,000-$25,000 for the work and the resulting report. If a contractor provides the bypass operation instead of CMSD, it will be an additional cost. It is also assumed CMSD will provide 2 of the 3 men and equipment for the confined space entry. The design cost for new structural members is approximately $5,000-$7,500. The previously proposed engineering re-design fee for Alternative 02 includes some provisions for structural re-design, but in any event, the budget calculations projected a positive remaining balance of approximately $50,000. The deliverable for the structural engineering work to analyze the reuse of the concrete vault described above will be an opinion from the structural engineer as to the integrity of the structure. The opinion will not be a guarantee or assurance or be backed by the level of engineering confidence normally associated with licensed professional engineers working in the State of California and the structural engineer will insist on a hold harmless provision from the District. There are too many unknowns because the existing plans and calculations are not available. These unknowns are being replaced with assumptions. Consideration of a Flygt Pre-Fabricated Fiberglass Wet Well Another method of constructing the wet well was investigated in order to identify possible budget savings for Alternative 02. All but one of the District’s 20 pump stations has a concrete wet well where the pumps and the initial piping is located. Flygt now provides a pre-fabricated fiberglass wet well where some of the components are already attached and openings for future incoming and outgoing pipes are already bored. For the President Pump Station, engineering staff prefers a 10’ inside diameter wet well with a depth of either 18’ or 24’, with the depth dependent on various factors that will be under consideration. The District’s pump station known as Aviemore Terrace/Valley was reconstructed in 1980 using a prefabricated fiberglass wet well and valve vault. This pump station pumps flow from only 26 residences and is the District’s smallest pump station. The usual application of prefabricated wet wells is for small pump stations, not larger, more dynamic, municipal pump stations. Costs for the purchase of the prefabricated wet well added to installation costs was judged against the total construction cost of a 10’ diameter concrete structure and the total costs in both methods are relatively the same. One drawback to using a pre-fabricated fiberglass wet well is having all the holes pre-drilled through the walls. There is no flexibility during construction to adjust to field conditions. Also, the fiberglass wet well is not designed for cutting future holes through the walls for new conduits or new incoming or outgoing lines. The use of the pre-fabricated wet well is appropriate for Alternative 02 as it fits within the concept of minimizing construction impacts. Alternatives 01 and 03 have additional concrete structures so the standard concrete wet well is more appropriate. Total Relocation of the Pump Station - Possible Option 4 Professional Engineer (PE) and Assistant Secretary Ooten suggested the new pump station could be constructed in the President Place cul-de-sac thereby eliminating the cost and time-consuming factors of reconstructing the station in its current location, which is in a backyard and side yard easements on the properties located at 2034 President Place and 2037 National Avenue. There are indeed areas in the cul-de-sac where no utilities would interfere with the underground vaults, so this option is viable. It also solves the access challenges inherent in the current location. The resident at 2034 President Place is likely to be in favor of constructing the station in the cul-de-sac because the current station occupies his land. However, it is not likely the remaining residents would look favorably upon construction of a sewer pumping station directly adjacent to their front yards. The control panel and a permanent generator would most likely have to be installed in the alley, but still close proximity to the wet well. The preliminary estimated construction cost is between $1.8 to $2.0 million. Achieving zero odor complaints with a pump station so close to residences usually involves using gas-tight doors and hatches with an underground ventilation system to totally capture the atmosphere, filter the air, then pump it back into the open area. Even then, when maintenance is occurring or work inside the station is necessitated and the doors and hatches are open, odor will drift towards the residences. Achieving such a high standard will be very difficult and an ongoing expense. Legal Review Not applicable Environmental Review The replacement of an existing pump station with a similar pump station of the same size for the same rate of flow as shown on the plans for Project #318 is categorically exempt under the California Environmental Quality Act (CEQA) (Public Resources Code Section 21000 et. seq.) under Section 15302 as a “Class 2” project as stated under 15302(c) “Replacement or reconstruction of existing utility systems and/or facilities involving negligible or no expansion of capacity“. Financial Review This project has a current available balance of $1,840,387, so there is adequate funding available for Option 3, but additional funding will need to be reallocated from the Asset Management Fund to fund Options 2, 4 and 5. There is currently a balance of $5,029,546 in the Asset Management Fund. Should additional funding be used from the Asset Management Fund, subsequent years' budgets will be increased in order to replenish the Asset Management Fund to the target level of $5,000,000. Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the November 13, 2018 Board of Directors study session at District Headquarters and on District’s website. Alternative Actions Refer the matter back to staff for additional information. Attachments Bid Recap Spreadsheet Alternatives 01, 02, 03 Design Notes for Alternatives Budget Calculations Map of President Pump Station Tributary Area File Attachments CMSD318 - Design History Notes - Final 2018-09-30.docx (82 KB) CMSD318 ALT 01 FINAL 2018-09-30.pdf (643 KB) CMSD318 ALT 02 FINAL 2018-09-30.pdf (297 KB) CMSD318 ALT 03 FINAL 2018-09-30.pdf (319 KB) Tributary Area President Pump Station.pdf (931 KB) Bid Tab (Rev 2018-08-31).pdf (44 KB) Budget Calculations Rev 1.docx (16 KB) C. ITEMS OF STUDY To: Board of Directors Via: Scott Carroll, General Manager From: Nabila Guzman, Management Analyst I Date: November 13, 2018 Subject: CR&R Performance Review Summary Per Section 40 of the Agreement, the “DISTRICT shall complete a yearly performance review of the trash collection and recycling program on a yearly basis and CONTRACTOR and DISTRICT shall meet to discuss and resolve problems that may be occurring in the programs. DISTRICT shall prepare a performance review form that allows for evaluation of services provided at the residences as well as administrative services including report preparation, accuracy, and timeliness of transmittal, responsiveness to inquiries, database management, service levels and helpfulness.” Recommendation That the Board of Directors receive and file this report. Analysis The evaluation term was July 1, 2017 to June 30, 2018. The performance was evaluated on the following grading scale: Excellent, Satisfactory, Unsatisfactory, and Not Applicable. Staff reviewed CR&R's performance in six areas and made the following findings: 1. Cost/Price Control: The standard per-unit net-to-hauler payment for the review period decreased to $17.88 from $17.94 in FY 2017- 18, due to adding more units but the overall tonnage not increasing. CR&R's increased net-to-hauler calculation is $0.82 below the required County average of $17.00 plus 10% for a maximum rate allowed of $18.70. The average excludes Laguna Woods per our agreement, therefore, CR&R is in compliance with maintaining the "most favorable" net-to-hauler rate for the District. 2. Schedule Control: District staff tracks hauler complaints using GovOutreach software for complaints submitted through the District's mobile and web application. There were a total of 76 missed curbside pickup complaints received through GovOutreach from July 2017 to June 2018. In addition to complaints received thorough GovOutreach, staff logged 46 separate complaints about missed pickups received via email and phone calls, but staff believes that the actual number is much higher. In comparison, CR&R's monthly complaint reports for fiscal year 2017-2018 only reported a total of 39 missed pickups for the entire year. While staff is concerned about the increase number of missed collections, it is still less than 1% of the 22,685 units CR&R collects from every week. 3. Contract Administration: CR&R promptly sends District staff month-end reports (weight tickets, occupancy reports, HHW work orders and complaint log) for processing, but there has been an ongoing issue with invoices being incorrect. Weight tickets are checked against invoices for accuracy and they always check out, but invoice totals have been consistently off by several dollars, CMSD was under billed $625.55 during the fiscal year in review. The accounting issue has been discussed with CR&R staff, but the District has been told to pay the amount that staff thinks is correct. 4. Responsiveness to Government: Overall, CR&R is responsive to District requests and calls. In regards to public outreach, CR&R provided special event trash boxes for community events such as the Costa Mesa Foundation's Concerts in the Park series, the Costa Mesa Community Run, and the Lions Club Fish Fry. Additionally, CR&R provided a bale of aluminum cans for the annual "Count the Cans" contest at the Costa Mesa Community Run. CR&R also participated in the second annual Truck Adventures for Kids event. They provided a trash truck, which attendees really enjoyed. In comparison to last fiscal year, District staff only received 4 complaints about missed Christmas tree pickups in the weeks following Christmas Day. Improvements can be made in regards to assistance scheduling Subject 5. CR&R Performance Review Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Action, Receive and File Recommended Action That the Board of Directors receive and file this report. Goals 2.00 Solid Waste 2.2 Annual Contract Audits CR&R facility tours. CMSD staff experienced significant pushback from CR&R staff when requesting tours of the Stanton Materials Recovery Facility (MRF) and Anaerobic Digestion (AD) facility in Perris for the Citizens Environmental Protection Academy. 5. Contract Compliance with Operational Requirements: The Master Manifest substantiates a 59.44% diversion rate for the audit period; therefore CR&R has met the required 50% diversion rate, as requested in the Agreement. 6. Key Personnel: CMSD's consultant, Michael Balliet Consulting, LLC (MBC) confirmed that CR&R continuously maintains their employee policy, and is therefore found in compliance. In February 2017, CR&R replaced their representative and Route Manager to CMSD. The new representatives are cooperative and have taken the time to learn about District programs. In addition, MBC provided a partial compliance review of 26 specified items per agreement requirements. The review, attached to this report, found that CR&R exhibited an acceptable compliance, passing 26 of 26 areas of review. On October 10, 2018, the Citizens Advisory Committee (CAC) reviewed and discussed CR&R's Performance Review. Discussion included the number of complaints staff and CR&R received and possible missed opportunities at the landfill to recycle certain products. The CAC wanted to know why the City of Newport Beach's net-to-hauler rate is lower than CMSD's rate. Information about Newport Beach's contract with CR&R and an explanation of the city's net-to-hauler rate will be presented to the CAC at their November 14 meeting. Legal Review Not Applicable. Environmental Review A performance review of CR&R in and of itself is an administrative matter and is not a disturbance of the environment similar to grading or construction and is not a project under CEQA or the District’s CEQA Guidelines. The programs of CR&R, such as the organics programs, receive individual CEQA review when they are initiated or revised. Financial Review The cost to perform the partial compliance audit review by Michael Balliet is $3,990. This cost was approved in the FY 2017-18 Budget. Public Notice Process Copies of this report are on file and will be included in the complete agenda packet for the November 13, 2018 Board of Directors Study Session meeting at District Headquarters and posted on the District’s website. Alternative Actions Refer item back to staff with further instructions. File Attachments Mike Balliet Final Report FY17-18.pdf (734 KB) FY17-18 Evaluation.pdf (442 KB) C. ITEMS OF STUDY To: Board of Directors Via: Scott Carroll, General Manager From: Nabila Guzman, Management Analyst I Date: November 13, 2018 Subject: Solid Waste Diversion Public Outreach Efforts Summary Per direction from the Board of Directors, District staff has prepared an overview of what is currently being done to help the District achieve 75% diversion by the year 2020. Efforts include focusing on bilingual outreach to educate Spanish speaking residents on the purpose of the program and encourage participation. Per the new solid waste contract, CR&R will implement new programs such as the cart-to-cart outreach plan and the Sustainability Coordinator will dedicate 20 hours each week to working on CMSD programs. CR&R has also prepared a new outreach plan that is attached to this report. Staff Recommendation That the Board of Directors receives this report and provide direction to staff. Analysis Per direction from the Board of Directors, District staff has prepared an overview of what is currently being done to help the District achieve 75% diversion by the year 2020. Over the last year the District has made an effort to provide all outreach material in a bilingual format to educate the Spanish speaking community, which is over one-third of Costa Mesa’s population, on the District’s diversion efforts. Last year the Board of Directors directed staff to make the quarterly newsletter bilingual as well as mail out a bilingual postcard to the Westside of the city to promote the lockable carts, which had a very successful response. The District also received a grant from the Orange County Waste & Recycling Agency to partially fund the first Citizens Environmental Protection Academy (CEPA). CEPA participants tour CR&R's Materials Recovery Facility (MRF) and Anaerobic Digestion (AD ) Facility to learn more about where trash goes after it is collected curbside and how to be more sustainable. With the CEPA being held twice a year, staff is confident that CEPA participants will implement what is learned . The grant also funds monthly bilingual social media posts on the organics program, and the purchase of bilingual door hangers that will be distributed throughout the service area promoting the organics program and what items can be placed in the organics carts. Bilinguall promotional effort is focused on the organics program because when it was first rolled out, there was no bilingual outreach done for Spanish speaking residents on the purpose of the program and how it works. With the District currently diverting 60% of the waste stream away from landfills, it was recommended that staff turn itsattention to keeping textiles out of the landfill. A 2016 survey found that the average American throws away 81 pounds of clothes peryear. The District hosted a Goodwill event in August 2018 and collected 2,750 pounds of goods. Although the event was not well attended, staff recommended combining this event with afree mulch give away in the Spring. Per the new solid waste contract, CR&R will be implementing a new cart-to-cart outreach program in efforts to increase the organics tonnage and encourage residents to place their food waste in the cart. As part of this program, the District is hoping to highlight a "star" resident who is currently participating in the program and award a gift card for their efforts as well as feature the "star resident"in the District's quarterly newsletter and social media sites to encourage their neighbors to also participate. The logistics of this program have not been worked out as CR&R is now looking to hire a consultant to help the District with this program. CR&R also committed Sustainability Coordinator to dedicate approximately 20 hours a week promoting solid waste diversion programs in CMSD. Staff conducted an audit of these hours from July 1 to October 12 and found that the Sustainability Coordinator is averaging about 17 hours a week working on CSMD programs. The audit also found that work for the City of Costa Mesa franchise is being counted towards CMSD Subject 6. Solid Waste Diversion Public Outreach Efforts Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Action, Receive and File Recommended Action That the Board of Directors receive this report and provide direction to staff. Goals 2.00 Solid Waste 2.4 Develop Strategies for 75% Waste Diversion st th hours which has been brought to their attention for correction. Over the last three months, most of the hours have been dedicated to redesigning the residential guide but that project is almost complete so direction will need to be given on what programs can be focused on next. Additionally, CR&R has prepared an outreach plan to help CMSD achieve 75% diversion by the year 2020. Their proposed ideas include re-designing the residential guide as a tool to communicate services offered to residents. As well as developing a “Welcome to the Neighborhood” program that involves direct interaction with CR&R’s Sustainability Coordinator and an educational opportunity to learn about sustainability. CR&R is also proposing to review all accounts that have been exempted from the organics program and encourage them to participate in the program. Lastly, CR&R will be designing a bilingual flyer that will be mailed out to all existing households with information on existing programs and their proposed idea of holding town hall meetings at CMSD headquarters. More information about CR&R's 2020 plan is attached. Legal Review District Counsel determined awarding gift cards to residents would not be considered a gift of public funds because the gift cards are advancing CMSD's purpose of diverting solid waste away from landfills to protect the community's health and the environment. The expenditure of purchasing gift cards serves a public good. Environmental Review Consideration of public outreach efforts to achieve a 75% diversion is an administrative matter and not a disturbance of the environment similar to grading or construction and not a project under CEQA or the District’s CEQA Guidelines. Financial Review There will be a small financial impact to CMSD depending on how many gift cards to disseminate. For instance, if CMSD wants to award 100 gift cards at $25.00 per card the financial impact to CMSD would $2,500 annually. There is sufficient funds in the Solid Waste budget to fund the gift card program. Public Notice Process Copies of this report are on file and will be included in the complete agenda packet for the November 13, 2018 Board of Directors Study Session meeting at District Headquarters and posted on the District’s website. File Attachments CR&R Outreach Proposal.pdf (273 KB) CR&R Outreach Presentation.pdf (4,535 KB) C. ITEMS OF STUDY Subject 7. 2018 Solid Waste Association of North America (SWANA) Wastecon in Nashville Tennessee - Oral Report Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Discussion, Receive and File Goals 2.5 Monitor advancements and technology in the solid waste industry 3.4 Participate in the activities of professional associations 6.0 Personnel/Organizational Management 6.7 Promote high employee satisfaction C. ITEMS OF STUDY To: Board of Directors From: Scott Carroll, General Manager Date: November 13, 2018 Subject: Performance Measurement Program Summary A new tool has been developed to engage with staff, the Board and members of the public on how well the District is performing. A Performance Measurement Program has been developed to determine how well the District is performing in areas of efficiency, effective workforce, customer satisfaction, cost effectiveness, citizen engagement and transparency. The purpose of the program is to continually look at ways to improve and/or enhance the level of service that is being provided internally to staff and externally to the public. Recommendation That the Board of Directors direct staff to bring this item back to the November 29, 2018 Board of Directors meeting for approval consideration. Analysis Public demand for local government service has been rising steadily for the past decade along with the insistence that services be provided efficiently and effectively. In addition, the public is demanding that local government programs produce their intended results, but how do you know when a local government is operating efficiently, effectively and producing the intended results? Local governments that are in pursuit of service quality, efficiency and intended results have been using performance measurement as a useful tool that confirms their success and alerts to programs in need of greater scrutiny. Citizens like to be reassured that their government officials are properly minding the store. Many citizens may have little interest in most of the details that are required for delivering effective and efficient services, but they rightfully expect their elected and appointed officials will monitor the agency's performance and will ensure the quality of service is provided at a fair price. A good set of performance measures is important for building accountability throughout the organization. By compiling and analyzing data against a benchmark government officials can confirm if the organization is meeting expectations and delivering quality of service. In addition, publication of performance measures allows elected officials to be accountable to their constituents for local government operations as a whole. According to David N. Ammons 2007 article in County and Municipal Government in North Carolina, "True accountability means more than just assuring the public that revenues are properly collected and reported and that expenditures are made in accordance with prescribed procedures. Accountability includes these important assurances but also entails assurances to the public that government resources are being spent wisely as well as legally and that service of good quality are being produced efficiently. Performance measurement offers a tool for providing such assurances." There are many types of performance measurements including input, output, efficiency and outcome. The District's Performance Measurement Program will focus on outcome measures because the measures will gauge the quality of service and the extent to which the objective is being achieved. For example, the number of sanitary sewer overflows per 100 miles or percent of complaints responded by staff within one business day are outcome measures. Determining the organization's efficiencies can be engaged using outcome measures. For example, the average number of business days it takes staff to respond to a public records request (PRA) with the requested documents is an outcome measure that tracks staff's efficiency to responding to PRAs. Output measure are used to demonstrate the productivity of the organization. The District will use output measures to demonstrate the District's commitment to Subject 8. Performance Measurement Program Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Action Fiscal Impact No Recommended Action That the Board of Directors direct staff to bring this item back to the November 29, 2018 Board of Directors meeting for approval consideration Goals 5.0 Administrative Management actively engage with residents through social media outlets. For example, the number of engagements on Twitter, Facebook and Instagram is an output measure. A Performance Measurement Team consisting of the general manager, district clerk, finance manager, wastewater maintenance superintendent and several management analysts was created to develop the District's Performance Measurement Program. The Team established the following objectives: 1. Develop performance measurement outcomes that are meaningful. 2. The data obtained is defendable. 3. The measures are: Short and concise Easy to read and understandable 4. On-going monitoring The Team identified the following functions or attributes to measure for organizational excellence. 1. Efficiency 2. Effective Workforce 3. Customer Satisfaction 4. Cost Effectiveness 5. Citizen Engagement 6. Transparency Each attribute will have four to ten measures related to the attribute. In addition, each measure will be tied to strategic goals identified in the 2015-20 Strategic Plan. Attached are the Attributes and Measures that include 2018 data from January 1 through October 31. On October 10, 2018, the Citizens Advisory Committee reviewed and discussed the proposed program. Questions were asked and answered regarding workplace related injuries, percentage of sanitary sewer overflows reaching surface waters, and staff's reaction to the new program. The CAC unanimously approved the Performance Measurement Program and directed staff to present the proposed program to the Board of Directors for your approval consideration. It should be noted that the program has been slightly revised since it was first presented to the CAC. For instance, staff added bar charts and graphs to help illustrate performance trends and an additional measure, Solid Waste Disposal Rate per Capita, was added to the program. The Performance Measurement Program is a working program that will be revised from time to time to ensure the right measures are being monitored. If the Board approves the Performance Measurement Program, the following next steps will be taken in the program. 1. Post performance measurement information on CMSD website and on social media. 2. Continue discussing performance data in open public meetings (e.g. CAC, Board of Directors, State of the District, Citizens Environmental Protection Academy). 3. Develop and adopt policies and procedures to a systematic approach to measure, analyze and report on performance of services provided by CMSD that strive for continuous improvement. 4. Submit application to International City/County Management Association (ICMA) for Certificate of Excellence in Performance Management. 5. Collaborate with California Special Districts Association (CSDA) on establishing networking groups to compare data (Benchmarking Districts). 6. Share Performance Measurement Program during breakout sessions at CSDA General Manager Leadership Summit and at the annual conference. 7. Consider creating dashboards. Legal Review Not applicable Environmental Review Implementing a Performance Measurement Program is an administrative matter that will not result in direct or indirect physical changes in the environment and is not considered a "project". Financial Review There are no financial impacts to the District for implementing a Performance Measurement Program Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the November 13, 2018 study session meeting at District Headquarters and on District website at www.cmsdca.gov Alternative Actions 1. Direct staff to report back with more information File Attachments Performance Measurement PP.pdf (2,985 KB) Outcome and Performance Measurement Program.pdf (1,052 KB) C. ITEMS OF STUDY To: Board of Directors From: Scott Carroll, General Manager Date: November 13, 2018 Subject: Citizens Advisory Committee (CAC) October 10, 2018 Meeting Overview Summary The following is an overview of the topics discussed by the CAC at their October 10 meeting. Recommendation That the Board of Directors receive and file this report. Analysis 1. Follow Up Question from the September 12, 2018 CAC Meeting Staff provided the CAC with information that was not available on September 12. Specifically, staff shared website metrics with the CAC. 2. CR&R Performance Review Staff presented CR&R's annual performance review for Fiscal Year 2017-18 to the CAC. The review was conducted by staff and by a consultant. Staff and CAC members had discussions about net-to-hauler rate, number of complaints and scheduling tours at CR&R facilities. In addition, the CAC requested more information about why the City of Newport Beach net-to-hauler rate is lower than CMSD. Staff informed the CAC that more information about the Newport Beach net-to-hauler rate will be presented to them at their November meeting. 3. Door-to-Door Household Hazardous Waste Collection Program Staff described how this program was available to seniors and disabled residents, but under the new agreement with CR&R, staff informed the CAC that it is now expanded to most CMSD residents. It was noted by the CAC that not all CMSD residents are eligible to participate in this program because some residents live in multi-family units that are serviced by another hauler. Staff informed the CAC that the District will no longer publicize that this program as available to all residents. 4. Performance Measurement Program Staff presented a new program to the CAC that will improve the District's transparency and accountability by publicly tracking the District's performance. Staff and CAC members had discussions about specific measures, such as work related injuries and the percentage of sewage gallons spilled. The CAC unanimously approved this program and directed staff to present the program to the Board of Directors for their approval consideration. 5. CMSD 75th Anniversary - Consider Appointing Two CAC Members to Serve on the 75th Anniversary Ad Hoc Committee Staff informed the CAC that in 2019 the District will be celebrating its 75th Anniversary. The CAC learned that an ad hoc committee, consisting of two Board members and staff, will be created to help plan the celebration and staff inquired if the CAC wants to appoint two members to serve on the committee. The CAC appointed Chair Mike Carey and Vice Chair Albert Graham Jr. to serve on the 75th Anniversary Ad Hoc Committee. 6. Consider Sending a Letter to the Board of Directors Requesting Permission for the CAC to Research Board Term Limits The CAC requested this item be placed on the agenda for discussion. After a lengthy discussion about this topic, the CAC directed staff not to send a letter to the Board of Directors requesting permission to research Board term limits. The meeting adjourned at 7:42 p.m. Subject 9. Citizens Advisory Committee (CAC) October 10, 2018 Meeting Overview Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Action Recommended Action That the Board of Directors receive and file this report Goals 5.0 Administrative Management Legal Review Not applicable Environmental Review Providing an overview of the CAC's October 10, 2018 meeting is an administrative matter, which will not result in direct or indirect physical changes to the environment similar to grading or construction and is not considered a project under CEQA. Financial Review There are no financial impacts to the District. Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the November 13, 2018 study session meeting at District Headquarters and on District website at www.cmsdca.gov Alternative Actions 1. Refer the matter back to staff. C. ITEMS OF STUDY Subject 10. Discuss Appointment of Board Officers - Oral Report Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Discussion D. CLOSING ITEMS Subject 1. Oral Communications and Director Comments Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type D. CLOSING ITEMS THE NEXT STUDY SESSION OF THE COSTA MESA SANITARY DISTRICT BOARD OF DIRECTORS WILL BE HELD ON TUESDAY, DECEMBER 11, AT 9:30 A.M. IN THE DISTRICTS BOARD ROOM, 290 PAULARINO AVENUE, COSTA MESA. Subject 2. Adjournment Meeting Nov 13, 2018 - Board of Directors Study Session Access Public Type Procedural