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Wednesday, May 13, 2020
Citizens Advisory Committee
WHEN: Wednesday, May 13, 2020, 6:00 p.m.
WHERE: Teleconference (information below)
CONTACT: Noelani Middenway, District Clerk
PHONE: (949) 645-8400, Ext. 227
EMAIL: nmiddenway@cmsdca.gov
IMPORTANT NOTICE REGARDING MAY 13, 2020 CITIZENS ADVISORY COMMITTEE MEETING
This meeting is being conducted utilizing teleconferencing and electronic means consistent with
State of California Executive Order N-29-20 dated March 17, 2020, regarding the COVID-19
pandemic. The livestream of the meeting can be viewed by clicking the "Video" icon on this page
(which will be made available at the start of the meeting) or by visiting
www.youtube.com/CostaMesaSanitary. In accordance with Executive Order N-29-20 and due to
District headquarters currently being closed to the public, the public may only view the meeting
online and not in the District's Board Room.
1. To join the meeting by phone, please call 1-669-900-6833.
2. You will be asked to enter the Meeting ID number. Dial 839-5741-3363#
3. Lastly, you will be asked to enter your Participant ID. Press the # symbol again to bypass this
step.
Public Comments. Members of the public can submit any comments in writing for the Citizens
Advisory Committee's consideration by sending them to the District Clerk, Noelani Middenway, at
nmiddenway@cmsdca.gov. Those comments will be made part of the official public record of the
meeting.
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 Committee after the packet is prepared, a copy of that
writing may be obtained from the District Clerk's Office.
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 May 13, 2020 - Citizens Advisory Committee
Type
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A. OPENING ITEMS
Mike Carey
Andrew Nielsen
Daniel Baume
Dickie Fernandez
Elodie Katz
Judith Gielow
Judith Takaya
Monte Fields
Phil Marsh
Seth Greiner
Sue Lester
Subject 2. Roll Call
Meeting May 13, 2020 - Citizens Advisory Committee
Type Procedural
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A. OPENING ITEMS
Subject 3. Public Comments - Speakers will be limited to three minutes. The three
minutes per speaker time allotted may be extended for good cause by a majority
vote of the committee).
Meeting May 13, 2020 - Citizens Advisory Committee
Type Procedural
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B. ITEM
To: Citizens Advisory Committee
From: Scott Carroll, General Manager
Date: May 13, 2020
Subject: Appointment of Chair and Vice Chair
Summary
During this first meeting of the 2020-2021 Citizens Advisory Committee (CAC), it is recommended that the CAC appoints a Chair and
Vice Chair. The positions of Chair and Vice Chair have specified responsibilities, which are outlined in the CAC Guidelines and the
CAC Handbook. These responsibilities are also specified below.
Analysis
Below are excerpts from the CAC Guidelines and CAC Handbook, which outline the role and responsibilities of the CAC Chair. In the
event that the Chair is unable to uphold these responsibilities, the Vice Chair (or in some cases, the Chair's designee) shall assume
them.
Per the CAC Guidelines, Sections B, C, E, F, and H on pages 1-3:
B. MEMBERSHIP REMOVAL
Members of the CAC are subject to removal at any time by a majority vote of the Board of Directors, or as indicated below. If
a member does not attend two consecutive meetings, unless excused by the Chair, the Vice Chair shall contact that member
by phone and inform the member of this section of the Board Operating Guidelines. If the member does not attend the third
consecutive meeting without being excused by the Chair, the member shall be removed through written notification from the
Chair. If a member of the CAC does not attend 4 meetings in a calendar year, excused or not, the member may be removed
through written notification from the Chair.
C. CAC OFFICERS
The CAC shall elect members to serve as Chair and Vice Chair, for a two year term. Election of officers will take place on the
CAC’s first meeting of every other year.
E. GOALS, OBJECTIVES AND ASSIGNMENTS
Each year the CAC Chair will meet and consult with the Board President and General Manager to determine the District’s
goals and objectives for the following year and convey those needs to the CAC. The CAC will then develop the goals for the
coming year and then forward their recommendations to the Board for final approval. The goals may be modified at any time
by the Board.
The Board at any time may ask the CAC to undertake specific assignments, appoint Special Committees, or comment on
particular issues. A majority of the Board of Directors at any time may ask the CAC to undertake specific assignments,
appoint Special Committees, or make comments or recommendations on issues. CAC recommendations may be referred
directly to the Board of Directors.
F. CAC RECOMMENDATIONS AND COMMENTS TO THE BOARD
CAC recommendations will be submitted to the Board no later than 30 days after approval, except when the item under
consideration is delayed due to unforeseen circumstances. The CAC Chair, or designee, will submit all recommendations to
the Board, and will include the number of members present and the number of votes for and against a recommendation. A
Subject 1. Appointment of Chair and Vice Chair
Meeting May 13, 2020 - Citizens Advisory Committee
Type Action
Recommended Action That the Citizens Advisory Committee appoint a Chair and Vice Chair.
Goals 4.0 Community Outreach & Communications
3.5 Participate in community groups and civic organization activities
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record of CAC meetings will be video recorded and made available for public viewing on District website. Minutes of the
meeting will be scribed by Staff Secretary and made available for public viewing on District website.
H. REPORTS TO THE BOARD
As needed, the CAC Chair, or designee, shall report information regarding the CAC and its activities to the Board. The
Citizens Advisory Committee shall make an annual report of its activities to the Board of Directors.
Per the CAC Handbook, Sections C, D, and E on pages 15-17:
C. Meeting Times, Quorums, and Attendance
The CAC will establish their own regular day and time of meetings. The place for scheduled meetings will take place in CMSD
Board of Directors room, located 290 Paularino Avenue.
In order for the CAC to conduct business, a quorum must be present. A majority of the members constitutes a quorum.
Subcommittees established by the CAC do not require a quorum of the full membership to conduct business. A majority of
those present and voting shall be required to take action.
To ensure effective meetings and decisions, CAC members are expected to attend all meetings and should make every effort
to do so. Unless for an excused absence (vacation, illness, etc.), unexcused absences that exceed more than three meetings
a year would also establish a basis for dismissal by the Chair. In the event of an excused absence, a member should notify
the Chair in advance of the meeting.
D. Goals, Objectives and Assignments
1. Each year the CAC Chair will meet and consult with the Board President and General Manager to determine the District’s
goals and objectives for the following year and convey those needs to the CAC. The CAC will then develop the goals for the
coming year and then forward their recommendations to the Board for final approval. The goals may be modified at any time
by the Board.
2. The Board at any time may ask the CAC to undertake specific assignments, appoint Special Committees, or comment on
particular issues. CAC recommendations may be referred directly to the Board of Directors.
3. CAC recommendations will be submitted to the Board no later than 30 days after approval, except when the item under
consideration is delayed due to unforeseen circumstances. The CAC Chair, or designee, will submit all recommendations to
the Board, and will include the number of members present and the number of votes for and against a recommendation. A
record of CAC meetings will be video recorded and made available for public viewing on District website. Minutes of the
meeting will be scribed by Staff Secretary and made available for public viewing on District website.
4. As needed, the CAC Chair, or designee, shall report information regarding the CAC and its activities to the Board. The
Citizens Advisory Committee shall make an annual report of its activities to the Board of Directors.
E. Parliamentary Procedure and Effective Meetings
The CAC will follow Parliamentary Procedures during meetings. Parliamentary Procedures are accepted methods for
conducting meetings, and are outlined in Rosenburg’s Rules of Order which committee members should review. The following
is a simple summary for running effective meetings, based on principles of Parliamentary Procedure:
1. Announce Agenda Item: Chair clearly states agenda item number and subject.
2. Reports and Recommendations: Relevant speaker gives report and provides recommendations.
3. Questions and Answers: Technical questions from members are asked and addressed.
4. Public Comment: Chair allows public comment and input under the terms of the Board’s policy for such comment.
5. Motions and Action Items:
a. Motions Introduced: Chair invites motion from body, and announces name of member introducing motion.
b. Seconds: If motion is seconded, Chair announces name of seconding member.
c. Motions Clarified: Seconded motion is clarified by maker of motion, Chair, or secretary/clerk.
d. Amendments and Substitutions: Other members may propose amended or substitute motions.
e. Discussion and Vote: Members discuss motion. Chair announces that vote will occur. Members vote on the last
motion on the floor (a substitute motion) first, and if that does not pass, vote on the next-to-last motion, and so on.
f. Ayes and Nays: Chair takes vote by asking for “ayes,” “nays,” or “abstentions.” Unless super majority required,
simple majority determines whether motion passes.
g. Results and Actions: Chair announces result of vote and action the body has taken. Names of dissenters should be
announced as well. Example: “The motion passes by a vote of 3-2, with Smith and Jones dissenting. We have passed
the motion requiring 10 days’ notice for all future meetings of this governing body.”
6. Repeat: Begin process again with next agenda item.
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Staff Recommendation
That the Citizens Advisory Committee appoint a Chair and Vice Chair.
Legal Review
Not applicable.
Environmental Review
Consideration of appointing a committee Chair and Vice Chair is an administrative matter and is exempt from the requirements of the
California Environmental Quality Act (CEQA) (Public Resources Code Section 21000 et. seq.). Section 15300.4 of CEQA allows an
agency while establishing its own procedures “to list those specific activities which fall within each of the exempt classes”, and the
District has adopted “CEQA Guidelines and Implementing Procedures” that state on page 6 ”Projects” does not include …. C.
Continuing administrative or maintenance activities.”
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 May 13, 2020 Citizens Advisory
Committee Meeting at District Headquarters and posted on the District’s website.
Alternative Actions
1. Request additional information from staff.
File Attachments
2020 CAC Applications.pdf (662 KB)
CAC-Guidelines.pdf (90 KB)
CAC-Handbook.pdf (328 KB)
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B. ITEM
To: Citizens Advisory Committee
Via: Scott Carroll, General Manager
From: Gina Terraneo, Management Analyst II
Date: May 13, 2020
Subject: Approve the Citizens Advisory Committee Meeting Minutes of March 11, 2020
Summary
The recorded minutes of the March 11, 2020 Citizens Advisory Committee Meeting are hereby submitted to the Citizens Advisory
Committee for review and approval.
Analysis
Attached to the staff report are the minutes for the Citizens Advisory Committee Meeting on March 11, 2020.
Staff Recommendation
That the Citizens Advisory Committee approves the meeting minutes as presented.
Legal Review
Not applicable.
Environmental Review
Consideration of public meeting minutes is an administrative matter and is exempt from the requirements of the California
Environmental Quality Act (CEQA) (Public Resources Code Section 21000 et. seq.). Section 15300.4 of CEQA allows an agency
while establishing its own procedures “to list those specific activities which fall within each of the exempt classes”, and the District has
adopted “CEQA Guidelines and Implementing Procedures” that state on page 6 ”Projects” does not include …. C. Continuing
administrative or maintenance activities.”
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 May 13, 2020 Citizens Advisory
Committee Meeting at District Headquarters and posted on the District’s website.
Alternative Actions
1. Do not approve the meeting minutes as presented.
2. Direct staff to report back with more information.
File Attachments
minutes_2020_03_11_cac.pdf (126 KB)
Workflow
Subject 2. Approve the Citizens Advisory Committee Meeting Minutes of March 11, 2020
Meeting May 13, 2020 - Citizens Advisory Committee
Type Action, Minutes
Recommended Action That the Citizens Advisory Committee approves the meeting minutes as presented.
Workflow Apr 13, 2020 12:18 PM :: Submitted by Gina Terraneo. Routed to Scott Carroll for
approval.
May 5, 2020 2:43 PM :: Approved by Scott Carroll. Routed to Noelani Middenway for
approval.
May 7, 2020 1:08 PM :: Final approval by Noelani Middenway
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B. ITEM
To: Citizens Advisory Committee
Via: Scott Carroll, General Manager
From: Nabila Guzman, Management Analyst I
Date: May 13, 2020
Subject: Alkaline Battery Recycling Program - Final Report
Summary
On July 16, 2013, the Board of Directors directed staff to implement an Alkaline Battery Recycling Pilot Program that focused on
collecting used alkaline batteries from local schools. This year, eighteen schools participated and collected a total of 10,162 pounds
of batteries. Staff is providing the Board of Directors with a final report of this year's program, which took place from September of
2019 to April of 2020.
Staff Recommendation
That the Citizen Advisory Committee receive and file this report.
Analysis
A total of eighteen schools within the District's service area participated in this year's program and collected a total of 10,162 pounds
of alkaline batteries. Below is a chart illustrating the participating schools ranked by the total weight (in pounds) collected:
Ranking School Battery Totals (in lbs)Reward
1st Sonora Elementary 2,526 $1,200
2nd Davis Magnet School 2,068 $1,000
3rd Killybrooke Elementary 721 $800
4th Christ Lutheran 711 $350
5th St John the Baptist 645 $350
6th Kaiser Elementary 570 $350
7th California Elementary 568 $350
8th Woodland Elementary 419 $300
9th Early College High School 394 $300
10th Waldrof School 344 $300
11th St. Joachim Catholic School 298 $300
12th Rea Elementary 269 $300
13th Newport Heights Elementary 134 $300
14th A Child's Place Learning Center 131 $300
15th Harper School 102 $300
16th Victoria Elementary 92 $200
17th College Park Elementary 86 $200
18th Page Academy 84 $200
Totals 10,162 $7,400
The program works as follows:
1. Mercury Disposal Systems, Inc. (MDS) sends two 5-gallon battery recycling containers to each participating school. Additional
containers are available upon request.
2. In order to remain time and cost-efficient, MDS staff collects the batteries upon request from each school.
3. MDS then tags the buckets with each school’s name, weighs them, and sends District staff the total tonnage collected per school.
4. MDS bills CR&R and CR&R bills the District for this service. This allows us to take advantage of CR&R’s low battery disposal cost
of $0.76 per pound.
5. At the conclusion of the program, a CMSD Director presents the checks to the participating schools.
Subject 3. Alkaline Battery Recycling Program - Final Report
Meeting May 13, 2020 - Citizens Advisory Committee
Type Action (Consent)
Recommended Action That the Citizen Advisory Committee receive and file this report.
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Current Award Breakdown:
1st Place: $1,200
2nd Place: $1,000
3rd Place: $800
Over 1,000 lbs: $500
500 to 999 lbs: $350
100 to 499 lbs: $300
51 to 99 lbs: $200
Under 50 lbs: $100
The graphs below demonstrate program participation over the past 7 years:
The Alkaline Battery Recycling Program promotes recycling and environmental stewardship among local schools. It is CMSD's
hope that students will apply these principals at home, educate their families, and become good stewards of the environment.
Additionally, the program benefits the District through increased visibility within the community, the development of partnerships with
local schools, and credit towards the District's diversion rate.
Legal Review
Not applicable.
Environmental Review
The program establishes a convenient method for school children and their families dispose of batteries, ultimately preventing the
batteries from being illegally placed in the trash and making their way to landfills. As presented, the District’s Alkaline Battery
Recycling Program is not a disturbance to the environment directly or indirectly.
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Financial Review
The Battery Recycling program has a budget of $20,000. The total program cost is $15,123.12. This program has an approximate
remaining balance of $4,800. Below is the total cost breakdown for the current fiscal year.
Fundraiser Rewards (18 Schools)$7,400.00
Disposal Costs ($0.76 x 10,162 lbs. of batteries)$7,723.12
Total Program Cost $15,123.12
Public Notice Process
Copies of this report are on file and will be included with the entire agenda packet for the May 13, 2020 Citizens Advisory
Committee meeting at District Headquarters and on District’s website.
Alternative Action
1. Direct staff to report back with more information.
Workflow
All matters listed on the consent calendar are considered to be routine and may be acted upon by one motion after
public comment has been received. Only Board of Directors may pull an item for discussion. Reading of resolutions
is waived and they will be adopted and numbered. Now is the time for those in the audience who wish to speak to
items listed on the consent calendar. Each speaker will be limited to four (4) continuous minutes of comment on the
consent calendar as a whole.
Workflow May 5, 2020 2:26 PM :: Submitted by Nabila Guzman. Routed to Kaitlin Tran for approval.
May 5, 2020 3:43 PM :: Approved by Kaitlin Tran. Routed to Scott Carroll for approval.
May 5, 2020 4:21 PM :: Approved by Scott Carroll. Routed to Noelani Middenway for
approval.
May 7, 2020 1:08 PM :: Final approval by Noelani Middenway
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B. ITEM
To: Citizens Advisory Committee
From: Michael Benesh, Interim District Engineer
Date: May 13, 2020
Subject: Sewer Master Plan Update
Summary
The last CMSD Sewer Master Plan Update was completed in 2005. During the last several years, the District Engineer’s Office has
been collecting and evaluating data for use in the current Sewer Master Plan Update.
Analysis
The Master Plan Update has included the following assessments:
Sewer Main & Pump Station Capacity
Impact of Accessory Dwelling Unit Related Density Increase
Sewer Main Calcium Build-Up
Ductile Iron Pipe Rehabilitation
Sewer Main Capacity
The following steps were required to evaluate the sewer system’s ability to handle the expected ultimate flows:
1. Compiling a GIS database of the District's facilities and projected land use. Rob Hamers worked with EEC to create a
digital atlas and database of the district sewer mains, manholes, and pump stations. The sewer main and structure
information, sizes, slopes, and materials were obtained from the CMSD Atlas and as-built plans and added to the
database.
2. Parcel lines and areas for the land served by the district were obtained from the County of Orange and added to the
digital database to ensure accuracy. Flow area boundaries were then developed for the different segments of pipe and
pump stations to be evaluated in the district.
3. The latest General Plan Land Uses were obtained from the City of Costa Mesa, City of Newport Beach and the
County of Orange late last year and assigned to the parcels in the digital database.
4. Flow coefficients for the various land uses were assigned to each of the expected land uses and the area of each type
of land use within the flow area boundaries was determined. In prior Master Plans, the flow coefficients were applied
to the gross areas of the land uses, including streets and drainage channel easements. After reviewing flow
coefficients from other districts, Land Use Population statistics for the City of Costa Mesa, Zoning and Development
Codes for the Cities of Costa Mesa and Newport Beach, and the County of Orange, it was decided to use the flow
coefficients from the prior Master Plan but apply them to the net areas of the parcels. The flow coefficients are
equivalent to 75 gallons per day per occupant for the residential land uses. The ultimate peak flow also includes an
expected 800 gallons per day per acre inflow from storm runoff.
5. The expected ultimate flows for the sewer system were calculated for the different segments of the sewer system and
compared to the design capacity of the sewer mains and pump stations. The design capacity of sewer mains up to 18
inches in diameter is the capacity of the pipe flowing half full. The segments of sewer pipe that are expected to be
over design capacity in the ultimate build-out were identified and the severity of the expected capacity deficiency
classified as flowing more than half full, more than ¾ full or more than completely full.
6. The sewer mains that were identified as being under sized based on the expected future flows were then visually
inspected at peak flow times to determine if they were flowing at or near half full now. The mains that appeared to be
flowing nearly half full had flow meters installed and the flows monitored for two weeks.
7. There will one pump station and 42 sewer mains that will be undersized at ultimate build-out. There are 22 sewer
mains with an expected ultimate flow depth above half but less than ¾ of the pipe diameter. These mains will need to
be monitored in the future but may not need to be replaced if the peak flow depths do not exceed much more than half
the pipe diameter. The sewer mains with an expected ultimate flow depth above ¾ of the pipe diameter will have to be
replaced or additional pipes constructed to mitigate the flow. The results of the Sewer Main Flow Analysis and the
Pump Station Flow Analysis are in tables attached to this report.
Subject 4. Sewer Master Plan Update
Meeting May 13, 2020 - Citizens Advisory Committee
Type Discussion
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Accessory Dwelling Unit Density Increase
The City of Costa Mesa’s Accessory Dwelling Unit Ordinance took effect on January 1, 2020. The City of Newport Beach’s Accessory
Dwelling Unit Ordinance took effect April 20, 2020. Both are based on the requirements of SB 1069. Of note in the ordinance is:
Both ordinances allow for the construction of an accessory dwelling unit of up to 1200 square feet on existing single-family
residential lots, even if the additional unit exceeded the zoning density for the lot.
Both ordinances allow for A.D.U. construction of at least one and up to 25% of the existing dwelling units on multi-family
residential lots within the existing non-habitable building spaces.
This increase in density could account for over 21,300 additional dwelling units, if every property owner availed themselves of the
chance to build A.D.U.’s.
To assess the impact of these ordinances on the CMSD sewer system, the flow coefficients used for the residential land uses were
increased. A worst-case scenario was used in the assessment.
The low-density residential flow coefficient was increased to reflect a doubling of the density in those areas. Effectively
imitating the effect of every single-family residential lot building an A.D.U.
The flow coefficients for the medium and high-density residential zoning areas were increased by 25%.
The results of this increased flow analysis indicate that, as expected, the sewer mains that were already going to be undersized will
be more undersized. There were three additional sewer mains that will be undersized based on the increased flows and one
additional pump station. None of the impacted sewers will be flowing more than ¾ full. The analysis also indicates that there will be 3
additional pump stations which do not have the capacity to handle the ultimate flows with the A.D.U. density increase. The A.D.U.
increased flow analysis is included with the Sewer Main Flow Analysis and Pump Station Flow Analysis results attached to this
report.
Calcium Build-Up
The District completed its first District-wide CCTV program over a four-year period from 1989-1992. The District used the results of
the program to make structural repairs throughout the system. Small white colored and black colored circles noticed at that time on
the pipe walls were the beginning stages of calcium build-up.
When the District embarked on its second District-wide CCTV program in a three-year period from 2006-2009, the District found the
small circles and chalky film had grown into a full-diameter layer of extremely hard calcium. Carbide cutting tools and chain flail
heads were unsuccessful in removing the calcium layer.
One definite cause of calcium build-up is calcium laden ground water that infiltrates into openings in pipe joints or manholes.
However, sewer laterals and mains inside the Costa Mesa Sanitary District where there is no groundwater have also been subject to
calcium build-up, possibly indicating the build-up is due, in part, to household products such as detergents or water softener
regeneration.
A map of depth to first ground water produced by the County of Orange shows that the depth to ground water within most areas of
the district is more than 30 feet. There are several areas served by the District that have depths to ground water of 10 feet or less.
These areas are north of the 405 freeway, along the westerly boundary of the district near the Santa Ana River, and areas close to
the Back Bay. CCTV inspections show that the thickness of the scale varies throughout the District Service area. In some places, it is
¼ inch or thicker and completely covers the non-wetted portion of the pipe. While in other places, the scale is less thick, with
coverage less complete or uniform. Finally, some locations show that the scale is only present in sporadic patches. The 18 sewer
main segments with the most severe scale buildup are in or near the areas with the shallower depths to ground water.
After working with other local agencies and the National Clay Pipe Institute (NCPI), the emerging calcium problem was found to be
nation-wide and was affecting other pipe materials besides vitrified clay pipe (VCP), NCPI took the lead and found the calcium (also
referred to as “mineral deposits”) could be dissolved using a high concentration mixture of hydrochloric acid and citric acid. However,
due to federal and state regulations, chemical removal cannot be accomplished, and the removal of the calcium build-up must be
completed through mechanical means.
Special high-pressure nozzles have been used to successfully remove the deposits from the sewer mains. The costs for removing
the deposits has been reported to be approximately $7,000 per sewer segment. A trial cleaning of a segment of sewer main should
be conducted to evaluate the cost and effectiveness of cleaning the sewer main without damaging the pipe. In the segments of sewer
main where the buildup appears to be concentrated at the pipe joints, a slip liner can be installed to prevent intrusion of the
groundwater into the main.
The locations of the sewer segments which currently require removal of calcium deposits are shown on the attached exhibits.
Ductile Iron Pipe
The District has been aware of the need to rehabilitate the ductile iron sewer mains in the district for a number of years. Ductile Iron
Pipe (DIP) has been used historically throughout the District for several reasons. The most prevalent reason is that DIP is on the list
of allowable pipe materials that can be used for the construction of sewer mains near or crossing water mains when the separation
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requirements of the California State Health Code cannot be met. Vitrified Clay Pipe (VCP) is not allowed in those circumstances. The
reasoning being that DIP is less likely to crack and leak than VCP. This requirement of the Health Code is the apparent cause of
many of the short sections of DIP found in the district. It is also the reason for some of the longer sections of DIP in narrow or windy
streets where the minimum horizontal clearance between the sewer and water mains could not be maintained.
Another reason for the use of DIP on sewer mains was the construction of large storm drains or other utilities crossing the sewer
main and in close vertical proximity. DIP was used for the sewer main to avoid damaging the sewer during the backfilling and
compaction of the utility trench.
In some instances, the reason for DIP sewer mains in the District are less obvious. Either Caltrans or perhaps the design engineer,
required the use of DIP for sewer mains that crossed into CALTRANS Right-of-way. This was apparently the case for the sewers on
Commercial Way and Industrial Way near Newport Blvd. The portions within CALTRANS ROW are DIP whereas the rest of the pipes
are VCP, even though the depths, slopes, etc. are similar.
Ductile iron pipe is susceptible to corrosion over time as the lining material in the pipe degrades or is damaged and the metal is
exposed to hydrogen sulfide. Over time, corrosion on a DIP pipe wall becomes severe and substantially thick enough to reduce the
clear opening in the pipe to a point where a camera or cleaning hose has trouble passing. In addition to the interior corrosion
described above, corrosion of the exterior surface of DIP may occur if the surrounding soils are acidic.
The most common method of rehabilitating DIP pipe is removing the corrosion by chain flailing. Chain flail nozzles are typically made
so the chain is just short enough that the end will never hit the pipe wall, otherwise, damage to the pipe may occur. The condition of
the pipe interior is then ascertained by use of a CCTV camera and any significant defects repaired, a structural cured in place liner is
installed in the pipe. The liner has nearly the same strength characteristics of a PVC pipe, will provide protection of the iron pipe from
the sewer gasses and should extend the life of the DIP sewer by approximately 40 years.
The District has less than one mile (approximately 3,778 linear feet) of DIP sewer main in the gravity system. CCTV identified 20 full
length, manhole to manhole segments, and 105 short partial segments of DIP. Capital Improvement Project #328 is the first phase of
the DIP Sewer Main Rehabilitation Project and is intended to rehabilitate the 20 full length DIP segments.
The locations of the DIP sewer segments are shown on the attached exhibits.
Portions of Sewer Master Plan Currently in Process
The estimated costs of the capital improvements necessary to increase the capacity of the sewer system are currently being
evaluated. This entails estimating construction quantities and limits, and the review of current construction prices for similar projects.
The costs of the capital improvements necessary to increase the capacity of the sewer system to meet the estimated flows from the
A.D.U. density increase will also be evaluated.
Recommendation
The Board receive and file this report.
Legal Review
Not Applicable
Environmental Review
The wastewater master plan update is a planning study and Section 15262 of Article 18 Statutory Exemptions, of the California Code
of Regulations states: “A project involving only feasibility or planning studies for possible future actions which the agency,
board, or commission has not yet approved, adopted, or funded does not require the preparation of an EIR or negative
declaration but does require consideration of environmental factors. This section does not apply to the adoption of a plan
what will have a legally binding effect on later activities.” Consideration of the environmental factors will occur as part of each of
the projects listed in the master plan update.
Financial Review
The budget for the project is $120,00.
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Public Notice Process
Copies of this report are on file and will be available to the public.
Alternative Actions
Direct staff to report back with more information.
File Attachments
Sewer Analysis.pdf (596 KB)
Pump Station Analysis.pdf (571 KB)
CalciumStudy.pdf (3,132 KB)
DIPLocationMap.pdf (2,514 KB)
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B. ITEM
To: Citizens Advisory Committee
From: Scott Carroll, General Manager
Date: May 13, 2020
Subject: Review and Discuss Draft 2020-25 Strategic Plan
Summary
A strategic plan is a document that describes where an organization is going over the next few years and describes how it's going to
get there. It's a coordinated and systematic way to develop a course and direction for an organization. In the past ten years, CMSD
has developed and implemented two strategic plans; FY 2010-15 titled, "Meeting and Exceeding the Public's Expectations" and FY
2015-20 titled, "Planning for a Better Tomorrow."
As the FY 2015-20 Strategic Plan is coming to an end, CMSD needs to adopt a new plan for the next five years. Staff is seeking input
from the Citizens Advisory Committee and the public and then staff will bring back a final document for the Board's approval
consideration.
This item was discussed by the Board on May 6 and May 12. Feedback and suggestions made by th Board on May 6 are
incorporated in the attached presentation. Board suggestions made on May 12 will be presented orally to the CAC at tonight's
meeting.
Recommendation
That the Citizens Advisory Committee provide feedback and suggestions to staff.
Analysis
All full-time District employees participated in the creation of the draft plan over the course of four days (April 15, 20, 27, 29, May 6, 7
and 12). Staff reviewed and discussed all the elements of the plan and made revisions that we believe are appropriate for the
organization. For instance, the following suggested changes were made to the District's vision, mission and core values:
2015-20 Vision
Promoting a sustainable environment through innovation and cost effective sewer and solid waste services.
Proposed 2020-25 Vision
Leading a community that is free from solid waste and wastewater pollution.
A vision is a dream that does not exist yet. It's a picture of the community that we are working towards that will one day be achieved
when we're gone. It needs to be inspirational and easy to remember (a few words). Staff believes the 2015-20 Vision is difficult to
picture what the community will look like. How can you describe a community that is innovative and cost effective? CMSD is in the
business of collecting trash and wastewater, so we have a duty to ensure it is done right, otherwise our community will be
contaminated with raw sewage, litter, food scraps and other forms of trash.
2015-20 Mission
Protecting our community's health and the environment by providing solid waste and sewer collection services.
Proposed 2020-25 Mission
To protect public health and preserve the environment for current and future generations.
A mission describes what are we going to do and why we're doing that. It's more concrete and more "action-oriented" than vision
statements. Staff believes the 2015-20 Mission describes the "what," but if fails to describe the "why." Why does CMSD want to
protect our community's health and the environment? The proposed 2020-25 Mission describes the "what" (to protect the public
health and preserve the environment) and the "why" (for current and future generations).
2015-20 Core Values
Balance: We are flexible, helping employees strike a healthy work and life balance.
Dedication: Striving to ensure sewer and solid waste services are maintained and enhanced over the long term.
Subject 5. Review and Discuss Draft 2020-25 Strategic Plan
Meeting May 13, 2020 - Citizens Advisory Committee
Type Discussion
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Fiduciary Responsibility: Providing the highest quality service at fair, equitable and competitive rates.
Integrity: We act with honesty and integrity, not compromising the truth.
Respect: We treat customers, employees and the general public with mutual respect and sensitivity.
Teamwork: We will strive to support each other’s efforts to achieve the District’s objectives.
Technology: Striving to utilize advanced technology in meeting our goals.
Transparency: We believe in an open government where information and documents are easily accessible to the public.
Core values are distinct characteristics about "how" CMSD operates and what makes us unique in the way we are going about
realizing our vision. Core Values must be specific, actionable and written in a way that everyone within the organization can be held
accountable. The proposed 2020-25 Core Values are very similar to the Core Values of 2015-20; however, staff did make some
notable changes. For instance, "Technology" was replaced with "Professional Development" and the wording for most of the core
values have been amended as shown below.
Proposed 2020-25 Core Values
Balance: We value a healthy work and life balance for staff.
Dedication: We provide services in a manner that is competent, courteous, and responsive.
Fiduciary Responsibility: We provide the highest quality service at fair, equitable and competitive rates.
Integrity: We act ethically and honestly.
Profession Development: We are continuously learning best practices and implementing advanced technology.
Respect: We treat customers, employees and the public with mutual respect, sensitivity, and empathy.
Teamwork: We support, trust, value, and empower our colleagues.
Transparency: We believe in an open government where information and documents are easily accessible to the public.
Next, staff discussed the strategic elements of the Plan. The elements indicate what is critical or important in our organizational
strategy. The proposed 2020-25 Strategic Elements are virtually the same from 2015-20 with two exceptions. 1.
Personnel/Organization Management was changed to Human Resources Management & Development and staff decided to add an
eighth element called Emergency Preparedness, as shown below.
2015-20 Strategic Elements
1. Sewer Infrastructure
2. Solid Waste
3. Partnership
4. Community Outreach & Communications
5. Administrative Management
6. Personnel/Organization Management
7. Finance
Proposed 2020-25 Strategic Elements
1. Sewer Infrastructure
2. Solid Waste
3. Partnership
4. Community Outreach & Communications
5. Administrative Management
6. Human Resources Management
7. Finance
8. Emergency Preparedness
Each element has an objective statement that describes why the element is important to achieving our vision. Then, staff developed
a list of strategies explaining how the initiatives will reach their objective. It's a way of describing how we're going to get things done
and it broadly answers the question, "How do we get there from here?" For instance, if the proposed 2020-25 Objective for Sewer
Infrastructure is "To maintain an optimal wastewater collection system to prevent Sanitary Sewer Overflows," then a strategy to
achieve that objective is cleaning CMSD's entire mainline system and performing preventive maintenance at all lift stations. A
narrative for each strategy will be provided in the final 2020-25 Strategic Plan document.
After staff created a list of strategies for each element objective, they created an action plan for the strategies. An Action Plan helps
us turn our dream into a realty. It's a way to make sure CMSD's vision is made concrete by describing the way we will use our
strategies to meet our objectives. For instance, if our proposed 2020-25 strategy is cleaning the entire mainline system, then the
proposed action plan is to clean the entire sewer system within one year with three crews. If our proposed 2020-25 strategy is
performing preventive maintenance at all lift stations, then the proposed action plan is to perform annual inspections for all twenty lifts
stations every year. During today's meeting, we will review and discussed the objectives, strategies and action plan for all the
Strategic Elements, which are attached hereto.
You will notice that the proposed 2020-25 Strategic Plan is slightly different from past plans. The proposed 2020-25 Strategic Plan is
more robust, specific and ambitious. It's also accountable because departments are assigned to each Action Plan followed by a
timeline for completion.
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Legal Review
Not applicable
Environmental Review
The District’s Strategic Plan is a planning document and preparation and adoption of the plan 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 environmental review of each of the efforts or projects outlined in the Strategic Plan will occur when the Board of
Directors specifically considers each of the items since that is when the full scope of work of each effort or project will be described
Financial Review
There are no financial impacts for creating the FY 2020-25 Strategic Plan. In fact, no consulting services were used for creating the
attachment. Staff meetings were facilitated by the General Manager.
Public Notice Process
Copies of this report are on file and will be included with the complete agenda packet for the May 13, 2020 Citizens Advisory
Committee meeting at District Headquarters and posted on the District’s website www.cmsdca.gov
Alternative Actions
1. Direct staff to report back with more information.
File Attachments
2015-20 SP Final.pdf (13,553 KB)
2020-25_CMSD_Strategic_Plan_Draft_rev3_boardedits.pptx (352 KB)
Workflow
Workflow May 7, 2020 6:34 PM :: Submitted by Scott Carroll. Routed to Noelani Middenway for
approval.
May 8, 2020 2:28 PM :: Final approval by Noelani Middenway
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C. CLOSING ITEMS
Subject 1. Committee Member & Staff Comments
Meeting May 13, 2020 - Citizens Advisory Committee
Type Procedural
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C. CLOSING ITEMS
The next Citizens Advisory Committee Meeting is scheduled for Wednesday, July 8, 2020 at 6:00 p.m. in the Costa Mesa Sanitary
District boardroom, located at 290 Paularino Avenue, Costa Mesa.
Subject 2. Adjournment
Meeting May 13, 2020 - Citizens Advisory Committee
Type Procedural