2025_05_21_cacWednesday, May 21, 2025
Citizens Advisory Committee
Time: 6:00 p.m.
Location: Costa Mesa Sanitary District - 290 Paularino Ave., Costa Mesa, CA 92626
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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.
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Public Comments: Members of the public can submit any comments in real time during the meeting or
prior to the meeting in writing for the Board of Directors' consideration by sending them to the District
Clerk at publiccomment@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 Board 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 21, 2025 - Citizens Advisory Committee
Access Public
Type
A. OPENING ITEMS
Member Position Voting Division Term
Sue Lester Chair 5 2025-2027
Michael Tou Vice Chair 3 2024-2026
Jeff Arbour Member 1 2025-2027
Cindy Brenneman Member 3 2025-2027
Xerxez Calilung Member 5 2024-2026
Rosemarie Chora Member 4 2024-2026
Craig J. Holmes Member 1 2024-2026
Birger "Dickie" Fernández Member 2 2024-2026
Paul R. Lancaster Member 4 2024-2026
Brooke Natzke Member 4 2025-2027
Shayanne Wright Member 5 2025-2027
Subject 2. Roll Call
Meeting May 21, 2025 - Citizens Advisory Committee
Access Public
Type Procedural
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 21, 2025 - Citizens Advisory Committee
Access Public
Type Procedural
B. ITEM
To: Board of Directors
Via: Scott Carroll, General Manager
From: Angela Colunga, Management Analyst I
Date: May 21, 2025
Subject: Approve the Board of Directors Study Session Minutes of March 12, 2025
Summary
The recorded minutes of the March 12, 2025 Board of Directors Study Session are hereby submitted to the Board of Directors for review and
approval.
Staff Recommendation
That the Board of Directors approve the meeting minutes as presented.
Analysis
Attached to the staff report are the minutes for the Board of Directors Study Session of March 12, 2025.
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 21, 2025 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_2025_03_12_cac.pdf (130 KB)
Subject 1. Approve the Citizens Advisory Committee Meeting Minutes of March 12, 2025
Meeting May 21, 2025 - Citizens Advisory Committee
Access Public
Type Action (Consent), Minutes
Recommended Action That the Citizens Advisory Committee approves the meeting minutes as presented.
Minutes View Minutes for Mar 12, 2025 - Citizens Advisory Committee
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.
B. ITEM
To: Citizens Advisory Committee
Via: Scott Carroll, General Manager
From: Marissa Pereyda, Senior Management Analyst
Date: May 21, 2025
Subject: Recycling and Landfill Waste Composition Studies #1 - #8
Summary
CityGreen Consulting, LLC performed eight (8) waste composition studies in March and April 2025 to determine the amount of contamination in
the landfill and recycling carts. Contamination levels for the recycling routes ranged from 40% to nearly 49% and contamination levels for the
landfill routes ranged from almost 22% to 37%. A summary and analysis of the eight (8) studies is described below and in the attached reports
from City Green Consulting. Michael Balliet, President of CityGreen Consulting, will provide an oral report of the studies and suggestions for
improvement.
Recommendation
That the Citizens Advisory Committee receive and file this report.
Analysis
The District contracts with CityGreen Consulting, LLC (CityGreen) for franchise hauler compliance, SB 1383/regulatory compliance,
Implementation Record management, recordkeeping software, and waste composition studies. Waste composition studies consist of sorting,
weighing, and categorizing a random sample from a waste collection route for the purpose of determining contamination levels and identifying
the need for education and outreach.
During a waste composition study, collection route material is transported to CR&R's transfer station in Stanton and dumped onto a clean sorting
area. The load material is spread out and a grid pattern is established over the load. Grid locations are selected at random to collect samples for
sorting. The material from the selected grid is loaded into a trash barrel and a sorting team then segregates the material into the following six
categories: (1) green waste, (2) food waste, (3) paper and cardboard that is dry and easily recycled, (4) other recyclable items (plastic, metal,
and glass), (5) cardboard and paper that is wet/contaminated by food waste, and (6) all remaining material that is considered "trash." The
material from each category is then weighed to determine the composition of the sample load.
CityGreen conducted four waste composition studies in March 2025 and four studies in April 2025. Both the recycling route and landfill route
were evaluated for four locations in the District's service area. The locations of the studies are included below.
Recycling #1 and Landfill #1: Extreme western edge of Costa Mesa, bordered by Estancia High School and Fairview Park to the north
and west, Placentia Avenue to the east, and the Talbert Nature Preserve to the west and south.
Recycling #2 and Landfill #2: Area of Westside Costa Mesa, bordered by Harbor Boulevard, Victoria Street and 19th Street, extended
nearly to the western border of the City.
Recycling #3 and Landfill #3: Area of Eastside Costa Mesa, generally bordered by Newport Boulevard and Tustin Avenue to the west and
east, and E. 20th Street and 22nd Street to the south and north.
Recycling #4 and Landfill #4: Primarily in Westside Costa Mesa, bordered by 19th Street to the north, Whittier Avenue to the west,
Anaheim and Superior Avenues to the east, and 16th Street to the south. Includes a small portion east of Newport Boulevard, between
15th and 16th Streets, extended to Costa Mesa's border.
The average level of prohibited container contaminants in the four recycling studies is 44.38%. For the recycling cart, prohibited container
contaminants include green waste, food waste, and trash. The pounds and percentage of each material type from the four recycling studies is
included below.
Recycling #1 Recycling #2 Recycling #3 Recycling #4
Material Type Pounds %Pounds %Pounds %Pounds %
Green Waste 6.50 3.05%12.20 5.35%2.30 1.10%0.00 0.00%
Food Waste 10.80 5.06%18.60 8.15%7.50 3.58%9.30 3.96%
Trash 80.50 37.72%80.80 35.42%74.60 35.57%90.50 38.53%
Subject 2. Recycling and Landfill Waste Composition Studies #1 - #8
Meeting May 21, 2025 - Citizens Advisory Committee
Access Public
Type Action, Receive and File
Recommended Action That the Citizens Advisory Committee receive and file this report.
Total Prohibited Container Contaminants 97.80 45.83%111.60 48.93%84.40 40.25%99.80 42.49%
Wet/Food Contaminated Paper & Cardboard 4.20 1.97%7.00 3.07%2.20 1.05%4.90 2.09%
Recyclable Paper & Cardboard 77.80 36.46%49.70 21.79%65.70 31.33%83.60 35.59%
Other Recyclables 33.60 15.75%59.80 26.22%57.40 27.37%46.60 19.84%
Total Recyclable Material 115.60 54.17%116.50 51.07%125.30 59.75%135.10 57.51%
Total Pounds 213.40 228.10 209.70 234.90
The average level of prohibited container contaminants in the four landfill studies is 30.33%. For the landfill cart, prohibited container
contaminants include green waste, food waste, recyclable paper and cardboard, and other recyclable items like plastic, metal, and glass. The
pounds and percentage of each material type from the four recycling studies is included below.
Landfill #1 Landfill #2 Landfill #3 Landfill #4
Material Type Pounds %Pounds %Pounds %Pounds %
Green Waste 1.30 0.45%34.20 13.26%2.30 1.10%23.10 10.62%
Food Waste 33.50 11.66%14.60 5.66%21.32 10.16%38.70 17.78%
Total Prohibited Organics 34.80 12.11%48.80 18.91%23.62 11.26%61.80 28.40%
Recyclable Paper & Cardboard 10.80 3.76%3.10 1.20%33.50 15.97%9.82 4.51%
Other Recyclables 24.10 8.39%4.80 1.86%21.90 10.44%9.80 4.50%
Total Recyclable Material 34.90 12.15%7.90 3.06%55.40 26.41%19.62 9.02%
Total Prohibited Container Contaminants 69.70 24.26%56.70 21.97%79.02 37.66%81.42 37.42%
Trash 181.10 63.04%170.20 65.97%100.08 47.70%114.98 52.84%
Wet/Food Contaminated Paper & Cardboard 36.50 12.70%31.10 12.05%30.70 14.63%21.20 9.74%
Total Trash & Wet Paper/Cardboard 217.60 75.74%201.30 78.02%130.78 62.34%136.18 62.58%
Total Pounds 287.30 258.00 209.80 217.60
CityGreen suggests additional outreach and route reviews when contamination (organics or recyclables in the landfill cart and organics or trash
in the recycling cart) exceeds 10%. The District worked with CR&R Incorporated to mail an educational letter and "What Goes Where" guide,
both attached to this report, to all homes on waste composition studies #1 - #8 routes. District staff is working on a number of outreach and
education programs to enhance three-cart education over the coming year. Additional waste composition studies will be performed later in 2025
to continue monitoring contamination levels.
Legal Review
Not applicable.
Environmental Review
Review of waste composition studies 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
The cost for CityGreen Consulting to perform each waste composition study is $1,125. The cost for eight studies ($9,000) is budgeted in the FY
2024-25 Budget.
Public Notice Process
Copies of this report are on file and will be included with the complete agenda packet for the May 21, 2025, Citizens Advisory Committee
Meeting held at 290 Paularino Avenue and posted on the District's website at www.cmsdca.gov.
Alternative Actions
Refer item back to staff with further instructions.
File Attachments
Landfill Route Waste Composition Study 2025-1.pdf (1,870 KB)
Landfill Route Waste Composition Study 2025-2.pdf (1,002 KB)
Landfill Route Waste Composition Study 2025-3.pdf (2,072 KB)
Landfill Route Waste Composition Study 2025-4.pdf (1,957 KB)
Recycling Route Waste Composition Study 2025-1.pdf (1,143 KB)
Recycling Route Waste Composition Study 2025-2.pdf (748 KB)
Recycling Route Waste Composition Study 2025-3.pdf (2,064 KB)
Recycling Route Waste Composition Study 2025-4.pdf (2,048 KB)
Contamination Education Letter 2025.pdf (6,070 KB)
What Goes Where Flyer English Spanish.pdf (5,940 KB)
B. ITEM
To: Citizens Advisory Committee
Via: Scott Carroll, General Manager
From: Angela Colunga, Management Analyst l
Date: May 13, 2025
Subject: 2024-2025 Alkaline Battery Recycling Program
Summary
In July 2013, the Board of Directors directed staff to implement a Battery Recycling Pilot Contest that focused on collecting used alkaline
batteries from local schools. This year, 21 schools participated in the District's Alkaline Battery Recycling Program and collected a total of 12,759
pounds of used batteries. Staff is providing the Board of Directors with a final report of this year's program, which took place from September
2024 to April 2025.
On May 7, 2025, District staff presented the first-place prize to Sonora Elementary. Please see the attached photo.
Recommendation
That the Citizens Advisory committee receives and files this report.
Analysis
A total of 21 schools within the District's service area participated in this year's program and collected a total of 12,759 pounds of used 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 2,966 $1,500
2nd Davis Magnet School 1,880 $1,200
3rd Estancia High School 1,372 $1,000
4th Paularino Elementary 1,079 $750
5th Kaiser Elementary 758 $500
6th St. Joachim Catholic School 730 $500
7th Wilson Elementary 611 $500
8th Killybrooke Elementary 573 $500
9th Christ Lutheran School 443 $300
10th Early College High School 292 $300
11th Newport Heights Elementary 269 $300
12th Waldorf School 267 $300
13th Adams Elementary 243 $300
14th Harper/STEP 225 $300
15th College Park Elementary 221 $300
16th Pacific Academy 206 $300
17th Woodland Elementary 174 $300
18th Rea Elementary 172 $300
Subject 3. 2024-25 Alkaline Battery Recycling Program
Meeting May 21, 2025 - Citizens Advisory Committee
Access Public
Type Receive and File
Goals 4.6 Partnerships - Educate students enrolled in learning institutions
2.3 Solid Waste - Provide a convenient method of disposing Household Hazardous Waste
(HHW)
19th St. John the Baptist Catholic School 133 $300
20th Pomona Elementary 104 $300
21st TeWinkle Middle School 41 $100
Total 12,759 $10,150
The program works as follows:
1. 33 private and public schools within the District's service area are contacted in August to participate in the program.
2. CMSD delivers program signage to participating schools.
2. Mercury Disposal Systems, Inc. (MDS) mails five battery recycling boxes to each participating school. Additional boxes are available upon
request.
3. MDS staff collects the batteries on the first Thursday of every month during the contest period.
4. MDS tags the boxes with each school's name, weighs them, and sends District staff the total tonnage collected per school.
5. MDS bills the District for this service.
The following schools were contacted by the District but did not express interest in participating in the 2024-25 program year: Back Bay High
School, A Child Place Learning Center, California Elementary, Costa Mesa Middle and High School, Heritage Montessori of Newport-Mesa,
International School of Science and Culture, Mariners Christian School, Monte Vista Independent, Montessori Christian School, Page Academy,
Victoria Elementary, and Whittier Elementary.
Award Breakdown:
1st Place: $1,500
2nd Place: $1,200
3rd Place: $1,000
Over 1,000 lbs: $750
999 to 500 lbs: $500
499 to 100 lbs: $300
99 to 51 lbs: $200
50 lbs and under: $100
The Alkaline Battery Recycling Program promotes recycling and environmental stewardship among local schools. It is the District's hope that
students will apply these principles at home, educate their families, and become good stewards of the environment. Additionally, the program
benefits the District through increased visibility within the community and the development of partnerships with local schools.
Past Program Data:
Fiscal Year Number of Participating
Schools Batteries Collected (in lbs)Top Winner
2013-14 5 4,153.9 Christ Lutheran
2014-15 8 5,345 Davis Magnet
2015-16 9 4,525 Davis Magnet
2016-17 13 6,973 Davis Magnet
2017-18 18 8,720 Davis Magnet
2018-19 20 12,662 Davis Magnet
2019-20 18 10,162 Sonora Elementary
2020-21 ---
2021-22 15 9,460 Killybrooke Elementary
2022-23 17 12,527 Davis Magnet
2023-24 17 11,972 Paularino Elementary
Legal Review
Not applicable.
Environmental Review
Not applicable.
Financial Review
The Alkaline Battery Recycling Program has a budget of $50,000 in Fiscal Year 2024-25. Below is the total cost breakdown for the current fiscal
year.
Fundraiser Rewards (21 Schools)$10,150.00
Disposal Costs $14,806.23
School Battery Signs $1,011.51
Total Program Cost $25,967.74
For comparison, the Alkaline Battery Recycling Program had a budget of $20,000 in Fiscal Year 2023-24 with a total program cost of
$19,051.02.
For Fiscal Years 2025-26 and 2026-27, the Alkaline Battery Recycling Program budget has been reduced from $50,000 to $30,000.
Public Notice Process
Copies of this report are on file and will be included with the complete agenda packet for the May 21, 2025, Citizens Advisory Committee
meeting at District Headquarters and posted on the District's website at www.cmsdca.gov.
Alternative Actions
1. Direct staff to report back with more information.
File Attachments
Program Data - Total Batteries Collected.png (375 KB)
Program Data - Participation Rates.png (225 KB)
Sonora Elementary Winner.jpg (2,537 KB)
B. ITEM
To: Citizens Advisory Committee
From: Scott Carroll, General Manager
Date: May 21, 2025
Subject: Proposed FY 2025-30 Strategic Plan
Summary
A strategic plan outlines the direction an organization aims to pursue and helps establish realistic objectives and goals aligned with its vision and
mission. CMSD's adopted the FY 2020-25 Strategic Plan is ending on June 30, 2025, marking the most ambitious initiative in the district's
history. The plan encompassed eight strategic elements, 125 strategic goals, and detailed strategies for achieving them. See goals achieved
over the past five years attached hereto.
On January 13, 2025, the Board of Directors began laying the groundwork for preparing the FY 2025-30 Strategic Plan by approving the
following schedule:
January 13, 2025 Board Special Meeting – Where are we now?
January – March 2025 – staff draft objectives and goals
April 8, 2025 Board Study Session – Board reviews, edits and comments on draft objectives and goals
May 21, 2025, Citizens Advisory Committee – CAC reviews, edits and comments on draft 2025-30 Strategic Plan
May 27, 2025, Board of Directors meeting – Board reviews draft plan.
June 10, 2025 Board Study Session – Board reviews final draft plan
June 23, 2025 Board of Directors meeting – Board adopts FY 2025-30 Strategic Plan
Recommendation
That the Citizens Advisory Committee provide feedback and make recommendations to the Board of Directors on the proposed FY 2025-30
Strategic Plan.
Analysis
The process began with the Board performing a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis. The primary purpose of a
SWOT analysis is to assess the district's current position and guide strategic planning by examining our internal strengths and weaknesses, as
well as external opportunities and threats. After the Board performed the SWOT analysis, the analysis was expanded after the general manager
performed the exercise with all district staff. Attached is the completed SWOT analysis
After the Board performed the SWOT analysis, staff requested guidance from the Board on potential revisions to the district's vision and mission
statements, core values and strategic elements. Soon after, staff provided their comments and suggestions for revising the strategic plan.
Both the Board and staff agreed the district's vision and mission statements should remain the same, which states:
Vision Statement
Leading a community that is free from solid waste and wastewater pollution
Mission Statement
To protect public health and the environment for current and future generations.
The core values and strategic elements were slightly modified. See attachment.
The Board of Directors directed staff to develop objectives, tasks to be completed (goals), and tasks completion timeline for each strategic
element and then report back. From January through March, the general manager met with each department to facilitate discussion and
complete the Board assignment. On April 8, 2025, the Board of Directors reviewed the proposed strategic objectives, tasks and completion
deadline. See attachment.
Staff is seeking feedback from the Citizens Advisory Committee along with recommendations to the Board, if any, on the proposed FY 2025-30
Strategic Plan that includes the vision and mission statements, core values, strategic elements and the objectives and tasks.
Legal Review
Not applicable
Subject 4. Proposed FY 2025-30 Strategic Plan
Meeting May 21, 2025 - Citizens Advisory Committee
Access Public
Type Discussion
Environmental Review
Preparing a strategic plan document 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
There are no costs for developing the the proposed FY 2025-30 Strategic Plan because the creation of the proposed plan was facilitated
internally. Typically, a consultant will charge between $50,000 to $75,000 facilitating the preparation of a strategic plan. The proposed FY 2025-
30 Strategic Plan is aligned with the proposed biennial FY 2025/26-2026/27 Budget and the Plan will continue to be align with future budgets.
Public Notice Process
Copies of this report are on file and will be included in the complete agenda packet for the May 21, 2025, Citizens Advisory Committee meeting
at District Headquarters and posted on the District's website at www.cmsdca.gov.
Alternative Actions
1. Do not provide feedback and/or recommendations to the Board of Directors.
File Attachments
Completed SWOT Analysis.pdf (83 KB)
Core Values & Strategic Elements.pptx (72 KB)
Strategic Objectives & Tasks_final.pptx (239 KB)
Strategic Plan Qtly Update 2020-25 FINAL Report.xlsx (46 KB)
B. ITEM
To: The Citizens Advisory Committee
Via: Scott Carroll, General Manager
From: Kaitlin Tran, Finance Manager
Date: May 21, 2025
Subject: Proposed Preliminary Biennial Budget Review for Fiscal Years 2025-26 and 2026-27
Summary
The Costa Mesa Sanitary District (the District or CMSD) operates two distinct Enterprise Funds: The Solid Waste Fund and the Wastewater
Fund. These funds are managed as separate business ventures, each responsible for specific services, yet they share a common Board of
Directors for oversight. The Solid Waste Fund covers services related to solid waste collection, recycling, and disposal, while the Wastewater
Fund addresses the wastewater collection, operation and maintenance of the District’s sewer systems. Both funds are self-sustaining, meaning
they generate revenue primarily through fees charged to customers for the services they provide. Expenses within the District are allocated
between these two funds, with some costs charged entirely to one fund, while others are shared based on a predetermined percentage. For
example, operational costs are typically split, with 10%, 20%, 35%, 50% or 80% allocated to the Solid Waste Fund and 20%, 50%, 65%, 80% or
90% to the Wastewater Fund, while specific services like solid waste and recycling collection are exclusively charged to the Solid Waste Fund.
This structure ensures that each fund remains financially independent while supporting the efficient delivery of essential services to the
community.
The following represents Staff's proposed preliminary Biennial Budget for Fiscal Years (FYs) 2025-26 and 2026-27. The proposed preliminary
budgets for FY 2025-26 (Attachment A) and FY 2026-27 (Attachment B) reflect balanced budgets of $17,446,300 and $17,826,800, respectively.
FY 2025-26: Solid Waste Fund - The proposed budget for the Solid Waste Fund for FY 2025-26 is $8,690,900, including transfers in and out,
reflecting a 5% increase compared to the approved amended budget of $8,247,100 for FY 2024-25. As of the third quarter of FY 2024-25, the
year-to-date revenue is $5,264,925, while expenditures total $5,360,520. Historically, the District has received approximately 98-99% of its
anticipated revenue. The annual assessments revenue from the Orange County Auditor-Controller’s apportionments typically occurs in
November and April. Staff anticipate that the District will meet the projected revenue for the Fiscal Year and expect expenditures to come in
under budget by the end of FY 2024-25.
FY 2025-26: Wastewater Fund – The proposed budget for the Wastewater Fund for FY 2025-26 is $8,363,100, which includes capital
improvement projects and transfers in and out. This represents a 3% increase compared to the approved budget of $8,101,200 for FY 2024-25.
As of the third quarter of FY 2024-25, the year-to-date revenue is $5,517,250, while expenditures total $4,157,600. Historically, the District has
received approximately 98-99% of its anticipated revenue. The annual assessments revenue from the Orange County Auditor-Controller’s
apportionments typically occurs in November and April. Staff anticipate that the District will meet the projected revenue and expect expenditures
to come in within budget by the end of FY 2024-25.
FY 2026-27 Solid Waste Fund - The proposed budget for the Solid Waste Fund for Fiscal Year 2026-27 is $9,221,400, inclusive of transfers in
and out. This represents a 6% increase compared to the proposed budget of $8,690,900 for Fiscal Year 2025-26.
FY 2026-27 Wastewater Fund - The proposed budget for the Wastewater Fund for Fiscal Year 2026-27 is $8,205,400, inclusive of transfers in
and out. This reflects a 2% decrease compared to the proposed budget of $8,363,100 for Fiscal Year 2025-26. The decrease is primarily
attributed to a reduction in revenue for FY 2026-27, including the absence of Cyber Security grant funding. The anticipated decrease in revenue
will result in a corresponding reduction in expenses.
Staff respectfully request that the Citizens Advisory Committee (CAC) review and provide comments, and feedback regarding the proposed
preliminary budgets attached. The two-year budget, incorporating the recommendations of the Board and CAC, will be presented at the Study
Session on June 9, 2025. Staff will then seek its adoption on June 23, 2025.
Recommendation
Subject 5. Proposed Preliminary Biennial Budget Review for Fiscal Years 2025-26 and 2026-
27
Meeting May 21, 2025 - Citizens Advisory Committee
Access Public
Type Discussion
Goals 8.0 Finance
8.2 Finance - Adopt a balanced budget
That the Citizens Advisory Committee review, discuss, and provide comments and feedback on the proposed preliminary biennial budget for
fiscal years 2025–26 and 2026–27.
Analysis
The following will outline the proposed budgets by section:
1. Revenue FYs 2025-26 and 2026-27
2. Expenses FY 2025-26
a. Salaries and Benefits
b. Operations & Maintenance (O&M)
3. Expenses FY 2026-27
a. Salaries and Benefits
b. Operations & Maintenance (O&M)
4. Programs FYs 2025-26 and 2026-27
5. Capital Improvement Projects (CIP) FYs 2025-26 and 2026-27
6. Transfers FYs 2025-26 and 2026-27
1. Revenue - FY 2025-26 and 2026-27 (Attachments A & B, page 1):
Property Taxes - General Fund - At the outset of the Fiscal Year 2019-20 budget, the District established a General Fund to manage the
unrestricted financial resources of the general government. These resources primarily consist of general property taxes and investment
earnings. Based on the historic trends, staff proposed the preliminary property tax revenues for the Fiscal Years 2025-26 and 2026-27 to
be $392,300 and $400,000, respectively. Historically, property tax revenues have been recorded as unrestricted income within the Solid Waste
Fund, specifically for rate stabilization purposes. The staff recommends that the Board of Directors authorize the continuation transferring of this
revenue to the Solid Waste Fund for Fiscal Year 2025-26 and allocate it to support both the Solid Waste and Wastewater Funds for Fiscal Year
2026-27, as part of the current budgetary process. If actual property tax revenues exceed the budgeted amounts by the end of the Fiscal Year,
any surplus will remain within the General Fund for future allocation. Staff will provide a recommendation to the Board of Directors regarding the
appropriate transfer of any excess revenue to either the Solid Waste or Wastewater Fund, based on operational needs at that time.
Annual Charges- Solid Waste and Wastewater - The District provides residential curbside trash collection and recycling services to single
family homes and multi-family homes with 4 units or less. Additionally, the District maintains a wastewater (sewer) collection system that collects
and transmits wastewater to Orange County Sanitation District (OCSan) facilities for treatment and recycling. The District imposes fees for solid
waste and wastewater collection services through property taxes (assessments) annually.
Solid Waste - In January 2024, the District engaged NBS Government Finance Group (NBS) to conduct a solid waste rate study.
Subsequently, on June 24, 2024, the Board of Directors approved a five-year rate increase, as outlined below:
Solid Waste Rates - (Approved 6/24/24; Effective 7/1/24)
Fiscal Year 2024-25 2025-26 2026-27 2027-28 2028-29
Annual Increases 13.70%9.00%7.00%7.00%5.00%
$328.92 $358.52 $383.62 $410.47 $431.00
The single-family solid waste collection rate for the Fiscal Year 2024-25 is $328.92. Fiscal Year 2025-26 will represent the second year of the
five-year rate increase plan, with a 9% increase, raising the rate from $328.92 to $358.52. In Fiscal Year 2026-27, the third year of the five-year
plan, the rate will increase by 7%, from $358.52 to $383.62. The Solid Waste Annual Charges Revenue is determined by multiplying the
occupancy count (number of active accounts) by the approved rate. The projected Solid Waste Annual Charges Revenue for Fiscal Years 2025-
26 and 2026-27 is $8,050,000 and $8,620,000, respectively. This represents an increase of $570,000, or a 7% change in annual charges
revenue between Fiscal Years 2025-26 and 2026-27. Due to the limited number of new development properties in the District’s service area in
recent years, staff does not anticipate a significant increase in the number of new homes.
Wastewater - The District retained Robert D. Niehaus, Inc. (RDN) to perform a wastewater rate study for the Fiscal Year 2021-22. As a
result, the Board of Directors approved a rate increase on February 28, 2022 beginning of FY 2022-23. The five-year rate plan is outlined
below:
Wastewater Collection Rates - Proposed Rates (Approved 2/28/22; Effective 7/1/22)
Fiscal Year 2022-23 2023-24 2024-25 2025-26 2026-27
Revenue Adjustments 17.00%17.00%0.00%0.00%0.00%
Residential (Per Dwelling Unit)
Single-Family Residential $101.22 $118.43 $118.43 $118.43 $118.43
Multi-Family Residential 76.83 89.89 89.89 89.89 89.89
Trailer 71.35 83.48 83.48 83.48 83.48
Accessory Dwelling Unit (ADU)37.21 43.54 43.54 43.54 43.54
Non-Residential (Per 1,000 sq. ft.)
Commercial - Ave Strength $44.13 $51.63 $51.63 $51.63 $51.63
Commercial - High Strength 49.14 57.49 57.49 57.49 57.49
Industrial 113.64 132.96 132.96 132.96 132.96
The annual wastewater charges revenue is determined by multiplying the applicable customer class type by the approved rates. For example, a
single-family residential property will be assessed $118.43 for the Fiscal Year 2025-26, which will be reflected on the property tax bill. For a
commercial property classified as average strength, the assessment will be $51.63 per 1,000 square feet. Fiscal Years 2025-26 and 2026-27
will represent the fourth and fifth years of the five-year rate increase plan. The wastewater rates will remain stable for the next two Fiscal Years.
Based on the District's records, staff projects a 0.08% growth in property, driven by a combination of Accessory Dwelling Units (ADUs) and
commercial customer classes. Staff projected Wastewater Annual Charges Revenue for the Fiscal Years 2025-26 and 2026-27 are $7,696,000
and $7,702,000, respectively.
Additional Container Charge - Solid waste customers may request an additional container at a rate of $10 per container per month, effective
beginning in Fiscal Year 2025-26, per Section 5.2.1 of the District’s 2018 Agreement with CR&R. This represents an increase from the previous
rate of $9 per month, which had been in effect for over ten years. CR&R will directly invoice customers for this charge and retain 20% of the
revenue collected from the additional container fee. Based on records provided by CR&R, staff have projected the annual revenue from this fee
to be $162,000 for the Fiscal Years 2025-26 and 2026-27.
Investment Earnings - Investment earnings for the District refer to the income generated from the various securities held in its investment
portfolio, including interest and dividends. These earnings are derived from the District's investments in bonds, notes, and other financial
instruments, managed in accordance with the Statement of Investment Policy and the California Government Code. Investment earnings support
the District’s financial stability by contributing to its reserves and funds, such as the Solid Waste Fund, Wastewater Fund, Facilities Revolving
Fund (Collection of fixture fees which is a restricted revenue for new sewer facilities), Asset Replacement Fund (designated for the replacement
of vehicles, equipment, and computers), and the Asset Management Fund (designated for long-term replacement of sewer infrastructure). These
earnings are essential in ensuring the District maintains sufficient cash flow to meet its obligations, manage liquidity, and fund future capital
needs. Staff projected investment earnings to total $410,000 for the Fiscal Years 2025-26 and 2026-27.
Contributions (Solid Waste) - In accordance with the terms of the CR&R contract with the District, effective July 1, 2018, CR&R made an initial
payment of $30,000 to the District in 2018, with subsequent annual payments of $35,000. These annual contributions are subject to adjustment
on each July 1, based on the percentage change in the Consumer Price Index (CPI) for All Urban Consumers in the Los Angeles/Long
Beach/Anaheim areas (not seasonally adjusted) for the twelve-month period ending in February immediately prior to the adjustment date. The
funds contributed support various programs, including public education, anti-scavenging initiatives, the hiring of a consultant to assess CR&R’s
performance, and a donation to the Alkaline Battery Recycling Program. For Fiscal Years 2025-26 and 2026-27, staff projected the contribution
revenue to the Solid Waste Fund to be $37,800 and $38,900, respectively.
Charges For Services – The Charges For Services account comprises fees collected from residents of newly developed properties, who are
required to pay a prorated fee for solid waste and wastewater services during the Fiscal Year until they can be placed on the County tax roll in
the following Fiscal Year. Additionally, in previous years, the District had an agreement with two condominium complexes, comprising 376 units,
to issue invoices directly to the Homeowner Associations on an annual basis, rather than charging the fees through owner’s property tax bill.
Effective July 1, 2025, one of these condominium complexes will be included on the assessment roll. Once fees are imposed on the tax roll,
revenue is budgeted and recorded under the Annual Charges account, as previously described. For Fiscal Years 2025-26 and 2026-27, staff will
issue invoices for one condominium of 211 units. In addition, the District had agreed with certain properties in the unincorporated areas and a
few addresses within the City of Newport Beach to annually issue invoices for wastewater services instead of placing the fee on the tax roll
during assessments. Staff projected the total Charges for Services revenue in both the solid waste and wastewater fund to be $101,000 and
$106,000 in Fiscal Years 2025-26 and 2026-27, respectively.
Sewer Permits and Inspection Fees - The District requires homeowners and contractors to obtain a sewer permit for any projects involving
sewer construction, modification, or repair. The permit and associated inspection fees are designed to cover the costs of plan reviews,
inspections, and ensuring compliance with the District’s established standards and specifications. These fees are also intended to cover the
labor and expense costs associated with the District’s Permit Program, with the goal of collecting only enough revenue to offset these costs. To
ensure the accuracy and appropriateness of the fees, the District retained Robert D. Niehaus, Inc. (RDN) to conduct a Fee Study. The study
involved a comprehensive review of the Sewer Permit Program costs and the determination of updated fees. The findings of the Fee Study were
presented to the Board of Directors on March 24, 2025, and will be brought before the Board again in June for final approval. Based on historical
trends related to the various types of permits issued, the proposed revenue budgets for Sewer Permits are projected at $50,000 for Fiscal Year
2025-26 and $52,000 for Fiscal Year 2026-27. Additionally, the proposed revenue budgets for Inspection Fees are estimated at $160,000 for
Fiscal Year 2025-26 and $166,400 for Fiscal Year 2026-27.
Other Non-operating - Staff projected that the Other Non-Operating Revenue for Fiscal Year 2025-26 will total $387,200. This amount includes
the District's share of the OC Waste & Recycling import revenue for the Regional Waste Disposal Agreement (WDA), a Cyber Security Grant,
CR&R reimbursement for hiring a third party to collect Christmas trees, CR&R reimbursement for conducting a Community Survey, CR&R
liquidated damages, and the District’s 5% share of the fee collections for the OCSan. For Fiscal Year 2026-27, Staff projected the Other Non-
Operating Revenue to be $169,500, which consists of the District's share of OC Waste & Recycling import revenue for the Regional Waste
Disposal Agreement (WDA), CR&R reimbursement for hiring a third party to collect Christmas trees, CR&R liquidated damages, and the
District’s 5% share of the fee collections for the OCSan.
2. Expenses FY 2025-26
2.a - Fiscal Year 2025-26 Salaries and Benefits (Attachment A, page 1):
The proposed preliminary personnel budget for Fiscal Year 2025-26 is $4,636,100, reflecting an 11% increase over the approved budget of
$4,161,000 for Fiscal Year 2024-25. The following assumptions and proposed activities contribute to this increase:
Cost-of-living adjustment (COLA): The Consumer Price Index (CPI) for the Orange-Los Angeles-Riverside Counties, from February to
February, is 3.1%. In accordance with this, staff proposed a 3.1% COLA.
Certificate Pay: The District offers a range of benefits related to premium pay for employees in specialized roles, including four levels of
certification through the California Water Environment Association (CWEA) and welding certification. These benefits are designed to
incentivize employees to acquire specialized certifications and skills that enhance the District's operations. Several wastewater staff
members have expressed interest in obtaining additional certifications over the next two Fiscal Years. Accordingly, this budget includes
potential pay increases for certain wastewater staff.
Annual Merit: The District has implemented a policy to provide employees with a systematic approach for advancement through salary
schedules. Both full-time and part-time employees are eligible for merit increases based on their Total Average Score from the annual
performance evaluation. Employees become eligible for a merit increase after completing 12 consecutive months of service, with
subsequent increases occurring annually until the employee reaches the maximum salary for their classification. Merit increases may
range from 0% to a maximum of 5%. For budgeting purposes, staff has assumed a 5% increase for employees who have not yet reached
the maximum of their salary range.
New Position - Solid Waste Administrative Assistant I: The proposed Administrative Assistant I for the Solid Waste Department will
perform duties currently performed by the Solid Waste Department’s Senior Management Analyst. These duties include providing high-
level support for phone, email, and walk-in customers with solid waste inquires and service complaints; inputting GoGov service requests
and monitoring GoGov reporting and trends, including quarterly performance measurement data; processing new service accounts,
including verifying eligibility, contacting customers, processing applications and payments, and tracking new service with CR&R; assisting
with solid waste outreach, including providing social media content and website FAQs based on common questions and complaints from
customers; and additional administrative and customer service duties as assigned. Alleviating customer service and administrative tasks
from the Senior Management Analyst (proposed Solid Waste Manager) will allow them to focus on more complex duties including
contract management and negotiations, franchise hauler performance review, SB 1383 compliance, rate studies, program and project
management, budget administration, and leadership duties. In addition, a dedicated Solid Waste Administrative Assistant could provide
highly focused and responsive customer service. The Administrative Assistant I will also serve as the first point of contact for the District’s
main telephone line, answering broad questions for all departments, lessening the impact of solid waste and other calls on Engineering
Department staff. The annual salary range for the Solid Waste Administrative Assistant I position for FY 2025-26 will be $63,215 to
$85,340, plus benefits.
Promotion - Senior Management Analyst to Solid Waste Manager: Currently, the general manager and his leadership team meet
regularly to collaborate on District programs, operations, procedures, and policies. The Leadership Team consists of the following
positions:
District Engineer
Finance Manager
District Clerk/PIO
Administrative Services Manager
Wastewater Manager
The Solid Waste Department does not have a representative serving on the general manager’s Leadership Team. Staff is recommending
the Senior Management Analyst position in the Solid Waste Department be promoted to a new position, Solid Waste Manager. The Solid
Waste Manager is considered a leadership role that will serve on the Leadership Team where team members will receive expert advice
regarding solid waste management issues. The Solid Waste Manager will empower the team to have robust conversations about the
District’s existing and future solid waste system. In addition, the Solid Waste Manager will focus on high level tasks such as contract
negotiations, CR&R performance review, ensuring SB 1383 compliance, performing rate studies, while routine day to day tasks such as
Current Proposed Proposed
Plan Tier FY 2024-25 FY 2025-26 FY 2026-27
Employee Only $1,200 No change $1,300
Employee+1 dependent $1,450 $1,650 $1,800
Employee + 2 or more dependents $1,875 $2,140 $2,300
answering phone calls, responding to emails from the public, maintaining data base systems, etc., will be the responsibility of the new
administrative assistant position assigned to the Solid Waste Department. The annual salary range for the Solid Waste Manager position
for FY 2025-26 will be $132,597 – $179,006, plus benefits.
New Position - Electrical Instrumentation Technician - The proposed Entry-Level Electrical and Instrumentation (E&I) Technician will
perform essential maintenance and support tasks currently handled by senior-level staff or external contractors. These responsibilities
include conducting preventive maintenance on pump station assets, troubleshooting electrical and instrumentation issues, performing
routine calibrations, assisting with SCADA system operations, and ensuring compliance with safety regulations such as OSHA, NFPA,
and NEC. Additionally, the technician will maintain accurate maintenance records and support data tracking for performance
measurement. The day-to-day responsibilities will include troubleshooting station problems, exercising valves to ensure proper operation,
conducting annual service on pumps to maintain efficiency and longevity, and responding to emergencies to minimize downtime and
service disruptions. By assigning these routine electrical and instrumentation tasks to an entry-level technician, senior personnel will be
able to focus on complex system optimizations, regulatory compliance efforts, capital improvement projects, and high-level
troubleshooting. This restructuring enhances operational efficiency, minimizes service disruptions, and reduces reliance on costly
external services.
Furthermore, a dedicated in-house E&I technician will improve response times for electrical and instrumentation issues, ensuring the
continued reliability of pump station infrastructure. The position will also help maintain coverage on both the pump and sewer sides
during periods of short staffing, preventing service delays and ensuring uninterrupted operations. Additionally, the role will support
workforce development by creating opportunities for internal growth, knowledge transfer, and long-term succession planning. As
automation and smart instrumentation become increasingly integrated into pump station operations, this role will be instrumental in
adapting to technological advancements and maintaining system efficiency. The annual salary range for the Electrical Instrumentation
Technician position for FY 2025-26 will be $87,142 – $117,642, plus benefits.
Cafeteria Plan Increase - A benefits package is crucial for employee retention and morale. Providing benefits that align with industry
standards helps to keep CMSD competitive in the job market. CalPERS medical plan rates have seen an average increase over the past
5 years of 7.8%. The primary factors contributing to these increases include medical inflation, rising pharmaceutical costs, and
adjustments to premiums to align with the value of benefits and networks. The intent of the District is to contribute to each tier of the
Cafeteria Plan the following amounts:
Employee Only: 100% of the cost of the average health insurance plan.
Employee + 1: 80% of the cost of the average plan.
Employee + 2 or more: 80% of the cost of the average plan.
Staff proposed the following increases:
Workers’ Compensation - Workers’ Compensation for FY 2025-26 is $63,300. This is a decrease of $50,800 from 2024-25. Factors for
the decrease include:
Estimated payroll provided on the 2025/26 renewal questionnaire.
2025/26 Calculated EMOD of 96%.
Pool reinsurance rate increase of 16% to 24% based on early estimates from SDRMA’s reinsurance brokers.
Longevity Pay - As part of the Classification and Compensation Study completed in 2024, staff was tasked with researching and
determining the impact of a form of longevity pay on an employee's CalPERS pension. Staff consulted with CalPERS and received a final
determination that Longevity Pay, as presented, is not pensionable and will not affect an employee's base hourly rate. The purpose of the
Longevity Pay program is to acknowledge and reward employees who demonstrate long-term commitment and valuable ongoing service
to the District. This program provides financial recognition for employees who have reached the top of their salary range yet continue to
deliver high performance and meaningful contributions. Longevity Pay reflects the District’s appreciation for dedicated employees and
aims to promote continued loyalty, engagement, and retention. To be eligible for Longevity Pay, an employee must meet all the following
conditions at the time of their annual performance review.
1. Reached Maximum Salary. The employee must be at the top of the established salary range for their current position
classification at the time of their annual performance review.
2. Minimum Years of Continuous Service. The employee must have completed at least five (5) consecutive years of
uninterrupted service with the District.
3. Performance Rating Requirement. The employee must have received an overall annual performance rating of "Above
Expectations" or equivalent, as defined by the District’s evaluation criteria.
4. Completion of Performance Goals. The employee must have successfully completed all assigned performance goals as
documented in the annual performance evaluation.
Amount of Longevity Pay - Eligible employees will receive a one-time payment equal to three percent (3%) of their current annual base
salary, subject to available funding as determined by the District’s annual budget process. Longevity Pay is a one-time lump sum benefit
and does not affect the employee’s hourly base rate or future salary adjustments. Eligible employees will receive Longevity Pay during
the same pay period in which their annual performance evaluation is finalized. Employees who separate from the District, through
resignation, retirement, or termination, prior to completion of the annual evaluation process will not be eligible for Longevity Pay. Staff is
proposing to implement Longevity Pay starting in Fiscal Year 2025-26. However, based on current staffing levels, only one employee
would be eligible to receive it starting in Fiscal Year 2026-27.
The total maximum cost, assuming no staff changes over the next 5 years and based on the number of goals an employee achieves, is
outlined below.
No. of
Fiscal Year 3%Employees
2025-26 $ --
2026-27 6,400 1
2027-28 34,900 6
2028-29 52,300 10
2029-30 55,000 10
Total Cost $148,600
2.b - Fiscal Year 2025-26 Operations & Maintenance (O&M) (Attachment A, pages 1 & 2)
The proposed preliminary O&M budget for Fiscal Year 2025-26 totals $11,279,200, excluding transfers out, programs, and capital improvement
projects. Of this amount, $7,773,200 is the Solid Waste Fund, and $3,506,000 is the Wastewater Fund. This represents an 8% increase
compared to the adopted O&M budget total of $10,416,300 for FY 2024-25, primarily due to the increased costs of operations driven by market
factors such as inflation and the rising cost of living, as well as the following significant new or expanded projects and events. The following are
some significant items staff proposed in the FY 2025-26 O&M budget:
Professional Services (Attachment A, page 4):
Solar Photovoltaic System with Battery Storage Study $50,000 - The Costa Mesa Sanitary District Solar Photovoltaic System with Battery
Storage study at headquarters is essential for evaluating the feasibility and benefits of integrating renewable energy solutions at the
District’s main facility. This study aims to assess how solar power combined with battery storage can reduce energy costs, enhance
sustainability, and improve energy reliability. By exploring the potential for on-site renewable energy generation, the District seeks to
lower its carbon footprint, ensure energy independence, and align with state and local environmental goals.
SSMP Audit Service $45,000 - The State requires that the District audit its Sanitary Sewer Management Plan (SSMP). This Fee will be
used to solicit an independent consultant to review the District Plan, compare it to the State requirements and industry practices, and
advise if the SSMP is in compliance.
Update Standards and Drawings $40,000 - Many of the District Standard Drawings and Specifications are out of date with current
practices, materials, and requirements. For example, the standard manhole drawing must be updated to eliminate the outdated practice
of installing ladders, update the layout, and provide for improved confined space entry. Some drawings have not been updated since the
1970s.
Solid Waste Rate Study $60,000– While negotiations are ongoing, Orange County Waste & Recycling is expected to increase the waste
disposal fee (tipping fee) effective July 1, 2026. The District will need to conduct a solid waste rate study to ensure solid waste rate
revenue accommodates the new waste disposal fee. The rate study will also evaluate variable rate options to encourage waste reduction
and increase the District’s diversion rate.
GIS Sewer Maintenance (Attachment A, page 5)
EEC Support for Data Migration $10,000 - EEC will play a support role to help with the migration of FOG data into our Graphical
Information System (GIS) with Centricity.
FOG Database Import $40,000 - This is a one-time expense required for the District’s Fats, Oils, and Grease (FOG) management
consultant to assist with migrating the FOG database from the consultant’s system to the District’s database and Graphical Information
System (GIS). The District is working with Centricity, the District’s asset management, and GIS consultant to implement the FOG data
onto the District’s systems. This expense will be used to pay for any expenses incurred by the District FOG management consultant to
assist with the data migration.
GIS Public Access Portal $10,500 - The District plans to update and improve the asset management system’s public portal. The public
portal is used to submit sewer permit applications, submit plans, and pay fees. The system is not user friendly, and does not provide
interactive online inspection requests, among other activities that will make the permitting process more user friendly.
Public Information/Education/Community Promo (Attachment A, pages 6-7)
Rate Postcard(s) $22,000 – Per Proposition 218 requirements, the District is required to mail a rate postcard prior to adoption of new
solid waste rates. These postcards serve as official communication to inform residents and stakeholders about the rate adjustment
hearings, providing them with the necessary details to participate in the public review process. The distribution of these postcards
ensures transparency, compliance with legal requirements, and allows for public input prior to the implementation of any rate changes.
Staff has proposed an allocation of $11,000 to cover the cost of sending postcards to property owners, as well as $11,000 for a second
postcard if the District elects to hold a solid waste rate town hall meeting to further engage with the community.
Three-Cart Education and Outreach Plan $33,500 – The District will continue providing Three-Cart System education and outreach,
emphasizing proper sorting, including informational postcards and bill inserts, social media ads, an educational video, Sustainability Star
Program cart tags and prizes, and new items such as an interactive “what goes where” tool and “what goes where” magnets.
Small Tools/Equipment DY (Attachment A, pages 7-8)
Complete Quad Pod and Winch CSE $18,000 - This davit system will replace the old Tri-Pod system which is 17 years old. The davit
system is safer and more stable than the Tri-Pod especially when entering valve vaults and wet wells. The system includes new winches
to replace old and damaged winches that we currently have.
CR&R Rates (Attachment A, page 1)
Per the First Amendment to the Agreement Between Costa Mesa Sanitary District and CR&R Incorporated, approved January 27, 2023, CR&R
may request a rate adjustment annually, calculated by multiplying each rate by the percentage change in the CPI for All Urban Consumers in the
Los Angeles Area, not seasonally adjusted (CPI-U) - Los Angeles-Long Beach-Anaheim for the twelve (12) month period ending in February. The
change in the CPI for the twelve-month period ending in February 2025 is 3.1%.
CR&R has submitted a rate adjustment request of 3.1% for FY 2025-26, which staff will present at the April 28, 2025, Board of Directors meeting
for the Board’s consideration. The preliminary FY 2025-26 budget includes a 3.1% increase for the Occupancy (Trash Hauler), Landfill Disposal,
Recycling, and Organics Recycling rates.
Rate Per Ton
Current
FY 2024-25
Proposed FY 2025-26
3.1% CPI
Occupancy (Trash Hauler)$17.0527 $17.5800
Landfill Disposal $61.19 $63.09
Recycling $15.27 $15.74
Organics Recycling $84.19 $86.80
The following outlines the proposed FY 2025-26 CR&R expenses budget, covering the Occupancy (Trash Hauler) as well as Recycling, Landfill,
and Organics tonnage:
Occupancy (Trash Hauler) - At the end of January 2025, the Occupancy Count was 23,166. Staff is projecting an increase of 101 accounts
(23,267) for FY 2025-26, based on the trend in occupancy count from FY 2022-23 (8 accounts), FY 2023-24 (26 accounts), to FYTD 2024-25 (64
accounts). With the projected occupancy count of 23,267, the hauler cost for FY 2025-26 is $4,908,800.
Recycling and Landfill - The projected FY 2025-26 recycling tonnage and landfill tonnage is based on the average tonnage collected in
December 2024, January 2025, and February 2025. December 2024 was the first month when all District customers had the Three-Cart System.
With these projected tonnages, the FY 2025-26 recycling cost is $74,600 and the landfill cost is $1,463,100.
Organics - The projected FY 2025-26 organics tonnage is based on the average tonnage collected current Fiscal Year-to-date (July 2024 –
February 2025). Previous Fiscal Year trends suggest that organics tonnage may decrease in FY 2025-26, but because tonnage has fluctuated
over previous years, staff recommend utilizing the FY 2024-25 average for a conservative projection, which generates an organics cost
of $754,600.
Liability Insurance (Attachment A, page 2) - The estimated premium for Property and Liability coverage in FY 2025-26 is $527,100. The cost
distribution among the Solid Waste Fund, the Wastewater Fund for HQ, and the Wastewater Fund for DY are $50,300, $94,200, and $382,600,
respectively. This premium includes earthquake coverage, as well as other factors such as:
The District’s reported exposures on the 2025/26 renewal questionnaire, which include a 2.01% inflationary factor to the value of
scheduled buildings and 1.51% inflationary factor to the value of scheduled contents per board policy.
Pool reinsurance rate increase of 10% based on early estimates from SDRMA’s reinsurance brokers.
Contingency (Attachment A, page 2) - The contingency account has a total budget of $68,600, with $48,300 allocated to the Solid Waste Fund
and $20,300 allocated to the Wastewater Fund. This budget is intended to cover unforeseen or emergency expenses that may arise during the
Fiscal Year.
Capital Outlay Admin & Operations (Attachment A, pages 9)
Security Cameras at HQ and District Yard (DY) $100,000 - This capital project aims to replace the District's outdated and ineffective
security system with modern camera technology, advanced CCTV software, and the necessary infrastructure to support the new system.
The upgraded system will include features such as motion detection, after-hours notifications for suspicious activity, and immediate
access to recent footage for law enforcement purposes. The installation will involve high-resolution cameras, electrical systems, cabling,
and video storage capabilities. The current cameras have proven inadequate, failing to provide usable video footage for law enforcement,
being too blurry to identify break-ins, and lacking the necessary technological updates. The proposed budget for the installation of the
new security cameras at the District Headquarters (HQ) and the District Yard (DY) is $100,000. The cost will be allocated with 10%
Current Proposed Proposed
Plan Tier FY 2024-25 FY 2025-26 FY 2026-27
Employee Only $1,200 No change $1,300
Employee+1 dependent $1,450 $1,650 $1,800
Employee + 2 or more dependents $1,875 $2,140 $2,300
charged to the Solid Waste Fund and 90% to the Wastewater Fund. The 90% cost for the Wastewater Fund will be supported by the
Facilities Revolving Fund, which will be further described later in the Transfers section of this report.
Information Technology (IT) Projects $191,600 - All of the upcoming IT projects in the proposed budget are grant funded. CMSD was one
of 97 local agencies that were awarded the FY 2024 State and Local Cybersecurity Grant. The grant totals $195,894 that will be
distributed and managed by the California Office of Emergency Services (CalOES), and it must be used to complete the following
approved projects:
Enhanced endpoint detection and response (EDR)
Implement dark web monitoring
Implement Domain Name System (DNS) filtering
Migrate servers to the cloud
Upgrade to Windows 11
These projects will be completed by CMSD’s IT Managed Service Provider, Acorn Technology Services, by December 31, 2026, and are
therefore included in the proposed FY 25-26 budget. The project budgets are allocated across two accounts: Capital Outlay (for
equipment, licensing, and subscriptions) and Professional Services (Attachment A, page 4, for contractor labor). Additionally, the grant
will support staff time dedicated to the project. The remainder of the IT budget in both Fiscal Years includes recurring expenses (such as
IT technical support and network maintenance), annual vulnerability scans and remediations, website hosting and maintenance, office
equipment (such as computers, tablets, phones, printers, and copiers), emergency equipment (such as radios), and various software
licenses and subscriptions.
3. Expenses FY 2026-27
3.a - Fiscal Year 2026-27 Salaries and Benefits (Attachment B, page 1)
The proposed preliminary personnel budget for Fiscal Year 2026-27 is $5,050,500, reflecting an 9% increase over the proposed budget of
$4,636,100 for Fiscal Year 2025-26. The following assumptions and proposed activities contribute to this increase:
Cost-of-living adjustment (COLA): Staff assumed a 5% COLA for the Consumer Price Index (CPI) for the Orange-Los Angeles-Riverside
Counties, from February to February.
Certificate Pay: FY 2026-27 budget included potential certificate pay increases for certain wastewater staff.
Annual Merit: Merit increases may range from 0% to a maximum of 5%. For budgeting purposes, staff assumed a 5% increase for
employees who have not yet reached the maximum of their salary range.
Increase cafeteria plan allowance: As noted earlier, CalPERS medical plan rates have increased by an average of 7.8% over the past
five years. The primary factors contributing to these increases include medical inflation, rising pharmaceutical costs, and adjustments to
premiums in order to align with the value of benefits and network coverage. In response to these trends, staff proposed an increase to
the cafeteria allowance plan for Fiscal Year 2026-27, as outlined below:
Longevity Pay: As previously noted, assuming the personnel levels remain unchanged for FY 2026-27, only one employee would be
eligible to receive the Longevity Pay. If this employee meets all the required criteria, they may be eligible to receive $6,400 based on their
annual performance evaluation for the Fiscal Year.
No. of
Fiscal Year 3%Employees
2025-26 $ --
2026-27 6,400 1
2027-28 34,900 6
2028-29 52,300 10
2029-30 55,000 10
Total Cost $148,600
3.b - Fiscal Year 2026-27 Operations & Maintenance (O&M) (Attachment B, pages 1 & 2)
The proposed preliminary O&M budget for Fiscal Year 2026-27 totals $11,501,300, excluding transfers out, programs, and capital improvement
projects. Of this amount, $8,109,900 is the Solid Waste Fund, and $3,391,400 is the Wastewater Fund. This represents a 2% increase compared
to the proposed preliminary O&M budget total of $11,279,200 for FY 2025-26, primarily due to the increased costs of operations driven by market
factors such as inflation and the rising cost of living, as well as the following significant new or expanded projects and events. The following are
some significant items staff proposed in the FY 2026-27 O&M budget:
Professional Services (Attachment B, page 4):
Budget Book Automation $16,000 - The District’s current budget process involves manual data entry into Excel, with each department
submitting budget line items to the Finance Department, which then consolidates them into a master Excel file. This process is time-
consuming and inefficient, as Finance staff must carefully review each cell to ensure the accuracy and consistency of
formulas. Furthermore, following the Board’s adoption of the biennial budgets, staff dedicated over a month to compiling the budget
document using Word and Adobe PDF. To improve this process, staff recommended the implementation of Budget Book Automation, a
cloud-based reporting and automation software. This tool modernizes budgeting by integrating data with narratives, charts, and graphs in
a controlled, auditable environment. It automatically links source data, reducing manual input, minimizing errors, and improving
transparency in financial planning. This system will streamline department submissions, simplify budget document management, and
enhance collaboration, optimizing staff time and creating a more efficient budgeting process. Several agencies, including the City of
Costa Mesa, have already adopted this software for their budget processes and financial documentation. The cost to implement this
software for the District is $33,000. Of this amount, $16,000 is allocated for one-time implementation costs, budgeted under
the Professional Services account, while $17,000 is allocated for the annual software license, budgeted under the Computer License
account (Attachment B, page 8). To ensure the District is ready to utilize the Budget Book Automation system for the FYs 2027-28 and
2028-29 budget cycles, implementation and setup must occur in FY 2026-27.
Wastewater Rate Study $42,500: Fiscal Year 2026-27 marks the final year of the five-year wastewater rate increase plan established in
the 2022 rate study. Staff proposed conducting a Wastewater Rate Study in FY 2026-27 to ensure the District generates adequate
revenue to cover the costs associated with operating, maintaining, and improving the wastewater system. This encompasses essential
capital improvements, system upgrades, and long-term infrastructure investments, thereby ensuring the District's continued ability to
provide reliable service without experiencing financial shortfalls.
Franchise Hauler & SB 1383 Compliance; Composition Studies; Recordkeeping Software - $34,000 – The District conducts composition
studies to analyze the types and quantities of waste generated within its service area. These studies provide strategies to reduce waste,
enhance diversion rates, and ensure compliance with environmental regulations. To effectively manage and document these efforts and
comply with SB 1383’s Implementation Record requirements, the District utilizes recordkeeping software specifically designed to track
compliance activities, monitor progress in waste diversion, and maintain accurate records for reporting purposes. This integrated
approach helps the District achieve its sustainability objectives and adhere to legislative mandates. In FY 2024-25, the District received
grants that covered the expenses for these activities until FY 2025-26. A large portion of these expenses will be accounted for in the
year-end carryover encumbrance request later this year, which is why staff only proposed $5,000 in the FY 2025-26 budget. The District
does not have any grants to fund this budget line in FY 2026-27. Therefore, staff has proposed an allocation of $34,000 for SB 1383
Compliance, Composition Studies and Recordkeeping Software in the FY 2026-27 budget.
Public Info/Edu/Community Promo (Attachment B, pages 6-7):
Rate Postcard(s) $26,000 – The District is required to distribute postcards as part of the Proposition 218 process, which mandates that
property owners be notified of proposed changes to wastewater and solid waste rates. These postcards serve as official communication
to inform residents and stakeholders about the rate adjustment hearings, providing them with the necessary details to participate in the
public review process. The distribution of these postcards ensures transparency, compliance with legal requirements, and allows for
public input prior to the implementation of any rate changes. As the District plans to conduct a solid waste rate study in FY 2025-26 and
potentially increase rates in FY 2026-27, staff has proposed an allocation of $11,000 to cover the cost of sending postcards to property
owners. Additionally, since a wastewater rate study is planned for FY 2026-27, staff has proposed a budget of $15,000 to cover the cost
of postcards for that process as well.
3 Cart- System Education & Outreach Plan $78,500 – Similar to the Franchise Hauler & SB 1383 Compliance, Composition Studies, and
Recordkeeping Software budget line item mentioned above, this item is partially grant-funded in the FY 2025-26 proposed budget. A
portion of these expenses will be accounted for in the year-end carryover encumbrance request later this year, which is why staff only
proposed $33,500 in the FY 2025-26 budget. However, the District does not have any grants to fund this budget line for FY 2026-27. As a
result, staff has proposed an allocation of $78,500 for the 3-Cart System Education & Outreach Plan in the FY 2026-27 budget.
CR&R Rates (Attachment B, page 1)
Per the First Amendment to the Agreement Between Costa Mesa Sanitary District and CR&R Incorporated, approved January 27, 2023, CR&R
may request a rate adjustment annually, calculated by multiplying each rate by the percentage change in the CPI for All Urban Consumers in the
Los Angeles Area, not seasonally adjusted (CPI-U) - Los Angeles-Long Beach-Anaheim for the twelve (12) month period ending in February.
Regardless of change in the CPI for the twelve-month period ending in February, the CPI request is capped at 5%. Since the CPI request for FY
2026-27 is unknown at this time, but capped at 5%, the proposed preliminary FY 2026-27 budget includes a 5% CPI increase for the Occupancy,
Landfill Disposal, Recycling, and Organics Recycling rates.
Rate Per Ton
Proposed FY 2025-26
3.1% CPI
Proposed FY 2026-27
5.0 % CPI
Occupancy (Trash Hauler)$17.5800 $18.4604
Landfill Disposal $63.09 $66.24
Recycling $15.74 $16.53
Organics Recycling $86.80 $91.14
The following outlines the proposed FY 2026-27 CR&R expenses budget, covering the Occupancy (Trash Hauler) as well as Recycling, Landfill,
and Organics tonnage:
Occupancy (Trash Hauler) - The preliminary FY 2025-26 budget includes a projected Occupancy Count of (23,267). Staff is projecting an
increase of 100 accounts (23,367) for FY 2026-27, estimating that new accounts will increase at the same rate as projected to increase for FY
2025-26 (101 accounts). With the projected occupancy county of 23,367, the hauler cost for FY 2026-27 is $5,176,400.
Recycling and Landfill - The FY 2026-27 recycling tonnage is based on a projected 5% increase in recycling tonnage and projected 5%
decrease in landfill tonnage from the FY 2025-26 tonnage. There is limited recycling and landfill collection data currently, but staff anticipate
increased participation and proper sorting, hopefully resulting in a shift between landfill and recycling tonnage. With these projected tonnages,
the FY 2026-27 recycling cost is $82,300 and the landfill cost is $1,459,500.
Organics - The FY 2026-27 organics tonnage is based on a projected 2% increase from the FY 2025-26 tonnage according to previous Fiscal
Year trends, which generates an organics cost of $808,200.
Liability Insurance (Attachment B, page 2) - The estimated premium for Property and Liability coverage in FY 2026-27 is $563,600, which
includes earthquake coverage. This estimate reflects a 7% increase compared to the proposed FY 2025-26 budget. The cost distribution among
the Solid Waste Fund, the Wastewater Fund for HQ, and the Wastewater Fund for DY are $53,700, $100,600, and $409,300, respectively.
Contingency (Attachment B, page 2) - The contingency account has a total budget of $75,900 with $59,700 allocated to the Solid Waste Fund
and $16,200 allocated to the Wastewater Fund. This budget is intended to cover unforeseen or emergency expenses that may arise during the
Fiscal Year.
Capital Outlay Admin & Operations (Attachment B, page 9)
HQ Parking Lot (and Landscaping) Improvements $100,000: This project will bring the HQ parking area into compliance with current
building and ADA codes, update the landscaping to xeriscape, update and improve lighting, and provide an outdoor employee lunch area.
The project will also install additional rainwater runoff facilities, remove tree roots that have been damaging the asphalt. Staff proposed
$100,000 to transfer from the Facilities Revolving Fund to support the HQ Parking Lot (and Landscaping) Improvements, which will be
further described later in the Transfers section of this report.
Master Plan $85,000 - This item will provide for an update of the District Sewer Master Plan (MP). The last MP update was developed in
2021.
4. Battery Recycling Program (Attachment A & B, page 2)
The District conducts an annual Battery Recycling Program for schools in the District’s service area, promoting proper battery disposal while
allowing schools to earn monetary awards for collecting batteries. Staff propose a budget of $30,000 for Fiscal Years 2025-26 and 2026-27.
5. Capital Improvement Projects (CIP) FYs 2025-26 and 2026-27 (Attachment A & B, Pages 2-3)
The District’s Asset Management Fund is a crucial financial resource established to support capital improvement projects and emergency
repairs, ensuring the District can effectively maintain and upgrade its infrastructure while preserving financial stability. The fund is governed by a
policy that encourages the use of prudent funding mechanisms for capital projects, including the “Pay As You Go” method, debt issuance (such
as bonds), or a combination of both. Historically, the District has utilized the “Pay As You Go” method to fund capital improvement projects. The
annual transfers from the Asset Management Fund to the Wastewater Fund to support the Capital Improvement Projects (CIP) are aligned with
the CIP budget and are reflected in the "Transfers" section of the budget. For the upcoming Fiscal Years 2025-26 and 2026-27, the proposed
preliminary total budgets for CIP are $1,511,000 and $1,345,000, respectively. A detailed list of these projects is provided in the table below.
In addition, the District mandates a minimum balance of $5 million in the Asset Management Fund to ensure sufficient resources for planned and
unforeseen projects. Annual transfers from the Wastewater Fund are allocated to this reserve, and any transfers out of the fund must maintain
this minimum balance. The fund plays a crucial role in financing both long-term capital improvements and urgent repairs, ensuring the District
can effectively manage its infrastructure while adhering to sound financial practices. For Fiscal Years 2025-26 and 2026-27, staff have proposed
transfers of $1,591,000 and $1,345,000, respectively, from the Wastewater Fund to the Asset Management Fund. These transfers include the
respective year's CIP budget amounts, along with additional contributions of $80,000 for Fiscal Year 2025-26. These transfers will help increase
the Asset Management Fund balance, ensuring they align with the District’s goal of maintaining a balance of at least $5 million.
Capital Improvement Projects FY 2025-26 FY 2026-27
City MH Adjustment Program #309 $75,000 $80,000
Mendoza FM Rehab/Redundancy #349 220,000 -
Harbor Overflow Addition #346 276,000 -
MH Cover Replacements #605 90,000 -
MH Refurbishment #610 100,100 100,100
Grade 4 Sewer Rehabs & Repairs #615 380,000 -
SeaBluff PS Electrical Rehabilitation #620 220,000 -
Sewer Condition Assessment #630 150,000 300,000
Aviemore FM Replace Redundancy #329 -430,000
FY 27 MH Cover Replacements #705 -100,000
Grade 4 Sewer Rehabs & Repairs #715 -100,000
Irvine PS Odor & Fan Addition #720 -175,000
Mendoza and Victoria Drop Pipe Add #725 - 60,000
Total $1,511,000 $1,345,000
City MH Adjustment Program #309 - Each year, the City performs street rehabilitation and pavement work. These City projects may include
preforming pavement work on streets that include our sewer facilities. The purpose of this budget is to reimburse the City for raising District
manhole frames and covers to grade. Reimbursing the City for this work provides for a single point of responsibility for poor workmanship, for
premature failure, and for eliminating costly construction delays to the City contractor. In addition, the City and their contractor also take
responsibility for coordinating work to meet the City schedule. Staff proposed $75,000 and $80,000 for FYs 2025-26 and 2026-27.
Aviemore FM Replace Redundancy #329 - The Aviemore Forcemain Replacement project consists of replacing 1,160 feet of 6-inch asbestos-
cement pressure pipe. In addition, the District has designed a dual replacement forcemain to eliminate a single point of failure. The project was
delayed when it was determined that the station was partially built beyond the District easement. The District intends to negotiate an easement
swap with the property owners. Staff proposed $430,000 for Fiscal Year 2026-27.
Harbor PS Overflow #346 - The Harbor pump station is one of the three largest District pump stations and is in a critical watershed that is
tributary to the Talbert Nature Preserve. District staff deploys portable generators in the event of rain/weather-related power outages or should
utility power drop offline. The proposed work comprises installing an overflow system to extend the response time required to install a portable
generator for power outages and/or responding to significant pump station of forcemain failures. Staff proposed $276,000 for the Fiscal Year
2025-26.
Mendoza FM Rehab/Redundancy #349 - The Mendoza pump station forcemain project consists of developing and installing a dual (two pipes)
discharge to the gravity system. In addition to developing a dual discharge, this project consists of extending the gravity sewer to the pump
station and providing an emergency overflow to the gravity system. A redundant forcemain and emergency overflow will eliminate a single point
of failure, is critical to increasing and maintaining system reliability, and significantly reduces the potential for sewer spills. Staff proposed
$220,000 for the Fiscal Year 2025-26.
MH Cover Replacements #605 and #705 - This Project budget provides for annual replacement of District manhole frames and covers that
have failed, experienced sever corrosion, or that have reached the end of useful life. The list manhole for replacement is developed from our
artificial intelligent manhole assessment program, maintenance crews reporting manhole condition from their daily work, or calls from customers.
The 2025-26 and 2026-27 FY proposed budgets are $90,000 and $100,000, respectively.
MH Refurbishment #610 - In 1953 when the first District manholes were installed, contractors had an option to construct brick manholes or pre-
cast manholes. Brick manholes do not have steel mesh or rebar. These un-reinforced brick structures are very susceptible to damage during
seismic events, so the District will structurally reinforce brick manholes by using a one- piece cured-in-place-pipe (CIPP) liner. In addition,
concrete manholes that have failed or have experienced extensive corrosion will also be CIPP lined and/or replaced. The District will continue
rehabilitating brick for severely damaged/failed manholes. The proposed budget for the 2025-26 and 26-27 Fiscal Years is $100,000,
respectively.
Grade 4 Sewer Rehabs & Repairs #615 and #715 - The District performs CCTV camera work to assess its gravity sewers and develop
replacement and repair projects. The outcome of the CCTV work is NASSCO with a rating from 1 to 5: Grade 1 being the very good condition
and Grade 5 being in the worst condition with urgent work being required. The District addresses the Grade 4 and/or 5 defects, depending on
stability and severity. Replacements, Refurbishments, and/or Capital Repairs consist of various repair techniques such as dig and replacement,
installing liners, or conducting point repairs of damaged or failed pipes. The proposed budgets for Fiscal Years 2025-26 and 2026-27 are
$380,000 and $100,000, respectively.
SeaBluff PS Rehabilitation #620 - The SeaBluff PS Electrical Rehabilitation project consists of replacing electrical equipment and upgrading to
current electrical and fire (NFPA) codes. This older pump station was built by a Developer and turned over to the District. The pump station did
not use District standard equipment. The proposed budget for Fiscal Year 2025-26 is $220,000.
Sewer Condition Assessment #630 - This Project consists of assessing the entire sewer system and developing the next 10-year sewer
project rehabilitation projects. It is estimated that the condition assessment work will cost between $1.2 and 1.8 million. The proposed work will
be conducted over several years to minimize impact on the budget, provide for active assessment work each year, and reduce impact on staff
commitments. The proposed budgets for Fiscal Years 2025-26 and 2026-27 are $150,000 and $300,000, respectively.
Irvine PS Odor & Fan Addition #720 - The Irvine PS is experiencing sever corrosion because of older tributary sewage and no odor jumper
pipeline to convey corrosive odors downstream. The most cost-effective method to reduce station corrosion and minimize fugitive odors is to
install an odor scrubber. This positive ventilation and odor-reducing project consists of designing and installing an odor scrubber. Easement
must be acquired to install this proposed project. The proposed budget for Fiscal Year 2026-27 FY is $175,000.
Mendoza and Victoria Drop Pipe Add #725 - The Mendoza and Victoria Pump Stations are experiencing odors and maintenance issues
associated with sewage cascading into the wetwell. When sewage drops several feet, odor strips out and creates corrosion. Drop pipes are
down-dropping devices to transfer the sewage below water level and significantly reduce the cascading and odor strip. The budget for Fiscal
Year 2026-27 FY is $60,000.
6. Transfers FY 2025-26 and 2026-27
Transfer From Solid Waste Fund to the Wastewater Fund (Headquarters Office Rental) - The Solid Waste and Wastewater activities are
classified as Enterprise Funds, a category of funds utilized to account for operations that are financed and operated in a manner akin to private
business enterprises. The primary objective of these funds is to ensure that the costs (expenses) associated with providing goods or services to
the public on an ongoing basis are primarily financed or recovered through user charges. The District Headquarters was acquired by the
Wastewater Fund, and as a result, it is considered an asset of the Wastewater Fund. Given that Solid Waste Fund employees and operations
are conducted at the Headquarters, it is deemed appropriate for the Wastewater Fund to charge the Solid Waste Fund an annual rental fee
of $52,800. This arrangement ensures the proper allocation of costs for the shared use of the facility, reflecting the financial responsibilities of
both funds.
Transfer From General Fund- (Property Taxes) – As outlined in the General Fund Revenue section, staff projected the preliminary property tax
revenues for the Fiscal Years 2025-26 and 2026-27 to be $392,300 and $400,000, respectively. Staff proposed the transfer of property tax
revenues from the General Fund to the Solid Waste Fund in the amounts of $392,300 for Fiscal Year 2025-26. As for FY 2026-27, staff proposed
allocating $300,000 to the Solid Waste Fund and $100,000 to the Wastewater Fund to support both funds.
Transfer From Facilities Revolving Fund - The Facilities Revolving Fund of the District is a restricted financial resource allocated for funding
capital improvements and major repairs to the District's facilities and infrastructure. This fund is primarily sourced from capacity charges, interest
income, and other designated revenues, ensuring that the District’s assets are properly maintained and enhanced to meet the needs of the
community. The Facilities Revolving Fund has historically supported various capital projects, including the purchase and installation of solar
panels, the acquisition of the 290 Paularino building, the development of drought-tolerant landscaping at District Headquarters, and the
demolition of the old Hitch Crafter Building at the Robin Hamers Yard. As of June 30, 2024, the remaining balance in the Facilities Revolving
Fund is $131,109. Staff proposed transferring $90,000 from this fund to the Wastewater Fund to support the replacement of security cameras at
both District Headquarters and the District Yard in Fiscal Year 2025-26. Based on the historical revenue generated annually from fixture fees and
investment earnings, staff projects that by Fiscal Year 2026-27, sufficient funds will be available to transfer $100,000 to the Wastewater Fund to
support the enhancement of the parking lot on the District Headquarters project.
Legal Review
Not applicable.
Environmental Review
Subject activity 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
The report attachments include details for the following:
Attachment A - Proposed Preliminary Budget FY 2025-26
Attachment B - Proposed Preliminary Budget FY 2026-27
Public Notice Process
Copies of this report are on file and will be included with the complete agenda packed for the May 21, 2025, Citizens Advisory Committee
Meeting held at 290 Paularino Avenue and posted on the District's website at www.cmsdca.gov.
Alternative Actions
Refer item back to staff with further instructions.
File Attachments
Attachment A Proposed Preliminary Budget FY 2025-26.pdf (1,414 KB)
Attachment B Proposed Preliminary Budget FY 2026-27.pdf (1,430 KB)
2025-05- 21 Preliminary Biennial Budget FYs 2025-27.pptx (1,624 KB)
C. CLOSING ITEMS
Subject 1. Committee Member Comments
Meeting May 21, 2025 - Citizens Advisory Committee
Access Public
Type Presentation
C. CLOSING ITEMS
Subject 2. Board/Staff Comments
Meeting May 21, 2025 - Citizens Advisory Committee
Access Public
Type Presentation
C. CLOSING ITEMS
The next Citizens Advisory Committee meeting will be held at 6:00 p.m. on Wednesday, July 9, 2025 in the District's Boardroom, located at 290
Paularino Avenue, Costa Mesa, CA 92626.
Subject 3. Adjournment
Meeting May 21, 2025 - Citizens Advisory Committee
Access Public
Type Procedural