2026_02_10_study_sessionFebruary 10, 2026
Board of Directors Study Session
09:00 AM
Costa Mesa Sanitary District - 290 Paularino Ave., Costa Mesa, CA 92626
The livestream of the meeting can be viewed by visiting the District's YouTube channel at
www.youtube.com/CostaMesaSanitary.
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).
OPENING ITEMS
Call to Order
President Scheafer
Roll Call
If absences occur, consider whether to deem those absences excused based on facts
presented for the absence – such determination shall be the permission required by
law.
PUBLIC COMMENTS
This time has been set aside for persons in the audience to make comments on items
within the subject matter jurisdiction of the Costa Mesa Sanitary District that are not listed
on this agenda. Members of the public will have the opportunity to address the Board of
A.
1.
2.
B.
Directors about all other items on this agenda at the time those items are considered.
Under the provisions of the Brown Act, the Board of Directors is prohibited from taking
action on oral requests but may refer the matter to staff or to a subsequent meeting. The
Board of Directors will respond after public comment has been received. Please state your
name. Each speaker will be limited to four (4) continuous minutes.
ITEMS OF STUDY
Receive and File Discovery Cube School Education Program Update Page 4
Recommendation:
That the Board of Directors receive and file this report.
Code Enforcement Officers Report Jan 2026 Page 16
Recommendation:
That the Board of Directors receive and file this report.
Receive and File Demonstration of Wastewater Monitoring Device
Called, Consibio
Page 29
Recommendation:
That the Board of Directors receive and file this report.
CMSD CityWorks Public Portal Upgrade Page 31
Recommendation:
That the Board of Directors receive and file this informational staff report and study
item.
CMSD Capital Improvement Program Overview Page 61
Recommendation:
That the Board of Directors receive and file this Capital Improvement Study Item.
2025 Performance Measurement Program Annual Report Page 73
Recommendation:
That the Board of Directors receive and file this report.
CLOSING ITEMS
Oral Communications and Director Comments
Adjournment
The next Study Session of the Costa Mesa Sanitary District Board of Directors will be
held at 9:00 a.m. on Tuesday, March 10, 2026 in the District's Boardroom, located at
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290 Paularino Avenue, Costa Mesa, CA 92626.
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1
Staff Report
To: Board of Directors
Via: Scott Carroll, General Manager
From: Marissa Pereyda, Solid Waste Manager
Date: February 10, 2026
Subject: Receive and File Discovery Cube School Education Program Update
Summary
The District entered into an agreement with Discovery Cube on February 1, 2025, to provide
organics recycling and waste reduction education to elementary schools within its service area.
On January 13, 2026, District staff provided an update on Discovery Cube’s school assembly
program, and the Board of Directors requested a future Study Session presentation by
Discovery Cube. Isabel Rios, Director of Partner Relations, will provide an overview and status
update of the Greener Pathways Program.
Staff Recommendation
That the Board of Directors receive and file this report.
Analysis
Discovery Cube's Greener Pathways program teaches elementary school students (grades 1-
6) about SB 1383, organic waste recycling, and composting through interactive educational
activities. Each student receives an educational booklet to accompany the assembly, and
students who participate in the assembly and complete a recycling survey receive one free
child admission (with purchase of adult admission) to Discovery Cube in Santa Ana.
A list of completed and scheduled Greener Pathways assemblies, including projected student
participation and associated expenditures, is provided below.
Assembly Date No. of Students School Cost
Annual Fee $1,850
5/12/2025 157 Whittier Elementary $2,355
5/14/2025 61 Whittier Elementary $915
5/15/2025 76 Whittier Elementary $1,140
1/7/2026 83 Adams Elementary $1,245
2
1/30/2026 42 Paularino Elementary $630
2/2/2026 90 Sonora Elementary $1,350
2/3/2026 359 Whittier Elementary $5,385
2/23/2026 60 Killybrooke Elementary $900
2/24/2026 45 Sonora Elementary $675
2/27/2026 52 Paularino Elementary $780
3/9/2026 135 ISAAC Charter School $2,025
3/17/2026 40 Paularino Elementary $600
3/17/2026 39 Victoria Elementary $585
3/18/2026 130 Woodland Elementary $1,950
3/30/2026 130 Kaiser Elementary $1,950
Students Reached
(Proposed)
1,499 Proposed Expenditures $24,335
The District’s current contract with Discovery Cube is scheduled to terminate on March 31,
2026. District staff is preparing an amendment to extend the contract through the end of the
current school year, with a revised termination date of May 31, 2026, to allow additional time to
schedule and complete assemblies.
On January 13, 2026, staff presented a program update to the Board of Directors. The meeting
video and accompanying staff report are available to view here. At that time, the Board of
Directors requested a program presentation by Discovery Cube at a future meeting. Isabel
Rios, Director of Partner Relations, will present an overview and status update on the Greener
Pathways Program.
Legal Review
Not applicable.
Environmental Review
Review of the Discovery Cube Greener Pathways Program 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 District’s FY 2025-26 Budget includes $29,600 of SB 1383 Local Assistance Grant
Program (OWR4) funds to cover the cost of the Discovery Cube Greener Pathways Program.
Public Notice Process
3
Copies of this report are on file and will be included in the complete agenda packet for the
February 10, 2026, Board of Directors Study Session at District Headquarters and posted on
the District’s website.
Alternative Actions
Refer item back to staff with further instructions.
I N S P I R E E D U C A T E I M P A C T
Costa Mesa Sanitary District
SB 1383 Organic Recycling STEM Assembly
Educational Outreach Program Status Report
February 10, 2026
I N S P I R E E D U C A T E I M P A C T
Our Mission is to INSPIRE and EDUCATE
Costa Mesa Sanitary District’s young minds through engaging science-based
programs and exhibits, creating a meaningful IMPACT on our communities.
I N S P I R E E D U C A T E I M P A C T
Discovery Cube’s Core Initiatives
I N S P I R E E D U C A T E I M P A C T
Greener Pathway Organic Educational Program scheduled to reach 1,850 students in public and private
Costa Mesa Sanitary District-based schools from the 1st through 6th grades.
The Grade-Specific Greener Pathways Environmental Education Program will deliver:
•Interactive in-class instruction using a curriculum developed for the Greener Pathways
Environmental education program by conducting interactive educational activities on waste
reduction, smart consumer choices, and composting.
•Students will understand the role of legislation like SB 1383 and learn how to take actionable
steps to contribute to these efforts.
•Grade-specific student booklet summarizing key concepts to accompany the in-school assembly
•Online family survey to help gauge home recycling habits
•Incentive of a free child’s admission coupon to those who participate in the survey.
Costa Mesa Sanitary District “Greener Pathway” Organic
Educational Outreach Partnership Program
I N S P I R E E D U C A T E I M P A C T
Costa Mesa Sanitary District "Greener Pathways" Assembly
Organic Educational Outreach Partnership Program
Pre-and Post-Student Test Surveys Data Collected from
January to June of the 2026 School Year
This report details the “Greener Pathways” classroom assembly programs organized by grade level,
providing a detailed account of student participation, expenditures per grade, and responses to the
teachers’ surveys.
88
11
88.9%
99
0100.0%
11.1%
157
Our Beautiful Earth
1st and 2nd Grade Levels
Pre-Question Right Answer - 88 Pre-Question Wrong Answer - 11
Pre-Question % Correct - 88.9%Post-Questions Right Answers - 99
Post-Questions Wrong Answers - 0 Post-Questions % Correct - 100%
Increased Correct - 11.1%Number of Students - 157
42
34
55.3%60
1283.3%
28.1%
76
Eco Warriors
4th Grade Level
Pre-Question Right Answer - 42 Pre-Question Wrong Answer - 34
Pre-Question % Correct - 55.3%Post-Questions Right Answers - 60
Post-Questions Wrong Answers - 12 Post-Questions % Correct - 83.3%
Increased Correct 28.1%Number of Students - 76
32
27
54.2%52985.2%
31.0%
61
Champions of Change
5th Grade Level
Pre-Question Right Answer - 32 Pre-Question Wrong Answer - 27
Pre-Question % Correct - 54.2%Post-Questions Right Answers - 52
Post-Questions Wrong Answers - 9 Post-Questions % Correct - 85.2%
Increased Correct 31.0%Number of Students - 61
I N S P I R E E D U C A T E I M P A C T
Costa Mesa Sanitary District “Greener Pathways”
Assembly Teacher Surveys Collected from
January to June of the 2026 School Year
Costa Mesa Sanitary District
Teacher Surveys
# Students Was Educational Was Entertaining Overall Grade Comments
Our Beautiful Earth 1st & 2nd Grade Levels 157 5.00 4.00 4.50 Fantastic program! Thank you!
Eco Warriors 4th Grade Level 76 4.75 4.25 4.50 Very charismatic and educational (:
Champions of Change 5th Grade Level 61 4.00 4.00 4.00 Great program that engaged the students
throughout. The length was perfect, not too long
and not too short.
*5 point scale *5 point scale *5 point scale
I N S P I R E E D U C A T E I M P A C T
Costa Mesa Sanitary District “Greener Pathways”
I N S P I R E E D U C A T E I M P A C T
Throughout this program,students learned:
•Discovered the wonders of our planet's diverse ecosystems and learn why it's crucial to protect them.
•Explored the magic of recycling, composting, and waste reduction, and understand how these actions
positively impact our environment.
•Students not only gained insights into the laws and regulations,such as California's SB 1383,that guide our
collective efforts in reducing waste and conserving resources,but they will also actively participate in hands-
on activities,projects,and advocacy initiatives.This interactive approach empowers them to make a
meaningful difference in their surroundings,fostering a sense of responsibility and engagement.It's not just
about learning;it's about taking action.
•Track and Report back to Costa Mesa Sanitary District
•School Participation
•Conduct Pre/Post-test surveys
•Report to Costa Mesa Sanitary District on the program status and updates of their organic educational
outreach program.This data will be used to report on their CalRecycle Electronic Annual Report.
Costa Mesa Sanitary “Greener Pathways” Assembly Organic
Educational Outreach Partnership Program
THANK YOU
Isabel Rios
Director, Partner Relations
irios@discoverycube.org
714-944-7407
1
Staff Report
To: Board of Directors
Via: Scott Carroll, General Manager
From: David Griffin, Code Enforcement Officer
Date: February 10, 2026
Subject: Code Enforcement Officer Report – January 2026
Summary
This report summarizes major points for three ordinance enforcement topics covering
scavenging, graffiti on carts, and trash container enforcement. For the month of January 2026,
the District’s Code Enforcement Officer (CEO) focused their efforts on patrols in various parts
of the community. The goal is to identify and deter instances of scavenging and residential
trash carts left within the public view.
Staff Recommendation
That the Board of Directors receive and file this report.
Analysis
In the month of January, Officer Griffin observed four (4) individuals searching in carts on
Center, Ponderosa, Clearbrook, and Nevada. All individuals were advised of the District's
scavenging law and given verbal warnings before they went on their way.
In the month of January, Officer Griffin issued 174 first warnings notices (yellow tag) to
residential properties for having their trash carts in public view.
Officer Griffin observed zero instances of graffiti on trash carts in the month of January.
To address concerns, Officer Griffin is patrolling the community by 6:30 A.M.
Legal Review
Not applicable.
Environmental Review
2
Consideration of the monthly Code Enforcement Officer Report 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 District’s Solid Waste Budget includes one full-time Code Enforcement Officer.
Public Notice Process
Copies of this report are on file and will be included in the complete agenda packet for the
February 10, 2026, Board of Directors Study Session at District Headquarters and posted on
the District’s website.
Alternative Actions
Refer item back to staff with further instructions.
Protecting our community's health and the environment by providing solid waste and sewer collection services.
www.cmsdca.gov
Costa Mesa Sanitary District
….an Independent Special District
Memorandum
To: Board of Directors
Via: Scott Carroll, General Manager
From: David Griffin, Code Enforcement Officer DG
Date: February 10, 2026
Subject: January 2026 Code Enforcement Activity
This report summarizes major points for three ordinance enforcement topics covering
scavenging, graffiti, and trash container enforcement. For the month of January, the
CMSD Code Enforcement Officer focused his efforts on patrols in various parts of the
community. The goal is to identify and deter instances of scavenging and residential
trash carts left within the public view.
In the month of January, the District saw a number of complaints filed with CMSD
Code Enforcement staff regarding scavenging activity in the city. As with most
scavenging complaints, the alleged violations take place in the early morning hours. In
order to address resident concerns, the Code Enforcement Officer is patrolling streets
by 6:30 am.
Included below are instances of scavenging that were detected while the Officer was
investigating specific complaints.
Scavenging Ordinance:
Operations Code Section 7.01.030.
Rubbish Removal - Scavenging Prohibited. The District and its duly authorized agents
or any contractor with whom the District may at any time enter into a contract or
franchise therefor, and the agents, servants, and employees of said contractor while
any said contract or franchise is in force shall have the exclusive right to gather, collect
and remove all waste material from all residential premises served by the District and
no other persons than those above shall gather, collect, and remove any trash or
waste material or convey or transport any trash or waste material in or along or over
any public street, alley, or highway in the District, or take any waste material from any
receptacle in which the same has been placed for collection or removal or interfere
Board of Directors
February 10, 2026
Page 2 of 11
with or disturb any such receptacle or remove any such receptacle from any location
where same is place by the owner thereof; provided, however, that nothing in this
section shall be deemed to prohibit the occupant of any dwelling house from himself
removing any trash or waste material accumulated on the premises occupied by him
as a dwelling house and disposing of the same in a lawful manner, or to prohibit any
person from gathering, collecting and removing from the premises occupied by him
any trash or waste material or other objects of debris considered to be large items.
Once trash or waste material has been placed in a container and placed curbside for
collection, no person shall scavenge or remove any item from said container except for
the District's contractor/franchisee. (Ord. 27, 1997)
January
Proactive Scavenging Investigations: 4
Board of Directors
February 10, 2026
Page 3 of 11
734 Center St.- While on patrol of the area. Found an adult male
looking into CMSD carts. Made contact and advised him this is prohibited
activity within city limits. And that I could cite for this. He apologized and
left without incident.
Board of Directors
February 10, 2026
Page 4 of 11
1545 Ponderosa St.- During the course of my patrols. Encountered an adult
male going into CMSD carts. Made contact to advise scavenging is prohibited
and could be subject to citation if he continues. Threw everything back, and left
on foot without incident.
Board of Directors
February 10, 2026
Page 5 of 11
117 Clearbrook Ln.- During the course of my patrols. Came across an adult female
looking into CMSD carts. Made contact to investigate what she was doing. She was
looking for recyclables. Asked her if she could replace items on the ground. She did
and left on her bike without incident.
Board of Directors
February 10, 2026
Page 6 of 11
2322 Nevada Ave.- While on patrol of the State’s streets found an adult male
going into trash carts. By the time I turned around to engage him he rode off
towards Bike Trail. So I followed him to make sure he was going to Bike Trail.
Board of Directors
February 10, 2026
Page 7 of 11
Trash Container Enforcement:
In the month of January, there were a few customer complaints reported to the District
Headquarters regarding trash carts in public view. The following is a list of locations
where trash cart violations were found and addressed by the Courtesy Notice process.
Trash Carts In Public View Ordinance:
Operations Code Section 7.01.080.
Removal of Trash Containers. (a) Residential containers placed in the street shall be
removed from the curb by midnight the day of collection and shall be stored in the rear
or side yard of the property so as to be out of view from the street. Containers placed
in the alley for collection shall be removed from the alley by midnight the day of
collection and shall be stored so as to be out of the public alley, completely on private
property, and out of view from the public street. (Ord. 100, 2014)
(b) A hardship exception or variance may be obtained by any person whose property is
uniquely situated to not allow container removal from the public alley or who has a
personal hardship not allowing such storage. A hardship waiver form must be
completed explaining the reason(s) for a hardship. Such a hardship exception or
variance shall be approved in a letter or other memorialization from the General
Manager or designee. Such memorialization shall list the reasons and may be limited
in time. (Ord. 27, 1997) (Ord. 93, 2012)
Total Cases: 174
The following locations received warnings:
(2) Albert Pl.
(2) Bernard St.
(3) Broadway
(5) Capital St.
(1) 300 Block Cape Pacific
(4) Canoe Pond
(5) Church St.
(16) SW Cypress St.
(3) Coleen Pl.
Board of Directors
February 10, 2026
Page 8 of 11
(3) Donnybrook Ln.
(14) Elden Ave.
(4) Fullerton Ave.
(2) Flower St.
(7) Knowell Pl.
(4) Lisa Ln.
(1) Loren Ln.
(6) Maple St.
(2) Meyer Pl.
(3) Ogle St.
(7) Orange Ave.
(3) Orchard Dr.
(1) 200 Block Pacific Crest
(6) Pomona Ave.
(1) Rodgers Pl.
(3) Santiago Dr.
(24) Santa Ana Ave.
(6) Santa Isabel Ave.
(4) Wallace Ave.
(1) 16
th Pl.
(14) 18
th St.
(1) 20
th St.
(2) 21
st St.
Board of Directors
February 10, 2026
Page 9 of 11
END OF TRASH CONTAINER ENFORCEMENT REPORT
Board of Directors
February 10, 2026
Page 10 of 11
NO CASES OF GRAFFITI ON TRASH CARTS WERE OPENED IN THE MONTH OF
JANUARY.
___________________________________________________________________
Board of Directors
February 10, 2026
Page 11 of 11
Scavenging Report – January 2026
(0) Friday
1
Staff Report
To: Board of Directors
From: Scott Carroll, General Manager
Date: February 10, 2026
Subject: Receive and File Demonstration of Wastewater Monitoring Device Called,
Consibio
Summary
The District is transitioning from a traditional preventive maintenance wastewater collection
system to a predictive, smart wastewater management system.
Preventive maintenance is performed at scheduled intervals, based on time or usage, to
reduce the likelihood of asset failure. In contrast, predictive maintenance relies on real-time IoT
data (information generated by internet-connected sensors, devices, and equipment that is
analyzed to provide actionable insights) to identify signs of impending asset failure and
perform maintenance only when needed. While predictive methods can reduce unnecessary
downtime and lower long-term maintenance costs, they require a greater upfront investment in
monitoring technology compared to the routine scheduling associated with preventive
maintenance.
One of the tools the District is implementing as part of this transition is Consibio, a wastewater
flow and hydrogen sulfide monitoring device. Wastewater Maintenance Supervisor Jesse
Blakely will provide a demonstration on how staff are using Consibio to proactively prevent
sanitary sewer overflows.
Staff Recommendation
That the Board of Directors receive and file this report
Analysis
Consibio devices provide real-time, IoT-enabled, and battery-operated monitoring for
wastewater networks, and manholes, primarily to prevent overflows, detect clogs, monitor
hydrogen sulfide levels and optimize infrastructure maintenance. They use sensors for water
level, flow, and quality, enabling predictive maintenance to reduce costs and prevent sanitary
sewer overflows
Legal Review
2
Not applicable
Environmental Review
Receiving a demonstration on monitoring wastewater flow and hydrogen sulfide to prevent
sanitary sewer overflows 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 District has 28 Consibio devices installed throughout the system at an annual cost of
$23,100. There is $54,000 budgeted in the biennial budget for wastewater flow monitoring
devices.
Public Notice Process
Copies of this report are on file and will be included in the complete agenda packet for the
February 10, 2026 Board of Directors study session meeting at District Headquarters and
posted on the District’s website.
Alternative Actions
1. Direct staff to report back with more information
1
Staff Report
To: Board of Directors
Via: Scott Carroll, General Manager
From: Mark Esquer, District Engineer
Date: February 10, 2026
Subject: CMSD CityWorks Public Portal Upgrade
Summary
The District purchased the CityWorks Asset Management system (CityWorks) about 10 years
or more ago. A consultant was hired to install and setup CityWorks to meet the District needs
and District systems. CityWorks is one of the best asset management systems for linear
assets, such as pipelines, buried assets, and/or sewer/water systems.
The District has determined that the system is underutilized and must be improved. The
District will be commissioning an ESRI study to determine the current level of implementation,
compare the current level to water-industry best practice, and develop a roadmap for
improvements and further development.
One item that must be addressed immediately is the public or customer portal. The current
CityWorks public portal cannot be customized or improved, does not provide for scheduling of
inspections, does not provide a dashboard of permitting progress for the customer, and is
limited in notifications that can be sent to permittees.
The District intends to procure a new public portal from Centricity. Centricity is a certified
CityWorks/Trimble provider and developed the improved public portal for CityWorks users. The
cost is $10,000 annually to license, host, and provide technical support for the site.
Staff Recommendation
That the Board of Directors receive and file this informational staff report and study item.
Analysis
Centricity was hired in 2021 to manage the graphical information system, maintain the
CityWorks asset management system, and to provide troubleshooting and customer support.
Because Centricity has the current contract, is a certified CityWorks partner, and has been
performing well, the District intends to purchase their public portal.
2
The CityWorks public portal is used for permitting, paying sewer and solid waste fees, and
submitting sewer and building plans. The CityWorks public portal has limited functionality and
was intended to allow the District to start using the asset management system. Unfortunately,
the public portal does not provide for improved customer notification, intuitive guidance, or
helpful customer information.
District permitting customers complain that they do not receive permit status, the system
appears to have scheduled inspections but has not, nor does the public portal notify District
staff when permit applications have been submitted or new information updated.
The Centricity public portal will address serval issues and provide District customers with an
improved experience. The new public portal is customizable and has the capability to include
District artwork, notifications, and photos.
Legal Review
This is an informational item, and legal review is not required.
Environmental Review
Providing only information does not result in direct or indirect physical changes to the
environment. This administrative item is not a project under CEQA.
Financial Review
The public portal application software has been budgeted for this fiscal year.
Public Notice Process
Copies of this report are on file and will be included in the complete agenda packet for the
February 10, 2026, Board of Director Study Session package posted at the District
Headquarters and posted on the District’s website.
Alternative Actions
Direct staff to address questions or requests for additional information.
February 10, 2026
Mark Esquer, P.E.
District Engineer
CMSD
CITYWORKS PUBLIC
PORTAL UPGRADE
Robert Morris, E.I.T.
Engineering Technician
Asset Management System:
CityWorks
•Wastewater Specific Software System for
Managing Wastewater Assets.
•GIS, ArcGIS (ESRI Products), AM Software
•Work Order based Software for tracking
costs, asset conditions, work history,
among other asset information
•Modules Include:
•Permitting, Work Orders, Reports
•Inventory Tracking
History
•2009: Hired Consultant to Implement a GIS and
CMMS
•2011: Purchased the CityWorks System
•2021: Hired Centricity to configure and support
Cityworks
•2024: Attempted to implement online inspection
request system within Cityworks
CMSD Public Portal (Screenshot)
Boulder City Public Portal (Screenshot)
CMSD Public Portal
•Not customizable for District Needs
•Does not provide our customer with feedback
•Does not highlight or define required information &
allows customers to forget to upload a
document/information
•No easy workflow diagram indicating process flow
•Does not schedule inspections with a specific time
and date (but implies a specific time and date)
•Limited ability to push notifications and messages to
the applicant about updates to their permit
•No ability to make functional changes to the website
Missing/Incorrect Public Portal Fields
Current:
•When a field is missed or incorrectly filled out the system does not proceed. There is no feedback or indication as to what was missed and needs to be addressed
•Applicants are frustrated and must call in to be guided through the application process over the phone
Desired:
•When a field is completed
incorrectly the error is apparent to
the applicant
•Helpful information can be added
to the site to help guide the
applicant to prevent errors
•All fields can be made required
as necessary
Missing/Incorrect Public Portal Fields
Current:
•Applicants receive email notifications under limited circumstances
•They must log-in and navigate to the workflow item with comments, but there is no notification flag that alerts them that a comment has been made
•The message board function is unavailable
Desired:
•When comments or updates to the case are made, an email is sent to the applicant notifying them of the changes.
•When they log-in there should be a message flag that directs them to the new comment.
•Have a summary home screen that has a notifications and directs applicants to the permit application that has comments or action required
Proposed Work
•Purchase Centricity’s Public Portal at $5,000
•Centricity is our current service provider and hiring
them eliminates the potential to point fingers when an
issue arises
•Centricity is a certified CityWorks Partner: They are
certified and properly trained to perform work on and
with the CityWorks System
Work to Date
1.Installed Three Patches (Point Liners)
2.New Leak within 1 week
3. Started Structural Liner Project (Non-Dig)
Failed during industrial cleaning
4. Emergency Bypass Pumping
5. Tried to install Liner in special host pipe
6. Then installed with liner baggies
7. Structural Liner failed in two days
8. Reinstalled Bypass Pumping
Project Estimate
1.Liner and Patch Work: $14,000
2.Structural Liner $40,000
3.Wetwell Downspout $ 5,000
4.Emergency Pumping $65,000
5.PPT Emergency Work $10,000
6.TE Roberts Emergency $20,000
7.Upgrade District Bypass $14,000
8.Dig/Replace Estimate $1,750,000
Total: $1,918,000
Replacement Estimate
P355 SCP Emergency Sewer Replacement
Item Rough Cost
Estimate, $
Notes
1 Sewer Bypass Pumps $50,000 6 Months
2 Piles/Coffer Dam $150,000 100 LF, 25' Deep
3 Remove Piles $75,000
4 Dewatering Wells $400,000 15 Wells
5 Excavation Sumps $10,000 4 sump pumps with 2' gravel bed
6 R & R 10” waterline $150,000 Includes temp fire waterline
7 R & R 8" FM $105,000 Includes temp FM
8 Sewer Replacement $35,000 Use 15" PVC C900
9 PS Structural Mods $12,000 Core Hole(s) at WW & MH
10 Paving $15,000 $30/SF
11 Excavation $20,000 535 CY
12 Backfill $20,000 470 CY (14' Sand & 6' Base)
Subtotal:$1,042,000 Based on prevailing wage
project
Contingency $416,800 40%
Nightwork Premium $291,760 28%
Construction Total $1,750,560
Date: 8/29/2024
Website: www.cmsdca.gov
Mobile App: GoCMSD
Facebook: @cmsdca
Twitter: @costamesaSD
Instagram: @costamesasanitarydistrict
YouTube: CostaMesaSanitary
LinkedIn: Costa Mesa Sanitary District
Stay Connected
PROPOSAL
Centricity PLL Citizen Portal
Prepared for:
CMSD
August 1, 2024
CONTACT:
Brandon Wright
801-376-8160
bwright@centricitygis.com
Page | 2
Proposal for Costa Mesa Sanitary District
Centricity PLL Citizen Portal
August 1, 2024
Table of Contents
Table of Contents ................................................................................................................ 2
Cover Pages/Executive Summary ....................................................................................... 4
Firm Description & Project Organization ........................................................................... 5
Qualifications and Past Performance ................................................................................... 7
Fee/Cost Proposal .............................................................................................................. 10
Addendum 1 - Centricity Software License Agreement ................................................... 11
Page | 3
Proposal for Costa Mesa Sanitary District
Centricity PLL Citizen Portal
August 1, 2024
About Centricity GIS
Introduction
Centricity GIS, LLC is a GIS Consulting
company offering implementation, data,
and application development services.
Our founder, Brandon Wright, has 20
years of experience in GIS, Asset
Management, and systems integration. All
of our technical staff have at least 5 years
of expertise in their discipline.
In addition to providing services for
specific projects, we are also able to
augment an agency’s staff by providing
resources such as programmers,
analysts, and technicians on site.
Centricity GIS is a Cityworks Business
Partner specializing in CMMS and GIS
services for public agencies such as
Cities, Counties, and Water Agencies. As
a partner, we specialize in the
implementation of Cityworks and ESRI
technologies. From out of the box using
Esri’s ArcGIS for Local Government
solutions to custom PLL implementations,
we can help agencies realize their return
on investment as quickly as possible.
We are located in Cedar Hills, Utah, about
30 minutes from Cityworks headquarters.
Experience.
Centricity GIS is a full-service,
multidisciplinary asset management and
permitting system consulting firm. We
provide consulting services to municipal
governments and private and public
utilities.
Our project team will use tried and true
implementation strategies that focus on
your business processes and workflows,
system requirements and training.
Centricity GIS has performed over 50
unique Cityworks implementations over
nearly 19 years in the Asset Management
and Permitting Industry. The flexibility and
power of the Cityworks platform correlates
with our extensive knowledge in system
design and implementation.
Our business process knowledge in
permitting allows us to be efficient and
effective during all of the phases of
implementation.
Centricity GIS has in house developers
that focus on core Cityworks integrations
and development tools. We have a history
of integrating with Cityworks for many
types of systems including:
• Customer Account Information
• Financial Systems
• Utility Billing
• SCADA
• AVL
• Citizen Reporting
Page | 4
Proposal for Costa Mesa Sanitary District
Centricity PLL Citizen Portal
August 1, 2024
Cover Pages/Executive Summary
August 1, 2024
Subject: Centricity PLL Citizen Portal
CMSD:
This proposal is for providing implementation services regarding Centricity PLL Citizen
Portal. Centricity GIS is a Cityworks Business Partner and is based in Cedar Hills, Utah.
I previously worked for Cityworks and have over 21 years of experience in completing
Cityworks implementation projects.
The projects that have been identified can be implemented separately to meet the
District’s needs. Centricity GIS is prepared to start any project upon notice to proceed.
Centricity PLL Citizen Portal
Note: Cityworks Case API Extended License is needed for the Centricity PLL Citizen
Portal.
We are very excited about this opportunity. I am the direct contact for this proposal, and I
will personally oversee all services provided under this proposal. Please let me know if
you have any questions or concerns regarding this proposal.
Sincerely,
Brandon Wright
Founder | President
801-376-8160
Page | 5
Proposal for Costa Mesa Sanitary District
Centricity PLL Citizen Portal
August 1, 2024
Firm Description & Project Organization
Centricity GIS, LLC is a multi-service organization providing specialized services
in Field Asset Surveying, Geographic Information Systems (GIS) and application
software services. CENTRICITY GIS provides professional services including
consulting, training, staffing and technical support.
We continue to set the standard for high quality GIS Centric and Cityworks
implementation projects, especially in utility industry for Water, Sewer, Storm,
Gas and Electric backed by staff with a wide range of industry and technical
experience having over 21 years of experience in GIS and 25 years in Cityworks
implementation.
CENTRICITY GIS is a Dun & Bradstreet verified business (DUNS
08-085-9425).
Partners:
- Cityworks Business Partner Network
- ESRI Silver Partner
Page | 6
Proposal for Costa Mesa Sanitary District
Centricity PLL Citizen Portal
August 1, 2024
Management
Mr. Brandon Wright, founder of Centricity GIS, LLC, graduated with a B.S.
degree in Business Information Systems from the University of Colorado, USA.
He has over 21 years of professional experience in Cityworks and GIS within the
Asset Management industry and has successfully completed over 50 Cityworks
related projects. Most of his project experience is in implementing Cityworks
systems with government agencies throughout United States. His core
competency is in implementing Cityworks Asset Management solutions for
government agencies (Water, Wastewater, Parks & Rec, etc.).
Mr. Wright manages the strategic planning, business development and company
operations for CENTRICITY GIS. He also serves as client liaison officer on all the
projects by overseeing scope, schedule, budget and time frame.
Page | 7
Proposal for Costa Mesa Sanitary District
Centricity PLL Citizen Portal
August 1, 2024
Qualifications and Past Performance
The following table shows the combined project experience of our team.
• Centricity GIS Reference Sites
Page | 8
Proposal for Costa Mesa Sanitary District
Centricity PLL Citizen Portal
August 1, 2024
EDUCATION
Bachelor of Science
Degree, Business
Information Systems,
University of Colorado
Brandon Wright
Founder/Project Oversight
Mr. Wright has over 20 years of experience providing Asset Management and GIS
services to public agencies. Mr. Wright has been responsible for directing asset
management projects and addressing logistical and technical concerns. Prior to
working at Centricity GIS, Mr. Wright worked Cityworks for 10 years.
Services include database development/administration and maintenance, map
creation, needs assessment, implementation and integration. Integration services
include integrating GIS databases (SQL Server or Oracle) with other systems such
as Asset Management Systems, Customer Billing, Document Management and
Work Orders. He also provides system training, and general IT consulting services.
Summary of Skills
• Expertise using ESRI’s ArcGIS software products, ArcGIS Desktop 10.x,
ArcGIS Server, ArcGIS Online
• Experience in administration of Cityworks AMS & PLL
• Cityworks PLL Administration Training
• Expertise in Mapping, GIS Data Modeling, Systems Integration, Needs
Assessments
• Over 10 years of Project Management experience
• Database experience with SQL Server, Oracle, and Microsoft Access
Representative Projects
• Moses Lake, Washington, Cityworks and PLL Implementation
• Rancho Palos Verdes, Cityworks Implementation
• Vista Irrigation District, Cityworks Implementation
• San Mateo, Cityworks Implementation
• Cook County, IL, Cityworks and PLL Implementation
• Saratoga Spring, UT, Cityworks and PLL Implementation
• Houston, TX, Cityworks Implementation/Expansion
• DDOT (Washington, D.C.), Cityworks Implementation/Expansion
• Columbia, SC, Cityworks Implementation/Expansion
• Lafayette, LA, Cityworks Implementation
• El Paso, TX, Cityworks Implementation/Expansion
• Apex, NC, Cityworks Implementation
Page | 9
Proposal for Costa Mesa Sanitary District
Centricity PLL Citizen Portal
August 1, 2024
EDUCATION
MA Degree, Public
Administration,
University of North
Carolina – Chapel Hill
BA Degree, Political
Science, Brigham
Young University - Idaho
Daniel Widenhouse
Product/Project Manager
Mr. Widenhouse has over 9 years of experience providing Asset Management and
GIS services to public agencies. Mr. Widenhouse has been responsible for
overseeing and directing asset management and permitting projects. Prior to
working at Centricity GIS, Mr. Widenhouse has worked for several public agencies
including City of Saratoga Springs, UT and Rexburg, ID and administered their PLL
and AMS systems.
His experience includes PLL and AMS Administration, Cityworks Suite of products.
Database development/administration and maintenance, map creation, needs
assessment, implementation and integration. Project Management skills. Document
Management and Work Orders. He also provides system training, and general IT
consulting services.
Summary of Skills
• Expertise using ESRI’s ArcGIS software products, ArcGIS Desktop 10.x,
ArcGIS Server, ArcGIS Online
• Experience in administration of Cityworks AMS & PLL
• Database experience with SQL Server
• Azure Logic Apps, Azure Data Factory
Representative Projects
• Saratoga Spring, UT, Cityworks and PLL Implementation
o Implemented Cityworks PLL across Building, Planning, Capital
Facilities, and Engineering departments. Built over 150 workflows,
70 case template types, and over 400 task types.
o Implemented Cityworks AMS across Water, Sewer, Streets, and
Parks departments.
o Trained users on Office, Fields, and Mobile modes.
o Trained admin users in Designer and PLL Admin.
o Developed over 50 Crystal Reports for analytics and reporting
needs.
o Integrated Cityworks with CitySourced
• City of Redlands, CA, Cityworks and PLL Implementation
o Created over 10 checklists for application review workflows in
Cityworks PLL.
o Wrote technical training materials for basic and admin users.
• City of Moses Lake, WA, Cityworks and PLL Implementation
o Wrote Crystal reports for reporting to supervisors.
o Developed PLL workflows and case types for the City.
Page | 10
Proposal for Costa Mesa Sanitary District
Centricity PLL Citizen Portal
August 1, 2024
Fee/Cost Proposal
Task Description Total Cost
1 Centricity PLL Citizen Portal Annual License $ 10,000
• 1st Year of Service
• Waived Implementation Fee
• Continued support after Go-Live
• Annual Renewal Rate of $10,000 USD per year
Total for Centricity PLL Citizen Portal (Year 1) $ 10,000
Notes:
• Annual Renewal for Centricity PLL Citizen Portal is $10,000/yr.
Page | 11
Proposal for Costa Mesa Sanitary District
Centricity PLL Citizen Portal
August 1, 2024
Addendum 1 - Centricity Software License
Agreement
Page | 12
Proposal for Costa Mesa Sanitary District
Centricity PLL Citizen Portal
August 1, 2024
CENTRICITY SOFTWARE LICENSE
AGREEMENT
THIS GENERAL SERVICE AGREEMENT (the "Agreement") is dated this _____
day of _________, 20__.
This Agreement is made on the date of purchase between Centricity GIS, LLC, located at
10659 N Sahalee St, Cedar Hills, UT 84062 (hereinafter referred to as "Licensor"), and
the customer (hereinafter referred to as "Licensee")
__________________________________________.
1. License Grant. Licensor grants to Licensee a non-exclusive, non-transferable
license to use the Centricity PLL Citizen Portal software (the "Software") for the
term of this Agreement. The Licensee is authorized to use the software on one
server and for one production instance.
2. Term and Termination. The term of this Agreement shall commence on the date
of purchase and shall continue for one year. This Agreement shall automatically
renew for successive one-year terms unless either party gives written notice of
termination at least thirty (30) days prior to the end of the then-current term.
3. Fees and Payment Terms. In consideration for the rights granted hereunder, the
Licensee shall pay to the Licensor a yearly update and support license fee of
$_________. The license fee is due on the same date each year as the initial
purchase date.
4. Updates and Support. Licensor shall provide the Licensee with all updates to the
Software that are made generally available to Licensor's customers. Licensor shall
also provide support to the Licensee for the term of this Agreement.
5. Restrictions. Licensee shall not: (i) modify, translate, reverse engineer, decompile,
disassemble or create derivative works based on the Software; (ii) rent, lease,
grant a security interest in, or otherwise transfer rights to the Software; or (iii)
remove any proprietary notices or labels on the Software.
6. Intellectual Property. The Software and all intellectual property rights therein are
the exclusive property of Licensor and its licensors. The Licensee shall not
acquire any ownership rights in the Software.
7. Warranty. The Licensor represents and warrants that the Software will perform
substantially in accordance with the accompanying documentation for a period of
30 days from the date of purchase. If the Software does not perform substantially
in accordance with the accompanying documentation, the Licensee's exclusive
remedy shall be to receive a refund of the license fee paid for the Software.
8. Limitation of Liability. In no event shall Licensor be liable to the Licensee or any
third party for any indirect, incidental, special, or consequential damages, or lost
profits, even if Licensor has been advised of the possibility of such damages.
9. Confidentiality. The Licensee shall hold the Software and all information
contained therein in confidence and shall not disclose such information to any
third party.
10. General. This Agreement shall be governed by the laws of the State of Utah. This
Agreement constitutes the entire agreement between the parties and supersedes all
Page | 13
Proposal for Costa Mesa Sanitary District
Centricity PLL Citizen Portal
August 1, 2024
prior negotiations, representations, and agreements, whether written or oral,
relating to the Software. Any amendment to this Agreement must be in writing
and signed by both parties.
IN WITNESS WHEREOF the Parties have duly affixed their signatures under hand and
seal on this ________ day of ________________, ________.
Licensee __________________
Per:
(Seal)
Officer's Name: __________________________
Centricity GIS, LLC
Per:
(Seal)
Officer's Name: __________________________
1
Staff Report
To: Board of Directors
Via: Scott Carroll, General Manager
From: Mark Esquer, District Engineer
Date: February 10, 2026
Subject: CMSD Capital Improvement Program Overview
Summary
The current District Capital Improvement Program (CIP) Budget includes 17 projects with an estimated
$5.5 Million budget. The District Engineer will provide an overview of the CIP and will review six (6)
projects comprising $3.3 million of the budget.
Staff Recommendation
That the Board of Directors receive and file this Capital Improvement Study Item.
Analysis
The purpose of the CIP is to renew the District sewer system with priority given to failed or damaged
assets and given to defects that cannot be addressed by maintenance activities. The CIP also
considers assets that are reaching the end of useful life. It is best not to replace assets on an
emergency basis because of will typically be higher due to additional project requirements, temporary
services not usually required for routine construction, and for recovery costs.
The basic goal of the CIP is to keep the system functioning, replacing or repairing infrastructure prior to
failure, while addressing the issues at the lowest life-cycle cost. Consideration is also given to the
consequence of a system failure or potential sewage spill. This means that higher priority is given to
assets or facilities that may cause higher impacts on the environment, businesses, and the community.
The current budget cycle involves nine (9) master planned projects, four (4) failures, four (4) projects to
improve reliability and reduce the potential for sewer spills, and one (1) improvement for the District
headquarter building.
Legal Review
This is an informational item and legal review is not required.
2
Environmental Review
Providing only information does not result in direct or indirect physical changes to the environment. This
administrative item is not a project under CEQA.
The six (6) projects reviewed provide for replacement of sewer infrastructure and does not change the
capacity, therefore the subject projects are categorically exempt under the California Environmental
Quality Act (CEQA) (Public Resources Code Section 21000 et. seq.), Section 15302(c), as a Class 2
replacement or reconstruction project.
Financial Review
The project activities are budgeted this fiscal year and many work items have encumbered funds
(funding commitments). The current projection is that the CIP will be underspent due to project delays,
permitting issues, and unknown conditions that occur.
Public Notice Process
Copies of this report are on file and will be included in the complete agenda packet for the February 10,
2026, Board of Director Study Session package posted at the District Headquarters and posted on the
District’s website.
Alternative Actions
Direct staff to address questions or requests for additional information.
February 10, 2026
Mark Esquer, P.E.
District Engineer
CMSD
CAPITAL IMPROVEMENT
PROGRAM
25/26 Fiscal Year Program
•17 Projects
•9 Masterplan Projects
•4 Failures (Grade 5 or Unknown Condition)
•4 Reliability
•1 HQ Improvement
•$5.5 Million Budget
•4 of 17 Projects completed
•$4.5 Million Outlay by December 2026
•Program Goal:
•Keep the Sewer System functioning and replace Just in time.
•Install Liner, Repair, or Replace NASSCO Grade 5, then G4 Sewer
Infrastructure
•State Water Board Benchmark is 1% Renewal Per Year
Highest Gain/Most Potential
•P341 Elden FM Redundancy
•P346 Harbor Overflow Addition
•P349 Mendoza FM Redundancy & Overflow
•P515 AutoPlex Siphon Failure (G5)
•P615 Industrial Way Pipe-bursting (Failed)
•P630 Sewer Condition Assessment
P341 Elden PS Forcemain Redundancy
•Single Point of Failure
•Current Age 30 years (+/-)
•Emergency Plan is difficult to employ
•Adds a backup forcemain
•$12.0 Million Project Estimate
•3 to7 Years, depending on finances
P346 Harbor PS Overflow Addition
•Single Point of FM Failure
•No Standby Generator
•38-year PS Age
•10-year FM Age
•FM Break: Major Traffic
•$580,000 Construction Estimate
•Complete prior to Thanksgiving 2026
•Increase reliability, Reduce SSO
Potential
P349 Mendoza FM Redundancy & Overflow
•Single Point of Failure
•Current FM Age 12 years
•Adds a backup forcemain
•Adds an Overflow Sewer
•$465,000 Project Estimate
•Complete in September 2026
P515 AutoPlex Siphon Rehabilitation
•Two of Three Siphon Sewer Pipes
have Failed
•Used as emergency overflow
•Current Age 38 years
•Project will modify manhole and
rehabilitate two pipelines that cross
the storm channel
•$215,000 Budget
•Implement this Summer
P615 Industrial Way Sewer Pipe Replacement
•Failed Ductile Iron Sewer Pipe
•Current Age 72 years
•8-inch pipe bored to 6-inches
•$500,000
•Finished by Thanksgiving
P630 Sewer Condition Assessment
•224 Miles
•Determine the Pipe Condition
(NASSCO Assessment)
•Required by State Regulators
•Included in the District Sanitary
Sewer Management Plan
•$1.0 to $1.5 Million Over Multiple
Budgets
•30 Miles this Calendar Year
Website: www.cmsdca.gov
Mobile App: GoCMSD
Facebook: @cmsdca
Twitter: @costamesaSD
Instagram: @costamesasanitarydistrict
YouTube: CostaMesaSanitary
LinkedIn: Costa Mesa Sanitary District
Stay Connected
1
Staff Report
To: Board of Directors
From: Scott Carroll, General Manager
Date: February 10, 2026
Subject: 2025 Performance Measurement Program Annual Report
Summary
A performance measurement program is a systematic, ongoing process of collecting,
analyzing, and reporting data to assess the efficiency and effectiveness of projects, level of
services, programs and District goals. It enables staff to track progress, ensure accountability,
and make informed, data-driven decisions for continuous improvement.
Staff Recommendation
That the Board of Directors receive and file this report.
Analysis
For the past eight years, the District has implemented a performance measurement program to
continuously evaluate and enhance its programs and the level of service provided to the
public. The following describes the performance measures that achieved their intended
outcomes, what attaining those goals signifies, and the measures that did not meet their
targets, along with the actions staff is taking to improve results in the coming year. The data
presented were collected and analyzed for the full 2025 calendar year (January through
December).
•0 workdays lost due to workplace related injuries and an Experience Modification
(EMOD) rate of 96% means the District is a safe place to work.
•Rain ingress from all storms that produced an inch or more of rain was less than 2%,
which means the District’s sewer system is successfully keeping out the vast majority of
rainwater. Too much rainwater in sewers can cause sanitary sewer overflows. While
most of the District’s sewer system is successfully keeping out rainwater, there is one
tributary area that is experiencing high inflow. The Mendoza Pump Station tributary
area has high inflow. Staff is going to establish flow monitoring devices around the
tributary area to try to pinpoint where the inflow is coming from.
•100% of code enforcement cases regarding trash carts stored in public view are closed
within fifteen working days means residents are complying with District code. However,
2
the District’s code enforcement officer issued a total of 1,644 first warning tags to
residents who kept their carts in public view. That’s an average of 137 warning notices a
month. In the upcoming years, staff will conduct outreach efforts to try to reduce the
number warning notices issued.
•It takes less than one business day to upload Board of Directors meeting videos on
District website, which means the District is being open and transparent to the public.
•The District obtained the Triple Crown recognition from the Government Finance
Officers Association (GFOA), which means the District is demonstrating transparency
and accountability to fully disclosing public finances.
•97% of trash cart replacements requests were responded within 1 business day; but
only 51% of trash carts were replaced within 7 business days. To improve the outcome
of replacing trash carts within 7 business days, staff will track replacement turnaround
times each month and review the data with CR&R during District/CR&R monthly
operations meetings to identify service issues and reduce delays.
•State law requires public agencies to respond to public records requests within 10 days,
whether or not the requested documents are provided. Staff responded to 37 public
records requests in less than four days, providing the requested documents and
demonstrating efficiency and responsiveness.
•Staff approved and issued one emergency over-the-counter sewer repair permit in less
than 24 hours. In total, 54 urgent permits were issued in 2025, demonstrating staff
efficiency and responsiveness.
•Staff completed the first plan-check review and provided comments for one permit in
less than six days. A total of 347 permits were issued in 2025, demonstrating staff
efficiency and timely service delivery.
•The entire sewer system, 224 miles of pipeline, was cleaned within 12 months.
However, nearly $18,000 in overtime was accrued to achieve this goal and two sanitary
sewer overflows occurred in 2025 that were caused by grease and roots. To avoid
overtime for regularly scheduled cleaning, new cleaning method will be implemented in
2026 that will include cleaning 8”-10” diameter pipes within 12 months. Pipe diameters
larger than 10” will be cleaned once every 18 months.
•Annual preventive maintenance was performed on all 20 pump stations within 12
months. However, one sanitary sewer overflow occurred at a pump station due to
human error. A new employee was hired to fill the Electrical Instrumentation Technician
position. The district now has three full-time employees dedicated to pump station
maintenance.
•It’s taking less than 60 days for the Board of Directors to award a contract after the bid
opening date, which demonstrates efficiency.
3
•83% of finance transactions are processed through the District’s online payment
system, demonstrating the District’s efficiency and user-friendly service delivery.
•District residential wastewater rate is 30.5% below the average wastewater rate when
compared to the rest of Orange County agencies. Wastewater rates have remained
stabilized for the past three years.
•District solid waste net-to-hauler rate, $26.02, is equal to the county average net-to-
hauler rate, $26.01. On July 1, 2026, solid waste rates will increase countywide
because the county is increasing landfill gate fees.
•90% of 1,000 residents surveyed indicated they approve the job the District is doing.
•The District was present at 20 community events, the most events since the District
began tracking community events in 2018. Attending community events allows the
District to move beyond traditional, passive communications and foster active, two-way
dialogue with the public. By meeting residents where they are, the District builds trust,
enhances transparency, and gains direct and valuable feedback from community
members.
•Number of GoCMSD subscriptions increased 50.5% and the number of service
requests entered into GoCMSD increased 57% since 2023. A rise in subscriptions
means residents are trusting the app as a reliable source of communication with staff to
help resolve issues.
The following measures did not achieve their outcome goal.
•Number of sanitary sewer overflows per 100 miles of sewer is less than or equal to 0.42
SSOs per 100 miles of California Regional Water Quality Control Board, Region 8. The
District had 1.79 SSOs per 100 miles of sewer in 2025.
A Total of 4 SSOs occurred in 2025.The District had one SSO on 1/19 that was caused
by human error at Westbluff Pump Station. Another SSO occurred on 5/2 on Mesa
Verde Drive East that was caused by grease and roots. The 3rd SSO occurred on 10/27
on Santa Clara at Salinas that was caused by watermain burst and the 4th SSO was on
12/10 at Placentia and Victoria that was caused by grease. Region 8 had 61 SSOs in
2025
•Percent of sewage gallons spilled reached surface water is less than or equal to 13% of
sewage gallons reaching surface water in Region 8. Of the four SSOs the District had in
2025, 42% (3,750 gallons) reached surface water.
•69% of employees believe in the District’s Wellness Program as being valuable to
enhancing their physical and mental-well being. The goal is to achieve 80% approval
rating. 31% of employes expressed no opinion on the wellness program and no
employees indicated that the District’s Wellness Program is not valuable.
4
•75% of residents corresponding in the GoCMSD app indicated the effectiveness of
District staff is good or superior. The goal is to achieve 90% approval rating. 98% of
correspondences in the app are related to solid waste collection services. CR&R is the
first point of contact when solid waste requests are made on the app. Staff believes the
public is correlating District staff with CR&R staff when answering how effective staff
was to resolve their issue/concerns.
•52% of District employees indicated the District is a better organization than it was
compared to one year ago. The goal is to achieve 90% approval rating. 48% of
employees expressed no opinion and no employees indicated that the District is worse
than it was a year ago. An action plan was developed and implemented to address the
feedback provided by District staff.
Historically, progress reports were presented to the Board on a quarterly basis. Staff is
proposing to reduce the reporting frequency to annually, to allow for more meaningful and
comprehensive updates on progress and outcomes.
Quarterly reporting is highly resource-intensive, requiring significant time from staff. Shifting to
annual reports allows staff to provide more meaningful, results-oriented updates while using
resources more efficiently. Furthermore, annual reporting allows staff additional time to focus
on implementation rather than report preparation, improving overall productivity without
reducing transparency or accountability.
Legal Review
Not applicable
Environmental Review
Review of a Performance Measurement Program 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 is no financial impact to the District for reporting an annual report of the District’s
Performance Measurement Program. All measures are budgeted appropriately.
Public Notice Process
Copies of this report are on file and will be included in the complete agenda packet for the
February 10, 2026 Board of Directors study session meeting at District Headquarters and
posted on the District’s website.
Alternative Actions
1. Direct staff to report back with additional information.
1 | P a g e
COSTA MESA SANITARY DISTRICT
OUTCOMES AND PERFORMANCE MEASUREMENT PROGRAM
Efficiency
Effective
Workforce
Customer
Satisfaction
Cost
Effectiveness
Citizen
Engagement
Transparency
Organizational
Excellence
2 | P a g e
0
20
40
60
80
100
120
140
160
180
2020 2021 2022 2023 2024 2025
EMOD ≤ 100%
0
20
40
60
80
100
120
140
160
180
2019 2020 2021 2022 2023 2024 2025 2026
EMOD ≤ 100%
COSTA MESA SANITARY DISTRICT
OUTCOMES AND PERFORMANCE MEASUREMENT PROGRAM
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Recruit and retain a highly engaged and effective workforce A high performing and engaged workforce will achieve desired
results and move the organization forward to achieving its mission.
Performance Measures Current Goal Outcome Trend Comments or Analysis
CY 2023 CY 2024 CY 2025
Number of days lost due to
workplace related injuries 0 0 0 0
Experience Modification (EMOD) ≤ 100% 146% 100% 96%
The EMOD rate is used by insurance companies
to gauge both past cost of injuries and future
chances of risk. The lower the EMOD the lower
workers compensation insurance premiums will
be. An EMOD greater than 100% means CMSD
is riskier than average. An EMOD less than
100% means CMSD is safer than average. The
District save nearly $52,000 in worker’s comp
because EMOD is below 100%. No paid workers
compensation claims in 2025.
3 | P a g e
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
2
2021 2022 2023 2024 2025
# of SSOs per 100 Miles of Sewer
CMSD Region 8
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
2
2021 2022 2023 2024 2025
# of SSOs per 100 Miles of Sewer
CMSD Region 8
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Recruit and retain a highly engaged and effective workforce A high performing and engaged workforce will achieve desired
results and move the organization forward to achieving its mission.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Number of Sanitary Sewer
Overflows (SSOs) per 100 miles of
Sewer is less than or equal to the
average SSOs per 100 miles of
Sewer in CRWQCB Region 8
2023: ≤ 0.47
2024: ≤ 0.44
2025:≤ 0.42 1.79 0.45 1.79
Region 8 of the State Water Resources Control
Board consist of agencies located within Orange,
Riverside and San Bernardino Counties. CMSD
has 224 miles of sewers while Region 8 has 14,644
miles of sewers. The district had one SSO on 1/19
that was caused by human error at Westbluff Pump
Station. Another SSO occurred on 5/2 on Mesa
Verde Drive East that was caused by grease and
roots. The 3rd SSO was caused by watermain burst
and the 4th SSO was caused by grease. Region 8
had 61 SSOs.
4 | P a g e
0
10
20
30
40
50
60
70
80
90
2021 2022 2023 2024 2025
% SSO Gallons Reached Surface Water
CMSD Region 8
0
10
20
30
40
50
60
70
80
90
2021 2022 2023 2024 2025
% SSO Gallons Reached Surfaced Water
CMSD Region 8
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Recruit and retain a highly engaged and effective workforce A high performing and engaged workforce will achieve desired
results and move the organization forward to achieving its mission.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Percent of sewage gallons spilled
reached surface water is less
than or equal to the percent of
sewage gallons reaching surface
water in CRWQCB Region 8.
2023: ≤ 59%
2024: ≤ 74%
2025: ≤ 13%
1.6% 0% 42%
Region 8 of the State Water Resources
Control Board consist of agencies located
within Orange, Riverside and San Bernardino
Counties. CMSD has 224 miles of sewers
while Region 8 has 14,644 miles of sewers.
72% of sewage spills entered the storm drain
system. Staff successfully recovered 58% of
wastewater from the storm drain system
5 | P a g e
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Recruit and retain a highly engaged and effective workforce A high performing and engaged workforce will achieve desired
results and move the organization forward to achieving its mission.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023 CY 2024 CY 2025
Dates Below are Rain Events
Rain ingress entering
wastewater system ≤ 2%
1/14:1.1%
2/4:1.19%
2/13:1.6%
Inflow of rainwater entering wastewater systems can cause
SSOs. Orange County Sanitation District (OCSD)
encourages rain ingress of less than 2%. Data is collected
from four pump stations: Elden, Harbor, Mendoza and
Victoria. Ingress is the average for the four stations
combined. A minimum of one inch of rainfall is required to
calculate inflow. Precipitation occurred on Mar 5, 6, 11, 14 &
17 but each event was less than one inch of rainfall. Rain on
December 31 was less than one inch
2/25:1.98%
2/5:2.07% 11/15:1.36%
3/15: 3.1%
2/6:3.24% 12/24:1.6%
3/30: 1.5%
3/31: 1.05%
6 | P a g e
0
10
20
30
40
50
60
70
80
90
2023 2024 2025
% of Employees Participating in Wellness Challenge
0
10
20
30
40
50
60
70
80
90
2023 2024 2025
% of Employees Participating in Wellness Challenge
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Recruit and retain a highly engaged and effective workforce A high performing and engaged workforce will achieve desired
results and move the organization forward to achieving its mission.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Percent of employees are
participating in the District’s
Wellness Challenge Program
80% 34% 83% 64%
A wellness program that focuses on physical
and mental well-being of employees will
advance employee health to sustain work
productivity and improve work/life balance.
There were 7 challenges in 2025.
7 | P a g e
0
10
20
30
40
50
60
70
80
2023 2024 2025
% of Employees Believe Wellness Program is
Valuable
0
10
20
30
40
50
60
70
80
2023 2024 2025
% of Employees Believe Wellness Program is
Valuable
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Recruit and retain a highly engaged and effective workforce A high performing and engaged workforce will achieve desired
results and move the organization forward to achieving its mission.
Performance Measures Current Goal Outcome Trend Comments or Analysis FY 2023 FY 2024 FY 2025
Percent of employees believe
participating in the Wellness
Program is valuable to enhancing
their physical and mental well-
being.
80% 52% 68% 69%
A wellness program that focuses on physical
and mental well-being of employees will
advance their health to sustain work
productivity and improve work/life balance.
31% of employees had no opinion on the
wellness program. None employees indicated
the wellness program is not valuable.
8 | P a g e
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2021 2022 2023 2024 2025
% of Code Enforcement Cases Closed within
15 working days
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2021 2022 2023 2024 2025
% of Code Enforcement Cases Closed within
15 working days
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Recruit and retain a highly engaged and effective workforce A high performing and engaged workforce will achieve desired
results and move the organization forward to achieving its mission.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Percentage of code enforcement
cases regarding trash carts
stored in public view are closed
within fifteen working days
90% 100% 100% 100%
CMSD’s web and mobile application,
GoCMSD, allows residents to report issues
such as trash carts left in public view.
The objective for code enforcement is
achieving sustained compliance. At times,
code enforcement will experience
homeowners/renters complying with District
code one week after receiving a violation
warning notice, but the homeowner/renter will
be found in noncompliance two weeks after
receiving the notice. In addition, code
enforcement will experience varying degree of
compliance such as storing trash carts in front
of the garage or visible in the side yard.
9 | P a g e
-0.1
0.2
0.5
0.8
1.1
1.4
1.7
2
2021 2022 2023 2024 2025
Ave # of Business Days to Upload Board Meeting
Videos on CMSD Website
-0.1
0.2
0.5
0.8
1.1
1.4
1.7
2
2021 2022 2023 2024 2025
Ave # of Business Days to Upload Board Meeting
Videos on CMSD Website
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Transparency: Demonstrating openness,
accountability and honesty to our constituents
In a free society, transparency is government’s obligation to share
information with its citizens. Transparency allows for good and just
governance.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Average number of
business days it takes to
upload Board of Directors
meeting videos on CMSD
website.
≤ 2 1.0 0.72 0.91
Public meetings are recorded and uploaded to the
District’s website, YouTube, and its BoardDocs portal
for the public to view. Videos are uploaded on CMSD
website the same day of scheduled Board meetings.
10 | P a g e
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Transparency: Demonstrating openness,
accountability and honesty to our constituents
In a free society, transparency is government’s obligation to share
information with its citizens. Transparency allows for good and just
governance.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis
CY 2023 CY 2024 CY 2025
Financial excellence in
budgeting and reporting
Triple
Crown
Recognition
Yes Yes Yes
New Measure. Obtaining Triple Crown recognition from the
Government Finance Officers Association of the U.S. and
Canada is the highest recognition bestowed to local
government. It recognizes an agency receiving Certificate
of Achievement for Excellence in Financial Reporting along
with its Popular Financial Reporting (PAFR) award and the
Distinguished Budget Presentation award in the same year.
Earning the Triple Crown demonstrates transparency and
accountability by fully disclosing public finances.
11 | P a g e
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Transparency: Demonstrating openness,
accountability and honesty to our constituents
In a free society, transparency is government’s obligation to share
information with its citizens. Transparency allows for good and just
governance.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis
CY 2023 CY 2024 CY 2025
Number of Citizens
Environmental Protection
Academy (CEPA)/Eco
Expo attendees
150 168 175 176
No CEPA in 2020 due to COVID-19 pandemic. On April
22, 2021, the District held a virtual CEPA. Approximately
140 people watched CEPA on YouTube and Facebook. On
September 28, CMSD held a different citizen involved
event. The inaugural Eco Expo event was held at HQ
where citizens learned about sustainability practices to
help protect the environment. 2025 Eco Expo is on Oct 1
Transparency Certificate of
Excellence
Earn
Certificate
Yes or No
Yes Yes Yes
Earning certificate from the Special District Leadership
Foundation demonstrates a commitment to being open,
accessible, engaging the public and creating greater
awareness of CMSD activities.
Earn Certificate 2018 2019 2020 2021 2022 2023 2024 2025
Yes
No
12 | P a g e
0
10
20
30
40
50
60
70
80
90
100
110
2021 2022 2023 2024 2025
% of Complaints Responded and Courtesy
Collection Occurs within 1 Business Day
0
10
20
30
40
50
60
70
80
90
100
110
2021 2022 2023 2024 2025
% of Complaints Responded and Courtesy
Collection Occurs within 1 Business Days
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Efficiency: Performing to the best of our abilities with the least
amount of lost time and effort
Being efficient demonstrates how well CMSD is using its resources. It
proves functions are completed in a timely manner and there is less
bureaucracy within the organization.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Missed trash collection and
rescheduling courtesy collection.
90% of complaints responded and
courtesy collection occurs within:
1 Business
Day 86% 90% 87%
13 | P a g e
10
20
30
40
50
60
70
80
90
100
2021 2022 2023 2024 2025
% of Trash Cart Replacement Request
Responded within 1 Business Day
10
20
30
40
50
60
70
80
90
100
2021 2022 2023 2024 2025
% of Trash Cart Replacement Request
Responded within 1 Business Day
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Efficiency: Performing to the best of our abilities with the least
amount of lost time and effort
Being efficient demonstrates how well CMSD is using its resources.
It proves functions are completed in a timely manner and there is less
bureaucracy within the organization.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis
CY 2023
CY 2024
CY 2025
Trash Cart Replacement
90% of request responded within: 1 Business
Day 89% 94% 97%
14 | P a g e
0
10
20
30
40
50
60
70
80
90
100
2021 2022 2023 2024 2025
% of Trash Cart Replaced within 7
Business Days
0
10
20
30
40
50
60
70
80
90
100
2021 2022 2023 2024 2025
% of Trash Cart Replaced within 7 Business
Days
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Efficiency: Performing to the best of our abilities with the least
amount of lost time and effort
Being efficient demonstrates how well CMSD is using its resources.
It proves functions are completed in a timely manner and there is less
bureaucracy within the organization.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Trash Cart Replacement
90% of Trash Cart Replaced
within:
7 Business
Days 88% 83% 51%
The goal was not achieved because of scheduling
availability and successful completion of originally
scheduled deliveries. Replacements that exceeded 7
business days were primarily caused by exchanges
being scheduled two weeks out or missed deliveries
that required rescheduling.
To improve this benchmark, we’ll track replacement
turnaround times each month and review the data
with CR&R during our monthly meetings to identify
service issues and reduce delays.
15 | P a g e
0
1
2
3
4
5
6
7
8
9
10
2021 2022 2023 2024 2025
Ave # Days Responding to PRA with
Requested Documents
0
1
2
3
4
5
6
7
8
9
10
2021 2022 2023 2024 2025
Ave # Days Responding to PRA with
Requested Documents
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Efficiency: Performing to the best of our abilities with the least
amount of lost time and effort
Being efficient demonstrates how well CMSD is using its resources.
It proves functions are completed in a timely manner and there is less
bureaucracy within the organization.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Average number of business days
it takes responding to Public
Records Request (PRA) with
requested documents
10 Days 4 3 3.65
Under the California Public Records Act, an
agency must determine within 10 calendar days
starting after the date of receipt of
a request whether the request seeks copies of
identifiable public records that may be disclosed
and must promptly notify the requester of this
determination. The district received 37 PRA’s in
2025, the most since tracking PRA requests began
in 2018
16 | P a g e
0
5
10
15
20
25
30
35
40
45
50
2021 2022 2023 2024 2025
Ave time it takes to issue emergency, urgent or over the
counter repair permits, excluding weekends
0
5
10
15
20
25
30
35
40
45
50
2021 2022 2023 2024 2025
Ave time it takes to issue emergency, urgent or over the
counter repair permits, excluding weekends
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Efficiency: Performing to the best of our abilities with the least
amount of lost time and effort
Being efficient demonstrates how well CMSD is using its resources.
It proves functions are completed in a timely manner and there is less
bureaucracy within the organization.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
The average time it takes to issue
emergency, urgent or over the
counter repair permits, excluding
weekends.
24 Hours 1.5 24 19.2 The district received 54 urgent repair permit
applications in 2025
17 | P a g e
0
2
4
6
8
10
12
2021 2022 2023 2024 2025
Ave # of days to conduct and comment on the first plan-
check review
0
2
4
6
8
10
12
2021 2022 2023 2024 2025
Ave # of days to conduct and comment on the
first plan-check review
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Efficiency: Performing to the best of our abilities with the least
amount of lost time and effort
Being efficient demonstrates how well CMSD is using its resources.
It proves functions are completed in a timely manner and there is less
bureaucracy within the organization.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
The average number of days to
conduct and comment on the first
plan-check review. 9 Days 7.6 Days 2.75 days 5.2 District staff performed 347 plan-checks for
review in 2025
18 | P a g e
0
20
40
60
80
100
120
140
160
2021 2022 2023 2024 2025
Ave Time to Clean EMA
0
20
40
60
80
100
120
140
160
2021 2022 2023 2024 2025
Ave Time to Clean EMA
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Efficiency: Performing to the best of our abilities with the least
amount of lost time and effort
Being efficient demonstrates how well CMSD is using its resources.
It proves functions are completed in a timely manner and there is less
bureaucracy within the organization
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Average time to clean one
Enhanced Maintenance Area
(EMA)
120
minutes
or 2 Hour
58 Min 99 Min 102 Min The district has 19 EMAs.
19 | P a g e
0
10
20
30
40
50
60
70
80
90
100
2021 2022 2023 2024 2025Percentage% of Entire Wastewater System Cleaned Annually
0
10
20
30
40
50
60
70
80
90
100
2021 2022 2023 2024 2025
% of Entire Wastewater System Cleaned Annually
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Efficiency: Performing to the best of our abilities with the least
amount of lost time and effort
Being efficient demonstrates how well CMSD is using its resources.
It proves functions are completed in a timely manner and there is less
bureaucracy within the organization.
Performance Measures
Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Percentage of entire wastewater
system cleaned annually 100% 90% 92% 100%
In 2023, the District put in operation a 3rd cleaning
crew and amended wastewater staff work schedule
to 4/10. CMSD goal is to clean the entire system
within 12 months. Prior to 2023, the goal was to
clean 67% of the system within 12 months using two
cleaning crews working 9/80 schedule. The entire
system has 1,184,813 feet of pipeline (224 miles).
2025 is the first year the entire system was cleaned
within 12 months. Nearly $18,000 in overtime was
accrued to achieve goal. To avoid overtime for
regularly scheduled cleaning, new cleaning method
will be implemented in 2026 that will include cleaning
8”-10” diameter pipes within 12 months. Pipe
diameters larger than 10” will be cleaned once every
18 months.
20 | P a g e
1,000
1,627
2,254
2,881
3,508
4,135
4,762
5,389
6,016
2021 2022 2023 2024 2025
Ave Footage of Daily Pipeline Cleaned
1,000
1,627
2,254
2,881
3,508
4,135
4,762
5,389
6,016
2021 2022 2023 2024 2025
Ave Footage of Daily Pipeline Cleaned
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Efficiency: Performing to the best of our abilities with the least
amount of lost time and effort
Being efficient demonstrates how well CMSD is using its resources.
It proves functions are completed in a timely manner and there is less
bureaucracy within the organization.
Performance Measures
Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Average footage of daily pipeline
cleaned.
5,386
4,871 4,955 5,386
Cleaning 220 days in a year. Days excluded from
cleaning include weekends, holidays, vacation, sick
leave and training. The new goal represents the
entire sewer system being cleaned within 12 months.
Previous years goals were to clean 3,602 feet of
pipe, which represented 67% of the entire system
within 12 months. Nearly $18,000 in overtime was
accrued to achieve goal. To avoid overtime for
regularly scheduled cleaning, new cleaning method
will be implemented in 2026 that will include cleaning
8”-10” diameter pipes within 12 months. Pipe
diameters larger than 10” will be cleaned once every
18 months.
21 | P a g e
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2021 2022 2023 2024 2025
% of Pump Stations Receiving Annual PM
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2021 2022 2023 2024 2025
% of Pump Stations Receiving Annual PM
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Efficiency: Performing to the best of our abilities with the least
amount of lost time and effort
Being efficient demonstrates how well CMSD is using its resources.
It proves functions are completed in a timely manner and there is less
bureaucracy within the organization.
Performance Measures
Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Percentage of wastewater pump
stations that received their
annual preventive maintenance
(PM)
100% 100% 77% 100%
There are 20 wastewater pump stations.
Annual PMs prevents SSOs. PM includes
checking cord connections, circuit breakers,
fuses, amps, volts, wet well coating, changing
oil and coolant, clean and exercise all valves,
observe pump in use and record pump down
times. A new employee was hired to fill the
Electrical Instrumentation Technician position.
The district now has three full-time employees
dedicated to pump station maintenance.
22 | P a g e
-
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
2021 2022 2023 2024 2025
Ave # days it takes the Board of Directors to
award contracts after bid opening date
-
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
2021 2022 2023 2024 2025
Ave # days it takes the Board of Directors to
award contracts after bid opening date
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Efficiency: Performing to the best of our abilities with the least
amount of lost time and effort
Being efficient demonstrates how well CMSD is using its resources.
It proves functions are completed in a timely manner and there is less
bureaucracy within the organization.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Average number of days it takes
the Board of Directors to award
contracts after bid opening date. 60 73 26.5 50.5
Bids are valid for 60 days. After 60 days the project
must be re-bidden, which cost money and additional
staff time. Awarding a contract within 60 days
ensures the project is completed in a timely manner
for the benefit of the community. Two public works
contract was presented to the Board in 2025: Project
535 Irvine-Harbor Pump Station Electrical
Improvements and Project $505, Manhole Cover
Replacement.
23 | P a g e
0
10
20
30
40
50
60
70
80
90
2021 2022 2023 2024 2025
% of E-Commerce Transaction
0
10
20
30
40
50
60
70
80
90
2021 2022 2023 2024 2025
% of E-Commerce Transaction
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Efficiency: Performing to the best of our abilities with the least
amount of lost time and effort
Being efficient demonstrates how well CMSD is using its resources.
It proves functions are completed in a timely manner and there is less
bureaucracy within the organization.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Percent of e-commerce
transactions placed with the
District 50% 78% 84% 83%
Having an online payment system to pay for
sewer permit fees, invoices, or starting new
trash and sewer services is convenient for
members of the public because they can make
the transaction from home. It can also reduce
the number of bank runs for depositing cash
and checks. The staff time saved on bank runs
can be shifted to other procurement priorities.
E-commerce reduces paperwork such printing
receipts and there is less chance for human
error because it has an automated tracking
system.
24 | P a g e
14.00
16.00
18.00
20.00
22.00
24.00
26.00
28.00
2021 2022 2023 2024 2025
County Ave Net-to-Hauler vs CMSD Rate
CMSD County Ave NTHR County Ave NTHR +10%
14.00
16.00
18.00
20.00
22.00
24.00
26.00
28.00
30.00
2021 2022 2023 2024 2025
County Ave Net-to-Hauler vs CMSD Rate
CMSD County Ave NTHR County Ave NTHR +10%
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Cost Effectiveness: Comparing monetary costs to quantifiable
benefits
Demonstrates tax funded programs and services are getting
the biggest bang for its buck. Proves CMSD is spending tax payer
dollars wisely. No feverous spending.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis
CY 2023 CY 2024 CY 2025
Net hauler solid waste rate is within
10% of the average net to hauler
rate when compared to the rest of
Orange County agencies
≤ 10% 28.23% 29.16% 9.99% Net to hauler rate excludes CMSD overhead and
anaerobic digestion costs. It is the true cost to
providing residential trash collection services.
25 | P a g e
Rossmoor/Los Alamitos Area Sewer District Unavailable
29.75
24.02
17.12 16.76 16.15 15.34 15.00 14.62 13.83 13.60 12.65 12.60
11.31 10.41 10.35 10.08 9.87 9.00 8.12 7.75 6.80 6.53 6.02
0.00
4.00
8.00
12.00
16.00
20.00
24.00
28.00
32.00
Dollars Per Month2023 Orange County Residential Wastewater Rates
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Cost Effectiveness: Comparing monetary costs to quantifiable
benefits
Demonstrates tax funded programs and services are getting
the biggest bang for its buck. Proves CMSD is spending tax payer
dollars wisely. No feverous spending.
Performance Measures Current Goal Outcome Trend Comments or Analysis CY 2023 CY 2024 CY 2025
Monthly residential wastewater rate
is below the average wastewater
rate when compared to the rest of
Orange County agencies
12.88 9.87 9.87 9.87
Surveyed rates do not include wastewater
treatment costs. Some OC agencies include
treatment costs in their monthly rates. Orange
County Sanitation Districts charges CMSD
residents separately for treatment costs. On
February 28, 2022, the Board adopted a two
year rate increase for 2022/23 & 2023/24. Rate
remained stabilized in 2025.
55%
26 | P a g e
0
2
4
6
8
10
12
14
16
18
2021 2022 2023 2024 2025PercentageAnnual Wastewater Rate Increase is at
or Below CPI
CPI WW Rate
0
2
4
6
8
10
12
14
16
18
2021 2022 2023 2024 2025PercentageAnnual Wastewater Rate Increase is at
or Below CPI
CPI WW Rate
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Cost Effectiveness: Comparing monetary costs to quantifiable
benefits
Demonstrates tax funded programs and services are getting
the biggest bang for its buck. Proves CMSD is spending tax payer
dollars wisely. No feverous spending.
Performance Measures Current Goal Outcome Trend Comments or Analysis FY 2023 FY 2024 FY 2025
Annual residential wastewater
rate increase is at or below the
average Consumer Price Index
(CPI) yearly change in Los
Angeles-Long Beach-Anaheim
area
2023: ≤ 2.48%
2024: ≤ 3.40%
2025: ≤ 3.10% 17% 0% 0%
Rate increases are applied on a fiscal year
basis. On February 28, 2022, the Board
adopted a two-year rate increase for 2022/23
& 2023/24. It was the first-rate increase in
the past five years. Rates will be stabilized
through June 30, 2027.
27 | P a g e
0
2
4
6
8
10
12
14
16
2021 2022 2023 2024 2025
Annual Solid Waste Rate Increase is at or Below
CPI
CPI SW Rate
0
2
4
6
8
10
12
14
16
2021 2022 2023 2024 2025PercentageAnnual Solid Waste Rate Increase is at
or Below CPI
CPI SW Rate
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Cost Effectiveness: Comparing monetary costs to quantifiable
benefits
Demonstrates tax funded programs and services are getting
the biggest bang for its buck. Proves CMSD is spending tax payer
dollars wisely. No feverous spending.
Performance Measures Current Goal Outcome Trend Comments or Analysis
FY 2023 FY 2024 FY 2025
Annual solid waste rate
increase is at or below the
Consumer Price Index (CPI)
yearly change in Los Angeles-
Long Beach-Anaheim area
2023: ≤ 2.48%
2024: ≤ 3.40%
2025: ≤ 3.10% 6.0% 13.7% 9.0% A solid waste rate study was performed in
2024.
28 | P a g e
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2021 2022 2023 2024 2025
≥ 15% in Total Construction Cost Using No-Dig
Technology vs Remove & Replace
3rd Qtr -Jan-Sept
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
2021 2022 2023 2024 2025
≥ 15% in Total Construction Cost Using No-Dig
Technology vs Remove & Replace
3rd Qtr -Jan-Sept
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Cost Effectiveness: Comparing monetary costs to quantifiable
benefits
Demonstrates tax funded programs and services are getting
the biggest bang for its buck. Proves CMSD is spending tax payer
dollars wisely. No feverous spending.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis
CY 2023
CY 2024
CY 2025
Save an average of 15% in total
construction cost of all capital
improvement projects by using no-
dig technology methods for
replacing infrastructure.
≥ 15% NA 85% 33%
In 2025, two sewer lines at South Coast Plaza
needed urgent replacement. One of the two
lines was relined at $1,784 per square foot while
the other line was removed and replaced at
$2,366 per square foot. The relining pipeline
saved the District 33% in construction costs if it
was performed using traditional method of
remove and replace.
29 | P a g e
65
70
75
80
85
90
95
2016 2019 2021 2023 2025
Approve the Job CMSD is Doing
65
70
75
80
85
90
95
2016 2019 2021 2023 2025
Approve the Job CMSD is Doing
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Customer Satisfaction: We will strive to achieve high customer
satisfaction
Achieving high customer satisfaction builds trust among constituents
and the belief their government is improving the quality of life in the
community. Internal high customer satisfaction builds trust and
cooperation among employees
Performance Measures Current Goal
Outcome
Trend Comments or Analysis
CY 2023 CY 2024 CY 2025
Percentage of residents in a
community wide survey indicated
they approve the job CMSD is
doing
90% 91% NA 90%
All citizen surveys can be found on CMSD’s
website. Community wide surveys are performed
biennial. In the 2025 survey. Next survey will be
performed in the fall of 2027.
30 | P a g e
0
10
20
30
40
50
60
70
80
90
100
2021 2022 2023 2024 2025
% of Residents Indicating GoCMSD Effectiveness
is Good or Superior
0
10
20
30
40
50
60
70
80
90
100
2021 2022 2023 2024 2025
% of Residents Indicating GoCMSD Effectiveness
is Good or Superior
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Customer Satisfaction: We will strive to achieve high customer
satisfaction
Achieving high customer satisfaction builds trust among constituents
and the belief their government is improving the quality of life in the
community. Internal high customer satisfaction builds trust and
cooperation among employees
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Percentage of residents
corresponding in GoCMSD
indicated the effectiveness of
CMSD staff is Good or Superior
90% 88% 75% 75%
GoCMSD users are given surveys to gauge
their satisfaction with handling of the issue
that was reported. Users can rate the
services as Poor, Average, Good, or
Superior. The public, at times, correlates
CMSD staff with CR&R staff.
31 | P a g e
0
10
20
30
40
50
60
70
80
90
100
2021 2022 2023 2024 2025
% of Residents Corresponding in GoCMSD
indicated Courtesy of Staff is Good or Superior
0
10
20
30
40
50
60
70
80
90
100
2021 2022 2023 2024 2025
% of Residents Corresponding in GoCMSD
indicated Courtesy of Staff is Good or Superior
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Citizen Engagement: We will actively engage with our citizens in
the decision-making process and to ensure CMSD is transparent
and accountable
Citizen engagement promotes democracy and community building.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Percentage of employees
indicated the District is a better
organization than it was compared
to one year ago
90% 59% 62.5% 52%
48% of employees had no opinion. No
employees indicated the district is worse off
than one year ago. An action plan is
developed to address employee feedback
from the survey. 31% more employees
completed the survey in 2025 than in 2024
and in 2023.
Percentage of residents
corresponding in GoCMSD
indicated the courtesy of CMSD
staff is Good or Superior
90% 88% 83% 82%
32 | P a g e
0
5
10
15
20
25
2021 2022 2023 2024 2025
# of Days in Community Events
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
0 0 0 0 0
# of Days in Community Events
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Citizen Engagement: We will actively engage with our citizens in
the decision-making process and to ensure CMSD is transparent
and accountable
Citizen engagement promotes democracy and community building.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Number of
followers/subscribers/Members:
X:
Facebook:
Instagram:
LinkedIn:
Youtube
Nextdoor:
250
1,000
1,000
250
100
50,000
308
943
1,260
111
34
326
1,037
1,304
129
59
343
1,041
1,356
157
73
57,609
LinkedIn and Youtube are the only outlets
not meeting goal.
Number of days CMSD
participated in community events
and hosted District events
12 11 18 20 2021 was the pandemic year.
33 | P a g e
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Citizen Engagement: We will actively engage with our citizens in
the decision-making process and to ensure CMSD is transparent
and accountable
Citizen engagement promotes democracy and community building.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Number of engagements/Views
for:
X:
Facebook:
Instagram:
LinkedIn:
Youtube:
NextDoor:
750
20,000
3,000
200
3,000
60,000
234
14,197
1,374
284
188,328
48,785
254
15,020
3,175
101
286,586
89,077
113
7,391
1,076
33
2,969
25,567
Engagements are down because one
employee on the community outreach
team is on medical leave.
34 | P a g e
0
2000
4000
6000
8000
10000
12000
2021 2022 2023 2024 2025
# of GoCMSD Subscribers
0
2000
4000
6000
8000
10000
12000
2021 2022 2023 2024 2025
# of GoCMSD Subscribers
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Citizen Engagement: We will actively engage with our citizens in
the decision-making process and to ensure CMSD is transparent
and accountable
Citizen engagement promotes democracy and community building.
Performance Measures Current Goal
Outcome
Trend Comments or Analysis CY 2023
CY 2024
CY 2025
Number of subscribers to
Government Outreach
(GORequest Mobile)
7,000 6,434 8,114 9,684
GoCMSD is a citizen engagement tool that
allows residents to submit a request via the web
and mobile app. Issues go directly into the
GoCMSD customer service system and are
automatically delivered to the right staff person
at CMSD. Additionally, subscribers receive e-
mail notifications about District announcements,
job openings, Board agendas, program news,
and CMSD’s quarterly newsletter
Number of requests entered
into GoCMSD 5,000 2,469 3,557 3,880 2023 goal was 2,000.
35 | P a g e
0
20
40
60
80
100
120
140
160
180
200
2021 2022 2023 2024 2025
# of Attendees at CEPA/Eco Expo
0
20
40
60
80
100
120
140
160
180
200
2021 2022 2023 2024 2025
# of Attendees at CEPA/Eco Expo
White: No outcome; Green: Outcome fully met the goal; Yellow: Outcome missed the goal, but close OR making progress to achieving the goal; Red: Clearly missed
the goal OR a very bad trend; up= trend better; down= trend worse; ≤ is “less than or equal”; ≥ means “greater or equal”
ATTRIBUTE WHY IMPORTANT?
Citizen Engagement: We will actively engage with our citizens in
the decision-making process and to ensure CMSD is transparent
and accountable
Citizen engagement promotes democracy and community building.
Performance Measures Current Goal Outcome Trend Comments or Analysis CY 2023 CY 2024 CY 2025
Number of attendees at Citizen
Environmental Protection
Academy/Eco Expo 150
168
175
176 2025 Eco Expo is on Oct 1