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16 - GENERAL MANAGER ANNUAL PERFORMANCEItem 16 Costa Mesa Sanitary District ....an Independent Special District Memorandum To: Board of Directors From: Scott Carroll, General Manag� Date: January 24, 2013 Subject: General Manager Annual Performance Summary In the beginning of 2012, the Board of Directors assigned the general manager several performance goals to achieve during the course of the year. Attached as Attachment A is a description on how each goal was achieved. Staff Recommendation That the Board of Directors receive and file this report. Analysis 2012 was a very productive and high performance year. While there were many changes in personnel, new and seasoned employees worked very well together and demonstrated great teamwork efforts to achieve extraordinary results. Without their cooperation and support, the District would not have achieved so many accomplishments. In the beginning of 2012, the Board of Directors assigned the general manager several performance goals to achieve during the course of the year. The Board established twenty -one goals to achieve in 2012. Attachment A is a brief description of the goals along with the achievement level, which I am pleased to announce that all twenty -one goals were achieved! In addition, Attachment B is a report of all the accomplishments made by the organization in 2012. Strategic Plan Element & Goal Not applicable Legal Review Not applicable 19 Protecting our community's health and the environment by providing solid waste and sewer collection services. www.cmsdca.gov Board of Directors January 24, 2013 Paae 2 of 2 Financial Review There is no financial impact to the District Committee Recommendation Not applicable Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the January 24, 2013 regular Board of Directors meeting at District Headquarters and on District's website. Alternative Actions 1. Direct staff to return with additional information. Attachment A: General Manager 2012 Performance Goals B: 2012 Accomplishments Attachment A Costa Mesa Sanitary District ....an Independent Special District Memorandum To: Board of Directors From: Scott Carroll, General Manager Date: January 24, 2013 Subject: 2012 Performance Goals In February 2012, the Board of Directors assigned to me twenty -one performance goals to achieve during the course of the year and one performance goal to achieve in a two year span. Thanks to a great team effort from staff I am pleased to report that I have achieved all twenty -one performance goals. The goals and accomplishments are described in more detail below. U EEO, $ bC 1. Implement the productivity of the sewer crew. Complete: Developed workload, efficiency and effectiveness indicators to demonstrate the sewer crew's productivity. The indicators were presented to the Operations Committee on August 21St and will be part of the District's budget document. 2. Finish implementation of the GIS. Complete. The GIS is fully implemented. EEC is providing support to creating maps, updating cleaning schedules and keeping track of past cleaning schedules. In addition, the District's internet service was upgraded with a new T1 line that enables any staff member to have access to GIS and upload maps on their office computers. 3. Develop a plan to permanently plug sewer manhole vent holes with program completion over the next five years. Protecting our community's health and the environment by providing solid waste and sewer collection services. www.crosdca.gov GM 2012 Performance Goals January 24, 2013 Paae 2 of 9 Complete: On June 19, 2012, the Operations Committee received a presentation about the Ill program and a plan to plug and seal an additional 200 manholes to reach a total of 1,008 manholes plugged and sealed out of 4,705 manholes. In addition, staff purchased standard manhole covers without vent holes to alleviate the need to plug said vent holes. On August 29, 2012, staff purchased 39 manhole covers without vent holes. 4. Develop resident friendly recycling programs to decrease the trash tonnage by developing a workshop for the existing composting users to share case histories, success stories and needs to make the program user friendly. Complete: On August 17, the District mailed 184 letters to residents that have purchased composting bins from CMSD inviting them to share their success stories at one of the composting workshops scheduled for September 9th and October 20th. Residents also received a composting survey so that District staff can receive more information about their successes or failures to compost. In addition, the survey inquires if residents are composting their food waste as well. The Composting Survey is available on the District's website. On September 9th, the District sponsored a free composting workshop at Fairview Park. Four of the attendees came as a result of the letters and shared their stories. All of them said that they were happy to receive a letter from the District since they didn't know about the workshops. One woman said that her compost bin was dry and did not working properly. Dr. Kaplan suggested that she add water. Dr. Kaplin said, "Your compost bin should always be as wet as a damped sponge, no more, no less. Otherwise, it will not work or you may end up with mold and you don't want that in your garden." Another individual was putting in too many leaves and not mixing it. Another woman said that her compost was never finished since she would always place more waste and mix everything up. Dr. Kaplan told her just to mix the top and make layers of compost. Everyone left the workshop happy and more eager to compost. Other attendees learned from the discussions and had a good time. Overall, it was a successful workshop. 5. Develop and share a succession plan with staff and the Board. The additional succession plan elements need focus on who will replace who as organizational openings occur. For example who will replace The Board Secretary or the GM, etc. if or when they chose to leave the organization? GM 2012 Performance Goals January 24, 2013 Paqe 3 of 9 Complete: Because the District only has 14 staff member it is too small to prepare a traditional succession plan. On October 25, 2012, 1 presented to the Board a different approach by conducting a Knowledge Transfer Program. A Knowledge Transfer Program is where a consultant will interview all CMSD employees to obtain substantive information about the key roles each plays in executing their respective responsibilities. The interviews are not intended to serve as an exhaustive inventory of all duties and task, but instead, the goal is to focus on extracting critical District related knowledge as it relates to key internal processes and practices. The idea is that when someone in the organization leaves, his /her successor will receive a summary report of the interview to learn about the tasks performed and how to complete those tasks. The Board said that I was going in the right direction and requested me to obtain three bids from qualified consultants to perform the Knowledge Transfer Program. After conducting an RFP process I evaluated two proposals and made a recommendation to the Board on December 20th. The Board directed me to enter into an agreement with the consultant and to begin the Knowledge Transfer Program. 6. Update on the past year's work on the employee handbook for the Board is needed. Complete: The Employee Handbook was updated and approved by the Board on June 28, 2012. 7. Develop a plan for the agency efforts to reduce the SSO's in each of the categories (roots, pump stations, grease) and present tactics and a plan for future efforts with costs and schedules. Complete: Prepared a staff report that identified a plan and presented to the Operations Committee on September 18, 2012 and to the Board of Directors on October 25, 2012. 8. Report to the Board the means used to improve the safety policies or training to increase and achieve staff safety awareness. GM 2012 Performance Goals January 24, 2013 Paae 4 of 9 Complete: In late June 2012, all District staff participated in hands -on First Aid/ CPR/ AED training and earned the appropriate certifications to administer First Aid/ CPR. The District also purchased and installed two Artificial Electronic Defibrilators (AEDs), further demonstrating the District's commitment to safety and instilling a safety culture among staff. In July 2012, staff conducted a Safety Perception survey that was distributed to all District employees, to assist management staff in determining areas for improvement in the District's safety program. Overall, the results were extremely positive. The only area where staff felt there was a need to improve was in recognizing staff for demonstrating desirable or safe behavior. As a result, a new employee recognition program has developed. The new recognition program will allow individual employees to nominate their peers for witnessing them performing a job function safely or taking action to mitigate a safety concern. The nominations will be announced at the monthly All Hands staff meeting and a winner will be chosen from the nominations to receive the "Safety Person of the Month" award. This person will not only be given recognition that month, they will be entered into the drawing for "Safety Person of the Year ". Each nominee for the "Safety Person of the Year" award may be entered more than once, so this will encourage participation by peers during the monthly drawings. On August 20, 2012, the Board received a report from staff about the programs mentioned above and the safety awareness culture that has been created at CMSD. The Board received information about staff's monthly safety meetings, and online safety training from TargetSolutions. The Board also received information about safety certifications staff acquires such as confine space entry, and the Board learned about the District's written safety programs such as Injury Illness Prevention Program, heat illness prevention, fleet safety policy, respirator plan, hazard communications, etc. In October 2012, the District kicked off a new program called the "Company Nurse Program." The program is a 24/7 injury reporting system that allows employees to call and speak to a license registered nurse to obtain medical treatment advice. The nurse won't diagnose an injury over the phone, but instead, she /he will assess injuries, identify the right course of treatment and then recommend care based on treatment protocols, which will safely minimize Emergency Room utilization and reducing unnecessary medical costs. Also, this program keeps a data bank of all the facts taken from each incidents and it records and stores conversations to prevent fraud GM 2012 Performance Goals January 24, 2013 Paqe 5 of 9 CMSD received the 2012 McMurchie Excellence in Safety Award from SDRMA for zero work related incidents in the last five years. 9. Develop a Program to award employees for ideas that save District costs or improve efficiency or productivity. An example is the PRIDE program at OCSD. Complete: Developed the Reward Ideas Program and presented to the Board for approval on April 16, 2012. Two employees received $500 each for submitting the idea of enhancing the District's mainline cleaning program from once every three years to once every two years. In addition, the cleaning will be performed by using a combination of contractors and District staff. The new program will save the District over $87,000 a year. 10. The Board would like to review the Engineer's report on Sewer rate increases along with the Budget. Also please include a justification for any rate increases, no rate increase and /or why not a rate decrease. Complete: Hired HF &H to perform a sewer rate study where rates were adjusted proportionately. The study was presented to the Board during my preliminary budget proposal on April 16, 2012. The final report was presented to the Board on December 20, 2012. A proposed rate adjustment was presented to the Board to ensure equity between customer classes along with adequate revenues for operating and capital expenses. 11. The Board would like to review an estimate of the District's pension liability and a plan to eliminate it if need be. Complete: Staff hired Bartell & Associates to conduct an actuary study of the District's pension liability. The consultant presented his findings to the Board on July 26, 2012. The consultant believed that the District's unfunded pension liability is between $293,000 to $1,155,000. The Board directed staff to establish a reserve for retirement when CalPERS releases CMSD's actuary results and direct staff to reserve 50/50 from the Solid Waste and Liquid Waste funds to establish that retirement reserve. On August 20th, the Board approved delegating the District Treasurer, GM and Accounting Manager authority to request on behalf of Employer disbursements from the Other Post Employment Prefunding Plan and to certify as to the purpose for which the disbursed funds will be used. GM 2012 Performance Goals January 24, 2013 Paqe 6 of 9 12. Also prepare a benefit liability update for this year's Budget. Complete: Staff hired Bartell & Associates to conduct an actuary study of the District's Other Post - Employment Benefits (OPEB). The consultant presented his findings to the Board on July 26, 2012. The Board direct staff to prefund OPEB in an irrevocable CalPERS trust at 7% sourced from the Solid Waste and Liquid Waste funds based on the corresponding salary percentages. At 7 %, the OPEB funding status is $131,000 . 13.Summarize the various program CIP elements of the Asset Management program. Complete: Prepared a staff report describing the difference between maintenance, capital outlay, asset replacement and capital improvement projects. The report also described how each program is funded. The report was presented to the Operations Committee on October 25, 2012 and to the Board on November 15, 2012. 14. Develop a cost for the Pump station Abandonment project elements ( projects ) Complete: On April 16, 2012, a plan was presented to the Board to fully fund the Westside Pump Station Abandonment Project. In past years, the District has budgeted $250,000 to $350,000 a year to ensure enough money is readily available with the abandonment begins. Currently, the District has $1,341,600 saved for this project. The project is expected to begin in October 2016, three years from now. It is estimated that $3 million may be needed for this project, so the report recommended the District allocate $400,000 a year for the next four years that will bring the total balance to $2,941,600. 15. Present the recently amended employee pay program to the reeducated the Board. Complete: Presented to the Board the District's pay for performance program where staff's performance evaluation and eligibility for a merit salary increase is based on a scoring system and achieving the goals assigned to them. The program was presented to the Board on October 25, 2012. GM 2012 Performance Goals January 24, 2013 Page 7 of 9 16. Define the personnel development program for this year's Budget. Complete: On April 16, 2012, during the preliminary budget review, staff presented to the Board an overview of the District's personnel development program that included the following: Staff is constantly encouraged to become members of professional groups that would assist in knowledge sharing so that staffing at all levels are more self- sufficient, resourceful, creative, and autonomous. Currently, CMSD staff belongs to the following organizations: International City Managers Association, Public Agency Risk Management Association, California Special District Association, California Water Environment Association, California Clerks Association, California Society of Municipal Finance Officers, Government Finance Officers Association, and a number of other groups that assist staff at all levels. Technical training is also very encouraged and is consistently attended by staff to learn about new business practices and /or learn about applicable legislation that has an impact on the organization. Liebert Cassidy Whitmore, the firm the District contracts with for personnel related legal advice; hosts free personnel management training on a monthly basis, where supervisors are invited to attend. Staff also utilizes the TargetSolutions program administered by SDRMA to initiate and track legally required training such as sexual harassment awareness and sexual harassment training for supervisors. Other field specific organizations are also utilized for training such as WEROC, LifeCom, and online sources such as ConstructionClasses.com. Additionally, supervisors are encouraged to place a staff development and /or training goal on employee evaluations. 17. The Board would like to review a plan for regular meetings with NP Beach and the other above agencies and who you meet with. Complete: On a quarterly basis I meet with Tom Hatch, CEO from the City of Costa Mesa, David Kiff, City Manager from the City of Newport Beach and Paul Shoenberger, General Manager from Mesa Water District where the four of us will meet together to share information about recent events within our organizations. I also meet with Mark Harmon, Director of General Services from the City of Newport Beach to discuss shared services and equipment rental and I meet with Ernesto Munoz, Director of Public Services and Peter Naghavi, Deputy CEO fron the City of Costa Mesa to discuss how our two agencies can assist one another such as storm water cleanup. GM 2012 Performance Goals January 24, 2013 Page 8 of 9 18. Review OCCs work on organics recycling and understand how the District can benefit or be a part of the organic recycling opportunities. The goal is to expand organics recycling through the composting workshops, OCC or community events. Complete: On July 20, 2012, Mike Carey, Sustainability Coordinator for OCC gave the Operations Committee a presentation about the plans to expand OCC's Recycling Center. The expansion plans does include the possibility of having a public composting and/or organic recycling program. On August 1, 2012 staff met with Mr. Carey to discuss possible partnerships for the expansion project. On August 21, Mr. Carey and staff presented an update to the Operations Committee. The Coast Community College District is considering the necessity for a bond measure and are debating on offering student housing which would ultimately determine the site for the expansion. 19. Track the Davis school progress, report to the Board and public. Complete: A staff report describing the progress made by Davis Magnet School on source reduction and sustainability efforts was presented to the Board of Directors on November 15, 2102. 20. Develop case histories for the education of others on their organics recycling programs. Complete: Developed a brochure called "Organic Recycling — Success Stories" that described several successful composting stories. The three- fold brochure also shared the results of a recent composting survey and it had a list of the types of food scraps that can be composted. In addition, the brochure mention how Costa Mesa schools are recycling organics and it provided tips for parents on how to make waste free lunches. The brochure was presented and approved by the Operations Committee on September 18, 2012. 21. Continue your Professional development and career growth by attending relevant training courses offered by CSDA, CASA, ICMA and /or other professional organizations Complete: In 2012 1 attended CSDA's General Manager Leadership Summit in Napa, CSDA's annual conference in San Diego and I attended a full day seminar at Concordia University about creating high performance government in Orange County. In addition, I attended WebEOC training provided by WEROC. GM 2012 Performance Goals January 24, 2013 Paae 9 of 9 In addition to the twenty -one goals mentioned above, the Board assigned the following goal to be achieved in two years. 1. Continue focusing on reducing the SSO's caused by roots, pump stations, grease and other by being below our RWQCB average for mainline SSOs in our region within two yeas Not Complete. There are approximately 64 public sewer agencies in Santa Ana Regional Water Quality Control Board ( RWQCB) that are located in Orange, Riverside and San Bernardino Counties. In CY2012, there were 120 reported SSOs in the region, which is an average of 2 SSO's per agency. In CY2012, the District had 4 SSOs, which is doubled the Santa Ana RWQCB average. A total of 477 gallons of sewage was spilled from the four SSOs. Of the 477 gallons spilled, only 55 gallons was lost into storm drains. The District's new cleaning program that requires sewer pipes to be cleaned once every two years instead of once every three years should contribute to the decrease of SSOs in 2013. The District's goal is to have zero SSOs. Attachment B �gP SANITq 2012 ��RPpRATE�` Significant Accomplishments • Achieved an 88.9% approval rating from residents! • Video record Board of Directors meetings and upload videos on CMSD's website for public access. • Developed the Environmental Excellence Award . The following recipients received the award: k, Davis Magnet School Orange Coast College Recycling Center Goodwill of Orange County 6 CR &R Environmental Services The Waldorf School of Orange County, Class of 2016 Jose Hernandez at Mika Community Development Corp. • Created a DVD that promoted CMSD and the services provided to the community. DVD is available for viewing on CMSD's website • Completed an actuarial study of CMSD's pension and retirement health unfunded liability. • Approved prefunding Other Post - Employment Benefits (OPEB) in an irrevocable CAPERS trust. • Successfully recruited the following full -time positions. The positions are participating in the District's second tier pension program (2% @ 60) saving the District $32,600 annually. Administrative Services Manager Executive Assistant/Deputy Clerk Management Analyst ,R> Administrative Assistant �, Maintenance Worker I • Received high marks from the OC Grand Jury for the Districts website on transparency. • Implemented a Knowledge Transfer Program that extracts and captures critical District related knowledge from key positions /employees. • Implemented a contract with eCivis for searching state and federal grants. • Communicating to the public more effectively by partnering with GovDelivery, a digital communication management company. I(CM111DI W. Administration • Adopted Employee Handbook that is an accumulation of existing District personnel rules and personnel related administrative regulations. • Developed the Reward Ideas Program that enables District employees to be awarded monetarily for ideas that saves money or improves efficiencies and /or productivity. • Implemented the District's Document Management Program. • Adopted Ordinance No. 89 that gives the District the ability to abate and collect the costs for SSOs and a variety of other damaging situations that are caused by violations jof CMSD's Operations Code. • District Organizational Changes —Board approved new job classifications and positions. The following positions were reclassified: Office Manager /Clerk of the District to Executive Assistant/Deputy Clerk Office Specialist to Administrative Assistant I The following positions were added to the organization Management Assistant Management Intern (part -time and unpaid) & Maintenance Assistant (part -time) • Created the Operations Committee that combined solid waste and wastewater issues into one meeting. • Developed a prequalification program to ensure contractors are qualified to work on CMSD projects. Solid Waste • 94% of residents surveyed said they are satisfied with the quality of their trash service. • Board of Directors approved lowering trash rates from $19.95 to $19.00 a month. • Diverting over 57% of solid waste from the landfill. • Partnered with OC Refuse and Recycling and Orange Coast College for the community's first Household Hazardous Waste (HHW) Collection Event. • The HHW Collection Event attracted 381 vehicles and collected over 36,000 pounds of HHW. "'� • Expanded school programs about recycling and source reduction by implementing the following contracts with vendors: Inside the Outdoors —Waste Free Lunch seminars Environmental Resource Conservation Solutions— Vermicomposting seminars Discovery Science Center — Source reduction seminars • Enhanced the District's composting program by offering rotating minicomposters. • Expanded door -to -door household hazardous waste collections to seniors and disabled residents. • Implemented program to reduce junk mail by entering into an agreement with Catalog Choice. A E D \�I AITOEAATIC EATERRAT OEFISRIEUTOR Solid Waste (continued) • Issued eight administrative citations to people caught illegally removing recyclables. • Developed the Green Guide Brochure, a one stop booklet about recycling and source reduction programs in CMSD. • Developed a trash auditing program that can help residents reduce the volume of trash they throw away every week. • Sold 159 composters, 55 minicomposters and 41 vermicomposting bins totaling 255 bins. • Successfully increased large item collections by 886 from last year. A total of 2,093 large item collections occurred in 2012. • Conducted case histories on organic recycling programs to help residents successfully compost. Risk Management /Emergency Preparedness • Approved placing permanent emergency equipment (by -pass pumps and generators) at critical pump stations. • Performed EOC upgrades such as installing hardline phone jacks and one flat screen television. Purchased four laptops to be used in each section of the EOC. • Every District employee received first aid and CPR training. • Installed two defibrillators (one at HQ and one at the Yard). • Provided mutual aid to the City of Newport Beach for an SSO in the Balboa Peninsula. • Developed a response plan in anticipation of rotating power outages as a result of San Onofre nuclear plant being shut down. • New employee recognition program for performing job functions safely. • Developed and implemented a Respiratory Protection Program. • Conducted a Safety Perception survey among all employees to engage on the organiza- tion's safety culture and to determine areas for improvement in the Districts safety program. • Implemented a "Company Nurse" program that allows employees to call and speak to a license registered nurse to obtain medical treatment advice. Awards • District of Distinction, Special Districts Leadership Foundation • Innovative Project Award, California Special Districts Association • McMurcie Excellence in Safety Award, Special District Risk Management Authority • Certificate of Achievement for Excellence in Financial Reporting, Government Finance Officers Association of the United States and Canada. • LEED Platinum Award for District Yard, U.S. Green Building Council, Orange County Chapter. Liquid Waste (Sewers) • Adopted a plan to procure and install permanent emergency equipment (generators and /or by -pass pumps) at critical pump stations. • Board approved expanding the Residential FOG Recycling Program to be available on a yearly basis. • are applied. Conducted a sewer rate study to evaluate the equity and fairness rates z i . Successfully evaluated and assessed 1,500 feet of force mains by using new and innovative technology from PICA. —�� — • Successfully cleaned 1,500 feet of force mains (pigging) with no disruption in service. • Installed new SCADA system at all 20 pump stations. • Acquired a new sewer combination cleaning truck. • Successfully manufactured and installed down spouts at Elden and South Coast Pumping Stations that greatly reduced hydrogen sulfide levels. • Four SSOs occurred in 2012 making this year one the fewest SSOs since the District began keeping records of SSOs in 1999. • Approved revising the sewer cleaning program to clean District mainlines once every two years instead of once every three years. • Approved 203 Sewer Lateral Assistance Program applications that resulted in the reimbursement of $208,876. I• Prepared retrofit construction drawings for all 20 pump stations to meet current seismic requirements. • Successfully reduced the number of hotspot locations from 95 to 45. • Installed stainless steel enclosures at Sea Bluff and Harbor pump stations. • Successfully conducted a seminar for local plumbers describing the District's Sewer Lateral Assistance Program. • Replaced both pumps and discharge bases and installed new pipes at Sea Bluff PS • Approved a revised plan for the District's Infiltration /Inflow Program. • Developed performance measurement indicators for the maintenance division. Finance • Prepared for adoption the Budget for Fiscal Year 2012 -13 • Successfully completed the Comprehensive Annual Financial Report (CAFR) for FY Ended June 30, 2012. • Completed ten year projections of revenues and expenditures for the Solid and Liquid Waste Funds. • Complied with California Government Code Section 53065.6 requiring special dis- tricts to disclose any reimbursements exceeding $100 paid to staff and /or Board members. �1 H HDPE slip lining CMSD force main on Irvine Blvd Capital Improvements • Project #171 —Irvine Force Main Rehabilitation Project, HDPE slip lined 3,000 feet. Cost: $322,850 • Project #190— Canyon Force Main Rehabilitation Project, installed 545 feet of cured -in - place -pipe (CIPP). Cost: $123,813 • Project #191— Relining Santa Ana and 23rd Street force mains. Cost: $753,391 • Project #192— System Wide Sewer Construction Phase II— Repaired 73 line seg- ments. Cost: $207,707 • Project #193— Pumping Station Seismic Retrofit— Designs are complete • Project #I 95—Front Lobby Expansion Project — Successfully expanded the front lobby to improve employee safety. Cost: $141, 154. Good Media Coverage • The District's Paperless Agenda Program, CSDA Magazine • Survey: Sanitary District customers like their service, Daily Pilot, May 24, 2012 • Costa Mesa nabs gold in online transparency, Daily Pilot, June 23, 2012 • New install method saves Costa Mesa Sanitary District more than $700,000, Daily Pilot, July 7, 2012. • Costa Mesa Sanitary District wins three awards, Daily Pilot, September 28, 2012 • KOCI Radio interview regarding HHW collection event at OCC, November 2, 2012 • Channel 24 Residential FOG Recycling Program —a video made about the program was aired on the City of Costa Mesa's local television Channel 24. Mission Statement "Protecting our community's health and the environment by providing solid waste and sewer collection services."