2015_04_23_board
Costa Mesa Sanitary District
... an Independent Special District
AGENDA
Michael Scheafer
President
Arthur Perry
Vice President
Robert Ooten
Secretary
Arlene Schafer
Assistant Secretary
James Ferryman
Director
Public Comments. Any member of the public may address the Board. Speakers on
agenda items should identify themselves to the Deputy Clerk before the meeting so that
their input can be provided at the time the item is considered. Speakers on non-agenda
items will be heard under Public Comments. Pursuant to State law, the Board may not
discuss or take action on non-agenda items except under special circumstances.
Speakers must limit their remarks to three minutes or as decided upon by the Presiding
Officer. The Presiding Officer reserves the right to declare any speaker out of order.
Obtaining Agenda Materials: The public is entitled to copies of all documents that
are made part of the agenda packet. If any document or other writing pertaining to an
agenda item is distributed to all or a majority of the Board after the packet is prepared,
a copy of that writing may be obtained at the District offices at 628 W. 19th Street,
Costa Mesa, California. The Deputy Clerk of the District may be contacted at (949)
645-8400.
In Compliance with ADA: Contact Noelani Middenway, (949) 645-8400, 48 hours prior
to meeting if assistance is needed (28 CFR 35.102.35.104 ADA Title II).
Regular Meeting - Thursday, April 23, 2015
I. CALL TO ORDER
II. PLEDGE OF ALLEGIANCE
III. INVOCATION
IV. 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.)
V. Ceremonial Matters and Presentations
VI. Announcement of Late Communications
NOTE: Unless directed otherwise by the Board of Directors, all actions shall be
based on/memorialized by the latest document submitted as a late communication.
VII. PUBLIC COMMENTS
This time has been set aside for persons in the audience to make comments on
items within the subject matter jurisdiction of the Costa Mesa Sanitary District that
are not listed on this agenda. Members of the public will have the opportunity to
address the Board of Directors about all other items on this agenda at the time
those items are considered. Under the provisions of the Brown Act, the Board of
Directors is prohibited from taking action on oral requests but may refer the matter
to staff or to a subsequent meeting. The Board of Directors will respond after
public comment has been received. Please state your name. Each speaker will
be limited to four (4) continuous minutes.
VIII. CONSENT CALENDAR
All matters listed on the consent calendar are considered to be routine and may be
acted upon by one motion after public comment has been received. Only Board of
Directors may pull an item for discussion. Reading of resolutions is waived and
they will be adopted and numbered. Now is the time for those in the audience who
wish to speak to items listed on the consent calendar. Each speaker will be limited
to four (4) continuous minutes of comment on the consent calendar as a whole.
1. Board of Directors Regular Meeting Minutes of March 26, 2015
Recommendation: That the Board of Directors approve and file.
2. Board of Directors Study Session Meeting Minutes of March 10, 2015
Recommendation: That the Board of Directors approve and file.
3. Occupancy Report and Payment to CR&R Environmental Services
Recommendation: That the Board of Directors:
1. Accepts the occupancy count as presented using 21,806 as the correct
number of active units.
2. Direct staff to prepare a warrant to CR&R Environmental Services in the
amount of $194,191.15 to be ratified in the April 2015 warrant list, for March
2015 collection.
4. Contract Payment to CR&R Environmental Services for Recycling & Disposal
Services
Recommendation: That the Board of Directors approves payment to CR&R
Environmental Services for recycling and disposal services for the month of
March 2015.
5. Adoption of Warrant Resolution No.CMSD 2015-10 Approving District Warrant
Registers
Recommendation: That the Board of Directors adopt Warrant Resolution No.
CMSD 2015-10 approving District warrants for the Month of March 2015 in the
amount of $453,630.85.
6. Directors' Compensation and Reimbursement of Expenses
Recommendation: That the Board of Directors approves Directors’
compensation and reimbursement of expenses for the month of March 2015.
7. Sewer Lateral Assistance Program (SLAP) Update
Recommendation: That the Board of Directors approve and file.
------------------------------- END OF CONSENT CALENDAR-------------------------------
IX. PUBLIC HEARINGS
X. GENERAL MANAGER
8. Website and Webhosting Update
Recommendation: That the Board of Directors receive and file this report.
9. Proposed Sewer Lateral Assistance Program (SLAP) FY 2015-16
Recommendation: That the Board of Directors approves the parameters shown
below for the SLAP program for the fiscal year beginning July 1, 2015:
1. Change the maximum amount of reimbursement to $1,000.
2. Reaffirm the requirement for participation of one application once every five years
up to the approved reimbursement amount at the time of application.
3. Direct staff not to accept any SLAP applications once the $200,000 of SLAP
funding is expended for the 2015-2016 fiscal year.
10. FY 2014-15 Budget Review - Third Quarter
Recommendation: That the Board of Directors receive and file the report.
11. FY 2015-20 Strategic Plan Draft Review
Recommendation: That the Board of Directors review and discuss the FY 2015
-20 Draft Strategic Plan and give direction to staff.
XI. ENGINEER'S REPORTS
12. Project Status Report
Recommendation: That the Board of Directors receive and file the report.
13. Project #204 Sewer Manhole Surface Repair Program - Phase I - Acceptance
of Improvements
Recommendation: That the Board of Directors approves the following action:
1. Accept improvements as completed and file a Notice of Completion.
2. Authorize payment of 5% retention 35 days after Notice of Completion is
recorded.
3. Exonerate Labor and Material Bond after Notice of Completion is recorded
and exonerate Faithful Performance Bond one year of Notice of Completion is
recorded.
XII. TREASURER'S REPORTS
14. Investment Report for the Month of March 2015
Recommendation: That the Board of Directors approves the Investment Report
for the month March 2015.
XIII. ATTORNEY'S REPORTS
15. General Manager's Agreement - Fifth Amendment
Recommendation: That the Board of Director's approve the General Manager's
Fifth Amendment of his agreement.
XIV. LOCAL MEETINGS
In accordance with AB 1234 (Gov. Code 53232.3), a report is required to be given
by a Director for any meeting for which expense reimbursement of any kind is
provided. Note: For meetings for which the per diem compensation is sought, the
Operations Code provides that such compensation is authorized for each day's
service rendered as a Director at the request of the Board (not to exceed six days
in one month), and certain meetings are specified as being eligible as set forth in
District Operations Code 3.01.030. For meetings not so listed, the Board must
approve the service for it to be eligible for the per day compensation.)
A. Orange County Sanitation District (OCSD) - (Director Ferryman)
Recommendation: That the Board of Directors accepts oral report.
B. Santa Ana River Flood Protection Agency (SARFPA) - (Vice President Perry)
Recommendation: That the Board of Directors accepts oral report.
C. Independent Special Districts of Orange County (ISDOC) - (President
Scheafer)
Recommendation: That the Board of Directors accepts oral report.
D. California Special Districts Association (CSDA) - (Assistant Secretary Schafer)
Recommendation: That the Board of Directors accepts oral report.
E. Special District Risk Management Authority (SDRMA) - (President Scheafer)
Recommendation: That the Board of Directors accepts oral report.
F. Other Meetings Qualifying for Reimbursement under CMSD Ordinance No.
55, Operations Code Section 3.01.030
Recommendation: That the Board of Directors accepts oral report.
XV. OLD BUSINESS
16. ADJOURN TO CLOSED SESSION
Discuss litigation with legal counsel pursuant to Government Code Section
54956.9:
(a) In In regards to existing/anticipated litigation entitled Costa Mesa Sanitary
District – Santa Ana Regional Water Quality Control Board Complaint No. R8-
2014-0017.
(b) Anticipated litigation – significant exposure to litigation pursuant to
Government Code 5456.9(d)(2),(e)(1) [Number of potential cases: 1]
17. RECONVENE TO OPEN SESSION
XVI. NEW BUSINESS
XVII. ORAL COMMUNICATIONS AND DIRECTOR COMMENTS
XVIII. ADJOURNMENT
Costa Mesa Sanitary District
... an Independent Special District
Board of Directors Regular Meeting Minutes of March 26, 2015
Item Number: 1.
Recommendation/Notes:
Recommendation: That the Board of Directors approve and file.
ATTACHMENTS:
Description Type
Minutes - Regular Meeting 2015-03-26 Backup Material
COSTA MESA SANITARY DISTRICT
MINUTES OF BOARD OF DIRECTORS REGULAR MEETING
MARCH 26, 2015
______________________________________________________________________
CALL TO ORDER
The Board of Directors of the Costa Mesa
Sanitary District met in regular session on
March 26, 2015 at 5:30P.M. at 628 W. 19th
Street, Costa Mesa.
PLEDGE OF
ALLEGIANCE
INVOCATION
ROLL CALL
DIRECTORS PRESENT:
DIRECTORS ABSENT:
President Scheafer led the Pledge of
Allegiance.
Vice President Perry led the Invocation.
Michael Scheafer, Arthur Perry, Robert
Ooten, Arlene Schafer, James Ferryman
None
STAFF PRESENT: Scott Carroll, General Manager; Alan Burns,
District Counsel; Robin Hamers, District
Engineer; Wendy Davis, Finance Manager;
Jacque Rogers, Assistant to the District
Treasurer; Javier Ochiqui, Management
Analyst; Noelani Middenway, District Clerk
OTHERS PRESENT:
Lawrence Jones, CR&R; Bradley Zint, Daily
Pilot; Kevin Nelson, Former Resident; Jay
Humphrey, Resident; Erik Meister, Resident;
Cindy Black, Resident
CEREMONIAL MATTERS AND PRESENTATIONS – The Board of Directors recognized
Maintenance Supervisor, Steve Cano, for being awarded Supervisor of the Year from
the Santa Ana River Basin Section (SARBS) of the California Water Environment
Association (CWEA).
ANNOUNCEMENT OF LATE COMMUNICATIONS - General Manager Carroll indicated he
received late communications from Mr. Jim Mosher and provided a copy of Mr.
COSTA MESA SANITARY DISTRICT PAGE 2
MINUTES OF THE BOARD OF DIRECTORS REGULAR MEETING
HELD MARCH 26, 2015
______________________________________________________________________
Mosher’s email along with Mr. Carroll’s response to the Board.
PUBLIC COMMENTS – President Scheafer invited members of the public to address the
Board. Seeing none, he closed public comments.
CONSENT CALENDAR
1. Board of Directors Study Session
Meeting Minutes of February 10,
2015
2. Board of Directors Regular Meeting
Minutes of February 26, 2015.
3. Occupancy report and payment to
CR&R Environmental Services
4. Contract Payment to CR&R
Environmental Services for
Recycling and Disposal Services
5. Adoption of a Warrant Resolution
No. CMSD 2015-09 Approving
District Warrant Registers
6. Directors’ Compensation and
Reimbursement of Expenses
7. Sewer Lateral Assistance Program
(SLAP) Update
8. Investment Report
9. Adoption of Resolution No. 2015-
859 Ordering that Publication of
Ordinance No. 104 has occurred
The Board of Directors Study Session
Meeting Minutes of February 10, 2015 was
approved as presented.
The Board of Directors Regular Meeting
Minutes of February 26, 2015, was
approved as presented.
The occupancy report and payment to
CR&R Environmental Services for the
month of February 2015 in the amount of
$194,1012.10 was approved as presented.
The Board of Directors approved payment
to CR&R Environmental Services for
recycling and disposal services for the
month of February 2015.
The Board of Directors approved adoption
of Warrant Resolution No. CMSD 2015-09
Approving District Warrant Registers for
the month of February 2015 in the amount
of $734,344.43.
This item was pulled for discussion.
The Board of Directors approved the SLAP
report as presented.
The Board of Directors approved the
investment report for the month of
February 2015 as presented.
The Board of Directors adopted Resolution
No. 2015-859 as presented.
COSTA MESA SANITARY DISTRICT PAGE 3
MINUTES OF THE BOARD OF DIRECTORS REGULAR MEETING
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______________________________________________________________________
END OF CONSENT CALENDAR
Assistant Secretary Schafer made a motion to approve the consent calendar as
presented with the exception of Item 6. Vice President Perry seconded the motion,
which carried unanimously.
Regarding Item 6, General Manager Carroll indicated that Secretary Ooten’s expense
reimbursement report was inadvertently not scanned into the agenda packet at the time
of posting and that a copy of the missing page was made available to the public.
Assistant Secretary Schafer made a motion to approve Item 6. Vice President Perry
seconded the motion, which carried unanimously.
PUBLIC HEARINGS - None
GENERAL MANAGER’S REPORTS
10. Cooperative Agreement with Orange County Sanitation District and City of
Newport Beach for the Construction of the Southwest Costa Mesa Trunk
Sewer Project OCSD Project Number 6-19 CMSD Project Number 101
Recommendation: That the Board of Directors approves the Cooperative
Agreement and authorizes the General Manager to sign said Agreement.
General Manager Carroll introduced the item and noted that the proposed contract
identifies the responsibilities of all parties involved. Mr. Carroll indicated that he had
received written public comments opposing the project and addressed concerns of the
project lasting two years. He clarified that the entire project would take two years and
that no particular area would be impacted for the entire two year timeframe and that the
project may cause a temporary inconvenience in the neighborhood for possibly two to
three weeks. Mr. Carroll suggested holding town hall meetings to further discuss the
construction impacts of the project.
Robin Hamers, District Engineer, discussed the current frequency of staff maintaining
the pump station and the overall reduction of future maintenance being reduced to zero
once the pump stations are abandoned.
Discussion followed regarding the abandonment of the President pump station and the
alleviation of the risk of overflow.
President Scheafer opened public comments.
There were four public speakers who spoke in opposition of the project addressing
concerns of disruption to the environment and the neighborhoods where construction
would take place.
COSTA MESA SANITARY DISTRICT PAGE 4
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District Engineer Hamers addressed the current maintenance of West Bluff pump
station and provided details of how the abandonment of the pump station would improve
the neighborhood.
Discussion followed regarding the difference in cost for alternative methods of project
construction.
President Scheafer noted that the proposed project is not to enhance a future
development.
District Engineer Hamers concurred with President Scheafer and noted that the
abandonment of the pump stations is to avoid future extensive sewer system
maintenance.
Discussion followed regarding impacts of pump station failure and the District’s mission
to protect the community and the environment from sewer overflows.
Secretary Ooten recommended holding town hall meetings to educate the public on the
impacts of the project.
Director Ferryman made a motion to approve the item. Vice President Perry seconded
the motion, which carried unanimously.
11. Shared Service Program with Orange County Sanitation District (OCSD) –
Human Resources & Risk Management
Recommendation: That the Board of Directors approves the Agreement and
authorizes the General Manager to sign said Agreement.
General Manager Carroll indicated that the proposed contract is an extension of the
existing agreement to end on June 30.
Secretary Ooten made a motion to approve the item. Assistant Secretary Schafer
seconded the motion.
Vice President Perry questioned if someone would be in place to assume the duties
upon the end of the agreement. General Manager Carroll confirmed that a staff member
has been mentoring under the Interim Administrative Services Manager and the
purpose for the contract extension request is to allow for staff to transition into the
position upon the end of the contract.
There were no additional questions or comments and the motion carried unanimously.
12. Close Capital Improvement Projects and Appropriate and Transfer Funds
Recommendation: That the Board of Directors approves closing capital
improvement projects that are complete and appropriate and transfer funds
COSTA MESA SANITARY DISTRICT PAGE 5
MINUTES OF THE BOARD OF DIRECTORS REGULAR MEETING
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______________________________________________________________________
to existing capital improvement projects.
Wendy Davis, Finance Manager, requested that the Board of Directors close
approximately five capital improvement projects and reallocation of the money be
transferred to four other projects, $100,000 in the construction fund be transferred to the
sewer fund and appropriated for use for Project #101 West Side Pump Station
Abandonment.
Secretary Ooten made a motion to approve the recommendation. Vice President Perry
seconded the motion, which carried unanimously.
13. City of Costa Mesa Invoice for Raised Manholes
Recommendation: That the Board of Directors approves paying the City of
Costa Mesa $168,211 for raising 446 manholes from 2011 through 2013.
General Manager Carroll provided details of the invoice from the City for raising 446
manholes, noted that he had spoken with city staff regarding the issue and
recommended paying the city $168,211.
Director Ferryman made a motion to approve the recommendation. Secretary
Ooten seconded the motion, which carried unanimously.
14. CMSD Contribution Program
Recommendation: That the Board of Directors consider approving the
attached applications from the Costa Mesa Newport Lions Club and the
Estancia & TeWinkle Schools Foundation.
General Manager Carroll discussed the receipt of an application from the Costa
Mesa Newport Lions Club requesting use of three portable generators for its annual
fish fry in exchange for the District to have a booth at the event to conduct public
outreach, as well as providing recycling containers for the event. Mr. Carroll also
discussed the receipt of an application from the Estancia & TeWinkle Schools
Foundation requesting sponsorship for its annual gala, however the event date
would not allow sufficient time for the District to be included in its program and
advertising.
Assistant Secretary made a motion to approve the loaning of portable generators to
the Costa Mesa Newport Lions Club for its annual fish fry. Secretary Ooten
seconded the motion, which carried unanimously.
15. Salary Survey Comparator Agencies
Recommendation: That the Board of Directors receive and file the report.
COSTA MESA SANITARY DISTRICT PAGE 6
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______________________________________________________________________
General Manager Carroll provided details of the salary survey comparator agencies
and noted that all comparator agencies were within Orange County and were a mix
of six special districts and six cities.
Discussion followed regarding the criteria of how the comparator agencies were
selected.
General Manager Carroll noted that the completed class and compensation study
should be completed by the beginning of May 2015.
The report was received and filed.
16. Approve Purchase Order with VacAll to Manufacture and Purchase One 6-
Cubic Yard Combination Sewer Cleaning Truck
Recommendation: That the Board of Directors:
1. Approve the Purchase Order with VacAll to manufacture and
purchase one 6-cubic yard combination sewer cleaning truck for
$329,618.22; and
2. Approve appropriating $330,000 from the Liquid Waste Retained
Earning to the Capital Outlay Fund.
General Manager Carroll provided details on how VacAll was selected for
recommending approval of a purchase order to manufacture and purchase one 6-
cubic yard combination sewer cleaning truck and noted that the District
piggybacked on the National Joint Powers Alliance bidding process.
Discussion followed regarding the recruitment of the two maintenance workers and
the timeline for payment of the sewer cleaning truck.
Assistant Secretary Schafer made a motion to approve the recommendation.
Secretary Ooten seconded the motion, which carried unanimously.
ENGINEER’S REPORTS
17. Project Status Report
Recommendation: That the Board of Directors receive and file the report.
Secretary Ooten requested to remove the closed capital improvement projects from
the project status report.
TREASURER’S REPORTS - None
ATTORNEY’S REPORTS - None
COSTA MESA SANITARY DISTRICT PAGE 7
MINUTES OF THE BOARD OF DIRECTORS REGULAR MEETING
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______________________________________________________________________
LOCAL MEETINGS
A. Orange County Sanitation District (OCSD) – (Director Ferryman)
Recommendation: That the Board of Directors accepts oral report.
Director Ferryman reported that OCSD received a distinguished budget
presentation award from the Government Finance Officers Association and
discussed the hydrogen fueling station.
B. Santa Ana River Flood Protection Agency (SARFPA) – (Vice President
Perry) Recommendation: That the Board of Directors accepts oral report.
Vice President Perry reported on a presentation from the Santa Ana River
Protection Agency regarding upcoming projects and discussed the Westminster
water shed study.
Director Ferryman reported on his tour of the Seven Oaks dam.
C. Independent Special Districts of Orange County (ISDOC) – (President
Scheafer)
Recommendation: That the Board of Directors accepts oral report.
President Scheafer reported on CSDA elections, strategic plan meetings, municipal
service reviews, and his participation on an Ad Hoc committee to develop bylaw
changes.
D. California Special Districts Association (CSDA) - (Assistant Secretary Schafer)
Recommendation: That the Board of Directors accepts oral report.
E. Special District Risk Management Authority (SDRMA) – (President Scheafer)
Recommendation: That the Board of Directors accepts oral report.
President Scheafer reported on his attendance with General Manager Carroll of the
Risk Management Days in Sacramento.
F. Other Meetings Qualifying for Reimbursement under CMSD Ordinance No.
55, Operations Code Section 3.01.030
Recommendation: That the Board of Directors accepts oral report.
Secretary Ooten reported on his attendance of the Water Advisory Committee of
Orange County (WACO) meeting, OCSD Operations Committee meeting, and Organics
Committee meeting.
COSTA MESA SANITARY DISTRICT PAGE 8
MINUTES OF THE BOARD OF DIRECTORS REGULAR MEETING
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______________________________________________________________________
Assistant Secretary Schafer reported on her attendance of the WACO, Local Agency
Formation Commission (LAFCO), and ISDOC meetings and noted that she has been
appointed to the City of Costa Mesa Special Olympics World Games Committee and
indicated that she would like to provide District promotional items in the giveaway bags.
OLD BUSINESS – None
NEW BUSINESS
18. General Manager 2015 Performance Goals
Recommendation: That the Board of Directors approves the General
Manager’s 2015 Performance Goals.
President Scheafer reported that he met with General Manager Carroll and, with the
input the Board provided, developed goals with quantifiable deadlines and indicated that
he would meet with Mr. Carroll on a quarterly basis for a goal status update.
Discussion followed regarding goal completion timeline for CCTVing the entire sewer
line, and ensuring funds to achieve the identified goals.
Secretary Ooten suggested developing criteria for the new District headquarters.
District Engineer Hamers suggested a change in the language of goal number seven to
complete plans for CCTVing.
Assistant Secretary Schafer made a motion to approve the recommendation. Director
Ferryman seconded the motion, which carried unanimously.
ORAL COMMUNICATIONS AND DIRECTOR COMMENTS
President Scheafer adjourned the regular meeting and convened the special meeting
regarding the acquisition of real property located at 1650 Adams Avenue, Costa Mesa
and at 1007 Brioso Drive, Costa Mesa at 6:58 P.M.
President Scheafer adjourned the special meeting and reconvened to open session at
7:20 P.M.
ADJOURN TO CLOSED SESSION – President Scheafer adjourned to closed session at 7:20
P.M.
19. Public Employee Performance Evaluation (Gov. Code §54957) - Title: General
Manager
Conference with Labor Negotiator (Gov. Code §54957.6)
Agency Negotiator: President Scheafer
COSTA MESA SANITARY DISTRICT PAGE 9
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______________________________________________________________________
Unrepresented Employee: General Manager
All others exited the meeting with the exception of the Board of Directors and District
Counsel Burns.
RECONVENE TO OPEN SESSION – President Scheafer reconvened to open session at
7:30P.M. and reported out that the Board of Directors have directed him to negotiate
with the General Manager.
ADJOURNMENT
There being no further business to come before the Board, President Scheafer
adjourned the meeting at 7:30 P.M.
_________________________ _________________________
Robert Ooten Michael Scheafer
Secretary President
Costa Mesa Sanitary District
... an Independent Special District
Board of Directors Study Session Meeting Minutes of March 10, 2015
Item Number: 2.
Recommendation/Notes:
Recommendation: That the Board of Directors approve and file.
ATTACHMENTS:
Description Type
Minutes - Study Session 2014-03-10 Backup Material
COSTA MESA SANITARY DISTRICT
MINUTES OF BOARD OF DIRECTORS STUDY SESSION
MARCH 10, 2015
______________________________________________________________________
CALL TO ORDER
The Board of Directors of the Costa Mesa
Sanitary District met in study session on
March 10, 2015 at 9:30 A.M. at 628 W. 19th
Street, Costa Mesa.
ROLL CALL
DIRECTORS PRESENT:
DIRECTORS ABSENT:
Arthur Perry, Robert Ooten, Arlene Schafer,
James Ferryman
Michael Scheafer
STAFF PRESENT: Scott Carroll, General Manager; Robin
Hamers, District Engineer; Wendy Davis,
Finance Manager; Noelani Middenway,
District Clerk; Ed Roberts, Ordinance
Enforcement Officer; Steve Cano,
Maintenance Supervisor; Elizabeth Pham,
Management Assistant
OTHERS PRESENT:
Dean Ruffridge, CR&R; Lawrence Jones,
CR&R; Jim Mosher, Resident
PUBLIC COMMENT - None
ITEMS OF STUDY
1. Recycling & Waste Diversion Reports – February 2015
Recommendation: That the Board of Directors receive and file the report.
Secretary Ooten commented on the increase in reported tonnage and questioned
what was causing the rise. Staff was directed to look into it and report back.
2. Ordinance Enforcement Officer Report – February 2015
Recommendation: That the Board of Directors receive and file the report
COSTA MESA SANITARY DISTRICT PAGE 2
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______________________________________________________________________
Ed Roberts, Ordinance Enforcement Officer, provided report details regarding
scavenging activity and trash cart enforcement for the month of February.
3. Organics Ad Hoc Committee Update – Oral Report
Recommendation: That the Board of Directors receive an oral report from
Secretary Ooten.
Secretary Ooten reported on viewing the District’s Organics “how to” video,
discussed anticipated participation in the organics recycling program, the
differences between compostable and biodegradable bags, and details of the Solid
Waste Association of North America (SWANA) organics conference.
4. Buy-Back Recycling Centers
Recommendation: That the Board of Directors receive and file the report.
Elizabeth Pham, Management Assistant, provided report details on closures of
recycling facilities in the area and identified various recycling centers within 10
miles of the District.
5. Organics Recycling Program “How To” Video
Recommendation: That the Board of Directors view said video and provide
comments.
The Board of Directors viewed the “how to” video and discussed the disposal of
grease and animal waste in the organics carts. The Board of Directors directed
staff to proceed with publicizing the “how to” video.
6. Proposed Ordinance Requiring All Private Sewer Pump Stations Install
Monitoring and Alarm Systems
Recommendation: That the Board of Directors provide feedback for drafting
such an ordinance.
General Manager Carroll requested direction from the Board on what to include in the
proposed ordinance and expressed concern regarding affordability of an alarm system,
who will be responsible for administration of citations and enforcement.
Discussion followed regarding private pump station failures and identifying which private
pump stations currently have monitoring and alarm systems and adding a the
requirement for new private pump stations.
District Engineer Hamers did not feel that an ordinance would be necessary and that
notifying the pump owner of the District’s monitoring and alarm requirements would be
sufficient.
The Board of Directors directed staff to bring back a written policy identifying the
COSTA MESA SANITARY DISTRICT PAGE 3
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______________________________________________________________________
District’s monitoring and alarm system requirements and to inspect the existing private
pump stations to identify which pumps have an appropriate monitoring and alarm
system.
7. Affordable Care Act (ACA) “Cadillac Tax”
Recommendation: That the Board of Directors receive and file the report.
Denise Martinez, Interim Administrative Services Manager, provided a presentation on
the Affordable Care Act, gave details of the Cadillac Tax and noted that the District
would be required to comply with the Cadillac Tax plans in 2018. She indicated that staff
will provide future updates on the matter.
8. Solid Waste Association of North America (SWANA): Organics Collection
Training Course – Oral Report
Recommendation: That the Board of Directors receive and file the report.
Javier Ochiqui, Management Analyst, reported on his attendance of the SWANA
organics collection training course in Long Beach and discussed agencies creating
compostable facilities, developing organics recycling plans, and the importance of
continued public education outreach.
9. Future Study Session Items
Recommendation: That the Board of Directors provide staff with direction
on items to be placed on future study session agendas.
Director Ferryman requested to discuss health savings accounts.
Director Schafer exited the meeting at 10:25 A.M.
Ms. Martinez indicated that the District currently offers a retirement health savings
account.
Secretary Ooten requested to discuss what is causing the increase in tonnage rates.
ORAL COMMUNICATIONS - None
ADJOURNMENT
There being no further business to come before the Board, President Scheafer
adjourned the meeting at 10:30 A.M.
_________________________ _________________________
Robert Ooten Michael Scheafer
Secretary President
Costa Mesa Sanitary District
... an Independent Special District
Occupancy Report and Payment to CR&R Environmental Services
Item Number: 3.
Recommendation/Notes:
Recommendation: That the Board of Directors:
1. Accepts the occupancy count as presented using 21,806 as the correct number of
active units.
2. Direct staff to prepare a warrant to CR&R Environmental Services in the amount of
$194,191.15 to be ratified in the April 2015 warrant list, for March 2015 collection.
ATTACHMENTS:
Description Type
Occupancy Report Cover Memo
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: Javier Ochiqui, Management Analyst
Date: April 23, 2015
Subject: OCCUPANCY REPORT AND PAYMENT TO CR&R ENVIRONMENTAL
SERVICES
Summary
The total occupancy count for March 2015 billing is 21,806, with ten accounts added
since the last billing period.
Staff Recommendation
Staff recommends the following: 1. The Board of Directors accepts the occupancy count as presented using
21,806 as the correct number of active units.
2. The Board of Directors directs staff to prepare a warrant to CR&R Environmental Services for March 2015 collection based on this occupancy report so long as the contractor fulfills the obligations of the
agreement. Said payment in the amount of $194,191.15 to be ratified in
the April 2015 warrant list.
Calculation based on current rate: 21,806 X $8.9054 = $194,191.15
Costa Mesa Sanitary District
Occupancy Report
March 2015
Total Accounts 21,806
35 gallon carts 627
60 gallon carts 29002
90 gallon carts 14848
Total Carts 44,477
Cart Delivery Information/Start Standard Service Service Address Date Delivered
131 TRIBECA WAY 714 0 3/24/2015 60 GAL BARREL DELIVERY
305 SHADOW BAY DR 714 0 3/24/2015 60 GAL BARREL DELIVERY
2226 PACIFIC AVE #E 714 0 3/23/2015 60 GAL BARREL DELIVERY
1533 MAXWELL WAY 714 0 3/18/2015 60 GAL BARREL DELIVERY
337 ANDERSON LN 0 0 3/4/2015 60 GAL BARREL DELIVERY
160 E 19TH ST A 714 0 3/4/2015 60 GAL BARREL DELIVERY
129 TRIBECA WAY 714 0 3/2/2015 60 GAL BARREL DELIVERY
2741 MENDOZA DR 0 3/5/2015 90 GAL BARREL DELIVERY
2657 ELDEN AVE 0 3/23/2015 90 GAL BARREL DELIVERY
3003 COOLIDGE AVE 0 3/4/2015 90 GAL BARREL DELIVERY
Data Base / Account Update
Account Name Service Address Date Adjusted Account
Telephone #
Telephone #
Costa Mesa Sanitary District
... an Independent Special District
Contract Payment to CR&R Environmental Services for Recycling & Disposal
Services
Item Number: 4.
Recommendation/Notes:
Recommendation: That the Board of Directors approves payment to CR&R Environmental
Services for recycling and disposal services for the month of March 2015.
ATTACHMENTS:
Description Type
Contract Payment to CR&R Cover Memo
Costa Mesa Sanitary District
... an Independent Special District
Adoption of Warrant Resolution No.CMSD 2015-10 Approving District Warrant
Registers
Item Number: 5.
Recommendation/Notes:
Recommendation: That the Board of Directors adopt Warrant Resolution No. CMSD 2015-
10 approving District warrants for the Month of March 2015 in the amount of $453,630.85.
ATTACHMENTS:
Description Type
Warrant Resolution No. CMSD 2015-10 Cover Memo
COSTA MESA SANITARY DISTRICT
Warrant Resolution No. CMSD 2015-10
A RESOLUTION OF THE COSTA MESA SANITARY DISTRICT
RATIFYING THE PAYMENT OF CERTAIN CLAIMS AND DEMANDS, AND
SPECIFYING THE FUNDS OUT OF WHICH THE SAME WERE PAID.
THE BOARD OF DIRECTORS OF THE COSTA MESA SANITARY DISTRICT
DOES HEREBY ORDER AND RESOLVE AS FOLLOWS:
Section 1. That the attached claims and demands totaling $453,630.85 have been audited as required by law and that the same were paid out of respective funds as
hereinafter set forth.
Section 2. That the Clerk of the District shall certify to the adoption of this
Resolution and shall retain a certified copy thereof in his own records.
PASSED AND ADOPTED this 23rd day of April 2015.
ATTEST:
Secretary President
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) ss
COSTA MESA SANITARY DISTRICT )
I, Noelani Middenway, District Clerk of the Costa Mesa Sanitary District, hereby certify that the foregoing Warrant Resolution No. CMSD 2015-10 was duly adopted by the Costa Mesa Sanitary District at a regular meeting held on the 23rd day of April 2015.
AYES:
NOES:
ABSENT:
ABSTAIN:
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the Seal of
the Costa Mesa Sanitary District on this 23rd day of April 2015.
District Clerk of the Costa Mesa Sanitary District
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Costa Mesa Sanitary District
... an Independent Special District
Directors' Compensation and Reimbursement of Expenses
Item Number: 6.
Recommendation/Notes:
Recommendation: That the Board of Directors approves Directors’ compensation and
reimbursement of expenses for the month of March 2015.
ATTACHMENTS:
Description Type
Directors Compensation & Expense Reimbursement Backup Material
Costa Mesa Sanitary District
... an Independent Special District
Sewer Lateral Assistance Program (SLAP) Update
Item Number: 7.
Recommendation/Notes:
Recommendation: That the Board of Directors approve and file.
ATTACHMENTS:
Description Type
SLAP Update Cover Memo
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: Wendy H. Davis, Finance Manager
Date: April 23, 2015
Subject: Sewer Lateral Assistance Program (SLAP) Update
Summary
The following is a summary of the Sewer Lateral Assistance Program (SLAP) activity
for the 2014-2015 fiscal year as of March 31, 2015:
Staff Recommendation That the Board of Directors approve and file this report.
Costa Mesa Sanitary District
... an Independent Special District
Website and Webhosting Update
Item Number: 8.
Recommendation/Notes:
Recommendation: That the Board of Directors receive and file this report.
ATTACHMENTS:
Description Type
Website & Web Hosting Update Cover Memo
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: Elizabeth Pham, Management Assistant
Date: April 23, 2015
Subject: Website and Webhosting Update
Summary
The District website is used to inform the public of general information, notices,
events, and solid waste and sewer programs. As of recently, staff has encountered
several webhosting errors with its current provider, Hostgator. These errors include
database server failures, security issues, and accessibility delays. Staff is reporting on
preventative measures to ensure the District website remains accessible to the public.
Staff Recommendation
That the Board of Directors receive and file this report.
Analysis
As the pace of technology progreses, it is prudent to develop a plan to protect the
District from web vulnerabilities in order for all systems to remain current, accessible
and to reduce the risks of web-related failures.
With recent errors concerning Hostgator, staff has researched alternative hosting
sites. Siteground webhosting provides premium support, speed and security for the
District website. In addition, Siteground can support the District’s content management
system, Joomla. Recent upgrades to Joomla were not being supported by Hostgator,
which made the District website vulnerable to bugs, spam and other security threats.
Staff has scheduled the webhosting migration to occur on Friday, April 25, 2015 during
off-peak hours. During the migration process, the website will remain accessible to the
Board of Directors April 23, 2015
Page 2 of 3
public (supported by Hostgator). Siteground will go live once staff has optimized the
site, updated the Joomla template, and connected to the domain server.
In an added measure to prevent future disruptions, staff has registered for Siteuptime
services. Siteuptime provides advanced remote monitoring services for websites. In
the event that the website is down, Siteuptime will notify staff instantly via email of any
problems encountered. Services also include detailed statistics about the website’s
availability and response times, allowing staff to track and monitor how often the
website is down. Monitoring intervals will occur every 30 to 60 minutes. Each
monitoring location, operating independently and time-synchronized, tests the website
and reports the results to a central database. Before alerting staff of a problem, the
software verifies the error with multiple stations. Therefore, staff is notified about
problems that can be resolved and not about isolated Internet outages.
Strategic Plan Element & Goal
This item complies with the District’s core values, which states:
“Transparency: We believe in an open government where information and
documents are easily accessible to the public.”
“Technology: Striving to utilize advanced technology in meeting our goals.”
This item also complies with the objective and strategy of Strategic Element 4.0, Community Outreach & Communications, which states:
“Objective: Our objective is to inform and establish beneficial relations with the
community.”
“Strategy: We will do this by providing a high level of customer service internally and
through the careful management of service providers. We will provide information to
and seek feedback from our customers about our programs, services and
accomplishments through modern technologies, the media and direct interactions with
our customers.”
Legal Review
Not applicable
Environmental Review This report is an administrative matter, and an administrative matter is not a
disturbance of the environment similar to grading or construction and is not a project
under CEQA or the District’s CEQA Guidelines.
Financial Review
Board of Directors April 23, 2015
Page 3 of 3
The cost for Siteground webhosting fees are $250 for three years. There is no fee for
services from Siteuptime, as the District has enrolled for the basic service of
monitoring one website. There are sufficient funds available for this expense.
Public Notice Process Copies of this report are on file and will be included with the complete agenda packet
for the April 23, 2015, Board of Directors meeting at District Headquarters and posted
on the District’s website.
Reviewed by:
Wendy Davis
Finance Manager
Costa Mesa Sanitary District
... an Independent Special District
Proposed Sewer Lateral Assistance Program (SLAP) FY 2015-16
Item Number: 9.
Recommendation/Notes:
Recommendation: That the Board of Directors approves the parameters shown below for the
SLAP program for the fiscal year beginning July 1, 2015:
1. Change the maximum amount of reimbursement to $1,000.
2. Reaffirm the requirement for participation of one application once every five years up to the
approved reimbursement amount at the time of application.
3. Direct staff not to accept any SLAP applications once the $200,000 of SLAP funding is
expended for the 2015-2016 fiscal year.
ATTACHMENTS:
Description Type
Proposed Sewer Lateral Assistance Program (SLAP) FY 2015-16 Cover Memo
Costa Mesa Sanitary District
…an Independent Special District
Protecting our community’s health and the environment by providing solid waste and sewer collection services.
www.cmsdca.gov
Memorandum
To: Board of Directors
Via: Scott Carroll, General Manager
From: Wendy Davis, Finance Manager
Date: April 23, 2015
Subject: Proposed Sewer Lateral Assistance Program (SLAP) FY2015-16
Summary The Board of Directors implemented the Sewer Lateral Assistance Program (SLAP) on
July 15, 2007. The Program serves as a financial incentive to encourage property owners
to properly maintain their sewer lateral lines, which may aid in the prevention of Sanitary
Sewer Overflows (SSOs).
At the April 14, 2015 Study Session, the Board of Directors reviewed the proposed SLAP
program parameters for the 2015-16 fiscal year to be brought back for approval at the next
Board of Directors meeting.
Staff Recommendation That the Board of Directors approves the parameters shown below for the SLAP program
for the fiscal year beginning July 1, 2015:
1) Change the maximum amount of reimbursement to $1,000.
2) Reaffirm the requirement for participation of one application once every five years up to
the approved reimbursement amount at the time of application.
3) Direct staff not to accept any SLAP applications once the $200,000 of SLAP funding is
expended for the 2015-2016 fiscal year.
Board of Directors
April 23, 2015
Page 2 of 3
Analysis
Due to the popularity of this Program, staff is requesting the Board of Directors consider
revising the program parameters effective July 1, 2015 to allow for adequate funding. The
current Board approved policy is shown below:
The proposed program parameters for the fiscal year 2015-16 are as follows:
The fiscal year 2015-16 proposed budget for SLAP is $200,000, which allows staff to
accept 200 applications at $1,000 each. Any approved fiscal year 2014-15 SLAP applications not completed by June 30, 2015 will be carried over into the 2015-16 fiscal
year, along with their funding.
Strategic Plan Element & Goal This item complies with Strategic Plan Element 1.0, Sewer Infrastructure and Strategic
Goal No. 1.9, Sewer Lateral Assistance Program.
Legal Review
Not applicable at this time.
Environmental Review
The reimbursement to residents for sewer lateral repairs is not a disturbance of the
environment similar to a new project that includes grading or construction and is not a
project under CEQA or the District’s CEQA Guidelines.
Financial Review
The proposed SLAP budget for FY 2015-16 is $200,000.
Cost to the Benefit to the
District Participant
Reimbursement 1,250$ 1,250$
Waived Fees 240 240
CCTV review by Staff 65 -
Inspection Cost 70 -
Total Cost 1,625$ 1,490$
Cost to the Benefit to the
District Participant
Reimbursement 1,000$ 1,000$
Waived Fees 240 240
CCTV review by Staff 65 -
Inspection Cost 70 -
Total Cost 1,375$ 1,240$
Board of Directors
April 23, 2015
Page 3 of 3
Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the
April 23, 2015 Board of Directors study session at District Headquarters and on District
website.
Alternative Actions 1. Do not approve new parameters for SLAP and direct staff to continue using the
established parameters.
Costa Mesa Sanitary District
... an Independent Special District
FY 2014-15 Budget Review - Third Quarter
Item Number: 10.
Recommendation/Notes:
Recommendation: That the Board of Directors receive and file the report.
ATTACHMENTS:
Description Type
FY 2015-15 Budget Review - Third Quarter Cover Memo
Costa Mesa Sanitary District
…an Independent Special District
Protecting our community’s health and the environment by providing solid waste and sewer collection services.
www.cmsdca.gov
Memorandum
To: Board of Directors
From: Scott Carroll, General Manager
Via: Wendy H. Davis, Interim Finance Manager
Date: April 23, 2015
Subject: FY 2014-15 Budget Review - Third Quarter
Summary
This report serves as a summary of the District’s spending at the three quarters of the
fiscal year as well as staff’s best estimate of projected balances for the year-ended June 30, 2015.
Staff Recommendation
That the Board of Directors receive and file this report.
Analysis
Based on the spending trends through March 31, 2015, staff is projecting small savings in
both the Solid Waste and Liquid Waste Funds.
As of March 31, 2015, a total of 60.4% of the Solid Waste budget for the 2014-2015 fiscal
year has been expended. At this time, staff anticipates a budgetary savings in both
Personnel and Special Programs. The Solid Waste Fund is projected to have a year-end
budget surplus balance of $72,425.
A total of 53.1% of the Liquid Waste Fund’s operating budget has been expended as of
March 31, 2015. The percent expended is under staff’s estimates due to contracted work
in progress but unbilled. Staff anticipates a budgetary savings in Personnel costs due to
vacancies, which is offset by greater than normal expenses in some of the M&O accounts.
The Liquid Waste Fund currently reflects a projected year-end surplus budget of $97,584.
Board of Directors
April 23, 2015
Page 2 of 2
Please see the attached report for a more detailed analysis.
Strategic Plan Element & Goal
This item supports achieving the objective and strategy of Strategic Element No. 7.0, Finance, which states:
“Objective: To ensure the short and long-term fiscal health of the District.
Strategy: The District will forecast and plan revenue and expenditures and maintain
appropriate reserves and investment to provide financial resources to fund current and
planned operations and projects.”
Legal Review
Not applicable.
Environmental Review
Subject activity is exempt from the requirements of the California Environmental Quality
Act (CEQA) (Public Resources Code Section 21000 et. seq.). Section 15300.4 of CEQA
allows an agency while establishing its own procedures “to list those specific activities
which fall within each of the exempt classes”, and the District has adopted “CEQA
Guidelines and Implementing Procedures” that state on page 6 “”Projects” does not
include …. C. Continuing administrative or maintenance activities.”
Financial Review
See attached report. Public Notice Process
Copies of this report are on file and will be included with the entire agenda packet for the
April 23, 2015 Board of Directors regular meeting at District Headquarters and on District
website. Alternative Actions
1. Refer the matter back to staff for additional information.
Attachments A: FY 2014-15 Third Quarter Budget Analysis
B: Expenditure Analysis through 3/31/2015
COSTA MESA SANITARY DISTRICT
Third Quarter Budget Update Fiscal Year 2014-15
EXECUTIVE SUMMARY
Attached is the third quarter budget analysis of the Solid and Liquid Waste Funds operating budgets for fiscal year (FY) 2014-15. This analysis uses the “Amended Budget”, which consists of the adopted budget plus any prior year carryover appropriations, as well as budget adjustments approved through
March 31, 2015. The projections in this analysis are based on “Run-Rate” calculations unitizing historical trends for some accounts, while others are based on known or anticipated spending by staff.
The Costa Mesa Sanitary District (District) Solid Waste and Liquid Waste Funds are both Enterprise Funds. These funds are operated as independent business ventures sharing one Board of Directors.
Some expenses of the District are charged entirely to a specific fund, while other expenses may be
allocated to both funds based on a percentage. For example, the costs associated with the District’s Board of Directors will be split between the funds equally. However, the cost of the trash pickup will
be charged only to the Solid Waste Fund. Based on the attached Expenditure Analysis, both the Solid Waste and Liquid Waste Funds are
projected to have a small budget surplus at June 30, 2015 as described below:
SOLID WASTE FUND
The annual operating budget for the Solid Waste fund is $5,505,705. The total year-to-date expenses are $3,326,076, and staff estimates the total year-end balance will be $5,433,300 resulting in a
projected surplus of $72,425. This projected surplus results primarily from unexpended funds in the Personnel and Special Programs. The following sections are intended to provide a summary of the more significant budget to actual changes anticipated by staff at year-end:
PERSONNEL
The District currently has three vacant positions, the Administrative Services Manager, the Permit
Technician and a part-time Maintenance Worker which all provide services to both funds. Therefore, only a portion of their costs are charged to the Solid Waste Fund. The projected expenses for FY
2014-15 assume that all of these positions will remain vacant until the end of the fiscal year, thus
creating a substantial savings in the salary and benefit accounts. Additionally, the District is realizing a savings in its “PERS Employee” account due to costs which were previously paid by the District, are
now required to be paid by the employee for all new hires. The total projected savings in Personnel
costs at June 30, 2015 is $82,100.
M & O
The M & O accounts are projected to exceed the amended budget by $30,418. The following is a summary of expenses not included in the amended budget that are causing the variance:
• Professional Services – This account is estimated to be under budget by $2,520. The
$30,000 budgeted here to purchase composting bins has been postponed to take advantage
of grant funds available in fiscal year 2015-16. This saving is offset by the shared services agreement established with the Orange County Sanitation District to perform the Human
Resources duties for the vacant Administrative Services Manager position.
• Medical/Employment Services – This account is estimated to be over budget by $600 or
300% due to the costs associated with recruiting new employees such as; advertising, fingerprinting, background checks and physicals.
COSTA MESA SANITARY DISTRICT
Third Quarter Budget Update Fiscal Year 2014-15
• Contract Services – The projected overage in this account of $3,700 is the result of the
vacant Permit Technician duties, which are being contracted to Wildan. These expenses are
offset by the budget surplus in salaries and benefits.
• Maintenance – The projected overage in this account of $2,503 is the result of the added
costs for building maintenance. The part-time Maintenance Worker incurred expenses to catch-up on building maintenance needs from when the position was vacant. Since his
resignation the District is utilizing a contract janitorial service. The District has also contracted with Securitas to patrol the District headquarters on nights and weekends.
• Public Information/Education/Community Outreach – This account is projected to exceed
the amended budget by $17,870, due to expenses for the quarterly newsletter which was
budgeted at 35% to the Solid Waste Fund. However, it was determined that a more appropriate allocation is 50% or 100%, depending on content. Additionally, the Board
approved advertising and booth sponsorships for Costa Mesa Community Run.
• Computer Licenses & Maintenance – This is a new account established to capture the costs
of required annual computer software licenses, warranties, webhosting, monitoring and upgrades. This account is estimated to be over the amended budget by $9,300 and additional
funds will have to be transferred from the accounts where services were originally budgeted.
SPECIAL PROGRAMS
The Household Hazardous Waste collection program and the Anti-Scavenging program are projected
to come in substantially under budget, resulting in a budget surplus of $20,800 even after reprogramming resources toward the new Organics Public Information/Education program.
CAPITAL OUTLAY
The capital outlay budget of $8,000 is expected to be fully expended on the Springbrook software
upgrade and new computer servers.
COSTA MESA SANITARY DISTRICT
Third Quarter Budget Update Fiscal Year 2014-15
LIQUID WASTE FUND
The annual operating budget for the Liquid Waste fund is $4,547,419, excluding Capital Improvement
Projects. The total year-to-date expenses are $2,416,221. Staff estimates the total year-end balance to be $4,449,835, for a projected surplus of $97,584. This projected surplus is being generated
primarily from unexpended funds in Personnel, offset by cost overruns in Maintenance and Operations. The following sections are intended to provide a summary of the more significant budget to actual changes anticipated by staff at year-end:
PERSONNEL
The District currently has three vacant positions, the Administrative Services Manager, the Permit
Technician and a part-time Maintenance Worker. All three of these positions provide services to both funds. Therefore, only a portion of their costs are charged to the Liquid Waste Fund. The projected
expenses for FY 2014-15 assume that these positions will remain vacant until the end of the fiscal
year, thus creating a substantial savings in the salary and benefit accounts. Additionally, the District is realizing a savings in its “PERS Employee” account due to costs which were previously paid by the
District, are now required to be paid by the employee for all new hires. The total projected savings in Personnel costs at June 30, 2015 is $134,120.
M & O
The M & O accounts are projected to exceed the amended budget by $34,158. The following is a summary of expenses not included in the amended budget that are causing the variance:
• Professional Services – This account is estimated to be over budget by $5,090 due to the
shared services agreement established with the Orange County Sanitation District to perform
the Human Resources duties for the vacant Administrative Services Manager position. These expenses are offset by the budget surplus in salaries and benefits.
• Medical/Employment Services – This account is estimated to be over budget by $400 due to
the costs associated with recruiting new employees such as; advertising, fingerprinting, background checks and physicals.
• Contract Services – The projected overage of $43,500 in this account is the result of the
vacant Permit Technician duties, which are being contracted to Wildan and Associates. These
expenses are offset by the budget savings in the salary and benefits accounts.
• Building Maintenance – The projected overage in this account of $10,517. The part-time Maintenance Worker incurred increased expenses to catch-up on building maintenance needs from when the position was vacant. Since the Maintenance Worker’s resignation the District
has been utilizing a contract janitorial service, this expense is offset by the budget savings in the salary and benefits accounts. The District has also contracted with Securitas to patrol the District headquarters on nights and weekends. The District Yard’s entry door was shattered
and required replacement.
• Equipment Maintenance – This account is projected to exceed the amended budget by $13,310. The cost to maintain six new generators, a new truck, the Vaccon truck and tablet software licenses were all unanticipated expenses.
COSTA MESA SANITARY DISTRICT
Third Quarter Budget Update Fiscal Year 2014-15
• Public Information/Education/Community Outreach – This account is projected to be under the amended budget by $7,170, due to the spring quarterly newsletter being charged entirely to the Solid Waste Fund.
• Small Tools/Equipment – The unanticipated need to purchase ergonomic chairs for staff and
heavy duty storage shelves for the District Yard was not budgeted, resulting in this account
exceeding the budget by $4,280.
• Computer Licenses & Maintenance – This is a new account established to capture the costs
of required annual computer software licenses, warranties, webhosting, monitoring and
upgrades. This account is estimated to be over the amended budget by $5,100 and additional funds will have to be transferred from the accounts where services were originally budgeted.
• Professional Development/Training – The estimated $22,144 under budget in this account
is mainly the result of less attendance at budgeted conferences by the Board of Directors.
• Telephone – This activity is over budget due the increase cost of upgraded broadband
services. Staff is projecting that this account will exceed the adopted budget by $6,200.
• Contingency – The $128,260 is being reserved for any fines levied by the Regional Water
Quality Control Board against the District.
CAPITAL OUTLAY The capital outlay budget of $868,882 is projected to be fully expended by June 30, 2015. The capital equipment outlay as of March 31, 2015 included the purchase of six portable generators, Chevy crew
truck, Smart Covers, Mobile Data Network tablets and a new VacAll combination truck.
COSTA MESA SANITARY DISTRICT
Third Quarter Budget Update Fiscal Year 2014-15
CAPITAL IMPROVEMENT PROJECTS
The status of the capital improvement projects as of March 31, 2015 is shown below. All projects are
expected to be fully expended as of June 30, 2015.
Adopted Approved Budget Amended Total Available
Budget FY 13-14 Adjustment Budget Expenses Balance
FY14-15 Carryovers as of 3/31/15 FY14-15 as of 3/31/15 as of 3/31/15
Westside Pump Stn Abandonment #101 400,000 2,098,114 100,000 2,598,114 19,751 2,578,363
Sewer Manhole Rehab #194 300,000 - - 300,000 885 299,115
Pump Stn Emergency Equip #196 - 350,009 590,000 940,009 314,805 625,204
System Wide Swr Recon Ph 3 #197 - 295,172 (178,000) 117,172 116,815 357
Force Main Upgrades #200 - 894,626 - 894,626 70,027 824,599 Replace Equipment at Pump Stn #201 - 134,231 (91,000) 43,231 42,710 521
Elden Pump Stn Valve/Repipe #202 - 139,433 329,000 468,433 - 468,433
Generator at District Yard #203 - 141,222 - 141,222 29,038 112,184
Manhole Cover Repairs #204 - 90,881 25,000 115,881 101,365 14,516
Anaheim Re-Direct #205 - - - - 4,428 (4,428)
Gr 4 CCTV Improvements Ph 1 #306 568,000 - (500,000) 68,000 51,390 16,610
Harbor PS Generator #307 178,500 - (175,000) 3,500 595 2,905
Manhole Rehab #308 340,500 - (340,500) - - -
City Manhole Adjustment Program #309 - - 340,500 340,500 - 340,500
1,787,000 4,143,688 100,000 6,030,688 751,808 5,278,880
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6,
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TE
L
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70
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6
6
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3
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1
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1
3
5
1
,
0
6
1
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5
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(
8
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UT
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30
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3
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0%
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b
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4
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Ca
p
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Costa Mesa Sanitary District
... an Independent Special District
FY 2015-20 Strategic Plan Draft Review
Item Number: 11.
Recommendation/Notes:
Recommendation: That the Board of Directors review and discuss the FY 2015-20 Draft
Strategic Plan and give direction to staff.
ATTACHMENTS:
Description Type
FY 2015-20 Strategic Plan Draft Review Cover Memo
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
From: Scott Carroll, General Manager
Date: April 23, 2015
Subject: FY 2015-2020 Strategic Plan Draft Review
Summary
On February 24 and March 4, 2015, the Board of Directors scheduled special
meetings to discuss the development of a strategic plan for the next five years. The
attachment is a written draft of such plan.
Staff Recommendation
That the Board of Directors review and discuss the FY 2015-2020 Draft Strategic Plan
and give direction to staff.
Analysis
The FY 2010-2015 Strategic Plan is coming to an end in which the document has
been used very successfully in long range planning and assisting the organization in achieving priorities and goals to better serve the needs of the community. The 2010
Plan had 59 strategic goals in which 39 goals were completed by February 2015. The
remaining goals are considered “on-going” goals.
To continue the momentum and the road map for the future, the Board wants to adopt a new five year strategic plan through 2020. During the two special meetings early this
year, the Board and staff discussed the District’s mission, vision and core values as
well as the strategic elements. Goals for each strategic element were discussed by
Board members and staff and then the Board directed staff to return with a draft
document that includes brief narratives and a work plan for each strategic goal.
Board of Directors April 23, 2015
Page 2 of 2
Attached is the written draft document. The document is also available on the
District’s website for public comments. After receiving comments and direction from
the Board at tonight’s meeting, as well as receiving public comments, staff will return
with a final document for your approval consideration on May 28, 2015. Please note that the final document will not be a simple Word document. The final document will
include an introduction, organization chart, service area maps, a brief history of the
District, facts and figures and pictures. The Plan before you tonight is the body of the
document and the most important part to receive comments and feedback.
Strategic Plan Element & Goal
Not applicable.
Legal Review
Not applicable
Environmental Review
This report is an administrative matter, and an administrative matter is not a
disturbance of the environment similar to grading or construction and is not a project
under CEQA or the District’s CEQA Guidelines.
Financial Review
While there is no cost for developing this Plan, the adoption of such a Plan will have long range financial impacts to the District as it will be referenced for creating and adopting future budgets.
Public Notice Process Copies of this report are on file and will be included with the complete agenda packet
for the April 23, 2015, Board of Directors meeting at District Headquarters and posted
on the District’s website.
Attachment A: FY 2015-2020 Draft Strategic Plan
Reviewed by:
Wendy Davis
Finance Manager
Costa Mesa Sanitary District Draft 2015-2020 Strategic Plan
Page 1 of 27
MISSION STATEMENT
Protecting our community’s health and the
environment by providing solid waste and
sewer collection services.
Costa Mesa Sanitary District Draft 2015-2020 Strategic Plan
Page 2 of 27
VISION STATEMENT
Promoting a sustainable environment
through innovation and cost effective sewer and
solid waste services.
Costa Mesa Sanitary District Draft 2015-2020 Strategic Plan
Page 3 of 27
CORE VALUES
Transparency: We believe in an open government
where information and documents are easily
accessible to the public.
Teamwork: We will strive to support each other’s
efforts to achieve the District’s objectives.
Integrity: We act with honesty and integrity, not
compromising the truth.
Respect: We treat customers, employees and the
general public with mutual respect and sensitivity.
Balance: We are flexible, helping employees strike a
healthy work and life balance.
Dedication: Striving to ensure sewer and solid waste
services are maintained and enhanced over the long
term.
Technology: Striving to utilize advanced technology
in meeting our goals.
Fiduciary Responsibility: Providing the highest
quality service at fair, equitable and competitive rates.
Costa Mesa Sanitary District Draft 2015-2020 Strategic Plan
Page 4 of 27
Strategic Elements
1.0 Sewer Infrastructure
2.0 Solid Waste
3.0 Partnerships
4.0 Community Outreach & Communications
5.0 Administrative Management
6.0 Personnel/Organization Management
7.0 Finances
Costa Mesa Sanitary District Draft 2015-2020 Strategic Plan
Page 5 of 27
1.0 SEWER INFRASTRUCTURE
Completion Time
1.1 Manhole Cover Maintenance Program On-going
Maintaining the structural integrity of manhole covers is an important part of
the District’s maintenance program because it prevents inflow from entering
the sewer system, protects the public and prevents potential damages to
private vehicles. The District will use the National Association of Sewer Service Companies (NASSCO) assessment rating system (1 through 5) to
determine the defect level for manholes. Manhole covers that receive a rating
of 5 will be immediately repaired. In addition, staff will immediately respond
after receiving reports from the public about loose and/or missing manhole
covers. Manhole covers that receive a rating of 4 or less will be put on a maintenance and/or repair schedule. Manhole covers will be assessed from
the District’s maintenance crew and contractor while performing their regular
mainline cleaning frequencies.
• Immediately repair deficient manhole covers after being notified of condition
or after visually inspected by the maintenance crew during mainline cleaning
frequencies.
• On an as-needed basis replace manhole covers with covers that have fewer
vent holes.
• Periodically review the manhole cover inspection report to inspect the
condition of manhole covers rated 4 or less to determine if repair is needed.
1.2 Inflow Reduction Program On-going
The State Water Resources Control Board and the Orange County Sanitation
District (OCSD) require agencies to develop programs that prevent Infiltration and Inflow (I/I) from entering sewer systems. This project is a continuation of
the District’s I/I Program, which began in 2009.
I/I places a severe operational and financial strain on OCSD due to significant
amounts of I/I causing sewers to be oversized because of the unwanted water. Normally, I/I is a low percentage of the daily dry wastewater flow, however, I/I
in OCSD’s tributary area is sometimes as high as two to three times the dry
weather flow. Therefore, agencies are obligated to make a concentrated and
on-going effort to reduce I/I.
Costa Mesa Sanitary District Draft 2015-2020 Strategic Plan
Page 6 of 27
Infiltration is underground water entering into sewer lines through cracks and/or separated joints. After recently televising the District’s system, the
system was found to be in good condition with no measureable infiltration.
Inflow is surface water entering from manholes or from illegal connections and
the District had significant inflow due to flat streets and the need for additional
storm drain improvements. The District’s Inflow Reduction Program is an attempt
to reduce the amount of surface water entering the sewer system.
• Plug and seal manhole covers located within 5’-10’ of curb and gutter on
streets that are prone to flooding.
• Replace manhole covers that have one or no vent and/or pick holes.
• Achieve rain ingress of less than or equal to two percent.
• Coordinate public education efforts with OCSD and the Cities of Costa
Mesa and Newport Beach on the importance of preventing storm water
from entering the sanitary system.
1.3 Reduce Hot Spot Locations to less than 30 On-going
“Enhanced Maintenance Areas” (or “Hot Spots”) are sewer line segments that
require frequent cleaning due to sags in the line, heavy grease, invasive roots,
offset joints, or other line problems. The frequent cleaning causes the District to
expend time and resources, as the cleaning crew must regularly clean these
sections to avoid sanitary sewer overflows (SSO’s). Reducing the locations to
less than 30 locations will save additional maintenance hours that can be
reallocated to the sewer line maintenance cleaning program.
• Once every three months the Hot Spot Committee, which consists of
the General Manager, District Engineer, Inspector, Maintenance
Supervisor, cleaning crew and a consultant from Environmental
Engineering & Contracting will analyze hot spot locations to determine
the cost effectiveness of continual high frequency maintenance vs.
repair and/or rehabilitation.
1.4 System Wide Sewer Replacement and Repair Program On-going
There are two portions to this goal.
1. Replacement
This portion of the program provides a yearly contribution to the District’s
Asset Management Fund. The Board of Directors approved a minimum
balance of $5 million in the Asset Management Fund for replacing the
sewer system if and when the sewer system reaches its life expectancy.
Costa Mesa Sanitary District Draft 2015-2020 Strategic Plan
Page 7 of 27
A long-term replacement fund is prudent and one of the necessary
components of comprehensive sewer system management.
2. Repairs
This portion of the project will fund repairs, rehabilitation and
reconstruction of various types of deficiencies encountered during the
District-wide televising project. Rehabilitation is expected over the long
term and necessary funding for repair projects will be budgeted annually
to handle the on-going rehabilitation necessary to insure the system
operates properly as it enters its second 71st year of existence.
• Be proactive by replacing or rehabilitating pipes using trenchless
technology such as pipe bursting, HDPE slip lining, cured-in-place-
pipe, fold and form, etc.
• Evaluate the latest trenchless technologies for replacing aging
sewer pipes.
• Budget appropriate funds in the CIP and M&O Budgets to repair
and/or replace sewer infrastructure.
• Evaluate Grade 4 deficient line segments and repair and/or
rehabilitate segments before they are rated Grade 5.
1.5 Sewer Line Cleaning & CCTV Program On-going
Sewer mains are cleaned to remove grit, debris, solids, grease and roots that build
up over time. Because flow velocities in sewers are low, buildup on pipe walls, and
having solids settle out, is continually occurring. Industry standard cleaning cycles
vary from cleaning the system once every year to once every three years. The
District recently revised its cleaning cycle to clean the entire system on an annual
basis. In addition, the District acquired a second combination cleaning truck and the
hiring of additional maintenance workers gives the District two full-time cleaning
crews.
• Clean 219.4 miles of the gravity sewer main annually.
• Utilize GIS maps and Computerized Maintenance Management System
(CMMS) as an enhanced planning tool for cleaning.
• Research latest equipment and technology for cleaning sewer systems.
• Update current televising data by re-televising the District’s entire sewer
system of approximate ten year intervals.
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1.6 Evaluate Force Main Conditions on a Regular Basis On-going
Because force mains operate under pressure, breaks in force mains are similar to
breaks in water lines where water is gushing out at high volumes. Because flows in
force mains are so high, SSOs from breaks in force mains result in large spill
volumes. For instance, should a five minute spill occur from a break in the Irvine
pumping station force main, the spill would total 5 min x 1,500 gal/min = 7,500
gallons. This volume is far above a typical gravity sewer spill volume. Therefore,
agencies should conclude force main rehabilitation is a priority.
• Use emerging technologies and methods to evaluate force mains.
• Attend the North American Society for Trenchless Technology No-Dig Show
to learn about emerging technologies.
• Budget force main rehabilitation after evaluation finds eminent failure of
pipeline is within five years or less.
1.7 Pump Station Maintenance & Standardization
Program On-going
The District’s 20 sewer pumping stations each contain two pumps, piping, valves,
fittings, electronic controls, liquid level sensors, and other equipment that requires
regular maintenance. The key to avoiding station breakdown and Sanitary Sewer
Overflows (SSOs) is a regular maintenance schedule for each of the components.
The hiring of a SCADA Technician allows the District to have a two-man crew and
the acquisition of a crane truck gives the crew the necessary equipment to perform
pump station maintenance.
• Perform regular inspection and preventive maintenance on pump stations.
• Repair and/or replace pump station equipment when necessary.
• Utilize Computerized Maintenance Management System (CMMS) to
document maintenance activities and for planning purposes.
• Review emerging technologies for pump stations.
1.8 Fats, Oils & Grease (FOG) Program On-going
Fats, oils, and grease (FOG) is discharged into the sewer system from food service
establishments (FSEs) and households. The grease cools, then adheres to the pipe
walls and decreases the open area of the sewer interior. Unless removed, the FOG
will eventually completely block the flow and cause a sanitary sewer overflow (SSO).
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The State of California Waste Discharge Requirements (WDR) requires sewer
agencies to have FOG programs to eliminate SSOs.
• Promote the District’s FOG program and work with Environmental
Engineering & Contracting (EEC) to ensure food service establishments are
complying with the District’s FOG regulations.
• Promote the Residential FOG Recycling Program at OCC and encourage
recycling FOG in the Organics Recycling Program.
• Work with Orange County Health Care Agency to ensure FSEs are
complying with FOG Program.
• Ensure remodeled and existing FSEs contain FOG reduction devices through
the plan check process.
1.9 Sewer Lateral Assistance Program (SLAP) On-going
The State Water Resources Control Board recognizes that private property sewer
spills are not the responsibility of the public sewer agency but the number of private
property spills is significant and needs to be addressed. Private property sewer
spills are a major cause of ocean water pollution and programs should be developed
to reduce spills.
SLAP was adopted because CMSD Board was concerned at the significant cost of
sewer lateral repair, particularly if the problem is located in the street. Because
many property owners are unable to service their sewer laterals due to the lack of a
cleanout, the Board approved an incentive program where the District would
financially assist the property owner.
• Evaluate the benefit of the program and on an as-needed basis review and
revise SLAP policies and procedures.
• Promote SLAP in newsletter, advertisement ads, e-News, etc.
1.10 Abandon five pump stations on the west side in 2020
conjunction with Orange County Sanitation District
companion project
For more than twenty years CMSD has been working with OCSD on constructing a
new gravity trunk sewer pipeline that will result in the elimination of five existing
CMSD sewer pump stations. The purpose of the project is to consolidate facilities
and reduce the reliance on pump station infrastructure. This will reduce the overall
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risks associated with facility failure (e.g. sanitary sewer overflow) and long term
operational, maintenance and replacement costs associated with pump station
infrastructure.
• Before construction begins, conduct community awareness campaign that
includes town hall meetings, newsletter, flyers and/or door hangers, etc.
• Meet with officials from regulatory agencies to obtain necessary permits.
• Design and construct the abandonment network by 2020.
• Implement and manage mitigation measures.
2.0 SOLID WASTE
Completion Time
2.1 Behavior Study for Organics Recycling Program 2016
The Organics Recycling Program will establish new procedures for District
residents on how to throw away their trash. Since 2006, residents were
comingling their solid waste (e.g. trash, recyclables, and green waste) into single carts. No separation of solid waste material was required. The Organics Recycling Program will require residents to source separate their green waste and
food scraps in a separate cart while solid waste and recyclables will continue to be
comingled and thrown away in a different cart. The new program may be
confusing to some residents on the types of food scraps accepted and because residents are now required to source separate. Some residents may opt to continue comingling their solid waste materials and not participate in the program.
The behavior study will examine 400 to 600 residents on their organic recycling
habits to help identify opportunities for normative influence to improve organic
waste separation in the home. The results of the study will be made public to help improve participation in the program.
• Measure impacts of the program on other food purchasing and waste
reduction practices, and pro-environmental attitudes.
• Understand challenges to adoption of food scrap separation in CMSD.
• Improve organics separation among participants.
• Improve landfill diversion.
• Measure impacts of norm communication tools to achieve policy goals
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2.2 Annual contract audits On-going
The purpose of the audit is to verify compliance with the terms of the contract
between CMSD and CR&R Environmental Services. According to Section 40 of
the Agreement with CR&R Environmental Services, the District has the right to
audit any facet of CR&R’s performance that includes access rights to CR&R’s
facility and equipment, books and records relating to the business operations and
the right to demand an independent certified audit at CR&R’s cost.
• Conduct an annual performance audit of CR&R Environmental Services to
determine compliance with contract.
• Evaluate all solid waste and waste diversion contracts to determine the
effectiveness of diverting solid waste away from the landfill.
2.3 Comprehensive Education Program On-going
Continue promoting recycling education and recycling principles at schools to reinforce the concepts starting at the earliest ages possible to begin the learned
pattern of the four “R’s” (Reduce, Reuse, Recycle and Rethink).
• Encourage waste reduction concepts to school children through programs
such as waste free lunches, backyard composting, vermicomposting, and
battery recycling.
• Schedule tours of material recovery and anaerobic digestion facilities.
• Evaluate the alkaline battery recycling program as a fund raising program for
local schools.
• Amend Discovery Science Center Eco Challenge Program to include organics
recycling and then promote Eco Challenge at local schools.
2.4 Develop strategies for 75% waste diversion 2017
On April 10, 2013, the Board of Directors established a zero waste goal of achieving
75% diversion by 2015 and 90% by 2020. Developing strategies for waste diversion
will ensure the District’s mission and zero waste goal are not only achieved but
sustainable for years to come.
• Promote composting and vermicomposting to the community through
education and public outreach.
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• Promote door-to-door household hazardous waste collection program to
senior citizens, immobile and disabled CMSD residents.
• Partner with OC Waste & Recycling and Orange Coast College on hosting a
one-day household hazardous waste collection event.
• Implement organics recycling program.
• Encourage residents to consider packaging materials when purchasing
products (e.g. no Styrofoam).
2.5 Monitor advancements and technology in the solid waste
Industry 2017
The District will monitor advancing technologies and methods in the solid waste
industry that will include ways to increase diversion from landfills and collecting
solid waste more efficiently.
• The District will maintain an active membership in the Solid Waste
Association of North America (SWANA) and Bio Cycle to monitor
advancements and technology in the solid waste industry.
2.6 Apply for waste diversion grants
Grants can offset program costs such as the door-to-door household hazardous
waste collection, composting, sharps and prescription medicine collection, etc.
and grants can temporarily help stabilize rates for curbside collection.
• Research available grants from CalRecycle, OC Waste & Recycling and
from federal agencies and submit applications if the District is eligible to
receive grant funding.
2.7 Continue code enforcement presence
District code enforcement is necessary to ensure neighborhoods maintain their
pleasant aesthetics. It is also necessary to ensure recyclable materials are not
stolen or removed from curbside carts because recyclables are a commodity that
helps establish curbside collection rates. Furthermore, District code enforcement
can be the additional eyes and ears for the Cities of Costa Mesa and Newport
Beach by reporting graffiti, abandoned shopping carts and illegal dumping.
• Enforce curbside carts being stored in public view.
• Deter scavenging of recyclable materials in the community that include
issuing citations to individuals that use scavenging as part of their daily
activities.
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• Coordinate efforts with Costa Mesa and Newport Beach code enforcement
by reporting visual code violations.
• Report observed graffiti, abandoned shopping carts, and illegal dumping to
the Cities of Costa Mesa and Newport Beach.
3.0 PARTNERSHIPS
Completion Time
3.1 Regulatory Communications On-going
The District is mandated by state and federal regulations in areas such as water
quality, solid waste management and occupational safety. Different state and
federal agencies are responsible for ensuring local agencies are complying with said
regulations. These agencies have the power to issue administrative fines for
violating state and federal regulations and said fines can be costly to the District,
thus jeopardizing the District’s ability to effectively and efficiently provide services to
the community. Some regulatory agencies offer assistance by providing free
consultation to review programs in place and offer suggestions to ensure regulatory
compliance. Communicating District programs, standard operating procedures
and/or guidelines to regulators will demonstrate good faith efforts from the District
and prove that staff is taking state and federal regulations seriously. Good
communications with regulators can also help District staff identify potential
violations and take immediate action to mitigate.
• Build good partnering relationships with regulatory agencies such as the
California Regional Water Quality Control Board, CalRecycle, CalOSHA,
LAFCO, County of Orange, etc.
• Schedule information sharing meetings with representatives from regulatory
agencies.
3.2 Strengthen our ties with local governments, special districts
and educational institutions On-going
Working collaboratively with other local governments, special districts and
educational institutions is instrumental to ensuring cost effective and efficient
service levels. Strengthening our ties with these agencies helps share
information, solves common problems, develops new ideas and fosters
partnerships to achieve mutual objectives.
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• Participate in the City of Costa Mesa/Mesa Water/CMSD Liaison
Committee. Inquire from committee members the possible inclusion of City
of Newport Beach and Newport Mesa Unified School District officials.
• Collaborate and participate on shared services with other local government
entities.
• Build good partnering relationships with Orange Coast College, Vanguard
University and Newport Mesa Unified School District.
• Build good partnering relationship with Mesa Water District, Irvine Ranch
Water District and Midway City Sanitary District.
3.3 Develop a partnership with property owners that operate
private sewer pump stations On-going
Although private property sewer overflows are not the responsibility of the District,
the Board of Directors recognizes that eventually the Waste Discharge
Requirements (WDR) may be modified to have public agencies regulate or work to
prevent private sanitary sewer overflows (SSOs). The District developed a voluntary
program that will enable staff to inspect private pump stations and make
recommendation for improvements. The inspection service is free to private sewer
pump station owners. Because the pumping stations are private, property owners’
approval is required.
• Maintain an accurate inventory of private sewer pump stations located within
CMSD service area.
• Determine how many private sewer pump stations have adequate
alarm/warning systems for high water and power outages and encourage
those stations to install said system.
• Notify property owners about the free program and schedule inspections after
obtaining approval from property owners.
3.4 Participate in the activities of professional associations On-going
To pursue and accomplish District goals and objectives, Board members and key
staff will actively participate in professional associations. Professional associations
provide an enormous amount of access to resource information, professional
development, seminars, and/or certification classes that can enhance Board
members and staff knowledge and skills for the betterment of the organization. In
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addition, Professional associations offer great opportunities to network, share
information and learn from other professionals in the field.
• Become active members and participate in the following professional
organizations:
o California Special Districts Association
o Special District Leadership Foundation
o Special District Risk Management Authority
o Solid Waste Association of North America
o International City/County Management Association
o International Institute of Municipal Clerks
o Government Finance Officers Association
o California Water Environment Association
o California Association for Local Economic Development
o California Society of Municipal Finance Officers
o Municipal Management Association of Southern California
o Orange County Human Resources Consortium
3.5 Participate in community groups and civic organization
activities On-going
Partnering with community groups and civic organizations can assist the District in
achieving its vision because these organizations have large memberships and
community participants the District can reach out to. It also provides the District with
opportunities for low cost publicity, networking, referrals and community
development. Using these tools for maximum exposure will enable the District to
maintain its high level of commitment to residents.
• Participate in the following community events to promote District programs.
o Costa Mesa Community Run
o Costa Mesa-Newport Harbor Lions Club Fish Fry
o Costa Mesa Foundation Concerts in the Park
o Orange Coast College Science Night
o Costa Mesa Scarecrow Festival
• Consider participating in other community events that will promote District
programs.
3.6 Strengthen our ties with emergency service providers On-going
Wastewater agencies are considered emergency service providers because of the
public and environment health risk when a sanitary sewer overflow occurs.
Coordination with other emergency service providers (police and fire) is
sometimes necessary to ensure the public and emergency responders are safe.
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• Coordinate and schedule training with Costa Mesa and Newport Beach
Fire Departments on first aid training for confined space entries.
• Coordinate training with City of Newport Beach and County of Orange for
responding to sanitary sewer overflows.
4.0 COMMUNITY OUTREACH & COMMUNICATIONS
Completion Time
4.1 Conduct community outreach survey 2016
Conducting a statistically valid survey of resident opinions about local government
services can provide important information for District planning, resource
allocation, program improvement and policy making. By demonstrating taking
action from information gathered by the survey will build public trust and
confidence in their government.
• Solicit RFPs from research firms to perform telephone survey of 1,000
CMSD residents.
• Schedule a special Board of Directors meeting to develop and approve a
list of survey questions.
• Use results of the survey for planning, resource allocation, program
improvement and policy making.
4.2 Community open house On-going
To enhance CMSD brand and the prestige of the often-unsung heroes of our
community, the professionals who serve the public good every day with quiet
dedication, the District will take the opportunity to make our stories known in the
community by having an open house at the District Yard and/or new HQ building
where the public can see firsthand the work that is performed by District employees
to ensure the community’s health and the environment is protected from sewer and
solid waste pollution.
• Coordinate elementary school trips to the Yard where students will receive a
demonstration of the heavy equipment used by the sewer maintenance and
solid waste divisions.
• Schedule an open house for the public when the District acquires a new HQ
building.
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• Collaborate with the City of Costa Mesa in order to participate in “National
Public Works Week” sponsored by the American Public Works Association
(APWA).
4.3 State of the District On-going
The State of the District address will be an annual presentation from the Board
President that will reflect on District accomplishments from the past year and to
review plans for the future.
• Schedule State of the District address at the Costa Mesa Chamber of
Commerce “90-Minute Breakfast Boost”.
4.4 District branding On-going
What do people think of when they see or hear Costa Mesa Sanitary District? How
powerful is the CMSD brand? Cities will brand their name to attract businesses,
residents, commerce and economic prosperity, but because CMSD is not dependent
on economic prosperity for generating revenues, it must brand for a different reason.
The most important reason for District branding is to establish the public’s trust,
which will allow the District to create sustainable relationships with our constituents.
The District can earn the public’s trust and create sustainable relationships by
demonstrating the following behaviors:
- Truthfulness
- Keeping promises
- Ethical
- Complying with state and federal regulations
- Fiduciary responsible
- Efficient
- Provides excellent customer service
- Transparent
- Listens
- Fair
Continually and consistently performing these behaviors and then effectively
communicating our efforts will establish a powerful brand.
• Use Facebook, Email subscriptions, website and newsletter to communicate
staff efforts to building trust.
4.5 Celebrate the District’s 75th Anniversary 2019
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2019 will be the District’s 75th Anniversary since incorporation in 1944. Planning for
an anniversary requires the influx of interesting ideas from all District employees,
Board of Directors and the public as it leads to positive engagements and better
participation from everyone in the District. Besides the idea of enjoying and
celebrating our success, the anniversary is indirectly an excellent way to
demonstrate the District’s achievements to residents. A promotional campaign
during an anniversary is always a sure recipe for recognition and success.
• Approve an ad hoc committee that consist of Board members and staff to
plan year-long activities for recognizing the District’s 75th Anniversary.
4.6 Submit award applications On-going
The Costa Mesa Sanitary District is using new and innovative technology, programs
and methods to exemplify its mission of protecting the community’s health and the
environment by providing solid waste and sewer collection services. Submitting and
receiving awards from various professional organizations demonstrates to our
colleagues and to the public how well the District is performing. It will also boost
employee morale and give them a sense of value within the organization.
• Prepare and submit applications to various professional organizations that
include, but not limited to the following:
o California Special Districts Association
o Special Districts Leadership Foundation
o Special District Risk Management Authority
o Solid Waste Association of North America
o California Water Environment Association
o California Society of Municipal Finance Officers
o Government Finance Officers Association
4.7 Demonstrate outstanding efforts in transparency On-going
Government transparency enables the public to easily research and hold their
government, which includes elected officials and staff, accountable for how they
spend taxpayer dollars. Transparency means placing all financial and public
information online in an easy-to-use, readily understandable system. Such system
allows the public to see clearly how officials are spending their money and gives
citizens the ability to hold everyone associated with their government accountable.
• Obtain Certificate of Excellence in Transparency from Special Districts
Leadership Foundation.
• Receive high marks from the Orange County Grand Jury.
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• Submit financial data including pensions and compensation to the State
Controller.
• Provide a link to State Controller website on CMSD’s website.
• Continually update the Transparency page on CMSD’s website.
5.0 ADMINISTRATIVE MANAGEMENT
Completion Time
5.1 Develop a future plan for operational facilities
adequacy On-going
To ensure all District resources are aligned to help achieve the goals and objectives
of the Strategic Plan, an assessment of the current condition and future needs of
District buildings and grounds will be performed. The assessment will help guide the
District in its future planning for operations and facility capacity.
• Perform an assessment of the current condition and future needs of District
facilities and grounds.
5.2 Ensure financial documents, employee salaries, contracts,
and expenditures are easily accessible to the public On-going
The Internet has dramatically changed the way that American government serves
the public. Taking advantage of new technology, local government websites are
now the norm for providing important information to the public such as financial
documents, employee salaries and benefits, contracts and other related
expenditures. Allowing this information to be available with a click of a button
increases convenience and speed in obtaining information and it builds public trust
and increases citizen participation.
• Upload financial documents on the website, which includes adopted budgets,
Comprehensive Annual Financial Reports, and all types of compensation
including benefit information.
• Ensure that the public has access to all CMSD contracts with private vendors,
contractors, and consultants.
5.3 Stay informed on applicable federal, state and regional
Regulations On-going
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Staff will monitor federal, state and regional legislations, regulations and rules to
ensure the Board is apprised. Proposed state and/or federal legislation could have
positive or negative impacts to the District, so when necessary, support and/or
opposition letters will be prepared and submitted to CSDA, state legislators, federal
and state regulators and/or Congress.
• Attend California Special Districts Association (CSDA) Legislative Days.
• Periodically review CSDA’s Legislative Report and draft support and/or
opposition letters, if necessary.
• Periodically review the federal Unified Agenda at www.RegInfo.gov
and/or www.Regulations.gov to review agencies proposed rulemaking.
Submit comments, if necessary.
5.4 Review and maintain Operations Code, policies and
Administrative Regulations On-going
The District’s Operations Code is a set of laws pertaining to the ongoing operations
of the District. From time to time existing laws will be amended and/or deleted
while new laws will be adopted by the Board of Directors for inclusion in the
District’s Operations Code. The District will ensure that the Operations Code is
made available on the District’s website for public view and that the Operations
Code will be consistently updated to reflect current legal requirements and Board-
adopted policies.
• Establish an ad hoc committee that consist of two Board members and
staff to review existing Operations Code, policies and Administrative
Regulations.
5.5 Refine emergency operations procedures and upgrade
infrastructure On-going
The ability to respond to emergencies such as a significant sanitary sewer overflow
depends on the organization’s preparation and readiness to respond. The District
has adopted an Emergency Operations Plan (EOP), but the plan needs to be
continually reviewed and updated to ensure state and federal guidelines
(Standardized Emergency Management System & National Incident Management
System) are followed. In addition, the District Yard is the designated alternate
EOC.
• Plan and conduct emergency exercises with other government
agencies.
• Review the District’s Emergency Operations Plan, amend if necessary.
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• Upgrade the alternate EOC with necessary equipment.
6.0 PERSONNEL/ORGANIZATIONAL MANAGEMENT
Completion Time
6.1 Perform EOC Training On-going
Lack of properly trained personnel to staff an Emergency Operations Center (EOC)
makes them unprepared to manage a disaster. Developing training guidelines is
necessary to properly train District staff in the roles and responsibilities they may fill
during EOC activation. The guidelines should educate EOC personnel in, (a)
positions and responsibilities, (b) ICS organization, c) communications, and
standard operating procedures for the EOC.
• Conduct tabletop exercises.
• Perform WebEOC refresher training.
• Participate in Water Emergency Response Organization of Orange County
(WEROC) training exercises.
6.2 Job Description Updates On-going
Tasks and responsibilities naturally change over time and sometimes roles can even become altered beyond all recognition as individuals respond to the emerging needs of the organization, and these changes need to be reflected in
the District’s job descriptions. Not only is this essential in terms of ensuring that
there is an up-to-date version on hand should the District need to recruit for a
position, but it is vital because the job description is what the performance of District employees is measured against.
• Update all job descriptions to ensure work duties in the job descriptions are
consistent with actual duties.
6.3 Promote a safety culture within the organization On-going
Safety culture is the way safety is perceived, valued and prioritized in an
organization. It reflects the real commitment to safety at all levels in the
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organization. It has also been described as “how an organization behaves when no one is watching”. A safety culture is important because if an employee
believes that safety is not really important, even temporarily, then workarounds,
cutting corners, or making unsafe decisions or judgments will occur, especially
when there is a small perceived risk rather than an obvious danger. As a result, injuries will occur along with lost productivity, which is why it’s important to create a strong safety culture within the organization.
• Schedule regular monthly safety meetings to discuss relevant work related
safety issues such as fire safety, summer heat, hazard identifications, safe driving, etc.
• Create a safety committee that consist of two managers and two non-
managers to review work related injuries, safety policies and guidelines and make recommendations to the general manager for improving safety.
The committee will meet quarterly.
• Recognize employees for their safety habits on a monthly basis and award an employee the Safety Person of the Year.
• Engage with employees on their perception of the organization’s safety
culture.
6.4 Complete a comprehensive salary and health benefit study On-going
Collecting information about employee compensation, including salary and benefits,
are commonly called a Classification and Compensation Study. The purpose of the
study is to ensure the District’s salary and benefits package is competitive with the
labor market. The study can provide useful information to attract, support and
retain employees within the context of an overall personnel and organizational plan.
When designed and used properly, studies can provide useful benchmarking
information for comparing salaries and benefits.
• Conduct a classification and compensation study to ensure employee
salaries and benefits are competitive with other local public agencies in
Orange County.
• When recommending a list of comparative agencies, the following factors will
be considered:
o Organizational type and structure
o Similarity of population, staff, and operational budgets
o Scope of services provided
o Labor market
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o Compensation Philosophy
6.5 Create a Development Plan 2016
A professional development plan documents the goals, required skill and competency development and objectives a staff member will need to accomplish in order to support continuous improvement and career
development. A professional development plan is created by the manager
working closely with the staff member to identify necessary skills and
resources to support the staff member’s career goals and the District’s business needs.
• The following steps will be used to create a professional development
plan for District employees.
Step 1: Request a self-assessment from the staff member.
Step 2: Develop an assessment of the individual’s skill level.
Step 3: Assess the department and District’s needs.
Step 4: Explore development opportunities with the staff member.
Step 5: Record and analyze the staff member’s progress.
6.6 Periodic organization chart evaluation 2015, 2017 & 2019
The Board of Directors should know the structure and size of the organization for which they provide oversight. The General Manager will periodically outline
the organizational structure with the Board to assure that the organization is
structured for efficient operations and proper organizational flow and function.
The evaluation will be presented to the Board of Directors for their review
every two years or as changes or new positions are proposed.
• Update the District’s Organizational Chart.
• Propose an Organizational Chart for the future of CMSD and discuss ways
to bridge the gaps, if any.
6.7 Promote high employee satisfaction On-going
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Employee satisfaction is important because when employees are happy they
perform better and they have longevity within the organization. Other benefits to
staff’s happiness is that it creates a great atmosphere that encourages
collaboration and innovation and they treat their colleagues with respect and
kindness while at the same time serving the public in a professional and friendly
manner.
• Ensure employees have the necessary tools and equipment to effectively
perform their duties.
• Offer opportunities for advancement within the organization.
• Make available mentoring/coaching programs and allow staff to attend
training sessions to enhance their professional development.
• Give employees autonomy.
• Create a favorable office environment.
• Offer employees a balance between their work and personal lives.
• Expand the District’s Wellness Program that encourages employee’s live
healthier lives.
7.0 FINANCE
Completion Time
7.1 Perform long term solid and liquid waste
rate projections On-going
Long term rate projections assist District management and leadership in
determining the solid and liquid waste rates that will generate enough revenues
to pay for planed expenses in the future. Long term projections can assist the
District in planning community outreach events for proposed rate increases and it
will ensure the organization complies with Proposition 218 regulations.
• Prepare rolling ten year analysis on a rate stabilization plan for solid and
liquid waste funds
• Complete financial software upgrade
7.2 Develop a long term CIP On-going
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A Capital Improvement Program (CIP) is a blueprint for planning a community’s
capital expenditures and is one of the most important responsibilities of local
government officials. It coordinates community planning, financial capacity and
physical development. A CIP is composed of two parts – a capital budget and a
capital program. The capital budget is the upcoming year’s spending plan for
capital items (tangible assets or projects that cost at least $100,000 and have a
useful life of at least five years). Capital items less than $100,000 are considered
capital outlay projects and funded from the District’s operations budget. The
capital budget is funded from the District’s Asset Management Fund. The capital
program is a plan for capital expenditures that extends ten years beyond the
capital budget. Development of a long term CIP will insure sound fiscal and
capital planning and requires effective leadership and the involvement and
cooperation of all departments within the organization.
• Review asset life cycles in the Asset Management Plan and determine
which assets reach the end of their life cycles within five years.
• Develop a budget and recommended replacement method for Board
approval consideration.
• Develop a ten year capital expenditure plan.
7.3 Evaluate the District’s investment policy On-going
Periodically evaluating the District’s investment policy is good sound practice
given the recent economic and financial turmoil. It’s also a good way to
communicate investment information to various audiences in the community.
• The District will utilize the following steps to ensure the investment policy
is evaluated on an on-going basis.
Step 1: Determine what has changed in the organization since the
last review was conducted. Has risk tolerance shifted because of
concerns about certain types of investments? Are the concerns
temporary or are they fundamental?
Step 2: Update the cash forecast. The investment policy typically
reflects the forecast in developing investment strategies by fund or
group of funds and in setting limits for investments by maturity, type,
and degree of liquidity. Just as the forecast is adjusted based on
Costa Mesa Sanitary District Draft 2015-2020 Strategic Plan
Page 26 of 27
actual results, the District’s policy will be adjusted to be consistent
with the forecast.
Step 3: Determine how well the policy has performed in guiding the
District’s investment program.
7.4 Produce a Comprehensive Annual Financial Report (CAFR) On-going
Each year all local governments prepare a financial report on assets, liabilities,
revenues and expenditures in a standardized format that must conform to the
Governmental Accounting Standards Board (GASB) accounting and financial
reporting standards. This financial report is called the Comprehensive Annual
Financial Report. Most people have heard of the budget, which is the document
that plans and authorizes the spending of money. The CAFR describes what
actually was spent and the status of assets and liabilities at the end of the fiscal
year. The District will prepare an annual CAFR.
• Contract for an annual audit by a qualified independent certified public
accountant.
• Strive for an unqualified auditor’s opinion.
• Generally Accepted Accounting Principles (GAAP) will be used in
preparing the annual financial statements.
• Aspire to meet the requirements of the California Society Municipal
Finance Officers (CSMFO) and Government Finance Officers Association
(GFOA) award for Excellence in Financial Reporting program.
7.5 Evaluate an appropriate reserve program for District funds
and develop an inclusive reserve policy On-going
Reserves are important to local governments because they provide sustainable
delivery of core services. Reserves offer significant benefits to local governments
such as, 1) savings to balance budgets; 2) emergency response; 3) stable rates;
4) well-maintained infrastructure; and 5) investment for the future. However, the
fundamental question being asked about local government reserves, especially
special district reserves is, how much is enough? Can a special district have too
much reserves? Then there is the question of where reserve funds should be
Costa Mesa Sanitary District Draft 2015-2020 Strategic Plan
Page 27 of 27
spent? Pressure to expend reserves on making current services cheaper, rather
than planning for the future, is all too frequent. Having a sound reserve program
will help answer these questions.
• Reference California Special Districts Association (CSDA) Special District
Reserve Guidelines, Second Edition for evaluating reserve program.
• Develop a reserve policy for all District funds to ensure adequate cash
flow.
• Update and/or revise existing reserve program and develop an inclusive
reserve policy
7.6 Monitor the asset management program 2016
Asset management is maintaining a desired level of service for what the District
wants its asset to provide at the lowest life cycle cost. Lowest life cycle cost
refers to the best appropriate cost for rehabilitating, repairing or replacing an
asset. Asset management is implemented through an asset management
program the Board of Directors adopted in 2011.
• Schedule refresher training on the asset management program to ensure
there is adequate funds for assets ending their life cycle.
7.7 Create a popular report and upload document on the
District’s website 2015
Popular reports outline the accomplishments of the District in the previous fiscal
year and provide summarized financial data in the form of tables and graphs.
Popular reports are designed to be easily readable and should be read in
addition to the Comprehensive Annual Financial Report (CAFR).
• Create popular reports that summarize District financial data in the form of
tables and graphs.
Costa Mesa Sanitary District
... an Independent Special District
Project Status Report
Item Number: 12.
Recommendation/Notes:
Recommendation: That the Board of Directors receive and file the report.
ATTACHMENTS:
Description Type
Project Status Report Cover Memo
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Costa Mesa Sanitary District
... an Independent Special District
Project #204 Sewer Manhole Surface Repair Program - Phase I - Acceptance of
Improvements
Item Number: 13.
Recommendation/Notes:
Recommendation: That the Board of Directors approves the following action:
1. Accept improvements as completed and file a Notice of Completion.
2. Authorize payment of 5% retention 35 days after Notice of Completion is recorded.
3. Exonerate Labor and Material Bond after Notice of Completion is recorded and
exonerate Faithful Performance Bond one year of Notice of Completion is recorded.
ATTACHMENTS:
Description Type
Project #204 Cover Memo
Costa Mesa Sanitary District
…an Independent Special District
Protecting our community’s health and the environment by providing solid waste and sewer collection services.
www.cmsdca.gov
To: Board of Directors
Via: Scott Carroll, General Manager
From: Rob Hamers, District Engineer
Date: April 23, 2015
Subject: #204 Sewer Manhole Surface Repair Program – Phase I
Acceptance of Improvements
Summary
Construction of the improvements was completed on April 7, 2015, therefore, it is
appropriate for the District to accept the improvements and file a notice of completion.
This project represents successful completion of repairing and adjusting approximately 95 manhole frame and covers that were deemed Grade 5s during a survey of the first half of
the District’s manholes. Construction was performed by Excel Paving whose excellent
workmanship has provided the District with a smooth driving surface with structurally
sound materials at each of the repaired manholes. The survey of the second half of the
District’s manholes is underway.
Staff Recommendation
That the Board of Directors approves the following action:
1. Accept improvements as completed and file a Notice of Completion.
2. Authorize payment of 5% retention 35 days after Notice of Completion
is recorded.
3. Exonerate Labor and Material Bond after Notice of Completion is recorded
and exonerate Faithful Performance Bond one year of Notice of Completion
is recorded.
Analysis
In the past year or two, the District received claims from various drivers who suffered
damages while driving over sewer manholes that were not flush with the street surface. In
Board of Directors
April 23, 2015
Page 2 of 3
one instance, the manhole cover became dislodged and a driver’s wheel was damaged
from hitting the manhole frame of the open manhole.
The Board responded by directing the General Manager to undertake a manhole program
where the surface conditions of the District’s 4,704 manholes would be field checked,
rated, a report prepared, and the manholes repaired as appropriate. Using a scale of 1 to
5 similar to the ratings used for sewer line defeciencies with 5 being indicative of imminent
problems, the District’s consultant found approximately 100 Grade 5 manhole deficiencies
to repair in a survey of the first half of the District’s manholes.
The incidence of manhole deterioration at the street surface level is another important
indicator of the age of the District’s sewer infrastructure. The District recently celebrated
its 70th anniversary, and 70 years is a reasonable life expectancy period for the manhole
components of the District’s sewer system.
Strategic Plan Element & Goal
This item complies with Strategic Plan Element 1.0, Sewer Infrastructure and Goal No. 1.4
System Wide Sewer Replacement and Repair Program. The strategy for this Strategic Element is
”We will do this by the careful management of the collection infrastructure using prudent
planning and maintenance, with financial strategies to maintain sufficient capacity and
respond to changing regulatory demands.”
Legal Review
The Attorney for the District prepared the construction contract for the work.
Environmental Review
Repairing and adjusting sewer manhole covers is categorically exempt under the
California Environmental Quality Act (CEQA) (Public Resources Code Section 21000 et.
Seq.) under Section 15301 Existing Facilities as “Class 1 consists of the maintenance of
existing public or private structures”, as further described in Section (b) as “Existing
facilities of both investor and publicly-owned utilities used to provide .sewerage”
Financial Review
Project #204, Manhole Cover Repairs, has a total budget of $125,000. The project to date
expenses total $110,484. The remaining available budget is $14,516 to cover the
retention payable.
Board of Directors
April 23, 2015
Page 3 of 3
Protecting our community’s health and the environment by providing solid waste and sewer
collection services.
www.cmsdca.gov
Public Notice Process
Copies of this report are on file and will be included with the agenda packet for the April
23, 2015 Board of Directors regular meeting at District Headquarters and on the District’s
website.
Alternative Actions
1. Refer the matter back to staff for additional information
Attachment: Notice of Completion
Reviewed by:
Wendy Davis
Finance Manager
EXEMPT RECORDING REQUESTED
PURSUANT TO SECTION 6103,
GOVERNMENT CODE
AND WHEN RECORDED MAIL TO: NOELANI MIDDENWAY
CLERK OF THE DISTRICT
COSTA MESA SANITARY DISTRICT 628 W. 19TH STREET COSTA MESA, CA 92627-2716 THIS SPACE FOR RECORDER’S USE ONLY ___________________________________________________________________________________
NOTICE OF COMPLETION
NOTICE IS HEREBY GIVEN THAT:
1. The undersigned is owner of sewer facilities as hereinafter described.
2. The full name of the undersigned is COSTA MESA SANITARY DISTRICT.
3. The full address of the undersigned is 628 W. 19th Street, Costa Mesa, CA 92627-2718.
4. The nature of the title of the undersigned is owner of sanitary sewer main line facilities subject to the following project:
#204 – Sewer Manhole Surface Repair Program – Phase I
5. The full names and full addresses of all persons, if any, who hold title with the undersigned as joint tenants or as tenants in common are:
None
6. The names of the predecessors in interest of the undersigned if the property was transferred
subsequent to the commencement of the work of improvement herein referred to:
None 7. A work of improvement on the property hereinafter described was completed on or around
April 7, 2015.
8. The name of the contractor, if any, for such work of improvement was:
Excel Paving
2230 Lemon Avenue
Long Beach, CA 90806 (562) 599-5841
9. The property of which said work of improvement was completed is in the County of Orange,
State of California, and is described as follows:
In various streets and alleys within the District as shown on the plans and specifications for
#204 Sewer Manhole Surface Repair Program – Phase I
10. The street address of said property is:
In various streets and alleys within the District.
DATED this ________ day of ______________ 2015.
COSTA MESA SANITARY DISTRICT
________________________________ MICHAEL SCHEAFER, PRESIDENT
ATTEST:
__________________________________
ROBERT J. OOTEN, SECRETARY
STATE OF CALIFORNIA)
COUNTY OF ORANGE )SS CITY OF COSTA MESA )
The undersigned, being duly sworn says: That he is the President of the Costa Mesa Sanitary District; that
he has read the foregoing instrument and knows the content thereof, and that the facts stated therein are true, and that he makes this certification by authorization granted by the Board of Directors of the Costa
Mesa Sanitary District.
_______________________ Michael Scheafer, President
Costa Mesa Sanitary District
... an Independent Special District
Investment Report for the Month of March 2015
Item Number: 14.
Recommendation/Notes:
Recommendation: That the Board of Directors approves the Investment Report for the
month March 2015.
ATTACHMENTS:
Description Type
Investment Report - March 2015 Cover Memo
Costa Mesa Sanitary District
…an Independent Special District
Protecting our community’s health and the environment by providing solid waste and sewer collection services.
www.cmsdca.gov
Memorandum
To: Board of Directors
From: Marc Davis, Treasurer
Date: April 23, 2015
Subject: Investment Report for the Month of March 2015 Summary
Attached is the Investment Report for the month of March 2015. As required by the
District’s Statement of Investment Policy, the Investment Report delineates all investment activity during the month.
Staff Recommendation
Approve the Investment Report for the month of March 2015.
Analysis
This report lists the types of securities held in the District’s portfolio, the institutions from which the securities were purchased, maturity dates and interest rates as of March 31,
2015. The District’s investments are in compliance with the Statement of Investment
Policy adopted by the Board at the June 26, 2014 regular meeting, as well as the
California Government Code. The market values in this report were provided by our third party custodian, Pershing, LLC, except for the Local Agency Investment Fund (LAIF). The market value of LAIF was provided by the State Treasurer’s Office. It does not represent
the value of the underlying securities within the pool, but rather the par or cost amount,
which is the amount the District is entitled to withdraw. This reporting practice is
consistent with industry standard practices for similar funds.
Board of Directors
April 23, 2015
Page 2 of 3
The weighted average stated rate of return (current yield) for the District’s investment portfolio as of March 31, 2015, was 0.910%. The yield to maturity of the portfolio was
0.911%. The District’s weighted average interest rate was 63 basis points (0.632%) above
the daily effective yield of LAIF, which was 0.278% as of March 31, 2015. The weighted
average number of days to maturity for the District’s total portfolio was 823 days (2.26
years). The average duration of the underlying securities in LAIF as of March 31, 2015 was 191 days.
The District’s investment portfolio is in compliance with its liquidity limitations, which
requires that a minimum of 20.00% of the portfolio must mature within one year. The
percentage of the portfolio maturing in less than one year as of March 31, 2015 was 29.63%.
As of March 31, 2015, the District has adequate cash reserves necessary to meet its
obligations for the next six months.
Strategic Plan Element & Goal
This item supports achieving Strategic Element No. 7.0, Finances, by ensuring the short
and long-term fiscal health of the District.
Legal Review
Legal review is not required.
Environmental Review
The approval of the monthly Investment Report is not a disturbance of the environment similar to grading or construction and is not a project under CEQA or the District’s CEQA
Guidelines.
Financial Review
The portfolio was budgeted to earn an average rate of 0.900% for the year ending June
30, 2015. Through March 31, 2015, the portfolio has earned a weighted average interest
rate of 0.841%.
Board of Directors
April 23, 2015
Page 3 of 3
Public Notice Process
Copies of this report are on file and will be included with the entire agenda packet for the April 23, 2015 Board of Directors regular meeting at District Headquarters (631 W. 19th
Street) and on the District’s website at www.cmsdca.gov.
Alternative Actions
1. Refer the matter back to staff
Attachments Treasurer’s Report of Pooled Cash and Investments as of March 31, 2015
`
Deposits Outstanding
Bank Balance In Transits Checks Book Balance
Active Accounts:
Bank of America 79,428.32$ - 18,167.47 61,260.85$
Total Active Accounts 79,428.32 - 18,167.47 61,260.85
Market Value Increase Decrease Cost
Investments:
Local Agency Investment Fund 6,085,217.57$ - - 6,085,217.57$
Negotiable Certificates of Deposit 976,940.50 - 2,127.50 974,813.00
Federal Agency Securities 13,472,408.00 - (6,979.00) 13,479,387.00
Total Investments 20,534,566.07 - (4,851.50) 20,539,417.57
Total Pooled Cash & Investments 20,613,994.39$ -$ 13,315.97$ 20,600,678.42$
Market Adjustment
C O S T A M E S A S A N I T A R Y D I S T R I C T
Treasurer's Report of Pooled Cash and Investments
March 31, 2015
Costa Mesa Sanitary District
Pooled Cash and Investments by Fund
March 31, 2015
Solid Waste Fund:
Operating Reserve 821,000.00$
Unreserved:
Designated for working capital 1,494,000.00
Undesignated 3,222,339.66
Liquid Waste Fund:
Operating Reserve 365,000.00
Reserved for Earthquakes/Emergencies 1,000,000.00
Reserved for Capital Outlay 4,347,000.00
Unreserved:
Designated for working capital 2,467,300.00
Undesignated 596,532.48
Facilities Revolving Fund 466,947.92
Asset Replacement Fund 673,376.13
Asset Management Fund 5,147,182.23
Total Pooled Cash & Investments 20,600,678.42$
Treasurer
DateMarcus D. Davis
March 31, 2015
4/16/15
1
Total investments outstanding as of February 28, 2015 20,334,417.57$
Additions:
Gain on sale of investment -
Investment purchases 1,430,000.00
Deductions:
Investments called -
Net increase (decrease) in Sweep Account -
Net increase (decrease) in LAIF (1,225,000.00)
Total investments outstanding as of March 31, 2015 20,539,417.57$
C O S T A M E S A S A N I T A R Y D I S T R I C T
Investment Activity Summary
March 31, 2015
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Comments
CO
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Current %
of Market Value
03/31/15 Maximum %
U.S. Treasury Bills 0.00% Unlimited
U.S. Treasury Notes 0.00% Unlimited
Federal Agency Issues:
FICB 0.00% Unlimited
FLB 0.00% Unlimited
FHLB 5.99% Unlimited
FHLMC 37.72% Unlimited
FNMA 14.59% Unlimited
FFCB 7.31% Unlimited
Other *0.00% Unlimited
Banker's Acceptances 0.00% 25% (1)
Certificates of Deposit 0.00% 25%
Negotiable Certificates of Deposits 4.76%25% (1)
COSTA MESA SANITARY DISTRICT
Summary of Policy Limitations
March 31, 2015
Description
Negotiable Certificates of Deposits 4.76%25% (1)
Commercial Paper 0.00% 25% (1)
Medium Term Corporate Notes 0.00% 20% (1)
LAIF (Local Agency Investment Fund) 29.63% 40,000,000
Shares of Benefical Interest 0.00% 20%
Money Market/Mutual Funds (Sweep Acct) 0.00% 10% per fund (2)
Total 100.00%
% of portfolio maturing under one year 29.63% no less than 20%
% of portfolio maturing over one year 70.37%
100.00%
(1) Further limited to 10% in any single issuer
(2) Also limited to 20% in total.
*These securities are not considered for purchases: SBA, GNMA, TVA and SALLIEMAE
4
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Costa Mesa Sanitary District
... an Independent Special District
General Manager's Agreement - Fifth Amendment
Item Number: 15.
Recommendation/Notes:
Recommendation: That the Board of Director's approve the General Manager's Fifth
Amendment of his agreement.
ATTACHMENTS:
Description Type
General Manager's Agreement - Fifth Amendment Cover Memo
Costa Mesa Sanitary District
... an Independent Special District
ADJOURN TO CLOSED SESSION
Item Number: 16.
Recommendation/Notes:
Discuss litigation with legal counsel pursuant to Government Code Section 54956.9:
(a) In In regards to existing/anticipated litigation entitled Costa Mesa Sanitary District –
Santa Ana Regional Water Quality Control Board Complaint No. R8-2014-0017.
(b) Anticipated litigation – significant exposure to litigation pursuant to Government Code
5456.9(d)(2),(e)(1) [Number of potential cases: 1]
Costa Mesa Sanitary District
... an Independent Special District