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2015-05-28 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, May 28, 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 Recognizing Lisa Manfredi, Steven Manfredi and Marley Manfredi for their contributions in the Organics Recycling Demonstration video. 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 Study Session Meeting Minutes of April 14, 2015 Recommendation: That the Board of Directors approve and file. 2. Board of Directors Regular Meeting Minutes of April 23, 2015 Recommendation: That the Board of Directors approve and file. 3. Board of Directors Special Meeting Minutes of April 27, 2015 Recommendation: That the Board of Directors approve and file. 4. Occupancy Report and Payment to CR&R Environmental Services Recommendation: That the Board of Directors: 1. Accepts the occupancy count as presented using 21,816 as the correct number of active units. 2. Direct staff to prepare a warrant to CR&R Environmental Services in the amount of $194,280.20 to be ratified in the May 2015 warrant list, for April 2015 collection. 5. 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 April 2015. 6. Adoption of a Warrant Resolution No. CMSD 2015-11 Approving District Warrant Registers Recommendation: That the Board of Directors adopt Warrant Resolution No. CMSD 2015-11 approving District warrants for the Month of April 2015 in the amount of $1,072,561.89. 7. Directors' Compensation and Reimbursement of Expenses Recommendation: That the Board of Directors approves Directors’ compensation and reimbursement of expenses for the month of April 2015. 8. Sewer Lateral Assistance Program (SLAP) Update Recommendation: That the Board of Directors approve and file. 9. Investment Report for the Month of April 2015 Recommendation: That the Board of Directors approves the Investment Report for the month of April 2015. 10. Resolution No. 2015-860 Authorizing Submittal of Application for the Household Hazardous Waste Grant Recommendation: That the Board of Directors adopt Resolution No. 2015- 860 authorizing staff to submit the grant application. ------------------------------- END OF CONSENT CALENDAR------------------------------- IX. PUBLIC HEARINGS X. GENERAL MANAGER 11. CMSD Contribution Program – Costa Mesa Foundation Recommendation: That the Board of Directors accepts the application from the Costa Mesa Foundation and approve a monetary contribution of $2,500. 12. CMSD Contribution Program – Estancia High School Football Program Recommendation: That the Board of Directors accepts the application from Estancia High School Football Program and approve a monetary contribution of $500 for placing a stadium banner. 13. 2015-2020 Strategic Plan - Adoption Recommendation: That the Board of Directors adopts the 2015-2020 Strategic Plan. 14. Resolution No. 2015-861 Approving New Classification Titles for Maintenance Workers I, II & III, Sewer Maintenance Supervisor and Executive Assistant to the Board Recommendation: That the Board of Directors adopts Resolution No. 2015-861 approving changing the job titles for the following positions: Sewer Maintenance Workers I, II & III to Wastewater Maintenance Workers I, II & III Sewer Maintenance Supervisor to Wastewater Maintenance Supervisor Executive Assistant to the Board to Executive Assistant 15. Resolution No. 2015-862 Approving New Classifications for the Positions of Management Analyst I and II, Senior Management Analyst and Wastewater Maintenance Superintendent Recommendation: That the Board of Directors adopts Resolution No. 2015- 862 approving new classifications for the positions of Management Analyst I and II, Senior Management Analyst and Wastewater Maintenance Superintendent. 16. Resolution No. 2015-863 Approving New Salary Schedule for District Classifications Recommendation: That the Board of Directors adopts Resolution No. 2015- 863 approving a new salary schedule for District classifications. 17. Resolution No. 2015-864 Approving the Amendment to Waste Disposal Agreement Recommendation: That the Board of Directors adopts Resolution No. 2015- 864 approving the Amendment to the Waste Disposal Agreement with the County of Orange. 18. “Benefit Bucket” and the "Cadillac Tax” Recommendation: That the Board of Directors receive and file the report. 19. Rewarding Ideas Program Recommendation: That the Board of Directors approves rewarding Steve Cano, Maintenance Supervisor, $100 for protecting equipment and extending the useful life cycle. 20. Project #194 Pump Station Coating and Manhole Rehabilitation - Contract Administration and Inspection Services Recommendation: That the Board of Directors approves awarding contract administration and inspection services to Robin B. Hamers and Associates, Inc. for $19,250. 21. Reschedule September 24, 2015 Board of Directors Meeting Recommendation: That the Board of Directors considers rescheduling the September 24, 2015 regular meeting as it conflicts with the CSDA Annual Conference dates. XI. ENGINEER'S REPORTS 22. Project Status Report Recommendation: That the Board of Directors receive and file the report. 23. Project #194 Pump Station Coating and Manhole Rehabilitation – Bid Opening and Award of Contract Recommendation: That the Board of Directors approves awarding a contract to the lowest responsive bidder, Sancon Engineering, Inc. of Huntington Beach, California, in the amount of $241,800 and authorizes the General Manager to establish a contingency budget in accordance with CMSD Operations Code Section 4.04.060(e). XII. TREASURER'S REPORTS XIII. ATTORNEY'S REPORTS 24. Ordinance No. 105 - Board of Directors Compensation Recommendation: That the Board of Directors approves adopting Ordinance No. 105 increasing Board compensation from $221.00 to $295.00 per day, not to exceed six days in a calendar month, to be effective July 1, 2015. 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 XVI. ADJOURN TO CLOSED SESSION 25. Discuss litigation with legal counsel pursuant to Government Code Section 54956.9: (a) 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] XVII.NEW BUSINESS 26. General Manager of the Year - Oral Report Recommendation: That the Board of Directors approves nominating Scott Carroll to the California Special Districts Association (CSDA) for General Manager of the Year. XVIII.ORAL COMMUNICATIONS AND DIRECTOR COMMENTS XIX. ADJOURNMENT UPCOMING CMSD AND COMMUNITY EVENTS AND ACTIVITIES • 68th Annual Fish Fry and Carnival – Friday, May 29 through Sunday May 31, 2015 at Fairview Park. Friday: Dinner starts at 5:00 pm. Saturday & Sunday: Dinner starts at noon. • CMSD Town Hall Meeting – Organics Recycling Program, Tuesday, June 2, 2015 at Back Bay High School, 390 Monte Vista Avenue, Costa Mesa. Meeting begins at 6:00 pm. • CMSD Town Hall Meeting – Organics Recycling Program, Thursday, June 18, 2015 at Costa Mesa Senior Center, 695 W. 19th St., Costa Mesa. Meeting begins at 10:00 am. • Implementation of Organics Recycling Program – June 22 through August 14, 2015. See when your organics cart will be delivered by visiting www.cmsdca.gov. Costa Mesa Sanitary District ... an Independent Special District Costa Mesa Sanitary District ... an Independent Special District Board of Directors Study Session Meeting Minutes of April 14, 2015 Item Number: 1. Recommendation/Notes: Recommendation: That the Board of Directors approve and file. ATTACHMENTS: Description Type 01 - Minutes - Study Session 2015-04-14 FINAL DRAFT Cover Memo COSTA MESA SANITARY DISTRICT MINUTES OF BOARD OF DIRECTORS STUDY SESSION APRIL 14, 2015 ______________________________________________________________________ CALL TO ORDER The Board of Directors of the Costa Mesa Sanitary District met in study session on April 14, 2015 at 9:30 A.M. at 628 W. 19th Street, Costa Mesa. ROLL CALL DIRECTORS PRESENT: DIRECTORS ABSENT: Michael Scheafer, Arthur Perry, Robert Ooten, Arlene Schafer, James Ferryman None STAFF PRESENT: Scott Carroll, General Manager; Robin Hamers, District Engineer; Wendy Davis, Finance Manager; Noelani Middenway, District Clerk; Javier Ochiqui, Management Analyst; Elizabeth Pham, Management Assistant; Denise Martinez, Interim Administrative Services Manager OTHERS PRESENT: Lawrence Jones, CR&R; Jim Mosher, Resident PUBLIC COMMENT – Jim Mosher, resident, expressed concern regarding the District’s website having been down and prohibiting the public from accessing the Board’s agenda information. He suggested securing a notification system that will alert staff when the website has gone down. ITEMS OF STUDY 1. Recycling & Waste Diversion Reports – March 2015 Recommendation: That the Board of Directors receive and file the report. There were no questions or comments and the report was received. 2. CMSD’s Historical Tonnage Analysis Recommendation: That the Board of Directors receive and file this report. COSTA MESA SANITARY DISTRICT PAGE 2 MINUTES OF THE BOARD OF DIRECTORS STUDY SESSION HELD APRIL 14, 2015 ______________________________________________________________________ Javier Ochiqui, Management Analyst, discussed possible reasons for the projected increase in tonnage including increased development of single family and multi-family residences, the increase in population, and economic downturn increasing the number of people per household. Secretary Ooten suggested making a goal of educating the public on ways to recycle. Assistant Secretary Schafer felt that home remodeling is adding to the increased tonnage. Mr. Ochiqui indicated that staff attends monthly meetings with the City of Costa Mesa to review current and proposed development plans. 3. Ordinance Enforcement Officer Report – March 2015 Recommendation: That the Board of Directors receive and file the report Ed Roberts, Code Enforcement Officer, provided report details and discussed scavenging incidents noting increased activity on the west side of the city. He reported 43 incidents of trash carts left in public view. President Scheafer commented regarding educating residents on scavenging. Secretary Ooten requested an update and staff recommendations of the trash carts in the alleys pilot program. There were no additional questions or comments and the report was received. 4. Organics Ad Hoc Committee Update – Oral Report Recommendation: That the Board of Directors receive an oral report from Secretary Ooten. President Scheafer reported that the carts for the Organics Recycling Program are scheduled for delivery beginning in June and discussed CR&R’s customer service center’s hiring of additional staff. Discussion followed regarding public outreach opportunities at local events including the Newport-Mesa Lion’s Club Fish Fry, and Community Run. Vice President Perry suggested staff presence to conduct community outreach at the Fish Fry on Friday, May 29. There were no additional questions or comments and the report was received. COSTA MESA SANITARY DISTRICT PAGE 3 MINUTES OF THE BOARD OF DIRECTORS STUDY SESSION HELD APRIL 14, 2015 ______________________________________________________________________ 5. Salary Survey Comparator Agencies Recommendation: That the Board of Directors receive and file this report. Denise Martinez, Interim Administrative Services Manager, discussed the process of how the comparator agencies were identified and ranked for comparing District compensation and benefits. Factors such as distance from CMSD, number of employees, budget, and type of services were considered. Georg Kramer, consultant for Koff and Associates, discussed, via conference call, factors on how the comparative agencies were selected and stressing the focus on services provided and the true labor market. Discussion followed regarding focusing on the Public Works department when using a city as a comparative agency. Director Ferryman requested that East Orange County Water District be added to the list of comparative agencies. Discussion followed regarding reasonable comparisons for management dependent on the size of the agency. Jim Mosher, resident, provided public comment and did not feel that comparing the District to the City of Newport Beach Public Works department is accurate. General Manager Carroll indicated that the consultant will review the East Orange County Water District and City of Newport Beach. There were no additional questions or comments and the report was received. 6. Solid Waste Association of North America (SWANA): The Road to Zero Waste Conference -Oral Report Recommendation: That the Board of Directors receive an oral report from Javier Ochiqui. Mr. Ochiqui reported on his attendance of the SWANA conference and discussed financial, social, and system challenges in running a zero waste program. 7. Door-to-Door Household Hazardous Waste (HHW) Collection for Seniors, Immobile & Disabled Residents Recommendation: That the Board of Directors receive and file the report. Elizabeth Pham, Management Assistant, discussed the process of the Door-to-Door HHW collection program, noted that there have been 30 HHW requests in the current fiscal year, and discussed how the program was being advertised. COSTA MESA SANITARY DISTRICT PAGE 4 MINUTES OF THE BOARD OF DIRECTORS STUDY SESSION HELD APRIL 14, 2015 ______________________________________________________________________ Vice President Perry suggested opening the program citywide. Secretary Ooten questioned if the 62 year old requirement is a District policy for the program. General Manager Carroll confirmed that resident 62 years and older are considered senior citizens and this criteria was incorporated as part of the program parameters. Discussion followed regarding identifying the number of items that could be collected at one time. Ms. Pham noted that non-eligible program participants are able to dispose of HHW at the semi-annual HHW drop off event at Orange Coast College or at the permanent HHW facility in Huntington Beach that is open to the public six days a week.. Vice President Perry felt that it was reasonable to consider opening the program to all residents and would like to discuss the matter further at a future study session meeting. Wendy Davis, Finance Manager, indicated that she will perform a financial analysis regarding the program. Mr. Ochiqui noted that, per the vehicle code and contract with CR&R, there is a 150 pound limit of HHW to be transported in a single vehicle at a time. There were no additional questions or comments and the report was received. 8. Sewer Lateral Assistance Program (SLAP) Review Recommendation: That the Board of Directors discuss revising the SLAP program parameters and provide direction to staff for the preparation of the SLAP program budget for the 2015-16 and 2016-17 fiscal years. Ms. Davis reviewed the progress of the SLAP for the past nine months and requested direction from the Board for the next two fiscal years. She noted that the current program budget amount of $200,000 is not enough to sustain the program and provided options to either increase the budget, decrease the reimbursement amount, or change the program entirely. Ms. Davis noted that staff is recommending a change to the program entirely to be more preventative and suggested implementing a lateral videoing program. General Manager Carroll commented that staff’s recommendation is a true preventative maintenance program and expressed concern regarding plumbers taking advantage of residents for unnecessary work performed. COSTA MESA SANITARY DISTRICT PAGE 5 MINUTES OF THE BOARD OF DIRECTORS STUDY SESSION HELD APRIL 14, 2015 ______________________________________________________________________ Secretary Ooten supported staff developing a method to transition the program parameters and reducing the reimbursement fee to $1,000. He recommended $200,000 for the existing program with additional funding to make the transition. Ms. Davis indicated that the SLAP would cease for the remainder of the fiscal year once funding for the program has been depleted. District Engineer Hamers commented that the average reimbursement from the time SLAP was implemented has been $1,100, which is the same as what is currently reported. He expressed that the best service the District could provide in regards to SLAP is to counsel the resident on what work is and is not needed by reviewing the video. President Scheafer suggested having a separate meeting to discuss the program. Ms. Davis requested that the Board consider continuing the SLAP at a reimbursement maximum of $1,000 beginning July 1, 2015, continue to waive the fees, stop the program once SLAP funds are depleted, find money for the pilot program, and bring it back to the Board during the budget review process for consideration. Vice President Perry expressed support of changing the maximum reimbursement amount to $1,100. The Board directed staff to budget $200,000 for the SLAP, with a maximum reimbursement amount of $1,000 and the pilot program will be discussed during the budget process. There were no additional questions or comments and the report was received. President Scheafer recessed the meeting at 11:09 A.M. and reconvened the meeting at 11:15 A.M. 9. Building Criteria for new Headquarters – Oral Report Recommendation: That the Board of Directors gives staff direction on the building criteria for searching a new headquarters building. General Manager Carroll discussed suggested criteria for the new headquarters building including sufficient parking, storage capabilities, centrally located and public accessibility. Vice President Perry indicated that the Policy Review Ad Hoc Committee will review and discuss the criteria. COSTA MESA SANITARY DISTRICT PAGE 6 MINUTES OF THE BOARD OF DIRECTORS STUDY SESSION HELD APRIL 14, 2015 ______________________________________________________________________ Discussion followed regarding looking at alternative properties. Secretary Ooten expressed low interest in internalizing Engineering. President Scheafer stated that he wants to be prepared to meet the future needs of staff and technology. Mr. Mosher provided public comment and expressed that he hopes the criteria of the building is predicated on what the Board envisions the District to look like ten years from now. There were no additional questions or comments and the report was received. 10. City of Costa Mesa Mayor’s Celebration - The Art of Leadership Recommendation: That the Board of Directors considers being a $2,500 Silver Sponsor. Vice President Perry expressed that he is opposed to voting in favor to sponsor the event as there is no benefit to the District. President Scheafer and Director Ferryman concurred. Mr. Mosher provided public comment and concurred with Vice President Perry as the money raised will support arts education programs, which are not a function of the District, and did not see the justification in the District being a sponsor. The Board of Directors declined to attend the Mayor’s Art of Leadership celebration. 11. NeoGov On-boarding Process Recommendation: That the Board of Directors receive a demonstration of the NeoGov on-boarding process. Ms. Martinez provided a presentation on the NeoGov on-boarding process for new District employees and reviewed the different forms available to be completed online during the new hire process. 12. Future Study Session Items Recommendation: That the Board of Directors provide staff with direction on items to be placed on future study session agendas. President Scheafer announced that the Water Summit will be held on May 15, 2015. Secretary Ooten requested an update on the trash containers in the alley’s pilot program, suggested posting data on water savings for recyclable, and requested that staff be proactive in contacting Home Owners Associations regarding the pump station abandonment project and its impact. COSTA MESA SANITARY DISTRICT PAGE 7 MINUTES OF THE BOARD OF DIRECTORS STUDY SESSION HELD APRIL 14, 2015 ______________________________________________________________________ ORAL COMMUNICATIONS Director Schafer reported that she is on the Special Olympics World Games Committee. ADJOURNMENT There being no further business to come before the Board, President Scheafer adjourned the meeting at 12:00 P.M. _________________________ _________________________ Robert Ooten Michael Scheafer Secretary President Costa Mesa Sanitary District ... an Independent Special District Board of Directors Regular Meeting Minutes of April 23, 2015 Item Number: 2. Recommendation/Notes: Recommendation: That the Board of Directors approve and file. ATTACHMENTS: Description Type 02 - Minutes - Board 2015-04-23 FINAL DRAFT Cover Memo COSTA MESA SANITARY DISTRICT MINUTES OF BOARD OF DIRECTORS REGULAR MEETING APRIL 23, 2015 ______________________________________________________________________ CALL TO ORDER The Board of Directors of the Costa Mesa Sanitary District met in regular session on April 23, 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; Marc Davis, District Treasurer; Javier Ochiqui, Management Analyst; Noelani Middenway, District Clerk; Elizabeth Pham, Management Assistant OTHERS PRESENT: Lawrence Jones, CR&R CEREMONIAL MATTERS AND PRESENTATIONS – None ANNOUNCEMENT OF LATE COMMUNICATIONS – None PUBLIC COMMENTS – None COSTA MESA SANITARY DISTRICT PAGE 2 MINUTES OF THE BOARD OF DIRECTORS REGULAR MEETING HELD APRIL 23, 2015 ______________________________________________________________________ CONSENT CALENDAR 1. Board of Directors Study Session Meeting Minutes of March 10, 2015 2. Board of Directors Regular Meeting Minutes of March 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 2015-10 Approving District Warrant Registers 6. Directors’ Compensation and Reimbursement of Expenses 7. Sewer Lateral Assistance Program (SLAP) Update The Board of Directors Study Session Meeting Minutes of March 10, 2015 was approved as presented. The Board of Directors Regular Meeting Minutes of March 26, 2015, was approved as presented. The occupancy report and payment to CR&R Environmental Services for the month of March 2015 in the amount of $194,191.15 was approved as presented. The Board of Directors approved payment to CR&R Environmental Services for recycling and disposal services for the month of March 2015. The Board of Directors approved adoption of Warrant Resolution No. CMSD 2015-10 Approving District Warrant Registers for the month of March 2015 in the amount of $453,630.85. The Directors’ compensation and reimbursement of expenses for the month of March 2015 were approved as presented. The Board of Directors approved the SLAP report as presented. END OF CONSENT CALENDAR Director Ferryman made a motion to approve the consent calendar as presented Vice President Perry seconded the motion, which carried unanimously. PUBLIC HEARINGS - None GENERAL MANAGER’S REPORTS COSTA MESA SANITARY DISTRICT PAGE 3 MINUTES OF THE BOARD OF DIRECTORS REGULAR MEETING HELD APRIL 23, 2015 ______________________________________________________________________ 8. Website and Webhosting Update Recommendation: That the Board of Directors receive and file this report. Scott Carroll, General Manager, reported that Elizabeth Pham, Management Assistant, was able to secure a vendor to monitor the District’s website and notify staff if the District’s website were to become unavailable. 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. Wendy Davis, Finance Manager, requested that the Board consider approving the recommendations due to fiscal restraints. Ms. Davis reported that funding is available for 22 SLAP applications through the end of the fiscal year and that an anticipated 200 applications will be paid. Ms. Davis confirmed that the applicant may apply once every five years per residence. Vice President Perry expressed favor of changing the reimbursement fee to $1,100. Director Ferryman concurred with Vice President Perry and supported changing the reimbursement fee of $1,100. Discussion followed regarding possible changes to the parameters of the SLAP. Ms. Davis noted that upon approval of the budget, the recommended SLAP changes will be brought back to the Board for approval. Discussion ensued regarding benefits of the program for residents, General Manager Carroll requested that if the Board is considering changing the SLAP budget to $220,000 that the decision is made after the budget is presented to the Board. Discussion followed regarding the timeline of rolling out the pilot program. Vice President Perry made a motion to change the maximum reimbursement amount to $1,100 and approve staff’s recommendation. Director Ferryman seconded the motion, which carried unanimously. 10. FY 2014-15 Budget Review – Third Quarter Recommendation: That the Board of Directors receive and file the report. COSTA MESA SANITARY DISTRICT PAGE 4 MINUTES OF THE BOARD OF DIRECTORS REGULAR MEETING HELD APRIL 23, 2015 ______________________________________________________________________ Ms. Davis provided report details noting expenditures in salaries were below what was anticipated due to the vacancies, which were offset by the expenditures in the professional and contract services. Ms. Davis reported a projected surplus balance in the solid waste fund of $72,000 and $97,000 in the liquid waste fund. Ms. Davis noted a contingency of $120,000 in the sewer fund that shows being fully expended in anticipation of the fine to be paid for the sanitary sewer overflow at the Irvine pump station. Mr. Carroll provided information regarding the security patrol of District headquarters and felt that the increased patrol was beneficial. There were no additional questions or comments and the report was received. 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. General Manager Carroll presented the draft Strategic Plan for Fiscal Year 2015-20. Vice President Perry requested an update from Environmental Engineering & Contracting (EEC) at a future meeting regarding the District’s Fats, Oils & Grease (FOG) enforcement program.. Mr. Carroll confirmed that the final draft of the Strategic Plan will be brought to the Board for approval at the May 28, 2015 regular meeting. There were no additional questions or comments and the report was received. ENGINEER’S REPORTS 12. Project Status Report Recommendation: That the Board of Directors receive and file the report. There were no questions or comments and the report was received. 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. COSTA MESA SANITARY DISTRICT PAGE 5 MINUTES OF THE BOARD OF DIRECTORS REGULAR MEETING HELD APRIL 23, 2015 ______________________________________________________________________ Rob Hamers, District Engineer, noted that the project was completed and indicated that the recommendation is standard procedure for the completion of the project. Secretary Ooten made a motion to approve the recommendation. Assistant Secretary Schafer seconded the motion, which carried unanimously. There were no additional questions or comments. 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. Marc Davis, District Treasurer, provided details of the investment report for March 2015. Discussion followed regarding District reserves and investing in CalWest Industrial Properties. There were no additional questions or comments and the report was received. ATTORNEY’S REPORTS 15. General Manager’s Agreement – Fifth Amendment Recommendation: That the Board of Directors approve the General Manager’s Fifth Amendment of his agreement. Alan Burns, District Counsel, presented the fifth amendment to the General Manager’s agreement. Secretary Ooten made a motion to approve the agreement. Vice President Perry seconded the motion, which carried unanimously. LOCAL MEETINGS A. Orange County Sanitation District (OCSD) – (Director Ferryman) Recommendation: That the Board of Directors accepts oral report. Director Ferryman discussed the soliciting of insurance benefits that will potentially save six to eight million dollars, the approval of a licensing agreement with Product and Chemicals, Inc. for the operation of a hydrogen dispensing station, East Orange County Water District’s negotiation for sewer acquisition, and discussed groundwater replenishment and security. COSTA MESA SANITARY DISTRICT PAGE 6 MINUTES OF THE BOARD OF DIRECTORS REGULAR MEETING HELD APRIL 23, 2015 ______________________________________________________________________ Secretary Ooten discussed new OCSD perimeter fencing. B. Santa Ana River Flood Protection Agency (SARFPA) – (Vice President Perry) Recommendation: That the Board of Directors accepts oral report. Nothing to report at this time. C. Independent Special Districts of Orange County (ISDOC) – (President Scheafer) Recommendation: That the Board of Directors accepts oral report. President Scheafer reported on his attendance of the ISDOC Executive Committee meeting and noted that the bylaw changes were approved and will be voted on in May. He also noted that General Manager Carroll would be a key presenter at the upcoming ISDOC quarterly meeting. D. California Special Districts Association (CSDA) - (Assistant Secretary Schafer) Recommendation: That the Board of Directors accepts oral report. Assistant Secretary Schafer reported on her attendance of the CSDA Board meeting and noted that she would be attending CSDA Legislative Days in May. General Manager Carroll noted that meetings have been scheduled with Assemblyman Harper and Senator Moorlach during Legislative Days. E. Special District Risk Management Authority (SDRMA) – (President Scheafer) Recommendation: That the Board of Directors accepts oral report. Nothing to report at this time. 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. President Scheafer reported on his attendance of a meeting with General Manager Carroll and Orange County Supervisor Michelle Steele. Secretary Ooten reported on his attendance of the WACO meeting. OLD BUSINESS – None NEW BUSINESS – None ORAL COMMUNICATIONS AND DIRECTOR COMMENTS COSTA MESA SANITARY DISTRICT PAGE 7 MINUTES OF THE BOARD OF DIRECTORS REGULAR MEETING HELD APRIL 23, 2015 ______________________________________________________________________ President Scheafer requested a survey of Board of Directors stipend and compensation to be presented at the May study session. He complimented staff on the recent newsletter, requested the schedule for the Directors attending upcoming town hall meetings for the implementation of the Organics Recycling Program, and announced Ed Fawcett’s retirement. ADJOURN TO CLOSED SESSION – President Scheafer adjourned to closed session at 6:37 P.M. 16. Discuss litigation with legal counsel pursuant to Government Code Section 54956.9: (a) 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] All others exited the meeting with the exception of the Board of Directors, District Counsel Burns, General Manager Carroll, and District Engineer Hamers. RECONVENE TO OPEN SESSION President Scheafer reconvened to open session at 6:55 P.M. and reported that no reportable action was taken during closed session. ADJOURNMENT There being no further business to come before the Board, President Scheafer adjourned the meeting at 6:55 P.M. _________________________ _________________________ Robert Ooten Michael Scheafer Secretary President Costa Mesa Sanitary District ... an Independent Special District Board of Directors Special Meeting Minutes of April 27, 2015 Item Number: 3. Recommendation/Notes: Recommendation: That the Board of Directors approve and file. ATTACHMENTS: Description Type 03 - Minutes Special Meeting 2015-04-27 FINAL DRAFT Cover Memo COSTA MESA SANITARY DISTRICT MINUTES OF BOARD OF DIRECTORS SPECIAL MEETING APRIL 27, 2015 ______________________________________________________________________ CALL TO ORDER The Board of Directors of the Costa Mesa Sanitary District met in special session on April 27, 2015 at 9:00 A.M. at 628 W. 19th Street, Costa Mesa. ROLL CALL DIRECTORS PRESENT: DIRECTORS ABSENT: Michael Scheafer, Arthur Perry, Robert Ooten, Arlene Schafer, James Ferryman None STAFF PRESENT: Scott Carroll, General Manager; Wendy Davis, Finance Manager; Robin Hamers, District Engineer; Noelani Middenway, District Clerk; Kaitlin Tran, Accountant OTHERS PRESENT: Jim Mosher, Resident PUBLIC COMMENT President Scheafer invited members of the public to address the Board. Jim Mosher, resident, commented regarding the Board approving a two-year budget or two separate one year budgets and expressed concern that the purchasing of a new building for District headquarters would impact the approved budget. He also commented on the details of the line items of the summary and variance from the previous year’s budget, suggested that the report show the variance of what the expenditures were last year versus what the projected expenditures will be, and commented on the split between the liquid waste and solid waste for the District Clerk’s compensation. He also commented on the review of the City’s capital improvement program to ensure that it meets with the City’s General Improvement Plan and questioned if the District provides a list of its capital improvement projects to the City to be included. Seeing no one further, President Scheafer closed public comments. COSTA MESA SANITARY DISTRICT PAGE 2 MINUTES OF THE BOARD OF DIRECTORS SPECIAL MEETING HELD APRIL 27, 2015 ________________________________________________________________ President Scheafer responded to Mr. Mosher and directed staff to look into it further. Rob Hamers, District Engineer, commented that District Counsel, Alan Burns, has advised that the District would need to provide its Capital Improvement Plan if it were formally adopted by the Board. Wendy Davis, Finance Manager, commented that the budget being presented to the Board at this meeting is the preliminary proposed budget to receive direction from the Board, and noted that the Class and Compensation Study will be presented to the Board at the May 12 study session, and at that time staff will receive further direction as a majority of the budget is based on salaries which will be affected by the Class and Compensation Study. The two year budget will be presented at the June study session or a special meeting, and based on the comments and direction at that meeting; the final budget will be presented for adoption at the June regular board meeting. Ms. Davis responded to Mr. Mosher’s concerns regarding the carryovers for the capital improvement projects noting that the allocation is flat, and not the spending. She addressed the 10/90 split (ten percent funded from the solid waste fund and ninety percent funded from the liquid waste fund) for the District Clerk’s compensation and expressed that the District Clerk’s, as well as a majority of District staff’s duties, involves more liquid waste than solid waste. I. Fiscal Year 2015-16 & 2016-17 Preliminary Budget Recommendation: That the Board of Directors: A. Review the first year (FY 2015-16) of the two year preliminary budget and provide staff with direction; and B. Approve removing the Administrative Services Manager position from the budget and replacing it with the Management Analyst position effective July 1, 2015; and C. Approve budgeting a new part-time Account Clerk position; and D. Direct staff to submit the second year (FY 2016-17) preliminary budget for review at the Board of Directors June 9, 2015 Study Session meeting. Ms. Davis presented details of the proposed preliminary budget, reviewed staff development, board development and membership dues. Vice President Perry made a motion to approve removing the Administrative Services Manager position from the budget and replacing it with the Management Analyst position effective July 1, 2015. Assistant Secretary Schafer seconded the motion, which carried unanimously. COSTA MESA SANITARY DISTRICT PAGE 3 MINUTES OF THE BOARD OF DIRECTORS SPECIAL MEETING HELD APRIL 27, 2015 ________________________________________________________________ Assistant Secretary Schafer made a motion to approve budgeting a new part-time Account Clerk position. Secretary Ooten seconded the motion. Discussion followed regarding the schedule and duties of the part time clerk as well as benefits that the position is entitled to. The motion carried unanimously. The Board of Directors directed staff to submit the second year (FY 2016-17) preliminary budget for review at the Board of Directors June 9, 2015 Study Session meeting. President Scheafer requested information regarding Director compensation. Scott Carroll, General Manager, presented details of the Board of Directors per diem survey of surrounding agencies. The Board of Directors directed General Manager Carroll to review the full compensation of the Board of Directors in the surrounding agencies and report back to the Board. ADJOURNMENT There being no further business to come before the Board, President Scheafer adjourned the meeting at 11:30 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: 4. Recommendation/Notes: Recommendation: That the Board of Directors: 1. Accepts the occupancy count as presented using 21,816 as the correct number of active units. 2. Direct staff to prepare a warrant to CR&R Environmental Services in the amount of $194,280.20 to be ratified in the May 2015 warrant list, for April 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: May 28, 2015 Subject: OCCUPANCY REPORT AND PAYMENT TO CR&R ENVIRONMENTAL SERVICES Summary The total occupancy count for April 2015 billing is 21,816, 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 21,816 as the correct number of active units. 2. The Board of Directors directs staff to prepare a warrant to CR&R Environmental Services for April 2015 collection based on this occupancy report so long as the contractor fulfills the obligations of the agreement. Said payment in the amount of $194,280.20 to be ratified in the May 2015 warrant list. Calculation based on current rate: 21,816 X $8.9054 = $194,280.20 Costa Mesa Sanitary District Occupancy Report April 2015 Total Accounts 21,816 35 gallon carts 625 60 gallon carts 29017 90 gallon carts 14853 Total Carts 44,495 Cart Delivery Information/Start Standard Service Service Address Date Delivered 2192 BAYFIELD LN 4/28/2015 60 GAL BARREL DELIVERY 1586 MINORCA DR 4/28/2015 60 GAL BARREL DELIVERY 325 ANDERSON LN 4/10/2015 60 GAL BARREL DELIVERY 333 ANDERSON LN 4/24/2015 60 GAL BARREL DELIVERY 308 SHADOW BAY DR 4/3/2015 60 GAL BARREL DELIVERY 309 SHADOW BAY DR 4/3/2015 60 GAL BARREL DELIVERY 307 SHADOW BAY DR 4/6/2015 60 GAL BARREL DELIVERY 2008 ANAHEIM AVE 4/14/2015 60 GAL BARREL DELIVERY 210 16TH PL 4/22/2015 90 GAL BARREL DELIVERY 1620 SANDALWOOD 4/16/2015 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: 5. Recommendation/Notes: Recommendation: That the Board of Directors approves payment to CR&R Environmental Services for recycling and disposal services for the month of April 2015. ATTACHMENTS: Description Type 05 - Contract Payment to CR&R Environmental Services for Recycling & Disposal Services Cover Memo Costa Mesa Sanitary District ... an Independent Special District Adoption of a Warrant Resolution No. CMSD 2015-11 Approving District Warrant Registers Item Number: 6. Recommendation/Notes: Recommendation: That the Board of Directors adopt Warrant Resolution No. CMSD 2015- 11 approving District warrants for the Month of April 2015 in the amount of $1,072,561.89. ATTACHMENTS: Description Type 06 - Warrant Resolution No. CMSD 2015-11 Cover Memo COSTA MESA SANITARY DISTRICT Warrant Resolution No. CMSD 2015-11 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 $1,072,561.89 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 28th day of May 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 2015-11 was duly adopted by the Costa Mesa Sanitary District at a regular meeting held on the 28th day of May 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 28th day of May 2015. District Clerk of the Costa Mesa Sanitary District Ac c o u n t s P a y a b l e Ch e c k s f o r A p p r o v a l Us e r : k t r a n Pr i n t e d : 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d S t a t e W i t h h o l d i n g T a x e s E m p l o y m e n t D e v e l o p m e n t D e p a r t m 2 , 2 5 4 . 5 1 Ch e c k T o t a l : 2 , 2 5 4 . 5 1 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d F e d e r a l W i t h h o l d i n g T a x e s I n t e r n a l R e v e n u e S e r v i c e 6 , 4 9 8 . 8 2 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d M e d i c a r e - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 6 9 0 . 7 9 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d M e d i c a r e - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 6 9 0 . 7 9 Ch e c k T o t a l : 7 , 8 8 0 . 4 0 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 7 . 0 4 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 4 8 . 0 3 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 9 7 . 0 0 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 7 8 6 . 6 8 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 1 , 8 4 5 . 3 8 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 3 , 7 5 7 . 7 4 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S S u r v i v o r B e n e f i t C a l P e r s E m p l o y e e R e t S y s t e m 1 2 . 0 9 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S - E m p l o y e r C a l P e r s E m p l o y e e R e t S y s t e m - 0 . 0 1 Ch e c k T o t a l : 6 , 5 5 3 . 9 5 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d S t a t e W i t h h o l d i n g T a x e s E m p l o y m e n t D e v e l o p m e n t D e p a r t m 1 0 1 . 0 3 Ch e c k T o t a l : 1 0 1 . 0 3 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d F e d e r a l W i t h h o l d i n g T a x e s I n t e r n a l R e v e n u e S e r v i c e 4 5 5 . 2 0 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d F I C A - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 4 1 1 . 3 5 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d F I C A - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 4 1 1 . 3 5 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d M e d i c a r e - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 9 6 . 2 0 0 0 4 / 0 1 / 2 0 1 5 L i q u i d W a s t e F u n d M e d i c a r e - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 9 6 . 2 0 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 1 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t Ch e c k T o t a l : 1 , 4 7 0 . 3 0 0 0 4 / 1 5 / 2 0 1 5 L i q u i d W a s t e F u n d S t a t e W i t h h o l d i n g T a x e s E m p l o y m e n t D e v e l o p m e n t D e p a r t m 1 , 5 6 0 . 0 4 Ch e c k T o t a l : 1 , 5 6 0 . 0 4 0 0 4 / 1 5 / 2 0 1 5 L i q u i d W a s t e F u n d F e d e r a l W i t h h o l d i n g T a x e s I n t e r n a l R e v e n u e S e r v i c e 6 , 4 6 8 . 8 7 0 0 4 / 1 5 / 2 0 1 5 L i q u i d W a s t e F u n d M e d i c a r e - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 5 7 8 . 1 5 0 0 4 / 1 5 / 2 0 1 5 L i q u i d W a s t e F u n d M e d i c a r e - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 5 7 8 . 1 5 Ch e c k T o t a l : 7 , 6 2 5 . 1 7 0 0 4 / 1 5 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 7 . 0 4 0 0 4 / 1 5 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 4 8 . 0 3 0 0 4 / 1 5 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 9 7 . 0 0 0 0 4 / 1 5 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 7 8 6 . 6 8 0 0 4 / 1 5 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 1 , 7 9 2 . 2 4 0 0 4 / 1 5 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 3 , 7 0 2 . 9 7 0 0 4 / 1 5 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S S u r v i v o r B e n e f i t C a l P e r s E m p l o y e e R e t S y s t e m 1 1 . 1 6 0 0 4 / 1 5 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S - E m p l o y e r C a l P e r s E m p l o y e e R e t S y s t e m - 0 . 0 1 Ch e c k T o t a l : 6 , 4 4 5 . 1 1 0 0 4 / 2 4 / 2 0 1 5 S o l i d W a s t e F u n d E q u i p m e n t M a i n t e n a n c e A u t o m a t i c D a t a P r o c e s s i n g , I n c 7 . 4 0 0 0 4 / 2 4 / 2 0 1 5 L i q u i d W a s t e F u n d E q u i p m e n t M a i n t e n a n c e A u t o m a t i c D a t a P r o c e s s i n g , I n c 6 6 . 5 5 Ch e c k T o t a l : 7 3 . 9 5 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d F e d e r a l W i t h h o l d i n g T a x e s I n t e r n a l R e v e n u e S e r v i c e 4 , 6 3 9 . 9 5 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d M e d i c a r e - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 5 7 3 . 5 9 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d M e d i c a r e - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 5 7 3 . 5 9 Ch e c k T o t a l : 5 , 7 8 7 . 1 3 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S t a t e W i t h h o l d i n g T a x e s E m p l o y m e n t D e v e l o p m e n t D e p a r t m 1 , 5 3 0 . 6 2 Ch e c k T o t a l : 1 , 5 3 0 . 6 2 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 7 . 0 4 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 4 8 . 0 3 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 9 7 . 0 0 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 7 8 6 . 6 8 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 2 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 1 , 7 9 2 . 2 4 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S R e t i r e m e n t C a l P e r s E m p l o y e e R e t S y s t e m 3 , 7 0 2 . 9 7 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S S u r v i v o r B e n e f i t C a l P e r s E m p l o y e e R e t S y s t e m 1 1 . 1 6 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d P E R S - E m p l o y e r C a l P e r s E m p l o y e e R e t S y s t e m - 0 . 0 1 Ch e c k T o t a l : 6 , 4 4 5 . 1 1 0 0 4 / 1 5 / 2 0 1 5 S o l i d W a s t e F u n d I n v e s t m e n t E a r n i n g s B a n k o f A m e r i c a 4 7 6 . 0 3 Ch e c k T o t a l : 4 7 6 . 0 3 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S t a t e W i t h h o l d i n g T a x e s E m p l o y m e n t D e v e l o p m e n t D e p a r t m 1 0 1 . 0 3 Ch e c k T o t a l : 1 0 1 . 0 3 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d F e d e r a l W i t h h o l d i n g T a x e s I n t e r n a l R e v e n u e S e r v i c e 4 5 5 . 2 0 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d F I C A - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 4 1 1 . 3 5 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d F I C A - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 4 1 1 . 3 5 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d M e d i c a r e - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 9 6 . 2 0 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d M e d i c a r e - E m p l o y e e I n t e r n a l R e v e n u e S e r v i c e 9 6 . 2 0 Ch e c k T o t a l : 1 , 4 7 0 . 3 0 13 6 4 4 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d E m p l o y e e I n s u r a n c e A F L A C 1 , 0 7 9 . 3 6 Ch e c k T o t a l : 1 , 0 7 9 . 3 6 13 6 4 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - B l d g M a i n t B a y A l a r m C o m p a n y 1 7 7 . 1 5 13 6 4 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - B l d g M a i n t B a y A l a r m C o m p a n y 3 0 5 . 6 1 Ch e c k T o t a l : 4 8 2 . 7 6 13 6 4 6 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d P r o f M e m b e r s h i p / D u e s C i t y C l e r k A s s o c i a t i o n o f C a l i 2 1 . 0 0 13 6 4 6 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d P r o f M e m b e r s h i p / D u e s C i t y C l e r k A s s o c i a t i o n o f C a l i 1 8 9 . 0 0 Ch e c k T o t a l : 2 1 0 . 0 0 13 6 4 7 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d T r a s h H a u l e r C R & R I n c o r p o r a t e d E n v i r o n m e n t a 1 9 4 , 1 0 2 . 1 0 Ch e c k T o t a l : 1 9 4 , 1 0 2 . 1 0 13 6 4 8 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - P u m p S t n M a i n t C & R D r a i n s I n c . 6 9 3 . 0 0 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 3 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t Ch e c k T o t a l : 6 9 3 . 0 0 13 6 4 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - P r o f M e m b e r / D u e s C W E A - S A R B S 7 9 . 0 0 Ch e c k T o t a l : 7 9 . 0 0 13 6 5 0 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d C o m p u t e r L i c e n s e s & M a i n t D E L L M a r k e t i n g L P 2 0 2 . 5 4 13 6 5 0 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d C o m p u t e r L i c e n s e s & M a i n t D E L L M a r k e t i n g L P 1 , 8 2 2 . 8 3 13 6 5 0 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 7 0 . 5 3 13 6 5 0 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 6 3 4 . 7 0 13 6 5 0 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 8 2 1 . 6 4 13 6 5 0 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 7 , 3 9 4 . 8 8 Ch e c k T o t a l : 1 0 , 9 4 7 . 1 2 13 6 5 1 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t J i m F e r r y m a n 6 9 . 0 0 13 6 5 1 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t J i m F e r r y m a n 1 . 5 0 13 6 5 1 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d B o a r d D e v e l o p m e n t J i m F e r r y m a n 1 3 . 4 5 Ch e c k T o t a l : 8 3 . 9 5 13 6 5 2 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g M i c h a e l F u r n a r e 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 6 5 3 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d G a s - B u i l d i n g T h e G a s C o m p a n y 2 . 6 7 13 6 5 3 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d G a s - B u i l d i n g T h e G a s C o m p a n y 2 4 . 0 8 13 6 5 3 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - G a s B l d g T h e G a s C o m p a n y 1 9 . 0 8 Ch e c k T o t a l : 4 5 . 8 3 13 6 5 4 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d E q u i p m e n t M a i n t e n a n c e G E C a p i t a l 3 1 . 6 3 13 6 5 4 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d E q u i p m e n t M a i n t e n a n c e G E C a p i t a l 2 8 4 . 6 6 Ch e c k T o t a l : 3 1 6 . 2 9 13 6 5 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d E n g i n e e r i n g / A r c h i t e c t u a l S e r v R o b i n B . H a m e r s & A s s o c . , I n c . 1 , 5 3 0 . 0 0 13 6 5 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d E n g i n e e r i n g / A r c h i t e c t u a l S e r v R o b i n B . H a m e r s & A s s o c . , I n c . 2 , 0 4 7 . 5 0 13 6 5 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d P l a n C k / I n s p e c t i o n - I n s i d e R o b i n B . H a m e r s & A s s o c . , I n c . 3 6 7 . 5 0 13 6 5 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d P l a n C k / I n s p e c t i o n - I n s i d e R o b i n B . H a m e r s & A s s o c . , I n c . 3 , 4 3 0 . 0 0 13 6 5 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d P l a n C k / I n s p e c t i o n - O u t s i d e R o b i n B . H a m e r s & A s s o c . , I n c . 1 , 2 0 7 . 5 0 13 6 5 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d P l a n C k / I n s p e c t i o n - O u t s i d e R o b i n B . H a m e r s & A s s o c . , I n c . 7 , 0 8 7 . 5 0 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 4 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t 13 6 5 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d P l a n C k / I n s p e c t i o n - S w r L a t e r a l R o b i n B . H a m e r s & A s s o c . , I n c . 2 , 2 9 2 . 5 0 13 6 5 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d P u m p S t n E m e r g . E q p t . # 1 9 6 R o b i n B . H a m e r s & A s s o c . , I n c . 2 1 0 . 0 0 13 6 5 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d P u m p S t n E m e r g . E q p t . # 1 9 6 R o b i n B . H a m e r s & A s s o c . , I n c . 1 0 5 . 0 0 13 6 5 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d G r a d e 4 C C T V I m p r o v e m e n t s P h 1 R o b i n B . H a m e r s & A s s o c . , I n c . 8 , 5 0 5 . 0 0 Ch e c k T o t a l : 2 6 , 7 8 2 . 5 0 13 6 5 6 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g B r e n d a n H o r g a n 8 3 7 . 5 0 Ch e c k T o t a l : 8 3 7 . 5 0 13 6 5 7 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e I n f i n i t y B u i l d i n g M a i n t e n a n c e 3 4 . 0 0 13 6 5 7 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e I n f i n i t y B u i l d i n g M a i n t e n a n c e 3 0 6 . 0 0 13 6 5 7 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - B l d g M a i n t I n f i n i t y B u i l d i n g M a i n t e n a n c e 2 0 0 . 0 0 Ch e c k T o t a l : 5 4 0 . 0 0 13 6 5 8 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g M a t t h e w K u h n 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 6 5 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g K i m L y n c h 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 6 6 0 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - W a t e r P u m p s M e s a W a t e r D i s t r i c t 2 1 . 5 0 13 6 6 0 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - W a t e r P u m p s M e s a W a t e r D i s t r i c t 2 1 . 5 0 13 6 6 0 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - W a t e r P u m p s M e s a W a t e r D i s t r i c t 2 1 . 5 0 13 6 6 0 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - W a t e r P u m p s M e s a W a t e r D i s t r i c t 2 1 . 5 0 Ch e c k T o t a l : 8 6 . 0 0 13 6 6 1 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s M u n i c i p a l M a i n t e n a n c e E q u i p m e n 1 4 1 . 0 0 Ch e c k T o t a l : 1 4 1 . 0 0 13 6 6 2 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t J a v i e r O c h i q u i 1 , 6 0 0 . 1 3 Ch e c k T o t a l : 1 , 6 0 0 . 1 3 13 6 6 3 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d D u e t o O C S D O r a n g e C o u n t y S a n i t a t i o n D i s t r 1 7 , 7 8 3 . 1 2 13 6 6 3 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d O C S D F e e s - C M S D S h a r e O r a n g e C o u n t y S a n i t a t i o n D i s t r - 8 8 9 . 1 6 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 5 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t Ch e c k T o t a l : 1 6 , 8 9 3 . 9 6 13 6 6 4 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s O r a n g e C o u n t y S a n i t a t i o n D i s t r 6 0 4 . 8 0 13 6 6 4 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s O r a n g e C o u n t y S a n i t a t i o n D i s t r 5 , 4 4 3 . 2 0 Ch e c k T o t a l : 6 , 0 4 8 . 0 0 13 6 6 5 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 8 . 6 2 13 6 6 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 7 7 . 5 4 13 6 6 5 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e O f f i c e D e p o t 1 . 0 7 13 6 6 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e O f f i c e D e p o t 9 . 6 8 13 6 6 5 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 6 . 6 2 13 6 6 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 5 9 . 6 3 13 6 6 5 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t O f f i c e D e p o t 1 . 3 0 13 6 6 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d B o a r d D e v e l o p m e n t O f f i c e D e p o t 1 1 . 6 9 13 6 6 5 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t O f f i c e D e p o t 3 . 4 8 13 6 6 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d B o a r d D e v e l o p m e n t O f f i c e D e p o t 3 1 . 2 9 13 6 6 5 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e O f f i c e D e p o t 0 . 8 1 13 6 6 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e O f f i c e D e p o t 7 . 3 1 Ch e c k T o t a l : 2 1 9 . 0 4 13 6 6 6 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t A r t P e r r y 7 2 . 4 5 Ch e c k T o t a l : 7 2 . 4 5 13 6 6 7 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - A n n u a l S e w e r M a i n t P r o P a c i f i c P e s t C o n t r o l 2 0 0 . 0 0 Ch e c k T o t a l : 2 0 0 . 0 0 13 6 6 8 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g L e o n a r d o R o d r i g u e z 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 6 2 1 . 2 4 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c B l d g S o u t h e r n C a l i f o r n i a E d i s o n 2 9 . 2 1 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 2 4 5 . 9 9 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 1 7 3 . 8 2 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 7 5 . 4 9 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 4 2 . 0 6 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 2 5 5 . 8 8 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 1 6 8 . 6 5 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 6 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 4 9 . 5 2 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 6 5 . 5 8 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 9 2 . 0 4 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 2 0 7 . 2 5 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 2 9 3 . 2 2 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 7 4 . 0 4 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 1 3 4 . 6 9 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 5 2 . 6 7 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 8 6 4 . 1 1 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 6 8 . 5 7 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 1 8 1 . 8 3 13 6 6 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 4 0 3 . 6 7 Ch e c k T o t a l : 4 , 0 9 9 . 5 3 13 6 7 0 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t M i c h a e l S c h e a f e r 7 4 . 7 5 13 6 7 0 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t M i c h a e l S c h e a f e r 0 . 9 2 13 6 7 0 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d B o a r d D e v e l o p m e n t M i c h a e l S c h e a f e r 8 . 2 8 Ch e c k T o t a l : 8 3 . 9 5 13 6 7 1 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g P a t r i c i a S c h u d a 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 6 7 2 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d C a f e t e r i a P l a n S p e c D i s t R i s k M g t A u t h o r i t y 5 2 . 5 2 13 6 7 2 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d C a f e t e r i a P l a n S p e c D i s t R i s k M g t A u t h o r i t y 5 8 . 0 4 13 6 7 2 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S w r M a i n t - C a f e t e r i a P l a n S p e c D i s t R i s k M g t A u t h o r i t y 6 9 . 1 0 13 6 7 2 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d D e n t a l I n s u r a n c e S p e c D i s t R i s k M g t A u t h o r i t y 1 , 1 9 1 . 9 6 13 6 7 2 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d C a f e t e r i a P l a n S p e c D i s t R i s k M g t A u t h o r i t y 1 0 1 . 9 4 13 6 7 2 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d C a f e t e r i a P l a n S p e c D i s t R i s k M g t A u t h o r i t y 1 1 8 . 8 3 13 6 7 2 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S w r M a i n t - C a f e t e r i a P l a n S p e c D i s t R i s k M g t A u t h o r i t y 1 3 0 . 8 0 13 6 7 2 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d B e n e f i t s A d m i n C o s t s S p e c D i s t R i s k M g t A u t h o r i t y 1 1 . 2 8 13 6 7 2 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d B e n e f i t s A d m i n C o s t s S p e c D i s t R i s k M g t A u t h o r i t y 2 7 . 3 2 13 6 7 2 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d V i s i o n I n s u r a n c e S p e c D i s t R i s k M g t A u t h o r i t y 2 2 9 . 1 3 Ch e c k T o t a l : 1 , 9 9 0 . 9 2 13 6 7 3 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e S e c u r i t a s S e c u r i t y S e r v i c e U S A 1 6 . 8 0 13 6 7 3 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e S e c u r i t a s S e c u r i t y S e r v i c e U S A 1 5 1 . 2 0 13 6 7 3 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e S e c u r i t a s S e c u r i t y S e r v i c e U S A 1 9 . 2 0 13 6 7 3 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e S e c u r i t a s S e c u r i t y S e r v i c e U S A 1 7 2 . 8 0 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 7 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t Ch e c k T o t a l : 3 6 0 . 0 0 13 6 7 4 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g K e r r y S i m p s o n 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 6 7 5 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g M a r y A n n e S u r p r e n a n t 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 6 7 6 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s T e c h n o l o g y R e s o u r c e C n t r , I n c . 2 7 5 . 0 0 13 6 7 6 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s T e c h n o l o g y R e s o u r c e C n t r , I n c . 2 , 4 7 5 . 0 0 Ch e c k T o t a l : 2 , 7 5 0 . 0 0 13 6 7 7 0 4 / 0 3 / 2 0 1 5 S o l i d W a s t e F u n d E O C E q u i p m e n t & S u p p l i e s T e l e P a c i f i c C o m m u n i c a t i o n s 3 0 . 5 3 13 6 7 7 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d E O C E q u i p m e n t & S u p p l i e s T e l e P a c i f i c C o m m u n i c a t i o n s 2 7 4 . 7 9 Ch e c k T o t a l : 3 0 5 . 3 2 13 6 7 8 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d D e f e r r e d C o m p e n s a t i o n - 4 5 7 V a n t a g e P o i n t T r a n s f e r A g e n t s 5 . 0 0 13 6 7 8 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d D e f e r r e d C o m p e n s a t i o n - 4 5 7 V a n t a g e P o i n t T r a n s f e r A g e n t s 2 , 4 1 5 . 4 2 Ch e c k T o t a l : 2 , 4 2 0 . 4 2 13 6 7 9 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d D e f e r r e d M e d i c a l - R H S - E m p l o y e e V a n t a g e P o i n t T r a n s f e r A g e n t s 7 6 3 . 0 0 Ch e c k T o t a l : 7 6 3 . 0 0 13 6 8 0 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - T e l e p h o n e V e r i z o n W i r e l e s s 2 6 5 . 5 6 Ch e c k T o t a l : 2 6 5 . 5 6 13 6 8 1 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - P u m p S t n M a i n t W a l t e r s W h o l e s a l e E l e c t r i c C o . 1 3 5 . 8 0 Ch e c k T o t a l : 1 3 5 . 8 0 13 6 8 2 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g E d w a r d W a r r i n g t o n 6 2 5 . 0 0 Ch e c k T o t a l : 6 2 5 . 0 0 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 8 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t 13 6 8 3 0 4 / 0 3 / 2 0 1 5 L i q u i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s W i l l d a n E n g i n e e r i n g 6 , 6 2 5 . 0 0 Ch e c k T o t a l : 6 , 6 2 5 . 0 0 13 6 8 4 0 4 / 1 0 / 2 0 1 5 L i q u i d W a s t e F u n d F e d e r a l W i t h h o l d i n g T a x e s S c o t t C a r r o l l 1 , 7 6 0 . 1 1 Ch e c k T o t a l : 1 , 7 6 0 . 1 1 13 6 8 5 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d P u m p S t n E m e r g . E q p t . # 1 9 6 A b s o l u t e C o n s u l t i n g E n g i n e e r s 4 , 9 5 0 . 0 0 Ch e c k T o t a l : 4 , 9 5 0 . 0 0 13 6 8 6 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s A K M C o n s u l t i n g E n g i n e e r s 1 1 , 4 8 0 . 0 0 Ch e c k T o t a l : 1 1 , 4 8 0 . 0 0 13 6 8 7 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - T e l e p h o n e A T & T 3 0 . 3 3 13 6 8 7 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - T e l e p h o n e A T & T 1 4 7 . 0 5 13 6 8 7 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d T e l e p h o n e A T & T 4 1 . 0 2 13 6 8 7 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d T e l e p h o n e A T & T 3 6 9 . 2 1 13 6 8 7 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d T e l e p h o n e A T & T 8 . 1 1 13 6 8 7 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d T e l e p h o n e A T & T 7 3 . 0 3 13 6 8 7 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - T e l e p h o n e A T & T 4 1 . 6 3 Ch e c k T o t a l : 7 1 0 . 3 8 13 6 8 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d T e l e p h o n e B i r c h C o m m u n i c a t i o n s 4 4 . 2 8 13 6 8 8 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d T e l e p h o n e B i r c h C o m m u n i c a t i o n s 3 9 8 . 5 6 13 6 8 8 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - T e l e p h o n e B i r c h C o m m u n i c a t i o n s 4 2 6 . 2 0 Ch e c k T o t a l : 8 6 9 . 0 4 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s B a n k o f A m e r i c a 2 2 6 . 7 7 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s B a n k o f A m e r i c a 1 7 8 . 2 9 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s B a n k o f A m e r i c a 1 1 . 5 6 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - B l d g M a i n t B a n k o f A m e r i c a 4 3 . 1 8 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - P u m p S t n M a i n t B a n k o f A m e r i c a 2 1 6 . 0 6 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s B a n k o f A m e r i c a 9 3 . 2 9 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 6 . 0 5 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 5 4 . 4 6 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t B a n k o f A m e r i c a 2 4 . 1 2 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d B o a r d D e v e l o p m e n t B a n k o f A m e r i c a 2 1 7 . 0 8 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t B a n k o f A m e r i c a 4 1 . 2 2 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 9 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d B o a r d D e v e l o p m e n t B a n k o f A m e r i c a 3 7 0 . 9 8 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d B o a r d D e v e l o p m e n t B a n k o f A m e r i c a 1 6 4 . 6 7 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t B a n k o f A m e r i c a 1 8 . 3 0 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 2 . 2 5 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 2 0 . 2 8 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 1 7 4 . 9 6 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 1 9 . 4 4 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 2 . 2 5 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 2 0 . 2 5 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 2 0 . 2 5 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 2 . 2 5 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 4 . 5 0 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 4 0 . 5 0 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P u b l i c I n f o / E d / C o m m u n i t y P r o m o B a n k o f A m e r i c a 0 . 8 6 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d P u b l i c I n f o / E d / C o m m u n i t y P r o m o B a n k o f A m e r i c a 7 . 7 7 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 1 3 . 3 1 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 1 1 9 . 8 1 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d B o a r d D e v e l o p m e n t B a n k o f A m e r i c a 7 0 . 1 9 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t B a n k o f A m e r i c a 7 . 8 0 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 1 5 . 8 0 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 1 4 2 . 1 5 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 1 2 5 . 8 7 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 1 3 . 9 8 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d E O C E q u i p m e n t & S u p p l i e s B a n k o f A m e r i c a 3 2 . 8 8 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d E O C E q u i p m e n t & S u p p l i e s B a n k o f A m e r i c a 2 9 5 . 9 0 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 1 . 1 6 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 1 0 . 4 4 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 3 9 . 6 0 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 4 . 4 0 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t B a n k o f A m e r i c a 2 . 4 0 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d B o a r d D e v e l o p m e n t B a n k o f A m e r i c a 2 1 . 6 0 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 1 6 . 2 0 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 1 . 8 0 13 6 8 9 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 1 0 . 9 1 13 6 8 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t B a n k o f A m e r i c a 9 8 . 1 6 Ch e c k T o t a l : 3 , 0 2 5 . 9 5 13 6 9 0 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d L e g a l S e r v i c e s H a r p e r & B u r n s L L P 1 , 4 4 1 . 0 6 13 6 9 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d L e g a l S e r v i c e s H a r p e r & B u r n s L L P 2 , 6 7 6 . 2 4 13 6 9 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d L e g a l S e r v i c e s H a r p e r & B u r n s L L P 5 3 1 . 9 0 13 6 9 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d L e g a l S e r v i c e s H a r p e r & B u r n s L L P 4 , 5 7 0 . 4 0 13 6 9 0 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d L e g a l S e r v i c e s H a r p e r & B u r n s L L P 4 1 3 . 7 0 13 6 9 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d L e g a l S e r v i c e s H a r p e r & B u r n s L L P 1 9 7 . 0 0 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 10 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t Ch e c k T o t a l : 9 , 8 3 0 . 3 0 13 6 9 1 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d E q u i p m e n t M a i n t e n a n c e C 3 O f f i c e S o l u t i o n s L L C 2 9 . 1 6 13 6 9 1 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d E q u i p m e n t M a i n t e n a n c e C 3 O f f i c e S o l u t i o n s L L C 2 6 2 . 4 1 Ch e c k T o t a l : 2 9 1 . 5 7 13 6 9 2 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d F i s c a l S e r v i c e s C B I Z M H M , L L C 5 8 9 . 1 2 13 6 9 2 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d F i s c a l S e r v i c e s C B I Z M H M , L L C 1 , 0 9 4 . 0 8 Ch e c k T o t a l : 1 , 6 8 3 . 2 0 13 6 9 3 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g M i k e C h a l a n 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 6 9 4 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E q u i p m e n t M a i n t C o m m e c i a l T r a n s p o r t a t i o n S e r v i 4 0 5 . 4 8 Ch e c k T o t a l : 4 0 5 . 4 8 13 6 9 5 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d C o m p u t e r L i c e n s e s & M a i n t C o r e L o g i c S o l u t i o n s , L L C 1 5 . 0 0 13 6 9 5 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d C o m p u t e r L i c e n s e s & M a i n t C o r e L o g i c S o l u t i o n s , L L C 1 3 5 . 0 0 Ch e c k T o t a l : 1 5 0 . 0 0 13 6 9 6 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d H o u s e h o l d H a z a r d o u s W a s t e C R & R I n c o r p o r a t e d E n v i r o n m e n t a 2 9 4 . 0 0 Ch e c k T o t a l : 2 9 4 . 0 0 13 6 9 7 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d R e c y c l i n g / D i s p o s a l C R T r a n s f e r , I n c . 7 7 , 3 4 3 . 8 3 13 6 9 7 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d R e c y c l i n g / D i s p o s a l C R T r a n s f e r , I n c . 4 , 2 4 1 . 8 0 13 6 9 7 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d R e c y c l i n g / D i s p o s a l C R T r a n s f e r , I n c . 9 8 , 7 8 3 . 5 4 13 6 9 7 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d R e c y c l i n g / D i s p o s a l C R T r a n s f e r , I n c . 4 , 6 8 8 . 2 2 Ch e c k T o t a l : 1 8 5 , 0 5 7 . 3 9 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P h a r m a c e u t i c a l P r o g r a m W M C u r b s i d e , L L C 9 0 . 0 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P h a r m a c e u t i c a l P r o g r a m W M C u r b s i d e , L L C 1 6 4 . 7 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S h a r p s P r o g r a m W M C u r b s i d e , L L C 1 1 5 . 0 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S h a r p s P r o g r a m W M C u r b s i d e , L L C 1 1 5 . 0 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S h a r p s P r o g r a m W M C u r b s i d e , L L C 1 1 5 . 0 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S h a r p s P r o g r a m W M C u r b s i d e , L L C 1 1 5 . 0 0 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 11 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P h a r m a c e u t i c a l P r o g r a m W M C u r b s i d e , L L C 9 0 . 0 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S h a r p s P r o g r a m W M C u r b s i d e , L L C 1 1 5 . 0 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P h a r m a c e u t i c a l P r o g r a m W M C u r b s i d e , L L C 8 4 . 6 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P h a r m a c e u t i c a l P r o g r a m W M C u r b s i d e , L L C 9 0 . 0 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P h a r m a c e u t i c a l P r o g r a m W M C u r b s i d e , L L C 2 4 7 . 0 5 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S h a r p s P r o g r a m W M C u r b s i d e , L L C 1 1 5 . 0 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S h a r p s P r o g r a m W M C u r b s i d e , L L C 1 1 5 . 0 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P h a r m a c e u t i c a l P r o g r a m W M C u r b s i d e , L L C 9 0 . 0 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P h a r m a c e u t i c a l P r o g r a m W M C u r b s i d e , L L C 7 2 . 9 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P h a r m a c e u t i c a l P r o g r a m W M C u r b s i d e , L L C 9 0 . 0 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P h a r m a c e u t i c a l P r o g r a m W M C u r b s i d e , L L C 1 2 6 . 0 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P h a r m a c e u t i c a l P r o g r a m W M C u r b s i d e , L L C 9 0 . 0 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P h a r m a c e u t i c a l P r o g r a m W M C u r b s i d e , L L C 9 9 . 9 0 13 6 9 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S h a r p s P r o g r a m W M C u r b s i d e , L L C 1 1 5 . 0 0 Ch e c k T o t a l : 2 , 2 5 5 . 1 5 13 6 9 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d M e d i c a l / E m p l o y m e n t S e r v i c e s D A T C O S e r v i c e s C o r p o r a t i o n 1 4 3 . 1 0 Ch e c k T o t a l : 1 4 3 . 1 0 13 7 0 0 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 4 4 0 . 4 3 13 7 0 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 3 , 9 6 3 . 9 0 13 7 0 0 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 5 0 . 6 3 13 7 0 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 4 5 5 . 6 6 13 7 0 0 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 4 8 . 2 0 13 7 0 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 4 3 3 . 2 0 13 7 0 0 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 1 6 6 . 8 0 13 7 0 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 1 , 5 0 0 . 0 0 13 7 0 0 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 8 3 . 4 0 13 7 0 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d C a p i t a l O u t l a y D E L L M a r k e t i n g L P 7 5 0 . 5 0 Ch e c k T o t a l : 7 , 8 9 2 . 7 2 13 7 0 1 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d E d u c a t i o n a l P r o g r a m s D i s c o v e r y S c i e n c e C e n t e r 8 7 2 . 5 2 Ch e c k T o t a l : 8 7 2 . 5 2 13 7 0 2 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P u b l i c I n f o / E d / C o m m u n i t y P r o m o E c o P a r t n e r s , I n c . 5 , 0 0 5 . 6 5 13 7 0 2 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d P u b l i c I n f o / E d / C o m m u n i t y P r o m o E c o P a r t n e r s , I n c . 5 , 0 0 5 . 6 5 Ch e c k T o t a l : 1 0 , 0 1 1 . 3 0 13 7 0 3 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - F O G P r o g C o n t r a c t E n v i r o n m e n t a l E n g r & C o n t , I n c 7 , 8 6 8 . 5 4 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 12 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t 13 7 0 3 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - G I S E n v i r o n m e n t a l E n g r & C o n t , I n c 2 , 9 9 3 . 0 2 Ch e c k T o t a l : 1 0 , 8 6 1 . 5 6 13 7 0 4 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d M a n h o l e C o v e r R e p a i r s # 2 0 4 E x c e l P a v i n g 4 , 9 2 7 . 8 9 Ch e c k T o t a l : 4 , 9 2 7 . 8 9 13 7 0 5 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d P o s t a g e F e d E x 8 7 3 . 2 7 Ch e c k T o t a l : 8 7 3 . 2 7 13 7 0 6 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e F . M . T h o m a s A i r C o n d i t t i o n i n g , 1 5 . 3 0 13 7 0 6 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e F . M . T h o m a s A i r C o n d i t t i o n i n g , 1 3 7 . 7 0 Ch e c k T o t a l : 1 5 3 . 0 0 13 7 0 7 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g S h a r o n F r i s k 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 7 0 8 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d E q u i p m e n t M a i n t e n a n c e G E C a p i t a l 2 8 . 9 2 13 7 0 8 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d E q u i p m e n t M a i n t e n a n c e G E C a p i t a l 2 6 0 . 2 9 Ch e c k T o t a l : 2 8 9 . 2 1 13 7 0 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g W i l l i a m G o g e l 1 , 0 1 7 . 5 0 Ch e c k T o t a l : 1 , 0 1 7 . 5 0 13 7 1 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E q u i p m e n t M a i n t H U B A u t o S u p p l y 2 6 . 7 6 Ch e c k T o t a l : 2 6 . 7 6 13 7 1 1 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e H y d r e x P e s t C o n t r o l C o m p a n y o f 8 . 4 0 13 7 1 1 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e H y d r e x P e s t C o n t r o l C o m p a n y o f 7 5 . 6 0 Ch e c k T o t a l : 8 4 . 0 0 13 7 1 2 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s I r o n M o u n t a i n I n c o r p o r a t e d 1 5 . 3 2 13 7 1 2 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s I r o n M o u n t a i n I n c o r p o r a t e d 1 3 7 . 8 8 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 13 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t Ch e c k T o t a l : 1 5 3 . 2 0 13 7 1 3 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t I n d e p e n d e n t S p e c i a l D i s t o f O C 6 . 8 0 13 7 1 3 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d B o a r d D e v e l o p m e n t I n d e p e n d e n t S p e c i a l D i s t o f O C 6 1 . 2 0 13 7 1 3 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t I n d e p e n d e n t S p e c i a l D i s t o f O C 1 . 7 0 13 7 1 3 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t I n d e p e n d e n t S p e c i a l D i s t o f O C 1 5 . 3 0 Ch e c k T o t a l : 8 5 . 0 0 13 7 1 4 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d M e d i c a l / E m p l o y m e n t S e r v i c e s J o b s A v a i l a b l e 5 6 . 1 6 13 7 1 4 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d M e d i c a l / E m p l o y m e n t S e r v i c e s J o b s A v a i l a b l e 5 0 5 . 4 4 Ch e c k T o t a l : 5 6 1 . 6 0 13 7 1 5 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d C o n t r a c t S e r v i c e s F r a n c e n e E . K a p l a n P H . D . 2 0 0 . 0 0 Ch e c k T o t a l : 2 0 0 . 0 0 13 7 1 6 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s K o f f & A s s o c i a t e s , I n c . 4 7 5 . 2 0 13 7 1 6 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s K o f f & A s s o c i a t e s , I n c . 4 , 2 7 6 . 8 0 Ch e c k T o t a l : 4 , 7 5 2 . 0 0 13 7 1 7 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g R a y m o n d M e n z i e s 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 7 1 8 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - W a t e r P u m p s M e s a W a t e r D i s t r i c t 3 9 . 5 7 Ch e c k T o t a l : 3 9 . 5 7 13 7 1 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s M u n i c i p a l M a i n t e n a n c e E q u i p m e n 1 , 6 7 1 . 8 4 Ch e c k T o t a l : 1 , 6 7 1 . 8 4 13 7 2 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - P u m p S t n M a i n t O r a n g e C o a s t E l e c t r i c 8 2 5 . 0 0 Ch e c k T o t a l : 8 2 5 . 0 0 13 7 2 1 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g C o u n t y o f O r a n g e 5 , 4 8 8 . 4 6 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 14 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t Ch e c k T o t a l : 5 , 4 8 8 . 4 6 13 7 2 2 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - A n n u a l S e w e r M a i n t C o u n t y o f O r a n g e 2 , 3 4 8 . 2 5 Ch e c k T o t a l : 2 , 3 4 8 . 2 5 13 7 2 3 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e O f f i c e D e p o t 3 . 1 2 13 7 2 3 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e O f f i c e D e p o t 2 8 . 0 5 13 7 2 3 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 0 . 6 9 13 7 2 3 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 6 . 2 4 13 7 2 3 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e O f f i c e D e p o t 1 . 3 2 13 7 2 3 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e O f f i c e D e p o t 1 1 . 8 7 Ch e c k T o t a l : 5 1 . 2 9 13 7 2 4 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e O r t i z L a n d s c a p i n g & M a i n t e n a n c 1 3 . 5 0 13 7 2 4 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e O r t i z L a n d s c a p i n g & M a i n t e n a n c 1 2 1 . 5 0 13 7 2 4 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - B l d g M a i n t O r t i z L a n d s c a p i n g & M a i n t e n a n c 7 5 . 0 0 Ch e c k T o t a l : 2 1 0 . 0 0 13 7 2 5 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t O . S . T . S . , I n c . 6 0 . 5 0 13 7 2 5 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t O . S . T . S . , I n c . 5 4 4 . 5 0 Ch e c k T o t a l : 6 0 5 . 0 0 13 7 2 6 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g J o a n P a n g l e 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 7 2 7 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E q u i p m e n t M a i n t P e t e ' s R o a d S e r v i c e 1 , 3 2 4 . 6 1 Ch e c k T o t a l : 1 , 3 2 4 . 6 1 13 7 2 8 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g N a n c y R e a v e s 5 3 6 . 9 0 Ch e c k T o t a l : 5 3 6 . 9 0 13 7 2 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d P u m p S t n E m e r g . E q p t . # 1 9 6 S a n t a A n a B l u e P r i n t 1 4 0 . 8 9 13 7 2 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d W e s t s i d e A b a n d # 1 0 1 - C o n t S v c S a n t a A n a B l u e P r i n t 7 5 . 0 2 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 15 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t Ch e c k T o t a l : 2 1 5 . 9 1 13 7 3 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E q u i p m e n t M a i n t S o u t h C o a s t A Q M D 3 3 1 . 8 1 13 7 3 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E q u i p m e n t M a i n t S o u t h C o a s t A Q M D 1 1 9 . 7 6 Ch e c k T o t a l : 4 5 1 . 5 7 13 7 3 1 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d E l e c t r i c - B u i l d i n g S o u t h e r n C a l i f o r n i a E d i s o n 5 1 . 1 8 13 7 3 1 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d E l e c t r i c - B u i l d i n g S o u t h e r n C a l i f o r n i a E d i s o n 4 6 0 . 6 6 Ch e c k T o t a l : 5 1 1 . 8 4 13 7 3 2 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g D o u g l a s S c h u l e i n 3 9 2 . 5 0 Ch e c k T o t a l : 3 9 2 . 5 0 13 7 3 3 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S w r L i a b i l i t y I n s u r a n c e S p e c D i s t R i s k M g t A u t h o r i t y 5 2 9 . 4 7 Ch e c k T o t a l : 5 2 9 . 4 7 13 7 3 4 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e S e c u r i t a s S e c u r i t y S e r v i c e U S A 2 2 . 4 0 13 7 3 4 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e S e c u r i t a s S e c u r i t y S e r v i c e U S A 2 0 1 . 6 0 13 7 3 4 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e S e c u r i t a s S e c u r i t y S e r v i c e U S A 2 2 . 4 0 13 7 3 4 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e S e c u r i t a s S e c u r i t y S e r v i c e U S A 2 0 1 . 6 0 Ch e c k T o t a l : 4 4 8 . 0 0 13 7 3 5 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g S u s a n S p r a g u e 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 7 3 6 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g M i c h a e l S t o d d a r d 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 7 3 7 0 4 / 1 7 / 2 0 1 5 S o l i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s T e c h n o l o g y R e s o u r c e C n t r , I n c . 2 7 5 . 0 0 13 7 3 7 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s T e c h n o l o g y R e s o u r c e C n t r , I n c . 2 , 4 7 5 . 0 0 Ch e c k T o t a l : 2 , 7 5 0 . 0 0 13 7 3 8 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g R o b e r t T e l l e r 7 7 7 . 5 0 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 16 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t Ch e c k T o t a l : 7 7 7 . 5 0 13 7 3 9 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d P u b l i c I n f o / E d / C o m m u n i t y P r o m o T r i b u n e P u b l i s h i n g C o m p a n y , L L 2 3 4 . 6 2 Ch e c k T o t a l : 2 3 4 . 6 2 13 7 4 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s U l i n e 1 , 1 0 9 . 3 3 13 7 4 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s U l i n e 7 6 . 4 7 13 7 4 0 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s U l i n e 3 4 . 7 2 Ch e c k T o t a l : 1 , 2 2 0 . 5 2 13 7 4 1 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d C o n t r a c t S e r v i c e s U n d e r g r o u n d S e r v i c e A l e r t / S C 6 7 . 5 0 Ch e c k T o t a l : 6 7 . 5 0 13 7 4 2 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d D e f e r r e d C o m p e n s a t i o n - 4 5 7 V a n t a g e P o i n t T r a n s f e r A g e n t s 2 , 4 1 5 . 4 2 Ch e c k T o t a l : 2 , 4 1 5 . 4 2 13 7 4 3 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d D e f e r r e d M e d i c a l - R H S - E m p l o y e e V a n t a g e P o i n t T r a n s f e r A g e n t s 7 4 6 . 6 6 Ch e c k T o t a l : 7 4 6 . 6 6 13 7 4 4 0 4 / 1 7 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g S c o t t Y o u 1 , 1 5 0 . 0 0 Ch e c k T o t a l : 1 , 1 5 0 . 0 0 13 7 5 0 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d E q u i p m e n t M a i n t e n a n c e S Y N C B / A M A Z O N 5 . 8 9 13 7 5 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d E q u i p m e n t M a i n t e n a n c e S Y N C B / A M A Z O N 5 3 . 0 1 13 7 5 0 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d S t a f f D e v e l o p m e n t S Y N C B / A M A Z O N 2 . 2 7 13 7 5 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S t a f f D e v e l o p m e n t S Y N C B / A M A Z O N 2 0 . 4 6 Ch e c k T o t a l : 8 1 . 6 3 13 7 5 1 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d G e n e r a t o r a t Y a r d # 2 0 3 C a l i f o r n i a B u i l d i n g E v a l u a t i o n 2 5 , 5 6 5 . 2 5 13 7 5 1 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d R e t e n t i o n ' s P a y a b l e C a l i f o r n i a B u i l d i n g E v a l u a t i o n - 1 , 2 7 8 . 2 6 Ch e c k T o t a l : 2 4 , 2 8 6 . 9 9 13 7 5 2 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d M a n h o l e R e h a b # 3 0 8 C i t y o f C o s t a M e s a 1 6 8 , 2 1 1 . 0 0 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 17 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t Ch e c k T o t a l : 1 6 8 , 2 1 1 . 0 0 13 7 5 3 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E q u i p m e n t M a i n t C i t y o f C o s t a M e s a 1 2 6 . 2 7 Ch e c k T o t a l : 1 2 6 . 2 7 13 7 5 4 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - W a t e r P u m p s C i t y o f N e w p o r t B e a c h 3 4 . 5 4 Ch e c k T o t a l : 3 4 . 5 4 13 7 5 5 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d T r a s h H a u l e r C R & R I n c o r p o r a t e d E n v i r o n m e n t a 1 9 4 , 1 9 1 . 1 5 Ch e c k T o t a l : 1 9 4 , 1 9 1 . 1 5 13 7 5 6 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d B a t t e r y R e c y c l i n g P r o g r a m C R & R I n c o r p o r a t e d E n v i r o n m e n t a 3 , 9 1 7 . 0 4 Ch e c k T o t a l : 3 , 9 1 7 . 0 4 13 7 5 7 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d O f f i c e S u p p l i e s C r o s s M e d i a R e s o u r c e s 4 4 . 3 4 13 7 5 7 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d O f f i c e S u p p l i e s C r o s s M e d i a R e s o u r c e s 3 9 9 . 0 6 Ch e c k T o t a l : 4 4 3 . 4 0 13 7 5 8 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E q u i p m e n t M a i n t F l e e t S e r v i c e s , I n c . 3 , 8 6 7 . 2 8 Ch e c k T o t a l : 3 , 8 6 7 . 2 8 13 7 5 9 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g T i f f a n y F u r m a n 8 4 9 . 5 0 Ch e c k T o t a l : 8 4 9 . 5 0 13 7 6 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g J o a n n e G a n t 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 7 6 1 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g R a y m o n d G r i s s o n 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 7 6 2 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e I n f i n i t y B u i l d i n g M a i n t e n a n c e 3 4 . 0 0 13 7 6 2 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e I n f i n i t y B u i l d i n g M a i n t e n a n c e 3 0 6 . 0 0 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 18 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t 13 7 6 2 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - B l d g M a i n t I n f i n i t y B u i l d i n g M a i n t e n a n c e 2 0 0 . 0 0 Ch e c k T o t a l : 5 4 0 . 0 0 13 7 6 3 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - W a t e r P u m p s I r v i n e R a n c h W a t e r D i s t r i c t 1 . 7 5 13 7 6 3 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - W a t e r P u m p s I r v i n e R a n c h W a t e r D i s t r i c t 2 . 1 0 Ch e c k T o t a l : 3 . 8 5 13 7 6 4 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g M i s h e l K e s h i s h i a n 4 8 7 . 5 0 Ch e c k T o t a l : 4 8 7 . 5 0 13 7 6 5 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d C o m p u t e r L i c e n s e s & M a i n t L o g i c N o w L t g 7 2 . 5 8 13 7 6 5 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d C o m p u t e r L i c e n s e s & M a i n t L o g i c N o w L t g 6 5 3 . 1 8 Ch e c k T o t a l : 7 2 5 . 7 6 13 7 6 6 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s O r a n g e C o u n t y S a n i t a t i o n D i s t r 8 4 9 . 6 0 13 7 6 6 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d P r o f e s s i o n a l S e r v i c e s O r a n g e C o u n t y S a n i t a t i o n D i s t r 7 , 6 4 6 . 4 0 Ch e c k T o t a l : 8 , 4 9 6 . 0 0 13 7 6 7 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t O f f i c e D e p o t 3 . 4 1 13 7 6 7 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d B o a r d D e v e l o p m e n t O f f i c e D e p o t 3 0 . 7 2 13 7 6 7 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 2 . 9 8 13 7 6 7 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 2 6 . 8 1 13 7 6 7 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 3 . 0 9 13 7 6 7 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 2 7 . 8 3 13 7 6 7 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 4 . 3 1 13 7 6 7 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 3 8 . 7 7 13 7 6 7 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e O f f i c e D e p o t 2 . 1 5 13 7 6 7 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e O f f i c e D e p o t 1 9 . 3 4 13 7 6 7 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 4 . 5 6 13 7 6 7 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 4 1 . 0 4 13 7 6 7 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 3 . 0 3 13 7 6 7 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d O f f i c e S u p p l i e s O f f i c e D e p o t 2 7 . 2 4 13 7 6 7 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t O f f i c e D e p o t 2 . 6 0 13 7 6 7 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d B o a r d D e v e l o p m e n t O f f i c e D e p o t 2 3 . 4 3 Ch e c k T o t a l : 2 6 1 . 3 1 13 7 6 8 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g H e l e n O l d f i e l d 1 , 2 5 0 . 0 0 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 19 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 7 6 9 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d O r g a n i c s P u b l i c I n f o / E d / C o m m O R B I S C o r p o r a t i o n 6 , 9 6 2 . 1 0 Ch e c k T o t a l : 6 , 9 6 2 . 1 0 13 7 7 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s J o e l O r t i z 1 2 9 . 5 9 Ch e c k T o t a l : 1 2 9 . 5 9 13 7 7 1 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d P o s t a g e P i t n e y B o w e s 1 0 0 . 0 0 13 7 7 1 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d P o s t a g e P i t n e y B o w e s 9 0 0 . 0 0 Ch e c k T o t a l : 1 , 0 0 0 . 0 0 13 7 7 2 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g P a u l R e h m 3 0 5 . 0 0 Ch e c k T o t a l : 3 0 5 . 0 0 13 7 7 3 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s R o y a l W h o l e s a l e s E l e c t r i c 2 , 2 8 2 . 0 9 13 7 7 3 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s R o y a l W h o l e s a l e s E l e c t r i c 2 , 2 2 8 . 7 4 Ch e c k T o t a l : 4 , 5 1 0 . 8 3 13 7 7 4 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c B l d g S o u t h e r n C a l i f o r n i a E d i s o n 2 6 . 9 2 13 7 7 4 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - E l e c t r i c P u m p s S o u t h e r n C a l i f o r n i a E d i s o n 5 6 1 . 6 3 Ch e c k T o t a l : 5 8 8 . 5 5 13 7 7 5 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g A r l e n e S c h a f e r 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 7 7 6 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d B o a r d D e v e l o p m e n t M i c h a e l S c h e a f e r 1 . 1 5 13 7 7 6 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d B o a r d D e v e l o p m e n t M i c h a e l S c h e a f e r 1 0 . 3 5 Ch e c k T o t a l : 1 1 . 5 0 13 7 7 7 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e S e c u r i t a s S e c u r i t y S e r v i c e U S A 2 2 . 4 0 13 7 7 7 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e S e c u r i t a s S e c u r i t y S e r v i c e U S A 2 0 1 . 6 0 13 7 7 7 0 4 / 2 9 / 2 0 1 5 S o l i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e S e c u r i t a s S e c u r i t y S e r v i c e U S A 2 2 . 4 0 13 7 7 7 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d B u i l d i n g M a i n t e n a n c e S e c u r i t a s S e c u r i t y S e r v i c e U S A 2 0 1 . 6 0 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 20 Ch e c k N u m b e r C h e c k D a t e F u n d N a m e A c c o u n t N a m e V e n d o r N a m e A m o u n t Ch e c k T o t a l : 4 4 8 . 0 0 13 7 7 8 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d P u m p S t n E m e r g . E q p t . # 1 9 6 S . G o r d i n S t r u c t u r a l D e s i g n & 4 , 0 4 1 . 0 0 Ch e c k T o t a l : 4 , 0 4 1 . 0 0 13 7 7 9 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - S w r L a t e r a l P r o g G e o r g e S h i n n 1 , 2 5 0 . 0 0 Ch e c k T o t a l : 1 , 2 5 0 . 0 0 13 7 8 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s U l i n e 3 6 0 . 2 4 13 7 8 0 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d S e w e r M a i n t - M a t e r i a l / S u p p l i e s U l i n e - 3 2 4 . 0 2 Ch e c k T o t a l : 3 6 . 2 2 13 7 8 1 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d D e f e r r e d C o m p e n s a t i o n - 4 5 7 V a n t a g e P o i n t T r a n s f e r A g e n t s 5 . 0 0 13 7 8 1 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d D e f e r r e d C o m p e n s a t i o n - 4 5 7 V a n t a g e P o i n t T r a n s f e r A g e n t s 2 , 4 1 5 . 4 2 Ch e c k T o t a l : 2 , 4 2 0 . 4 2 13 7 8 2 0 4 / 2 9 / 2 0 1 5 L i q u i d W a s t e F u n d D e f e r r e d M e d i c a l - R H S - E m p l o y e e V a n t a g e P o i n t T r a n s f e r A g e n t s 7 4 6 . 6 6 Ch e c k T o t a l : 7 4 6 . 6 6 Re p o r t T o t a l : 1 , 0 7 2 , 5 6 1 . 8 9 AP - C h e c k s f o r A p p r o v a l ( 0 5 / 0 1 / 2 0 1 5 - 7 : 4 1 A M ) Page 21 Ve n d o r s De s c r i p t i o n s Amount Ba u d v i l l e Em p l o y e e Ap p r e c i a t i o n Pe n s (1 3 ) 139.85 Ch i p o t l e Em p l o y e e Ap p r e c i a t i o n Lu n c h 3/ 1 1 / 1 5 194.40 Ci n d e r e l l a Ca k e s Em p l o y e e Ap p r e c i a t i o n Lu n c h & Me e t i n g 3/ 1 1 & 3/ 1 8 4 5 . 0 0 Co s t Me s a Ch a m b e r Co s t Me s a Ch a m b e r Br e a k f a s t Di r e c t o r s 45.00 Ed i b l e Ar r a n g e m e n t s Ge t We l l Fl o w e r s Di r e c t o r Oo t e n 77.99 Fr e s h & Ea s y E m p l o y e e Ap p r e c i a t i o n Br e a k f a s t 3/ 1 1 / 1 5 22.53 Hi l t o n , Sa c r a m e n t o Lo d g i n g SD R M A Cl a i m s / S a f e t y SC 3/ 2 4 109.07 Ho m e De p o t An c h o r s Ne w Ra c k / M i s c DY / B o s c h Bi t / L o c k s / P a i n t / T r u c k Wa s h 2 8 3 . 1 4 IC M A In t e r n e t Ec o n o m i c De v e l o p m e n t Re d e v e l o p i n g Yo u r Co m m u n i t y Fu l l Se m i n a r 157.95 Jo h n Wa y n e Ai r p o r t Pa r k i n g at Jo h n Wa y n e Ai r p o r t , SD R M A Cl a i m s / S a f e t y SC 3/ 2 3 ‐3/ 2 4 / 1 5 1 8 . 0 0 Ke a n Co f f e e Me e t i n g wi t h Pr e s i d e n t Sc h e a f e r di s c u s s GM Re v i e w 1 1 . 6 0 Mc F a d d e n PS Ma t e r i a l s 216.06 Mi c h a e l s Re c o g n i t i o n / Aw a r d Fr a m e 8.63 Of f i c e De p o t Ke y b o x Di s t r i c t Ya r d 226.77 Pa n e r a Br e a d R e f r e s h m e n t St r a t e g i c Pl a n n i n g Mt g 3/ 4 / 1 5 60.51 Re s i d e n c e In n L o d g i n g CS D A AS 3/ 6 / 1 5 182.97 Sm a r t n f i n a l P a p e r Pr o d u c t s 43.18 So u t h w e s t Ai r f a r e CS D A AS 3/ 2 6 / 1 5 ‐3/ 2 7 / 1 5 4/ 1 6 ‐4/ 1 7 653.40 Su p e r s h u t t l e Tr a n s p o r t a t i o n Ai r p o r t to Hi l t o n , SD R M A Cl a i m s / S a f e t y Tr a i n Di r e c t o r & Ge n e r a l Ma n a g e r (S a c r a m e n t o ) 68.00 Ta c o Me s a E m p l o y e e Ap p r e c i a t i o n Br e a k f a s t 3/ 1 1 / 1 5 133.12 Th e Re a d y St o r e Re p l e n i s h i n g ex p i r e d fo o d an d wa t e r fo r 13 em e r g e n c y pr e p a r e d n e s s ki t s an d 3 ne w ki t s 328.78 CM S D C h e c k N o . 1 3 6 8 9 3,025.95 Ba n k o f A m e r i c a Costa Mesa Sanitary District ... an Independent Special District Directors' Compensation and Reimbursement of Expenses Item Number: 7. Recommendation/Notes: Recommendation: That the Board of Directors approves Directors’ compensation and reimbursement of expenses for the month of April 2015. ATTACHMENTS: Description Type 07 - Directors Compensation & Reimbursement Cover Memo Costa Mesa Sanitary District Expense Reimbursement Form for Directors Name: Jim Ferryman I. Attach all receipts. DATE OF EVENT PURPOSE OR OCCASION LOCATION TRAVEL* MEAL EXPENSE OTHER 04/14/2015 Study Session CMSD HQ 04/16/2015 Chamber Breakfast CM Country Club 04/21/2015 Meeting with General Manager Carroll CMSD HQ 04/23/2015 Board Meeting CMSD HQ 04/27/2015 Special Meeting – Budget Review CMSD HQ 04/29/2015 Costa Mesa Chamber Luncheon for Ed Fawcett’s Mesa Verde Country Club 04/30/2015 ISDOC Quarterly Meeting OCWD *Can be used for private auto as well as taxi, limo and air fare. II. Calculation 1. miles at 57.5 per mile (Current Rate) 2. Total meals 3. 6 days attendance at $ 221.00 per day (per Board policy) 4. Meeting 5. Other Conference/Event: ________________________________________ Location: ____________________________________________ = $ = = 1326.00 = = Total = $1326.00 Significant points learned of benefit to the District and its ratepayers: Jim Ferryman Director Signature ____________________________ Per Ordinance No. 55, “Board members shall provide brief reports on meetings attended at public expense at the next regular Board meeting.” (Operations Code, Section 3.01.035) Costa Mesa Sanitary District ... an Independent Special District Sewer Lateral Assistance Program (SLAP) Update Item Number: 8. Recommendation/Notes: Recommendation: That the Board of Directors approve and file. ATTACHMENTS: Description Type 08 - SLAP Board Report May 15, 2015 Cover Memo Protecting our community's health and the environment by providing solid waste and sewer collection services. www.cmsdca.gov Costa Mesa Sanitary District ….an Independent Special District Memorandum To: Board of Directors Via: Scott Carroll, General Manager From: Wendy H. Davis, Finance Manager Date: May 28, 2015 Subject: Sewer Lateral Assistance Program (SLAP) Update Summary The following is a summary of the Sewer Lateral Assistance Program (SLAP) activity for the 2014-2015 fiscal year as of May 15, 2015: Adopted SLAP Budget (160 Applications) 200,000$ FY 13-14 Carryover Budget (41 Applications) 65,675 Total Budget** 265,675$ FY 14-15 New Applications Received 207 Applications Processed for Payment* 160 177,370$ Applications In Process 54 68,200 Available SLAP Spots Based on Funding 15 18,750 Total Projected Cost 264,320$ * Includes applications started in prior fiscal year but completed in current fiscal year. ** Funds remaining at the end of the fiscal year will be carried forward. Staff Recommendation That the Board of Directors approve and file this report. Costa Mesa Sanitary District ... an Independent Special District Investment Report for the Month of April 2015 Item Number: 9. Recommendation/Notes: Recommendation: That the Board of Directors approves the Investment Report for the month of April 2015. ATTACHMENTS: Description Type 09 - Investment Report for April 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: May 28, 2015 Subject: Investment Report for the Month of April 2015 Summary Attached is the Investment Report for the month of April 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 April 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 April 30, 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 May 28, 2015 Page 2 of 3 The weighted average stated rate of return (current yield) for the District’s investment portfolio as of April 30, 2015, was 0.930%. The yield to maturity of the portfolio was 0.931%. The District’s weighted average interest rate was 65 basis points (0.648%) above the daily effective yield of LAIF, which was 0.283% as of April 30, 2015. The weighted average number of days to maturity for the District’s total portfolio was 826 days (2.26 years). The average duration of the underlying securities in LAIF as of April 30, 2015 was 220 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 April 30, 2015 was 29.78%. As of April 30, 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 April 30, 2015, the portfolio has earned a weighted average interest rate of 0.852%. Board of Directors May 28, 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 May 28, 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 April 30, 2015 ` Deposits Outstanding Bank Balance In Transits Checks Book Balance Active Accounts: Bank of America 3,556,950.22$ 433,973.09 443,266.27 3,547,657.04$ Total Active Accounts 3,556,950.22 433,973.09 443,266.27 3,547,657.04 Market Value Increase Decrease Cost Investments: Local Agency Investment Fund 5,490,292.63$ - - 5,490,292.63$ Negotiable Certificates of Deposit 978,344.00 - 2,797.00 975,547.00 Federal Agency Securities 13,468,280.10 - (10,372.90) 13,478,653.00 Total Investments 19,936,916.73 - (7,575.90) 19,944,492.63 Total Pooled Cash & Investments 23,493,866.95$ 433,973.09$ 435,690.37$ 23,492,149.67$ 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 April 30, 2015 Costa Mesa Sanitary District Pooled Cash and Investments by Fund April 30, 2015 Solid Waste Fund: Operating Reserve 821,000.00$ Unreserved: Designated for revenue dry period 1,494,000.00 Undesignated 4,518,844.17 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 revenue dry period 2,467,300.00 Undesignated 2,129,570.39 Facilities Revolving Fund 485,208.09 Asset Replacement Fund 729,579.98 Asset Management Fund 5,134,647.04 Total Pooled Cash & Investments 23,492,149.67$ Treasurer DateMarcus D. Davis April 30, 2015 5/20/15 1 Total investments outstanding as of March 31, 2015 20,539,417.57$ Additions: Investment purchases - Deductions: Investments called - Net increase (decrease) in Sweep Account - Net increase (decrease) in LAIF (594,924.94) Total investments outstanding as of April 30, 2015 19,944,492.63$ 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 April 30, 2015 2 In t e r e s t CU S I P Pu r c h a s e M a t u r i t y C o u p o n I n v e s t m e n t E a r n e d a t Nu m b e r In v e s t m e n t Da t e Da t e Ra t e Co s t 04 / 3 0 / 1 5 n/ a L o c a l A g e n c y I n v e s t m e n t F u n d n / a n / a 0 . 2 8 3 % 5 , 4 9 0 , 2 9 2. 6 3 $ n / a * * 31 3 4 G 3 Z R 4 F e d e r a l H o m e L o a n M o r t g a g e 0 8 / 0 7 / 1 2 0 8 / 0 7 / 1 7 1. 0 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 2 , 3 0 5 . 5 6 31 3 6 G 0 L 5 8 F e d e r a l N a t i o n a l M o r t g a g e A s s n 1 0 / 1 8 / 1 2 1 0 / 1 8/ 1 7 1 . 0 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 3 3 3 . 3 3 31 3 5 G 0 R Q 8 F e d e r a l N a t i o n a l M o r t g a g e A s s n 1 1 / 1 5 / 1 2 1 1 / 1 5/ 1 7 1 . 0 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 4 , 5 8 3 . 3 3 31 3 3 8 1 L C 7 F e d e r a l H o m e L o a n M o r t g a g e 1 2 / 2 8 / 1 2 1 2 / 2 8 / 1 7 0. 9 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 3 , 2 1 9 . 4 4 31 3 3 8 2 3 B 7 F e d e r a l H o m e L o a n M o r t g a g e 0 2 / 2 2 / 1 3 0 2 / 2 2 / 1 8 1. 1 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 2 , 1 7 2 . 2 2 31 3 3 8 2 6 D 0 F e d e r a l H o m e L o a n M o r t g a g e 0 2 / 2 8 / 1 3 0 2 / 2 8 / 1 8 1. 1 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 8 9 4 . 4 4 31 3 3 8 2 H R 7 F e d e r a l H o m e L o a n M o r t g a g e 0 3 / 2 7 / 1 3 0 3 / 2 7 / 1 8 1. 1 3 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 3 5 . 8 3 31 3 6 G 1 L 3 1 F e d e r a l N a t i o n a l M o r t g a g e A s s n 0 5 / 1 5 / 1 3 0 5 / 1 5/ 1 7 0 . 7 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 3 , 2 0 8 . 3 3 31 3 3 E C Q W 7 F e d e r a l F a r m C r e d i t B a n k 0 6 / 0 4 / 1 3 0 6 / 0 4 / 1 8 1 . 25 0 % 1 , 0 0 0 , 0 0 0 . 0 0 5 , 0 6 9 . 4 4 31 3 4 G 4 7 G 7 F e d e r a l H o m e L o a n M o r t g a g e 0 6 / 2 6 / 1 3 0 6 / 2 6 / 1 8 1. 4 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 4 , 8 2 2 . 2 2 87 1 6 5 F A C 8 S y n c h r o n y B a n k R e t a i l C T F D e p 0 6 / 0 6 / 1 4 0 6 / 0 6 /1 9 2 . 0 0 0 % 9 9 , 5 0 0 . 0 0 7 8 3 . 5 6 06 7 4 0 K G Y 7 B a r c l a y s B a n k R e t a i l C T F D e p 0 7 / 0 2 / 1 4 0 7 / 0 5 / 16 0 . 6 5 0 % 9 9 , 8 2 5 . 0 0 2 1 0 . 1 4 31 3 3 E D R 2 0 F e d e r a l F a r m C r e d i t B a n k 0 7 / 2 4 / 1 4 0 7 / 2 4 / 1 9 1 . 90 0 % 5 0 0 , 0 0 0 . 0 0 2 , 5 3 3 . 3 3 20 0 3 3 A G D 2 C o m e n i t y C a p i t a l B a n k C T F D e p 0 8 / 2 5 / 1 4 0 2 / 2 5 /1 6 0 . 7 5 0 % 1 2 5 , 0 0 0 . 0 0 1 2 . 8 4 31 3 0 A 3 J A 3 F e d e r a l H o m e L o a n M o r t g a g e 1 1 / 2 6 / 1 4 1 1 / 2 6 / 1 9 1. 5 0 0 % 2 4 9 , 8 7 5 . 0 0 1 , 6 0 4 . 1 7 59 0 1 3 J C J 6 M e r r i c k B a n k S o u t h C T F D e p 1 2 / 0 8 / 1 4 1 2 / 0 8 / 1 5 0. 5 0 0 % 1 2 5 , 0 0 0 . 0 0 3 7 . 6 7 79 5 4 5 0 V P 7 S a l l i e M a e B a n k C T F D e p 1 2 / 2 5 / 1 4 1 2 / 1 2 / 1 6 1 . 0 50 % 1 2 5 , 0 0 0 . 0 0 5 0 7 . 0 2 31 3 0 A 3 M R 2 F e d e r a l H o m e L o a n M o r t g a g e 1 2 / 3 0 / 1 4 1 2 / 3 0 / 1 9 2. 0 0 0 % 5 0 0 , 0 0 0 . 0 0 3 , 3 3 3 . 3 3 38 1 4 8 J G K 1 G o l d m a n S a c h s B a n k U S A C T F D e p 0 1 / 0 7 / 1 5 0 1 / 0 7/ 1 9 1 . 9 0 0 % 2 0 0 , 0 0 0 . 0 0 1 , 1 7 6 . 4 4 31 3 0 A 4 A G 7 F e d e r a l H o m e L o a n M o r t g a g e 0 2 / 2 7 / 1 5 0 2 / 2 7 / 2 0 2. 0 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 3 , 5 8 7 . 5 0 31 3 0 A 4 D 8 2 F e d e r a l H o m e L o a n B a n k 0 3 / 1 9 / 1 5 0 3 / 1 7 / 2 0 1 . 8 0 0% 2 3 0 , 0 0 0 . 0 0 4 9 4 . 5 0 69 5 0 6 Y C J 6 P a c i f i c W e s t i n B a n k C T F D e p 0 3 / 2 0 / 1 5 0 3 / 1 8 / 1 6 0 . 5 0 0 % 2 0 0 , 0 0 0 . 0 0 1 1 2 . 3 3 31 3 0 A 4 N A 6 F e d e r a l H o m e L o a n B a n k 0 3 / 3 0 / 1 5 0 3 / 3 0 / 2 0 0 . 5 0 0% 1, 0 0 0 , 0 0 0 . 0 0 4 1 6 . 6 7 To t a l s 19 , 9 4 4 , 4 9 2 . 6 3 $ 4 3 , 4 5 3 . 6 4 $ ** R e p r e s e n t s t h e L A I F d a i l y r a t e a t 4 / 3 0 / 1 5 Comments CO S T A M E S A S A N I T A R Y D I S T R I C T In v e s t m e n t a n d I n v e s t m e n t E a r n i n g s Ap r i l 3 0 , 2 0 1 5 3 Current % of Market Value 04/30/15 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 6.17% Unlimited FHLMC 38.83% Unlimited FNMA 15.03% Unlimited FFCB 7.52% Unlimited Other *0.00% Unlimited Banker's Acceptances 0.00% 25% (1) Certificates of Deposit 0.00% 25% Negotiable Certificates of Deposits 4.91% 25% (1) Commercial Paper 0.00% 25% (1) Medium Term Corporate Notes 0.00% 20% (1) LAIF (Local Agency Investment Fund) 27.54% 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 29.78% no less than 20% % of portfolio maturing over one year 70.22% 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 COSTA MESA SANITARY DISTRICT Summary of Policy Limitations April 30, 2015 Description 4 Pu r c h a s e M a t u r i t y C o u p o n I n v e s t m e n t % o f M a r k e t % o f De s c r i p t i o n Br o k e r / D e a l e r Da t e Da t e Ra t e Co s t Po r t f o l i o Va l u e Po r t f o l i o Comments St a t e T r e a s u r e r ' s P o o l L A I F n / a C o n t i n u o u s 0 . 2 8 3 % * * 5 , 4 9 0, 2 9 2 . 6 3 $ 5 , 4 9 0 , 2 9 2 . 6 3 $ P o o l T o t a l S t a t e T r e a s u r e r ' s P o o l 5, 4 9 0 , 2 9 2 . 6 3 2 7 . 5 3 % 5 , 4 9 0 , 2 9 2 . 6 3 2 7 . 5 4 % Fe d e r a l H o m e L o a n M o r t g a g e E . J . D e L a R o s a 0 8 / 0 7 / 1 2 0 8 /0 7 / 1 7 1 . 0 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 1 4 0 . 0 0 F H L M C Fe d e r a l H o m e L o a n M o r t g a g e E . J . D e L a R o s a 1 2 / 2 8 / 1 2 1 2 /2 8 / 1 7 0 . 9 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 5 , 5 2 0 . 0 0 F H L M C Fe d e r a l H o m e L o a n M o r t g a g e E . J . D e L a R o s a 0 2 / 2 2 / 1 3 0 2 /2 2 / 1 8 1 . 1 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 5 4 0 . 0 0 F H L M C Fe d e r a l H o m e L o a n M o r t g a g e E . J . D e L a R o s a 0 2 / 2 8 / 1 3 0 2 /2 8 / 1 8 1 . 1 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 8 , 7 5 0 . 0 0 F H L M C Fe d e r a l H o m e L o a n M o r t g a g e E . J . D e L a R o s a 0 3 / 2 7 / 1 3 0 3 /2 7 / 1 8 1 . 1 3 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 4 , 1 7 0 . 0 0 F H L M C Fe d e r a l H o m e L o a n M o r t g a g e E . J . D e L a R o s a 0 6 / 2 6 / 1 3 0 6 /2 6 / 1 8 1 . 4 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 9 , 5 7 0 . 0 0 F H L M C Fe d e r a l H o m e L o a n M o r t g a g e M u l t - B a n k S e c u r i t i e s 1 1 / 2 6 /1 4 1 1 / 2 6 / 1 9 1 . 5 0 0 % 2 4 9 , 8 7 5 . 0 0 2 5 0 , 2 0 5 . 0 0 F H L M C Fe d e r a l H o m e L o a n M o r t g a g e M u l t - B a n k S e c u r i t i e s 1 2 / 3 0 /1 4 1 2 / 3 0 / 1 9 2 . 0 0 0 % 5 0 0 , 0 0 0 . 0 0 5 0 1 , 4 0 0 . 0 0 F H L M C Fe d e r a l H o m e L o a n M o r t g a g e M u l t - B a n k S e c u r i t i e s 0 2 / 2 7 /1 5 0 2 / 2 7 / 2 0 2 . 0 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 1 , 2 9 0 . 0 0 F H L M C T o t a l F e d e r a l H o m e L o a n M o r t g a g e 7, 7 4 9 , 8 7 5 . 0 0 3 8 . 8 6 % 7 , 7 4 1 , 5 8 5 . 0 0 3 8 . 8 3 % Fe d e r a l H o m e L o a n B a n k M u l t - B a n k S e c u r i t i e s 0 3 / 1 9 / 1 5 0 3/ 1 7 / 2 0 1 . 8 0 0 % 2 3 0 , 0 0 0 . 0 0 2 3 0 , 4 3 0 . 1 0 F H L M C Fe d e r a l H o m e L o a n B a n k M u l t - B a n k S e c u r i t i e s 0 3 / 3 0 / 1 5 0 3/ 3 0 / 2 0 0 . 5 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 6 1 0 . 0 0 F H L M C T o t a l F e d e r a l H o m e L o a n B a n k 1, 2 3 0 , 0 0 0 . 0 0 6 . 1 7 % 1 , 2 3 1 , 0 4 0 . 1 0 6 . 1 7 % Fe d e r a l N a t i o n a l M o r t g a g e A s s o c i a t i o n E . J . D e L a R o s a 1 0 / 1 8 / 1 2 1 0 / 1 8 / 1 7 1 . 0 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 8 , 4 7 0 . 0 0 F N M A Fe d e r a l N a t i o n a l M o r t g a g e A s s o c i a t i o n E . J . D e L a R o s a 1 1 / 1 5 / 1 2 1 1 / 1 5 / 1 7 1 . 0 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 3 3 0 . 0 0 F N M A Fe d e r a l N a t i o n a l M o r t g a g e A s s o c i a t i o n U n i o n B a n c 0 5 / 1 5/ 1 3 0 5 / 1 5 / 1 7 0 . 7 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 7 , 8 4 0 . 0 0 F N M A T o t a l F e d e r a l N a t i o n a l M o r t g a g e A s s o c i a t i o n 3, 0 0 0 , 0 0 0 . 0 0 1 5 . 0 4 % 2 , 9 9 6 , 6 4 0 . 0 0 1 5 . 0 3 % Fe d e r a l F a r m C r e d i t B a n k E . J . D e L a R o s a 0 6 / 0 4 / 1 3 0 6 / 0 4/ 1 8 1 . 2 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 7 , 5 6 0 . 0 0 F F C B Fe d e r a l F a r m C r e d i t B a n k M u l t - B a n k S e c u r i t i e s 0 7 / 2 4 / 1 4 0 7 / 2 4 / 1 9 1 . 9 0 0 % 5 0 0 , 0 0 0 . 0 0 5 0 1 , 4 5 5 . 0 0 F F C B T o t a l F e d e r a l F a r m C r e d i t B a n k 1, 5 0 0 , 0 0 0 . 0 0 7 . 5 2 % 1 , 4 9 9 , 0 1 5 . 0 0 7 . 5 2 % Sy n c h r o n y B a n k R e t a i l C e r t i f i c a t e o f D e p o s i t M u l t i - B an k S e c u r i t i e s 0 6 / 0 6 / 1 4 0 6 / 0 6 / 1 9 2 . 0 0 0 % 9 9 , 5 0 0 . 0 0 1 0 1 , 2 3 7 . 0 0 N e g o t i a b l e C D Ba r c l a y s B a n k R e t a i l C e r t i f i c a t e o f D e p o s i t M u l t i - B a nk S e c u r i t i e s 0 7 / 0 2 / 1 4 0 7 / 0 5 / 1 6 0 . 6 5 0 % 9 9 , 8 2 5 . 0 0 1 0 0 , 1 5 5 . 0 0 N e g o t i a b l e C D Co m e n i t y C a p i t a l B a n k M u l t i - B a n k S e c u r i t i e s 0 8 / 2 5 / 1 4 0 2/ 2 5 / 1 6 0 . 7 5 0 % 1 2 5 , 0 0 0 . 0 0 1 2 5 , 2 4 3 . 7 5 N e g o t i a b l e C D Me r r i c k B a n k S o u t h C T F D e p M u l t i - B a n k S e c u r i t i e s 1 2 / 0 8/ 1 4 1 2 / 0 8 / 1 5 0 . 5 0 0 % 1 2 5 , 0 0 0 . 0 0 1 2 5 , 0 9 0 . 0 0 N e g o t i a b l e C D Sa l l i e M a e B a n k C T F D e p M u l t i - B a n k S e c u r i t i e s 1 2 / 2 5 / 1 4 1 2 / 1 2 / 1 6 1 . 0 5 0 % 1 2 5 , 0 0 0 . 0 0 1 2 5 , 3 9 6 . 2 5 N e g o t i a b l e C D Go l d m a n S a c h s B k C T F D e p M u l t i - B a n k S e c u r i t i e s 0 1 / 0 7 / 15 0 1 / 0 7 / 1 9 1 . 9 0 0 % 2 0 0 , 0 0 0 . 0 0 2 0 1 , 2 3 0 . 0 0 N e g o t i a b l e C D Pa c i f i c W e s t i n B a n k C T F D e p M u l t i - B a n k S e c u r i t i e s 0 3 / 20 / 1 5 0 3 / 1 8 / 1 6 0 . 5 0 0 % 2 0 0 , 0 0 0 . 0 0 1 9 9 , 9 9 2 . 0 0 N e g o t i a b l e C D T o t a l N e g o t i a b l e C e r t i f i c a t e s o f D e p o s i t 97 4 , 3 2 5 . 0 0 4 . 8 9 % 9 7 8 , 3 4 4 . 0 0 4 . 9 1 % To t a l I n v e s t m e n t s 19 , 9 4 4 , 4 9 2 . 6 3 $ 1 0 0 . 0 0 % 19 , 9 3 6 , 9 1 6 . 7 3 $ 1 0 0 . 0 0 % ** R e p r e s e n t s t h e L A I F d a i l y r a t e a t 4 / 3 0 / 1 5 CO S T A M E S A S A N I T A R Y D I S T R I C T Sc h e d u l e o f I n v e s t m e n t s b y I n s t r u m e n t T y p e Ap r i l 3 0 , 2 0 1 5 5 In v e s t m e n t P u r c h a s e M a t u r i t y D a y s t o C o u p o n Y i e l d t o I n v e stment Br o k e r / D e a l e r Ty p e Da t e D a t e Ma t u r i t y Ra t e Ma t u r i t y Cost Lo c a l A g e n c y I n v e s t m e n t F u n d P o o l 1 0 . 2 8 3 % * * 0 . 2 8 3 % 5 , 4 9 0 , 2 9 2 . 6 3 $ E. J . D e L a R o s a F H L M C 0 8 / 0 7 / 1 2 0 8 / 0 7 / 1 7 8 3 0 1 . 0 0 0 % 1 . 0 0 0 % 1,000,000.00 E. J . D e L a R o s a F N M A 1 0 / 1 8 / 1 2 1 0 / 1 8 / 1 7 9 0 2 1 . 0 0 0 % 1 . 0 0 0 % 1 ,000,000.00 E. J . D e L a R o s a F N M A 1 1 / 1 5 / 1 2 1 1 / 1 5 / 1 7 9 3 0 1 . 0 0 0 % 1 . 0 0 0 % 1 ,000,000.00 E. J . D e L a R o s a F H L M C 1 2 / 2 8 / 1 2 1 2 / 2 8 / 1 7 9 7 3 0 . 9 5 0 % 0 . 9 5 0 % 1,000,000.00 E. J . D e L a R o s a F H L M C 0 2 / 2 2 / 1 3 0 2 / 2 2 / 1 8 1 , 0 2 9 1 . 1 5 0 % 1 . 1 5 0% 1 , 0 0 0 , 0 0 0 . 0 0 E. J . D e L a R o s a F H L M C 0 2 / 2 8 / 1 3 0 2 / 2 8 / 1 8 1 , 0 3 5 1 . 1 0 0 % 1 . 1 0 0% 1 , 0 0 0 , 0 0 0 . 0 0 E. J . D e L a R o s a F H L M C 0 3 / 2 7 / 1 3 0 3 / 2 7 / 1 8 1 , 0 6 2 1 . 1 3 0 % 1 . 1 3 0% 1 , 0 0 0 , 0 0 0 . 0 0 Un i o n B a n c F N M A 0 5 / 1 5 / 1 3 0 5 / 1 5 / 1 7 7 4 6 0 . 7 0 0 % 0 . 7 0 0 % 1 , 0 0 0 , 0 00.00 E. J . D e L a R o s a F F C B 0 6 / 0 4 / 1 3 0 6 / 0 4 / 1 8 1 , 1 3 1 1 . 2 5 0 % 1 . 2 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 E. J . D e L a R o s a F H L M C 0 6 / 2 6 / 1 3 0 6 / 2 6 / 1 8 1 , 1 5 3 1 . 4 0 0 % 1 . 4 0 0% 1 , 0 0 0 , 0 0 0 . 0 0 Mu l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 0 6 / 0 6 / 1 4 0 6 / 0 6 / 1 9 1 ,4 9 8 2 . 0 0 0 % 2 . 1 0 6 % 9 9 , 5 0 0 . 0 0 Mu l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 0 7 / 0 2 / 1 4 0 7 / 0 5 / 1 6 4 32 0 . 6 5 0 % 0 . 6 5 0 % 9 9 , 8 2 5 . 0 0 Mu l t i - B a n k S e c u r i t i e s F F C B 0 7 / 2 4 / 1 4 0 7 / 2 9 / 1 9 1 , 5 5 1 1 . 9 0 0 % 1 . 9 0 0 % 5 0 0 , 0 0 0 . 0 0 Mu l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 0 8 / 2 5 / 1 4 0 2 / 2 5 / 1 6 3 01 0 . 7 5 0 % 0 . 7 5 0 % 1 2 5 , 0 0 0 . 0 0 Mu l t i - B a n k S e c u r i t i e s F H L M C 1 1 / 2 6 / 1 4 1 1 / 2 6 / 1 9 1 , 6 7 1 1 . 5 0 0% 1 . 5 0 0 % 2 4 9 , 8 7 5 . 0 0 Mu l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 1 2 / 0 8 / 1 4 1 2 / 0 8 / 1 5 2 22 0 . 5 0 0 % 0 . 5 0 0 % 1 2 5 , 0 0 0 . 0 0 Mu l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 1 2 / 2 5 / 1 4 1 2 / 1 2 / 1 6 5 92 1 . 0 5 0 % 1 . 0 5 0 % 1 2 5 , 0 0 0 . 0 0 Mu l t i - B a n k S e c u r i t i e s F H L M C 1 2 / 3 0 / 1 4 1 2 / 3 0 / 1 9 1 , 7 0 5 2 . 0 0 0% 2 . 0 0 0 % 5 0 0 , 0 0 0 . 0 0 Mu l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 0 1 / 0 7 / 1 5 0 1 / 0 7 / 1 9 1 ,3 4 8 1 . 9 0 0 % 1 . 9 0 0 % 2 0 0 , 0 0 0 . 0 0 Mu l t i - B a n k S e c u r i t i e s F H L M C 0 2 / 2 7 / 1 5 0 2 / 2 7 / 2 0 1 , 7 6 4 2 . 0 5 0% 2 . 0 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 Mu l t i - B a n k S e c u r i t i e s F H L B 03 / 1 9 / 1 5 0 3 / 1 7 / 2 0 1, 7 8 3 1 . 8 0 0 % 1 . 8 0 0 % 2 3 0 , 0 0 0 . 0 0 Mu l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 03 / 2 0 / 1 5 0 3 / 1 8 / 1 6 32 3 0 . 5 0 0 % 0 . 5 0 0 % 2 0 0 , 0 0 0 . 0 0 Mu l t i - B a n k S e c u r i t i e s F H L B 03 / 3 0 / 1 5 0 3 / 3 0 / 2 0 1, 7 9 6 0 . 5 0 0 % 0 . 5 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 To t a l I n v e s t m e n t P o r t f o l i o 19,944,492.63 $ To t a l P o r t f o l i o We i g h t e d A v g I n t e r e s t R a t e 0 . 9 3 0 % We i g h t e d A v g Y i e l d t o M a t u r i t y 0 . 9 3 1 % We i g h t e d A v g D a y s t o M a t u r i t y 8 2 6 D a y s 2 . 2 6 Y e a r s ** R e p r e s e n t s t h e L A I F d a i l y r a t e a t 4 / 3 0 / 1 5 CO S T A M E S A S A N I T A R Y D I S T R I C T In v e s t m e n t P o r t f o l i o Ap r i l 3 0 , 2 0 1 5 6 Net Pu r c h a s e M a t u r i t y I n t u i t i o n I n v e s t m e n t C o u p o n I n v e s t m e nt M a r k e t A c c r u e d G a i n / ( L o s s ) Da t e Da t e Br o k e r / D e a l e r Ty p e Pa r Ra t e Co s t Va l u e Interest If Sold n/ a C o n t i n u o u s L A I F P o o l 5 , 4 9 0 , 2 9 2 . 6 3 $ 0 . 2 8 3 % * * 5 , 4 9 0 , 2 9 2 . 6 3 5 , 4 9 0 , 2 9 2 . 6 3 - - 08 / 0 7 / 1 2 0 8 / 0 7 / 1 7 E . J . D e L a R o s a F H L M C 1 , 0 0 0 , 0 0 0 . 0 0 1 . 0 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 1 4 0 . 0 0 2 , 3 0 5 . 5 6 140.00 10 / 1 8 / 1 2 1 0 / 1 8 / 1 7 E . J . D e L a R o s a F N M A 1 , 0 0 0 , 0 0 0 . 0 0 1 . 0 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 8 , 4 7 0 . 0 0 3 3 3 . 3 3 (1,530.00) 11 / 1 5 / 1 2 1 1 / 1 5 / 1 7 E . J . D e L a R o s a F N M A 1 , 0 0 0 , 0 0 0 . 0 0 1 . 0 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 3 3 0 . 0 0 4 , 5 8 3 . 3 3 330.00 12 / 2 8 / 1 2 1 2 / 2 8 / 1 7 E . J . D e L a R o s a F H L M C 1 , 0 0 0 , 0 0 0 . 0 0 0 . 9 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 5 , 5 2 0 . 0 0 3 , 2 1 9 . 4 4 (4,480.00) 02 / 2 2 / 1 3 0 2 / 2 2 / 1 8 E . J . D e L a R o s a F H L M C 1 , 0 0 0 , 0 0 0 . 0 0 1 . 1 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 5 4 0 . 0 0 2 , 1 7 2 . 2 2 540.00 02 / 2 8 / 1 3 0 2 / 2 8 / 1 8 E . J . D e L a R o s a F H L M C 1 , 0 0 0 , 0 0 0 . 0 0 1 . 1 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 8 , 7 5 0 . 0 0 1 , 8 9 4 . 4 4 (1,250.00) 03 / 2 7 / 1 3 0 3 / 2 7 / 1 8 E . J . D e L a R o s a F H L M C 1 , 0 0 0 , 0 0 0 . 0 0 1 . 1 3 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 4 , 1 7 0 . 0 0 1 , 0 3 5 . 8 3 (5,830.00) 05 / 1 5 / 1 3 0 5 / 1 5 / 1 7 U n i o n B a n c F N M A 1 , 0 0 0 , 0 0 0 . 0 0 0 . 7 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 7 , 8 4 0 . 0 0 3 , 2 0 8 . 3 3 (2,160.00) 06 / 0 4 / 1 3 0 6 / 0 4 / 1 8 E . J . D e L a R o s a F F C B 1 , 0 0 0 , 0 0 0 . 0 0 1 . 2 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 7 , 5 6 0 . 0 0 5 , 0 6 9 . 4 4 (2,440.00) 06 / 2 6 / 1 3 0 6 / 2 6 / 1 8 E . J . D e L a R o s a F H L M C 1 , 0 0 0 , 0 0 0 . 0 0 1 . 4 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 9 9 9 , 5 7 0 . 0 0 4 , 8 2 2 . 2 2 (430.00) 06 / 0 6 / 1 4 0 6 / 0 6 / 1 9 M u l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 1 00 , 0 0 0 . 0 0 2 . 0 0 0 % 9 9 , 5 0 0 . 0 0 1 0 1 , 2 3 7 . 0 0 7 8 3 . 5 6 1,737.00 07 / 0 2 / 1 4 0 7 / 0 5 / 1 6 M u l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 1 00 , 0 0 0 . 0 0 0 . 6 5 0 % 9 9 , 8 2 5 . 0 0 1 0 0 , 1 5 5 . 0 0 2 1 0 . 1 4 330.00 07 / 2 4 / 1 4 0 7 / 2 4 / 1 9 M u l t i - B a n k S e c u r i t i e s F F C B 5 0 0 , 0 0 0 . 0 0 1 . 9 0 0 % 5 0 0 , 0 0 0 . 0 0 5 0 1 , 4 5 5 . 0 0 2 , 5 3 3 . 3 3 1,455.00 08 / 2 5 / 1 4 0 2 / 2 5 / 1 6 M u l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 1 25 , 0 0 0 . 0 0 0 . 7 5 0 % 1 2 5 , 0 0 0 . 0 0 1 2 5 , 2 4 3 . 7 5 1 2 . 8 4 243.75 11 / 2 6 / 1 4 1 1 / 2 6 / 1 9 M u l t i - B a n k S e c u r i t i e s F H L M C 2 5 0 , 0 0 0 . 0 0 1 . 5 0 0 % 2 4 9 , 8 7 5 . 0 0 2 5 0 , 2 0 5 . 0 0 1 , 6 0 4 . 1 7 330.00 12 / 0 8 / 1 4 1 2 / 0 8 / 1 5 M u l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 1 25 , 0 0 0 . 0 0 0 . 5 0 0 % 1 2 5 , 0 0 0 . 0 0 1 2 5 , 0 9 0 . 0 0 3 7 . 6 7 90.00 12 / 2 5 / 1 4 1 2 / 1 2 / 1 6 M u l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 1 25 , 0 0 0 . 0 0 1 . 0 5 0 % 1 2 5 , 0 0 0 . 0 0 1 2 5 , 3 9 6 . 2 5 5 0 7 . 0 2 396.25 12 / 3 0 / 1 4 1 2 / 3 0 / 1 9 M u l t i - B a n k S e c u r i t i e s F H L M C 5 0 0 , 0 0 0 . 0 0 2 . 0 0 0 % 5 0 0 , 0 0 0 . 0 0 5 0 1 , 4 0 0 . 0 0 3 , 3 3 3 . 3 3 1,400.00 01 / 0 7 / 1 5 0 1 / 0 7 / 1 9 M u l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 2 00 , 0 0 0 . 0 0 1 . 9 0 0 % 2 0 0 , 0 0 0 . 0 0 2 0 1 , 2 3 0 . 0 0 1 , 1 7 6 . 4 4 1,230.00 02 / 2 7 / 1 5 0 2 / 2 7 / 2 0 M u l t i - B a n k S e c u r i t i e s F H L M C 1 , 0 0 0 , 0 0 0 .0 0 2 . 0 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 1 , 2 9 0 . 0 0 3 , 5 8 7 . 5 0 1,290.00 03 / 1 7 / 1 5 0 3 / 1 7 / 2 0 Mu l t i - B a n k S e c u r i t i e s F H L B 2 3 0 , 0 0 0 . 0 0 1 . 8 0 0 % 2 3 0 , 0 0 0 . 0 0 2 3 0 , 4 3 0 . 1 0 4 9 4 . 5 0 430.10 03 / 2 0 / 1 5 0 3 / 1 8 / 1 6 Mu l t i - B a n k S e c u r i t i e s N e g o t i a b l e C D 2 0 0 , 0 0 0 . 0 0 0 . 5 0 0 % 2 0 0 , 0 0 0 . 0 0 1 9 9 , 9 9 2 . 0 0 1 1 2 . 3 3 (8.00) 03 / 3 0 / 1 5 0 3 / 3 0 / 2 0 Mu l t i - B a n k S e c u r i t i e s F H L B 1 , 0 0 0 , 0 0 0 . 0 0 0 . 5 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 6 1 0 . 0 0 4 1 6 . 6 7 610.00 To t a l I n v e s t m e n t s 19 , 9 4 5 , 2 9 2 . 6 3 $ 1 9 , 9 4 4 , 4 9 2 . 6 3 1 9 , 9 3 6 , 9 1 6 . 7 3 4 3 , 4 5 3 . 6 4 (7,575.90) ** R e p r e s e n t s t h e L A I F d a i l y r a t e a t 4 / 3 0 / 1 5 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 Fo r a l l M a t u r i t i e s w i t h M a r k e t V a l u e s Ap r i l 3 0 , 2 0 1 5 7 Ty p e o f P u r c h a s e M a t u r i t y C o u p o n I n v e s t m e n t In v e s t m e n t Da t e Da t e Ra t e Pa r V a l u e Co s t FH L M C 0 8 / 0 7 / 1 2 0 8 / 0 7 / 1 7 1 . 0 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 0 0 0 . 0 0 C a l l a b l e 8 / 7 / 1 4 w / 5 d a y s n o t i c e , t h e r e a f t e r 11,2,5,8 FN M A 1 0 / 1 8 / 1 2 1 0 / 1 8 / 1 7 1 . 0 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 0 0 0 . 0 0 C a l l a b l e 5 / 1 5 / 1 3 w / 1 0 d a y s n o t i c e , t h e r e a f t e r 8,11,2,5 FN M A 1 1 / 1 5 / 1 2 1 1 / 1 5 / 1 7 1 . 0 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 0 0 0 . 0 0 C a l l a b l e 5 / 1 5 / 1 3 w / 1 0 d a y s n o t i c e , t h e r e a f t e r 8,11,2,5 FH L M C 1 2 / 2 8 / 1 2 1 2 / 2 8 / 1 7 0 . 9 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 0 0 0 . 0 0 C a l l a b l e 1 2 / 2 8 / 1 3 w / 5 d a y s n o t i c e , m o n t h l y t hereafter FH L M C 0 2 / 2 2 / 1 3 0 2 / 2 2 / 1 8 1 . 1 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 0 0 0 . 0 0 C a l l a b l e 8 / 2 2 / 1 3 , w / 5 d a y s n o t i c e , t h e r e a f t e r 8,11,2,5 FH L M C 0 2 / 2 8 / 1 3 0 2 / 2 8 / 1 8 1 . 1 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 0 0 0 . 0 0 C a l l a b l e 2 / 2 8 / 1 4 , w / 5 d a y s n o t i c e , a n n u a l l y thereafter FH L M C 0 3 / 2 7 / 1 3 0 3 / 2 7 / 1 8 1 . 1 3 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 0 0 0 . 0 0 C a l l a b l e 3 / 2 7 / 1 5 , w / 5 d a y s n o t i c e , t h e r e a f t e r 3,6,9,12 FN M A 0 5 / 1 5 / 1 3 0 5 / 1 5 / 1 7 0 . 7 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 0 0 0 . 0 0 C a l l a b l e 5 / 1 5 / 1 4 w / 1 0 d a y s n o t i c e , q t r l y t h e reafter FF C B 0 6 / 0 4 / 1 3 0 6 / 0 4 / 1 8 1 . 2 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 0 0 0 . 0 0 C a l l a b l e 9 / 4 / 1 3 w / 5 d a y s n o t i c e , a n y t i m e t h e reafter FH L M C 0 6 / 2 6 / 1 3 0 6 / 2 6 / 1 8 1 . 4 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 0 0 0 . 0 0 C a l l a b l e 3 / 2 6 / 1 5 w / 5 d a y s n o t i c e , t h e r e a f t e r 3,6,9,12 Ne g o t i a b l e C D 0 6 / 0 6 / 1 4 0 6 / 0 6 / 1 9 2 . 0 0 0 % 1 0 0 , 0 0 0 . 0 0 9 9 , 5 0 0 . 0 0 N o n e Ne g o t i a b l e C D 0 7 / 0 2 / 1 4 0 7 / 0 5 / 1 6 0 . 6 5 0 % 1 0 0 , 0 0 0 . 0 0 9 9 , 8 2 5 . 0 0 N o n e FF C B 0 7 / 2 4 / 1 4 0 7 / 2 4 / 1 9 1 . 9 0 0 % 5 0 0 , 0 0 0 . 0 0 5 0 0 , 0 0 0 . 0 0 C a l l a b l e 7 / 2 4 / 1 5 w / 5 d a y s n o t i c e , a n y t i m e thereafter Ne g o t i a b l e C D 0 8 / 2 5 / 1 4 0 2 / 2 5 / 1 6 0 . 7 5 0 % 1 2 5 , 0 0 0 . 0 0 1 2 5 , 0 0 0 . 0 0 N o n e FH L M C 1 1 / 2 6 / 1 4 1 1 / 2 6 / 1 9 1 . 5 0 0 % 2 5 0 , 0 0 0 . 0 0 2 4 9 , 8 7 5 . 0 0 C a l l a b l e 5 / 2 6 / 1 5 w / 5 d a y s n o t i c e , a n y t i m e thereafter Ne g o t i a b l e C D 1 2 / 0 8 / 1 4 1 2 / 0 8 / 1 5 0 . 5 0 0 % 1 2 5 , 0 0 0 . 0 0 1 2 5 , 0 0 0 . 0 0 N o n e Ne g o t i a b l e C D 1 2 / 2 5 / 1 4 1 2 / 1 2 / 1 6 1 . 0 5 0 % 1 2 5 , 0 0 0 . 0 0 1 2 5 , 0 0 0 . 0 0 N o n e FH L M C 1 2 / 3 0 / 1 4 1 2 / 3 0 / 1 9 2 . 0 0 0 % 5 0 0 , 0 0 0 . 0 0 5 0 0 , 0 0 0 . 0 0 C a l l a b l e 3 / 3 0 / 1 5 w / 5 d a y s n o t i c e , a n y t i m e thereafter Ne g o t i a b l e C D 0 1 / 0 7 / 1 5 0 1 / 0 7 / 1 9 1 . 9 0 0 % 2 0 0 , 0 0 0 . 0 0 2 0 0 , 0 0 0 . 0 0 N o n e FH L M C 0 2 / 2 7 / 1 5 0 2 / 2 7 / 2 0 2 . 0 5 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 0 0 0 . 0 0 C a l l a b l e 5 / 2 7 / 1 5 w / 5 d a y s n o t i c e , a n y t i m e t h e reafter FH L B 03 / 1 9 / 1 5 0 3 / 1 7 / 2 0 1. 8 0 0 % 2 3 0 , 0 0 0 . 0 0 2 3 0 , 0 0 0 . 0 0 C a l l a b l e 6 / 1 7 / 1 5 w / 5 d a y s n o t i c e , a n y t i m e thereafter Ne g o t i a b l e C D 03 / 2 0 / 1 5 0 3 / 1 8 / 1 6 0. 5 0 0 % 2 0 0 , 0 0 0 . 0 0 2 0 0 , 0 0 0 . 0 0 N o n e FH L B 03 / 3 0 / 1 5 0 3 / 3 0 / 2 0 0. 5 0 0 % 1 , 0 0 0 , 0 0 0 . 0 0 1 , 0 0 0 , 0 0 0 . 0 0 C a l l a b l e 6 / 3 0 / 1 5 w / 5 d a y s n o t i c e , a n y t i m e t h e r e a f t er To t a l s 14 , 4 5 5 , 0 0 0 . 0 0 $ 1 4 , 4 5 4 , 2 0 0 . 0 0 $ CO S T A M E S A S A N I T A R Y D I S T R I C T Ca l l S c h e d u l e Ap r i l 3 0 , 2 0 1 5 Ca l l F e a t u r e s 8 Cost 50 , 1 3 6 . 7 6 In T h o u s a n d s 1 - 1 8 0 D a y s 5 , 4 9 0 $ 18 1 - 3 6 5 D a y s 4 5 0 1 - 2 Y e a r s 2 2 5 ## # # # # # # # # 6, 5 6 2 . 5 0 2 - 3 Y e a r s 8,000 CO S T A M E S A S A N I T A R Y D I S T R I C T MA T U R I T I E S D I S T R I B U T I O N Ap r i l 3 0 , 2 0 1 5 30 % 40 % 50 % 60 % 70 % 27 . 5 3 % 40 . 1 1 % 6, 5 6 2 . 5 0 2 - 3 Y e a r s 8,000 ## # # # # # # # # 3 - 4 Y e a r s 2 , 2 0 0 4 - 5 Y e a r s 3 , 5 8 0 TO T A L 19,945 $ 0% 10 % 20 % 30 % 1 - 1 8 0 Da y s 18 1 - 3 6 5 Da y s 1 - 2 Ye a r s 2 - 3 Ye a r s 3 - 4 Ye a r s 4 - 5 Ye a r s 0 0 0 0 0 0 27 . 5 3 % 2. 2 6 % 1. 1 3 % 11 . 0 3 % 17 . 9 5 % 9 Co s t a M e s a S a n i t a r y D i s t r i c t Po r t f o l i o I n t e r e s t R a t e I n f o r m a t i o n as o f A p r i l 3 0 , 2 0 1 5 0. 2 0 % 0. 4 0 % 0. 6 0 % 0. 8 0 % 1. 0 0 % 1. 2 0 % 1. 4 0 % 1. 6 0 % 1. 8 0 % 2. 0 0 % 3 month T-Bill 6 month T-Bill 2 year T-Note 3 year T-Note 5 year T-Note CMSD-monthly LAIF-monthly OC Pool-monthly 0. 0 0 % 10 Costa Mesa Sanitary District ... an Independent Special District Resolution No. 2015-860 Authorizing Submittal of Application for the Household Hazardous Waste Grant Item Number: 10. Recommendation/Notes: Recommendation: That the Board of Directors adopt Resolution No. 2015-860 authorizing staff to submit the grant application. ATTACHMENTS: Description Type 10 - Resolution No. 2015-860 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: May 28, 2015 Subject: Resolution No. 2015-860 Authorizing Submittal of Application for the Household Hazardous Waste Grant Summary On Wednesday, April 30th, 2014, the District submitted an application for the Household Hazardous Waste (HHW) Grant made available by CalRecycle. The grant cycle was designed for smaller projects that complement existing and/or regional HHW programs in California. Grant applications included one or more of the following types of projects: • HHW public education and outreach for general audiences (may include extended producer responsibility (EPR) information). • Implementation of new and sustainable EPR collection opportunities (e.g., retail take back or collection events of batteries or fluorescents). • Set-up and operation of temporary or mobile collection program for one-day or multi-day collection events. • Minor improvements to an existing HHW facility. (Examples include but are not limited to: storage bins, signage, painting, paving, shelving, etc.). • Purchase of personal protection equipment and/or 8-hour refresher Hazardous Waste Operations and Emergency Response Standards (HAZWOPER) training. The maximum amount of funds available for individual applicants was $50,000. Staff Recommendation Board of Directors May 28, 2015 Page 2 of 3 That the Board of Directors adopt Resolution No. 2015-860 authorizing staff to submit the grant application. Analysis On October 23, 2014, the District was approved for the partial amount of $48,281. On May 22, 2015, the District was approved for an additional $1,719 which totals the fully funded amount of $50,000. The grant funds will begin on September 9, 2015 once the District receives the “Notice to Proceed.” The grant term will be available through March 28, 2018. Please note that this is a reimbursement grant and the District will need to submit progress reports and periodically request for reimbursements. The District will use the grant funding for the following programs: • Public Education for the Door-to-Door HHW Program for Seniors and disabled residents in the amount of $5,000 • Battery recycling program (multi-day collection event for schools) in the amount of $20,000; and • HHW Collection Event ($25,000) Strategic Plan Element & Goal This item complies with the objective and strategy of Strategic Element 2.0, Solid Waste, which states: “Objective: Our objective is to manage the collection and recycling of residential trash in the most economical and environmentally friendly way.” “Strategy: We will do this by looking for ways to improve efficiencies, achieve high customer satisfaction, and considering prudent new recycling methods.” Legal Review Not applicable Environmental Review The application for grant funds for household hazardous waste recycling is not a disturbance of the environment similar to grading or construction and is not a project under CEQA or the District’s CEQA Guidelines. The recycling program itself is betterment to the environment. Financial Review The $50,000 of grant revenue and expenditures will be included in the fiscal year 2015-16 budget which will be adopted by the Board of Directors at their regular meeting in June. Board of Directors May 28, 2015 Page 3 of 3 Public Notice Process Copies of this report are on file and will be included with the complete agenda packet for the May 28, 2015, Board of Directors meeting at District Headquarters and posted on the District’s website. Attachment A. Resolution No. 2015-860 Reviewed by: Wendy Hooper Davis Finance Manager RESOLUTION NO. 2015-860 RESOLUTION OF THE BOARD OF DIRECTORS OF THE COSTA MESA SANITARY DISTRICT AUTHORIZING SUBMITTAL OF APPLICATION FOR THE HOUSEHOLD HAZARDOUS WASTE GRANT FOR WHICH COSTA MESA SANITARY DISTRICT IS ELIGIBLE WHEREAS, Public Resources Code sections 40000 et seq. authorize the Department of Resources Recycling and Recovery to administer various grant programs (grants) in furtherance of the State of California’s (state) efforts to reduce, recycle and reuse solid waste generated in the state thereby preserving landfill capacity and protecting public health and safety and the environment; and WHEREAS, in furtherance of this authority Department of Resources Recycling and Recovery is required to establish procedures governing the application, awarding, and management of the grants; and WHEREAS, Department of Resources Recycling and Recovery grant application procedures require, among other things, an applicant’s governing body to declare by resolution certain authorizations related to the administration of Department of Resources Recycling and Recovery grants. NOW, THEREFORE, the Board of Directors of the Costa Mesa Sanitary District authorizes the submittal of application(s) to Department of Resources Recycling and Recovery for the Household Hazardous Waste Grant for which Costa Mesa Sanitary District is eligible; and Section 1. The foregoing recitals are true and correct. Section 2. The President and/or Secretary is hereby authorized and empowered to execute in the name of the Costa Mesa Sanitary District all grant documents, including but not limited to, applications, agreements, amendments and requests for payment, necessary to secure grant funds and implement the approved grant project; and Section 3. The President has delegated his signature authority to the General Manager. Section 4. These authorizations are effective for April 24, 2019. PASSED and ADOPTED this 28th day of May, 2015. ________________________ ________________________________ Secretary, Costa Mesa Sanitary District President, Costa Mesa Sanitary District Board of Directors Board of Directors STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF COSTA MESA ) I, Noelani Middenway, Clerk of the Costa Mesa Sanitary District, hereby certify that the above and foregoing Resolution No. 2015-860, was duly and regularly passed and adopted by said Board of Directors at a regular meeting thereof held on the ___28th day of May, 2015. IN WITNESS WHEREOF, I have hereunto set my hand and affixed the seal of the Costa Mesa Sanitary District, this _______ day of ________________, 20 ______. _________________________________ Noelani Middenway Clerk of the Costa Mesa Sanitary District Costa Mesa Sanitary District ... an Independent Special District CMSD Contribution Program – Costa Mesa Foundation Item Number: 11. Recommendation/Notes: Recommendation: That the Board of Directors accepts the application from the Costa Mesa Foundation and approve a monetary contribution of $2,500. ATTACHMENTS: Description Type 11 - CMSD Contribution Program - CM Foundation 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 Date: May 28, 2015 Subject: CMSD Contribution Program - Costa Mesa Foundation Summary On November 14, 2014, the Board of Directors adopted the Contribution Program that establishes criteria for non-profit organizations seeking monetary contributions to support their special events. Recently, staff received a completed Contribution Program application (Attachment A) from the Costa Mesa Foundation for this year’s Concerts in the Park series. Staff Recommendation That the Board of Directors accepts the application from the Costa Mesa Foundation and approve a monetary contribution of $2,500. Analysis According to the Costa Mesa Foundation’s website, the typical attendance per concert is 2,000 people or 10,000 people for the five concerts in the month of July. This is a good opportunity to promote the District’s Organics Recycling Program, which is why staff is recommending contributing $2,500 for the event. Attachment B is a list of recognitions received based on the contribution levels. $2,500 is the minimum amount to have a booth at all five concerts. A CMSD booth at Concerts in the Park will give staff an opportunity to answer questions from the public and have on display the organic cart and bucket as well as a showing of the “how to” video and program handouts. Strategic Plan Element & Goal Board of Directors May 28, 2015 Page 2 of 2 This item complies with Strategic Element 3.0, Partnerships and Strategic Goal No. 3.5, Participating in community groups and civic organization activities. Legal Review District Counsel has reviewed this report. Environmental Review The consideration of a monetary contribution to a non-profit organization to be used as a vehicle for promoting a District recycling program is an administrative matter and is not a disturbance of the environment similar to grading or construction and is not a project under CEQA or the District’s CEQA Guidelines. Financial Review There is sufficient funds budgeted in the FY 2015-16 Organics Recycling Public Outreach account for this expense. In addition, staff estimates it will cost the District close to $1,000 in overtime for staffing a CMSD booth at all five concerts. Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the May 28, 2015 Board of Directors regular meeting at District headquarters and on District’s website. Alternative Actions 1. Do not approve the $2,500 contribution. 2. Approve a contribution of a lesser amount. 3. Direct staff to report back with more information Attachments A: Contribution Program Eligibility Application - Costa Mesa Foundation B: Concerts in the Park Contribution Levels Reviewed by: Wendy Hooper Davis Finance Manager Costa Mesa Sanitary District ... an Independent Special District CMSD Contribution Program – Estancia High School Football Program Item Number: 12. Recommendation/Notes: Recommendation: That the Board of Directors accepts the application from Estancia High School Football Program and approve a monetary contribution of $500 for placing a stadium banner. ATTACHMENTS: Description Type 12 - CMSD Contribution Program Estancia 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 Date: May 28, 2015 Subject: CMSD Contribution Program – Estancia High School Football Program Summary On April 20, 2015, the District received a Contribution Program Eligibility Application from Estancia High School Football Program. The program is seeking a monetary contribution from the District for placing a stadium banner. Staff Recommendation That the Board of Directors accepts the application from Estancia High School Football Program and approve a monetary contribution of $500 for placing a stadium banner. Analysis Jim Scott Stadium at Estancia High School is a widely used facility for high school athletics such as football, which includes varsity, junior varsity and freshman games, soccer and track and field. Pop Warner Football also plays on Jim Scott Stadium every Saturday during football season and the field is used for the annual senior class graduation ceremony. Due to the significant number of activities that occur at Jim Scott Stadium, staff believes a 3’ x 5’ banner promoting organics recycling will be beneficial to the District. Strategic Plan Element & Goal This item complies with Strategic Element 3.0, Partnerships and Strategic Goal No. 3.5, Participating in community groups and civic organization activities. Legal Review District Counsel has reviewed this report. Board of Directors May 28, 2015 Page 2 of 2 Environmental Review The consideration of a monetary contribution to a non-profit organization to be used as a vehicle for promoting a District recycling program is an administrative matter and is not a disturbance of the environment similar to grading or construction and is not a project under CEQA or the District’s CEQA Guidelines. Financial Review There is sufficient funds budgeted in the FY 2014-15 Organics Recycling Public Outreach account for this $500 expense. Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the May 28, 2015 Board of Directors regular meeting at District headquarters and on District’s website. Alternative Actions 1. Do not approve the $500 contribution. 2. Approve a contribution of a lesser amount. 3. Direct staff to report back with more information Attachment A: Contribution Program Eligibility Application – Estancia High School Football Program Reviewed by: Wendy Davis Finance Manager Costa Mesa Sanitary District ... an Independent Special District 2015-2020 Strategic Plan - Adoption Item Number: 13. Recommendation/Notes: Recommendation: That the Board of Directors adopts the 2015-2020 Strategic Plan. ATTACHMENTS: Description Type 2015-2020 Strategic Plan 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 Date: May 28, 2015 Subject: FY 2015-20 Strategic Plan - Adoption Summary The FY 2015-20 Strategic Plan is ready for the Board of Directors to adopt. The Plan establishes goals, objectives, strategies and work plans for the next five years that will move the organization in a direction toward achieving its mission and vision. In addition, the Plan establishes core values in what staff and the Board believe are important qualifications and standards for making a high performance organization. Staff Recommendation That the Board of Directors approves adopting the FY 2015-20 Strategic Plan. Analysis 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. Staff participated in the process by reviewing and discussing the mission, vision and core values as well as the strategic elements and goals. The draft strategic plan was posted on the website for public review and comments in which one person submitted his comments. Staff has also participated in reviewing and commenting on the draft document before the final version is presented to you tonight. Strategic Plan Element & Goal Not applicable. Legal Review Not applicable. Board of Directors May 28, 2015 Page 2 of 2 Environmental Review The District’s Strategic Plan is a planning document and preparation and adoption of the plan itself is an administrative matter and is not a disturbance of the environment similar to grading or construction and is not a project under CEQA or the District’s CEQA Guidelines. The environmental review of each of the efforts or projects outlined in the Strategic Plan will occur when the Board of Directors specifically considers each of the items since that is when the full scope of work of each effort or project will be described. Financial Review No consultants were hired to facilitate the process or prepare the final document. There is no printing cost because the document will be made available to the public in an electronic form and on the District’s website. All costs for developing the FY 2015-20 Strategic Plan occurred in-house from staff time. Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the May 28, 2015 Board of Directors regular meeting at District headquarters and on District’s website. Alternative Actions 1. Do not approve the FY 2015-20 Strategic Plan and direct staff to report back with more information Attachments A: FY 2015-20 Strategic Plan i Costa Mesa Sanitary District 2015-20 Strategic Plan BOARD OF DIRECTORS………………………………………………………………………….1 STAFF……………………………………………………………………………………………......2 INTRODUCTION…………………………………………………………………………………....3 MISSION STATEMENT…………………………………………………………………………….4 VISION STATEMENT………………………………………………………………………………5 CORE VALUES…………………………………………………………………………………......6 ORGANIZATION CHART………………………………………………………………………….7 STRATEGIC ELEMENTS………………………………………………………………………….8 1.Sewer Infrastructure……………………………………………………………………9 2.Solid Waste…………………………………………………………………………….16 3.Partnerships…………………………………………………………………………... 20 4.Community Outreach & Communications…………………………………………. 24 5.Administrative Management………………………………………………………… 28 6.Personnel/Organizational Management…………………………………………… 31 7.Finance………………………………………………………………………………... 36 CMSD FACTS & FIGURES……………………………………………………………………...40 BRIEF HISTORY OF COSTA MESA SANITARY DISTRICT………………………………...42 CMSD SERVICE MAPS 1.Solid Waste…………………………………………………………………………….44 2.Sewers………………………………………………………………………………… 45 Table of Contents ii Costa Mesa Sanitary District 2015-20 Strategic Plan Costa Mesa Sanitary District Board of Directors From Left to Right: Secretary Robert Ooten; President Michael Scheafer; Assistant Secretary Arlene Schafer; Vice President Arthur Perry; Director James Ferryman 1 Costa Mesa Sanitary District 2015-20 Strategic Plan Costa Mesa Sanitary District Staff Back Row from Left to Right: Scott Carroll, General Manager; Dyana Wick, Administrative Assistant II; Javier Ochiqui, Management Analyst; Wendy Davis, Finance Manager; Tony Gomez, SCADA Technician, Brandon Joseph, Maintenance Worker I Front Row from Left to Right: Elizabeth Pham, Management Assistant; Joel Ortiz, Maintenance Worker III, Denise Martinez, Interim Administrative Services Manager; Steve Cano, Maintenance Supervisor; Kaitlin Tran, Accountant; Alex Arreola, Maintenance Worker II; Noelani Middenway, District Clerk 2 Costa Mesa Sanitary District 2015-20 Strategic Plan INTRODUCTION “Greatness is not where we stand, but in what direction are we moving..” -Oliver Wendell Holmes The first Strategic Plan was adopted on May 27, 2010 titled, “Meeting and Exceeding the Public’s Expectations. It served as a framework for decision making over a five year period and helped produce fundamental decisions that shaped CMSD in being a high achieving, result oriented and cost efficient organization. On April 3, 2013 the Plan was amended by adding sixteen new strategic goals because 23 out of the 43 goals were successfully accomplished or have met their target. By 2015, 39 out of 59 goals were accomplished or hit their target while the remaining twenty goals had specific and measurable activities implemented that addressed the strategic elements. The 2010- 15 Strategic Plan has played a significant role in shaping the success of CMSD by achieving many statewide awards such as District of Distinction, Collection System of the Year, Excellence in Transparency and Financial Reporting, outstanding leadership for safety programs and innovative projects and good governance. CMSD’s accomplishments, through the Strategic Plan, could not have been achieved if it weren’t for the dedication and professionalism of the Board of Directors and staff working harmoniously together to enhance the quality life of CMSD residents. To continue the organization’s momentum, the Board of Directors adopted its second Strategic Plan on May 28, 2015 titled, “Planning for a Better Tomorrow”. This five year plan will continue to focus on the District’s mission of protecting the community’s health and the environment while moving towards its vision of promoting a sustainable environment through innovation and cost effective services. The Plan, along with its work plan and goals, will help guide the Board and staff to making sound decisions for a better tomorrow. 3 Costa Mesa Sanitary District 2015-20 Strategic Plan 4 Costa Mesa Sanitary District 2015-20 Strategic Plan 5 Costa Mesa Sanitary District 2015-20 Strategic Plan 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. 6 Costa Mesa Sanitary District 2015-20 Strategic Plan Board of Directors Electorate of the Costa Mesa Sanitary District General Manager Finance Manager Admin Manager Mgt Analyst Sewer Maint Supervisor District Engineer Accountant Maint Assistant (PT) Sewer Maint Worker III Inspector Sewer Maint Worker II Sewer Maint Worker I Admin Assistant Mgt Assistant Mgt Intern Volunteer Contracted Employees Sewer Maint Intern Volunteer District Clerk Code Enforce (PT) District Counsel District Treasurer SCADA Tech/Industrial Electrician Permit Technician 10 7 Costa Mesa Sanitary District 2015-20 Strategic Plan STRATEGIC ELEMENTS 1. Sewer Infrastructure 2. Solid Waste 3. Partnership 4. Community Outreach & Communications 5. Administrative Management 6. Personnel/Organization Management 7. Finances 8 Costa Mesa Sanitary District 2015-20 Strategic Plan Objective: Our objective is to collect and transport wastewater to meet the needs of existing and future customers. Strategy: 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. 9 Costa Mesa Sanitary District 2015-20 Strategic Plan 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 damage 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.  On an as-needed basis replace manhole covers with composite 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. “Effort and courage are not enough without purpose and direction.” -John F. Kennedy 10 Costa Mesa Sanitary District 2015-20 Strategic Plan 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 with composite covers that have fewer vent 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 11 Costa Mesa Sanitary District 2015-20 Strategic Plan 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 ensure the system operates properly as it enters its 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 approximately ten year intervals. “A dream is just a dream. A goal is a dream with a plan and a deadline.” -Harvey MacKay 12 Costa Mesa Sanitary District 2015-20 Strategic Plan 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 imminent 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. 13 Costa Mesa Sanitary District 2015-20 Strategic Plan 1.8 Fats, Oil & Grease (FOG) Program On-going Fats, oils, and grease (FOG) are 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). 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 for two reasons. 1) Prevent private lateral repairs from discharging roots into the District’s mainline; and 2) CMSD Board was concerned at the significant cost of sewer lateral repair, particularly if the problem is located in the street. Because the District’s goal is to achieve zero sanitary sewer overflows and due to many property owners being 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. “Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world.” -Joel A. Barker 14 Costa Mesa Sanitary District 2015-20 Strategic Plan 1.10 Abandon five pump stations on the west side in conjunction with Orange County Sanitation District companion project 2020 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 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. 15 Costa Mesa Sanitary District 2015-20 Strategic Plan Objective: Our objective is to manage the collection and waste diversion of residential trash in the most economical and environmentally friendly way. Strategy: We will do this by looking for ways to improve efficiencies, achieve high customer satisfaction, and considering prudent new waste diversion methods. 16 Costa Mesa Sanitary District 2015-20 Strategic Plan 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 CMSD 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 “Lack of direction, not lack of time is the problem. We all have twenty-four hour days.” -Zig Ziglar 17 Costa Mesa Sanitary District 2015-20 Strategic Plan 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 di version 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.  Promote door-to-door household hazardous waste collection program to senior citizens, immobile and disabled CMSD residents. 18 Costa Mesa Sanitary District 2015-20 Strategic Plan  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 On-going 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 On-going 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 containers 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 containers 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.  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. “However beautiful the strategy, you should occasionally look at the results.” -Winston Churchill 19 Costa Mesa Sanitary District 2015-20 Strategic Plan Objective: To foster beneficial relationships to accomplish the goals of the District. Strategy: We will do this by embracing strategic ties with other organizations, working closely with regulators, developing a deliberate legislative agenda considering. 20 Costa Mesa Sanitary District 2015-20 Strategic Plan 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 sharing information, solving common problems, developing new ideas and fostering partnerships to achieve mutual objectives.  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. “The biggest risk is not taking any risk…In a world that is changing really quickly, the only strategy that is guaranteed to fail is not taking risks.” -Mark Zuckerberg 21 Costa Mesa Sanitary District 2015-20 Strategic Plan  Build good partnering relationships with Orange Coast College, Vanguard University and Newport Mesa Unified School District.  Build good partnering relationships 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 addition, professional associations offer great opportunities to network, share information and learn from other professionals in the field. 22 Costa Mesa Sanitary District 2015-20 Strategic Plan  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.  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. 23 Costa Mesa Sanitary District 2015-20 Strategic Plan “Culture eats strategy for breakfast.” -Peter Drucker Objective: Our objective is to inform and establish beneficial relations with the community. Strategy: We will provide information to and seek feedback from our customers about our programs, services and accomplishments through advanced technology, the media and direct interactions with our customers. 24 Costa Mesa Sanitary District 2015-20 Strategic Plan 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.  Collaborate with the City of Costa Mesa in order to participate in “National Public Works Week” sponsored by the American Public Works Association (APWA). “Failing to plan is planning to fail.” -Ron Watmough 25 Costa Mesa Sanitary District 2015-20 Strategic Plan 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 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  Financially responsible  Efficient  Provides excellent customer service  Transparent  Listens  Fair Continually and consistently performing these behaviors and effectively communicating our efforts will establish a powerful brand.  Use social media, Email subscriptions, website and newsletter to communicate staff efforts to building trust. 4.5 Celebrate the District’s 75th Anniversary 2019 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. 26 Costa Mesa Sanitary District 2015-20 Strategic Plan  Approve an ad hoc committee that consists 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.  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.  Keep the District’s website technology up to date and functional. 27 Costa Mesa Sanitary District 2015-20 Strategic Plan “Strategy is thinking about a choice and choosing to stick with your thinking.” -Jeroen De Flander Objective: To create, maintain and implement policies and procedures to ensure sound and transparent management of the District. Strategy: We will conduct periodic reviews, refine and implement policies and procedures, and ensure the General Manager has the direction and tools necessary for successful District operations. 28 Costa Mesa Sanitary District 2015-20 Strategic Plan 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 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. “Without a strategy, an organization is like a ship without a rudder, going around in circles. It’s like a tramp; it has no place to go.” -Joel Ross and Michael Kami 29 Costa Mesa Sanitary District 2015-20 Strategic Plan  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 consisting 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.  Upgrade the alternate EOC with necessary equipment. 30 Costa Mesa Sanitary District 2015-20 Strategic Plan Objective: To employ and retain a high quality, motivated workforce. Strategy: We will do this by utilizing sound policies and personnel practices, offering competitive compensation and benefits, providing opportunities for training, development and professional growth, while ensuring a safe and secure workforce. 31 Costa Mesa Sanitary District 2015-20 Strategic Plan 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) Incident Command System (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 organization. It has also been described as “how an organization behaves when no one is watching”. “Alice said, “Would you please tell me which way to go from here? The cat said, that depends on where you want to get to.”” -Lewis Carroll 32 Costa Mesa Sanitary District 2015-20 Strategic Plan 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 loss 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 2020 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 33 Costa Mesa Sanitary District 2015-20 Strategic Plan o Scope of services provided o Labor market 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 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. 34 Costa Mesa Sanitary District 2015-20 Strategic Plan “Perfection is not attainable. But if we chase perfection, we can catch excellence.” -Vince Lombardi  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 employees’ live healthier lives. 35 Costa Mesa Sanitary District 2015-20 Strategic Plan 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 investments to provide financial resources to fund current and planned operations and projects. 36 Costa Mesa Sanitary District 2015-20 Strategic Plan 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 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 “A democracy will cease to exist when you take away from those who are willing to work and give it to those who would not.” -Thomas Jefferson 37 Costa Mesa Sanitary District 2015-20 Strategic 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 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.  Board approved 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. 38 Costa Mesa Sanitary District 2015-20 Strategic Plan  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 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. 39 Costa Mesa Sanitary District 2015-20 Strategic Plan SEWER Miles of force mains.…………………………………………………………..4.8 Miles of gravity sewers.…………………………………………………….219.4 Estimated total miles of laterals.…………………………………………….108 Number of service lateral connections.…………………………………24,870 Number of sewer manholes.………………………………………………4,650 Number of Food Service Establishments (FSE)…………………………..449 Lift Stations……………………………………………………………………...20 Incorporated: February 11, 1944  Form of Government: Five Board of Directors, each elected to a four year term  Location: Orange County, 37 miles from Los Angeles  Service Area: All of City of Costa Mesa and portions of City of Newport Beach and Unincorporated County of Orange  Population: 116,700 40 Costa Mesa Sanitary District 2015-20 Strategic Plan CMSD LARGE SEWER CUSTOMERS South Coast Plaza Segerstrom Center for the Arts Orange County Fair & Event Center The Westin South Coast Plaza Ayres Hotel & Suites Marriott City of Costa Mesa Vanguard University Orange Coast College Whittier Law School SOLID WASTE Total tonnage collected………………40,650 Total tonnage recycled……………….23,328 Total tonnage landfilled………………17,322 Diversion rate……………………….…57.39% Total automated carts…………………44,453 Number of households served……… 21,796 AWARDS District of Distinction 2009-2014 Transparency Certificate of Excellence Collection System of the Year 2012 Gold Recognition in Good Governance Innovative Project of the Year 2012 Excellence in Safety Excellence in Financial Reporting Supervisor of the Year 2014 General Manager of the Year 2012 41 Costa Mesa Sanitary District 2015-20 Strategic Plan In the early 1940’s, Costa Mesa community members were disposing their trash in a landfill owned and operated by the City of Newport Beach (Costa Mesa did not become a city until 1953). The landfill was reaching capacity, so only Newport Beach residents could use the disposal site. Concerned for their community’s health and safety if a legal disposal site for trash is not found, members of the community filed a petition with the Orange County Board of Supervisors on June 22, 1943 for the formation of the Costa Mesa Sanitary District under the provisions of California’s Health and Safety Code. The Board of Supervisors appointed J.A. Woolley as the registered civil engineer to draft the proposed boundaries of the District and on December 21, 1943 the Board of Supervisors approved the District’s boundaries and ordered special elections to be held on February 8, 1944 to officially determine the formation of the District and for the election of five members of a Sanitary Board to govern said District. ELECTION RESULTS On February 8, 1944, community members were asked to cast votes on the proposition whether the Costa Mesa Sanitary District should be organized or not. 616 votes were cast. The results were as follows:  471 votes in favor of organizing the Costa Mesa Sanitary District  145 votes against organizing the Costa Mesa Sanitary District In addition, community members voted in their new Board of Directors. The following individuals were Costa Mesa Sanitary District’s first Board of Directors. Otto M. Dodd William E. Lord Claire M. Nelson H. Paul Norman Charles W. Tewinkle On February 11, 1944, the Board of Supervisors adopted a resolution that officially formalized the Costa Mesa Sanitary District and soon after the District’s Board of Directors appointed Charles Tewinkle as their first President. DISTRICT’S FIRST ORDER OF BUSINESS The District purchased 2 ½ acres of property on West 19th Street for a dump site. A few years later trash and debris were removed from the dump site to allow for new construction, but by then World War II had ended and the Army was allowing communities to use their dump site on Bristol Street near Newport Boulevard. The Costa Mesa Sanitary District no longer needed the property on West 19th Street and began using the Army’s dump site as its legal disposal site. DISTRICT EXPANDS ITS SERVICES In the 1940’s, Costa Mesa did not have a sewer system. The community had cesspools and septic tanks for containing sewage, which was common at the time. The first Board of Directors saw an opportunity because 42 Costa Mesa Sanitary District 2015-20 Strategic Plan under the Sanitary District Act of 1923 the District could expand operations to include owning and maintaining a sewer system, so in 1944 the District began drawing plans for such a system. After receiving an $18,000 federal grant, the District hired the firm of Bulot & Dondro to perform the planning, engineering and coordination with the County of Orange and other communities, which were planning the same type of project at the time. There was a shortage of cast iron sewer pipe because anything made of iron took precedent for World War II needs. The Board of Directors waited until the war was over and then voted for the issuance of bonds to fund Costa Mesa’s first sewer system. By 1953, the District had its first sewer system completed and operational. PARTNERSHIP WITH THE CITY OF COSTA MESA In 1955, two years after the City of Costa Mesa incorporated, the City and District agreed to enter into a partnership whereby the City would operate and manage the sewer system and residential solid waste disposal operations. This arrangement lasted until 2004, when the District decided to go its separate ways and hire its own employees, and acquire its own equipment and facilities. The District and City still experience a strong partnership for collaboration and shared services. The City currently maintains the District’s fleet, the District stores its portable generators in the City Yard, and both City and District staff collaborate together on the City’s Utilities and Development Committees. CORPORATE YARD In 2010, the District completed the construction of its Corporate Yard. The 5,300 square foot facility was designed and built using strategies aimed at improving the environment across all the metrics that matter most: energy savings, water efficiency, CO2 emissions reduction, improved indoor environmental quality and stewardship of resources and sensitivity to their impacts. The Corporate Yard received “Platinum” recognition for Leadership in Energy and Environmental Design (LEED) from the U.S. Green Building Council, which is the highest recognition bestowed by the organization. CMSD FUTURE The District is visionary and innovative to protecting the environment and that visionary and innovativeness will continue in the future with the implementation of the organics recycling program that will enable residents to recycle food scraps along with green waste. The organics will be recycled into fertilizer and renewable natural gas, which is a zero carbon bio-fuel that will fuel the collection fleet. The program will also divert 75% of CMSD’s solid waste stream away from landfills that will help decrease releasing methane gas into the atmosphere and extend the lifespan of landfills. Another future program is the decommissioning of sewer force main pipes and five lift stations that when completed, will reduce energy, maintenance and operational costs while at the same time prevent the likelihood of a sanitary sewer overflow to occur. Staff will ensure these new programs along with operational and capital projects are funded with sewer and solid waste assessment rates that are fair and competitive in the marketplace. We do this to ensure there is a better tomorrow for the residents of the Costa Mesa Sanitary District. 43 Costa Mesa Sanitary District 2015-20 Strategic Plan 44 Costa Mesa Sanitary District 2015-20 Strategic Plan 45 Costa Mesa Sanitary District 2015-20 Strategic Plan 46 Costa Mesa Sanitary District 2015-20 Strategic Plan Costa Mesa Sanitary District ... an Independent Special District Resolution No. 2015-861 Approving New Classification Titles for Maintenance Workers I, II & III, Sewer Maintenance Supervisor and Executive Assistant to the Board Item Number: 14. Recommendation/Notes: Recommendation: That the Board of Directors adopts Resolution No. 2015-861 approving changing the job titles for the following positions: Sewer Maintenance Workers I, II & III to Wastewater Maintenance Workers I, II & III Sewer Maintenance Supervisor to Wastewater Maintenance Supervisor Executive Assistant to the Board to Executive Assistant ATTACHMENTS: Description Type 14 - Resolution No. 2015-861 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: Denise Martinez, Interim Administrative Manager Date: May 28, 2015 Subject: Resolution No. 2015-861 Approving New Classification Titles for Maintenance Workers I, II, & III, Sewer Maintenance Supervisor and Executive Assistant to the Board Summary At the May 12 study session, staff presented the findings of the Job and Salary Survey. The study was initiated in February 2015 by Koff & Associates (Consultant) to support the District’s Strategic Plan objective of employing and retaining a highly qualified and motivated workforce. Staff Recommendation That the Board of Directors adopts Resolution No. 2015-861 approving changing the classification titles for the following positions: - Sewer Maintenance Workers I, II & III to Wastewater Maintenance Workers I, II & III - Sewer Maintenance Supervisor to Wastewater Maintenance Supervisor - Executive Assistant to the Board to Executive Assistant Analysis The study consisted of two phases: classification and compensation. The classification phase involved revising job descriptions/classifications to ensure legal compliance and an accurate description of duties. The compensation phase was comprised of assessing salaries and benefits with the labor market. As a result of the study, the Consultant recommended several changes: • Title changes that align better with the market; • Reclassifications that allocate staff to more applicable positions; and a • New salary schedule. Board of Directors May 28, 2015 Page 2 of 2 The Consultant recommended the following titles be changed: • Sewer Maintenance Workers I, II & III to Wastewater Maintenance Workers I, II & III. • Sewer Maintenance Supervisor to Wastewater Maintenance Supervisor. • Executive Assistant to the Board to Executive Assistant. All of these changes align District classifications and compensation more with the market. Strategic Plan Element & Goal This item complies with the objective and strategy of Strategic Plan Element 6.0, Personnel/Organizational Management, which states as follows: Objective: To employ and retain a high quality motivated workforce. Strategy: We will do this by utilizing sound policies and personnel practices, offering competitive compensation and benefits, providing opportunities for training, development and professional growth, while ensuring a safe and secure workplace.” Legal Review Not applicable Environmental Review A compensation and classification study is an administrative matter and is not a disturbance of the environment similar to grading or construction and is not a project under CEQA or the District’s CEQA Guidelines. Financial Review There are no financial impacts to the District for changing the classification titles. Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the May 28, 2015 Board of Directors regular meeting at District Headquarters and on District’s website. Alternative Actions 1. Refer the matter back to staff Attachment A: Resolution No. 2015-861 Reviewed by: Wendy Hooper Davis Finance Manager RESOLUTION NO. 2015-861 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE COSTA MESA SANITARY DISTRICT APPROVING NEW CLASSIFICATION TITLES WHEREAS, it is the Board of Directors responsibility to ensure that the District has sufficient staff and resources to fulfill its mission; WHEREAS, the District contracted with Koff and Associates in February 2015 to conduct a classification and compensation study to ensure that job classifications are appropriate to achieve District goals and compensation is competitive; WHEREAS, the results of the study were presented at the Board of Directors meeting on May 12, 2015; WHEREAS, on May 12, 2015, the Board of Directors concurred with the recommendation of Koff and Associates to change the titles of five classifications: Sewer Maintenance Workers I, II & III to Wastewater Maintenance Workers I, II & III; Sewer Maintenance Supervisor to Wastewater Maintenance Supervisor; and Executive Assistant to the Board to Executive Assistant. NOW, THEREFORE, the Board of Directors does hereby resolve: That it is hereby ordered and decreed that the approval of the aforementioned classification title changes has occurred. PASSED and ADOPTED on this 28th day of May 2015. _______________________________ _______________________________ Secretary, Costa Mesa Sanitary District President, Costa Mesa Sanitary District Board of Directors Board of Directors STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF COSTA MESA ) I, NOELANI MIDDENWAY, Clerk of the Costa Mesa Sanitary District, hereby certify that the above and foregoing Resolution No. 2015-861 was duly and regularly passed and adopted by said Board of Directors at a regular meeting thereof, held on the 28th day of May 2015 by the following votes: AYES: NOES: ABSENT: ABSTAIN: IN WITNESS WHEREOF, I have hereunto set my hand and affixed the seal of the Costa Mesa Sanitary District, this ____ day of ___________________ 2015. _________________________________ Noelani Middenway Clerk of the Costa Mesa Sanitary District Costa Mesa Sanitary District ... an Independent Special District Resolution No. 2015-862 Approving New Classifications for the Positions of Management Analyst I and II, Senior Management Analyst and Wastewater Maintenance Superintendent Item Number: 15. Recommendation/Notes: Recommendation: That the Board of Directors adopts Resolution No. 2015-862 approving new classifications for the positions of Management Analyst I and II, Senior Management Analyst and Wastewater Maintenance Superintendent. ATTACHMENTS: Description Type 15 - Resolution No. 2015-862 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: Denise Martinez, Interim Administrative Manager Date: May 28, 2015 Subject: Resolution No. 2015-862 Approving New Classifications for the Positions of Management Analyst I and II, Senior Management Analyst and Wastewater Maintenance Superintendent Summary At the May 12 study session, staff presented the findings of the Job and Salary Survey. The study was initiated in February 2015 by Koff & Associates (Consultant) to support the District’s Strategic Plan objective of employing and retaining a highly qualified and motivated workforce. Staff Recommendation That the Board of Directors adopts Resolution No. 2015-862 approving new classifications for the positions of Management Analyst I and II, Senior Management Analyst and Wastewater Maintenance Superintendent. Analysis The study consisted of two phases: classification and compensation. The classification phase involved revising job descriptions/classifications to ensure legal compliance and an accurate description of duties. The compensation phase was comprised of assessing salaries and benefits with the labor market. As a result of the study, the Consultant recommended several changes: • Title changes that align better with the market; • Reclassifications that allocate staff to more applicable positions; and a Board of Directors May 28, 2015 Page 2 of 3 • New salary schedule. The Consultant recommended the new classifications that fall in line with the actual work being performed by employees. The following is a list of new classifications. • Management Analyst I & II • Senior Management Analyst • Wastewater Maintenance Superintendent All of these changes align District classifications and compensation more with the market. Strategic Plan Element & Goal This item complies with the objective and strategy of Strategic Plan Element 6.0, Personnel/Organizational Management, which states as follows: Objective: To employ and retain a high quality motivated workforce. Strategy: We will do this by utilizing sound policies and personnel practices, offering competitive compensation and benefits, providing opportunities for training, development and professional growth, while ensuring a safe and secure workplace.” Legal Review Not applicable Environmental Review A compensation and classification study is an administrative matter and is not a disturbance of the environment similar to grading or construction and is not a project under CEQA or the District’s CEQA Guidelines. Financial Review The cost for implementing the reclassification of existing employees is offset by elimination of the funding for the Administrative Services Manager position which is being replaced with a lower level position thereby creating a substantial salary savings in the proposed fiscal year 2015-2016 Budget. There is no additional financial impact to approving the recommendation. Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the May 28, 2015 Board of Directors regular meeting at District Headquarters and on District’s website. Board of Directors May 28, 2015 Page 3 of 3 Alternative Actions 1. Refer the matter back to staff Attachment A: Resolution No. 2015-862 Reviewed by: Wendy Davis Finance Manager RESOLUTION NO. 2015-862 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE COSTA MESA SANITARY DISTRICT APPROVING NEW CLASSIFICATIONS WHEREAS, Board of Directors desires to ensure that the District has sufficient staff and resources to fulfill its mission; WHEREAS, the District contracted with Koff and Associates in February 2015 to conduct a classification and compensation study to ensure that job classifications are appropriate to achieve District goals and compensation is competitive; WHEREAS, the results of the study were presented at the Board of Directors meeting on May 12, 2015; WHEREAS, on May 12, 2015, the Board of Directors concurred with the recommendation of Koff and Associates to implement four new classifications: Management Analyst I, Management Analyst II, Senior Management Analyst, and Wastewater Maintenance Superintendent. NOW, THEREFORE, the Board of Directors does hereby resolve: That it is hereby ordered and decreed that the approval to implement the aforementioned new classifications has occurred. PASSED and ADOPTED on this 28th day of May 2015. _______________________________ _______________________________ Secretary, Costa Mesa Sanitary District President, Costa Mesa Sanitary District Board of Directors Board of Directors STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF COSTA MESA ) I, NOELANI MIDDENWAY, Clerk of the Costa Mesa Sanitary District, hereby certify that the above and foregoing Resolution No. 2015-862 was duly and regularly passed and adopted by said Board of Directors at a regular meeting thereof, held on the 28th day of May 2015 by the following votes: AYES: NOES: ABSENT: ABSTAIN: IN WITNESS WHEREOF, I have hereunto set my hand and affixed the seal of the Costa Mesa Sanitary District, this ____ day of ___________________ 2015. _________________________________ Noelani Middenway Clerk of the Costa Mesa Sanitary District Costa Mesa Sanitary District ... an Independent Special District Resolution No. 2015-863 Approving New Salary Schedule for District Classifications Item Number: 16. Recommendation/Notes: Recommendation: That the Board of Directors adopts Resolution No. 2015-863 approving a new salary schedule for District classifications. ATTACHMENTS: Description Type 16 - Resolution No. 2015-863 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: Denise Martinez, Interim Administrative Manager Date: May 28, 2015 Subject: Resolution No. 2015-863 Approving New Salary Schedule for District Classifications Summary At the May 12 study session, staff presented the findings of the Job and Salary Survey. The study was initiated in February 2015 by Koff & Associates (Consultant) to support the District’s Strategic Plan objective of employing and retaining a highly qualified and motivated workforce. Staff Recommendation That the Board of Directors adopts Resolution No. 2015-863 approving a new salary schedule for District classifications. Analysis The study consisted of two phases: classification and compensation. The classification phase involved revising job descriptions/classifications to ensure legal compliance and an accurate description of duties. The compensation phase was comprised of assessing salaries and benefits with the labor market. As a result of the study, the Consultant recommended several changes: • Title changes that align better with the market; • Reclassifications that allocate staff to more applicable positions; and a • New salary schedule. Board of Directors May 28, 2015 Page 2 of 2 The proposed salary schedule attached to the resolution aligns the District’s compensation to the market median range for similar positions in Orange County. Strategic Plan Element & Goal This item complies with the objective and strategy of Strategic Plan Element 6.0, Personnel/Organizational Management, which states as follows: Objective: To employ and retain a high quality motivated workforce. Strategy: We will do this by utilizing sound policies and personnel practices, offering competitive compensation and benefits, providing opportunities for training, development and professional growth, while ensuring a safe and secure workplace.” Legal Review Not applicable Environmental Review A compensation and classification study is an administrative matter and is not a disturbance of the environment similar to grading or construction and is not a project under CEQA or the District’s CEQA Guidelines. Financial Review The cost for implementing the new salary range schedule has no financial impact on the proposed fiscal year 2015-2016 Budget. All funded positions are budgeted with the current salary plus the maximum merit increase of 5% included therefore there is no additional funds needed to change a position’s salary range. Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the May 28, 2015 Board of Directors regular meeting at District Headquarters and on District’s website. Alternative Actions 1. Refer the matter back to staff Attachment A: Resolution No. 2015-863 Reviewed by: Wendy Hooper Davis Finance Manager RESOLUTION NO. 2015-863 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE COSTA MESA SANITARY DISTRICT APPROVING A NEW SALARY SCHEDULE FOR DISTRICT CLASSIFICATIONS WHEREAS, Board of Directors desires to ensure that the District has sufficient staff and resources to fulfill its mission; WHEREAS, the District contracted with Koff and Associates in February 2015 to conduct a classification and compensation study to ensure that job classifications are appropriate to achieve District goals and compensation is competitive; WHEREAS, the results of the study were presented at the Board of Directors meeting on May 12, 2015; WHEREAS, on May 12, 2015, the Board of Directors concurred with the recommendation of Koff and Associates to implement a new salary schedule that adjusts salary ranges for District classifications to align with the market and eliminates steps for consistency with the District’s pay-for-performance evaluation system; Position Range # Minimum Mid-Point Maximum 1 $11.0862 $13.0262 $14.9663 2 $11.3633 $13.3519 $15.3405 3 $11.6474 $13.6857 $15.7240 4 $11.9386 $14.0278 $16.1171 Maintenance Assistant 5 $12.2370 $14.3785 $16.5200 6 $12.5430 $14.7380 $16.9330 7 $12.8565 $15.1064 $17.3563 8 $13.1780 $15.4841 $17.7902 9 $13.5074 $15.8712 $18.2350 10 $13.8451 $16.2680 $18.6909 11 $14.1912 $16.6747 $19.1581 12 $14.5460 $17.0915 $19.6371 13 $14.9096 $17.5188 $20.1280 14 $15.2824 $17.9568 $20.6312 15 $15.6644 $18.4057 $21.1470 16 $16.0561 $18.8659 $21.6757 17 $16.4575 $19.3375 $22.2176 18 $16.8689 $19.8209 $22.7730 Position Range # Minimum Mid-Point Maximum 19 $17.2906 $20.3165 $23.3423 20 $17.7229 $20.8244 $23.9259 21 $18.1660 $21.3450 $24.5240 22 $18.6201 $21.8786 $25.1371 23 $19.0856 $22.4256 $25.7656 24 $19.5627 $22.9862 $26.4097 Administrative Assistant I 25 $20.0518 $23.5609 $27.0699 Wastewater Maintenance Worker I 26 $20.5531 $24.1499 $27.7467 27 $21.0669 $24.7536 $28.4404 28 $21.5936 $25.3725 $29.1514 29 $22.1334 $26.0068 $29.8802 Accounting Clerk Code Enforcement Officer 30 $22.6868 $26.6570 $30.6272 Permit Technician Administrative Assistant II 31 $23.2540 $27.3234 $31.3928 Wastewater Maintenance Worker II 32 $23.8353 $28.0065 $32.1777 33 $24.4312 $28.7066 $32.9821 34 $25.0420 $29.4243 $33.8067 35 $25.6680 $30.1599 $34.6518 Management Analyst I Wastewater Maintenance Worker III 36 $26.3097 $30.9139 $35.5181 37 $26.9675 $31.6868 $36.4061 38 $27.6416 $32.4789 $37.3162 39 $28.3327 $33.2909 $38.2491 Accountant Executive Assistant/Deputy Clerk 40 $29.0410 $34.1232 $39.2053 SCADA Technician/Industrial Electrician 41 $29.7670 $34.9763 $40.1855 42 $30.5112 $35.8507 $41.1901 43 $31.2740 $36.7469 $42.2199 Management Analyst II 44 $32.0558 $37.6656 $43.2754 45 $32.8572 $38.6072 $44.3573 District Clerk 46 $33.6787 $39.5724 $45.4662 Senior Accountant 47 $34.5206 $40.5617 $46.6028 Senior Management AnalystWastewater Maintenance Supervisor 48 $35.3836 $41.5758 $47.7679 49 $36.2682 $42.6152 $48.9621 50 $37.1749 $43.6805 $50.1862 51 $38.1043 $44.7726 $51.4408 52 $39.0569 $45.8919 $52.7268 53 $40.0333 $47.0392 $54.0450 Position Range # Minimum Mid-Point Maximum 54 $41.0342 $48.2152 $55.3961 Administrative Services Manager Wastewater Maintenance Superintendent 55 $42.0600 $49.4205 $56.7810 56 $43.1115 $50.6560 $58.2006 57 $44.1893 $51.9224 $59.6556 Finance Manager 58 $45.2940 $53.2205 $61.1470 59 $46.4264 $54.5510 $62.6756 60 $47.5871 $55.9148 $64.2425 61 $48.7767 $57.3127 $65.8486 62 $49.9962 $58.7455 $67.4948 63 $51.2461 $60.2141 $69.1822 64 $52.5272 $61.7195 $70.9117 65 $53.8404 $63.2625 $72.6845 66 $55.1864 $64.8440 $74.5016 67 $56.5661 $66.4651 $76.3642 68 $57.9802 $68.1267 $78.2733 69 $59.4297 $69.8299 $80.2301 70 $60.9155 $71.5757 $82.2359 71 $62.4383 $73.3651 $84.2918 72 $63.9993 $75.1992 $86.3991 WHEREAS, any associated costs to implement this salary schedule will be included with the proposed fiscal year 2015-16 budget; WHEREAS, this new salary schedule will take effect as of July 1, 2015. NOW, THEREFORE, the Board of Directors does hereby resolve: That it is hereby ordered and decreed that the approval to implement the aforementioned new salary schedule has occurred. PASSED and ADOPTED on this 28th day of May 2015. _______________________________ _______________________________ Secretary, Costa Mesa Sanitary District President, Costa Mesa Sanitary District Board of Directors Board of Directors STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF COSTA MESA ) I, NOELANI MIDDENWAY, Clerk of the Costa Mesa Sanitary District, hereby certify that the above and foregoing Resolution No. 2015-863 was duly and regularly passed and adopted by said Board of Directors at a regular meeting thereof, held on the 28th day of May 2015 by the following votes: AYES: NOES: ABSENT: ABSTAIN: IN WITNESS WHEREOF, I have hereunto set my hand and affixed the seal of the Costa Mesa Sanitary District, this ____ day of ___________________ 2015. _________________________________ Noelani Middenway Clerk of the Costa Mesa Sanitary District Costa Mesa Sanitary District ... an Independent Special District Resolution No. 2015-864 Approving the Amendment to Waste Disposal Agreement Item Number: 17. Recommendation/Notes: Recommendation: That the Board of Directors adopts Resolution No. 2015-864 approving the Amendment to the Waste Disposal Agreement with the County of Orange. ATTACHMENTS: Description Type 17 - Resolution No. 2015-864 Amendment to WDA 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: May 28, 2015 Subject: Resolution No 2015-864 to Approve the Amendment to Waste Disposal Agreement Summary The majority of Orange County cities, Midway City Sanitary District and the County have collectively reached an agreement for an amendment to the 2009 Waste Disposal Agreement (WDA). The resolution to approve the amendment will provide for the continuation of solid waste importation at the County landfills, allocation of future importation revenues to each agency and to extend terms of the WDA through June 30, 2025. This action will maintain stable County disposal rates and continuity of service for residents while ensuring continued partnership between cities, special districts and the County. Staff would like the Board to review and sign the resolution approving the amendment to the WDA of solid waste importation. Staff Recommendation That the Board of Directors adopts Resolution No. 2015-864 approving the Amendment to the Waste Disposal Agreement with the County of Orange. Analysis The disposal of solid waste at Orange County landfills is governed by a Waste Disposal Agreement that was established in 2009, in which cities, as well as certain sanitary districts located in the County, have agreed to deposit their solid waste at the County’s three landfill facilities in return for low and stable disposal rates. The term of the current WDA began on July 1, 2010 and continues through June 30, 2020 with importation of waste from outside the County at County landfills set to expire on June 30, 2016. Board of Directors May 28, 2015 Page 2 of 3 The WDA is an example of County, cities and sanitary districts collaborating to strategically leverage a countywide asset. The solid waste revenues are utilized by the County: to maintain the landfill system; to preserve funds for landfill closure costs; to address post-closure maintenance, and to mitigate long-term risk and environmental liabilities. The District and other cities in Orange County have benefitted from additional services provided by the County that include: permanent household hazardous waste collection facilities; green waste acceptance at no charge to cities to assist with compliance with state recycling mandates; and support of programs to meet state diversion requirements. In 2004, a convergence of several factors resulted in drastic declines to in-County tonnage (more than 30 percent). Successful waste diversion and recycling programs, the economic downturn and increased legislative requirements were contributing factors to this decline. A committee of City Managers representing Orange County cities participated with the County in preparing a framework to address the reduction in revenues and to ensure rate stabilization for local residents and businesses. The proposed Resolution to amend the WDA sets forth the continuation of future importation to offset the revenue reduction and establishes a fair-share allocation of net importation revenues to cities and sanitary districts. An in-depth review of County resources concluded the amount of imported waste combined with in-County waste will remain below total disposal tonnage projections indicated in the current WDA. The proposed 5-year extension of the WDA to 2025 will provide additional stability to the system in light of more stringent legislative and regulatory requirements such as AB 1826, AB 1594, and the 75% recycling target of AB 341. Strategic Plan Element & Goal This item complies with the objective and strategy of Strategic Element 2.0, Solid Waste, which states: “Objective: Our objective is to manage the collection and recycling of residential trash in the most economical and environmentally friendly way.” “Strategy: We will do this by looking for ways to improve efficiencies, achieve high customer satisfaction, and considering prudent new recycling methods.” Legal Review District Counsel has reviewed and approved the resolution attached hereto. Environmental Review The resolution to amend the Waste Disposal Agreement is not a disturbance of the environment similar to grading or construction and does not constitute as a project under CEQA or the District’s CEQA Guidelines. Board of Directors May 28, 2015 Page 3 of 3 Financial Review The District would receive 1.48 percent of the allocation pursuant to Section 3.6 of Attachment D, which is estimated to be $79,976 annually. The allocation amount can fluctuate based upon the amount of waste imported. The initial allocation to the District will be made by September 30, 2016 and will be included in the proposed Fiscal Year 2016-17 Budget presented to the Board. Public Notice Process Copies of this report are on file and will be included with the complete agenda packet for the May 28, 2015, Board of Directors meeting at District Headquarters and posted on the District’s website. Attachments A. Resolution No. 2015-864 Approving the Amendment to the WDA B. Importation for Amendment Presentation C. WDA Background D. 2015 WDA Final Amendment Reviewed by: Wendy Hooper Davis Finance Manager RESOLUTION NO. 2015-864 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE COSTA MESA SANITARY DISTRICT APPROVING AN AMENDMENT TO THE 2009 WASTE DISPOSAL AGREEMENT WITH THE COUNTY OF ORANGE. WHEREAS, the Costa Mesa Sanitary District (the “District”) has an existing Waste Disposal Agreement (the Waste Disposal Agreement) with the County of Orange (the “County”) which requires the District to dispose of all specified solid waste generated within the District to County landfills and for the County to accept all such waste at a price agreed upon by the District and County; and WHEREAS, the Waste Disposal Agreement became effective on or about July 23, 2009, and by its term is set to expire on June 30, 2020; and WHEREAS, the Waste Disposal Agreement provides that the County will not accept waste imported from outside the County at County landfills after June 30, 2016; and WHEREAS, an Amendment to the Waste Disposal Agreement (the “Amendment”) has been negotiated between the County and various cities throughout Orange County to provide for continuation of importation of waste from outside the County at County landfills in exchange for allocation to the cities and certain sanitary districts of a portion of future importation revenues and to extend the terms of this activity within the Waste Disposal Agreement to June 30, 2025; and WHEREAS, the Board of Directors desires to ensure that solid waste generated within the District can be disposed of in an environmentally safe manner and at a reasonable cost for the near future; and WHEREAS, the proposed Amendment furthers these goals by, among other things, ensuring that solid waste generated within the District can be disposed of at County landfills through June 30, 2025; that the landfills will be operated in an environmentally safe and reliable manner; and that the cost of disposing of solid waste at County landfills will be reasonable. NOW, THEREFORE, the Board of Directors of the Costa Mesa Sanitary District resolves, finds and determines, on the basis of the facts set forth in the agenda report presented to it and any testimony received at the meeting at which this matter was considered, as follows: Section 1. The foregoing recitals are true and correct. 2 Section 2. The Board of Directors hereby finds and determines that the proposed Amendment to the Waste Disposal Agreement between the County of Orange and the Costa Mesa Sanitary District (“Amendment”) furthers the public health, safety and welfare. Section 3. The Board of Directors hereby finds and determines that the terms and provisions of the Amendment, in the form as submitted by the General Manager, are approved and that the President of the Board is authorized to execute, and the District Clerk to attest, the Amendment on behalf of the District. Section 4. The officers and employees of the District are authorized and directed, jointly and severally, to do any and all things necessary or advisable in order to effectuate the purposes of this Resolution and to administer the District’s obligations, responsibilities and duties to be performed. PASSED and ADOPTED this 28th day of May, 2015. _______________________________ _______________________________ Secretary, Costa Mesa Sanitary District President, Costa Mesa Sanitary District Board of Directors Board of Directors 3 STATE OF CALIFORNIA ) COUNTY OF ORANGE ) SS CITY OF COSTA MESA ) I, NOELANI MIDDENWAY, Clerk of the Costa Mesa Sanitary District, hereby certify that the above and foregoing Resolution No. 2015-864 was duly and regularly passed and adopted by said Board of Directors at a regular meeting thereof, held on the 28th day of May 2015 by the following votes: AYES: NOES: ABSENT: ABSTAIN: IN WITNESS WHEREOF, I have hereunto set my hand and affixed the seal of the Costa Mesa Sanitary District, this ____ day of ___________________ 2015. _________________________________ Noelani Middenway Clerk of the Costa Mesa Sanitary District Proposed Amendment to Waste Disposal Agreement Council Briefing Sheet March 2015 •Through the 2009 Waste Disposal Agreements (WDA), Cities and County have had a successful partnership since 1997 which has resulted in low, predictable disposal rates for Orange County residents and businesses. •Since FY 2004-05, in-County tonnage has declined by over 30% due to successful diversion programs and economy. •Continued decline of in-County tonnage projected due to legislative and regulatory requirements (AB 341, AB 1826, AB 1594) •Tonnage declines have resulted in revenue shortfalls. •Absent action, rate and/or service level impacts will result. Current Tonnage vs WDA Projections Time Period (since 7/1/10) WDA Minimum Tonnage Commitment Actual/ Projected Tonnage Shortfall (Tons) % Shortfall June 30, 2014 13.5 million 10.7 million (2.8 million) -21% June 30, 2020 35.0 million 26.6 million (8.4 million) -24% System Capacity and Importation •Disposal System has significant capacity. •Importation will use no more capacity than previously anticipated in WDA. •6.24 million tons (approximately 1.5 years of system life). •Even with importation, disposal system has system life until approximately the year 2100. Historic WDA Tipping Fee per Ton Description 2011 2012 2013 2014 2015 WDA Fee per Ton $29.95 $30.30 $31.37 $32.05 $32.36 Percent Increase 1.17% 3.53% 2.17% 0.97% Terms of Amendment to WDA Terms Proposed 2015 Tentative Agreement Goal WDA Term Five-year extension from 2020 to 2025 •Maintain long-term partnership •Facilitate long-range capital planning Importation Term Remove expiration date of 2016 •Stabilize rates •Maintain long-term partnership Importation Revenues Fund disposal system operations, pays off County Bankruptcy and equitable sharing of net importation revenues •Ensure long-term viable Countywide asset •Maintain stable rates for residents •Continue high service levels •Mitigate long-term risk and environmental liabilities •Helps address legislative mandates 2015 Amendment to Waste Disposal Agreement AMENDMENT TO WASTE DISPOSAL AGREEMENT Between THE COUNTY OF ORANGE, CALIFORNIA and the CITY OF ______________ _______ __, 2015 County Amendment Authorization Date: City Amendment Authorization Date: ________ __, 2015 ______ __, 2015 County Notice Address: City Notice Address Director OC Waste and Recycling 300 N. Flower, Suite 400 Santa Ana, CA 92703 __________________ City of ____________ __________________ __________________ 2015 Amendment to Waste Disposal Agreement AMENDMENT TO WASTE DISPOSAL AGREEMENT THIS AMENDMENT TO WASTE DISPOSAL AGREEMENT (the “Amendment”) is made and dated as of the date indicated on the cover page hereof between the County of Orange, a political subdivision of the State of California (the “County”), and the City designated on the cover page of this Amendment, a general law or charter city and political subdivision of the State of California (the “City”). RECITALS The County owns, manages and operates a sanitary landfill system for the disposal of municipal solid waste generated by the cities and the unincorporated area within the County (the “Disposal System”). The Disposal System includes three active landfills and four regional household hazardous waste collection centers. The Disposal System is used for the disposal of municipal solid waste which is not reused, recycled or otherwise diverted from landfill disposal, pursuant to the California Integrated Waste Management Act of 1989 (Division 30 of the California Public Resources Code) (the “Act”). The County has entered into waste disposal agreements in 2009 (the “Original Waste Disposal Agreements”) with all of the cities in the County, including the City, as well as certain sanitary districts located in the County (the “Participating Cities”), pursuant to which the County agreed to provide disposal capacity for waste generated in or under the control of the Participating Cities, and the Participating Cities agreed to deliver or cause the delivery of waste generated in or under the control of the Participating Cities to the Disposal System, as more specifically set forth in, and subject to the terms and conditions of, the Original Waste Disposal Agreements. The City has determined that the execution of this Amendment by the City is in the best interest of the City and will serve the public health, safety and welfare by providing greater disposal rate stability, more predictable and reliable long-term disposal service, and sound environmental management. The County has determined that the execution by the County of this Amendment will serve the public health, safety and welfare by providing a more stable, predictable and reliable supply of municipal solid waste and the resulting service payment revenue to the Disposal System, thereby enabling the County to plan, manage, operate and finance improvements to the Disposal System on a more prudent and sound long term, businesslike basis consistent with its obligations to the State and the holders of obligations secured by its Disposal System. Official action approving this Amendment and determining it to be in the public interest and authorizing its execution and delivery was duly taken by the County on the County authorization date indicated on the cover page hereof. Official action approving this Amendment and determining it to be in the public interest and authorizing its execution and delivery was duly taken by the City on the City authorization date indicated on the cover page hereof. It is, therefore, agreed as follows: 2015 Amendment to Waste Disposal Agreement Section 1. Amendment to Original Waste Disposal Agreement. (a) Sections 3.6(C) and 3.6(E) of the Original Waste Disposal Agreement are deleted and replaced in their entirety, as set forth below: “(C) Receipt of Imported Acceptable Waste on a Contract Basis. Throughout the Term hereof, the County shall have the right to enter into a contract or other agreement with any municipal or private non-County entity for the delivery of Imported Acceptable Waste on terms and conditions that the County determines to be necessary to ensure and enhance the viability of the Disposal System for the benefit of the County and the Participating Cities and to generate Net Import Revenues. The County certifies that in its good faith judgment the contract or other agreement for the delivery of such waste will not materially and adversely affect the ability of the County to receive and dispose of Acceptable Waste from the Participating Cities in accordance with the applicable Disposal Agreements throughout the Term thereof. “ “(E) Application and Use of Revenues From Other Users. (1) Throughout the term hereof, all revenues received by the County from the disposal of County Acceptable Waste by the Disposal System, and all revenues received by the County from the disposal of Imported Acceptable Waste by the Disposal System (including amounts received by the County as a result of the failure of contract counterparties to deliver minimum required amounts of Imported Acceptable Waste) , shall be deposited by the County in the County OC Waste & Recycling Enterprise Fund and shall constitute revenues of the Disposal System. Pursuant to the County’s Plan of Adjustment, the County is entitled to receive net revenues (after payment of all costs attributable to the acceptance of such Imported Acceptable Waste at the Disposal System) (“Net Import Revenues”) from the disposal of Imported Acceptable Waste by the Disposal System. Costs attributable to the disposal of Imported Acceptable Waste include deposits to the Environmental Fund, deposits to closure and postclosure reserves, City host fees (if applicable), operating costs (such as manpower expenditures, equipment, services and supplies expenditures), state surcharges, and a pro rata share of capital project costs. Net Import Revenues shall be used for the payment of bankruptcy related obligations until payment in full of such bankruptcy related obligations required to be paid from such Net Import Revenues pursuant to the Plan of Adjustment. It is estimated that payment in full of such bankruptcy related obligations required to be paid from such Net Import Revenues pursuant to the Plan of Adjustment will occur by the end of Fiscal Year 2017-18. (2) Until the County’s obligation to apply Net Import Revenues for the payment of bankruptcy related obligations in accordance with the Plan of Adjustment has been satisfied in full, Net Import Revenues shall be calculated as provided in Section (3.6)(E)(1). For any period after the County’s obligation to apply Net Import Revenues for the payment of bankruptcy related obligations in accordance with the Plan of Adjustment has been satisfied in full, Net Import Revenues shall be calculated as follows: (i) in Fiscal Year 2017-18, Net Import Revenues for each ton of Imported Acceptable Waste received shall be equal to the revenues received for the disposal of such ton of Imported Acceptable Waste (excluding any newly established per-ton fees or increases to existing per- ton fees with respect to Imported Acceptable Waste payable to the State, other regulatory agencies or cities in which facilities in the Disposal System are located) in excess of $17.57 per ton; (ii) in Fiscal Year 2018-19, Net Import Revenues for each ton of Imported Acceptable Waste received shall be equal to the revenues received for the disposal of such ton of Imported 2015 Amendment to Waste Disposal Agreement Acceptable Waste (excluding any newly established per-ton fees or increases to existing per- ton fees with respect to Imported Acceptable Waste payable to the State, other regulatory agencies or cities in which facilities in the Disposal System are located) in excess of $18.01 per ton; (iii) in Fiscal Year 2019-20, Net Import Revenues for each ton of Imported Acceptable Waste received shall be equal to the revenues received for the disposal of such ton of Imported Acceptable Waste (excluding any newly established per-ton fees or increases to existing per- ton fees with respect to Imported Acceptable Waste payable to the State, other regulatory agencies or cities in which facilities in the Disposal System are located) in excess in excess of $18.46 per ton; and (iv) thereafter, Net Import Revenues shall be equal to 30% of the revenues received by the County from the disposal of Imported Acceptable Waste (excluding any newly established per-ton fees or increases to existing per-ton fees with respect to Imported Acceptable Waste payable to the State, other regulatory agencies or cities in which facilities in the Disposal System are located). (3) After the County’s obligation to apply Net Import Revenues for the payment of bankruptcy related obligations in accordance with the Plan of Adjustment has been satisfied in full (i) 50% of any Net Import Revenues (as calculated pursuant to Section 3.6(E)(2)) shall be paid to the County General Fund; and (ii) 50% of such Net Import Revenues shall be paid to the Participating Cities (and to the County, with respect to the unincorporated area) listed in Appendix 5 for use for any purpose by the Participating City, including but not limited to state mandated solid waste programs. Payments of such amounts to the County General Fund and the Participating Cities shall be made by the County within 90 days after the end of each fiscal year. The portion of Net Import Revenues specified above payable to the Participating Cities shall be apportioned in the percentages set forth in Appendix 5. (4) The percentages set forth in Appendix 5 with respect to each Participating City will be adjusted at the end of Fiscal Year 2019-20 to reflect the percentage of actual deliveries of Acceptable Waste from each Participating City as compared to the total amount of actual deliveries from all of the Participating Cities during Fiscal Years 2017-18, 2018-19, and 2019- 20. The County shall notify each Participating City of the revised percentages in Appendix 5 within 120 days after the end of Fiscal Year 2019-20. The revised percentages will be used for the allocation of Net Import Revenues generated during Fiscal Year 2020-21 and thereafter. (b) Section 4.2(A)(z) is added to the Original Waste Disposal Agreement (immediately following Section 4.2(A)(y)) as follows: “(z) decrease the amount of Net Import Revenues otherwise payable to the County General Fund and the Participating Cities pursuant to Section 3.6(E)(2) and Section 3.6(E)(3) and use the amount of such decrease to pay costs of the Disposal System.” (c) Section 6.1(A) and Section 6.1(B) of the Original Waste Disposal Agreement are deleted and replaced in their entirety with the following: 2015 Amendment to Waste Disposal Agreement “SECTION 6.1 EFFECTIVE DATE AND TERM. (A) Initial Term. This Agreement shall continue in full force and effect until June 30, 2025, unless earlier terminated in accordance with its terms, in which event the Term shall be deemed to have expired as of the date of such termination. (B) Option to Renew. This Agreement shall be subject to renewal by mutual agreement of the parties, on or before June 30, 2023, for an additional term of ten years (the “Renewal Term”) on the same terms and conditions as are applicable during the Initial Term hereof. The City shall give the County written notice of its irrevocable election to renew this Agreement on or before June 30, 2022. If the parties do not renew this Agreement by June 30, 2023, the Agreement shall expire on June 30, 2025.” (c) The first sentence of Section 6.1(C) of the Original Waste Disposal Agreement is deleted in its entirety and replaced with the following: “In connection with the parties’ right to renew this Agreement for an additional ten-year term pursuant to Section 6.1(B), the parties shall, on or before June 30, 2023, negotiate an applicable change in the Contract Rate for such renewal term.” (d) Appendix 2 of the Original Waste Disposal Agreement is deleted in its entirety and replaced with the form attached hereto. (e) Appendix 5 shall be added to the Original Waste Disposal Agreement as a new appendix, in the form attached hereto. (f) All other terms and conditions of the Original Waste Disposal Agreement shall remain in full force and effect. Section 2. Initial Payment. As consideration for the execution of this Amendment by all of the Participating Cities, and subject to the occurrence of the Amendment Effective Date pursuant to Section 3, the County agrees to pay, from the County OC Waste & Recycling Enterprise Fund, the Amendment Payment to the Participating Cities listed in Appendix 5. The aggregate Amendment Payment shall be $5,400,000, and shall be distributed to the individual Participating Cities (including the City) in the percentages set forth in Appendix 5 by September 30, 2016. Section 3. Effectiveness of Amendment. The provisions of this Amendment shall not become effective unless and until the Amendment has been executed by the County and all of the Participating Cities. The date on which all of the Participating Cities have executed the Amendment shall be the “Amendment Effective Date.” The County shall give written notice of the Amendment Effective Date to the City. In the event that the Amendment Effective Date does not occur by June 30, 2015, this Amendment shall be automatically terminated and the County shall have no obligation to make the Amendment Payment; provided, however that the County Board of Supervisors may extend such automatic termination date to a date no later than September 30, 2015. 2015 Amendment to Waste Disposal Agreement Section 4. REPRESENTATIONS AND WARRANTIES OF THE PARTIES. Each of the parties to this Amendment represent and warrant that it is a political subdivision of the State of California validly existing under the Constitution and laws of the State and (ii) it has duly authorized the execution and delivery of this Amendment, and has duly executed and delivered the Amendment. All other terms and conditions of the 2009 Original Waste Disposal Agreement not specifically changed by this Amendment, shall remain in full force and effect. IN WITNESS WHEREOF, COUNTY and CITY have caused this Amendment to be executed by their duly authorized officers or representatives as of the day and year first above written. Date __________________________ COUNTY OF ORANGE By _________________________________ Director, OC Waste & Recycling Date __________________________ By _________________________________ [NAME] City Representative City of [CITY] Date __________________________ By _________________________________ [NAME] City Representative City of [CITY] APPROVED AS TO FORM: COUNTY COUNSEL ORANGE COUNTY, CALIFORNIA By _____________________________ Date ____________________________ 2015 Amendment to Waste Disposal Agreement APPENDIX 2 County Acceptable Waste Tonnage Target to be Used for Purposes of Section 4.2(b) Fiscal Year Tonnage Cumulative FY 2015-16 2,724,250 2,724,250 FY 2016-17 2,681,153 5,405,403 FY 2017-18 2,638,746 8,044,149 FY 2018-19 2,597,017 10,641,166 FY 2019-20 2,558,522 13,199,688 FY 2020-21 2,520,605 15,720,293 FY 2021-22 2,483,256 18,203,549 FY 2022-23 2,483,256 20,686,805 FY 2023-24 2,483,256 23,170,061 FY 2024-25 2,483,256 25,653,317 2015 Amendment to Waste Disposal Agreement APPENDIX 5 PARTICIPATING CITY ALLOCATION PURSUANT TO SECTION 3.6 City Allocation Percentage for Purposes of Section 3.6 Allocation of Initial Payment Anaheim 13.18% $711,509 Aliso Viejo 0.67 36,416 Buena Park 2.34 126,275 Brea 2.28 123,085 Costa Mesa Costa Mesa Sanitary District 2.18 1.48 117,936 79,976 Cypress 2.56 138,115 Dana Point 0.99 53,278 Fullerton 4.10 221,271 Fountain Valley 1.76 95,217 Garden Grove/ GG Sanitary District 7.17 387,197 Huntington Beach 6.13 330,807 Irvine 8.22 444,036 Laguna Beach 1.14 61,796 Laguna Hills 0.74 40,098 Laguna Niguel 1.36 73,341 Laguna Woods 0.41 22,274 La Habra 1.69 91,431 Lake Forest 2.45 132,214 La Palma 0.32 17,325 Los Alamitos 0.58 31,362 Mission Viejo 2.42 130,902 Newport Beach 3.68 198,946 Orange 4.90 264,468 Placentia 1.58 85,116 Rancho Santa Margarita 1.11 60,009 Santa Ana 10.60 572,184 San Clemente 1.40 75,728 San Juan Capistrano 1.23 66,420 Seal Beach 0.82 44,292 Stanton 1.62 87,287 Tustin 1.42 76,648 Villa Park 0.21 11,081 Westminster/Midway Sanitation District 2.13 114,893 Yorba Linda 1.78 96,344 County Unincorporated 3.35 180,723 Totals 100% $5,400,000 Costa Mesa Sanitary District ... an Independent Special District “Benefit Bucket” and the "Cadillac Tax” Item Number: 18. Recommendation/Notes: Recommendation: That the Board of Directors receive and file the report. ATTACHMENTS: Description Type 18 - Benefits Bucket & Cadillac Tax 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: Denise Martinez, Interim Administrative Services Manager Date: May 28, 2015 Subject: “Benefits Bucket” and the “Cadillac Tax” Summary The purpose of this report is to explain the relationship between the District’s “benefits bucket” and the “Cadillac Tax”, which is scheduled to take effect in 2018. Staff Recommendation That the Board of Directors receive and file this report. Analysis The “benefits bucket” is a dollar amount that each employee receives to offset the costs of health insurance. It is based on medical insurance plan elections. Employees who elect the employee only plan receive $799 per month; employee + one: $999 per month; and employee + two or more: $1199 per month (on May 12, 2015, the Board tentatively agreed to increase all benefit buckets by fifteen percent). For example, the employee only premium for the Anthem HMO medical plan is $654 per month. An employee who elects this plan would receive a monthly “benefits bucket” amount of $799, which would offset the entire cost of the premium with a remaining balance of $145 ($799 - $654 = $145) that the employee can allocate toward other health insurance plans such as dental and / or vision insurance. The “Cadillac Tax” is a provision of the Affordable Care Act (ACA) that is scheduled to take effect in 2018. It will require employers to pay an excise tax on “high cost” medical plans. A plan is considered “high cost” if the annual premium is equal to or greater than $10,200 ($850 per month) for individual coverage or $27,500 ($2292 per month) for family coverage. The tax is 40% of the costs that equal or exceed these maximums. Board of Directors May 28, 2015 Page 2 of 2 Using the previous example, the amount subject to the “Cadillac Tax” is the $645, which is determined by Anthem; not the $799 “benefits bucket” amount, which is determined by the District and is not considered a medical plan premium, but rather a disbursement that the District provides as a benefit to eligible employees. Therefore, the District could offer any increment of a “benefits bucket” amount and it would not have an impact on “Cadillac Tax” obligations. It is only medical plan premiums that are subject to the “Cadillac Tax” and the costs must be $850 per month or $10,200 annually for individual plans to be taxed ($2292 monthly and $27,500 annually for family plans). Considering again the example, since the $645 monthly premium is lower than the $850 a month maximum threshold for the “high cost” individual (employee only) medical plan; this particular plan would not be subject to the 40% “Cadillac Tax”. Attachment A (“2018 Cadillac Tax Estimate”) lists all of the available District medical plans and annual premiums. Of the plans offered, there are none that meet or exceed “high cost” threshold maximums. The attachment also identifies how much the premiums must increase to meet the “high-cost” thresholds. At this time, there are no plans that would subject the District to the 40% excise tax. The District will continue to monitor plan premiums and legislative updates to ensure ongoing legal compliance and to mitigate financial impacts. Any decision to adjust the “benefits bucket” amount will not impact the District’s “Cadillac Tax” obligations. Strategic Plan Element & Goal This item complies with the Strategic Element 5.0, Administrative Management. Objective: To create, maintain and implement policies and procedures to ensure sound management of the District. Strategy: We will conduct periodic reviews, refine and implement policies and procedures, and assure the General Manager has the direction and tools necessary for successful District operations.” Legal Review Not applicable. Environmental Review The implementation of the Cadillac Tax in 2018 is an administrative matter and is not a disturbance of the environment similar to grading or construction and is not a project under CEQA or the District’s CEQA Guidelines. Financial Review The District’s health plans do not meet the “high-cost” medical plan thresholds, so the Affordable Care Act (ACA) “Cadillac Tax” will not have a fiscal impact to the District. Public Notice Process Copies of this report are on file at District headquarters and on the District’s website and will be included with the entire agenda packet for the May 28, 2015 Board of Directors meeting. Alternative Actions 1. Refer the matter back to staff. Attachment A: 2018 Cadillac Tax Estimate 2018 CADILLAC TAX ESTIMATE Maximum Employee Only 10,200.00$ Maximum Family Plan 27,500.00$ Plan Description Benefit Tier 2015 Annual Premiums (incl EAP) Would Tax Apply Today? %  for Tax = Avg  Per Year Anthem Traditional HMO Employee Only 9,377.44$ NoTax 9% 3% PERS Care Employee Only 8,347.84$ NoTax 23% 8% Anthem Select HMO Employee Only 8,307.64$ NoTax 24% 8% Blue Shield Access +Employee Only 7,643.92$ NoTax 36% 12% PERS Choice Employee Only 7,592.80$ NoTax 37% 12% PERS Select Employee Only 7,486.96$ NoTax 39% 13% Health Net SmartCare Employee Only 7,418.56$ NoTax 40% 13% Kaiser Employee Only 7,417.60$ NoTax 40% 13% Sharp Employee Only 7,234.84$ NoTax 44% 15% Blue Shield NetValue Employee Only 7,193.08$ NoTax 45% 15% Health Net Salud Y Mas Employee Only 6,707.08$ NoTax 56% 19% UnitedHealthcare Employee Only 5,849.20$ NoTax 81% 27% Anthem Traditional HMO Employee + 2 or more 23,645.32$ NoTax 17% 6% PERS Care Employee + 2 or more 20,968.36$ NoTax 32% 11% Anthem Select HMO Employee + 2 or more 20,863.84$ NoTax 33% 11% Blue Shield Access +Employee + 2 or more 19,138.24$ NoTax 45% 15% PERS Choice Employee + 2 or more 19,005.28$ NoTax 46% 15% PERS Select Employee + 2 or more 18,730.12$ NoTax 48% 16% Health Net SmartCare Employee + 2 or more 18,552.28$ NoTax 49% 16% Kaiser Employee + 2 or more 18,549.76$ NoTax 49% 16% Anthem Traditional HMO Employee + 1 18,294.88$ NoTax 52% 17% Sharp Employee + 2 or more 18,074.56$ NoTax 54% 18% Blue Shield NetValue Employee + 2 or more 17,965.96$ NoTax 54% 18% Health Net Salud Y Mas Employee + 2 or more 16,702.36$ NoTax 66% 22% PERS Care Employee + 1 16,235.68$ NoTax 71% 24% Anthem Select HMO Employee + 1 16,155.28$ NoTax 72% 24% Blue Shield Access +Employee + 1 14,827.84$ NoTax 88% 29% PERS Choice Employee + 1 14,725.60$ NoTax 90% 30% PERS Select Employee + 1 14,513.92$ NoTax 92% 31% UnitedHealthcare Employee + 2 or more 14,471.92$ NoTax 93% 31% Health Net SmartCare Employee + 1 14,377.12$ NoTax 94% 31% Kaiser Employee + 1 14,375.20$ NoTax 94% 31% Sharp Employee + 1 14,009.68$ NoTax 100% 33% Blue Shield NetValue Employee + 1 13,926.16$ NoTax 101% 34% Health Net Salud Y Mas Employee + 1 12,954.16$ NoTax 116% 39% UnitedHealthcare Employee + 1 11,238.40$ NoTax 151% 50% *EAP costs are equal to $460 annually for all eligible employees (full‐time). March 9, 2015 Costa Mesa Sanitary District ... an Independent Special District Rewarding Ideas Program Item Number: 19. Recommendation/Notes: Recommendation: That the Board of Directors approves rewarding Steve Cano, Maintenance Supervisor, $100 for protecting equipment and extending the useful life cycle. ATTACHMENTS: Description Type 19 - Rewarding Ideas Program 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 Date: May 28, 2015 Subject: Rewarding Ideas Program Summary The Rewarding Ideas Program is designed to encourage employees to generate ideas for organizational improvements and provide a system for answering and recognizing adopted ideas. Steve Cano, Sewer Maintenance Supervisor, submitted an idea that will extend the useful life of bypass pump hoses. Staff Recommendation That the Board of Directors approves $100 to Steve Cano, Sewer Maintenance Supervisor for extending the useful life cycle of bypass pump hoses. Analysis It was past practice to store bypass pump hoses outside where they rapidly deteriorate from being exposed to the weather elements. To store the hoses in the Yard’s warehouse in an organized matter, Steve Cano came up with the idea of purchasing collapsible pallet containers where the hoses can be neatly stacked on one another. The containers also make it easier to be loaded in District trucks from a forklift, which saves time to dispatch to emergencies with bypass pumps. The containers take up a small amount of space in the garage and now the hoses are protected from the weather elements. Staff believes storing the hoses in the garage will extend the useful life cycle for another five to ten years. Strategic Plan Element & Goal This item complies with the objective and strategy of Strategic Element 5.0, Administrative Management, which states the following: Board of Directors May 28, 2015 Page 2 of 2 5.0 Administrative Management Objective: To create, maintain and implement policies and procedures to ensure sound management of the District. Strategy: We will conduct periodic reviews, refine and implement policies and procedures, and assure the General Manager has the direction and tools necessary for successful District operations. Legal Review Not applicable. Environmental Review The consideration of monetary rewards for employees for cost-saving ideas is an administrative matter and is not a disturbance of the environment similar to grading or construction and is not a project under CEQA or the District’s CEQA Guidelines. Financial Review There is sufficient money in the budgeted to cover this expense. Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the May 28, 2015 Board of Directors regular meeting at District headquarters and on District’s website. Alternative Actions 1. Do not approve Steve Cano’s idea. 2. Direct staff to report back with more information Attachments A: Employee Suggestion Submission Form Reviewed by: Wendy Davis Finance Manager Costa Mesa Sanitary District ... an Independent Special District Project #194 Pump Station Coating and Manhole Rehabilitation - Contract Administration and Inspection Services Item Number: 20. Recommendation/Notes: Recommendation: That the Board of Directors approves awarding contract administration and inspection services to Robin B. Hamers and Associates, Inc. for $19,250. ATTACHMENTS: Description Type 20 - Project #194 Contract Administration & Inspection Services 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 Date: May 28, 2015 Subject: Project #194 Pump Station Coating and Manhole Rehabilitation – Contract Administration and Inspection Services Summary Robin B. Hamers and Associates, Inc. submitted a proposal to provide contract administration and inspection services for Project #194, Pump Station Coating and Manhole Rehabilitation. The proposed cost is less than ten percent of the construction cost for this project. Staff Recommendation That the Board of Directors approves awarding contract administration and inspection services to Robin B. Hamers and Associates, Inc. for $19,250 Analysis Robin B. Hamers and Associates, Inc. (RBH) submitted a proposal to provide contract administration and inspection services for Project #194, Pump Station Coating and Manhole Rehabilitation. Industry standard considers a fair and just compensation for contract and inspection services to be ten percent of the construction cost. RBH proposal is $19,250, which exceeds the $5,000 threshold for soliciting bids in accordance with Chapter 4.04 of the District’s Operations Code. However, Section 4.04.120(f) of the Operations Code allows the Board to sole source services if you determine that an alternative procedure is in the best interest of the District. Board of Directors May 28, 2015 Page 2 of 3 Because of RBH knowledge and years of experience with sewer pump station maintenance, his familiarity to Project #194, and his proposal is 8% of the construction cost, I am recommending the Board determine that sole sourcing this service is in the best interest of the District. If you make this determination, staff will add this service to RBH’s existing contract with the District. Strategic Plan Element & Goal This item complies with the objective and strategy of Strategic Plan Element 1.0, Sewer Infrastructure, which states as follows: ”Objective: Our objective is to collect and transport wastewater to meet the needs of existing and future customers. Strategy: 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 Not applicable Environmental Review Contract administration and inspection services are an administrative matter and are 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 total budget for project #194 Pump Station Coating and Manhole Rehabilitation is $300,000. As shown below, there is adequate funding for contract administration and inspection services. Lowest Responsible Bidder $241,800 Design, Contract Admin, Inspection $19,250 Contingency $24,180 Total Project Cost $285,230 Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the May 28, 2015 Board of Directors regular meeting at District headquarters and on District’s website. Alternative Actions 1. Do not award contract administration and inspection services to RBH. 2. Direct staff to solicit bids for contract administration and inspection services. Board of Directors September 26, 2013 Page 3 of 3 Attachments A: RBH Proposal for Contract Administration and Inspection Servcies Reviewed by: Wendy Davis Finance Manager SCOPE OF WORK & FEE TABLE PREPARED BY: Robin B. Hamers, PE Client:Costa Mesa Sanitary District (CMSD) Project:CMSD #194 Pump Station Coating and Manhole Rehabilitation Contract Administration/Inspection (60 working days) Job No.194 Date:April 27, 2015 Task Description ME PE PI SC In-House Fee Total Fee Pre-Construction1.0 Arrange Preconstruction Meeting 1 1.1 Process Contract, Insurance, Bonds 11.2 Prepare Progress Payment Spreadsheet 11.3 Attend Preconstruction Meeting 1 1 1 1.4 Prepare and Distribute Notice of Construction 1 21.5 Issue Notice to Proceed 1 Engineering and Management 2.0 Review and respond to layout and shop drawings 1 22.1 Periodic site visits 2 3 2.2 Prepare written correspondence as appropriate2.3 Review and prepare monthly progress payments 2 2.4 Prepare updates for Board of Directors 2.5 Liaison with and reports to City of Costa Mesa 2.6 Liaison with and reports to City of Newport Beach 2.7 Prepare As-Built Plans 22.8 Prepare Staff Report for Board of Directors acceptance of improvements 1 Survey Work 3.0 Pre-Calcs for Sewer Staking 3.1 Establish Control and Stake Sewer 3.2 Check grades during construction (# trips) 3.3 Check final grades Inspection 4.0 Construction Observation (45 working days)2404.1 As-built plans 1 4.2 Organize notes and daily reports 1 % of Const. Cost = $19,250/$241,800 = 7.96% Total Labor Hours and Fee 12 8 245 19,250.00 In-House Labor Project Team Class Rate Total Cost 1)Managing Engineer Rob Hamers ME 12 105 1,260.00 2)Project Engineer Yefim Tsalyuk PE 8 105 840.00 3)Project Inspector Joe Limon PI 245 70.0 17,150.00 4)Survey Crew Tim Fettig, Rich Dupree SC 230 - Costa Mesa Sanitary District ... an Independent Special District Reschedule September 24, 2015 Board of Directors Meeting Item Number: 21. Recommendation/Notes: Recommendation: That the Board of Directors considers rescheduling the September 24, 2015 regular meeting as it conflicts with the CSDA Annual Conference dates. ATTACHMENTS: Description Type 21 - Reschedule Sept 24 2015 Board Meeting 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 Date: May 28, 2015 Subject: Reschedule September 24, 2015 Board of Directors Meeting Summary The 2015 California Special Districts Association (CSDA) annual conference is scheduled for September 21 to 24, 2015 in Monterey, California. The Board of Director’s regular meeting for September is scheduled for September 24, 2015. Staff Recommendation That the Board of Directors considers rescheduling the September 24, 2015 regular meeting as it conflicts with the CSDA Annual Conference dates. Analysis CSDA’s annual conference is a gathering of special districts throughout California that come together to network and learn about the latest trends impacting local governments. Some of the breakout sessions scheduled for this are as follows:  Ethics AB 1234 Compliance Training  Navigating an audit by the state or federal government  New developments in the Brown Act  Public Records Pitfalls and how to avoid them  Internal controls and fraud prevention for those charged with governance  Affordable Care Act A complete list of the breakout sessions and keynote speakers can be found on CSDA’s website at http://conference.csda.net/. Board of Directors May 28, 2015 Page 2 of 2 The entire Board of Directors and the general manager will be attending the conference, so the scheduled Board of Directors meeting on September 24th needs to be rescheduled. Strategic Plan Element & Goal This item complies with the 2015-20 Strategic Plan Element 3. Partnerships and Strategic Goal No. 3.4, Participating in the activities of professional associations. Legal Review Not applicable. Environmental Review Rescheduling a regular board meeting is an administrative matter and is not a disturbance of the environment similar to grading or construction and is not a project under CEQA or the District’s CEQA Guidelines. Financial Review There is no fiscal impact to rescheduling the Board meeting. The CSDA Annual Conference is included in the Proposed FY 2015-16 Budget for the Board of Directors and General Manager for $9,800 and $1,875, respectively. Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the May 28, 2015 Board of Directors regular meeting at District headquarters and on District’s website. Alternative Actions 1. Do not reschedule the Board of Directors September 24, 2015 regular meeting. 2. Direct staff to report back with more information. Reviewed by: Wendy Davis Finance Manager Costa Mesa Sanitary District ... an Independent Special District Project Status Report Item Number: 22. Recommendation/Notes: Recommendation: That the Board of Directors receive and file the report. ATTACHMENTS: Description Type 22 - CIP Updates May 2015 Board Meeting Cover Memo 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 CA P I T A L I M P R O V E M E N T P R O G R A M F Y 2 0 1 4 - 2 0 1 5 PR O J E C T : PR O J E C T M A N A G E R : DE S C R I P T I O N : BE G I N D E S I G N : CO N S T R U C T I O N C O M P L E T I O N D A T E : P r e l i m i n a r y C i v i l E n g i n e e r i n g - $ 1 3 1 , 0 4 7 ; E s t i m a t e d c o n s t r u c t i o n c o s t - $ 5 . 8 m i l l i o n 9/ 3 / 1 4 - A d d i t i o n a l P r e l i m i n a r y E n g i n e e r i n g A l l o c a t i o n - $ 1 0 , 0 0 0 ST A T U S R E P O R T : 12 / 2 0 / 1 0 - N o c h a n g e . 01 / 2 7 / 1 1 - N o c h a n g e . 5/ 2 6 / 1 1 - St a f f m e t w i t h a n o t h e r p ot e n t i a l O C S D c o n s u l t a n t t o r e v i e w O C S D ' s s c o p e o f w o r k . O C S D w i l l s o o n b e p ub l i s h i n g t h e i r R F P . 10 / 2 7 / 1 1 - O C S D s e l e c t e d D u d l e y a s i t s c o n s u l t a n t a n d i s f i n a l i z i n g t h e c o n s u l t a n t c o n t r a c t . 11 / 3 0 / 1 1 - N o c h a n g e . 1/ 2 6 / 1 2 - K i c k o f f m e e t i n g f o r O C S D ' s c o n s u l t a n t D u d e k s c h e d u l e d f o r 1 / 1 1 / 1 2 . C o n s u l t a n t h a s p l a c e d f l o w m e t e r s i n C M S D l i n e s t o c o n f i rm f l o w s . 8/ 2 0 / 1 2 - O C S D ' s s u r v e y o r s a r e w o r k i n g o n t h e t o p o g r a p h y . 6/ 2 8 / 1 2 - D i s t r i c t E n g i n e e r i s w o r k i n g w i t h O C S D c o n s u l t a n t o n c o n f l u e n c e p o i n t f o r C M S D / C N B / O C S D s e w e r s . 4/ 1 6 / 1 2 - T h e B o a r d i s c o n s i d e r i n g t h e D i s t r i c t E n g i n e e r ' s p r o p o s a l t o p e r f o r m t h e P r e l i m i n a r y E n g i n e e r i n g . 5/ 2 4 / 1 2 - T h e B o a r d a p p r o v e d t h e D i s t r i c t ' s E n g i n e e r ' s p r o p o s a l f o r t h e P r e l i m i n a r y E n g i n e e r i n g . 10 / 2 6 / 1 0 - O C S D r e q u e s t e d c o p i e s o f a l l C M S D p u m p i n g s t a t i o n p l a n s , w h i c h w e r e p r o v i d e d . O C S D a n t i c i p a t e s h i r i n g a c o n s u l t a n t t o p r e p a re an EIR and al i g n m e n t s t u d y i n 2 0 1 1 . C M S D r e q u e s t e d a j o i n t E I R . 9/ 2 3 / 1 0 - O C S D w a s p r o v i d e d w i t h p l a n s , m a p s a n d f l o w f i g u r e s f o r t h e i r r e v i e w . O C S D w i l l b e h i r i n g a c o n s u l t a n t t o p r e p a r e t h e d e s i g n f o r t h e i r f a c i l i t i e s . 4/ 2 8 / 1 1 - S t a f f m e t w i t h 3 p r o p o s e d O C S D c o n s u l t a n t s t o e x p l a i n t h e p r o j e c t . O C S D ' s f i r s t p h a s e o f w o r k w i l l b e a n E I R a n d a l i g n m e n t s t ud y a n d t h e C M S D re q u e s t e d t h e O C S D E I R c o v e r t h e C M S D w o r k . 03 / 2 4 / 1 1 - S t a f f m e t w i t h O C S D P r o j e c t M a n a g e r s o n 3 / 8 / 1 1 t o r e v i e w O C S D ' s s c o p e o f w o r k a n d p r o j e c t t i m i n g . 9/ 2 2 / 1 1 - O C S D i s e v a l u a t i n g c o n s u l t a n t p r o p o s a l s . 8/ 2 5 / 1 1 - N o c h a n g e . 02 / 2 4 / 1 1 - N o c h a n g e . S t a f f w i l l b e c o n t a c t i n g O C S D t o r e v i e w t h e i r s t a t u s . 11 / 1 8 / 1 0 - N o c h a n g e . Ab a n d o n 6 C M S D p u m p i n g s t a t i o n s , a b a n d o n t h e C N B s t a t i o n i n t h e C N B i s l a n d o n W . 1 9 t h St r e e t , a n d a b a n d o n t h e p r i v a t e p u m p i n g s t a t i o n o n W . 1 8 t h S t r e e t b y c o n s t r u c t i n g n e w g r a v i t y li n e s . #1 0 1 W e s t S i d e P u m p i n g S t a t i o n A b a n d o n m e n t 7/ 1 / 2 0 1 2 3/ 2 5 / 2 0 1 9 Ro b H a m e r s , D i s t r i c t E n g i n e e r 2/ 2 3 / 1 2 - C M S D D i s t r i c t E n g i n e e r i s p r o v i d i n g s c o p e o f w o r k f o r p r e l i m i n a r y e n g i n e e r i n g f o r B o a r d c o n s i d e r a t i o n . 3/ 2 2 / 1 2 - C M S D D i s t r i c t E n g i n e e r i s p r o v i d i n g p r e l i m i n a r y e n g i n e e r i n g f e e f o r B o a r d c o n s i d e r a t i o n . 12 / 1 5 / 1 1 - O C S D s t a f f a t t e n d e d C M S D S S C m e e t i n g o n 1 1 / 8 / 1 1 t o d i s c u s s p r o j e c t t i m e l i n e . 8/ 2 6 / 1 0 C M S D s t a f f a n d t w o D i r e c t o r s m e t w i t h O C S D s t a f f o n 8 / 4 / 1 0 t o d i s c u s s t h e f r a m e w o r k o f t h e p r o j e c t . O C S D w i l l b e c o n s t r u c t i n g i t s o w n g r a v i t y s e w e r t o ac c e p t t h e C M S D a n d C N B f l o w s a n d s e n d i t u n d e r t h e S a n t a A n a R i v e r t o O C S D P l a n t N o . 2 . O C S D 7/ 2 8 / 1 1 - OC S D ' s p r e l i m i n a r y s c h e d u l e r e f l e c t s c o m p l e t i o n o f c o n s t r u c t i o n o f O C S D ' s s e w e r f a c i l i t i e s o n 3 / 2 5 / 2 0 1 9 . 6/ 2 3 / 1 1 - N o c h a n g e . 9/ 2 0 / 1 2 - T h e D i s t r i c t E n g i n e e r h a s b e g u n w o r k i n g w i t h t h e t o p o g r a p h y p r o v i d e d b y O C S D ' s s u r v e y o r s a n d a e r i a l p h o t o g r a m m i s t . 7/ 2 6 / 1 2 - C M S D w i l l b e o b t a i n i n g t o p o g r a p h i c i n f o r m a t i o n f r o m O C S D ' s c o n s u l t a n t a n d w i l l s v e $ 4 , 5 0 0 i n t h e p r o c e s s d u e t o c o s t s h a r i n g . 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 CA P I T A L I M P R O V E M E N T P R O G R A M F Y 2 0 1 4 - 2 0 1 5 PR O J E C T : #1 0 1 W e s t S i d e P u m p i n g S t a t i o n A b a n d o n m e n t 3/ 2 8 / 1 3 - T h e D i s t r i c t E n g i n e e r p r o v i d e d a n a r r a t i v e a n d m a p e x p l a i n i n g t h e D i s t r i c t ' s w o r k t o b e i n c l u d e d i n t h e E I R N O P . 5/ 2 3 / 1 3 - E n g i n e e r ' s E s t i m a t e s f o r t h e w o r k a r e b e i n g p r e p a r e d . 6/ 2 7 / 1 3 - En g i n e e r ' s E s t i m a t e s f o r t h e w o r k a r e b e i n g p r e p a r e d ; t h e D i s t r i c t E n g i n e e r r e v i e w e d 2 s e c t i o n s o f t h e O C S D E I R a s r e q u e s t e d . 8/ 2 9 / 1 3 - Th e B o a r d w i l l r e v i e w t h e D i s t r i c t E n g i n e e r ' s s t a f f r e p o r t o n t h e p r e l i m i n a r y e n g i n e e r i n g a t t h e 8 / 2 0 / 1 3 s t u d y s e s s i o n . 9/ 2 6 / 1 3 - Th e P r e l i m i n a r y E n g i n e e r i n g r e p o r t w i l l b e r e v i e w e d a t t h e O c t o b e r 1 5 S t u d y S e s s i o n . 10 / 2 4 / 1 3 - Th e P r e l i m i n a r y E n g i n e e r i n g R e p o r t w i l l b e r e v i e w e d a t t h e O c t o b e r 1 5 S t u d y S e s s i o n . 11 / 2 1 / 1 3 - Th e p r e l i m i n a r y e n g i n e e r i n g r e p o r t w a s r e v i e w e d a t t h e 1 1 / 1 2 / 1 3 s t u d y s e s s i o n . 12 / 1 9 / 1 3 - N o c h a n g e i n s t a t u s . 1/ 2 3 / 1 4 - No c h a n g e i n s t a t u s . 2/ 2 5 / 1 4 - No c h a n g e i n s t a t u s . 3/ 2 7 / 1 4 - No c h a n g e i n s t a t u s . 4/ 2 4 / 1 4 - No c h a n g e i n s t a t u s . 5/ 2 2 / 1 4 - No c h a n g e i n s t a t u s . 6/ 2 6 / 1 4 - Th e E I R i s c o m p l e t e a n d w i l l g o t o t h e O C S D B o a r d f o r c e r t i f i c a t i o n o n 7 / 2 3 / 1 4 . T h e O C S D R F P f o r f i n a l d e s i g n w i l l b e a d v e r t i s ed in August. 7/ 2 4 / 1 4 - A s p e c i a l m e e t i n g i s s e t f o r 7 / 2 2 / 1 4 t o d e t e r m i n e f u n d i n g f o r p o t e n t i a l l y h i g h p a r k r e s t o r a t i o n a n d m a i n t e n a n c e c o s t s . 9/ 2 5 / 1 4 - OC S D c e r t i f i e d t h e p r o j e c t E I R ; C M S D i s c o m p l e t i n g a l i m i t e d s o i l s i n v e s t i g a t i o n t o d e t e r m i n e m i c r o t u n n e l i n g c o s t s a n d t o t a l p ro j e c t c o s t s . 10 / 2 3 / 1 4 - So i l s r e p o r t s e n t t o m i c r o t u n n e l i n g c o n t r a c t o r f o r c o s t e s t i m a t e ; w i t h t h e s e r e s u l t s , C M S D c a n p r e p a r e a n e w c o s t e s t i m a t e f o r e n t i r e p r o j e c t ; OC S D h a s c o m p l e t e d t h e i r e s t i m a t e . 11 / 2 0 / 1 4 - En g i n e e r i n g s t a f f i s p r e p a r i n g a n e w c o s t e s t i m a t e f o r t h e p r o j e c t b a s e d o n c o s t e s t i m a t e s f r o m t w o c o n t r a c t o r s . 12 / 1 8 / 1 4 - En g i n e e r i n g s t a f f h a s f i n a l i z e d t h e n e w c o n s t r u c t i o n c o s t e s t i m a t e a n d i s p r e s e n t i n g t o t h e G M . 2/ 2 6 / 1 5 - Pr o j e c t f i n a n c i n g i s b e i n g d i s c u s s e d a t t h e 2 / 1 0 / 1 5 s t u d y s e s s i o n . 3/ 2 6 / 1 5 - Th e B o a r d o f D i r e c t o r s w i l l b e c o n s i d e r i n g t h e M O U w i t h O C S D a n d N e w p o r t B e a c h a t t h e r e g u l a r m e e t i n g . 4/ 2 3 / 1 5 - Th e B o a r d a p p r o v e d t h e M O U w i t h O C S D a t t h e M a r c h 2 0 1 5 B o a r d m t g ; t h e D i s t r i c t E n g i n e e r i s f i n a l i z i n g t h e f i n a l e n g i n e e r i n g d e s ign phase budgets. 5/ 2 8 / 1 5 - Th e B o a r d d i s c u s s e d t h e f i n a l e n g i n e e r i n g p h a s e a t t h e 5 / 1 2 / 1 5 s t u d y s e s s i o n . Ac c o u n t N u m b e r En c u m b r a n c e s B a l a n c e #1 0 1 2 , 7 7 0 , 8 3 8 $ 17 2 , 7 2 4 $ 17 , 3 2 6 $ 2, 5 0 0 $ 2,578,288 $ To t a l 2 , 7 7 0 , 8 3 8 $ 17 2 , 7 2 4 $ 17 , 3 2 6 $ 2, 5 0 0 $ 2,578,288 $ 4/ 1 8 / 1 3 - T h e D i s t r i c t E n g i n e e r i s c o n t i n u i n g w o r k o n t h e p r e l i m i n a r y e n g i n e e r i n g . 7/ 2 5 / 1 3 - Th e D i s t r i c t E n g i n e e r w i l l b e p r o v i d i n g t h e p r e l i m i n a r y b u d g e t a t t h e 7 / 2 5 / 1 3 r e g u l a r m e e t i n g . A p p r o v e d P r o j Bu d g e t Ju n e 3 0 , 2 0 1 4 Ac c u m u l a t e d C o s t C u r r e n t Y e a r Ex p e n d i t u r e s 2/ 2 8 / 1 3 - T h e D i s t r i c t E n g i n e e r i s c o n t i n u i n g w o r k o n t h e p r e l i m i n a r y e n g i n e e r i n g . 8/ 2 8 / 1 4 - C M S D a n d O C S D a r e p r e p a r i n g E n g i n e e r ' s E s t i m a t e s f o r C M S D ' s p o r t i o n o f t h e w o r k . O C S D h a s p r o p o s e d a n A g r e e m e n t o n t h e n e e d for all 1/ 2 4 / 1 3 - T h e D i s t r i c t E n g i n e e r i s c o n t i n u i n g w o r k o n t h e p r e l i m i n a r y e n g i n e e r i n g . 12 / 2 0 / 1 2 - T h e D i s t r i c t E n g i n e e r i s c o n t i n u i n g w o r k o n t h e p r e l i m i n a r y e n g i n e e r i n g . f o l l o w e d b y c o n s i d e r a t i o n o f t h e M O U f r o m O C S D . 1/ 2 2 / 1 5 - En g i n e e r i n g s t a f f h a s f i n a l i z e d t h e c o n s t r u c t i o n c o s t e s t i m a t e a n d p r e s e n t e d t h e e s t i m a t e t o O C S D . N e x t s t e p i s C M S D f i n a n c i a l planning a b a n d o n m e n t f a c i l i t i e s t o b e i n o p e r a t i o n . 11 / 1 5 / 1 2 - T h e D i s t r i c t E n g i n e e r i s c o n t i n u i n g w o r k i n g w i t h t h e t o p o g r a p h y p r o v i d e d b y O C S D ' s s u r v e y o r s . 10 / 2 5 / 1 2 - T h e D i s t r i c t E n g i n e e r i s c o n t i n u i n g w o r k i n g w i t h t h e t o p o g r a p h y p r o v i d e d b y O C S D ' s s u r v e y o r s . 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 CA P I T A L I M P R O V E M E N T P R O G R A M F Y 2 0 1 4 - 2 0 1 5 PR O J E C T : #1 9 4 S e w e r M a n h o l e R e h a b ( I n t e r i o r R e h a b a n d P u m p S t a t i o n R e - C o a t i n g ) PR O J E C T M A N A G E R : Ro b H a m e r s , D i s t r i c t E n g i n e e r DE S C R I P T I O N : Re h a b i l i t a t i o n o f m a n h o l e i n t e r i o r s i n c l u d i n g r e c o n s t r u c t i n g c h a n n e l s , b u i l d i n g u p w a l l t h i c k n e s s e s , a n d ad d i n g s p r a y - o n p r o t e c t i v e c o a t i n g s . T h e p r o j e c t a l s o i n c l u d e s n e w p r o t e c t i v e c o a t i n g s f o r v a r i o u s p u m p s t a t i o n i n t e r i o r s . BE G I N D E S I G N : 20 1 3 - 2 0 1 4 f i s c a l y e a r ( P r o j e c t w a s d e l a y e d u n t i l a d d i t i o n a l f u n d i n g b e c a m e a v a i l a b l e ) AP P R O X I M A T E C O N S T R U C T I O N C O M P L E T I O N D A T E : Ju n e , 2 0 1 5 ST A T U S R E P O R T ; 10 / 2 3 / 1 4 - De s i g n p h a s e b e i n g r e - s t a r t e d ; p l a n s 8 0 % c o m p l e t e . 11 / 2 0 / 1 4 - T h e p l a n s a n d s p e c s a r e 9 0 % c o m p l e t e . 12 / 1 8 / 1 4 - T h e p l a n s a n d s p e c s a r e 9 5 % c o m p l e t e . 1/ 2 2 / 1 5 - S t a f f i s p r e p a r i n g s p e c i f i c a t i o n s f o r b i d d i n g . 2/ 2 6 / 1 5 - Fi e l d c r e w m e m b e r s h a v e i d e n t i f i e d 7 a d d i t i o n a l M H s r e q u i r i n g i n t e r i o r r e h a b i l i t a t i o n ; t h e s e M H s w i l l b e a d d e d t o t h e p l a n s p r i or t o g o i n g o u t t o b i d . 3/ 2 6 / 1 5 - T h e p l a n s a n d s p e c s s h o u l d b e o u t t o b i d b y t h e r e g u l a r B o a r d m e e t i n g . 4/ 2 3 / 1 5 - Bi d o p e n i n g i s 4 / 2 0 / 1 5 a n d t h e r e s u l t s w i l l b e p r o v i d e d a t t h e M a y r e g u l a r m e e t i n g . 5/ 2 8 / 1 5 - Th e B o a r d o f D i r e c t o r s w i l l b e c o n s i d e r i n g a w a r d o f t h e c o n s t r u c t i n c o n t r a c t a t t h e 5 / 2 8 / 1 5 r e g u l a r m e e t i n g . A cc u m u l a t e d Cu r r e n t Y e a r Ap p r o v e d C o s t t o D a t e Ac c o u n t N u m b e r Pr o j e c t B u d g e t As o f 6 / 3 0 / 2 0 1 4 Ex p e n d i t u r e s En c u m b r a n c e s Ba l a n c e #1 9 4 30 0 , 0 0 0 $ - $ 8 8 5 $ - $ 2 9 9 , 1 1 5 $ To t a l 30 0 , 0 0 0 $ - $ 88 5 $ - $ 29 9 , 1 1 5 $ . 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 CA P I T A L I M P R O V E M E N T P R O G R A M F Y 2 0 1 4 - 2 0 1 5 PR O J E C T : PR O J E C T M A N A G E R : DE S C R I P T I O N : BE G I N D E S I G N : AP P R O X . C O N S T R U C T I O N C O M P L E T I O N D A T E : Ci v i l D e s i g n - $ 2 1 , 1 3 3 . 5 0 ; C i v i l C o n t r a c t / A d m i n / I n s p e c t i o n - $ 4 8 , 4 7 0 #1 9 6 - A ( V i c t o r i a , M e n d o z a & E l d e n B y - P a s s P u m p s ) - E n g i n e e r ' s E s t i m a t e : $5 0 0 , 0 0 0 #1 9 6 - B ( C a n y o n G e n e r a t o r ) - E n g i n e e r ' s E s t i m a t e : $1 0 0 , 0 0 0 ST A T U S R E P O R T : 3/ 2 8 / 1 3 - T h e D i s t r i c t E n g i n e e r a n d G e n e r a l M a n a g e r a r e w o r k i n g w i t h t h e c i t i e s o f C o s t a M e s a a n d N e w p o r t B e a c h r e g a r d i n g a b o v e - g r o u n d e m e r g e n c y e q u i p m e n t . 4/ 1 8 / 1 3 - N o c h a n g e i n s t a t u s . 5/ 2 3 / 1 3 - A s o i l s i n v e s t i g a t i o n i s b e i n g p e r f o r m e d f o r t h e 2 3 r d P . S . l o c a t i o n i n t h e r i g h t - o f - w a y s l o p e . T w o o t h e r l o c a t i o n s w i l l b e h ou s e d i n p r e f a b r i c a t e d b u i l d i n g s . 6/ 2 7 / 1 3 - Th e C i t y o f C o s t a M e s a i s r e v i e w i n g t h e d e s i g n f o r t h e 3 s t a t i o n s i n C o s t a M e s a 9/ 2 6 / 1 3 - Th e D i s t r i c t E n g i n e e r h a s p r o v i d e d a s t a f f r e p o r t f o r t h e 9 / 2 6 / 1 3 r e g u l a r m e e t i n g o n t h e s t a t u s o f t h e p r o j e c t . 10 / 2 4 / 1 3 - In s t a l l a t i o n a t t h e E l d e n , V i c t o r i a , a n d M e n d o z a s t a t i o n s i s o u t t o b i d a s 1 9 6 - A , a n d i n s t a l l a t i o n a t t h e C a n y o n S t a t i o n i s o u t t o b i d a s 1 9 6 - B . 11 / 2 1 / 1 3 - Bi d o p e n i n g f o r 1 9 6 - B C a n y o n G e n e r a t o r w a s 1 1 / 5 / 1 3 a n d t h e l o w b i d d e r i s A v r a m E l e c t r i c i n t h e a m o u n t o f $ 6 4 , 8 1 5 12 / 1 9 / 1 3 - Bi d o p e n i n g f o r 1 9 6 - A w a s h e l d 1 1 / 2 0 / 1 3 a n d a w a r d c o n s t r u c t i o n c o n t r a c t o n t h e 1 2 / 1 9 / 1 3 a g e n d a t o G C I i n t h e a m o u n t o f $ 4 8 5 , 2 0 0 a n d $ 2 2 2 , 0 8 0 e q u i p m e n t 1/ 2 3 / 1 4 - Wo r k i s o c c u r r i n g o n 1 9 6 - A a t E l d e n , V i c t o r i a , a n d M e n d o z a p u m p s t a t i o n s a n d # 1 9 6 - B a t C a n y o n p u m p s t a t i o n . 2/ 2 5 / 1 4 - Co n s t r u c t i o n o n #1 9 6 - A i s 1 0 % c o m p l e t e a n d # 1 9 6 - B i s 5 0 % c o m p l e t e . 3/ 2 7 / 1 4 - Co n s t r u c t i o n o n # 1 9 6 - A i s 1 5 % c o m p l e t e a n d # 1 9 6 - B i s 6 0 % c o m p l e t e . 4/ 2 4 / 1 4 - #1 9 6 - A i s 4 0 % c o m p l e t e a n d # 1 9 6 - B i s 9 5 % c o m p l e t e . 5/ 2 2 / 1 4 - Th e b u i l d i n g w a s i n s t a l l e d a t V i c t o r i a P S o n 5 / 8 / 1 4 ; # 1 9 6 - A i s 7 5 % c o m p l e t e . # 1 9 6 - B i s c o m p l e t e . 6/ 2 6 / 1 4 - In s t a l l a t i o n o f t h e b a c k u p p u m p i n g u n i t s a t V i c t o r i a a n d M e n d o z a p u m p s t a t i o n s i s c o m p l e t e . 7/ 2 4 / 1 4 - In s t a l l a t i o n a t E l d e n w i l l c o n t i n u e a f t e r c o n t r a c t o r m o v e s g o l f c o u r s e f e n c e . 8/ 2 8 / 1 4 - Th e D i s t r i c t / S A C C A g r e e m e n t f o r m o v i n g t h e g o l f c o u r s e f e n c e w a s a p p r o v e d a n d c o n s t r u c t i o n i s s e t t o c o n t i n u e . 9/ 2 5 / 1 4 - #1 9 6 - A E l d e n , V i c t o r i a , M e n d o z a b a c k - u p p u m p s c o m p l e t e ; # 1 9 6 - B G e n e r a t o r a t C a n y o n p u m p s t a t i o n c o m p l e t e ; # 1 9 6 - C 2 3 r d b a c k - u p p ump is in design at s t r u c t u r a l e n g i n e e r ; # 1 9 6 - D G e n e r a t o r a t I r v i n e p u m p s t a t i o n ; w a i t i n g o n G a s C o . f o r p r o p o s e d m e t e r l o c a t i o n p r i o r t o f i n a l i z i n g p l a n s . 10 / 2 3 / 1 4 - GM p r e f e r g e n e r a t o r a t 2 3 r d P . S . i n s t e a d o f b a c k u p u n i t r e q u i r i n g p a r t i a l r e d e s i g n ; 1 9 6 - D I r v i n e P . S G e n e r a t o r f o r d e s i g n i n g m e te r a s s e m b l y b y G a s C o . 11 / 2 0 / 1 4 - El e c t r i c a l e n g i n e e r i n g c o n s u l t a n t n o w r e t a i n e d f o r g e n e r a t o r d e s i g n f o r # 1 9 6 - C 2 3 r d S t a t i o n ; D e s i g n f o r # 1 9 6 - D I r v i n e P . S . i s c on t i n u i n g . #1 9 6 I n s t a l l a t i o n o f B a c k u p P o w e r a n d P u m p i n g C a p a b i l i t y Ro b H a m e r s , D i s t r i c t E n g i n e e r In s t a l l b a c k u p s t a n d b y d i e s e l g e n e r a t o r a t t w o p u m p i n g s t a t i o n s a n d i n s t a l l b a c k u p p u m p i n g s y s t e m s a t Ap r i l 2 3 , 2 0 1 2 05 / 2 4 / 1 2 - Di s t r i c t ' s E n g i n e e r ' s o f f i c e i s i n d e s i g n o f t h e b a c k u p p u m p i n g s y s t e m s w h i l e a n o t h e r c o n s u l t a n t , P D E , i s i n d e s i g n o n t h e s t a n db y d i e s e l g e n e r a t o r s . 10 / 2 5 / 1 2 - Th e D i s t r i c t E n g i n e e r i s w o r k i n g w i t h t h e c i t i e s o f C o s t a M e s a a n d N e w p o r t B e a c h r e g a r d i n g a b o v e - g r o u n d e m e r g e n c y 01 / 2 4 / 1 3 - Th e D i s t r i c t E n g i n e e r a n d G e n e r a l M a n a g e r a r e w o r k i n g w i t h t h e c i t i e s o f C o s t a M e s a a n d N e w p o r t B e a c h r e g a r d i n g a b o v e - 12 / 2 0 / 1 2 - Th e D i s t r i c t E n g i n e e r a n d G e n e r a l M a n a g e r a r e w o r k i n g w i t h t h e c i t i e s o f C o s t a M e s a a n d N e w p o r t B e a c h r e g a r d i n g a b o v e - 8/ 2 9 / 1 3 - Th e D i s t r i c t E n g i n e e r i s f i n a l i z i n g t h e p l a n s f o r t h e b a c k u p p u m p i n g u n i t s a t E l d e n , V i c t o r i a , a n d M e n d o z a . T h e D i s t r i c t E n g i n ee r i s a l s o f i n a l i z i n g t h e 9/ 2 0 / 1 2 - Pl a n s w e r e s u b m i t t e d t o t h e c i t i e s o f C o s t a M e s a a n d N e w p o r t B e a c h f o r f i r s t p l a n c h e c k . 7/ 2 5 / 1 3 - E n g i n e e r i n g s t a f f i s a w a i t i n g C i t y o f C o s t a M e s a c o m m e n t s o n b u i l d i n g d e s i g n a t t h r e e s i t e s , w h i l e 2 3 r d s t a t i o n i n N e w p o r t B e a ch Ja n - 1 5 6/ 2 8 / 1 2 - Pl a n s a n d s p e c s a r e 3 0 % c o m p l e t e . 11 / 1 5 / 1 2 - T h e D i s t r i c t E n g i n e e r i s w o r k i n g w i t h t h e c i t i e s o f C o s t a M e s a a n d N e w p o r t B e a c h r e g a r d i n g a b o v e - g r o u n d e m e r g e n c y e q ui p m e n 02 / 2 7 / 1 3 - Th e D i s t r i c t E n g i n e e r a n d G e n e r a l M a n a g e r a r e w o r k i n g w i t h t h e c i t i e s o f C o s t a M e s a a n d N e w p o r t B e a c h r e g a r d i n g a b o v e - 7/ 2 6 / 1 2 - Pl a n s a n d s p e c s a r e 6 0 % c o m p l e t e . 8/ 2 0 / 1 2 - En g i n e e r i n g s t a f f i s p e r f o r m i n g f i n a l r e v i e w p r i o r t o s u b m i t t i n g t h e p l a n s f o r p l a n c h e c k . 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 CA P I T A L I M P R O V E M E N T P R O G R A M F Y 2 0 1 4 - 2 0 1 5 PR O J E C T : #1 9 6 I n s t a l l a t i o n o f B a c k u p P o w e r a n d P u m p i n g C a p a b i l i t y 12 / 1 8 / 1 4 - 23 r d P S g e n e r a t o r f o r # 1 9 6 C r e q u i r e s a l a r g e r b l o c k w a l l s t r u c t u r e t h a n t h e b a c k u p p u m p . T h e g e n e r a t o r f o r t h e I r v i n e P S f o r # 19 6 - D w i l l s o o n b e o u t t o b i d . 1/ 2 2 / 1 5 - 19 6 - C - P r o j e c t i n d e s i g n a t e l e c t r i c a l e n g i n e e r ' s o f f i c e ; d e s i g n i s f o r b a c k u p g e n e r a t o r . 1 9 6 - D - P r o j e c t o u t t o b i d w i t h b i d o p e n i n g 1 / 2 0 / 1 5 . 2/ 2 6 / 1 5 - # 1 9 6 D I r v i n e b i d o p e n i n g i s o n 2 / 1 6 / 1 5 m e e t i n g a g e n d a ; 1 9 6 - C 2 3 r d i s i n d e s i g n . 3/ 2 6 / 1 5 - Th e p r e - c o n s t r u c t i o n m e e t i n g f o r 1 9 6 - D I r v i n e i s 3 / 1 8 / 1 5 ; 1 9 6 - C 2 3 r d i s s t i l l i n d e s i g n . 4/ 2 3 / 1 5 - Th e K o h l e r g e n e r a t o r f o r # 1 9 6 - D I r v i n e h a s b e e n o r d e r e d ; # 1 9 6 - C 2 3 r d i s s t i l l i n d e s i g n . 5/ 2 8 / 1 5 - Th e n o t i c e t o p r o c e e d f o r # 1 9 6 - D w a s i s s u e d a n d c o n s t r u c t i o n s h o u l d b e c o m p l e t e b y t h e e n d o f J u n e 2 0 1 5 ; # 1 9 6 - C 2 3 r d i s i n p l a n c h e c k a t N e w p o r t B e a c h Ac c o u n t N u m b e r En c u m b r a n c e s B a l a n c e #1 9 6 - A E l d e n , V i c t o r i a , M e n d o z a P u m p S t a t i o n s 7 9 0 , 0 0 0 $ 5 7 2 , 9 7 7 $ 1 9 7 , 8 6 8 $ 5 0 $ 1 9 , 1 0 5 $ #1 9 6 - B C a n y o n P u m p S t a t i o n 1 1 5 , 0 0 0 1 1 5 , 3 3 5 - - ( 3 3 5 ) #1 9 6 - C 2 3 r d S t r e e t P u m p S t a t i o n 3 4 0 , 0 0 0 1 4 , 5 4 6 9 4 7 - 3 2 4 , 5 0 8 #1 9 6 - D I r v i n e P u m p S t a t i o n 40 5 , 0 0 0 7 , 1 3 3 1 2 0 , 6 3 8 202,453 74,777 To t a l 1 , 6 5 0 , 0 0 0 $ 70 9 , 9 9 1 $ 3 1 9 , 4 5 2 $ 202,503 $ 418,05 4 $ A p p r o v e d P r o j e c t Bu d g e t Ju n e 3 0 , 2 0 1 4 Ac c u m u l a t e d C o s t C u r r e n t Y e a r Ex p e n d i t u r e s 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 CA P I T A L I M P R O V E M E N T P R O G R A M F Y 2 0 1 4 - 2 0 1 5 PR O J E C T : PR O J E C T M A N A G E R : DE S C R I P T I O N : BE G I N D E S I G N : AP P R O X . C O N S T R U C T I O N C O M P L E T I O N D A T E : Ci v i l D e s i g n - $ 8 2 , 5 9 3 ST A T U S R E P O R T : 1/ 2 3 / 1 4 - Th e d e s i g n p h a s e i s c o n t i n u i n g . 5/ 2 2 / 1 4 - Me n d o z a f o r c e m a i n i s o u t t o b i d a s a s e p a r a t e p r o j e c t d u e t o u p c o m i n g C i t y a l l e y p r o j e c t . E n g i n e e r ' s e s t i m a t e i s $ 1 0 2 , 0 0 0 . B id o p e n i n g i s 6 / 2 / 1 4 . 6/ 2 6 / 1 4 - GC I C o n s t r u c t i o n i s l o w b i d d e r i n t h e a m o u n t o f $ 8 2 , 5 4 0 f o r P r o j e c t # 2 0 0 - A M e n d o z a F o r c e M a i n . 7/ 2 4 / 1 4 - 1s t d a y o f w o r k f o r P r o j e c t # 2 0 0 - A w a s 6 / 2 3 / 1 4 ; p l a n s a r e 7 5 % c o m p l e t e f o r H a r b o r , V i c t o r i a , S C P . 8/ 2 8 / 1 4 - A l l w o r k w a s c o m p l e t e d o n # 2 0 0 - A M e n d o z a f o r c e m a i n a n d t h e B o a r d w i l l f i n a l t h e p r o j e c t o n 8 / 2 8 / 1 4 . 9/ 2 5 / 1 4 - #2 0 0 - A M e n d o z a P S n e w f o r c e m a i n i s c o m p l e t e . D e s i g n p h a s e o f H a r b o r , V i c t o r i a & S o u t h C o a s t P l a z a c o n t i n u i n g ; w i l l b e m e e t i n g with SC Plaza. 10 / 2 3 / 1 4 - Th e p l a n s a r e 9 0 % c o m p l e t e a n d w e r e s u b m i t t e d t o t h e C i t y , S C P , a n d t h e u t i l i t y a g e n c i e s t h e w e e k o f 1 0 / 1 2 / 1 4 . 11 / 2 0 / 1 4 - St a f f m e t w i t h S C P M a n a g e m e n t o n 1 1 / 6 / 1 4 t o d i s c u s s t h e i r c o n c e r n s . S t a f f w i l l b e m e e t i n g w i t h t h e C i t y o f C o s t a M e s a e n g i n e e r ing staff . 12 / 1 8 / 1 4 - St a f f i s w o r k i n g w i t h S C P M g t ' s o v e r r e d i r e c t i n g F M f l o w s . S t a f f w i l l b e m e e t i n g w i t h C i t y e n g i n e e r i n g t o d i s c u s s t h e H a r b o r a nd V i c t o r i a F M 1/ 2 2 / 1 5 - CC T V a n d f l o w m e t e r i n g w i l l o c c u r i n t h e g r a v i t y s y s t e m d o w n s t r e a m o f t h e n e w f o r c e m a i n a l i g n m e n t a t S o u t h C o a s t P l a z a . N e w H arbor force mai n a n d V i c t o r i a f o r c e m a i n w e r e d i s c u s s e d w i t h t h e C i t y E n g i n e e r . 2/ 2 6 / 1 5 - Ha r b o r f o r c e m a i n i m p r o v e m e n t s w i l l b e c o n s t r u c t e d f i r s t a s t h e t o p p r i o r i t y ; d e s i g n p h a s e i s c o n t i n u i n g . 3/ 2 6 / 1 5 - Al t e r n a t e c o n s t r u c t i o n m e t h o d s f o r H a r b o r f o r c e m a i n a r e b e i n g i n v e s t i g a t e d . 4/ 2 3 / 1 5 - Th e H a r b o r F o r c e M a i n w i l l b e b i d b y i t s e l f w i t h t w o a l t e r n a t e m e t h o d s . 5/ 2 8 / 1 5 - Th e H a r b o r F o r c e M a i n p l a n s a r e b e i n g c o m p l e t e d . Ju n e 3 0 , 2 0 1 4 A pp r o v e d A cc u m u l a t e d C u r r e n t Y e a r Ac c o u n t N u m b e r Pr o j B u d g e t Co s t Ex p e n d i t u r e s En c u m b r a n c e s Balance #2 0 0 1 , 0 3 0 , 8 6 8 $ 13 6 , 2 4 2 $ 70 , 0 2 7 $ - $ 824,599 $ To t a l 1 , 0 3 0 , 8 6 8 $ 13 6 , 2 4 2 $ 70 , 0 2 7 $ - $ 824,599 $ La t e 2 0 1 4 12 / 1 9 / 1 3 T h e d e s i g n p h a s e h a s b e g u n . 2/ 2 5 / 1 4 - Th e d e s i g n p h a s e i s 4 0 % c o m p l e t e . 3/ 2 7 / 1 4 - Th e d e s i g n p h s e i s 6 0 % c o m p l e t e . 4/ 2 4 / 1 4 - Th e d e s i g n p h a s e i s 7 0 % c o m p l e t e . #2 0 0 R e h a b i l i t a t i o n o f F o u r F o r c e M a i n s Ro b H a m e r s , D i s t r i c t E n g i n e e r Th e W i l s o n , V i c t o r i a , M e n d o z a , a n d S o u t h C o a s t P l a z a f o r c e m a i n s a r e b e i n g r e p l a c e d w i t h ne w f o r c e m a i n s . De c - 1 3 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 CA P I T A L I M P R O V E M E N T P R O G R A M F Y 2 0 1 4 - 2 0 1 5 PR O J E C T : PR O J E C T M A N A G E R : DE S C R I P T I O N : BE G I N D E S I G N : AP P R O X . C O N S T R U C T I O N C O M P L E T I O N D A T E Es t i m a t e d P r o j e c t b u d g e t : C i v i l D e s i g n $ 1 1 , 4 8 3 . 5 0 ; Co n s t r u c t i o n - E n g i n e e r ' s E s t i m a t e : $ 4 3 1 , 2 1 0 ST A T U S R E P O R T : 12 / 1 9 / 1 3 - T h e p l a n s a r e 9 0 % c o m p l e t e a n d t h e E n g i n e e r ' s E s t i m a t e i s b e i n g p r e p a r e d . 1/ 2 3 / 1 4 - T h e p l a n s a r e 1 0 0 % c o m p l e t e . S t a f f i s e x p l o r i n g c o m b i n i n g t h i s w o r k w i t h 1 9 6 - A , i n s t a l l a t i o n o f a b a c k u p p u m p a t E l d en P u m p S t a t i o n . 2/ 2 5 / 1 4 - T h e p r o j e c t i s b e i n g d i s c u s s e d a t t h e s t u d y s e s s i o n . 5/ 2 2 / 1 4 - T h e s t r a t e g i c i m p r o v e m e n t s f o r t h i s p r o j e c t w e r e c o n s t r u c t e d o n 5 / 8 / 1 4 . 6/ 2 6 / 1 4 - N o c h a n g e i n s t a t u s . 7/ 2 4 / 1 4 - T h e r e m a i n i n g i m p r o v e m e n t s u n d e r t h i s p r o j e c t w i l l l i k e l y b e c o n s t r u c t e d i n t h e 2 0 1 5 - 1 6 f i s c a l y e a r . 8/ 2 8 / 1 4 - T h e p r o j e c t w i l l l i k e l y r e c e i v e f u n d i n g i n t h e 2 0 1 5 - 2 0 1 6 F i s c a l Y e a r t o c o m p l e t e t h e r e p l a c e m e n t . 9/ 2 5 / 1 4 - N o c h a n g e i n s t a t u s . 10 / 2 3 / 1 4 - N o c h a n g e i n s t a t u s . 11 / 2 0 / 1 4 - N o c h a n g e i n s t a t u s . 12 / 1 8 / 1 4 - N o c h a n g e i n s t a t u s . 1/ 2 2 / 1 5 - N o c h a n g e i n s t a t u s . 2/ 2 6 / 1 5 - P r o j e c t w i l l b e b u d g e t e d f o r 2 0 1 5 - 1 6 o r 2 0 1 6 - 1 7 . 3/ 2 6 / 1 5 - N o c h a n g e i n s t a t u s . 4/ 2 3 / 1 5 - N o c h a n g e i n s t a t u s . 5/ 2 8 / 1 5 - N o c h a n g e i n s t a t u s . A cc u m u l a t e d Cu r r e n t Y e a r Ap p r o v e d C o s t t o D a t e Ac c o u n t N u m b e r Pr o j e c t B u d g e t As o f 6 / 3 0 / 2 0 1 4 Ex p e n d i t u r e s En c u m b r a n c e s Balance #2 0 2 47 9 , 0 0 0 $ 1 0 , 5 6 7 $ - $ - $ 468,433 $ To t a l 47 9 , 0 0 0 $ 10 , 5 6 7 $ - $ - $ 468,433 $ 4/ 2 4 / 1 4 - T h e s t r a t e g i c i m p r o v e m e n t s f o r t h i s p r o j e c t w e r e a d d e d t o P r o j e c t # 1 9 6 - A . i m p r o v e m e n t s a r e b e i n g i n c l u d e d a s e x t r a w o r k i n P r o j e c t # 1 9 6 - A . De c e m b e r , 2 0 1 4 #2 0 2 E l d e n P i p i n g a n d V a l v e R e p l a c e m e n t Ro b H a m e r s , D i s t r i c t E n g i n e e r Re p l a c e 3 7 - y e a r o l d p i p i n g a n d v a l v e s o u t s i d e E l d e n P u m p i n g Oc t o b e r , 2 0 1 3 3/ 2 7 / 1 4 - T h e n e e d f o r a d d i t i o n a l f u n d i n g h a s m o v e d t h e p r o j e c t i n t o t h e n e x t 2 - y e a r b u d g e t c y c l e , b e g i n n i n g 2 0 1 5 - 2 0 1 6 ; s t r a t e g ic 10 / 2 4 / 1 3 - E n g i n e e r i n g s t a f f m e t w i t h t h e f i e l d c r e w t o d i s c u s s p o s s i b l e a d d i t i o n a l r e p l a c e m e n t o f v a l v e s i n s i d e s t a t i o n . 11 / 2 1 / 1 3 - T h e d e s i g n p h a s e i s c o n t i n u i n g ; t h e p l a n s a r e 6 0 % c o m p l e t e . 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 CA P I T A L I M P R O V E M E N T P R O G R A M F Y 2 0 1 4 - 2 0 1 5 PR O J E C T : PR O J E C T M A N A G E R : DE S C R I P T I O N : BE G I N D E S I G N : Oc t o b e r 2 0 1 3 AP P R O X . C O N S T R U C T I O N C O M P L E T I O N D A T E : Ju n e 2 0 1 4 Ar c h i t e c t u r a l D e s i g n - $ 7 , 0 0 0 ; E l e c t r i c a l E n g i n e e r i n g D e s i g n - $ 4 , 5 0 0 S T A T U S R E P O R T : 10 / 3 / 2 0 1 3 - E n t e r e d i n t o a g r e e m e n t w i t h R T A A r c h i t e c t s t o d e s i g n a n d p r o v i d e c o n s t r u c t i o n a d m i n i s t r a t i o n s e r v i c e s 11 / 7 / 2 0 1 3 - R e v i e w e d S C E 1 2 m o n t h s b i l l s a t t h e Y a r d t o d e t e r m i n e l o a d d e m a n d a n d s i z e o f t h e g e n e r a t o r 12 / 1 / 2 0 1 3 - P r o j e c t m a n a g e r m e e t i n g . P o s s i b l e g e n e r a t o r m a n u f a c t u r e r s a r e C a t e r p i l l a r , C u m m i n s a n d K o h l e r . 1/ 2 3 / 1 4 - N o c h a n g e i n s t a t u s . 2/ 2 5 / 1 4 - R F P f o r d e s i g n f i r m s i s b e i n g p r e p a r e d . 3/ 2 7 / 1 4 - P r o p o s a l s a r e b e i n g r e q u e s t e d f r o m d e s i g n f i r m s f o r t h e d e s i g n p h a s e . 4/ 2 4 / 1 4 - A n e l e c t r i c a l e n g i n e e r h a s b e e n r e t a i n e d f o r t h e d e s i g n p h a s e f o r a f e e o f $ 4 , 5 0 0 . 5/ 2 2 / 1 4 - T h e p l a n s w e r e s u b m i t t e d t o t h e C i t y o f C o s t a M e s a f o r 1 s t p l a n r e v i e w . 6/ 2 6 / 1 4 - T h e d e s i g n p l a n s a r e i n p l a n c h e c k a n d b e i n g r e - s u b m i t t e d t o t h e C i t y . 7/ 2 4 / 1 4 - P l a n s w e r e r e s u b m i t t e d t o t h e f i r e d e p a r t m e n t f o r 2 n d r e v i e w ; a l l o t h e r d e p a r t m e n t s h a v e s i g n e d o f f . 8/ 2 8 / 1 4 - T h e p r o j e c t i s o u t t o b i d . 9/ 2 5 / 1 4 - B i d o p e n i n g i s b e i n g h a n d l e d b y t h e C M S D G M a n d p r o j e c t a r c h i t e c t . 10 / 2 3 / 1 4 - B i d s w e r e o p e n e d a n d a r e b e i n g e v a l u a t e d ; t h e l o w b i d a m o u n t i s $ 9 7 , 0 0 0 . 11 / 2 0 / 1 4 - T h e s p e c i f i c a t i o n s f o r t h e g e n e r a t o r b e i n g p r o p o s e d b y t h e l o w b i d d e r a r e b e i n g r e v i e w e d . 12 / 1 8 / 1 4 - C o n t r a c t o r ' s s h o p d r a w i n g s a r e u n d e r r e v i e w . 1/ 2 2 / 1 5 - T h e c o n t r a c t o r h a s p r o v i d e d t h e r e q u i r e d b o n d a n p r e - c o n s t r u c t i o n m e e t i n g i s p l a n n e d f o r 1 / 3 0 / 1 5 . 2/ 2 6 / 1 5 - C o n s t r u c t i o n w i l l b e g i n a f t e r a c q u i s i t i o n o f m a t e r i a l s . 3/ 2 6 / 1 5 - C o n c r e t e p a d i s p o u r e d , g e n e r a t o r i s b e i n g f a b r i c a t e d . C o n t r a c t o r w i l l b e r e l o c a t i n g t h e e x i s t i n g a i r c o m p r e s s o r . 4/ 2 3 / 1 5 - G e n e r a t o r i s b e i n g f a b r i c a t e d . C o n t r a c t o r w i l l b e i n s t a l l i n g e l e c t r i c a l c o n d u i t s a n d w i r i n g . 5/ 2 8 / 1 5 - D e l i v e r y o f t h e g e n e r a t o r i s e x p e c t e d n e x t m o n t h . Ju n e 3 0 , 2 0 1 4 Ap p r o v e d A c c u m u l a t e d C u r r e n t Y e a r Ac c o u n t N u m b e r P r o j B u d g e t C o s t E x p e n d i t u r e s E n c u m b r a n c e s B a l a n c e #2 0 3 15 0 , 0 0 0 $ 8 , 7 7 8 $ 2 5 , 2 3 8 $ 3 , 8 0 0 $ 112,184 $ To t a l 15 0 , 0 0 0 $ 8 , 7 7 8 $ 2 5 , 2 3 8 $ 3 , 8 0 0 $ 112,184 $ #2 0 3 E m e r g e n c y G e n e r a t o r a t D i s t r i c t Y a r d Sc o t t C a r r o l l , G e n e r a l M a n a g e r P r o c u r e a n d i n s t a l l a n e m e r g e n c y g e n e r a t o r a t t h e D i s t r i c t Y a r d 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 CA P I T A L I M P R O V E M E N T P R O G R A M F Y 2 0 1 4 - 2 0 1 5 PR O J E C T : PR O J E C T M A N A G E R : DE S C R I P T I O N : BE G I N D E S I G N : AP P R O X . C O N S T R U C T I O N C O M P L E T I O N D A T E : Ci v i l D e s i g n - $ 9 , 7 7 9 ST A T U S R E P O R T : 6/ 2 6 / 1 4 - T h e p l a n s a r e 6 0 % c o m p l e t e . 7/ 2 4 / 1 4 - T h e p r o j e c t w e n t o u t t o b i d o n 7 / 2 / 1 4 w i t h b i d o p e n i n g s c h e d u l e d f o r 8 / 5 / 1 4 . 8/ 2 8 / 1 4 - B i d o p e n i n g w a s 8 / 5 / 1 4 a n d t h e l o w b i d w a s E x c e l P a v i n g i n t h e a m o u n t o f $ 8 7 , 3 4 9 . 0 0 . 9/ 2 5 / 1 4 - N o t i c e t o p r o c e e d i s s u e d t o E x c e l P a v i n g t o b e g i n w o r k 9 / 1 5 / 1 4 ; F i e l d C r e w r e q u e s t i n g a d d i t i o n a l m a n h o l e s b e a d d e d a s e x t r a w o r k . 10 / 2 3 / 1 4 - C o n s t r u c t i o n i s 1 / 3 c o m p l e t e ; c o n t r a c t o r w i l l w a i t f o r C i t y p r o j e c t s t o f i n i s h p r i o r t o c o n t i n u i n g u n l e s s e x i s t i n g m an h o l e c o n d i t i o n i s s e v e r e . 11 / 2 0 / 1 4 - C o n s t r u c t i o n i s c o n t i n u i n g i n c o o r d i n a t i o n w i t h C i t y s t r e e t p r o j e c t s . 12 / 1 8 / 1 4 - C o n s t r u c t i o n i s c o n t i n u i n g . 1/ 2 2 / 1 5 - C o n t r a c t o r i s r e - m o b i l i z i n g . 2/ 2 6 / 1 5 - C o n t r a c t o r i s n e a r i n g c o m p l e t i o n . 3/ 2 6 / 1 5 - C o n s t r u c t i o n i s n e a r l y c o m p l e t e . 4/ 2 3 / 1 5 - C o n s t r u c t i o n i s c o m p l e t e . 5/ 2 8 / 1 5 - T h e B o a r d o f D i r e c t o r s a c c e p t e d t h e i m p r o v e m e n t s a t t h e A p r i l 2 0 1 5 r e g u l a r m e e t i n g . Ju n e 3 0 , 2 0 1 4 A pp r o v e d A cc u m u l a t e d C u r r e n t Y e a r Ac c o u n t N u m b e r Pr o j B u d g e t Co s t Ex p e n d i t u r e s En c u m b r a n c e s Balance #2 0 4 1 2 5 , 0 0 0 $ 9, 1 1 9 $ 10 6 , 2 9 3 $ - $ 9,588 $ To t a l 1 2 5 , 0 0 0 $ 9, 1 1 9 $ 10 6 , 2 9 3 $ - $ 9,588 $ 2/ 2 5 / 1 4 P r o j e c t a p p r o v e d b y B o a r d , f u n d a p p r o p r i a t e d . 5/ 2 2 / 1 4 - T h e p l a n s a r e 4 0 % c o m p l e t e . 4/ 2 4 / 1 4 - T h e d e s i g n p h a s e i s i n p r o c e s s #2 0 4 M a n h o l e C o v e r R e p a i r s Ro b H a m e r s , D i s t r i c t E n g i n e e r Re p a i r 1 0 2 m a n h o l e c o v e r s Fe b - 1 4 La t e 2 0 1 4 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 CA P I T A L I M P R O V E M E N T P R O G R A M F Y 2 0 1 4 - 2 0 1 5 PR O J E C T : PR O J E C T M A N A G E R : DE S C R I P T I O N : BE G I N D E S I G N : Au g - 1 4 AP P R O X . C O N S T R U C T I O N C O M P L E T I O N D A T E : Ju n - 1 5 Ci v i l D e s i g n - 62 , 2 3 0 ST A T U S R E P O R T : 8/ 2 8 / 1 4 - T h e d e s i g n p h a s e i s u n d e r w a y . 9/ 2 5 / 1 4 - E n g i n e e r i n g s t a f f i s r e v i e w i n g C C T V o f G r a d e 4 s i n s t r e e t s s e t f o r C i t y i m p r o v e m e n t s s u c h a s n e w p a v i n g o r s l u r r y s e a l . O n e G r a d e 5 f o u n d i n C a n a d i a n ; M i k e K i l b r i d e L t d . w i l l e x c a v a t e a n d r e p a i r . of G r a d e 4 s i n C i t y s t r e e t s d e s i g n a t e d f o r 11 / 2 0 / 1 4 - N o c h a n g e i n s t a t u s . R e v i e w o f t h e v i d e o s i s c o n t i n u i n g . 12 / 1 8 / 1 4 - D i s t r i c t E n g i n e e r i s d e t e r m i n i n g o p t i o n s f o r c o m p l e t i o n o f a l l G r a d e 4 s . 1/ 2 2 / 1 5 - A c o s t a n a l y s i s o f e x p e c t e d r e p a i r s f o r P h a s e s I a n d I I w a s p r e s e n t e d t o B o a r d a t t h e F e b r u a r y s t u d y s e s s i o n . 2/ 2 6 / 1 5 - Bu d g e t i n g f o r t h i s p r o j e c t i s b e i n g d i s c u s s e d a t t h e 2 / 1 0 / 1 5 s t u d y s e s s i o n . 3/ 2 6 / 1 5 - Th e P h a s e I p l a n s a r e b e i n g c o m p l e t e d b u t c o n s t r u c t i o n w i l l n o t o c c u r u n t i l a f t e r t h e n e x t D i s t r i c t - w i d e C C T V p r o j e c t . 4/ 2 3 / 1 5 - Th e p h a s e I p l a n s a r e n e a r l y c o m p l e t e . 5/ 2 8 / 1 5 - Th e P h a s e I p l a n s a r e c o m p l e t e a n d t h e f i r s t t w o p h a s e s w e r e c o m b i n e d i n t o t h e P h a s e I p l a n s . Ju n e 3 0 , 2 0 1 4 A pp r o v e d A cc u m u l a t e d Cu r r e n t Y e a r Ac c o u n t N u m b e r Pr o j B u d g e t Co s t Ex p e n d i t u r e s En c u m b r a n c e s Ba l a n c e #3 0 6 6 8 , 0 0 0 $ - $ 59 , 8 9 5 $ - $ 8, 1 0 5 $ 68 , 0 0 0 $ - $ 59 , 8 9 5 $ - $ 8, 1 0 5 $ #3 0 6 G r a d e 4 R e p a i r s - P h a s e I Ro b H a m e r s , D i s t r i c t E n g i n e e r Dis t r i c t h a s 1 , 6 0 0 l i n e s e c t i o n s w i t h o n e o r m o r e G r a d e 4 d e f i c i e n c i e s . 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 CA P I T A L I M P R O V E M E N T P R O G R A M F Y 2 0 1 4 - 2 0 1 5 PR O J E C T : PR O J E C T M A N A G E R : DE S C R I P T I O N : BE G I N D E S I G N : AP P R O X . C O N S T R U C T I O N C O M P L E T I O N D A T Ci v i l D e s i g n - ST A T U S R E P O R T : Ju n e 3 0 , 2 0 1 4 A pp r o v e d A cc u m u l a t e d C u r r e n t Y e a r Ac c o u n t N u m b e r Pr o j B u d g e t Co s t Ex p e n d i t u r e s En c u m b r a n c e s Balance #3 0 9 3 4 0 , 5 0 0 $ - $ - $ - $ 340,500 $ 34 0 , 5 0 0 $ - $ - $ - $ 340,500 $ #3 0 9 C i t y M a n h o l e A d j u s t m e n t P r o g r a m Ro b H a m e r s , D i s t r i c t E n g i n e e r Costa Mesa Sanitary District ... an Independent Special District Project #194 Pump Station Coating and Manhole Rehabilitation – Bid Opening and Award of Contract Item Number: 23. Recommendation/Notes: Recommendation: That the Board of Directors approves awarding a contract to the lowest responsive bidder, Sancon Engineering, Inc. of Huntington Beach, California, in the amount of $241,800 and authorizes the General Manager to establish a contingency budget in accordance with CMSD Operations Code Section 4.04.060(e). ATTACHMENTS: Description Type 23 - Project #194 - Bid Opening & Award 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: Rob Hamers, District Engineer Date: May 28, 2015 Subject: Project #194 Pump Station Coating and Manhole Rehabilitation – Bid Opening and Award of Contract Summary The interior concrete surfaces of sewer manholes and pump station wet wells are subject to corrosion from the acidic environment formed when hydrogen sulfide (the rotten egg odor) combines with moist warm air to form sulfuric acid. The corrosion is severe and relentless and the District and other agencies prevent the corrosion by coating concrete surfaces with compounds that resist the corrosion. This project will clean and coat the interior of 27 manholes and three pump station wet wells. This type of project is completed every 7-10 years as the need arises. Staff Recommendation That the Board of Directors approves awarding a contract to the lowest responsive bidder, Sancon Engineering, Inc. of Huntington Beach, California, in the amount of $241,800 and authorizes the General Manager to establish a contingency budget in accordance with CMSD Operations Code Section 4.04.060(e). Analysis Bids were opened on April 20, 2015 and the results are as follows: Engineer’s Estimate $253,000 Sancon Engineering, Inc. $241,800 Board of Directors May 28, 2015 Page 2 of 3 Staff checked the licensing requirements and references for the low bidder, Sancon Engineering, Inc., and found everything in order, therefore, a recommendation to award the contract is being made. Sancon Engineering is an industry leader in the production and application of preventative coatings and was the contractor for the prior District project of coating manhole interiors and pump station wet wells. Sancon has also successfully installed liners inside District sewer mains and the District has always found Sancon’s workmanship to be outstanding. Although there was only one bidder for the project, Sancon’s bid is very close to the engineer’s estimate. The District advertised the project in four trade journals as required under the Uniform Public Construction Cost Accounting Act (UPCCAA), which the District has adopted, along with sending the notice inviting bids to all the contractors on the District’s pre-qualified contractors list. One bidder was disqualified from bidding based on having a coating that did not meet the project specifications and the basis for rejection is attached hereto. Years ago the District studied coatings and the technologies for increasing thicknesses and corrosion resistance. The coating proposed by this potential bidder was a simple thin paint-like coating while the project specifications require the advanced eco system technology that produces a long lasting extra thick coating by injecting sand and aggregate into polyurethane to produce a polyurethane mortar. The thick polyurethane mortar is what provides the long lasting protection. The rejection of this bidder was discussed with the District’s General Manager prior to the formal rejection. Strategic Plan Element & Goal This item complies with the objective and strategy of Strategic Plan Element 1.0, Sewer Infrastructure, which states as follows: ”Objective: Our objective is to collect and transport wastewater to meet the needs of existing and future customers. Strategy: 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 District Counsel prepared and signed the construction contract being considered. Environmental Review The cleaning of concrete surfaces and the installation of a protective coating as shown on the plans for Project #194 is categorically exempt under the California Environmental Quality Act (CEQA) (Public Resources Code Section 21000 et. seq.) under Section 15301 as a “Class 1” project as stated under 15301 Class 1 consists of the operation, repair, Board of Directors September 26, 2013 Page 3 of 3 maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities …15301(b) “Existing facilities of both investor and publicly-owned utilities used to provide electric power, natural gas, sewerage, or other public utility services“. Financial Review The total budget for project #194 Pump Station Coating and Manhole Rehabilitation is $300,000. Shown below is the estimated costs for rehabilitating the 27 manholes and 3 wet wells including design, contract administration, inspection and contingency which brings the total to $285,230. There is sufficient money available in the FY 2014-15 Budget to complete this project. Lowest Responsible Bidder $241,800 Design, Contract Admin, Inspection $19,250 Contingency $24,180 Total Project Cost $285,230 Public Notice Process Copies of this report are on file and will be included with the entire agenda packet for the May 28, 2015 Board of Directors regular meeting at District headquarters and on District’s website. Alternative Actions 1. Do not award the contract to Sancon Engineering, Inc. 2. Direct staff to report back with more information Attachments A: Contract between Sancon Engineering, Inc. and CMSD B: Justification for Rejection of Bid Reviewed by: Wendy Hooper Davis Finance Manager Dear Contractor: In entering into an agreement with the Costa Mesa Sanitary District, you must designate your form of business entity. There are three basic types of business entities. They are: 1. A Sole Proprietorship (with or without a "dba") 2. A Partnership 3. A Corporation In entering into contracts with the Costa Mesa Sanitary District, please indicate the complete name of your business in one of the following acceptable formats: 1. John Smith, Sole Proprietor; or John Smith, Sole Proprietor, Doing business as "Acme Roofing" 2. Smith and Dokes, a California Partnership; 3. Smith Corporation, Inc. A California Corporation In signing the agreement with the Costa Mesa Sanitary District, you or your agent must sign in one of the following manners so the capacity in which you or your agent is signing is clear: 1. ___________________________ John Smith, Sole Proprietor 2. Smith and Dokes By: ______________________ John Smith, Partner 3. Smith Corporation, Inc. By: ______________________ Vice President Your Public Notary must indicate your capacity when acknowledging your signature. CONTRACT THIS AGREEMENT is made and entered into this ____ day of May ____, 2015 by and between the COSTA MESA SANITARY DISTRICT, hereinafter referred to as "DISTRICT" and SANCON ENGINEERING, INC., a California corporation, hereinafter referred to as "CONTRACTOR." WITNESSETH That for and in consideration of the promises and agreements hereinafter made and exchanged, DISTRICT and CONTRACTOR mutually agree as follows: 1. Scope of the Work. That CONTRACTOR shall perform all the work and shall provide and furnish all the labor, materials, necessary tools, expendable equipment, and all utility and transportation services required to construct: 2. Labor and Materials. All of said work to be performed and materials to be furnished shall be in strict accordance with the plans and specifications entitled CMSD Project #194 Pump Station Coating and Manhole Rehabilitation and CONTRACTOR agrees to do everything required by this Contract and the Contract Documents including the plans and specifications and any general conditions. All labor, materials, tools, equipment and services shall be furnished on work performed, and under the direction, administration and subject to the approval of DISTRICT or its authorized representatives. CONTRACTOR warrants that it will not purchase mined construction material for this PROJECT except from a mining operation that is currently identified in the list published pursuant to subdivision (b) of Section 2717 of the Public Resources Code. Refer to the current 3098 list for qualified mining operations at www.consrv.ca.gov/OMR/ab_3098_list/current_list. 3. Time of Completion. CONTRACTOR agrees to commence the work to be performed under this Contract within five (5) days of receipt of the "Notice to Proceed" and to diligently prosecute the work to completion before the expiration of 60 working days from the date of commencement. “Working days” means all calendar days except Saturdays, Sundays, and legal holidays. 4. Time of the Essence. Time is of the essence of this Contract. 5. Liquidated Damages/Delay Damages. It is agreed by the parties hereto that in case the total work called for hereunder in all parts and requirements is not finished or completed within the number of working days as set forth herein, damage will be sustained by the DISTRICT, and that it is and will be impractical and extremely difficult to ascertain and determine the actual damage which the DISTRICT will sustain in the event of and by reason of such delay; and it is therefore agreed the CONTRACTOR will pay to the DISTRICT the sum of TWO HUNDRED FIFTY and 00/100 Dollars ($250.00) per calendar day for each and every day of delay in finishing the work in excess of the number of days prescribed in paragraph 3 and the CONTRACTOR agrees to pay said liquidated damages herein provided for, and further agrees that the DISTRICT may deduct the amount thereof from any monies due or that may become due the CONTRACTOR hereunder. The CONTRACTOR will be granted an extension of time and will not be assessed with liquidated damages for any portion of the delay in completion of the work beyond the time named herein for the completion of the work due to unforeseeable causes beyond the control and without the fault or negligence of the CONTRACTOR, including but not restricted to acts of God or of the public enemy, fire, floods, epidemics, quarantine restrictions, strike, and unsuitable weather, or delays of subcontractors due to such causes, provided CONTRACTOR submits timely notification and a written Request for Change Order as required herein. The CONTRACTOR shall within ten (10) days from the beginning of any such delay (unless the DISTRICT shall grant a further period of time prior to the date of final settlement of the Contract) notify the District Engineer in writing of the cause of the delay, and the District Engineer shall extend the time for completing the work if in the District Engineer’s judgment the cause so merits. The District Engineer’s determination on this matter shall be final and conclusive on the parties hereto. CONTRACTOR shall also be required to submit a written Request for Change Order to District Engineer within fifteen (15) days of the date of such delay. No adjustment shall be allowed for such delay unless strict compliance with this contractual provision is effected. CONTRACTOR's remedy shall be limited to the extra days granted and to any damages that he may be entitled to using the formula agreed to by the parties for all damages as provided in Paragraph 28. 6. The Contract Sum. DISTRICT agrees to pay and CONTRACTOR agrees to accept in full payment for the work above agreed to be done the sum of: Two Hundred Forty-One Thousand Eight Hundred Dollars and 00/100 ($241,800.00). 7. Progress Payments. Prior to the fifteenth day of the month next following the commencement of the work, there shall be paid to CONTRACTOR a sum equal to 90 percent of the value of the work completed since the commencement of the work as determined by the District Engineer and thereafter prior to the fifteenth day of each successive month as the work progresses. CONTRACTOR shall be paid such sum as will bring the payments up each month to 90 percent of the value of the work completed since the commencement of the work as determined by the District Engineer, less all previous payments, provided that CONTRACTOR submits his request for payment prior to the last Wednesday of each preceding month. DISTRICT shall make the final payment, if unencumbered, or any part thereof unencumbered, 35 days after the acceptance of the work and the filing of a Notice of Completion. Payments shall be made on demands drawn in the manner required by law, accompanied by a certificate signed by the District Engineer, stating that the work for which payment is demanded has been performed in accordance with the terms of the Contract, and that the amount stated in the certificate is due under the terms of the Contract. Partial payments on the Contract price shall not be considered as an acceptance of any part of the work. 8. Prompt Payments. DISTRICT agrees to promptly make progress payments on undisputed and properly submitted payment requests within thirty (30) days and to comply with the provisions of Public Contract Code Section 20104.50. 9. Retention Securities. Pursuant to California Contract Code Section 22300, CONTRACTOR will be entitled to post approved securities with the DISTRICT or an approved financial institution in order to have the DISTRICT release funds retained by the DISTRICT to insure performance of the Contract. 10. Specifications. The Standard Specifications for Public Works Construction, also known as the Greenbook, latest edition, shall be controlling unless a different specification is called out. The contractor shall also abide by the Costa Mesa Sanitary District’s Standard Plans and Specifications for the Construction of Sanitary Sewers and the Work Area Traffic Control Handbook (WATCH) latest edition. 11. Change Orders. Change order requests shall be submitted to the District Engineer in writing who shall have discretion to determine the merit of the change order request. The District Engineer may approve or disapprove change orders in his discretion except that any change order resulting in an increase of the Contract price shall be co-signed by the District Manager and/or approved by the Board of Directors. No amendments, modifications, or waivers of Contract terms or the Contract Documents, including additional compensation for extra work, will be allowed absent a written Change Order signed by both parties. 12. Prevailing Wage Rates. DISTRICT has ascertained the general prevailing rate of per diem wages and the general prevailing rate for legal holidays and overtime work in the locality in which the work is to be performed for each craft or type of work needed to execute this Contract, and the same has been placed on file with the District Clerk at the District’s principal office. Said per diem wages can be obtained on the Internet at http://www. dir.ca.gov/dlsr/DPreWageDetermination htm. Said per diem wages are deemed to include employer payments for health and welfare, pension, vacation, and travel time and subsistence pay, all in accordance with sections 1773.1 and 1773.8 of the Labor Code of the State of California. No contractor or subcontractor shall be awarded a contract for a public work unless registered with the Department of Industrial Relations pursuant to Labor Code Section 1725.5. Contractor agrees to comply with this requirement and to file his payroll records electronically. 13. Discrimination, Minorities, Aliens. The CONTRACTOR shall not unlawfully discriminate nor allow its employees, agents, principals, or subcontractors to unlawfully discriminate against any employee or applicant for employment on the basis of race, religious creed, national origin or sex. 14. Compliance with Davis-Bacon Act. This provision does not apply to this Contract. 15. Payroll Records. The provisions of section 1776 of the Labor Code of the State of California regarding the preparation, maintenance and filing of payroll records are applicable to this Contract. Specifically, each CONTRACTOR and subcontractor shall keep an accurate electronic payroll record, showing the name, address, social security number, work classification, straight time and overtime hours worked each day and week, and the actual per diem wages paid to each journeyman, apprentice or worker employed by him in connection with the public work. THE CONTRACTOR'S AND SUBCONTRACTOR'S PAYROLL RECORDS SHALL BE SUBMITTED TO THE DISTRICT ENGINEER FOR REVIEW ON A WEEKLY BASIS. THE CONTRACTOR SHALL BE RESPONSIBLE FOR SUBMITTAL OF SUB-CONTRACTOR’S PAYROLL RECORDS. 16. Penalty. CONTRACTOR shall, as a penalty to the DISTRICT, forfeit up to $50.00 for each calendar day or portion thereof for each workman paid (either by him or any subcontractor under him) less than the prevailing rate set forth herein on the work provided for in this Contract, all in accordance with section 1775 of the Labor Code of the State of California. 17. Apprentices. If applicable, the provisions of Labor Code Section 1777.5 requiring the use of apprentices in certain ratios to journeymen are hereby imposed upon CONTRACTOR. 18. Legal Day's Work. In the performance of this Contract, not more than eight (8) hours shall constitute a day's work, and the CONTRACTOR shall not require more than eight (8) hours of labor in a day from any person unless the CONTRACTOR complies will all applicable Labor laws. CONTRACTOR shall conform to Article 3, Chapter 1, Part 7 (section 1810, et seq.) of the Labor Code of the State of California, and it is agreed that the CONTRACTOR shall forfeit to the DISTRICT as a penalty the sum of $25.00 for each workman employed in the execution of this Contract by the CONTRACTOR or any subcontractor for each calendar day during which any workman is required or permitted to labor more than eight (8) hours in any one calendar day and forty (40) hours in any one week in violation of said article. 19. Subcontracting. CONTRACTOR acknowledges that he is aware of the provisions of the "Subletting and Subcontracting Fair Practices Act" (Public Contract Code Section 4100 et seq.) and that he agrees to comply with all applicable provisions thereof. If any part of the work to be done under this Contract is subcontracted, the subcontract shall be in writing and shall provide that all work to be performed thereunder shall be performed in accordance with this Contract. Upon request, certified copies of any or all subcontracts shall be furnished to the District Engineer or DISTRICT. The subcontracting of any or all of the work to be done will in no way relieve the CONTRACTOR of any part of his responsibility under the Contract. Breach of any of the above provisions will be considered a violation of the Contract, and the DISTRICT may: cancel the Contract, assess the CONTRACTOR a penalty of not more than 10 percent of the subcontract involved, or cancel the Contract and assess the penalty. All persons engaged in the work, including subcontractors, will be considered employees of the CONTRACTOR. He will be held responsible for their work. The DISTRICT will deal directly with and make all payments to the CONTRACTOR. 20. Workers’ Compensation. CONTRACTOR shall carry Workers’ Compensation Insurance and require all subcontractors to carry Workers’ Compensation Insurance as required by the Labor Code of the State of California. CONTRACTOR, by executing this Contract, hereby certifies: "I am aware of the provisions of Section 3700 of the Labor Code which require every employer to be insured against liability for Workers’ Compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this Contract." 21. Drug-Free Work. CONTRACTOR agrees to provide a drug-free workplace in accordance with 24 CFR part 24, sub-part F. Under 24 CFR part 24 sub-part F., the CONTRACTOR will provide certification in writing that it will provide a drug-free workplace by: (a). Publicizing a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession or use of a controlled substance is prohibited in the workplace and specifying the action it will take against employees for violation of such prohibition; (b). Establish an ongoing drug-free awareness program to inform employees about- 1. Degrees of drug abuse in the workplace; 2. The policy of maintaining a drug-free workplace; 3. Any available drug counseling, rehabilitation and employee assistance programs; 4. The penalties which may be imposed on employees for drug abuse violations occurring in the workplace. (c). Making it a requirement that every employee to be engaged in the performance of the Contract be given a copy of the statement required by paragraph (a); (d). Notifying employees in the statement required by paragraph (a) that as a condition of employment under the Contract the employee will - 1. Abide by the term of the statement; and 2. Notify the employer in writing of any conviction for a violation of a criminal drug statute occurring in the workplace no later than five (5) calendar days after such conviction. (e). Notify the DISTRICT in writing, within ten (10) calendar days after receiving notice under subparagraph (d) (2) from an employee or otherwise receiving actual notice of such conviction. Employer of said convicted employee must provide notice, including conviction title, to the DISTRICT; (f). Taking one of the following actions, within thirty (30) calendar days of receiving notice under subparagraph (d) (2), with respect to any employee who is so convicted - 1. Taking appropriate action against such an employee, up to and including termination, consistent with the requirements of the Rehabilitation Act of 1973, as amended; or 2. Requiring such employee to participate satisfactorily in a drug abuse assistance or rehabilitation program approved for such purposes by a Federal, State or local health, law enforcement, or other appropriate agency. (g). Making a good faith effort to continue to maintain a drug-free workplace through implementation of paragraphs (a), (b), (c), (d), (e) and (f). 22. Bonds. CONTRACTOR shall, prior to the execution of the Contract, furnish bonds approved by DISTRICT, one in the amount of one hundred percent (100%) of the Contract price, to guarantee the faithful performance of the work, and the other in the amount of one hundred percent (100%) of the Contract price to guarantee payment of all claims for labor and materials furnished. This Contract shall not become effective until such bonds are supplied to and approved by DISTRICT. All bonds shall be issued by an admitted surety insurer and the DISTRICT reserves the right to object to any such surety, in accordance with Code of Civil Procedure Section 995.660. 23. CONTRACTOR'S Affidavit. After the completion of the work contemplated by this Contract, CONTRACTOR shall file with the District Engineer his affidavit stating that all workmen and persons employed, all firms supplying materials, and all subcontractors upon the project have been paid in full, and that there are no claims outstanding against the project for either labor or material, except certain items, if any, to be set forth in an affidavit covering disputed claims, or items in connection with a Notice to Withhold, which have been filed under the provisions of the statutes of the State of California. 24. CONTRACTOR'S Waiver. CONTRACTOR agrees to execute a Final Close Out Agreement and Release of All Claims. The execution by CONTRACTOR of the Final Close Out Agreement and Release of All Claims shall constitute a waiver of all claims against DISTRICT under or arising out of this Contract unless otherwise stated in said document. 25. Notice to Proceed. No work, services, material or equipment shall be performed or furnished under this Contract unless and until a "Notice to Proceed" has been given to the CONTRACTOR by the District Engineer and all bonds and certificates of insurance required pursuant hereto have been furnished to and approved by DISTRICT. 26. Termination. A. If CONTRACTOR should fail to comply with any of the provisions hereof, or in the event CONTRACTOR should become the subject of a proceeding under state or federal law for relief of debtors, or if CONTRACTOR makes an assignment for the benefit of creditors, DISTRICT shall have the right to hold CONTRACTOR in default and cancel this Contract in whole or in part. B. Should CONTRACTOR, at any time during the progress of the work, refuse or neglect to supply sufficient material or labor, or fail to comply with any provision of this Contract, DISTRICT shall have the right, without prejudice to any other right or remedy it may have, to provide such materials and labor, or make good such deficiencies as DISTRICT may deem expedient after three (3) days notice in writing, delivered or mailed to CONTRACTOR at his last address on file with DISTRICT, and CONTRACTOR shall be liable for the cost and expense thereof which may be deducted by DISTRICT from any money that may be due CONTRACTOR. C. Without limiting any rights which DISTRICT may have by reason of any default by CONTRACTOR hereunder, DISTRICT reserves the right to terminate this Contract in whole or in part at its convenience. In such event DISTRICT shall compensate CONTRACTOR, subject to deduction for previous payments (i) by reimbursing CONTRACTOR for all actual expenditures and costs incurred in performing under this Contract (ii) by reimbursing CONTRACTOR for all expenditures made and costs incurred with DISTRICT'S prior written approval in settling or discharging outstanding commitments entered into by CONTRACTOR in performing under this Contract and (iii) by paying CONTRACTOR as a profit, insofar as a profit is realized hereunder, an amount equal to the profit on the entire Contract estimated at the time of termination, multiplied by the percentage of completion of the work. In no event, however, will the compensation to CONTRACTOR exceed the total Contract price less payments previously made and less the Contract price of work not terminated. Upon receipt of any notice of termination, CONTRACTOR shall, unless the notice otherwise directs, (i) immediately discontinue the work and the placing of all orders and subcontracts in connection with this Contract, (ii) immediately cancel all existing orders and subcontracts made hereunder and (iii) immediately transfer to DISTRICT all materials, supplies, work-in-process, appliances, facilities, equipment, machinery and tools acquired by CONTRACTOR in connection with the performance of this Contract. 27. CONTRACTOR'S Independent Investigation. No plea of ignorance of conditions that exist or that may hereafter exist, or of conditions or difficulties that may be encountered in the execution of the work under this Contract, as a result of failure to make the necessary independent examinations and investigations, and no plea of reliance on initial investigations or reports prepared by District Engineer and/or DISTRICT for purposes of letting this Contract out to bid, will be accepted as an excuse for any failure or omission on the part of the CONTRACTOR to fulfill in every detail all requirements of the Contract Documents. Nor will such reasons be accepted as a basis for any claims whatsoever for extra compensation or for an extension of time. 28. Damages/Extra Work Compensation. The parties have agreed to modify the formula for damages set forth in the Standard Specifications for Public Works Construction. The parties agree that the damage formula shall be used to measure all of CONTRACTOR’s damages or extra work required by this job. CONTRACTOR shall be limited to the following: Direct costs Mark-up Labor 20% Materials 15% Equipment Rental 15% Other Items 15% Subcontracted work 10% (first $5000) Subcontracted work 5% (work in excess of first $5000) Specialty Subcontracting (required by extra work) 5% (Provided at least three competitive bids are obtained and contractor selected the lowest bidder) Excluded from recovery shall be so-called “Eichleay damages” including, but not limited to, home office overhead, insurance and bonding costs, lost bonding capacity, lost profits, and lost interest. CONTRACTOR acknowledges that his recovery for damages or extra work is limited as provided in this paragraph. CONTRACTOR’s Initials________ 29. Other Documents Included. It is further agreed by the parties hereto that the following documents are incorporated into this Contract by reference and are to be read and construed together as the full, complete and integrated terms of this Contract: A. Notice Inviting Bids B. Supplementary Bid Addenda or Bulletins, if applicable C. Proposal Packet D. Standard Specifications for Public Works Construction “Greenbook,” latest edition E. Costa Mesa Sanitary District Standard Plans and Specifications for the Construction of Sanitary Sewers F. Construction Plans and Specifications for CMSD Project #194 G. Standard Drawings (Costa Mesa Sanitary District Drawings and City of Costa Mesa Drawings) H. Soils Report (omitted) I. City of Costa Mesa Encroachment Permit J. Faithful Performance Bond K. Payment Bond L. Approved Change Orders, if applicable M. Contractor’s Affidavit N. Final Closeout Agreement and Release of All Claims The documents listed in this Paragraph, including this Contract, shall be known and referred to collectively as the “Contract Documents.” 30. Interpretation. In the event of any conflict, inconsistency or incongruity between the provisions of this Contract and the provisions of any of the Contract Document(s) referenced in Paragraph 29 hereof, or amendments thereto, the provisions of this Contract shall control in all respects. 31. Attorney's Fees. In any action or proceeding brought by either party against the other party arising out of or in any way connected to this Contract, or where any provision hereof is validly asserted as a defense, the parties shall bear their own attorney’s fees, costs, and expenses. Nothing in this provision shall excuse CONTRACTOR’s duty to provide DISTRICT with a defense at CONTRACTOR’s cost when DISTRICT receives a complaint, petition, or other pleading from the third party requiring DISTRICT to defend itself. Notwithstanding the foregoing, costs and attorneys fees shall be available pursuant to Code of Civil Procedure Section 386.6 in connection with an interpleader. 32. Additional Costs. CONTRACTOR shall be responsible to reimburse DISTRICT a sum equal to the expenses of administration and legal services required to be expended by DISTRICT in processing Notices to Withhold, Stop Notices, or similar legal documents arising out of a failure of the CONTRACTOR to pay for labor or materials. Said obligation shall be provided for in the payment bond required by the CONTRACTOR. The DISTRICT shall further have the right to offset any such costs and expenses incurred by DISTRICT against any sums owing to CONTRACTOR. 33. Insurance. CONTRACTOR agrees to provide insurance in accordance with the requirements set forth herein. If CONTRACTOR uses existing coverage to comply with these requirements and that coverage does not meet the requirements set forth herein, CONTRACTOR agrees to amend, supplement or endorse the existing coverage to do so. The following coverages will be provided by CONTRACTOR and maintained on behalf of the DISTRICT and in accordance with the requirements set forth herein. Commercial General Liability/Umbrella Insurance. Primary insurance shall be provided on ISO- CGL form No. CG 00 01 11 85 or 88 or equivalent, as determined by District Counsel. Total limits shall be no less than one (1) million dollars per occurrence for all coverages and three (3) million dollars general aggregate. DISTRICT and its employees and agents shall be added as additional insured using ISO additional insured endorsement form CG 20 10 with an edition date prior to 1992 or equivalent, as determined by District Counsel. Coverage shall apply on a primary non- contributing basis in relation to any other insurance or self-insurance, primary or excess, available to DISTRICT or any employee or agent of DISTRICT. Coverage shall not be limited to the vicarious liability or supervisory role of any additional insured. Umbrella Liability Insurance (over primary) shall apply to bodily injury/property damage, personal injury/advertising injury, at a minimum, and shall include a “drop down” provision providing primary coverage above a maximum $25,000.00 self-insured retention for liability not covered by primary policies but covered by the umbrella policy. Coverage shall be on the following form to any underlying coverage. Coverage shall be provided on a “pay on behalf” basis, with defense costs payable in addition to policy limits. There shall be no cross liability exclusion. Policies shall have concurrent starting and ending dates. District Counsel shall have the authority to make determinations on the acceptability of forms of insurance coverage. A determination that the form of coverage is not acceptable shall cause the award to go to the next lowest responsible bidder. Business Auto/Umbrella Liability Insurance. Primary coverage shall be written on ISO Business Auto Coverage form CA 00 01 06 92 including symbol 1 (Any Auto) or equivalent, as determined by District Counsel. Limits shall be no less than one (1) million dollars per accident. Starting and ending dates shall be concurrent. If CONTRACTOR owns no autos, a non-owned auto endorsement to the General Liability policy described above is acceptable. Workers’ Compensation/Employers’ Liability shall be written on a policy form providing workers’ compensation statutory benefits as required by law. Employers’ liability limits shall be no less than one (1) million dollars per accident or disease. Employers’ liability coverage shall be scheduled under any umbrella policy described above. Unless otherwise agreed, this policy shall be endorsed to waive any right of subrogation as respects the DISTRICT, its employees or agents. CONTRACTOR and DISTRICT further agree as follows: 1. This Section supersedes all other sections and provisions of this Contract to the extent that any other section or provision conflicts with or impairs the provisions of this Section. 2. Nothing contained in this Section is to be construed as affecting or altering the legal status of the parties to this Contract. The insurance requirements set forth in this Section are intended to be separate and distinct from any other provision in this Contract and shall be interpreted as such. 3. All insurance coverage and limits provided pursuant to this Contract shall apply to the full extent of the policies involved, available or applicable. Nothing contained in this Contract or any other agreement relating to the DISTRICT or its operations limits the application of such insurance coverage. 4. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only and is not intended by any party to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. 5. For purposes of insurance coverage only, this Contract will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards, performance of this Contract. 6. All general or auto liability insurance coverage provided pursuant to this Contract, or any other agreements pertaining to the performance of this Contract, shall not prohibit CONTRACTOR, and CONTRACTOR’S employees, or agents, from waiving the right of subrogation prior to a loss. CONTRACTOR hereby waives all rights of subrogation against DISTRICT. 7. Unless otherwise approved by DISTRICT, CONTRACTOR’S insurance shall be written by insurers authorized to do business in the State of California and with a minimum “Best’s” Insurance Guide rating of “A:VII”. Self-insurance will not be considered to comply with these insurance specifications. 8. In the event any policy of insurance required under this Contract does not comply with these requirements or is canceled and not replaced, DISTRICT has the right but not the duty to obtain the insurance it deems necessary and CONTRACTOR will promptly reimburse any premium paid by DISTRICT. 9. CONTRACTOR agrees to provide notarized evidence of the insurance required herein, satisfactory to DISTRICT, consisting of certificate(s) of insurance evidencing all of the coverages required and an additional insured endorsement to CONTRACTOR’S general liability and umbrella liability policies (if any) using ISO form CG 20 10 with an edition prior to 1992 or equivalent, as determined by the District Counsel. Certificate(s) are to reflect that the insurer will provide 30 days notice of any cancellation of coverage. CONTRACTOR agrees to require its insurer to modify such certificates of any cancellation of coverage. CONTRACTOR agrees to require its insurer to modify such certificates to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, and to delete the word “endeavor” with regard to any notice provisions. CONTRACTOR agrees to provide complete copies of policies to DISTRICT upon request. 10. CONTRACTOR shall provide proof that policies of insurance required herein expiring during the term of this Contract have been renewed or replaced with other policies providing at least the same coverage. Such proof will be furnished within 72 hours of the expiration of the coverages. 11. Any actual or alleged failure on the part of DISTRICT or any other additional insured under these requirements to obtain proof of insurance required under this Contract in no way waives any right or remedy of DISTRICT or any additional insured, in this or any other regard. 12. CONTRACTOR agrees to require all subcontractors or other parties hired for this project to provide general liability insurance naming as additional insured all parties to this Contract. CONTRACTOR agrees to obtain certificates evidencing such coverage and make reasonable efforts to ensure that such coverage is provided as required here. CONTRACTOR agrees to require that no contract used by any subcontractor, or contracts CONTRACTOR enters into on behalf of DISTRICT, will reserve the right to charge back to DISTRICT the cost of insurance required by this Contract. CONTRACTOR agrees that upon request, all agreements with subcontractors or others with whom CONTRACTOR contracts with on behalf of DISTRICT, will be submitted to DISTRICT for review. Failure of DISTRICT to request copies of such agreement will not impose any liability on DISTRICT, or its employees. 13. If CONTRACTOR is a Limited Liability Company, general liability coverage must be amended so that the Limited Liability Company and its managers, affiliates, employees, agents, and other persons necessary or incidental to its operation are insured. 14. CONTRACTOR agrees to provide immediate notice to DISTRICT of any claim or loss against CONTRACTOR that includes DISTRICT as a defendant. DISTRICT assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve DISTRICT. 34. Indemnification. CONTRACTOR and DISTRICT agree that DISTRICT should, to the fullest extent permitted by law, be fully protected from any loss, injury, damage, claim, lawsuit, cost, expense, attorneys fees, litigation costs, defense costs, court costs or any other cost arising out of or in any way related to the performance of this Contract. Accordingly, the provisions of this indemnity provision are intended by the parties to be interpreted and construed to provide the fullest protection possible under the law to the DISTRICT, except for liability attributable to the DISTRICT’S active negligence. CONTRACTOR acknowledges that DISTRICT would not enter into this Contract in the absence of this commitment from CONTRACTOR to indemnify and protect DISTRICT as set forth here. To the fullest extent permitted by law and excepting only the active negligence of DISTRICT, established by a court of competent jurisdiction or written agreement between the parties, CONTRACTOR shall defend, indemnify and hold harmless DISTRICT, its employees, agents and officials, from any liability, claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, actual attorney fees incurred by DISTRICT, court costs, interest, defense costs including expert witness fees and any other costs or expenses of any kind whatsoever without restriction or limitation incurred in relation to, as a consequence of or arising out of or in any way attributable actually, allegedly or impliedly, in whole or in part to the performance of this Contract. All obligations under this provision are to be paid by CONTRACTOR as incurred by DISTRICT. Without affecting the rights of DISTRICT under any provision of this Contract or this Section, CONTRACTOR shall not be required to indemnify and hold harmless DISTRICT as set forth above for liability attributable to the active negligence of DISTRICT, provided such active negligence is determined by agreement between the parties or the findings of a court of competent jurisdiction. This exception will apply only in instances where the DISTRICT is shown to have been actively negligent and not in instances where CONTRACTOR is solely or partially at fault or in instances where DISTRICT’S active negligence accounts for only a percentage of the liability involved. In those instances, the obligation of CONTRACTOR will be for that portion or percentage of liability not attributable to the active negligence of DISTRICT as determined by written agreement between the parties or the findings of a court of competent jurisdiction. The obligations of CONTRACTOR under this or any other provision of this Contract will not be limited by the provisions of any workers’ compensation act or similar act. CONTRACTOR expressly waives its statutory immunity under such statutes or laws as to DISTRICT, its employees and officials. CONTRACTOR agrees to obtain executed indemnity agreements with provisions identical to those set forth in this section from each and every subcontractor, sub-tier contractor or any other person or entity involved by, for, with, or on behalf of CONTRACTOR in the performance of the subject matter of this Contract. In the event CONTRACTOR fails to obtain such indemnity obligations from others as required here, CONTRACTOR agrees to be fully responsible according to the terms of this section. Failure of DISTRICT to monitor compliance with these requirements imposes no additional obligations on DISTRICT and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend DISTRICT as set forth herein is binding on the successors, assigns, or heirs of CONTRACTOR and shall survive the termination of this Contract or this section. 35. Permits. The CONTRACTOR shall obtain from DISTRICT, City, County, State, Federal or other responsible public agencies all licenses and permits, and pay all fees related thereto, necessary to complete the job. 36. Assignment. No assignment by the CONTRACTOR of this Contract or any part hereof, or of funds to be received hereunder, will be recognized by the DISTRICT unless such assignment has had prior written approval and consent of the DISTRICT and the Surety. 37. Safety and Site Condition. CONTRACTOR shall perform all operations with due regard for safety and in strict compliance with all applicable laws relating thereto. It shall be CONTRACTOR'S responsibility to keep the site in a clean, neat and orderly condition. It shall also be CONTRACTOR'S duty to dust-palliate all working areas and access routes, if applicable. All operations shall be conducted by CONTRACTOR so that no fire hazards are created. 38. Utility Location. DISTRICT acknowledges its responsibilities with respect to locating facilities pursuant to California Government Code Section 4215. 39. Trenching. If this Contract involves digging trenches or other excavations that extend deeper than four feet below the surface, CONTRACTOR shall promptly, and before the following conditions are disturbed, notify the District Engineer in writing, of any: (a) Material that the CONTRACTOR believes may be material that is hazardous waste, as defined in Section 25117 of the Health and Safety Code, that is required to be removed to a Class I, Class II, or Class III disposal site in accordance with provisions of existing law. (b) Subsurface or latent physical conditions at the site differing from those indicated. (c) Unknown physical conditions at the site of any unusual nature, different materially from those ordinarily encountered and generally recognized as inherent in work of the character provided for in the Contract. (d) The District Engineer shall promptly investigate the conditions, and if he finds that the conditions do materially so differ, or do involve hazardous waste, and cause a decrease or increase in the CONTRACTOR'S cost of, or the time required for, performance of any part of the work, shall issue a change order in accordance with the procedures described in this Contract. (e) In the event that a dispute arises between District Engineer and the CONTRACTOR whether the conditions materially differ, or involve hazardous waste, or cause a decrease or increase in the CONTRACTOR's cost of, or time required for, performance of any part of the work, the CONTRACTOR shall not be excused from any scheduled completion date provided for by the Contract, but shall proceed with all work to be performed under the Contract. The CONTRACTOR shall retain any and all rights provided either by contract or by law, which pertain to the resolution of disputes and protests between the contracting parties. 40. Notices. The parties hereto agree that all formal notices required by this Contract may be provided to the following persons at the following addresses by sending the same by certified or registered mail as follows: DISTRICT: General Manager Costa Mesa Sanitary District 628 W. 19th Street Costa Mesa, California 92627-2716 CONTRACTOR: Sancon Engineering, Inc. 5841 Engineer Drive Huntington Beach, CA 92649 41. Effect of Invalidity. The invalidity in whole or in part of any provisions hereof shall not affect the validity of any other provision. 42. Gratuities. CONTRACTOR warrants that neither it nor any of its employees, agents or representatives has offered or given any gratuities to DISTRICT'S employees, agents or representatives with a view toward securing this Contract or securing favorable treatment with respect thereto. 43. Conflict of Interest. CONTRACTOR warrants that he has no blood or marriage relationship, and that he is not in any way associated with any architect, engineer or other preparer of the plans and specifications for this project. 44. Copeland "Anti-Kickback" Act. If applicable to this Contract, CONTRACTOR and its subcontractors shall comply with the provisions of the Copeland "Anti-Kickback" Act (18 USC Section 874), as supplemented in Department of Labor regulations, which Act provides that each Contractor shall be prohibited from requiring, by any means, any person employed in the construction, completion or repair of any public work, to give up any part of the compensation to which he is otherwise entitled. 45. Final Closeout Agreement and Release of All Claims. Prior to filing the Notice of Completion the CONTRACTOR and DISTRICT shall execute and record a Final Closeout Agreement and Release of All Claims, should the District make this request of CONTRACTOR. 46. Guarantees. CONTRACTOR shall and hereby does guarantee all work for a period of one (1) year after the date of filing of the Notice of Completion and shall repair and replace any and all such work, together with any other work which may be displaced in so doing that may prove defective in workmanship and/or materials within the one (1) year period from date of the filing of the Notice of Completion, without expense whatsoever to the DISTRICT, ordinary wear and tear and usual abuse or neglect excepted. In the event of failure to comply with the aforementioned conditions within five (5) days after being notified in writing, the DISTRICT is hereby authorized to proceed to have the defects repaired and made good at the expense of the CONTRACTOR, who shall pay the cost and charges therefor immediately on demand. 47. Job Progress. CONTRACTOR agrees to maintain a critical path analysis throughout the project. CONTRACTOR agrees to meet with the District Engineer on a weekly or other periodic basis, or as requested by the District Engineer to review job progress. CONTRACTOR agrees to provide District Engineer with critical path analysis documentation whenever job progress is impacted so that the completion date may be affected or whenever delays or other impacts may give rise to CONTRACTOR’S claim for additional days or additional damages. Delay and other claims of damages based on CONTRACTOR’S planned early completion are prohibited. 48. Resolution of Claims. For all claims that are less than Three Hundred and Seventy Five Thousand Dollars ($375,000.00), the provisions of Public Contracts Code Section 20104 et seq. (Article 1.5 – Resolution of Construction Claims) shall be followed. A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document. STATE OF CALIFORNIA) (INDIVIDUAL)/(CORPORATION) ss. COUNTY OF ) On , 2015, before me, the undersigned, a Notary Public in and for said state, personally appeared who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity on behalf of which the person(s) acted, executed the instrument. I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct. WITNESS my hand and official seal. _____________________________ (Notary Public) PAYMENT BOND PAGE 1 Bond No. COSTA MESA SANITARY DISTRICT PAYMENT BOND (LABOR AND MATERIAL BOND) KNOW ALL MEN BY THESE PRESENTS: THAT, WHEREAS, the COSTA MESA SANITARY DISTRICT, a municipal corporation and sanitary district, by minute order of the Board of Directors, adopted on May 28, 2015, has awarded to Sancon Engineering, Inc., hereinafter designated as the "Principal", Contract No. CMSD PROJECT NO. 194 for the work described as follows: Pump Station Coating and Manhole Rehabilitation. Said Contract and all of its obligations, covenants, terms and conditions are fully incorporated herein by reference. WHEREAS, said Principal is required by the provisions of said Contract and of the Civil Code to furnish a bond in connection with said Contract, as hereinafter set forth. NOW, THEREFORE, WE, the undersigned CONTRACTOR, as Principal and (Name and Address of Surety) Duly authorized to transact business under the laws of the State of California, as Surety, are held and firmly bound unto the Costa Mesa Sanitary District, in the penal sum of: Two Hundred Forty-One Thousand, Eight Hundred Dollars ($241,800.00), said sum being not less than one hundred (100%) percent of the estimated amount payable under the terms of the Contract for which payment well and truly be made, we bind ourselves, our heirs, executors and administrators, successors and assigns, jointly and severally, firmly by these presents. THE CONDITION OF THIS OBLIGATION IS SUCH that, if said Principal or his subcontractors, or the heirs, executors, administrators, successors or assigns thereof, shall fail to pay any of the persons named in Section 3181 of the Civil Code of the State of California for any materials, provisions, provender or other supplies used in, upon, for or about the performance of the work contracted to be done, or for any work or labor performed by any such claimant or any amounts required to be deducted, withheld, and paid over to the Franchise Tax Board from the wages of employees of the CONTRACTOR and his subcontractors pursuant to Section 18806 of the Revenue and Taxation Code, with respect to such work and labor, then said Surety will pay for the same, in an amount not exceeding the sum set forth hereinabove, and in addition, in case suit is brought upon the bond, will pay a reasonable attorney's fee to be fixed by the court. This bond shall inure to the benefit of any and all persons named in the aforesaid Civil Code Section 3181 so as to give a right of action to them or their assigns in any suit brought upon the bond. FAITHFUL PERFORMANCE BOND PAGE 1 Bond No. COSTA MESA SANITARY DISTRICT FAITHFUL PERFORMANCE BOND KNOW ALL MEN BY THESE PRESENTS: THAT, WHEREAS, the COSTA MESA SANITARY DISTRICT, a municipal corporation and sanitary district, by minute order of the Board of Directors, adopted on May 28, 2015, has awarded to Sancon Engineering, Inc., hereinafter designated as the "Principal" Contract No. CMSD PROJECT NO. 194 for the work described as follows: Pump Station Coating and Manhole Rehablitation said Contract and all of its obligations, covenants, terms and conditions are fully incorporated herein by reference. WHEREAS, the said Principal is required under the terms of said Contract to furnish a bond for the faithful performance of said Contract, including a one year guarantee of the work performed. NOW, THEREFORE, WE, the undersigned CONTRACTOR, as Principal and (NAME AND ADDRESS OF SURETY) Duly authorized to transact business under the laws of the State of California, as Surety, are held and firmly bound unto the Costa Mesa Sanitary District, in the penal sum of: Two Hundred Forty-One Thousand, Eight Hundred Dollars ($241,800), said sum being not less than one hundred (100%) percent of the Contract price for the payment of which sum well and truly to be made, we bind ourselves, our heirs, executors, administrators, and successors, jointly and severally, firmly by these presents. THE CONDITION OF THIS OBLIGATION IS SUCH that, if the above burdened Principal, his or its heirs, executors, administrators, successors or assigns, shall in all things stand to and abide by, and well and truly keep and perform all the undertakings, terms, covenants, conditions and agreements in the said Contract and any alteration thereof made as therein provided, on his or their part, to be kept and performed, at the time and in the manner therein specified, and in all respects according to their true intent and meaning, and shall indemnify and save harmless the Costa Mesa Sanitary District, its offices and agents, as therein stipulated, then this obligation shall become null and void, otherwise it shall be and remain in full force and virtue. This obligation covers a one year guarantee on work performed after said work has been completed. The one year period shall commence on the date the Notice of Completion has been recorded. In case suit is brought upon this bond, Surety further agrees to pay all court costs and reasonable attorneys' fees as fixed by the court. REQUEST FOR CHANGE ORDER RCO No. _____ (Payment or Time) NOTICE: Conditions arising that would support a request for payment for additional work or time extension must be brought to the District’s attention within ten (10) days, and a Request for Change Order for additional work/time extensions must be filed within fifteen (15) days. THIS FORM MUST BE USED. (See Contract Section 5.) Circumstances supporting payment for additional work/time: 1. Describe why payment should be granted. Attach any more detailed discussion, with backup documents as an exhibit. (Remember: damages have been contractually limited on this job. See Section 28 of the Contract.) ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ 2. Describe the delay and why a time extension is appropriate. Provide any backup documents as may be necessary to support the request. You must demonstrate how the critical path was impacted. ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ Submitted by _________________________________ Construction Manager’s Approval: Engineer’s Approval: _________________________________ _________________________________ By: By: NOTE: Approval of this request for change order is only effective upon District approval of the change order. Change Order approved/denied by: _________________________________ 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 Date: April 14, 2015 Project: #194 Manhole Rehabilitation and Pump Station Coating Subject: Justification for Rejection of Pre-Approval of LifeLast DuraShield 310 submitted by National Coating & Lining Co. District Specifications The Costa Mesa Sanitary District (District) has specified the coating for the manholes and pump station walls to be 3/8” (375 mils) thick, single application, polyurethane mortar. The District’s goal is to utilize the eco system technology (or equivalent) for injection of sand and aggregate into polyurethane coating to provide a high build, strong, long lasting, corrosion resistant polyurethane mortar coating. The District’s experience indicates a thick polyurethane mortar compound provides the greatest life expectancy for a coating applied to existing concrete manholes and existing concrete pump station walls that are subject to a wastewater environment. This type of high buildup coating has worked well in District manholes and pump stations. Research and experience indicates approximately a half dozen contractors provide this type of coating technology. National Coating & Lining Co has submitted the LifeLast DuraShield 310 coating for consideration as an equal to the coating specifications. LifeLast DuraShield 310 National Coating & Lining Company states in its correspondence: 1. “Since LifeLast DuraShield 310 is not a mortar system, and thereby does not contain a heavy loading of inert sand or rock. . .” 2. “. . .typical thicknesses range from 100 to 250 mils” Further, the LifeLast DuraShield 310 submittals indicate 3. No project references were supplied where LifeLast DuraShield 310 was applied to 375 mils in one application. The specifications require 10 similar projects of at least three years old for review. 4. The references submitted by National Coating & Lining Co appear to be straight forward application of the product as it is recommended, which is a different technology than as required in the project specifications. The specifications are intended to result in a high build corrosion resistant physical barrier between the wastewater and the existing concrete surfaces of the manholes and pump stations. 5. A 5-year warranty supported by printed manufacture literature does not appear to be included. Conclusion The project specifications required submittal of satisfactory evidence the specifications were being adhered to by one week prior to bid opening. Bid opening is April 20, 2015 at 10:00 A.M. and as of April 13, 2015, no information was received that indicates the eco system technology of injecting sand and aggregate into the polyurethane to create a thick mortar is being proposed by National Coating and Lining Co, therefore, National Coating and Lining Co is being requested not to bid on the project and any bid submitted will be returned unopened. Submitted by: Robin B. Hamers, PE District Engineer Costa Mesa Sanitary District ... an Independent Special District Ordinance No. 105 - Board of Directors Compensation Item Number: 24. Recommendation/Notes: Recommendation: That the Board of Directors approves adopting Ordinance No. 105 increasing Board compensation from $221.00 to $295.00 per day, not to exceed six days in a calendar month, to be effective July 1, 2015. ATTACHMENTS: Description Type Ordinance No. 105 - Revised Cover Memo ORDINANCE NO. 105 AN ORDINANCE OF THE COSTA MESA SANITARY DISTRICT AMENDING BOARD OF DIRECTORS COMPENSATION WHEREAS, on May 12, 2015, the Board of Directors directed staff to amend Board compensation; and WHEREAS, Section 3.01.030 of the District’s Operations Code establishes Board compensation; and WHEREAS, the Board of Directors now desires to amend Section 3.01.030. NOW, THEREFORE, the Board of Directors of the Costa Mesa Sanitary District does hereby ORDAIN as follows: Section 1. That Section 3.01.030 of the Costa Mesa Sanitary District Operations Code is hereby deleted in its entirety and reenacted to read as follows: “Section 3.01.030. Compensation Pursuant to the provisions of Health and Safety Code Section 6489, compensation is set for each day’s attendance at a Board meeting, or for each day’s service rendered as a Director at the request of the Board, the sum of two hundred ninety five dollars per day, not to exceed a total of six days in any calendar month. The following meetings shall be eligible for such per diem service: 1. Board meetings 2. Advisory committee meetings such as subcommittees 3. Approved conferences or organized educational activities 4. Orange County Sanitation District (OCSD) meetings 5. Santa Ana River Flood Protection Agency (SARFPA) meetings 6. Independent Special Districts of Orange County (ISDOC) meetings 7. Orange County Local Agency Formation Commission (LAFCO) meetings 8. California Special Districts Association (CSDA) meetings 9. California Association of Sanitation Agencies (CASA) meetings 10. Orange County Council of Governments (OCCOG) meetings 11. Water Advisory Committee of Orange County (WACO) meetings Ordinance No. 105 12. Costa Mesa Chamber of Commerce meetings 13. Educational Outreach and Presentations 14. City of Costa Mesa meetings 15. County of Orange meetings 16. City of Newport Beach Meetings 17. Mesa Water District meetings 18. Irvine Ranch Water District meetings 19. Costa Mesa Sanitary District/Mesa Water District/City of Costa Mesa Liaison Committee meetings 20. Water Discharge Regulation meetings (WDR) 21. Water Environment Association (WEF) 22. California Water Environment Association (CWEA) 23. Santa Ana River Basin Section (SARBS) 24. Costa Mesa Sanitary District/Mesa Water District/City of Newport Beach Liaison Committee meetings 25. South Coast Metro Alliance 26. Solid Waste Association of North America (SWANA) 27. Integrated Waste Management Commission (IWMC) 28. Any other meetings that directly involve the District 29. Any other meeting that indirectly involves the District by subject matter provided that the Director requesting compensation shall describe in his compensation request how the subject matter related to the District The Board member shall also be entitled to his/her reasonable expenses incident thereto.” Section 2. Should any part, clause or section of this Ordinance be declared by any Court of competent jurisdiction to be invalid, the remaining provisions of this Ordinance shall nevertheless be and remain in full force and effect and the Board of Directors of the Costa Mesa Sanitary District of Orange County, California, hereby declares that each and every section, clause, provision or part of this Ordinance would have been adopted and made a part of this Ordinance without the adoption of any portion thereof and that the invalidity of any part or provision hereof shall not in any way affect the validity or enforcement of the remaining provisions of this Ordinance that may stand on their own. Ordinance No. 105 Section 3. Pursuant to Health and Safety Code Sections 6490 and 6494.3, the District Clerk shall cause this ordinance or a summary thereof to be published in a newspaper of general circulation printed and published in the District according to law. PASSED and ADOPTED this 28th day of May, 2015 Secretary President APPROVED AS TO FORM District Counsel Costa Mesa Sanitary District ... an Independent Special District Discuss litigation with legal counsel pursuant to Government Code Section 54956.9: Item Number: 25. Recommendation/Notes: (a) 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 General Manager of the Year - Oral Report Item Number: 26. Recommendation/Notes: Recommendation: That the Board of Directors approves nominating Scott Carroll to the California Special Districts Association (CSDA) for General Manager of the Year. Costa Mesa Sanitary District ... an Independent Special District Costa Mesa Sanitary District ... an Independent Special District Costa Mesa Sanitary District ... an Independent Special District Costa Mesa Sanitary District ... an Independent Special District