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2013_05_28_special_meeting628 W. 19th Street Costa Mesa, CA 92627 Fiscal Years 2010-15 Strategic Plan Meeting and Exceeding the Public’s Expectations Costa Mesa Sanitary District Amended by the Board of Directors on 4/3/13 Ratified by the Board of Directors on________ Strategic Plan 2010 BHI Management Consulting 2 5/21/13 Governing Board of Directors James Ferryman, President Michael Schaefer, Vice President Arthur Perry, Secretary Robert Ooten, Assistant Secretary Arlene Shafer, Director District Staff Scott Carroll, General Manager Robin B. Hamers, District Engineer Marcus Davis, District Treasurer Anna Sanchez, Administrative Services Manager Noelani Middenway, Deputy District Clerk Javier Ochiqui, Management Analyst Steve Cano, Maintenance Supervisor Consultant Brent H. Ives, Managing Consultant Strategic Plan 2010 BHI Management Consulting 3 5/21/13 Costa Mesa Sanitary District Strategic Plan Table of Contents A. Introduction ………………………………………………………………………… 4 B. Definitions ………………………………………………...………………………… 4 C. Plan Development and Continuation ……………...………… …………………… 7 D. Mission Statement, Vision Statement, Core Values ……...……………………… 8 E. Strategic Elements and Goals ………………………………...…………………… 10 1.0 Sewer Infrastructure …………………………………………………… 11 2.0 Solid Waste ……………………………………………………………… 19 3.0 Partnerships ……………………………………….…………………… 23 4.0 Public Relations ………………………………………………………… 26 5.0 Administrative Management …………………………………………… 30 6.0 Personnel/Organizational Management …………..…………………… 33 7.0 Finances ……………………………………………..…………………… 37 F. District Boundary Map ………………………………………………………………40 G. Table 1 – Five Year Plan at-a-glance …………………………..……………………41 Strategic Plan 2010 BHI Management Consulting 4 5/21/13 A. Introduction A Strategic Plan is a top level planning document for an organization to set clear direction over all operational aspects of its mission. It serves as a framework for decision making over a 5-year period. It is a disciplined effort to produce fundamental decisions that shape what an agencyDistrict plans to accomplish by selecting a rational course of action. This plan has incorporated an assessment of the present state of District operations, gathering and analyzing information, setting goals, and making decisions for the future. Time has been taken to gather input from various sources to add to the veracity of the plans herein. The plan seeks to strengthen and build upon opportunities while addressing areas of concern. This plan also identifies actions, activities, and planning efforts that are currently active and needed for continued success in operations and management of the District, and provides for periodic reviews and updates. The strategic planning effort has focused on several or all of the following tasks areas:  A clear commitment to infrastructure health.  Community relations.  Collaboration with partner agencies.  The need to address the challenges of providing a balance of programs and facilities that are needed with the very real constraints that exist now and in the future.  Workplace health that is critical to meeting the District’s service goals. B. Definitions 1. Mission Statement: A declaration of an organization’s purpose, why the organization exists. Ideally, all activities of the District should be in support of the Mission Statement. Strategic Plan 2010 BHI Management Consulting 5 5/21/13 2. Vision Statement: A statement that articulates where the organization would like to be over the term of the Plan. It should outline important aspects of the organization as described within the planning term. The Vision should create strategy and tactics in order to be met. The best visions are inspirational, clear, memorable and concise. A vision statement should be twenty words or less. 3. Strategic Elements: These are the broad, primary areas of District operations, planning, and management within the Plan that need to be addressed and supported by Strategic Goals to ensure optimum progress. A. Objective: A concise statement associated with each strategic element that describes the objective of that element. It explains why that element is important to the District’s overall strategy. B. Strategy: A concise statement associated with each strategic element that describes how the objective for that element will be achieved. C. Performance Measurement: Describes specific measureable outcomes for each strategic element to determine if objectives were achieved or not. The District uses the Balance Approach method of desired outcomes by focusing on three related areas:  Service Delivery (what is our product?)  Citizen/Customer Satisfaction (how satisfied are our customers?)  Cost Efficiency (how much does it cost?) D. Benchmark: A concise statement describing a standard by which the strategic objective can be measured. Formatted: Indent: Left: 0.56", Hanging: 0.44", No bullets or numbering Strategic Plan 2010 BHI Management Consulting 6 5/21/13 4. Performance Measurements: Performance measures help translates an organization’s mission, vision and strategy into tangible objectives. It is an important interlinking tool for improving results, engaging customers (externally & internally), sharing information and building partnerships. Performance measurement is important to interlink with strategic planning because: A. If you have performance measurement without strategic planning, you know how fast you are going, but you do not know whether you are going in the right direction. B. If you have strategic planning without performance measurement, you know you are going in the right direction, but you do not know whether you are getting there. C. The District’s philosophy of performance measurement is to:  Increase customer trust and confidence;  Focus on meaningful outcomes;  Demonstrate effectiveness;  Challenge staff to be creative and innovative. 45. Strategic Goals: Strategic Actions are specific and measurable activities or targets that address the strategic elements. Day-to-day actions and projects (not covered in detail in the Strategic Plan) will be designed so that the Strategic Goals are accomplished. 5. Work Plan: A work plan is a series of actions developed by staff that, when accomplished, will achieve meeting the strategic goals and elements, and ultimately, the mission and vision identified by the Board of Directors. C. Plan Development and Continuation Process Formatted: Indent: Left: 0.25", Hanging: 0.25" Formatted: Justified, Indent: Left: 0.25",Hanging: 0.25" Formatted: Indent: Left: 0.25", Hanging: 0.25" Formatted: Indent: Left: 0.25", Hanging: 0.25", No bullets or numbering Formatted: Left, Indent: Left: 0.25", Tab stops: 0.5", Left + Not at 2.25" Strategic Plan 2010 BHI Management Consulting 7 5/21/13 In 2008 the Board of Directors of the Costa Mesa Sanitary District (District) retained BHI Management Consulting (Consultant) to facilitate and coordinate the initial Strategic Plan development. BHI first gathered input from the employee base at CMSD, then interviewed individual Board members to obtainget their one-on-one perspectives. The following items were discussed; mission statement, core values, District strengths, weaknesses, opportunities and threats, current and future issues and important future projects. The Board supported this process as a way to allow all to participate in the foundation of the Strategic Plan. A Board/Key Staff workshop was conducted to develop the following plan elements: strategic elements, write objective and strategy statements for each strategic element, write performance measurements and the desired outcomes to achieve, and initial work on Strategic Goals. A steering committee, consisting of the Key Staff, worked with BHI to complete the list of Strategic Goals in support of the Vision and strategic elements and refine the Plan prior to presentations to the full Board for initial review and final approval. A key part of the Strategic Planning process is to conduct an annual review and update of the plan. These reviews allow for maintenance of the plan so that it reflects the actual progress and needs of the District. The reviews will be documented, and followed up with by either a plan supplement or an updated plan. A five-year planning horizon will be maintained. By the end of 2012 the District achieved twenty-three out of forty-one strategic goals. The remaining eighteen goals are on-going. On April 3, 2013, the Board of Directors and staff worked collaboratively on developing new vision and core values along with new strategic goals to further move the organization forward and achieve its mission and vision. The new vision, core values and goals are reflected in this amended document. Strategic Plan 2010 BHI Management Consulting 8 5/21/13 D. Mission Statement, Vision Statement, Core Values MISSION of the Costa Mesa Sanitary District “Protecting our community’s health and the environment by providing solid waste and sewer collection services.” VISION of the Costa Mesa Sanitary District Promoting a sustainable environment that is free from sewer and solid waste pollution CORE VALUES of the Costa Mesa Sanitary District We believe in: 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 infrastructure is maintained and rehabilitated for the long term. Formatted: Font: Gill Sans MT Formatted: Font: Gill Sans MT Formatted: Font: Gill Sans MT Formatted: Font: Gill Sans MT Strategic Plan 2010 BHI Management Consulting 9 5/21/13 Technology: Striving to utilize advanced technology in meeting our goals. Fiduciary Responsibility: Providing the highest quality service at fair, equitable and adequate rates. E. Strategic Elements and Goals Strategic Elements and Strategic Goals represent the vital areas of the District’s operation, planning, and management. Strategic Elements are derived from the foundational Mission and Vision statements of the District. They are linked to action through Strategic Goals within the five-year period that serve to assure that important areas of the District are well supported and moved forward per Board direction. Strategic Elements and supportive Strategic Goals, along with action dates within the planning period, are presented in tabular form in Table 1. The Strategic Elements are:  1.0 Sewer Infrastructure  2.0 Solid Waste  3.0 Partnerships  4.0 Public RelationsCommunity Outreach & Communications  5.0 Administrative Management  6.0 Personnel/Organization Management  7.0 Finances Strategic Plan 2010 BHI Management Consulting 10 5/21/13 1.0 Sewer Infrastructure 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. Work Plan  Immediately repair deficient manhole covers after being notified of condition or after visually inspected by the maintenance crew and/or CMSD contractor during mainline cleaning frequencies.  Periodically replace manhole covers with covers that have fewer pick holes. Monitor existing plugged and sealed manhole covers and replug when necessary.  Analyze hot spot locations to determine the cost effectiveness of continual high frequency maintenance cost vs. repair and/or rehabilitation cost.  Budget appropriate funds in the CIP and M&O Budgets to repair and/or replace sewer infrastructure.  Perform the District cleaning program where the entire system will be cleaned once every two years. The cleaning program will consist of using a combination of the District’s sewer maintenance crew and an independent contractor.  Use emerging technologies and methods to evaluate force mains.  Perform regular inspections and preventive maintenance on pump stations. Repair and/or replace pump station equipment when necessary.  Promote the District’s Residential Recycling FOG program and work with Environmental Engineering & Contracting (EEC) to ensure food service establishments are complying with the District’s FOG regulations.  Promote the District’s Sewer Lateral Assistance Program (SLAP).  Complete an internal audit of the District’s Sewer System Management Plan (SSMP).  Review and update the District’s Sewer Master Plan (SMP). Strategic Plan 2010 BHI Management Consulting 11 5/21/13 STRATEGIC GOALS 1.1 Manhole Cover Maintenance Program – Maintaining the structural integrity of manhole covers is an important part of the District’s maintenance program because it prevents inflow from entering the sewer system, protects the public and prevents potential damages to private vehicles. The District will use the National Association of Sewer Service Companies (NASSCO) assessment rating system (1 through 5) to determine the defect level for manholes. Manhole covers that receive a rating of 5 will be immediately repaired. In addition, staff will immediately respond after receiving reports from the public about loose and/or missing manhole covers. Manhole covers that receive a rating of 4 or less will be put on a maintenance and/or repair schedule. Manhole covers will be assessed from the District’s maintenance crew and contractor while performing their regular mainline cleaning frequencies. 1.2 Inflow Reduction Program - 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 Completion Time 1.1 Manhole Cover Maintenance Program On-going 1.2 Inflow Reduction Program On-going 1.3 Reduce Hotspot Locations to less than 40 2014-15 1.4 System wide Sewer Replacement and Repair Program On-going 1.5 Sewer Line Maintenance Cleaning Program On-going 1.6 Evaluate force main conditions on a regular basis On-going 1.7 Pump Station Maintenance & Standardization Program On-going 1.8 Fats Oil Grease (FOG) Program On-going 1.9 Sewer Lateral Assistance Program On-going Strategic Plan 2010 BHI Management Consulting 12 5/21/13 times the dry weather flow. Therefore, agencies are obligated to make a concentrated and on-going effort to reduce I/I, including designating yearly Capital Improvement Projects in this regard. 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. Staff believes plugging and sealing manholes is a good the best course of action to prevent inflow although not all manholes will be plugged and sealed in order to allow the sewer system to function properly. To date, staff has plugged and sealed nearly approximately 1,0500 manholes out of approximately 4,65046 manholes District wide. Staff believes the best course of action is replacing manhole covers with covers that have one or no vent and/or pick holes; however, manhole covers are expensive so this course of action will be done when plugged manhole covers are defective and need replacement or staff is continually replugging manhole covers. As stated, according to the District-wide CCTV results, the I/I making its way into the CMSD sewer system is from Inflow, not Infiltration. As evidenced in the OCSD Percent Rain Ingress Map and as explained at Sewer System and Operations Committee meetings, there are three orange/red/brown areas that have rainfall above the OCSD goal of 2.0% rainfall ingress (light blue color) into the sewer system. This is quite a large percentage of the CMSD service area and the reason OCSD has CMSD near the top of the list for member agencies with I/I. District staff divided the entire District into thirds and the Maintenance Supervisor and two construction inspectors were each assigned one-third. Each of the three is responsible for plugging and sealing manholes located in vee gutters in alleys, mManholes that are plugged are located within 5’-10’ of curb and gutter, manholes in streets known to flood during rain events, manholes on private property subject to inflow so long as permission from the property owner is obtained, and any other manholes subject to inflow. Additionally, the three attempt to locate illegal connections of backyard or parking lot storm water into the sewer followed by working with the property owners to terminate the connections. Strategic Plan 2010 BHI Management Consulting 13 5/21/13 In order to quantify results of the Inflow Reduction Program, the District Engineer prepares charts comparing pumping station run times during rain events with run times during dry weather to calculate the total Inflow into the system. Another proactive step is the arrangement with National Plant Services (NPS) to completely reseal the vent holes, pick hole, and the open space between the ring and cover at no cost to the District if done during the regular maintenance cleaning operation if the manhole was sealed prior to their work. CMSD staff is coordinating its effort with the Orange County Sanitation District and is continuing its public education of the importance of preventing storm water from entering the sanitary sewer. 1.3 Reduce Hot Spot Locations to less than 40Abatement Program - “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 Maintenance Supervisor and cleaning crew must regularly clean these sections to avoid sanitary sewer overflows (SSO’s). Through the District’s sewer system sub-committeeEvery quarter (once every three months), District staff and consultant Environmental Engineering & Contracting (EEC) analyze the causes for labeling line segments as hot spots and then the group will determine a course of action to remedy line segments and remove them from the hot spot list. Sample coursed of action include installing cured-in-place short liners and top hats to eliminate root intrusion, repairing line segments and replacing pipes that have sags. In the beginning of 2011 the District had 95 hot spot locations. Two years later, the District now has 43 hot spot locations. The saved staff hours from reduced hot spot locations is reallocated to other aspects of the District’s sewer maintenance program. Reducing the locations to less than 40 locations will save additional maintenance hours that can be reallocated to the sewer line maintenance cleaning program. in order from worst to best to determine the necessary line repairs or FOG program assistance to eliminate the hot spots. This program has proven to be successful by structurally repairing many line segments and increasing the cleaning frequency. This program will continue until enhanced maintenance areas are eliminated. 1.4 System Wide Sewer Replacement and Repair Program – Replacement Strategic Plan 2010 BHI Management Consulting 14 5/21/13 This portion of the program provides a yearly contribution to the District’s Asset Management Fundlong-term replacement fund for the sewer system. The Board of Directors approved a minimum balance of $5 million in the Asset Management Fund for s the yearly contribution that will contribute to replacing the sewer system if and when the sewer system reaches its life expectancy. A long-term replacement fund is prudent and one of the necessary components of comprehensive sewer system management. The District has 219.4 miles of gravity sewer main that wasere constructed beginning in 1953. Therefore, the system is 5760 years old and industry standard belief considers the life expectancy of vitrified clay pipe (VCP) to be 100 years. The economics of a system wide replacement program are as follows: Assigning a per foot construction cost of $300 per foot, which includes manholes and other related costs, times 219.4 miles of sewer equals approximately $350 million. This is a significant sum and one that will not likely be reached by the District since the total annual funds available for the sewer system yearly budget for the entire District is just over $110 million. However, in 2011 the District adopted an Asset Management Plan that describes the life expectancies of the District sewer system along with an estimated cost for replacement. The District is being proactive by replacing or rehabilitating pipes using trenchless technology such as pipe bursting, HDPE slip lining, cured-in-place-pipe, fold and form, etc. Trenchless technology is proven cost effective. For example, the District originally budgeted $1 million to remove and replace 3,000 feet of force main on Mesa Drive. The District used HDPE slip lining at a cost of $322,850. In addition, trenchless technology is efficient, typically completed in a few days, thus causing less traffic congestion and neighborhood disruption. The District will continue to evaluate the latest trenchless technologies for replacing aging sewer pipes. Fortunately, VCP sewers have lasted over 200 years in certain locations in the United States and the material itself is inert (resistant to chemical breakdown) and resistant to abrasion. Therefore, it is possible to consider the life expectancy long enough so that technology may advance to a point where new inexpensive rehabilitation methods will be developed. HDPE Slip Lining on Irvine Blvd Strategic Plan 2010 BHI Management Consulting 15 5/21/13 The most important component for extending the life expectancy of the sewer system is to televise the pipe interior and repair problems before they magnify. The District completed a District-wide televising project in 2009 and recently analyzed and compiled the results into a repair program. Staff will continue televising sewer mains and make recommendations to the Board of a timeline for sewer replacement and rehabilitation. 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 the proposed funding for this repair projects will be budgeted annuallyis currently at $700,000 per year. It is anticipated the funding will continue thereafter to handle the on-going rehabilitation necessary to insure the system operates properly as it enters its second 50 years of existence. Projects high on the priority list are those deficiencies that score a Grade 5 on the National Association of Sewer Service Companies (NASSCO) Pipeline Assessment and Certification Program (PACP) rating system used during the televising project. A score of 5 indicates immediate attention is required and a score of 4 indicates repair will likely be necessary in the next few years. By 2013, the District will have repaired and/or rehabilitated all 265 deficient line segments that scored a Grade 5. In the coming years, the District will turn its attention to Grade 4 deficient line segments by repairing and/or rehabilitating said segments before they become Grade 5’s. The Board will approve a plan that will include a timeline and a budget for repairing pipelines receiving a deficiency score of 5. 1.5 Sewer Line Maintenance Cleaning Program - 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 CMSD uses a hybrid approach by dividing the District into five sections and cleaning slightly more than one-half of the system each year. This simpler approach will decrease travel time and increase efficiency by concentrating work in selected areas rather than having to drive to certain areas just to clean selected sewer lines. Cleaning sewers every two years is a safe and reliable practice that will not lead to backups and sanitary sewer overflows. Formatted: Justified, Indent: Left: 1" Formatted: Font: (Default) Calibri Strategic Plan 2010 BHI Management Consulting 16 5/21/13 Sewer lines requiring annual maintenance will continue being cleaned annually. Areas needing more frequent cleaning (hot spots) are cleaned as frequently as necessary. These include the inverted siphons that run under flood control channels or commercial areas with multiple restaurants. The District has developed GIS maps of areas of the system requiring cleaning once per year and areas requiring cleaning once every two years. An example of an area requiring cleaning once a year is the 15” VCP sewer main in Adams Avenue that handles a large service area. Examples of lines requiring cleaning once every two years are 8” lines in cul-de-sacs that only serve a few residences. The GIS maps and Computerized Maintenance Management System (CMMS) will provide an enhanced planning tool consisting of boundary lines around sewer sheds so they can be cleaned from the higher elevations to the lower elevations along with colored cleaning maps. Currently, the CMSD Maintenance Supervisor uses the GIS and CMMS to plan and document cleaning activities. With the recent addition of a new maintenance worker, District field crews now total four men including the Maintenance Supervisor. The increase in field crew size coupled with the recent purchase of a new sewer cleaning truck (Vac-con truck) gives the District the ability to perform regular sewer line cleaning. The District will use two sewer-cleaning crews, one in-house crew and one contract crew to perform the District’s Sewer Line Maintenance Cleaning Program. and cleans small 8” VCP tract sewers with small flows once every three years, while cleaning higher flowing sewers every two years, and cleaning the highest flowing and problem sewers every year. The CMSD uses a combination public-private arrangement where National Plant Services, Inc. (NPS) performs maintenance cleaning while the CMSD employee crew performs hot spot and other specialty cleaning. By cleaning all parts of the gravity sewer system within three years, the CMSD is in conformance with industry standards. 1.6 Evaluate force main conditions on a regular basis - 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 Formatted: Left Formatted: Font: (Default) Calibri Formatted: Justified, Indent: Left: 1" Formatted: Left Formatted: Font: (Default) Calibri Formatted: Font: Times New Roman Strategic Plan 2010 BHI Management Consulting 17 5/21/13 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. In 2012 the District embarked on an innovative process to assess the condition of force mains. The District hired a company called, Pipeline Inspection and Condition Analysis Corp. or PICA, to provide direct condition assessment of force main pipes through the use of in-line inspection tools. Direct condition assessment is the only way for Asset Managers to truly know if a pipeline can be repaired or rehabilitated, or if the pipeline truly needs to be replaced. “Good Decisions start with Good Information” is the premise under which PICA operates. PICA provided accurate measurements of remaining wall thickness for the Santa Ana and 23rd Street force mains. Their unique, patented technology can “see” through liners, scale and tubercles to detect graphitization and pitting, erosion and cracks. Their tools use electromagnetic technology which does not require the sensors to be in contact with the pipe wall inside the pipe. The tools have equal sensitivity to wall-loss regardless of whether it is on the inside or outside of the pipe. PICA can detect leaks, of course, but they can also detect thinning that will lead to leaks in the near future, allowing the District to make proactive repairs to prevent the next leak. The PICA technology was able to determine that the Santa Ana and 23rd Street force mains had significant corrosion causing the wall thickness to be less than 20%. Imminent failure was on the horizon, so armed with this information the District immediately performed emergency work by relining the force mains. The District plans on using this technology for assessing all of the force mains. Unfortunately, force main condition assessment is at this point in time an inexact science, meaning there is no current method to determine the structural integrity of the entire line. Pipe wall thickness is the critical indicator of whether a failure is likely to occur, however, existing pipe wall thickness can only be currently measured by excavating and exposing the pipe followed by attaching a sensor. Obviously, the entire pipe length cannot be exposed for this test. What is needed is a new technology consisting of a no- PICA Technology Formatted: Font: (Default) Calibri Formatted: Justified, Indent: Left: 1" Formatted: Font: (Default) Calibri Formatted: Left, Indent: Left: 1" Formatted: Font: (Default) Calibri Formatted: Justified, Indent: Left: 1" Formatted: Font: (Default) Calibri Formatted: Font: (Default) Calibri Strategic Plan 2010 BHI Management Consulting 18 5/21/13 dig method of introducing a probe into the line from the outlet manhole all the way down the line while it measures the pipe wall thickness. It is prudent for the District to continue tracking the age and operating conditions of the force mains and to replace or rehabilitate the lines as necessary. 1.7 Pump Station Maintenance and Standardization Program - 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 pump stations are monitored and maintained daily and because of the continuous operation, any deficiencies are readily apparent. Maintenance is ongoing and on an as-needed basis. The pumping stations are upgraded or rebuilt as soon as the maintenance staff believes the risk of problems begins increasing. For the District, keeping critical replacement parts available encompasses stocking spare pumps that can be used as replacements while pumps are serviced or replaced. The District attempts to use the same model pumps in as many stations as possible to simplify maintenance and replacement. The District also attempts to use the identical equipment in each of the pumping stations, including electrical panels, liquid level sensors, back up sensors, valves, by-pass connection, etc. With the assistance of the Operations Manager, the Maintenance Supervisor maintains a detailed spreadsheet of all his activities at the pumping stations. The Maintenance Supervisor has determined the proper maintenance and replacement frequency and continues to keep the pumping stations running properly. The Maintenance Supervisor is also assembling an inventory of replacement parts and equipment to decrease down time. To simplify operations, the District Engineer, Maintenance Supervisor and Operations Manager have agreed to a standardized list of parts and equipment in the stations. Uniformity of equipment simplifies operational knowledge, replacement activities, and inventory. 1.8 Fats, Oils and Grease (FOG) Program - Fats, oils, and grease (FOG) is discharged into the sewer system mainly from food service establishments (FSEs). 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). Formatted: Font: (Default) Calibri Formatted: Justified, Indent: Left: 1" Formatted: Font: (Default) Calibri Formatted: Font: (Default) Calibri Formatted: Left Strategic Plan 2010 BHI Management Consulting 19 5/21/13 The State of California Waste Discharge Requirements (WDR) requires sewer agencies to have FOG programs to eliminate SSOs. In response to this mandate, the Costa Mesa Sanitary District uses consultant EEC and the Orange County Health Care Agency (OCHCA) to manage its FOG program along with CMSD plan check and inspection staff. EEC provides permitting, monitoring, and enforcement activities for the District’s FSEs. An OCHCA food inspector will also pay visits to FSE’s on behalf of CMSD to check whether a pre-determined list of best management practices (BMPs) is being adhered to. Additionally, the District’s FOG program includes the CMSD Permit Processing Specialist and District Engineer insuring new, remodeled, and existing (where appropriate) FSEs contain FOG reduction devices through the plan check process. In 2011, the District implemented its residential FOG Recycling Program to coincide with traditional holidays (e.g. Thanksgiving, Passover, Christmas, etc.) where residents will be able to properly dispose their grease. Residents can deliver their jug filled with grease to the Orange Coast College (OCC) Recycling Center, which is open to the public seven days a week. A contractor will periodically arrive at OCC to remove the grease and transport it to a recycling facility where it will be recycled for reusable products such as bio-fuel, candles, soap, etc. 1.9 Sewer Lateral Assistance Program (SLAP) - 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. CMSD Board of Directors became concerned at the significant cost of sewer lateral repair, particularly if the problem is located in the street. Because many property owners are unable to service their sewer laterals due to the lack of a cleanout, the Board approved an incentive program where the District would financially assist the property owner. The Costa Mesa Sanitary District Board adopted its Sewer Lateral Assistance Program in the 2007-2008 fiscal year including the program parameters of reimbursing a residential property owner up to $1,800 for installing a cleanout, cleaning the lateral, root cutting, hydro jetting, spot repair, or installing a liner. The lateral is defined as the sewer from the building all the way to, and including, the connection to a sewer main. Formatted: Font: (Default) Calibri Formatted: Font: (Default) Calibri Strategic Plan 2010 BHI Management Consulting 20 5/21/13 The first application was received on September 27, 2007, followed by very active resident participation. Since April 2013, a total of 945 CMSD residents have participated in the program and CMSD has paid $971,039 in assistance The program was so well received; the Board allocated an additional $50,000 for the first fiscal year, 2007-2008, making the total $150,000. The yearly project budget of $22500,000 is includes $150,000 for reimbursements to residential property owners for work performed on sewer laterals and $50,000 for staff costs. The District’s program has been closely watched locally and state-wide as other agencies also begin to voluntarily adopt programs. Formatted: Font: (Default) Calibri Strategic Plan 2010 BHI Management Consulting 21 5/21/13 2.0 Solid Waste 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. Work Plan  Develop curriculum for the Solid Waste Citizen Academy.  Conduct an annual performance audit of CR&R Environmental Services.  Work with public and private schools on promoting recycling and waste reduction programs.  Develop an Action Plan for achieving zero waste goals.  Finalize a Zero Waste Plan.  Work with CR&R Environmental Services on developing an organic waste program.  Promote composting and vermicomposting to the community.  Promote the District’s door-to-door household hazardous waste collection program to senior and disabled residents.  Discourage scavenging activities within the District service area.  Enforce trash cans stored out of public view and/or stored off public alleyways.  Develop a plan/schedule to meet California’s New Goal of 75% Recycling by 2020.  Implement zero waste behavior at HQ and the Yard.  Partner with OC Waste & Recycling and Orange Coast College on hosting a one-day household hazardous waste collection event.  Implement a home trash audit program.  Collaborate with the City of Costa Mesa on waste reduction programs.  Implement a battery recycling program as a fund raising program for local schools.  Partner with OC Goodwill on sponsoring a community event for collecting donated items that are reusable. Strategic Plan 2010 BHI Management Consulting 22 5/21/13 STRATEGIC GOALS 2.1 Solid Waste Citizens Academy – Fashioned similar to a Citizen Police Academy, the Solid Waste Citizen Academy will educate residents about the Districts solid waste and recycling programs. Residents will learn about the terms of the agreement between CMSD and CR&R Environmental Services, state mandates for waste diversion, latest technology (GPS, conversion technology, etc.), District recycling and waste reduction programs, scavenging, code enforcement, and more. Participant will end the program with a tour of CR&R’s Material Recovery Facility and transfer station in the City of Stanton. The objective of this strategic goal is to improve community awareness about their solid waste programs and foster behavioral changes in the way residents throw away their trash. 2.2 Annual Contract Audits - 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 41 of the contract 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. 2.3 Comprehensive School Education Programs – California state law requires each jurisdiction to divert a minimum of 50% of the waste stream from landfill disposal into recycling and/or green waste and to provide education and outreach. Soon, California will be implementing a new mandate that requires the state to divert 75% of waste from the landfill (AB 341). The District promotes the three four “R’s” – Reduce, Reuse, and Recycle and Rethink. The District is responsible for collection of solid waste from residential units only. While the District is not responsible for collection of solid waste from commercial facilities, the District continues to promote recycling education and recycling principles at schools to reinforce the concepts starting at the earliest ages possible to begin the learned pattern of the fourthree “R’s”. The District will continue promoting recycling and waste reduction concepts to school children through the waste free lunch program, backyard composting Completion Time 2.1 Solid Waste Citizens Academy 2013-14 2.2 Annual contract audits On-going 2.3 Comprehensive School Education Programs On-going 2.4 Develop strategies for Zero Waste 2013-14 2.5 Monitor advancements and technology in the solid waste industry On-going Formatted: Tab stops: 2.5", Centered + Notat 1" Formatted: Font: (Default) Calibri Formatted: Font: (Default) Calibri Formatted: Font: (Default) Calibri Strategic Plan 2010 BHI Management Consulting 23 5/21/13 and vermicomposting program, battery telephone book recycling program, scheduling tours of material recovery facilities, and general recycling presentations. 2.4 Develop Strategies forEncourage Zero Waste - Zero waste is a philosophy and a design principle for the 21st Century; it is not simply about putting an end to landfilling. Zero waste efforts, just like recycling efforts before, will change the face of solid waste management in the future. Instead of managing wastes, the District will encourage the management of resources and encourage eliminating waste through new strategies such as CMSD leads by example, collaborating with the City of Costa Mesa and other organizations on upstream and downstream waste, researching a pilot volume based disposal program, conducting home trash audits, changing the way people are throwing away their trash, researching an organic waste program and achieving zero waste status by 2020. public education programs. 2.5 Monitor advancements and technology in the solid waste industry – The District will pursue advancing technologies and methods for processing solid waste material at material recovery facilities to further increase the diversion of solid waste material from landfills. The solid waste industry is opening new opportunities for innovative technologies from converting gas to energy, biodiesel and fuel cells to landfill cap design. Some of the new and innovative technologies the District will monitor will include, but not be limited to,: landfill gas to energy, bioreactor technology, fuel cell, biodiesel, digesters, thermal conversion process, and anaerobic digestion. Strategic Plan 2010 BHI Management Consulting 24 5/21/13 3.0 Partnerships 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 and participating in professional associations. Work Plan  Build good partnering relationships with regulatory agencies such as the California Regionional Water Quality Control Board (CRWQCB), CalRecycle, CalOSHA, LAFCO, County of Orange, etc.  Schedule information sharing meetings with representatives from regulatory agencies.  Build good partnering relationships with the City of Costa Mesa, Newport Beach and neighboring cities.  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.  Contact private property owners operating sewer pump stations and solicit the District’s free program to inspect and recommend improvements to the stations.  Attend conferences, training seminars and/or workshops sponsored by professional organizations.  Pursue appointment or election to the governing boards and committees of select professional associations.  Stay connected to the community and be an avid supporter of civic organizations by attending special events and/or sponsoring programs that can promote the District’s mission and vision.  Partner with OC Goodwill on sponsoring events.  Explore more opportunities for shared services with other public agencies. Strategic Plan 2010 BHI Management Consulting 25 5/21/13 STRATEGIC GOALS 3.1 Regulatory Communications – 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. 3.2 Strengthen our ties with local governments, special districts and educational institutions – Working collaboratively with other local governments, special districts and educational institutions is instrumental to ensuring cost effective and efficient service levels. Strengthening our ties with these agencies helps share information, solves common problems, develops new ideas and fosters partnerships to achieve mutual objectives. The District will reach out to schedule staff meetings, liaison committee meetings, joint board meetings and other methods to strengthen our partnership with these agencies. 3.3 Develop a partnership with property owners that operate private sewer pump stations -– 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 Completion Time 3.1 Regulatory Communications On-going 3.2 Strengthen our ties with local governments, special districts and educational institutions 2013-14 3.3 Develop a partnership with property owners that operate private sewer pump stations 2013-14 3.4 Participate in the activities of professional associations 2013-14 3.5 Participate in community groups and civic organization activities On-going Formatted: Centered Formatted: Font: 12 pt, Bold Strategic Plan 2010 BHI Management Consulting 26 5/21/13 inspection service is free to private sewer pump station owners. Because the pumping stations are private, property owners’ approval is required. 3.4 Participate in the activities of professional associations - To pursue and accomplish District goals and objectives, key staff will be assigned to actively participate in professional associations. This will include participating on committees, subcommittees, and task forces assigned to address specific areas of concern or those that are of strategic interest to the District. If possible and where it also serves the best interests of the District, key staff will also pursue appointment or election to the governing boards and committees of select professional associations. 3.5. Participate in community groups and civic organization activities – 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. Formatted: Font: 12 pt, Bold Strategic Plan 2010 BHI Management Consulting 27 5/21/13 4.0 Community Outreach & CommunicationsPublic Relations Objective: Our objective is to inform and establish beneficial relations with the community. Strategy: We will do this by providing a high level of customer service internally and through the careful management of service providers. We will provide information to and seek feedback from our customers about our programs, services and accomplishments through modern technologies, the media and direct interactions with our customers. Work Plan  Develop a plan to promote the District’s 70th Anniversary.  Create a District app that can be downloaded on smart phones where residents can obtain information such as how to report damaged manholes and/or sanitary sewer overflows, holiday schedule for trash pick up, sewer lateral assistance program, upcoming composting workshops, etc.  Utilize a voice broadcasting program (e.g. robo-calling) to promote upcoming District events and/or programs such as budget hearings, composting workshops, household hazardous waste collection events, etc.  Develop a contest among Orange Coast College, Vanguard University and Estancia and Costa Mesa High School art students for creating a new District logo.  Create quarterly reports about the District’s online customer satisfaction survey and share said reports with the Board.  Develop methods to entice and/or encourage residents to complete the customer satisfaction survey (e.g. receive a composting bin).  When applicable, submit award applications to various professional organizations that include, but not limited to, the California Special Districts Association (CSDA), Solid Waste Association of North America (SWANA), Special Districts Leadership Foundation (SDLF), California Water Environment Association (CWEA), Special District’s Risk Management Authority (SDRMA), etc. Strategic Plan 2010 BHI Management Consulting 28 5/21/13 STRATEGIC GOALS 4.1 CMSD 70th Anniversary - 2014 will be the District’s 70th 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. 4.2 CMSD App – When local governments first started communicating online with their residents, many government leaders expressed concern about the “digital divide” – the gap between people who had access to computers to those who did not. But the recent explosion of mobile and smartphone technology has dramatically changed the digital divide. Internet access no longer requires a desktop computer; smartphones now provide an easy way to connect. The popularity of this technology has made it increasingly pervasive. According to a 2012 study conducted by the Pew Internet & American Life Project (http://pewinternet.org), nearly half (45%) of all Americans own a smartphone. Local governments are taking advantage of the digital age by creating their own apps to improve communications with their residents, boost the transparency of their operations and add a bit more efficiency to their form of government. The District will explore creating a free CMSD app for residents to download on their smartphones. The app can make it easier for residents to report loose or dilapidated manhole covers or sanitary sewer overflows. Completion Time 4.1 CMSD 70th Anniversary 2014-15 4.2 CMSD App 2013-14 4.3 Implement Voice Broadcasting ProgramDevelop a partnership with property owners that operate private sewer pump stations 2013-14 4.4 District brandingParticipate in the activities of professional associations 2013-14 4.5 Manage customer satisfaction survey on the District website and increase the number of respondents 2013-14On- going 4.6 Submit award applications On-going Formatted: Superscript Formatted: Superscript Formatted: Superscript Strategic Plan 2010 BHI Management Consulting 29 5/21/13 The app can also report trash cans in public view and when trash pick ups are delayed due to a specific holiday. A CMSD app will be another tool to connect with residents. 4.3 Implement Voice Broadcasting Program – Voice broadcasting is a mass communication procedure that delivers pre-recorded phone messages to thousands of call recipients in a short period of time. Broadcast technology is an effective approach to staying connected with residents and communicating important District messages such as upcoming composting workshops, delayed trash pick ups due to holidays, sewer improvements, etc. Broadcasting can also be used for community alerts for sanitary sewer overflows or planned power outages by Southern California Edison. 4.4 District branding - Cost Mesa Sanitary District is a Special District that meets and exceeds your expectations! The District builds an identity to solidify customers’ confidence when working with the District. The District devotes 100% effort to assist customers. The District responds quickly to any sewer issues and inspection requests. The District’s permit process is low cost and simple. Moreover, if a resident requests trash service, the District’s trash collector will respond quickly to haul away their trash. If there is any complaint, the District listens and resolves the issue. Citizens can depend on and trust the District for the services it provides. Staff will present to the Board ideas on how to distinguish ourselves from other public agencies. 4.5 Manage customer satisfaction survey on the District website and increase the number of respondents -– The District has a customer satisfaction survey on its website to engage with residents on their level of satisfaction regarding services they received from the District. The survey also gives residents an opportunity to make suggestions on how District services can be enhanced and/or improved. Feedback or comments from residents provides important information to learn how the organization is performing. If applicable, suggestions from the survey will be followed up and reported to District leadership. In addition, staff will use different methods to encourage residents to partake in the survey. For example, staff will research creating a window to pop up on the District website reminding residents to take the survey. 4.6 Submit award applications - 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 Strategic Plan 2010 BHI Management Consulting 30 5/21/13 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 a sence of value within the organization. dedication has resulted in a high level of accountability and responsibility to the public, and a high degree of customer satisfaction. OverIn the past two the years, the District has received awards from the California Special Districts Association (CSDA), California Water Environment Association (CWEA), Santa River Basin Section of CWEA, Special District Leadership Foundation and from the Solid Waste Association of North America (SWANA). and the Costa Mesa Chamber of Commerce for its excellent work. The District will continue to submit award applications to professional organizations for recognition of proving outstanding service. available grants and public recognition. The District is proud to contribute significantly to the quality of life in the communities it serves. Strategic Plan 2010 BHI Management Consulting 31 5/21/13 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. Work Plan  Personnel documents are digitally scanned and saved electronically.  CMSD final design plans are scanned into GIS and saved electronically.  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.  Upgrade HQ Board room to ensure wireless capabilities are at optimum levels.  Install an emergency generator at District Yard  Upgrade District Yard conference room to have the capabilities of serving as the District’s alternate Emergency Operations Center (EOC).  Plan and conduct EOC exercises for the Board of Directors and staff.  Review the District’s Emergency Operations Plan and amend if necessary.  Promote the District’s Rewards Idea Program and submit quarterly reports to the Board of Directors.  Update the District’s website to ensure it has the latest information. Formatted: Justified Formatted: Justified Strategic Plan 2010 BHI Management Consulting 32 5/21/13 STRATEGIC GOALS 5.1 Digital imaging of District records into electronic records management system – The District has on file various records types including classified personnel documents (e.g. employment requisitions, applications, resignations, retirements, etc.), Capital Improvement Project files, and irreplaceable legislative history of the District. Should a catastrophic emergency occur at HQ such as fire or water damage, these documents would be permanently destroyed. Digital imaging and electronic retention of said records ensures the documents integrity, allows for immediate retrieval, and enforcing document retention requirements. 5.2 Digitally image and import plans into GIS – District approved plans are secured offsite in an environment control storage facility. The next step is to digitally image and import these documents into GIS so staff can electronically retrieve and review the desired plans in the field while cleaning pipes and/or assessing pipe conditions. Easy access to plans in the field will improve operational efficiencies, reduce the cost of making duplications for the field staff, as well as reducing the chance of damaging, losing or misplacing said plans. 5.3 Stay informed on applicable federal, state and regional regulations - Staff will monitor federal, state and regional legislations, regulations and rules and ensure the Board is apprised. Necessary support and/or opposition letters will be prepared and submitted to CSDA and state legislators. Staff will also make comments when proposed federal rules have an impact on the Districtrevisions to District policies and procedures will be presented to the Board of Directors for approval. Staff will attendobserve publications of California Special District Association Legislative Days and stay informed from their Legislative Update Reports. Staff will monitor the federal Unified Agenda for proposed rule making., League of California Cities, and the California Association of Sanitation Agencies, etc. for notifications of such legislations and regulations. Completion Time 5.1 Digital imaging of District records into electronic records management system 2013-14 5.2 Digitally image and import approved plans into GIS 2013-14 5.3 Stay informed on applicable federal, state and regional regulations On-going 5.4 Maintain Operations Code On-going 5.5 Refine emergency operations procedures and upgrade infrastructure 2013-14 Strategic Plan 2010 BHI Management Consulting 33 5/21/13 5.4 Maintain Operations Code – 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. 5.5 Refine emergency operations procedures and upgrade infrastructure – 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. EOC infrastructure at the Yard needs to be upgraded to ensure it is a functional EOC in the event the primary EOC at HQ is inoperable. Infrastructure will include, but not be limited to, an emergency generator, landline telephones, television cables, EOC supplies, etc. Formatted: Font: 12 pt, Bold Strategic Plan 2010 BHI Management Consulting 34 5/21/13 6.0 Personnel/Organizational Management 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. Work Plan  Conduct various emergency preparedness exercises such as tabletop, WebEOC, half and full scale exercises.  Recognize employees who have demonstrated his/her ability to work in a safe environment by awarding them Safety Employee of the Month.  Survey employees on the District’s safety culture.  Update all job descriptions to ensure work duties in the job descriptions are consistent with actual duties.  Conduct a salary and health benefit study to ensure employee salaries and health benefits are consistent in the private and public sector.  Develop a professional development plan for each position in the organization so that employees currently holding that position will have a good understanding of the kind of experience and education it will take to grow within the public administration profession.  Update the District’s Organizational Chart.  Conduct an internal survey of employees to determine their level of satisfaction in working for the District.  Hold monthly safety tailgate meetings.  Update District Personnel Rules & Regulations, when necessary.  Plan and coordinate annual Employee Appreciation Day. Strategic Plan 2010 BHI Management Consulting 35 5/21/13 STRATEGIC GOALS 6.1 Perform EOC training exercises – Lack of properly trained personnel to staff an Emergency Operations Center (EOC) makes them unprepared to manage a disaster. Developing training guidelines is necessary to properly train District staff in the roles and responsibilities they may fill during EOC activation. The guidelines should educate EOC personnel in, (a) positions and responsibilities, (b) ICS organization, c) communications, and standard operating procedures for the EOC. The District will utilize a variety of different training methods such as tabletop exercises, WebEOC software, half and full scale exercises. When staff has becomes knowledgeable in the guidelines, the District will participate in the statewide annual Golden Guardian Exercise. 6.2 Job Description Update – 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 which is shortly to be vacated, but it is vital because the job description is what the performance of District employees is measured against. The District will view job descriptions as living documents that will be reviewed and updated annually. 6.3 Promote a safety culture within the organization – 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”. 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 Completion Time 6.1 Perform EOC training exercises On-going 6.2 Job Description Updates On-going 6.3 Promote a safety culture within the organization On-going 6.4 Complete a comprehensive salary and health benefit study 2013-14 6.5 Create a Development Plan 2014-15 6.6 Periodic Organization Chart evaluation On-going 6.7 Promote high employee satisfaction survey On-going Formatted: Font: Bold Formatted: Font: Calibri Formatted: Font: Calibri Formatted: Font: Calibri Formatted: Font: Calibri Formatted: Left, Tab stops: 5.74", Left Strategic Plan 2010 BHI Management Consulting 36 5/21/13 small perceived risk rather than an obvious danger. The District will promote a safety culture within the organization by scheduling regular monthly safety meetings. The District will recognize employees on a monthly basis for his/her safety work habits and the District will award an employee the Safety Person of the Year. Finally, the District will engage with employees on their perception of the organization’s safety culture by requiring them to complete a safety survey. 6.4 Complete a comprehensive salary and health benefit study – Survey collection information about employee compensation, including salary and benefits, are commonly called salary surveys. Salary surveys are conducted with numerous employers to determine total compensation levels for specific job categories and are generally conducted either by region, sector or job classification for the purposes of comparability. Salary surveys 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, surveys can provide useful benchmarking information for comparing salaries and benefits. The District will survey nearby local government agencies and use regional data from CSDA to conduct a salary and health benefit study on specific District job classifications. In addition, for those job classifications that apply, the District will survey Orange County private sectors as well. 6.5 Create a Development Plan – 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. created by the manager working closely with the staff member to identify the necessary skills and resources to support the staff member's career goals and the organization's business ne 6.6 Periodic Organization chart evaluation – The Board of Directors should know the structure and size of the organization for which they provide oversight. Formatted: Font: 12 pt, Bold Formatted: Normal, Indent: Left: 0.75", Firstline: 0", Tab stops: Not at 0.5" Formatted: Font: Times Strategic Plan 2010 BHI Management Consulting 37 5/21/13 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. 6.7 Promote high employee satisfaction – Employee satisfaction is key to providing excellent customer service and retaining employees. District employees will participate in an annualinitial employee satisfaction survey. Survey results will be reviewed and areas of improvement determined. Employee input and teamwork will be promoted. Staff training and cross training will become a priority. The latest programs for employee motivation and satisfaction will be reviewed and implemented when possible. A follow up survey will be taken to determine the progress achieved. Strategic Plan 2010 BHI Management Consulting 38 5/21/13 7.0 Finances 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. Work Plan  Conduct ten year analysis on a rate stabilization plan for solid and liquid waste funds.  Ensure there is adequate funding in the District’s Asset Management Fund for CIP projects and that said fund complies with District policies.  Evaluate the District Investment Policy and make recommendations to the Board, when necessary.  Develop a comprehensive reserve policy for all District funds.  Complete a Comprehensive Annual Financial Report.  Create popular reports that summarize District financial data in the form of tables and graphs.  Prepare quarterly budget reports for the Board of Directors.  Explore accepting credit cards as payment from customers. Strategic Plan 2010 BHI Management Consulting 39 5/21/13 STRATEGIC GOALS 7.1 Perform long term solid and liquid waste rate projections -– 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. District staff will perform long term rate projections on an annual basis and staff will share this information with the Board of Directors. 7.2 Develop a long term CIP – 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 $50,000 and have a useful life of at least five years). Capital items less than $50,000 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. 7.3 Evaluate the District’s investment policy – Periodically evaluating the District’s investment policy is good sound practice. The District will utilize the following steps to ensure the investment policy is evaluated on annual basis. Completion Time 7.1 Perform long term solid and liquid waste rate projections On-going 7.2 Develop a long term CIP 2014-15 7.3 Evaluate the District’s investment policy On-going 7.4 Produce a Comprehensive Annual Financial Report (CAFR) On-going 7.5 Evaluate an appropriate reserve program for all District funds and develop an inclusive reserve policy On-going 7.6 Monitor the asset management program On-going 7.7 Create a popular report and upload document on the District’s website 2013-14 Formatted: Font: 12 pt, Bold Strategic Plan 2010 BHI Management Consulting 40 5/21/13 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 Develop a Comprehensive Annual Financial Report (CAFR) - Each year all State and 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 contract for an annual audit by a qualified independent certified public accountant. The District will strive for an unqualified auditor’s’ opinion. Generally Accepted Accounting Principles (GAAP) will be used in preparing the annual financial statements. The District will prepare an annual CAFR and will aspire to meet the requirements of the CSMFO’s or GFOA’s award for Excellence in Financial Reporting program. 7.5 Evaluate an appropriate reserve program for all District funds and develop an inclusive reserve policy – An appropriate reserve balance is needed in the event of catastrophic emergencies and/or to replace aging sewer infrastructure. It is impossible to establish a reserve balance that will pay for the entire replacement of the District’s sewer system, which is estimated at nearly $350 million, because it would require significant increases in the sewer fees. Such significant sewer rate increases would likely be deemed unfavorable by the public. Furthermore, not all sewer sections need to be replaced at one time. With many of the District’s sewer sections approaching 100 years old by 2050, it is prudent that funding is setput aside to ensure the sewer system is replaced at the end of its life expectancy and not operate a system that is beyond its life expectancy, or the District could experience significant failures. In addition, the District needs to establish adequate reserves to fund operating costs during the dry months of the fiscal year (July- Strategic Plan 2010 BHI Management Consulting 41 5/21/13 November). The Board will establish a capital replacement an all inclusive reserve policy for all District funds such as operating, asset management, earthquake, etc. that will set a funding level for replacing sewer mains that have reached the end of their useful economic lives. The reserve level could be a percentage of the current value of the system or it can be a set dollar amount. 7.6 Monitor the asset management program – 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. Staff will monitor this program to ensure assets are evaluated and replaced according to their life cycle and will budget the appropriate funds for rehabilitating and/or replacing said assets. 7.7 Create a popular report and upload document on the District’s website – 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). Formatted: Justified, Indent: Left: 0.38",Hanging: 0.63" Formatted: Font: Bold Formatted: Justified, Indent: Left: 0.38",Hanging: 0.63" Formatted: Font: Bold Formatted: Font: (Default) Calibri Strategic Plan 2010 BHI Management Consulting 42 5/21/13 F. District Boundary Map for Solid Waste Strategic Plan 2010 BHI Management Consulting 43 5/21/13 G. District Boundary Map for Liquid Waste (Sewers) Strategic Plan 2010 BHI Management Consulting 44 5/21/13 Table 1 – Five Year Plan at-a-glance Strategic Element Strategic Goals Timeframe 1.0 Sewer Infrastructure 1.1 Manhole Cover Maintenance Program On-going 1.2 Inflow Reduction Program On-goiong 1.3 Reduce Hotspot Locations to less than 40 2014-15 1.4 System wide Sewer Replacement and Repair Program On-going 1.5 Sewer Line Maintenance Cleaning Program On-going 1.6 Evaluate force main conditions on a regular basis On-going 1.7 Pump Station Maintenance & Standardization Program On-going 1.8 Fats, Oils and Grease (FOG) Program On-going 1.9 Sewer Lateral Assistance Program On-going 2.0 Solid Waste 2.1 Solid Waste Citizens Academy 2013-14 2.2 Annual contract audits On-going 2.3 Comprehensive School Education Programs On-going 2.4 Develop strategies for Zero Waste 2013-14 2.5 Monitor advancements and technology in the solid waste industry On-going 3.0 Partnerships 3.1 Regulatory Communications On-going 3.2 Strengthen our ties with local governments, special districts and educational institutions 2013-14 3.3 Develop a partnership with property owners that operate private sewer pump stations 2013-14 3.4 Participate in the activities of professional associations On-going 3.5 Participate in community groups and civic organization activities On-going 4.0 Community Outreach & Communications 4.1 CMSD 70th Anniversary 2014-15 4.2 CMSD App 2013-14 4.3 Implement a voice broadcasting program 2013-14 4.4 District branding On-going 4.5 Manage the customer satisfaction survey on the District website and increase the number of respondents 2013-14 4.6 Submit award applications On-going Strategic Plan 2010 BHI Management Consulting 45 5/21/13 5.0 Administrative Management 5.1 Digital imaging of District records into electronic records management system 2013-14 5.2 Digitally image and import approved plans into GIS 2013-14 5.3 Stay informed on applicable federal, state, and regional regulations On-going 5.4 Maintain Operations Code On-going 5.5 Refine emergency operations procedures and upgrade infrastructure 2013-14 6.0 Personnel / Organizational Management 6.1 Perform EOC training exercises On-going 6.2 Job Description Updates On-going 6.3 Promote a safety culture within the organization On-going 6.4 Complete salaries and health benefits study 2013-14 6.5 Create a Development Plan 2014-15 6.6 Periodic Organization chart evaluation On-going 6.7 Promote high employee satisfaction On-going 7.0 Finance 7.1 Perform long term sewer and solid waste rate projections On-going 7.2 Develop a long term CIP On-going 7.3 Evaluate District investment policy On-going 7.4 Develop a Comprehensive Annual Financial Report (CAFR) On-going 7.5 Evaluate an appropriate reserve program for all District funds and develop an inclusive reserve policy 2013-14 7.6 Monitor the Asset Management Program On-going 7.7 Create a popular report and upload document on the District’s website 2013-14