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SPECIAL MEETING OF THE BOARD
OF THE SAUSALITO-MARIN CITY
SANITARY DISTRICT
COUNTY OF MARIN, STATE OF CALIFORNIA
DISTRICT CONFERENCE ROOM1 EAST ROAD
SAUSALITO, CA 94965
January 29, 20169:00 AM to 3:30 PM
To get the full Board Meeting Packet, please visit: www.smcsd.net
SAUSALITO-MARIN CITY SANITARY DISTRICT
#1 EAST ROAD
SAUSALITO, CALIFORNIA
(415) 332-0244 [p] (415) 332-0453 [f]
1
AGENDA
SPECIAL MEETING OF THE BOARD
OF THE SAUSALITO-MARIN CITY SANITARY DISTRICT
COUNTY OF MARIN, STATE OF CALIFORNIA
SAUSALITO CITY HALL CONFERENCE ROOM
420 LITHO STREET
SAUSALITO, CALIFORNIA 94965
DATE: JANUARY 29, 2016
9 a.m. to 3:30 p.m.
In compliance with the Americans with Disabilities Act of 1990, if you need special assistance to participate in a District meeting, or you need a copy of the
agenda, or the agenda packet, in an appropriate alternative format, please contact Helen Lei, Office Manager/District Secretary at (415) 332-0244. Notification
of at least 48 hours prior to the meeting or time when services are needed will assist the District staff in assuring that reasonable arrangements can be made to
provide accessibility to the meeting and service.
In conformance with California Government Code Section 54957.5, any writing or document that is a public record, relates to an open session agenda item, and
its distribution less than 72 hours prior to a regular meeting will be made available for public inspection at the District Office. If, however, the document or
writing is not distributed until the regular meeting to which it relates, then the document or writing will be made available to the public at the location of the
meeting, as listed on this agenda.
To get the full Board Meeting Packet, please visit: www.smcsd.net
I. REGULAR MEETING ROLL CALL: Arnott, Beers, DeLano, Rheiner, Ring
II. GENERAL PUBLIC
(Members of the public are invited to address the Board concerning topics which are not listed
on the Agenda. [If an item is agendized, interested persons may address the Board during the
Board's consideration of that item.] Speakers should understand that except in very limited
situations, state law precludes the Board from taking action on or engaging in extended
deliberations concerning items of business, which are not on the Agenda. Consequently, if
further consideration is required, the Board may refer the matter to its staff or direct that the
subject be agendized for a future meeting. The Board reserves the right to limit the time
devoted to this portion of the Agenda and to limit the duration of speakers' presentations.)
III. UNFINISHED BUSINESS - NONE
IV. NEW BUSINESS
INFORMATION: A. FIVE YEAR STRATEGIC PLAN (2013-2018) - ANNUAL REVIEW AND WORK PLAN
UPDATE
(The Board will receive and discuss an update on the strategic plan and asked to provide
input and direction to staff)
V. BOARD OF DIRECTORS
VI. ADJOURNMENT
The Board of Directors may, at its discretion, consider agenda items out of the order in which they appear.
To get the full Board Meeting Packet, please visit: www.smcsd.net
2
AGENDA ITEM: IV.A DATE: January 29, 2016
FIVE YEAR STRATEGIC PLAN (2013-2018) - ANNUAL REVIEW AND WORK PLAN UPDATE
BACKGROUND: In May of 2013 the Board approved the District’s Five Year Strategic Plan
Document (2013-2018). The document describes the District’s vision, mission, values, goals and strategic objectives. The document includes a work plan to achieve the goals and strategic objectives identified.
This meeting will be the third annual review of the strategic plan. The
focus of the annual update is to ensure our goals and priorities are in line with our current business needs. Secondly, the work plan will be reviewed and a status report provided on key initiatives. Adjustments to the work plan will then be made as necessary.
Once the update is finalized, staff will bring the item for consideration and
approval at a regular Board meeting.
RECOMMENDATION: Informational - receive a report on the Five Year Strategic Plan and provide input and direction to staff.
ATTACHMENTS: 1. Session Agenda 2. Organization Chart 3. LAIF Performance Reports
4. Strategic Plan 2013-2018 5. 10-year CIP
Prepared By: ___________________________
Jeffrey Kingston, General Manager
3
SAUSALITO-MARIN CITY SANITARY DISTRICT
2016 Strategic Plan Update January 29, 2016
9 a.m. to 3:30 p.m. 9:00 a.m. Planning Session Introduction
Review Meeting Objectives 9:15 a.m. Organization Updates
Organization Chart Staffing Budget Update
10:00 a.m. Review of Strategic Plan 11:30 a.m. Lunch – General Discussion on District Business 12:00 p.m. Strategic Plan Work Plan Status and Updates 2:30 p.m. Review of 10-year Capital Improvement Program 3:00 p.m. Wrap-up
CASA Verbal Reports Legislative Update
4
ORG CHART NOTES:
* 12 FTE Positions approved, 1 FTE Position pending Approval - EIT
* 2 Part time, temporary non-benefited Intern positions
* The Chief Plant Operator (CPO) as SWRCB designation
SAUSALITO-MARIN CITY SANITARY DISTRICTORGANIZATION CHART
JANUARY 2016 - Draft
Board of Directors (5)
Dan Rheiner
Bill Ring
Ann Arnott
Don Beers
Jim DeLano
General Manager (1)
Jeffrey Kingston
Office Manager / Board Secretary (1)Helen Lei
Administrative Assistant (1)
Cathy Bondanza
- Auditor / CPA
- Communication Service
- IT Service
Operations Superintendent (CPO)
Omar Arias-Montez
Laboratory Director (1)
Vacant
Lead Operator (2)
Vince Pasquini
Kevin Beneda
O & M Technicians (4)
Brian Zamacona (III)
Dillon Stall (II)
Kola Brol (I)
Alex Winnicki (OIT)
Electrical / Mechanical
Maintenance Technician (1)
Robert Schmidt
Part Time Interns (2)
Cody Duncan
- Safety Program Consultant
- Sewer Service
- Instrument Service
Associate Engineer (1)
Kevin Rahman
Engineer-In-Training
(Proposed)
Design & Construction Services
District Counsel
5
Jul 1, '15 - Jan 29... Budget % of Budget
Ordinary Income/ExpenseIncome
5030 · Sewer Service Charges 3,217,631 5,857,165 55%5035 · Unincorp. Collection Charge 116,028 320,190 36%5040 · Property Taxes 295,019 520,000 57%5060 · Sausalito Pump Maintenance 25,292 75,000 34%5070 · TCSD Service Contract 1,068,034 1,068,034 100%5080 · Connection Fees 0 20,000 0%5100 · Miscellaneous Income 3,698 10,000 37%5200 · Interest Income 3,718 17,992 21%
Total Income 4,729,419 7,888,381 60%
Gross Profit 4,729,419 7,888,381 60%
ExpenseOperating Expenses
8999 · City of Sausalito billable exp 17,935 0 100%6032 · CERBT Contrib 50,000 0 100%6179 · Interest Expense - SRF Loan 0 102,047 0%6180 · Interest Expense -City National 46,669 92,026 51%6000 · Salary 709,257 1,255,356 56%6020 · Payroll Taxes 52,546 92,229 57%6030 · Retirement
6031 · Retirement - Side Fund Payoff 67,683 0 100%6030 · Retirement - Other 112,701 245,284 46%
Total 6030 · Retirement 180,384 245,284 74%
6035 · OPEB Retiree Health 103,710 301,220 34%6040 · Employee Benefits 173,634 236,021 74%6045 · Workers Comp 5,057 49,952 10%6050 · Chemicals 89,084 180,500 49%6070 · Conference/Training 10,798 27,800 39%6080 · Consulting Services 101,317 103,500 98%6150 · Permits & Fees 72,588 102,040 71%6110 · Fuel 4,694 10,700 44%6140 · Monitoring 20,238 86,500 23%6160 · Power 124,480 230,000 54%6170 · Insurance 45,669 49,750 92%6300 · Solids Disposal 43,852 78,020 56%6200 · Treat & Coll Maint. & Repairs 97,606 180,000 54%6201 · Unincorp. Collection M & R 15,806 83,000 19%6330 · Supplies 19,799 52,000 38%6400 · Telephone 11,012 14,300 77%6500 · Vehicles 9,321 24,850 38%6550 · Safety 24,230 42,100 58%6570 · Water 3,554 9,000 39%
Total Operating Expenses 2,033,240 3,648,195 56%
Administrative Expenses6153 · Sewer Service Rebate Program 0 5,000 0%9500 · Assessment Roll Fee 0 15,000 0%7010 · Accounting 850 0 100%7020 · Audit 8,750 9,000 97%7030 · Director 15,040 33,920 44%7040 · Election Expense 250 15,000 2%7050 · Legal Notice 0 1,000 0%7060 · Legal General 48,585 25,000 194%7070 · Legal Special 2,133 20,000 11%7080 · Office Expense 11,556 15,000 77%
Total Administrative Expenses 87,164 138,920 63%
Total Expense 2,120,404 3,787,115 56%
Net Ordinary Income 2,609,015 4,101,266 64%
8:04 AM SAUSALIT0-MARIN CITY SANITARY DISTRICT
01/29/16 Statement of Revenue and Expenditures (58% of yr)July 1, 2015 through January 29, 2016
For management use only6
Jul 1, '15 - Jan 29... Budget % of Budget
Other Income/ExpenseOther Expense
9900 · Depreciation 900,000 0 100%
Total Other Expense 900,000 0 100%
Net Other Income (900,000) 0 100%
Net Income 1,709,015 4,101,266 42%
8:04 AM SAUSALIT0-MARIN CITY SANITARY DISTRICT
01/29/16 Statement of Revenue and Expenditures (58% of yr)July 1, 2015 through January 29, 2016
For management use only7
SAUSALIT0-MARIN CITY SANITARY DISTRICT
Current Year Job Costs versus Current Budget July 1, 2015 through January 29, 2016
Annual Budget Act. Cost ($) Diff. (%) Diff.
Jobs
Capital Fund
Headworks Primary&Secondary Impr a/n 2003 250,000 232,635 17,365 7%
Joint Agency Flow Mon. Study A/N 2004 200,000 0 200,000 100%
Whiskey Sprgs &Scotties PS Rehab a/n 2004 250,000 7,302 242,698 97%
Highway Booster PS Rehab a/n2004 550,000 0 550,000 100%
Private Lateral Inspection & Rehab #2005 34,000 0 34,000 100%
GGNRA Easement Extension a/n 2003 50,000 0 50,000 100%
Beach Force Main&City Gravity Ln a/n 2004 495,000 763 494,237 100%
Total Capital Fund 1,829,000 240,700 1,588,300 87%
Capital Outlay 0
Computer/Network Equip a/n 2015 15,000 23,272 (8,272) (55%)
Main. Mgnt System GIS Upgrades a/n 2004 60,000 0 60,000 100%
Maintenance Truck a/n 2003 45,000 0 45,000 100%
Total Capital Outlay 120,000 23,272 96,728 81%
Renewal and Replacement Program 0
Disinf. Chlr Contact Tank Imp. a/n 2003 275,000 11,320 263,680 96%
2nd Rotating Filter Screen Reh a/n 2003 20,000 0 20,000 100%
Sewer PS Elec. Surge Protection a/n 2005 15,000 0 15,000 100%
Misc. Upgrades Project 0
Sec Sed Tanks Collect Syst Upg a/n 2005 0 19,500 (19,500) 100%
Exterior Painting 0 12,500 (12,500) 100%
Total Misc. Upgrades Project 0 32,000 (32,000) 100%
Total Renewal and Replacement Program 310,000 43,320 266,680 86%
Total Jobs 2,259,000 307,292 1,951,708 86%
PRIOR JOBS 0
Tertiary Filter Pump Motor Rebuid a/n2003 0 9,238 (9,238) 100%
Disinfection Analyzer Replacement a/n2003 0 204,615 (204,615) 100%
Beach Force Main Abandonment a/n2004 0 31,569 (31,569) 100%
DO and Ops Remodel a/n 2003 0 68,924 (68,924) 100%
Total PRIOR JOBS 0 314,346 (314,346) 100%
TOTAL 2,259,000 621,638 1,637,362 72%
8
9
Home | Comments | Disclosure and Privacy Notice | Accessibility Statement | Unclaimed Property | Site Map | Download Adobe ReaderCopyright © 2014 State of California
Fiscal Year Rates
01/02 3.445
02/03 2.152
03/04 1.532
04/05 2.256
05/06 3.873
06/07 5.121
07/08 4.325
08/09 2.224
09/10 0.651
10/11 0.495
11/12 0.382
12/13 0.307
13/14 0.249
14/15 0.269
Fiscal Year Rates
86/87 7.435
87/88 7.874
88/89 8.669
89/90 8.655
90/91 8.013
91/92 6.196
92/93 4.707
93/94 4.387
94/95 5.532
95/96 5.706
96/97 5.599
97/98 5.699
98/99 5.344
99/00 5.708
00/01 6.104
Fiscal Year Rates
71/72 4.880
72/73 5.550
73/74 8.970
74/75 8.620
75/76 6.370
76/77 5.870
77/78 6.700
78/79 8.520
79/80 10.540
80/81 10.780
81/82 12.070
82/83 10.450
83/84 10.408
84/85 10.715
85/86 9.081
Home ->> PMIA ->> Average Annual Yields
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PMIA Average Annual Yields http://www.treasurer.ca.gov/pmia-laif/historical/annual.asp
1 of 1 1/29/2016 8:29 AM
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LAIF Annual Interest for FY 2014/15
11
Elements of the Strategic Plan
Element Definition Primary Focus
Purpose Why the organization exists Entire organization
Vision Where the organization wants to be in the future
Entire organization
Mission How to achieve the purpose of the organization
Entire organization
Goal Organization‐wide desire Entire organization and select departments
Objective What an organization needs to achieve to fulfill its goals
Departments, work groups, committees
Strategy The plan or program an organization develops and implements to achieve its
objectives
Department, work groups, committees, individuals
12
2013 Strategic Plan
Contents 1. Introduction
Purpose Strategic Plan Framework How the Plan Elements Relate
2. Developing the Plan Organizational Environment Challenges and Opportunities
3. The Strategic Plan
Mission Values Goals and Objectives
4. Work Plan
Actions
14
Purpose of the Plan A Strategic Plan is a top level planning document for the organization to set clear direction over
all operational aspects of its mission. Upon adoption it serves as a framework for decision
making over a five-year period. It is a disciplined effort to produce fundamental decisions that
shape what a District plans to accomplish by selecting a rational course of action. This Plan
update incorporates an assessment of the present state of District operations; required gathering
and analyzing information; goal setting; 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 an
annual review and update process.
Strategic Planning Framework The strategic plan is built as a step-by step process from a series of components described below.
Mission/Vision 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. A
statement that articulates what the organization would like to achieve over the term of the Plan.
Core Values: Guides what the organization values when faced with options and alternatives for
our future. Values are set by the Board, govern attitudes and behaviors and generally remain
constant over time.
Goals and Strategic objectives: These are the broad, primary management areas of District
operations, planning that need to be addressed and are supported by Strategic Goals to ensure
optimum progress. Specific objectives are defined to accomplish the goals.
16
Strategic Work Plan: 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.
How the Plan Elements Relate
MISSION / VISION Purpose of the organization and
desired future
VALUES What traits the organization values
GOALS AND OBJECTIVES Primary areas to address with
specific direction
WORK PLAN Plan for implementation of goals
and objectives
17
Organizational Environment DISTRICT OVERVIEW
The Sausalito-Marin City Sanitary District (SMCSD) is governed by an elected five member
Board of Directors and provides wastewater treatment and disposal service to the City of
Sausalito and wastewater collection, treatment and disposal service to Marin City and other
unincorporated areas within the District’s boundaries. Treatment and disposal service is also
provided on a contract basis to Tamalpais Community Services District (TCSD) and the National
Parks Service (Forts Baker, Barry and Cronkhite and Muir Woods National Monument). Treated
wastewater is discharged into the deep waters of the central San Francisco Bay.
DISTRICT OPERATIONS
The District operates a 1.8 million-gallon per day secondary wastewater treatment plant, seven
sewage pump stations, and approximately ten miles of pipelines. Three additional pump stations
are operated and maintained for the City of Sausalito on a contract basis. Twelve full-time
employees are employed to accomplish these operations. In addition, the District has an
established intern program. Under the program, two positions are funded as temporary part-time
(non-benefited).
In 2010, the District adopted a comprehensive financial and sewer rate plan (fiscal years 2009/10
to 2013/14) to provide needed revenue for treatment plant and collection system infrastructure
renewal and upgrade improvements that are scheduled to be completed over the next several
years. The total capital improvement program is estimated at $40 million. To date, approximately
$10 million of the improvements have been constructed. Completion of the renewal and upgrade
projects will significantly improve the performance and reliability of District operations to
achieve and maintain regulatory requirements. The largest capital project is the Headworks,
Primary and Secondary improvements at the treatment plant which are estimated at $22.4
million. A key element to this project is the National Park Service (NPS) approval and renewal
of the District’s treatment plant site easement agreement. At the conclusion of the current 10-
19
year capital improvement program, new expenditures on capital improvements should drop
significantly, while the financing of current projects will span over the next 20 to 30 years.
Challenges and Opportunities
The District is expected to contend with many significant future operational, capital and
regulatory challenges. These challenges will require advanced planning of external and internal
factors to ensure the organization is prepared. In addition, there may be opportunities to improve
the delivery of wastewater services to District customers. Among the known and anticipated
challenges and opportunities are the following:
• Environmental Regulations – Regulations governing District operations related to
water quality, air and solid waste disposal continue to evolve. Of particular significance
are regulations on the elimination of treatment blending caused by peak wet weather
wastewater flows and the prevention of sanitary sewer overflows.
• Partner Agencies - Opportunity to increase collaboration with satellite collection
agencies and neighboring treatment agencies in furthering the improvement of
wastewater services, efficiencies and sharing of resources. Successful negotiation of
required service agreements that outline roles and responsibilities will need to be
completed.
• Infrastructure Improvements - Aging treatment plant and collection system
infrastructure requiring continuing investment in collection, conveyance and treatment
facilities. Important is the successful execution of the current 10-year Capital
Improvement Program that is now in its third-year of implementation.
• Technology - Opportunities to improve the performance and reliability of the treatment
plant through continued upgrade of District facilities.
20
• Communication – Opportunities and challenges exist to keep our customers engaged in
and informed on the District decision making process.
• Sewer Service Charge Policy – There is increasing public concern about the overall
cost of sewer service along with method and allocation of the charges between the
District’s residential, multi-family and floating home customers.
• Financial Stability – The District has a financial plan and reserve policy in place, and
because of good financial management decisions, currently is in good financial
condition. To maintain stability there will be on-going cost pressures related to
infrastructure improvements and the cost of operations, in particular District employee
costs.
• Workforce – The District has benefited from a stable, well trained and capable staff.
The District’s safety record has been excellent. Employee and District relations have
been cooperative and productive. Staffing levels have been kept at the minimum levels
and private contracts are being used as appropriate to provide non-core, specialized
services.
• Private Sewer Laterals – Necessary reductions in collection system infiltration and
inflow will take both public and private investment to repair sewer lines. It is likely the
District will need to take a more active and larger role, along with partner agencies, in
order to address the private sewer lateral problem.
• Emergency Preparation – District key systems and equipment are electronically
monitored for problems at all times and staff is trained to respond to problems and
emergencies. The District has mutual aid agreements in place. However, a major
earthquake, for example, poses significant challenges that the District will have to
manage.
21
Mission / Vision The Sausalito-Marin City Sanitary District shall provide wastewater collection and treatment
services to our customers in a manner that is economically and environmentally sustainable to
protect public health and preserve the environment while achieving regulatory requirements.
Core Values Recognizing that wastewater treatment is a vital component of protecting public health and the
environment, the SMCSD will:
• Operate and maintain the wastewater treatment plant and related facilities in a safe,
sustainable, efficient, and effective manner;
• Provide quality service through planning and appropriate use of technology;
• Maintain a safe and high quality work place that fosters professional growth, teamwork,
succession planning, and job satisfaction;
• Manage and protect assets and investments through sound financial policies and business
practices;
• Collaborate with neighboring agencies to achieve efficiencies for the public and to
protect the environment;
• Encourage stakeholder discussion and development of strategies for protecting the bay
and addressing regional wastewater issues; and
• Promote public participation, education and understanding of the services we provide.
23
Goals and Strategic Objectives The following goals and objectives have been established to identify what the organization needs
to accomplish in the fulfillment of the stated District Mission and Values:
Goal 1 Maintain Financial Stability and our Reserves
Objective 1.1: Establish and maintain a sewer rate structure that addresses District needs and is equitable for our customers. Objective 1.2: Successful implementation of the Tamalpais Community Service District service contract. Objective 1.3: Evaluate and take appropriate steps to address long-term liability costs associated with labor and benefits. Objective 1.4: Develop a debt service finance plan for the Capital Improvements Program.
Goal 2 Support Personnel and Organization
Objective 2.1: Maintain an efficient organizational structure that is small, multi-disciplinary, highly skilled and well-trained. Objective 2.2: Provide an organizational plan to promote professional development. Objective 2.3: Provide and nurture a culture that encourages opportunities to participate and contribute toward organizational success.
Goal 3 Protect Public Health and Environment
Objective 3.1: Implement and enforce the Private Sewer Lateral Ordinance (Ordinance No. 89) to reduce infiltration and inflow into the sewer system for unincorporated areas within the District’s boundary (Marin City).
Objective 3.2: Develop and consider incentives for property owners to video inspect and repair faulty laterals.
Objective 3.3: Comply with the 2008 EPA collections system Order.
Objective 3.4: Explore opportunities to initiate or construct environmentally sustainable projects such as recycled water, biosolids reuse, technology upgrades, methane use and solar power.
24
Goal 4 Responsible Administrative Management Objective 4.1: Promote the District’s Private Lateral Loan program.
Objective 4.2: Identify and pursue private sector service contracts when economical.
Objective 4.3: Periodically update and maintain the District procedures and human resource policy manuals. Objective 4.4: Encourage and recognize exceptional employee performance. Objective 4.5: Pursue and utilize technology and systems that improve plant operations, business practices and sharing of information.
Goal 5 Improve and Renew Infrastructure
Objective 5.1: Improve infrastructure to reduce infiltration and inflow into the sewer system. Objective 5.2: Develop in coordination with the City of Sausalito and Tamalpais Community Services District, methods to quantify infrastructure renewal infiltration and inflow reductions over time. Objective 5.3: Complete projects in the Capital Improvement Program to achieve NPDES permit requirements and commitments. Objective 5.4: Complete the Beach Force Main Abandonment project in coordination with the City of Sausalito. Objective 5.5: Identify and incorporate into construction projects environmentally sustainable practices and/or technology when economically feasible.
Goal 6 Enhance Internal and External Communication
Objective 6.1: Keep our customers informed of Sewer Rate Studies and provide opportunities for participation.
Objective 6.2: Provide and maintain a District website that is current and informative for our customers. Objective 6.3: Promote public awareness of industry issues and trends related to regulatory compliance.
25
Objective 6.4: Initiate periodic staff meetings for discussion and input of District goals and business activities.
Goal 7 Maintain Regulatory Compliance
Objective 7.1: Address emerging areas of NPDES Permit compliance such as wastewater blending, nutrients in wastewater discharge and source control to keep contaminates out of wastewater (For example: pharmaceutical drugs and grease). Objective 7.2: Initiate plans to request the EPA rescind the 2007 treatment plant Compliance Order. Objective 7.3: Continuously improve the performance of the treatment plant’s operation processes and systems. Objective 7.4: Enhance the capabilities of the asset management maintenance system.
Goal 8 Collaborate with Partner Agencies
Objective 8.1: Coordinate the District’s Sewer Rate Charge Policy with the City of Sausalito and Tamalpais Community Services District. Objective 8.2: Develop plans with the City of Sausalito and Tamalpais Community Services District infrastructure improvements to reduce infiltration and inflow. Objective 8.3: Coordinate the 2008 EPA collections system Compliance Order actions with the City of Sausalito and Tamalpais Community Services District.
Objective 8.4: Evaluate private sewer lateral coordination opportunities with the City of Sausalito.
Objective 8.5: Evaluate shared service opportunities with the City of Sausalito and Tamalpais Community Services District. Objective 8.6: Revise the City of Sausalito sewer collection and conveyance service agreement. Objective 8.7: Obtain renewal of the National Park Service wastewater facility right-of-way easement agreement.
26
0
2013-2018 Strategic Plan
2016 Work Plan Update The following table shows the staff work plan of key actions that are linked to accomplish the District’s mission, values, goals and
objectives as identified by the Board of Directors. Each action is described and a proposed date for completion is listed. Some of the
actions are date specific and some will be on-going depending on the action objective.
Goal 1 – Maintain Financial Stability and our Reserves
NO. OBJECTIVE ACTION FISCAL YEAR STATUS
1.1 Establish and maintain a sewer rate structure that addresses District needs and is equitable for our customers.
1.2 Successful implementation of the Tamalpais Community Service District service contract.
1.21 Coordination of annual budget and activity information.
Annually Being Done
1.22 Complete agreement study to annex the TCSD service area to the District
2014/15 *Discussion topic Include discussion of study as part of the JPA talks.
1.23 Complete joint financial planning report per service agreement.
2016/17 This will follow adoption of the TCSD 5-yr rate plan in FY 2014/15.
1.3 Evaluate and take appropriate steps to address long-term liability costs associated with labor and benefits.
1.33 Negotiate employee benefits and contribution rates.
Labor Neg –OE3 Being Done – OE3 MOU 3-yr term and Confidential Employees 2013 - Pension Cost share complete (EPMC).
1.4 Develop a debt service finance plan for the Capital Improvements Program.
28
1
1.42 Secure CIP financing. 2014/15 In-progress
1.43 Pursue State Water Resources Control Board, State Revolving Fund, low interest loans and other funding programs to spread costs over the assets lifespan.
On-going In-Progress Application submitted.
1.44 Development of the next 10-year CIP and finance plan (2019/20 to 2028/29).
2016/17 *Discussion topic Will follow current rate plan 2014/15 to 2018/19. Date moved out one year.
Goal 2 – Support Personnel and Organization
NO. OBJECTIVE ACTION FISCAL YEAR STATUS
2.1
Maintain an efficient organizational structure that is small, multi-disciplinary, highly skilled and well-trained.
2.2 Provide an organizational plan to promote professional development.
2.3 Provide and nurture a culture that encourages opportunities to participate and contribute toward organizational success.
All Complete a total compensation survey (every three years).
2016/17 Moved out one year to align with expiration of the OE3 MOU in FY 2016/17.
All Continue to integrate professional development and technical training into the annual evaluation process.
Annually Being Done
All Keep employees informed on District business and engage them in the decision making process.
On-going Being Done
All Continue to evaluate ways enhance the workplace safety program.
Annually Being Done Du-All safety contract
Goal 3 – Protect Public Health and Environment
NO. OBJECTIVE ACTION FISCAL YEAR STATUS
3.1 Implement and enforce the Private Sewer Lateral Ordinance (Ordinance No. 89) to
29
2
reduce infiltration and inflow into the sewer system for Marin City and County Unincorporated areas.
3.11 Continue to work with the Marin County Board of Realtors and Floating Homes Association on implementation.
On-going No formal discussions with BofR FHA as part of rate study. They do not support lateral Ordinances.
3.2 Develop and consider incentives for property owners to video inspect and repair faulty laterals.
3.21 Coordinate with the City of Sausalito and TCSD on individual or joint agency incentive programs, such as free private lateral video inspection.
2014/15 *Discussion topic Have discussed in concept only. Evaluated program options in October 2014.
3.3 Comply with the 2008 EPA collections system Order.
3.31 Submit quarterly and annual progress reports.
On-going Being Done
3.32 Reduce sanitary sewer overflows. On-going Pretty good record past few years 2014 – one (HOA caused) 2013 – one (contractor caused) 2012 - two 2011 – two 2010 - two
3.35 Update the 2008 wet weather conveyance and treatment system report to reflect infrastructure improvements completed and required.
2015/16 *Discussion topic FY 2015/16 project item. In coordination with City and TCSD.
3.36 Evaluate plans and projects as part of the joint SMCSD/TCSD/City sewer committee meeting.
Annual Need to reform joint-agency group Will happen with new agreement
3.4 Explore opportunities to initiate or construct environmentally sustainable projects such as recycled water, biosolids reuse, technology upgrades, methane use and solar power.
3.41 Evaluate, and include if possible, a secondary-23 water quality standard recycled water connection on East Road as part of the Headworks, Primary and Secondary Improvements (road medians, dust
2016/17 *Discussion topic Potential included with Headworks project design
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control, sewer line flushing, construction).
3.42 Continue to participate in the Bay Area Biosolids to Energy Coalition for new technology for biosolids reuse.
On-going Being Done. Slowly moving closer.
3.43 Revisit and update the 2002 National Park Service recycled water study.
2015/16 Include with agreement update
3.44 Consider on-site energy generation feasibility. Can be evaluated as part of the Headworks, Primary and Secondary Improvements project.
2014/15 Not currently cost effective due to high capital cost. Limited because of gas quantity.
Goal 4 – Responsible Administrative Management
NO. OBJECTIVE ACTION FISCAL YEAR STATUS
4.1
Promote the District’s Private Lateral Loan program for Marin City and County Unincorporated areas.
4.11 Include program information on all newsletters and other district publications
On-going Being Done.
4.12 Maintain program information on the District’s website
On-going Being Done.
4.15 Contact the Marin Board of Realtors for coordination.
2013/14 Made informal phone contact Program documents and requirements sent to them
4.2 Identify and pursue private sector service contracts when economical.
4.22 Continue to evaluate private sector opportunities for specialized non-core services.
On-going Being Done
4.3 Periodically update and maintain the District procedures and human resource policy manuals.
*Discussion topic
4.31 Complete a 2013 update of the Personnel Rules Manual.
2014/15 In-progress Feb/Mar Board approval
4.32 Have the 2013 Personal Rules Manual reviewed by a Human Resources Legal consultant.
2014/15 Date moved out one year. Combined with 4.33 and 4.34 below
4.33 Update the District Standard Procedures Manual and have a
2014/15 Date moved out one year
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Human Resources consultant conduct a legal review existing policies.
Combined with 4.32 above and 4.34 below Approved sewer service
overcharges and undercharges standard procedure.
4.34 Update all District job descriptions to a uniform format.
2014/15 Date moved out one year Combined with 4.32 above and 4.33 above
4.35 Complete a legal review and codification of the District’s existing Ordinances.
2014/15 In-progress
4.4 Encourage and recognize exceptional employee performance.
Implement the District’s Service Recognition Program.
Annually With union MOU - Now will be done as part of evaluation process for outstanding performance and achievement. Incentive program in place.
4.5 Pursue and utilize technology and systems that improve plant operations, business practices and sharing of information.
4.51 Utilize financial modules of the Nexgen Asset Management system.
2014/15
4.52 Consider a paper document reduction program for Board agenda packets.
2013/14 Consider in near future – Board policy decision.
4.53 Improve our administrative data management and financial reporting (Automatic Data Processing, Quickbooks systems).
2014/15 In-Progress.
Goal 5 – Improve and Renew Infrastructure
NO. OBJECTIVE ACTION FISCAL YEAR STATUS
5.1 Improve infrastructure to reduce infiltration and inflow into the sewer system.
5.11 Complete an update of the 2008 treatment and collection facilities condition assessment and wet-weather flow monitoring study.
2015/16
5.12 Re-evaluate the 2011 Marin City Sewer condition assessment and
2016/17
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design the next phase rehabilitation work (priority 3, 4 and 5).
5.2 Develop in coordination with the City of Sausalito and Tamalpais Community Services District, methods to quantify infrastructure renewal infiltration and inflow reductions over time.
5.21 Complete as part of the update of the2008 treatment and collection facilities condition assessment and wet-weather flow monitoring study.
2015/16
5.3 Complete projects in the Capital Improvement Program to achieve NPDES permit requirements and commitments.
5.31 Complete construction of projects in the existing 10-year CIP (2010/11 to 2019/20).
Annual Being Done Project construction is slower than scheduled
5.32 Development of the next 10-year CIP (2019/20 to 2028/29).
2015/16
5.4 Complete the Beach Force Main Abandonment project in coordination with the City of Sausalito.
5.43 Design and construct sewer improvements to service the 19 hillside homes that use the beach force main line.
FY 2014/15 Project to inspect and clean the line in progress.
5.44 Abandon or reuse the beach force main line, either in-part, or the whole line.
Future project Based on inspection.
5.5 Identify and incorporate into construction projects environmentally sustainable practices and/or technology when economically feasible.
Goal 6 – Enhance Internal and External Communication
NO. OBJECTIVE ACTION FISCAL YEAR STATUS
6.1 Keep our customers informed of Sewer Rate Studies and provide opportunities for participation.
6.2 Provide and maintain a District website that is current and informative for our customers.
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6.3 Promote public awareness of industry issues and trends related to regulatory compliance.
All Inform public of District business in a timely manner and provide opportunities for input.
On-going Being Done
All Place all important documents on the District’s website.
On-going Being Done
All Keep the District website information up to date.
On-going Being Done Extensive changes have been made More are planned
All Continue active participation in the Bay area wastewater agencies Pollution Prevention Program.
On-going Being Done
All Publish a District newsletter on a semi-annual basis (summer and winter).
Semi-Annually Being Done
All Participate in industry organizations such as California Water Environment Association, California Association of Sanitation Agencies, California Special District’s Association and Bay Area Clean Water Agencies.
On-going As time allows
Goal 7 – Maintain Regulatory Compliance
NO. OBJECTIVE ACTION FISCAL YEAR STATUS
7.1 Address emerging areas of NPDES Permit compliance such as wastewater blending, nutrients in wastewater discharge and source control to keep contaminates out of wastewater (For example: pharmaceutical drugs and grease).
7.11 Complete new reporting requirements of Nov 2012 NPDES permit. Treatment and Collections improvement work plans, progress reports and report progress of District satellite agencies.
On-going Being Done
7.12 Update Ordinance related to sewer collection system discharge water quality requirements and discharge permits.
2014/15 In-Process Draft Ordinance revisions in-progress
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7.13 Update the Fats, Oils and Grease Ordinance
2014/15 In-Process Draft Ordinance revisions in-progress
7.14 Continue support of the pharmaceutical drop off point at the City of Sausalito police station.
On-going Being Done
7.15 Actively collaborate on wastewater blending and nutrients with the San Francisco Regional Water Quality Control Board as part of the NPDES Permit issuance process (permit expires Dec 2017)
2014/15 *Discussion Item Moved up three years NPDES nutrient permit requirements now being approved Initially more studies and monitoring Possible future treatment upgrades needed
7.16 Work with industry agencies such as California Association of Sanitation Agencies and Bay Area Clean Water Agencies on emerging areas and compliance.
On-going Being Done
7.2 Initiate plans to request the EPA rescind the 2007 treatment plant Compliance Order.
7.21 Complete request to rescind the Treatment Plant EPA Order in coordination with the Headworks, Primary and Secondary improvements project design and construction approvals.
2016/17 Following completion of the construction project.
7.22 Submit quarterly and annual EPA reports on progress.
On-going Being Done
7.3 Continuously improve the performance of the treatment plant’s operation processes and systems.
7.32 Revise the Treatment Plant Operation and Maintenance manual
2014/15 Will be incorporated into the Headworks project
7.33 Revise treatment and collection system performance indicators. Develop a monthly treatment and collection system (key indicator) performance monthly report.
2013/14 In-progress
7.34 Evaluate needed capital equipment repairs and replacement as part of the annual budget process.
Annual Being Done
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7.35 Continue writing Standard Operating Procedures to document operation and maintenance activities.
On-going Being Done
7.4 Enhance the capabilities of the asset management maintenance system.
7.41 Continue expanding the use of the NexGen asset management system to include inventory, timekeeping and financial asset management.
2015/16 Project planned for next FY budget to include 7.41, 7.42 and 7.43
7.42 Expand NexGen for GIS mapping of infrastructure and integration with maintenance management module.
2014/15 Evaluation of options complete. GIS upgrade project will be included in FY 2015/16 for approval.
7.43 Integrate the District’s NexGen system with the City of Sausalito for mutual viewing of GIS storm drain and sewer collection maps.
2014/15
Goal 8 – Collaborate with Partner Agencies
NO. OBJECTIVE ACTION FISCAL YEAR STATUS
8.1 Coordinate the District’s Sewer Rate Charge Policy with the City of Sausalito and Tamalpais Community Services District.
8.11 Share information on plans for sewer service charge studies, including scope of work, goals and key study aspects.
On-going Being Done
8.2 Develop plans with the City of Sausalito and Tamalpais Community Services District infrastructure improvements to reduce infiltration and inflow.
8.3 Coordinate the 2008 EPA collections system Compliance Order actions with the City of Sausalito and Tamalpais Community Services District.
All Evaluate plans and projects as part of the joint SMCSD/TCSD/City sewer committee meeting.
Annual *Discussion Topic Need to reform joint-agency group
All Develop improvements with the
update of the 2008 treatment and collection facilities condition
2015/16
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assessment and wet-weather flow monitoring study.
8.4 Evaluate private sewer lateral coordination opportunities with the City of Sausalito and TCSD.
8.41 Look at ways to partner to carry out video inspections of private sewer lateral lines.
2013/14 Needs to be done Have talked but no formal program developed for joint agency approval
8.5 Evaluate shared service opportunities with the City of Sausalito and Tamalpais Community Services District.
8.51 Complete agreement study to annex the TCSD service area to the District
2014/15 *Discussion topic
8.52 Evaluate plans and projects as part of the joint SMCSD/TCSD/City sewer committee meeting.
Annual Need to reform joint-agency group
8.6 Revise the City of Sausalito sewer collection and conveyance service agreement.
8.62 Staff and SMCSD Sewer committee review and refinement.
2014/15 Planned for Feb/Mar 2015
8.63 Joint agency (SMCSD/City) staff review of the proposed agreement points, terms and conditions.
2014/15 *Discussion Topic SMCSD and City staff have a working draft now completed Joint agency meeting spring/summer of 2015
8.64 Review and refinement by the joint agency sewer committee of potential new agreement terms and conditions.
2014/15
8.65 Joint agency legal review of the new agreement.
2015/16
8.66 Joint agency approvals and execution of agreement
2015/16
8.7 Obtain renewal of the National Park Service wastewater facility right-of-way easement agreement.
8.72 Staff and SMCSD NPS committee review and refinement
2014/15 Spring/Summer 2015
8.73 Initiate agreement discussions with National Park Service (NPS). Work with the SMCSD NPS committee.
2014/15 Spring/Summer 2015
8.74 Joint agency legal review of the new agreement.
2015/16
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