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

Average Annual Yields

Home | Open Government | Careers | Contact

Home PMIA Home PMIA Contacts Time Deposit Contacts LAIF

Search

PMIA Average Annual Yields http://www.treasurer.ca.gov/pmia-laif/historical/annual.asp

1 of 1 1/29/2016 8:29 AM

10

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

Sausalito-Marin City Sanitary District

2013 - 2018

Strategic Plan

13

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

1. INTRODUCTION

2013 Strategic Plan

15

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

2. DEVELOPING THE PLAN

2013 Strategic Plan

18

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

3. THE STRATEGIC PLAN

2013 Strategic Plan

22

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

4. WORK PLAN

2013 Strategic Plan

27

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

30

3

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

31

4

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

32

5

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.

33

6

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

34

7

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

35

8

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

36

9

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

37

10

8.75 Joint agency approvals and execution of agreement

2016/17 Approved by 2017

38