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HomeMy WebLinkAboutAGENDA BACKUP 01-20-98 ~ Central Contra Costa Sanitary District BOARD OF DIRECTORS ............................................................'........ ......,............... ........ (((:n"':tsl"m:":I."'d(:::n::A:rscm:)) BOARD MEETING OF ::::::::::::::mi"'iiI: ;:;: :;:: ,"'I.:::::::mm"rn~:wrs.::::::::::::::::::::::: J 20 1 998 ;::::::::::{::::;:::;:::::;::::::::::)::::;::(:;:;:::;:;:;::;:::::{::;;:;:::;;);{::;:::):::;:::/\\:/;::::::;:;};;;:;:;:<....... .:::::.. .::::::::::.:...... a nuary , Page 1 of 1 NO. 3. CONSENT CALENDAR a. DATE TYPE OF ACTION January 12, 1 998 AUTHORIZE OUT-OF-STATE TECHNICAL TRAINING SUBJ ECT AUTHORIZE ATTENDANCE OF RANDY SCHMIDT, ASSOCIATE ENGINEER, AT THE "ADVANCED WATER POLLUTION CONTROL: BIOLOGICAL WASTEWATER TREATMENT" COURSE SPONSORED BY THE UNIVERSITY OF TEXAS IN AUSTIN, TEXAS, ON FEBRUARY 23-27, 1998, AT A COST NOT TO EXCEED $2000 SUBMITTED BY INITIATING DEPTIDIV Douglas J. Craig, Planning Division Manager Engineering/Planning ISSUE: Approval by the Board of Directors is required for travel outside of California or if the expense will exceed $500. BACKGROUND: The University of Texas at Austin is sponsoring a practical course entitled "Advanced Water Pollution Control: Biological Wastewater Treatment." The course will be presented on February 23 - 27, 1998, in Austin, Texas. Randy Schmidt, Associate Engineer, is currently project manager for the Cyanide Reduction Plan lDP 7178). This project involves the evaluation of treatment alternatives available to remove cyanide. This course will cover the essential elements of biological treatment related to cyanide removal. Adequate funds are available in the Planning Division 1997-1998 Training Budget to cover the cost of the training course. RECOMMENDATION: Authorize attendance of Randy Schmidt, Associate Engineer, at the "Advanced Water Pollution Control: Biological Wastewater Treatment" course in Austin, Texas, on February 23-27, 1998, at a cost not to exceed $2,000. DJC RAB iC H:\DAT A\POSPAPER\pps1-20.WPD 9/16/96 ~- (,entral Contra Costa Sanitary District BOARD OF DIRECTORS ,11.1:111111111111111111111111111111111: BOARD MEETJ~~uary 20, 1998 Page 1 of 3 NO. 3. CONSENT CALENDAR b. January 12, 1998 TYPE OF ACTION Consent Calendar DATE SUBJ ECT ADOPT A RESOLUTION TO OPEN A WELLS FARGO BANK ACCOUNT IN ORDER TO ACCOMMODATE THE DIRECT DEPOSIT WIRE TRANSFER OF PAYROLL SUBMITTED BY Debbie Ratcliff, Controller INITIATING DEPTIDIV Ad ministrative/ Accounting ISSUE: Wells Fargo Bank requires a Board Resolution to open a bank account to be used to wire transfer direct deposit payroll. BACKGROUND: In recent Memorandum of Understanding negotiations, the implementation of direct deposit of payroll was agreed upon. The Accounting and MIS staff have been working to make the direct deposit a reality beginning in March, 1998. Contra Costa County currently uses Wells Fargo Bank for their banking needs. The County indicated that seven other entities for which the County provides financial services are also implementing direct deposit. To facilitate the County's monitoring and reconciliation of each of these entity's payroll wire transfers, and specifically the District's direct deposit activities, the Contra Costa County Treasurer's Office requires a separate Wells Fargo Bank account, held in the name of the District. Wells Fargo Bank requires a Board Resolution in order to open the account. The agreement, signature cards, and other pertinent documents have been completed. Prior to completion and submission to Wells Fargo, our District Counsel reviewed these documents. The attached Resolution is the last step in the process to open the required account. RECOMMENDATIONS: Receive and adopt the attached Resolution. PM REVE1NED AfIIJ RECOMMENDED FOR BOARD AC110N INITIATING DEPARTMENTIDIVlSION G :\FINANCE\PPWFBANK. WPD 9116/96 RESOLUTI ON NO. RESOLUTION TO OPEN A WELLS FARGO BANK ACCOUNT IN ORDER TO ACCOMMODATE THE DIRECT DEPOSIT WIRE TRANSFER OF PAYROLL ~ W]i1T IT ~ FARGO BANK CORPORATE RESOLUTIONS WHOLESALE DEMAND DEPOSIT ACCOUNT AND RELATED SERVICES The undersigned hereby certifies that he or she is the Secretary~r Assistant Secretary of Central Contra Cos ta San i tary Di s tri ct ("Corporation"), a corporation, that the following are true and correct resolutions adopted by the Corporation's Board of Directors at a duly authorized meeting held on January 20 , 19 98 throughout which a quorum of such directors was present in person, and that these resolutions have not been in any way altered, amended or rescinded and are now in full force and effect: "RESOLVED that this Corporation establish a deposit account with Wells Fargo Bank, N.A. ("Wells Fargo") into which Wells Fargo may deposit checks payable to this Corporation endorsed in writing or by stamp, that any of the following officers [Designate Titles Only]; Contro 11 er , Secretary of the District Director of Administration Accounting Technician III Accounting Technician II ,or Accounti ng Supervi sor of this Corporation be authorized to open such account and that Wells Fargo may honor and pay all checks and other instruments withdrawing funds from this account, including those payable to cash or to person(s) who sign them, and that any of the following officers [Desi8nate Titles Only]; Contro 11 er ~, Secretary of tne Di s tri ct , Director of Administration , Accounting Technician III , Accounting Technician II , or Accounting Supervisor of this Corporation, which officers are also authorized in the Wholesale Demand De,posit Account: Account Authorization and Agreement (Si~nature Card), be authorized to sign such checks and instruments; RESOLVED, that this Corporation is authorized to invest such funds as are in its deposit accounts at Wells Fargo or other of this Corporation's funds by purchasing U.S. government securities, state or local government securities, Wells Fargo & Company or third party commercial paper, or other investment securities from or through Wells Fargo, and that this Corporation may enter into repurchase transactions with Wells Fargo in connection therewith; RESOLVED, that this Corporation is authorized to request funds transfers by Wells Fargo, enter into arrangements for the processing of ACH debits and/or credits to its deposit account at Wells Fargo, enter into foreign exchange transactions with or through Wells Fargo, and purchase such cash management and other financial products and services as Wells Fargo may from time to time make available, and this Corporation is authorized to incur overdrafts in its deposit account at Wells Fargo in connection with any of the products, services or activities authorized by these resolutions; RESOLVED, that this Corporation is authorized to enter into such agreements and documents as Wells Fargo may require with respect to any of the foregoing products, services or activities, in such form and on such terms and conditions as may be agreed to by the officer of this Corporation signing such agreements and documents: RESOLVED, that except to the extent provided otherwise in any agreement between this Corporation and Wells Fargo for any of the products, services or acti vities authorized by these resolutions, this Corporation authorizes Wells Fargo to rely on any act or communication, including telephone, wire or electronic communication, purponing to be done by any officer, employee or agent of this Corporation if such reliance is in good faith, and this Corpora- tion shall be bound to Wells Fargo by ~ny such act or communication relied on by Wells Fargo in good faith; RESOLVED, that these resolutions are in addition to, and not by way of limitation on, other resolutions, if any. of the Board of Directors or shareholders of this Corporation in favor of Wells Fargo, and that the authority conferred by these resolutions shall be deemed retroactive and any and all acts authorized by these resolutions performed prior to the passage of these resolutions are hereby approved and ratified; and . / {Continued 011 Reverse Sidel A02S014-A (1/97) RESOLVED, that each of these resolutions shall continue in full force and effect until Wells Fargo has received express written notice of its recission or modification by a resolution duly adopted by the Board of Directors of this Corporation and certified by a Secretary or Assistant Secretary of this Corporation." I further certify that there is no provision in the Articles of Incorporation or By-Laws of this Corporation or any shareholder agreement limiting the power of the Board of Directors of this Corporation to pass the foregoing resolutions, that such resolutions are in conformity with the provisions of such Articles of Incorporation and By-Laws, and that no approval by the shareholders of, or of the outstanding shares of, this Corporation is required with respect to the matters which are the subject of such resolutions. IN WITNESS WHEREOF, I have subscribed my name and affixed the seal of this Corporation to this document on this ---1Q... of January ,191.e Signed: Check One: [jJ Secretary o Assistant Secretary President of the District Board of the Central Contra Costa Sanitary District, County of Contra Costa, State of California -... ~ l,entral Contra Costa Sanitary District BOARD OF DIRECTORS ............................................................................................. ~~::::.II...:;:;:.:::.~:.I...:I;;;:....:::;.I...:.:LI:~::::tll...:::::.:::~:jt}~.I....:::::::;ii,:~~::::~:::: BOARD MEETING OF )t)tm..:::::f::;{b:~.~'=I~t\::~rm.mj:::::;:;:;:;:.t~f\\ January 20, 1998 Page 1 of 6 NO. 6. SOLI D WASTE a. DATE TYPE OF ACTION January 14, 1998 APPROVE DISPERSAL OPTION SUBJ ECT CONSIDER ISSUES AND DECIDE ON DISPERSAL OPTION FOR THE ACME LITIGATION FUNDS SUBMITTED BY Paul Morsen, Deputy General Manager INITIATING DEPTiOlV Administrative Department ISSUE: The District has discontinued its role as a franchiser of solid waste collection. As a result of the settlement of the Acme lawsuit for far less than originally estimated and due to payment for this activity by solid waste customers and insurance recoveries exceeding that which was expected, the District now has more money than we need to cover our costs in the Acme Litigation. BACKGROUND: This issue was presented to the Board at the January 8, 1998 meeting. The amount of the excess recoveries is $1,265,405 (See Attachment I). After considerable discussion, the Board identified two options for disbursement of these excess funds: returning the funds directly to current residential and commercial customers within the District's former solid waste franchise area, or by reducing future garbage rate increases for solid waste customers in areas formerly franchised by the District. Regardless of the method selected, neither option will provide for reimbursement of those prior rate payers who no longer live in the service area, and new residents in the service area will receive a benefit even though they may not have paid into the District's Acme expenses. Issues surrounding each option are detailed in Attachment II. The first option, if selected, would require the District staff, with the help of temporary employees, or through use of an outside service, to send a check to residents and businesses (approximately 42,000) in the communities of Moraga, Orinda, lafayette, Danville, and unincorporated communities in south central county. This option would take at least three months to complete with an estimated cost of $60,000 and would require the cooperation of BFI to obtain current billing information. It would provide recipients with a check from the District which could be accompanied by an enclosed letter from the District explaining circumstances occasioning the refund. The second option, if selected, would provide funds to offset the need for immediate rate increases in the cities of Orinda, Moraga, and Danville and buffer the need for future rate increases in the remaining areas. District staff could work with the staff of the Central Contra Costa Solid Waste Authority (CCCSWA) to ensure that these funds would be applied against garbage rates for solid waste customers in areas formerly represented by the District. District staff would prepare a notice to be printed on garbage bills explaining that the District is providing these refunds to reduce rates; the notice could potentially remain on the garbage bills through the months where the rate reduction was in effect. Staff would also, with the Board's guidance, ( HH DR RF\IEWED AND RECOM\ENDED FOR BOARD ACT70N tJ;j~ V~ S :\ADMIN\POSP APER\ACMELlTI. WPD 9116/96 DATE January 14, 1998 Page 2 of 6 SUBJ ECT CONSIDER ISSUES AND DECIDE ON DISPERSAL OPTION FOR THE ACME LITIGATION FUNDS prepare a "stutter" which would accompany the first bill, outlining in greater detail than the notice, the reasons for the garbage rate reduction and how the Acme Lawsuit recoveries allowed the District to rebate monies to garbage customers. Additionally, another opportunity to explain the rebate to customers would be an article in the CCCSWA's newsletter, Diversions, which is mailed to all garbage customers. Staff would also ask the cities for space in their newsletters to tell this story. These activities could be completed in thirty (30) days. There would be little or no incremental expense associated with this option. For many years the District has been strongly motivated to control the cost of solid waste services, minimize the administrative expenses, and build strong, mutually supportive relationships with the cities and county. This commitment is reflected in the success the District achieved with Acme which has resulted in these excess funds. Implementing the option which controls future solid waste rate increases would be consistent with the District's long standing goals. Furthermore, the District has vested substantial time and effort over the past decade to support the CCCSWA and help ensure its success. Cooperating with our solid waste partners on the CCCSWA would continue that tradition. RECOMMENDATION: Discuss the two dispersal options and provide direction to staff. ATTACHMENT I ACME - Balance of Income & Expense EXPENSES: Legal costs Acme Settlement Estimate of future costs ($838,527) (800,350) (20,000) (1,658,877) CUSTOMER CONTRIBUTIONS: CCCSWA Franchise Fee Legal Impound Balance 639,288 592,282 419,488 1,651,058 Net Balance (7,819) 1,567,824 (294,600) $1,265,405 Insurance Recovery Less Allowance for Premiums not billed Funds Available for Distribution ATTACHMENT II ISSUES TO CONSIDER RELEVANT TO EACH FUND DISPERSAL OPTION Option 1: Direct payment (check) to current garbage customers . The District would have total control over the dispersal of funds to its former garbage franchise customers in Orinda, Moraga, Lafayette, Danville, and the unincorporated areas. A letter could be included with each check, explaining the District's efforts to return this money to its former franchise garbage customers. . The cost estimate to send out individual checks is approximately $60,000, depending on if it is handled in-house or out-sourced. If handled in-house, staff projects it would take approximately three months to prepare and mail out the checks and accompanying letter, using three temporaries, for a total cost estimate of $60,000. If the checks and letter are out-sourced, the cost would be slightly less, about $50,000 which includes staff time to key data and electronically transfer it to the out-sourced firm. Staff would have less assurance of the quality of this addressing/mailing activity if the work were out-sourced. . It is conceivable that not all of the checks sent out to customers will be cashed; some may be lost or thrown away as "junk" mail. As a result, there may be issues relating to lost or uncashed checks to consider. If checks are to be reissued upon request, additional staff time and bank costs may be incurred. Customer service complications may also arise for staff several months after the checks have been issued concerning potential address disputes. . The most accurate mailing list available is SFl's current garbage customer list. However, SFI has indicated that they will not provide this list unless specifically directed to do so by the Solid Waste Authority. If the Solid Waste Authority were to direct SFI to provide this list, SFI contends that the process would require additional efforts on their part, such as answering customer calls, which may result in the need to reimburse them for additional incurred costs. An alternative to the SFI mailing list is the County's property tax roll. Although we would not be able to use the property tax roll to identify renters who may have contributed to the Acme litigation, we could determine who the current property tax owners living within our service area are and refund to them accordingly. It is estimated that the number of people receiving a refund would be somewhat less than the 42,000, since a certain percentage of property owners live outside the District's service area, and renters would not be included. This method would 1 somewhat less accurately return these funds to those customers who paid the prior fees, than use of the BFllist. Another alternative to the BFI mailing list is to purchase a mailing list, similar to that which the District uses to mail out its newsletter, The Pipeline. This method would also be somewhat less precise than use of a current customer list. . Customers may be confused about why they are receiving a refund check from the District, especially if they have already had a rate increase as will undoubtedly occur in Orinda, Moraga, and Danville. Customers may inadvertently blame the District for the rate increase, confusing the District with the Solid Waste Authority; this is especially conceivable given the District's previous role in establishing the Solid Waste Authority as featured in our former solid waste newsletter, The InProgress. As a result, a general mistrust regarding the return of funds could be triggered: customers may not understand that the District re-payment to the customer is voluntary and not the result of some error or previous over billing by the District. This risk is exacerbated by the potentially confusing impact of press coverage of any possible disagreement between the Solid Waste Authority and the District. . Various JPA members have raised concerns regarding the legality and propriety of the direct mail option. While staff is unaware of any legitimate concerns surrounding the legality of directly mailing out checks, the fact that these concerns are being expressed reflect the depth of feeling on the part of city council members who strongly believe that the funds should be used to offset future solid waste rate increases. . Because several of the cities and towns formerly represented by the District (Danville, Orinda, Moraga) are facing rate increases of 4% to 9% effective March 1, 1998, the District's decision to mail checks directly to customers may be viewed as uncooperative and create intra jurisdictional controversy. The CCCSWA members believe that at least the $639,288 collected through the CCCSWA should be refunded. The District Board has worked diligently to improve relationships with the cities in our service area, and such an action may erode the goodwill which currently exists. Maintaining good working relationships with the cities will be important in the future when the District will need their cooperation on various District projects and activities, such as recycled water. 2 Option 2: Offset future garbage rate increases for former District garbage franchise customers . A major consideration is how the funds provided by the District would be used to directly offset garbage rate increases. The monies could be directly applied to reduce or eliminate pending rate increases and mitigate the ordinary CPI increases which may occur over the next few years. The original stated purpose of the District in creating the Solid Waste Authority was threefold: 1) to engender cooperation among franchising agencies; 2) to reduce the cost of managing solid waste franchises; and 3) to reduce the cost of solid waste service to the customers. This option of using the money for rate reduction is completely consistent with those goals, and the District could receive recognition for its efforts to ensure those goals are met. . The opportunities for recognition mentioned in the position paper would entail a very modest cost. This includes a letter inserted into the garbage bills, a brief message on each garbage bill for the next year, an article in the Solid Waste Authority newsletter, and articles in each of the city newsletters (Orinda, Moraga, Lafayette, Danville). 3 ~ Central Contra Costa Sanitary District BOARD OF DIRECTORS ............................................................................................. :::::::~I:::.:::::.:::III:II:::;;;;;;;:.::~I:::::::I_IIII::::::::::: BOARD MEEllNG OF :~tjl'i.!:::::::::::::::{\::::::::::\:::::::::/:::::::::::{:t:::it\:}:\:::::::::::r:::::::::::::::::::ti::::::r:j:j: January 20, 1 998 Page 1 of 4 NO. 7. ENGINEERING a. DATE TYPE OF ACTION January 13, 1998 AUTHORIZE AGREEMENT SUBJECT AUTHORIZE THE GENERAL MANAGER-CHIEF ENGINEER TO EXECUTE AN AGREEMENT WITH MONTGOMERY WATSON FOR FINAL DESIGN OF THE ASH HANDLING IMPROVEMENTS PROJECT, DISTRICT PROJECT NO. 7186 SUBMlmD BY Don Berger, Associate Engineer INITIATING DEPTIDIV Engineering Department/Plant Engineering Division ISSUE: Authorization by the Board of Directors is required for the General Manager-Chief Engineer to execute a professional services agreement in an amount greater than $50,000. BACKGROUND: Proper functioning of the furnace ash system is critical for the successful operation of the furnaces. The ash system must provide continuous uninterrupted removal of ash from the furnaces to prevent upsets and potential permit violations. Portions of the ash system including the vacuum conveyance system, dust collection equipment (filters and cyclones), and associated controls have been particularly troublesome. This equipment was part of the original plant construction and requires excessive maintenance. Ongoing problems with ash pipe plugging and equipment breakdowns have adversely affected furnace operation. Because of these process problems, the District's operations and maintenance personnel formed the Furnace Continuous Improvement Team (CIT), as part of the work redesign process, to develop recommendations for improvement of the ash system and furnace operation. In December 1996, the Furnace CIT completed a report outlining recommended ash system improvements which consisted of modifications to the piping and control system, and installation of new vacuum blowers and filters. The project location is shown in Attachment 1. In March 1997, the District retained Montgomery Watson to conduct a predesign study and develop a construction cost estimate for the proposed ash system improvements. The construction cost estimate is $750,000. The cost for the predesign study was $23,100, which is the total of previously authorized agreements with Montgomery Watson for this project. Montgomery Watson has expertise in designing ash systems for other sewage sludge incinerators and is intimately familiar with the District's solids handling process having previously completed the District's Solids Handling Facilities Plan and the Sludge Dryer Pilot Study. In addition, the District was able to obtain the services of Mr. Steve Hyland, Chief Mechanical Engineer for Montgomery Watson. Mr. Hyland was project manager and technical director for the predesign and would serve in the same roles during the final design. Mr. Hyland has designed several sewage sludge incinerators and ash handling systems for other municipalities. He has also been involved in a number of projects within the District's Solids Conditioning Building. Most recently, he designed the Scum System Odor Control Project, District Project 6108. Mr. Hyland has developed an excellent reputation with District staff based on his technical skills and cost effective completion of projects. DEB WEB RAB wtb ~ L:\Position Papers\BERGER\ 71 86authagree.deb. wpd 9/16/96 fff:iffl":.'.~.:::: ::i:I.JU::::mml....~:.::i..-:.: :.:.::..:m:m:m:miii!:iil ............ ...ga .. .. gl..... ...M ... ...n......... DATE ::i:i:i:::::::::::::::\::::i:i:ii/i~(::::/:::::tf!:!:f:::\)/i:(:ii::)iii:::::!i!i!i!iiifiii::::(:{iiffiiiii:i:ffi::::)ii::::~::!::::::::::i::::: J an u a r y 13, 1998 I Page 2 of 4 SUBJECT AUTHORIZE THE GENERAL MANAGER-CHIEF ENGINEER TO EXECUTE AN AGREEMENT WITH MONTGOMERY WATSON FOR FINAL DESIGN OF THE ASH HANDLING IMPROVEMENTS PROJECT, DISTRICT PROJECT NO. 7186 The project is now ready for the final design phase. Staff recommends that the design of the Ash Handling Improvements Project be completed by Montgomery Watson due to their excellent performance on the predesign study, their understanding of the project requirements, and the experience of their project manager/technical director, Mr. Steve Hyland. An agreement has been negotiated with Montgomery Watson for $65,500 to provide design services and prepare contract documents for bidding. This project is included in the 1997-98 Capital Improvement Budget (CIB) beginning on page TP-22. The current total estimated project cost is $1,100,000. A summary of the potential regulatory changes that may impact the furnaces is shown in Attachment 2. It is estimated that it would be at least five years before any of these regulatory changes would become effective. The furnaces remain the best and most economical sludge handling alternative. The existing ash system has had multiple failures in recent years. The furnaces have had to be shut down on several occasions for ash system repair. If the District is to continue operating the furnaces as planned, the proposed ash system improvements need to be completed now before a more serious breakdown occurs requiring an extended and costly shutdown of the furnaces. Staff has determined that this project is exempt from the California Environmental Quality Act (CECA) under District CECA Guidelines, Section 18.2, since it involves alterations to existing facilities with negligible increase in capacity. Approval of this agreement will establish the Board of Directors' independent finding that this project is exempt from CECA. RECOMMENDATION: Authorize the General Manager-Chief Engineer to execute an agreement for $65,500 with Montgomery Watson for final design of the Ash Handling Improvements Project, District Project 7186. Page 3 of 4 ~ N ~ o 200 ~-....! FEET IMHOFF DRIVE OJbOo 0]0 ~ :r o Tl Tl SOLIDS CONDITIONING BLDG (Location of Furnace Ash Handling System) -u I :t> n iT1 s*' ~0-X; \J~ ~S (i~" 0 4 ~ ~ // f Central Contra Costa Sanitary District ATTACHMENT ASH HANDLING IMPROVEMENTS PROJECT DISTRICT PROJECT 7186 PROJECT LOCATION 1 Page 4 of 4 REGULATORY IMPACTS ON LONG-TERM SEWAGE SLUDGE INCINERATION ATTACHMENT 2 BACKGROUND Of the approximately 1500 wastewater treatment facilities throughout the U.S., there are about 130 that use incineration for sludge disposal. The majority of these facilities use a multiple-hearth incinerator similar to those at the District. The advantage of incineration is that a wet sewage sludge is reduced to a dry sterile ash that is only 10% of the volume, less toxic, and can be used in recycled material. The environmental regulatory exposure for incineration is focused on ash quality, scrubber water contamination, and stack emissions. Of these exposures stack emissions are of most concern. PROPOSED EMISSION LIMITS The EPA is currently reviewing the emission limits for incinerators with the following major concerns: . Oxides of Nitrogen (NOx) . Carbon Monoxide . Dioxins The final rule which will establish the emission limits is set for adoption by November 15, 2000, and furnace compliance will be required by November 15, 2003. The change in regulations for incinerators has been under discussion by the EPA since the early 1990s. IMPACTS ON CCCSD The impact of the new emission limits will not be specifically known until the final rule is adopted. At this point if the most stringent option is selected, it appears that the District's incinerators cannot concurrently achieve the emission limits for oxides of nitrogen and carbon monoxide without additional pollution control equipment. In order to meet the limits for carbon monoxide, the operation of the incinerators would have to be modified to increase the combustion air. This modification would further increase emissions of oxides of nitrogen. Then the oxides of nitrogen would have to be reduced by the addition of clean up equipment at a cost of approximately $2 million. Recently the EPA is discussing the concept of zero emission for dioxins. One dioxin test was conducted by the District in 1989 and no dioxins were detected. Due to the limited number of tests and improvements in the detection limit for dioxins, it is unknown whether the proposed emission limit would be a problem. In the unlikely event that the District would have to discontinue the use of its incinerators, it would take up to six years to design and construct new solids handling facilities (anaerobic digestors). A previous cost estimate for these facilities would be $40-50 million in today's dollars. This cost does not include the additional operating expenses to dispose of the greater quantities of wet sludge which would have to be hauled to a disposal site, most probably a local landfill. Therefore, the District will continue to provide technical assistance to the EPA (through the AMSA work group) during the development of the proposed incinerator emission limits. With no substantial change in the emission limits as currently proposed, it appears that the long term use of sludge incinerators can be preserved at an acceptable cost when compared to other solids handling alternatives. ~- Central Contra Costa Sanitary District BOARD OF DIRECTORS :1111111I1.11111111111I1111'lllililil: BOARD MErn~~uary 20, 1998 Page 1 of 2 NO. 7. ENGINEERING b. DATE TYPE OF ACTION January 13, 1998 ADOPT RESOLUTION SUBJECT AUTHORIZE SUBMITTAL OF AN APPLICATION FOR A HOUSEHOLD HAZARDOUS WASTE GRANT SUBMITTED BY Elaine Jacobs, Household Hazardous Waste Supervisor INmATlNG DEPTIDIV Engineering Department/Plant Engineering Division ISSUE: In order to apply for a Household Hazardous Waste (HHW) Grant from the California Integrated Waste Management Board (CIWMB) to enhance our existing HHW collection program, the Board must adopt the attached resolution. BACKGROUND: The CIWMB administers a grants program to provide opportunities for collection and management of HHW. Approximately $1.5 million in grant funds will be available for the Sixth Cycle HHW Grant covering expenditures between May 1, 1998 and March 31, 2000. Individual jurisdictions may request up to $120,000. The goals of this Sixth Cycle grant are to help local governments establish or enhance permanent, sustainable HHW collection programs. A Sixth Cycle grant application is being prepared for submittal to the CIWMB later this month. Items being considered for inclusion in the grant application include: acquisition of additional paint bulking and oil/paint can compacting equipment at the District's HHW collection facility; expansion of the public education program; enhanced initiation of the small business waste collection program; and implementation of some temporary collection activities. RECOMMENDATION: Adopt the attached resolution authorizing submittal of an application for a HHW grant from the CIWMB. REVIEWED AND RECOMMENDED FOR BOARD ACTlON INmATlNG DEPARlMENTIDIVISION ~. ~ wn H~ EJ TP RAB l:\Position Papers\HHWCF\hhwcf .grant. wpd 9/16/96 Page 2 of 2 RESOLUTION NO. 98- A Resolution Authorizing Submittal of an Application to the California Integrated Waste Management Board for a Local Government Household Hazardous Waste Grant -- Sixth Cycle WHEREAS, the people of the State of California have enacted Assembly Bill 1220 (Eastin, 1993) that provides grants to local governments to establish and implement waste diversion and separation programs to prevent disposal of hazardous waste, including household hazardous waste, in solid waste landfills, and WHEREAS, the California Integrated Waste Management Board has been delegated the responsibility for the administration of the program within the state, setting up necessary procedures governing application by local governments under the program; and WHEREAS, the applicant will enter into an agreement with the State of California for development of the project; NOW, THEREFORE, BE IT RESOLVED that the Central Contra Costa Sanitary District Board of Directors authorizes the submittal of an application to the California Integrated Waste Management Board for a Local Government Household Hazardous Waste Grant -- Sixth Cycle. The General Manager-Chief Engineer or his designee is hereby authorized and empowered to execute in the name of Central Contra Costa Sanitary District all necessary applications, contracts, payment requests, agreements and amendments hereto for the purposes of securing grant funds and to implement and carry out the purposes specified in the grant application. PASSED AND ADOPTED by the Central Contra Costa Sanitary District Board of Directors this 20th day of January, 1998, by the following vote: AYES: NOES: ABSENT: Members: Members: Members: President of the District Board of the Central Contra Costa Sanitary District, County of Contra Costa, State of California COUNTERSIGNED: Secretary of the Central Contra Costa Sanitary District, County of Contra Costa, State of California APPROVED AS TO FORM: Kenton L. Aim, District Counsel ~ Central Contra Costa Sanitary District BOARD OF DIRECTORS ':::IIIIII:II:::::~IJII:BI:~:~:~::: BOARD MEET~:~Fuary 20, 1998 ~~r::::~r~~~~~~::;;;;~;;::~\:;~;;;:::~:::/t::~~~~::::~~~::;;~;;;:)::::~~~~~:::/~t./~f\.?:::::.:::}~~r~::::;~;;;;;;;::::~~~~~~:)r~~~f~~~ Page 1 of 3 NO. 8. HUMAN RESOURCES a. DATE TYPE OF ACTION January 13, 1998 HUMAN RESOURCES SUBJECT CREATE AND ADD THE POSITIONS OF DIRECTOR OF ADMINISTRATION, DIRECTOR OF COLLECTION SYSTEM OPERATIONS, DIRECTOR OF ENGINEERING, AND DIRECTOR OF PLANT OPERATIONS; ADOPT THE CLASS DESCRIPTIONS; RECLASSIFY INCUMBENT DEPARTMENT MANAGERS TO NEW DIRECTOR POSITIONS; TRANFER CHARLES A.BATIS TO DIRECTOR OF ENGINEERING; PROMOTE JAMES M. KELLY TO DIRECTOR OF PLANT OPERATIONS; TRANSFER DOUGLAS J. CRAIG TO PLANT OPERATIONS DIVISION MANAGER; AND CHANGE MANAGER VEHICLE USAGE BENEFIT SUBMITTED BY Roger J. Dolan INITIATING DEPTIDIV General Manager-Chief Engineer ISSUE: In October 1997, Deputy Chief Engineer Robert A Baker announced his retirement, effective February 27, 1998. A selection process has been conducted and it is now timely for the Board to consider formally appointing his successor. Other related personnel changes and a reorganization of the Engineering Department are also proposed at this time. As a result of appointing Mr. Baker's successor and the subsequent vacating and filling of his successor's position, it would be timely to consider the elimination of distinctions between the four Department Managers. This would involve changes in classification and compensation. In a matter related to the benefits of some managers, it would be appropriate to eliminate the home garage privilege of District vehicles and compensate the affected managers accordingly. Board authorization is required to create new positions, adopt class desaiptions, reclassify employees, establish salary ranges and change the vehicle usage benefit. BACKGROUND: I propose the following changes in staffing, classification, compensation and vehicle reimbursement: . Proposed Staffing Changes-As announced at the Board meeting of January 8, 1998, I am recommending the appointment of Plant Operations Department Manager Charles W. Batts, Jr. as the new head of the Engineering Department effective March 1, 1998. Further, after extensive inteNiews with the qualified internal candidates interested in the position, I recommend the promotional appointment of Plant Operations Division Manager James Kelly as the new head of the Plant Operations Department effective March 1, 1998. These staffing changes provide the opportunity to reorganizing the Engineering Department. It is appropriate to consider consolidation of the three divisions into two. Therefore, I recommend appointing Planning Division Manager Douglas J. Craig to the position of Plant Operations Division Manager. The effective date of this transition will be when the reorganization planning is further developed this Spring or early Summer. Rl:V/EWED AND RECOMMENDED FOR BOARD ACT10N 9/16/96 11111:111::111111111111ill 1111.11:1111111111111 1 IIII111 1 :111 DATE January 13, 1998 I Page 2 of 3 SUBJ ECT CREATE AND ADD THE POSITIONS OF DIRECTOR OF ADMINISTRATION, DIRECTOR OF COLLECTION SYSTEM OPERATIONS, DIRECTOR OF ENGINEERING, AND DIRECTOR OF PLANT OPERATIONS; ADOPT THE CLASS DESCRIPTIONS; RECLASSIFY INCUMBENT DEPARTMENT MANAGERS TO NEW DIRECTOR POSITIONS; TRANSFER CHARLES A. SA TTS TO DIRECTOR OF ENGINEERING; PROMOTE JAMES M. KBl. Y TO DIRECTOR OF PlANT OPERATIONS; TRANSFER DOUGLAS J. CRAIG TO PlANT OPERATIONS DIVISION MANAGER; AND CHANGE MANAGER VEHICLE USAGE BENEFIT . Classification-Over the years the distinction between the roles of the Deputy Chief Engineer, Deputy General Manager, Plant Operations Department Manager and Collection System Operations Department Manager has diminished. Each of the managers serves as an equal member of the Senior Management Team. Each represents me in my absence, serves as Hearing Officer for disciplinary and grievance matters and ads on behalf of the District before outside agencies and the public. Given the proposed appointment of Messrs. Batts and Kelly in new department management positions, it seems appropriate to modify the titles of all of the department management positions to recognize their equal status within the organization. Therefore, I recommend that each of the department management positions, incumbents and appointees, be retitled as follows effective March 1, 1998: Present Classification Deputy Chief Engineer Deputy General Manager Collection System Operations Department Manager Plant Operations Department Manager New Classification Director of Engineering Director of Administration Director of Collection System Operations Director of Plant Operations The proposed class descriptions are attached for your review and consideration. . Compensation-Since each of the proposed Director positions serves in generally equivalent capacity, I am recommending that each position be paid at the same salary range. IV. the previous Board meeting I suggested that the District's salary chart could be modified to encompass the bottom of the range for the current Collection System Operations Department Manager, M-24 ($7179 - $8727), through the top of the salary range for the current Deputy positions, M-20 ($7922 - $9632), thus creating an unprecedented 34% salary range. Most ranges encompass a nominal 25% spread. Upon further research and discussion, it is dear that the QJrrent salaries of Messrs. Larson (M-24), Batts (M-22), and Kelly (M-26) fall within the M-20 salary range which means that there would be no advantage to the 34% range. The salary adjustment received by each would be the same whether the Board adopts the 34% range or M-20. It is, therefore, proposed that all Director positions be compensated at the M-20 range. This means that Messrs. Larson, Batts, and Kelly would receive 5 percent salary increases within the M- 20 range to reflect their new classifications. :1111111:1:111111111111111111111.1111:111.1111111.11111'111111111 DATE January 13, 1998 I Page 3 of 3 SUBJECT CREATE AND ADD THE POSITIONS OF DIRECTOR OF ADMINISTRATION, DIRECTOR OF COLLECTION SYSTEM OPERATIONS, DIRECTOR OF ENGINEERING, AND DIRECTOR OF PLANT OPERATIONS; ADOPT THE CLASS DESCRIPTIONS; RECLASSIFY INCUMBENT DEPARTMENT MANAGERS TO NEW DIRECTOR POSITIONS; TRANSFER CHARLES ABATIS TO DIRECTOR OF ENGINEERING; PROMOTE JAMES M. KELLY TO DIRECTOR OF PLANT OPERATIONS; TRANSFER DOUGLAS J. CRAIG TO PLANT OPERATIONS DIVISION MANAGER; AND CHANGE MANAGER VEHICLE USAGE BENEFIT . Vehicle Usage Reimbursement-Historically, Senior Management, including the four department managers, the Secretary of the District, and the General Manager-Chief Engineer, as well as Infrastructure Division Manager Jay McCoy, have had the use of a District vehicle and home garage privileges as part of their compensation package. For a variety of reasons including liability, public acceptability, internal human relations, and economics it would be desirable to eliminate this practice. This use of the vehicles was considered as part of the recent meet and confer process with the Management Group. Because the subject of vehicle use only affected a few individuals, final resolution was deferred and the Board has not taken final action on this matter. It is important to resolve this issue in a way favorable to the District and fair to the managers. At the last Board meeting, it was suggested that earn manager who voluntarily wished to relinquish the privilege be given a salary increase of $375 per month. Some Board members expressed the desire to remove the voluntary condition on the receipt of the pay increase and remove the privilege of home garaging District vehicles as soon as possible; a time limit of four to six months was suggested. At the point W'here the option becomes mandatory and this becomes a subject for the meet and confer process, your negotiator is prepared to discuss this matter in Closed Session at the Board's request. RECOMMENDATION: 1.) Effective March 1, 1998 create and add the positions of and classification descriptions for Director of Administration, Director of Engineering, Director of Collection System Operations, and Director of Plant Operations; 2.) Effective Marm1, 1998 appoint Charles W. Batts, Jr. as the Director of Engineering, M-20 ($7922-$9632), L. Paul Morsen as the Director of Administration, M-20 ($7922-$9632), James M. Kelly as the Director of Plant Operations, M-20 ($7922-$9632), and John A Larson at the Director of Collection System Operations, M-20 ($7922-$9632); 3.) Effective Spring or early Summer 1998 appoint Douglas J. Craig as the Plant Operations Division Manager; and 4.) Eliminate the use of District vehicles for commute purposes either as recommended or under such terms as can be agreed to by the Board and managers. CENTRAL CONTRA COSTA SANITARY DISTRICT Effective: 10/7/921/21/98 Range: M-20 Respirator Class: 3 DEPUTY CENERAL MAN/\GERDIRECTOR OF ADMINISTRATION DEFINITION Manage the Administrative Department of the District; assist the General Manager-Chief Engineer in the overall formulation and administration of District programs and activities in close cooperation with the Board of Directors; perform special managerial duties as required. SUPERVISION RECEIVED AND EXERCISED Receive general direction from the General Manager-Chief Engineer. Exercise direct and general supervision over division heads, professional, and technical personnel in the Administrative Department. EXAMPLES OF ESSENTIAL DUTIES - Duties may include, but are not limited to, the following: Manage the Administrative Department of the District which includes Labor Relations, Personnel Human Resources, Finance and Accounting Finance/Accounting and Management Information Systems, Purchasing and Materials Control, Headquarters Building Maintenance, Safety, Litigation, Risl( Management/Loss Control, and Public Information, and Secretarial Support Sections, making independent decisions as necessary. Take an active part in the establishment of District policies, standards, and procedures and assist in long-range planning. Manage departmental personnel matters including programs, evaluations, promotions, transfers, and disciplinary actions. Conduct departmental staff meetings delegating responsibilities and authority to various personnel and sections of the department. Coordinate and direct, through subordinate supervisors, all investigations, studies, research, analyses, programs, projects, and operations assigned to or being a responsibility of the department. Coordinate work of the department with that of other departments. Confer with the public and representatives of other agencies. CENTRAL CONTRA COSTA SANITARY DISTRICT Deputy General Manager Director of Administration (Continued) EXAMPLES OF ESSENTIAL DUTIES Represent the District at public and professional meetings and conferences in regard to present and future projects and various District matters including labor and employee relations. Prepare reports and position papers and submit appropriate materials to the General Manager-Chief Engineer and/or the Board of Directors for necessary action. Oversee the administration of the fiscal affairs of the District including the control of expenditures. Act as spokesperson for the District. Act on behalf of the General Manager-Chief Engineer when designated. Perform related duties as required. MINIMUM QUALIFICATIONS Knowledae of: Principles and techniques of organization, management, labor relations, personnel administration, budgeting, cost control, and staff development including and understanding the importance of authority, responsibility, accountability, and delegation. Principles and practices of District's safety operations and processes including plant protection equipment and fire alarm systems. Principles, practices, and procedures of purchasing and warehousing. Principles, methods, and trends of public personnel administration. Principles and practices of public agency fund accounting and financial reporting systems. Principles, practices, and trends of public utility management including planning, budgeting, and capital improvements. Principles, practices, and trends of Litigation and Risk Management and Loss Control programs. CENTRAL CONTRA COSTA SANITARY DISTRICT Deputy General Manager Director of Administration {Continued} Abilitv to: Continuously analyze, interpret, and explain administrative and technical data, problem solve and take action on a wide variety of management and operation issues. Sit at a desk and in meetings for long periods of time on a continuous basis, use telephone and write or use a keyboard to communicate through written means. Manage the work activities of a large and diversified group of professional, technical, and non-technical employees. Prepare clear and concise reports. Perceive and analyze problems and accurately take effective action. Prepare budgets and control expenditures. Establish and maintain cooperative working relationships in the department and with other departments and divisions of the District and with persons and organizations dealing with the District. Apply management principles and techniques to the solution of various problems. Communicate effectively with all organizational levels and the public. EXPERIENCE AND EDUCATION Any combination equivalent to experience and education that could likely provide the required knowledge and abilities would be qualifying. A typical way to obtain the knowledge and abilities would be: Exoerience: At least ten years of progressively responsible professional administrative experience including at least six years public agency experience in a management capacity in fiscal and personnel/labor relations. Education: Equivalent to a bachelor's degree from an accredited college or university, with major work in public or business administration, finance, industrial relations, engineering, or a related field. A master's degree in business or public administration or related field is desirable. CENTRAL CONTRA COSTA SANITARY DISTRICT Deputy General Manager Director of Administration (Continued) LICENSES AND CERTIFICATES Possession of a valid California Driver's License. CENTRAL CONTRA COSTA SANITARY DISTRICT Effective: 1 0!7 !9a 1/21/98 Range: M-24M-20 Respirator Class: 2 COLLECTION SYSTEM OPERATIONS DEP-I\RTMENT MANAGER DIRECTOR OF COLLECTION SYSTEM OPERATIONS DEFINITION Manage the Collection System Operations Department; assist the General Manager in the overall formulation and administration of District programs and activities in close cooperation with the Board of Directors; perform special managerial duties as required. DISTINGUISHING CHARACTERISTICS The use of respiratory equipment (including S.C.B.A.) may be required for this position. Therefore, the Colleetion System Operations Department Manager Director of Collection System Operations will be required to be cloan shavonfree of facial hair that would interfer with the use of a respirator for annual fit tests and for any occasion which requires the use of respiratory equipment to comply with the District's respiratory program and Cal/OSHA standards. SUPERVISION RECEIVED AND EXERCISED Receive general direction from the General Manager-Chief Engineer. Exercise direct and general supervision over professional and technical personnel in the Collection System Operations Department. EXAMPLES OF ESSENTIAL DUTIES - Duties may include, but are not limited to, the following: Manage the Collection System Operations Department of the District, making independent decisions as necessary. Manage departmental personnel matters including programs, evaluations, promotions, transfers, and disciplinary actions. Take an active part in the establishment of District policies, standards, and procedures and assist in long-range planning. Prepare reports and position papers and submit appropriate materials to the General Manager-Chief Engineer and/or the Board of Directors for necessary action. CENTRAL CONTRA COSTA WATER DISTRICT Collection System OperatioAs Department Manager (Continued) Director of Collection System Operations EXAMPLES OF ESSENTIAL DUTIES Administer the fiscal affairs of the department including preparation of the annual budget and control of expenditures. Responsible for maintaining an effective safety program. Negotiate and resolve claims arising from collection system operations, stoppages and overflows, and vehicle incidents in coordination with the District's risk management procedures. Coordinate and direct, through subordinate supervisors, all investigations, studies, research, analyses, programs, projects, operations, and maintenance assigned to or being a responsibility of the department. Coordinate work of the department with that of other departments. Confer with the public and representatives of other agencies. Represent the District at public and professional meetings in regard to present and future projects and various District matters. Hold departmental staff meetings delegating responsibilities and authority to various personnel and divisions of the department. Arrange for the services of consultants and oversee their work. Arrange for public services as required of the department. Act on behalf of the General Manager-Chief Engineer as required. Perform related duties as required. EXAMPLES OF NON-ESSENTIAL DUTIES - Duties may include, but are not limited to, the following: Represent the District at conferences. Research and implement technological developments. Review and critique designs, plans, and specifications. CENTRAL CONTRA COSTA WATER DISTRICT Collection System Operations DCl3artmont Manager (Continued) Director of Collection System Operations MINIMUM QUALIFICATIONS Knowledae of: Principles and techniques of organization, management, labor relations, personnel administration, budgeting, cost control, and staff development including and understanding the importance of authority, responsibility, accountability, and delegation. Engineering principles and practices as related and applied to the design, construction, and operation of wastewater collection, treatment, and disposal systems, and facilities. Materials, procedures, and equipment used in construction, operation, and maintenance of wastewater collection, treatment, and disposal facilities. Principles of project management and construction administration. Principles of financial management, budgeting, and cost control. Local, regional, state, and federal collection system related programs. Abilitv to: On a continuous basis analyze operating data, identify key issues, interpret detailed reports and contracts, know practical aspects of work, observe work practices and methods/operating facilities, problem solve interpersonal and technical problems, remember facts on operations and budget, understand complex problems/issues, and explain presentations. Sit at desk and in meetings for long periods of time on a continuous basis. Intermittently twist to reach equipment surrounding desk, and perform simple grasping and fine manipulation; use telephone, and write or use a keyboard to communicate through written means; lift or carry weight of 25 pounds or less; and for confined space entry, lift of carry weight of 50 pounds or less. Plan, organize, and direct the work of a comprehensive and complex department. Apply engineering principles and techniques to the solution of design, operation, and maintenance problems of substantial technical difficulty. Establish and maintain cooperative working relationships in the department and with other departments and divisions of the District and with persons and organizations dealing with the District. CENTRAL CONTRA COSTA WATER DISTRICT Collection System Operations Department Manager (Continued) Director of Collection System Operations Abilitv to: Prepare clear and concise reports and specifications. Perceive and analyze problems correctly and take effective action. Prepare budgets and control expenditures. Soecial Phvsical Reauirement: May be required to enter confined space and/or respond in an emergency. Must be able to wear S.C.B.A. and perform confined space entry and emergency response duties in protective clothing and equipment including S.C.B.A. weighing 32 pounds. EXPERIENCE AND EDUCATION Any combination equivalent to experience and education that could likely provide the required knowledge and abilities would be qualifying. A typical way to obtain the knowledge and abilities would be: Exoerience: At least ten years of progressively responsible professional engineering experience including at least six years of which were in a management position with a publicly owned water or wastewater utility, construction firm, environmental related industry, or similar organization. Education: Equivalent to a bachelor's degree from an accredited college or university with major work in engineering or a closely related field. A master's degree in engineering, business administration, or public administration is desirable. LICENSES AND CERTIFICATES Possession of a valid California Driver's License. Possession of a valid Certificate of Registration as a professional engineer issued by the State of California in the area of civil, chemical, or mechanical engineering is desirable. CENTRAL CONTRA COSTA SANITARY DISTRICT Effective: 10,'7/931/21/98 Range: M-20 Respirator Class: 3 DEPUTY CHIEF ENGINEER DIRECTOR OF ENGINEERING DEFINITION Manage the Engineering Department; assist the General Manager-Chief Engineer in the overall formulation and administration of District programs and activities in close cooperation with the Board of Directors; perform special managerial duties as required. SUPERVISION RECEIVED AND EXERCISED Receive general direction from the General Manager-Chief Engineer. Exercise direct and general supervision over division heads, professional, and technical personnel in the Engineering Department. EXAMPLES OF ESSENTIAL DUTIES - Duties may include, but are not limited to, the following: Manage the Engineering Department, making independent decisions as necessary. Represent the District in meetings with local, state, and federal officials. Act as the Manager of the Sewer Construction Fund by recommending rates and fees and preparing the Five year Capital Expenditure Improvement Plan; be responsible for the overall District capital improvements program. Be responsible for engineering studies, reports, designs, and specifications, and construction of additions and improvements to the District's treatment plant, collection system, and pumping stations; is responsible to assure that District capital improvements are made in a sound engineering and cost-effective manner. Administer the fiscal affairs of the department. Act on behalf of the General Manager-Chief Engineer as required. Perform related duties as required. CENTRAL CONTRA COSTA SANITARY DISTRICT Deputy Chief Engineer Director of Engineering (Continued) EXAMPLES OF NON-ESSENTIAL DUTIES - Duties may include, but are not limited to, the following: Prepare position papers and present these position papers to the Board of Directors for approval. Arrange for the services of consultants and oversee their work. Take an active part in the establishment of District policies, standards, and procedures. MINIMUM QUALIFICATIONS Knowledae of: Principles and techniques of organization, management, personnel administration, budgeting, cost control, and staff development including and understanding the importance of authority, responsibility, accountability, motivation, and delegation. Engineering principles and practices as related and applied to design, construction, and operation of wastewater collection, disposal, treatment systems, and facilities. Principles of financial management budgeting, grants administration, and cost control. Principles of the determination of rates and charges and industrial waste control. Materials, procedures, and equipment used in construction, operation, and maintenance of sewage and solid waste facilities and equipment. Project management and construction management of large and complex industrial plants including construction claims and construction litigation. Local, regional, state, and federal-related organizations and programs. Abilitv to: Continuously analyze budget variance reports, interpret and evaluate staff reports, know regulatory rules, observe performance evaluations, problem solve engineering cost recommendations, remember personnel rules, and explain board reports. CENTRAL CONTRA COSTA SANITARY DISTRICT Deputy Chief Engineer Director of Engineering (Continued) Abilitv to: Sit at desk and in meetings for long periods of time on a continuous basis. Intermittently twist to reach equipment surrounding desk, and perform simple grasping and fine manipulation; use telephone, and write or use a keyboard to communicate through written means. Manage the work activities of a large and diversified group of professional, technical, and non-technical employees. Apply engineering principles and techniques to the solution of design and operation problems of substantial technical difficulty. Prepare clear and concise reports and specifications. Perceive and analyze problems correctly and take effective action. Prepare budgets and control expenditures. Establish and maintain cooperative working relationships in the department, with other departments and divisions of the District, and with persons and organizations dealing with the District. EXPERIENCE AND EDUCATION Any combination equivalent to experience and education that could likely provide the required knowledge and abilities would be qualifying. A typical way to obtain the knowledge and abilities would be: Exoerience: At least ten years of increasingly responsible professional engineering experience, six years of which were in a management position within a publicly-owned water or wastewater utility, engineering consulting firm, environmental-related industry, or similar organization. Education: Equivalent to a bachelor's degree from an accredited college or university with major work in civil, chemical, mechanical, or environmental engineering. A master's degree in engineering is desirable. CENTRAL CONTRA COSTA SANITARY DISTRICT Deputy Chief Engineer Director of Engineering (Continued) LICENSES AND CERTIFICATES Possession of a valid Certificate of Registration as a professional Civil Engineer issued by the State of California. Possession of a valid California Driver's License. CENTRAL CONTRA COSTA SANITARY DISTRICT Effective: 1 0/7 /931/21/98 Range: ~M-20 Respirator Class: 2 PLANT OPER/\TIONS DEPARTMENT MANJ\GERDIRECTOR OF PLANT OPERATIONS DEFINITION Manage the operation and maintenance of the Water Pollution Control/Reclamation Plant; and assist the General Manager-Chief Engineer in the overall formulation and administration of District programs and activities. DISTINGUISHING CHARACTERISTICS The use of respiratory equipment (including S.C.B.A.) may be required for this position. Therefore, the Plant Operations Department Manager Director of Plant Operations will be required to be elean shaven free of facial hair that would interfere with the use of a respirator for annual fit tests and for any occasion which requires the use of respiratory equipment to comply with the District's respiratory program and Cal/OSHA standards. SUPERVISION RECEIVED AND EXERCISED Receive general direction from the General Manager-Chief Engineer. Exercise direct and general supervision over division heads, professional, and technical personnel in the Plant Operations Department. EXAMPLES OF ESSENTIAL DUTIES - Duties may include, but are not limited to, the following: Manage the Plant Operations Department of the District, making independent decisions as necessary in the management of the department. Attend administrative/management meetings reporting on department activities, making personnel recommendations, taking an active part in the establishment of District policies, standards, and procedures and assist in long-range planning. Attend to departmental personnel management matters, including training programs, evaluations, promotions, selections, dismissals, transfers, and disciplinary actions. Hold departmental staff meetings, delegating responsibilities and authorities to various personnel and divisions of the department. Coordinate work of the department with that of other departments. CENTRAL CONTRA COSTA SANITARY DISTRICT Plant Operatien5 Department Manage Director of Plant Operations (Continued) EXAMPLES OF ESSENTIAL DUTIES Review and appraise division, project, and work reports. Review and critique designs, plans, and specifications. Review department-related correspondence and prepare responses. Confer with the public and representatives of other agencies. Represent the District at public and professional meetings and conferences in regard to present and future projects and District matters. Prepare reports and position papers and submit appropriate materials to administration and/or the Board of Directors for necessary action. Research and implement use of technological developments. Administer the fiscal affairs of the department, including preparation of annual budget and control of expenditures. Arrange for all public services as required of the department. Coordinate and direct through subordinate supervisors all investigation, studies, research, analyses, programs, projects, operations, and maintenance assigned to or being a responsibility of the department. Responsible for maintaining an effective safety program. Responsible for maintaining effluent standards within state regulations. Act on behalf of the General Manager-Chief Engineer as required. Perform related duties as required. MINIMUM QUALIFICATIONS Knowledae of: Principles and techniques of organization, management, personnel administration, budgeting, cost control, and staff development including and understanding the importance of authority, responsibility, accountability, motivation, and delegation. CENTRAL CONTRA COSTA SANITARY DISTRICT Plant Operations Department Manager Director of Plant Operations (Continued) Knowledae of: Engineering principles, methods, and practices as applied to the operation of a wide variety of wastewater treatment processes. Principles, methods, and techniques of implementing comprehensive maintenance programs. Principles of financial management, budgeting, and cost control. Principles of operation and maintenance of equipment and instruments common to a modern wastewater treatment/reclamation facility. Principles, practices, and methods of problem identification and data analyzing techniques including critical path scheduling techniques. Principles and practices of industrial safety regulations and guidelines. Abilitv to: On a continuous basis analyze legal requirements, operational data, budgets and user reports, identify results, interpret evaluations and disciplinary actions, know projects, observe blueprints and drawings, problem solve compliance reports, remember and understand technical manuals, and explain to others. Sit at desk and in meetings for long periods of time on a continuous basis; intermittently walk and climb stairs to tour plant, perform simple grasping, and lift or carry weight of 10 pounds or less; and for confined space entry, lift or carry weight of 50 pounds or less. Manage the work activities of a large and diversified group of professional, technical, and nontechnical employees. Prepare correspondence and technical reports which are complete, clear, and concise. Prepare budgets and control expenditures. Make effective and professional presentations to the Board of Directors, regulatory officials, members of the public, and other groups as required. Establish and maintain cooperative working relationships in the department with other departments and divisions of the District and with persons and organizations dealing with the District. CENTRAL CONTRA COSTA SANITARY DISTRICT Plant Operations Department Manager Director of Plant Operations (Continued) Soecial Phvsical Reauirement: May be required to enter confined space and/or respond in an emergency. Must be able to wear S.C.B.A. and perform confined space entry and emergency response duties in protective clothing and equipment including S.C.B.A. weighing 32 pounds. EXPERIENCE AND EDUCATION: Any combination equivalent to experience and education that could likely provide the required knowledge and abilities would be qualifying. A typical way to obtain the knowledge and abilities would be: Exoerience: At least ten years of increasingly responsible professional process experience, six years of which were in a management position within a wastewater treatment plant or similar process industry. Education: Equivalent to a bachelor's degree from an accredited college or university with major work in civil, chemical, or mechanical engineering. A master's degree in engineering or business administration is desirable. LICENSES AND CERTIFICATES Possession of a valid California Driver's License.