HomeMy WebLinkAbout06.a. A CONSTR CONTRACT TO PACIFIC MECHANICAL CORP; AUTHORIZE THE GENERAL MANAGER TO EXECUTE CONTRACT DOCUMENTS SUBJECT TO SUBMITTAL REQUIREMENTS; AND AUTHORIZE A PROFESSIONAL ENGINEERING SERVICES AMENDMENT FOR THE SLEEPY UPGRADES, DISTRICT PROJECT 5960Central Contra Costa Sanitary District
' BOARD OF DIRECTORS
POSITION PAPER
Board Meeting Date: April 1, 2010
No.: 6.a. Bids and Awards
Type of Action: AWARD CONSTRUCTION CONTRACT/AUTHORIZE EXECUTION
OF CONTRACT DOCUMENTS/AUTHORIZE PROFESSIONAL ENGINEERING
SERVICES AMENDMENT
Subject: AWARD A CONSTRUCTION CONTRACT TO PACIFIC MECHANICAL
CORPORATION; AUTHORIZE THE GENERAL MANAGER TO EXECUTE
CONTRACT DOCUMENTS SUBJECT TO SUBMITTAL REQUIREMENTS; AND
AUTHORIZE A PROFESSIONAL ENGINEERING SERVICES AMENDMENT FOR
THE CONSTRUCTION OF THE SLEEPY HOLLOW PUMPING STATION
UPGRADES, DISTRICT PROJECT 5960
Submitted By: Initiating Dept./Div.:
Nathan Hodges, Assistant Engineer Engineering /Capital Projects
REVIEWED AND RECOMMENDED FOR BOARD ACTION:
N. odg A. Antkowiak i ecki A. F well James M. elly,
General Manager
ISSUE: On March 11, 2010, five (5) sealed bids were received and opened for the
construction of the Sleepy Hollow Pumping Station Upgrades, District Project 5960.
The Board of Directors must award the contract or reject all bids within 50 days of the
bid opening. Authorize the General Manager to execute the contract documents
subject to SUBMITTAL requirements. Authorize an amendment to an existing
professional engineering services agreement.
RECOMMENDATION: Find that the project is exempt from the California
Environmental Quality Act (CEQA), award a construction contract to Pacific Mechanical
Corporation; authorize the Geheral Manager to execute the Contract Documents
subject to favorable review of insurance certificates, bond submittals, appropriate
Contractor license, and any other required submittals (SUBMITTALS); and authorize
the General Manager to execute an amendment to the Professional Engineering
Services Agreement with Psomas.
FINANCIAL IMPACTS: Approximately $820,860, including design, bid price,
contingency, and construction management.
ALTERNATIVES/CONSIDERATIONS: Reject all bids, which is not recommended.
BACKGROUND: The Sleepy Hollow Pumping Station is located in Orinda and is over
50-years old (see Attachment 1). In 1989, the Pumping Station Master Plan identified
that this station has antiquated electrical systems that are difficult to maintain. This
project will replace corroding conduits and electrical cabinets. The wet well will also be
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POSITION PAPER
Board Meeting Date: April 1, 2010
Subject: AWARD A CONSTRUCTION CONTRACT TO PACIFIC MECHANICAL
CORPORATION; AUTHORIZE THE GENERAL MANAGER TO EXECUTE
CONTRACT DOCUMENTS SUBJECT TO SUBMITTAL REQUIREMENTS; AND
AUTHORIZE A PROFESSIONAL ENGINEERING SERVICES AMENDMENT FOR
THE CONSTRUCTION OF THE SLEEPY HOLLOW PUMPING STATION
UPGRADES, DISTRICT PROJECT 5960
coated to preserve the concrete. The station is located in East Bay Municipal Utility
District (EBMUD) Drinking Watersheds, and reliable operation is critical. The existing
emergency discharge bypass connection will be replaced. To enhance the station's
reliability, this project will install new electric and water services.
To save design and bid costs, two other pumping station projects are included in the
Sleepy Hollow project. The first is the installation of a new standby generator at
Concord Industrial Pumping Station. The existing generator does not meet Bay Area
Air Quality Management District (BAAQMD) emission requirements. The Sleepy Hollow
project will install a new standby generator that complies with all BAAQMD
requirements. The other is the abandonment of Bates Avenue Pumping Station. Bates
Avenue was constructed in 1968. In the late 1980's, flow was diverted from Bates
Avenue to the Concord Industrial Pumping Station. The abandonment of Bates Avenue
will free Operation staffs time and preclude maintaining the station. Also, electrical and
mechanical equipment will be salvaged for future District use.
Psomas and District staff prepared the plans and specifications for the project. The
Engineer's estimate for construction of the Sleepy Hollow Pumping Station Upgrades is
$425,000. This project was advertised on February 16 and 21, 2010. Five (5) sealed
bids ranging from $391,000 to $495,500 were received and publicly opened on
March 11, 2010. The Engineering Department conducted a technical and commercial
review of the bids and determined that Pacific Mechanical Corporation is the lowest
responsive bidder with a bid amount of $391,000. A summary of bids received is
shown in Attachment 2.
The District will perform construction management and will provide contract
administration, inspection, survey, office engineering, and submittal review.
Staff recommends retaining Psomas to provide support services during construction for
this project because Psomas helped prepare the plans and specifications and,
therefore, has a solid understanding of the project design. The construction support
services include reviewing shop drawings and submittals to ensure they comply with
design intent, responding to design questions, performing site visits to verify compliance
with the design intent, and other related activities. A construction support services
amendment, for $25,000, has been negotiated with Psomas. This will bring the total
professional service agreement with Psomas to $99,891. The funds required to
complete this project, as shown in Attachment 3, are $575,860. The total cost of
Sleepy Hollow Pumping Station Upgrades, DP 5960, is anticipated to be $820,860.
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POSITION PAPER
Board Meeting Date: April 1, 2010
subject: AWARD A CONSTRUCTION CONTRACT TO PACIFIC MECHANICAL
CORPORATION; AUTHORIZE THE GENERAL MANAGER TO EXECUTE
CONTRACT DOCUMENTS SUBJECT TO SUBMITTAL REQUIREMENTS; AND
AUTHORIZE A PROFESSIONAL ENGINEERING SERVICES AMENDMENT FOR
THE CONSTRUCTION OF THE SLEEPY HOLLOW PUMPING STATION
UPGRADES. DISTRICT PROJECT 5960
This project is included in the fiscal year (FY) 2009-10 Capital Improvement Budget
(CIB) on pages CS-85 and CS-86. Staff has conducted acash-flow analysis of the
Collection System Program budget and concluded that adequate funds are available for
this project.
Staff has concluded that the Sleepy Hollow and Concord Iridustrial Pumping Stations
upgrades are exempt from the California Environmental Quality Act (CEQA) under
District CEQA Guidelines Section 15301, since they involve minor alterations to
existing public facilities with no increase ih capacity. Staff has also concluded that the
Bates Avenue Pumping Station abandonment is exempt under CCCSD CEQA
Guidelines Section 15061(b)(3), since it can be "seen with certainty that there is no
possibility that the activity in question may have a significant effect on the
environment." This certainty is based on the limited size and commercial/industrial
nature of the project site environment, limited deconstruction activity, and CCCSD's
past experience with similar projects. Approval of this project will establish the Board
'of Directors' independent finding that all the elements of this project are exempt from
CEQA.
RECOMMENDED BOARD ACTION: Staff recommends the following:
Find that the project is exempt from CEQA,
Award a construction contract in the amount of $391,000 for the construction of
the Sleepy Hollow Pumping Station Upgrades, District Project 5960, to Pacific
Mechanical Corporation, the lowest responsive bidder,
3. Authorize the General Manager to execute the Contract Documents subject to
SUBMITTAL requirements, and
4. Authorize the General Manager to execute an amendment in the amount of
$25,000 to an existing professional service agreement, bringing the total cost
ceiling not to exceed $99,891 with Psomas.
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Central Contra Costa SLEEPY HOLLOW PUMPING STATION attachment
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Project Locations
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ATTACHMENT2
SLEEPY HOLLOW PUMPING STATION UPGRADES
DISTRICT PROJECT 5960
SUMMARY OF BIDS
PROJECT NO.: 5960 DATE: MARCH 11, 2010
PROJECT NAME: SLEEPY HOLLOW PUMPING STATION UPGRADES
PROJECT MANAGER: NATHAN HODGES
PROJECT LOCATION: VARIOUS LOCATIONS, CONTRA COSTA COUNTY,
CALIFORNIA
NO. OF ADDENDA: 2
ENGINEER EST.: $425,000
BIDDER BID PRICE
Pacific Mechanical Corporation. $391,000
P.O. Box 4041
2501 Annalisa Drive
Concord, CA 94524
Pacific Infrastructure Corporation $396,000
2134 Rheem Drive, Suite C
Pleasanton, CA 94588
Lister Construction, Inc. $399,200
896 Aldridge Road, Suite B
Vacaville, CA 95688
Aztec Consultants $477,900
2021 Omega Road, Suite 200
San Ramon, CA 94583-1652
Rodan Builders, Inc. $495,500
859 Cowan Road
Burlingame, CA 94010
BIDS OPENED BY/s/ Elaine Boehme DATE March 11, 2010
N:\PESUP\Cbradley\POSITION PAPERS\Hodges\5960 - PP Award -Pacific Mech Corp_NH.doc Page 5 of 6
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Central Contra Costa Sanitary District
April 1, 2010
TO: HONORABLE MEMBERS OF THE BOARD ~~
FROM: JAMES M. KELLY, GENERAL MANAGER ~ 0 ""~ ~I~y
SUBJECT: PROPOSED FILLING OF DEPARTMENT DIRECTOR VACANCIES
This matter was discussed at the March 24, 2010 Human Resources Committee
meeting (see attached memo).
The Committee was split on its recommendation. Chair Lucey suggested that the head
of CSO be a Manager, rather than a Department Director, and that they report directly
to the General Manager. Member Menesini concurred with the General Manager's
recommendation to retain the current structure and appoint two separate Department
Directors.
The Committee referred the matter to the full Board for its consideration.
Central Contra Costa Sanitary District
March 19, 2010
TO: HUMAN RESOURCES COMMITTEE
,~ ~~;~
FROM: JAMES M. KELLY, GENERAL MANAGER y,~~
,J
SUBJECT: PROPOSED FILLING DEPARTMENT DIRECTOR VACANCIES
Introduction/Summary
With Bill Brennan's retirement and Doug Craig's impending retirement, the District will
have two Department Director vacancies. This will be the first time in over 25 years that
the District will have the two top operations management positions vacant at one time,
so it is appropriate to assess if the current organizational structure. This memo
presents the background of the current organizational structure, challenges facing Plant
Operations Department (POD) and Collection System Operations Department (CSO),
presents and evaluates alternative organization structures, and recommends an
organization structure and an approach to filling the vacancies.
Because it should provide the best focus on CSO and POD goals, motivation and
communication for employees, and staff development; continuing the current
organizational structure is recommended. Moreover, CSO's remote location
accentuates the need to have a strong leader for CSO, and to have an individual who
would be recognized as part of the District's senior management team. Also, an open
recruitment for the POD and CSO management positions and review of the job
descriptions is recommended to encourage well qualified candidates to apply.
Background
From the early 1980's until January 1998, the District had four departments:
Administration, Engineering, CSO, and POD. Administration and Engineering were
managed by a Deputy General Manager and Deputy Chief Engineer, respectively. CSO
and POD were managed by Operations Department Managers; the Deputy General
Managers and Deputy Chief Engineer were paid 5% more than the POD Manager, who
was paid 5% more than the CSO Manager.
In January 1998, all Department Manager positions were changed to Department
Director positions receiving the same pay. This change was made because each
manager served as an equal member of the senior management team, and acted as
General Manager in the General Manager's absence or as delegated. This structure
remained in place until November 2001.
When John Larson, former Director of Collection System Operations, retired in 2001,
CSO and POD were consolidated into one department and I was appointed Director of
Operations. The role of the Plant Operations Division Manager was expanded to
manage operations and maintenance at POD, and the role of the Maintenance Division
Manager was changed to manage CSO. This resulted in one fewer manager. This
structure remained in place until October 2006.
After General Manager Charles W. Batts retired in August 2006, I was appointed
General Manager creating a Department Director vacancy. In October 2006, the District
restructured back to the four Department Director structure, appointing the CSO and
POD Division Managers to Department Directors. The four Department Director
structure remains in place; the number of managers was not increased.
Challenge Facing CSO and POD
The role of the CSO and POD in the District's mission is clear. They collect and treat
wastewater and deliver recycled water. Through Board support, with support from
Administration and Engineering Departments, CSO and POD have performed their roles
very well. CSO has reduced sanitary sewer overflows (SSO's) per year from 160 in
2003 to 63 in 2009; POD just completed its 12th year of full water quality compliance.
While these are significant achievements, the Departments face some significant
challenges.
One challenge common to both CSO and POD is the number of retirements expected
over the next two years. Staff has anticipated a larger than normal number of
retirement over the next 5 years; it appears that the attention the Contra Costa County
Employees' Retirement Association (CCCERA) received in recent months has resulted
in and will continue to result in employees retiring earlier than anticipated. It appears
that 5 years of expected retirements will occur in two years. Thus, the District will have
a large number of skilled employees retiring over the next two years, and the District will
need to recruit/promote and train a large number of employees. Figures 1, 2, and 3
show the projected retirements for CSO and POD.
Overseeing the recruitment/promotion of new employees, and training and capturing the
know-how before employees retire will be a major part of the new managers' jobs.
Another common challenge is both Departments are expected to face more stringent
regulations. CSO is expected to continue reducing the number of SSO's and to
continue working with stormwater agencies to reduce pollution from non-point sources.
The POD faces continued pressure to reduce odors, and faces new or anticipated
regulations on GHG, nutrients, and emerging contaminants. One of the CSO and POD
managers' key responsibilities will be to develop our compliance strategies and to
shape upcoming regulations.
Between the unprecedented number of retirements and tightened regulations, I expect
the District will be very challenged to meet our past regulatory compliance performance
as new employees and/or current employees in new positions become established in
their new positions.
Alternative Organizational Structure
CSO and POD perform three essential functions:
CSO operates the collection system and the pumping stations.
POD operates the Plant.
CSO Collection System relies mainly on the Engineering Department for support
services on projects, map support, CCTV, and data analysis. CSO Pumping Station
Section relies mainly on POD for SCADA, electrical, instrumentation, and mechanical
support. POD relies upon Engineering for projects, mapping, and regulatory analysis
support. The pumping station section was part of the POD until 2001, when it was
transferred to CSO. Once the new CSO Building is complete, CSO staff will move back
to Walnut Creek, while the Pumping Station Section will remain at the annex across
from the HOB. The Pumping Station Section could be assigned to either the POD or
CSO in any of the three models. Based on these facts, three organizational models are
considered herein:
"Current" -Current CSO and POD Department Directors and one Division
Manager in POD
"Ops Department" -One Director of Operations with two Division Managers, one
at POD and one at CSO
• "Engineering/CSO" -Attach CSO to Engineering, have CSO be a Division under
Engineering and POD continue to be a stand alone Department
The current model has fostered close coordination between the Operating Departments
and Engineering, clear focus on the objectives, improved organization of the work, good
measurement of the results, good motivation and communication via the Department
Director, and good staff development. The Ops Department model provided reduced
SSO's between 2001-2006 and continued regulatory compliance at POD; during this
time frame the Ops Department was managed by three managers were experience
assisted with well established working relationships before the reorganization. Anew
Ops Department manager would be more challenged to provide clear focus on the
goals of the two departments, to provide the motivation and communication and to meet
the staff development needs that will be required in the next 5 years. The District has
no experience with the Engineering/CSO model. It should ensure close coordination
between Engineering and CSO Collection Systems. However, the Engineering/CSO
model would also be challenged to provide clear focus on the goals of the two
departments, to provide motivation and communication, and to meet the staff
development needs that will be required over the next 5 years.
Recommended Structure
Because it should provide the best focus on CSO and POD goals, motivation and
communication, and staff development, I recommend continuing the current
organizational structure. CSO's remote location accentuates the need to have a strong
leader for CSO, and to have an individual who would be recognized as part of the
District's senior management team.
Other Approach to Filling Vacancies
I recommend the District conduct an open recruitment for the POD and CSO
management positions. The job descriptions should be reviewed and modified as
appropriate to encourage well qualified candidates to apply. Draft revisions of the job
descriptions are attached. I recommend the current salary structure remain in place to
emphasize that both positions are equal members of the Senior Management team. A
salary comparison for the Operations Director positions shows that their salaries are
comparable to other water and wastewater operations managers in our area.
JMK:sIc
Attachments
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CENTRAL CONTRA COSTA SANITARY DISTRICT
Effective: t~ 1/0 t / 10
Range: M-20
Respirator Class: 3
DIRECTOR OF PLANT OPERATIONS
DEFINITION
Manage the Plant Operations Department of the Distn_ct; and assist the General
Manager in the overall formulation and administration of District programs and activities
in close cooperation wrtll the E3oard of Directors:_perform special_manaperial duties as
required.
SUPERVISION RECEIVED AND EXERCISED
Receive general direction from the General Manager.
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
Figure 2
Deleted: G9i22/OG
Deleted: operation and maintenance
of the Water Pollution
Control/Reclamation Plant
as necessary,, Set objectives such as ~Jevelop and maintain a regulatory compliance i Deleted: in the management of the
strategy, organize the department to implement the strategy, motivate and depa"men' _ _ - J
communicate objectives measure res_ultsJ develop staff skills, and keep the department Dented: ~
focused on the District's goals.
Attend administrative/management meetings reporting on department activities, Raking Deleted: making personnel
an active part in the establishment of District policies, standards, and procedures and recommendations,
assist in long-range planning. _
Formatted: Tabs: 0.7", Left
anac ~ departmental,Lluman Resources matters, including training programs, Deleted: Attend to
evaluations. promotions, selections, dismissals, transfers, and disciplinary actions. Detetea: personnel menagem®nt
Take an active part in the establishment of District policies, standards, and procedures
and assist in long range~lanninq•
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; promote teamwork
CENTRAL CONTRA COSTA SANITARY DISTRICT
Director of Plant Operations (Continued)
EXAMPLES OF ESSENTIAL DUTIES
Review and critique designs, plans, and specifications ~ls they affect department.
Review department-related correspondence and prepare responses.
Confer with the public and representatives of other agencies;«~aintain punitive
colru»unity relations,
Represent the District at public and professional meetings and conferences in regard to
present and future projects and District matters.
Prepare.-review/appraise reports and position papers and submit appropriate materials
to administration or the Board of Directors for necessary action/nr regulatory agancies.
Research and implementZechnological 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 meeting regulatory standards in accordance with all permits.
Act on behalf of the General Manager as required.
Demonstrate a commitment to recruit, hire, and retain a diverse workforce.
Perform related duties as required.
Deleted: Review and appraise 1
division, project, and work reports. ¶ J
Deleted: .
Deleted: and/
Deleted: use of
CENTRAL CONTRA COSTA SANITARY DISTRICT
Director of Plant Operations (Continued)
MINIMUM QUALIFICATIONS
Knowledge 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, 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.
Ability 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,~ pounds or less. _ ~eiecea: so
Manage the work activities of a large and diversified group of professional,
technical, and nontechnical employees.
CENTRAL CONTRA COSTA SANITARY DISTRICT
Director of Plant Operations (Continued)
Ability to
Establish and maintain cooperative working_relationship in the department and
with other departments and divisions of the District and with persons and
organizations dealing with the Distr'ila.
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.
Experience and Education:
Any combination equivalent to experience and education that could likely provide
the required knowledge and abilities would be qualifying. Atypical way to obtain
the knowledge and abilities would be:
Experience
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~rl^
closely rel;-r-:1 i i : ri/u_~ir~-~~. A master's degree in engineering, business
administration ~:blic adrninlstraiioll is desirable.
Deleted: with major work in civil,
chemical. or mechanical engineering
Deleted: or
CENTRAL CONTRA COSTA SANITARY DISTRICT
Director of Plant Operations (Continued)
Licenses and Certificates:
Possession of a valid California Driver's License.
Possession of a professional en~inrer license is desirable.
Possession of a California Grade V Wastewater Treatment Plant Operator's
Certificate is desirable.
P,~- ~~ Figure 3
CENTRAL CONTRA COSTA SANITARY DISTRICT
Effective:_U `U ~i ~' ~.~ , Deleted: 09/22/06
Range: M-20
Respirator Class: 3
DIRECTOR OF COLLECTION SYSTEM OPERATIONS
DEFINITION
Manage the Collection System Operations Department of the District; 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.
SUPERVISION RECEIVED AND EXERCISED
Receive general direction from the General Manager.
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. Set obLctr~~i::- sucr~ ~;sdevelop and maintain a Deleted: o
regulatory compliance strategy_Arganize the department to implement the strategy_ neietea: and
motivate and communicate, measure results. dev~:loC, staff skills, and Jceep the oeieted:;~nd
department focused on the District's goals
Manage departmental Human Resourc~..,,matters including t,ziinu,u programs, Deleted: personnel
evaluations, promotions, :,~~~.iections, dismissals. transfer:,, and disciplinary actions
Take an active part in the establishment of District policies, standards, and procedures
and assist in long range planning.
Prepare/reviewlaoorai:,r- reports and position papers and submit appropriate materials
to ,~drninistration or the Board of Directors for necessary action u~ nu~,i_,I~~icny ~:J~_~,_:i~_~,. ne~etea: cr,ece~era~nna~agera~arl
Administer the fiscal affairs of the department including preparation of the annual
budget and control of expenditures.
Responsible for maintaining an effective safety program
CENTRAL CONTRA COSTA SANITARY DISTRICT
Director of Collection System Operations (Continued)
EXAMPLES OF ESSENTIAL DUTIES
Assist the District's Safety and Risk Management Division with negotiations to
resolve claims arising from collection system operations, stoppages and overflows, and
vehicle incidents.
Coordinate work of the department with that of other departments; promote teamwork
and consensus building.
Rr=VIPW dr-:LrtrnFn? rr ~-tt~~ci r:c~rrespondence and ~~rEpare_ responses
Coordinate and direct, through subordinate supervisors, all investigations, studies,
research, analyses, programs, projects, and operations and maintenance assigned to
or being a responsibility of the department.
Confer with the public and representatives of other agencies; maintain positive
community relations.
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 as required.
Demonstrate a commitment to recruit, hire, and retain a diverse workforce.
Perform related duties as required
i Deleted: EXAMPLES OF NON-
~iesearch and implement technological developments. [ssENTIAI_DUTIES-ouriesmay
include. but are not limited to, the
tullowm911
Review and critique designs, plans, and specifications ss they aiieci department, Deleted: RepresenllheDistrictat
ronlerences.¶
11
Responsible for rnaintainint~ an effective safety program.
Deleted: .
CENTRAL CONTRA COSTA SANITARY DISTRICT
Director of Collection System Operations (Continued)
MINIMUM QUALIFICATIONS
Knowledge 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 ~ nd pumping facilities..
Materials, procedures, and equipment used in construction, operations, and
maintenance of wastewater collection and pumpincj facilities.
Principles of financial management, budget, and cost,Af operations and
n1a111tenan~e of wastewater collection systems.
Local, regional, state, and federal collection system related programs and
regulations.
Principles and practices of industrial safety regulations and guidelines.
Ability to:
Deleted:
Deleted: treatment, and disposal
systems, and facilities.¶
Deleted: ,treatment, and disposal
facilities.¶
Deleted: Principles o1 project
management and construction
admimstration,¶
Deleted: control
On a continuous basis analyze ie~al regulrements,. 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 explaln<IO Otl"lets. Deleted: presentation
Sit at a 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.
Plan, organize, and direct the work of a comprehensive and complex
department.
CENTRAL CONTRA COSTA SANITARY DISTRICT
Director of Collection System Operations (Continued)
Ability to:
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.
Prepare clear and concise reports and specifications.
Perceive and analyze problems correctly and take effective action.
Prepare budgets and control expenditures.
Experience and Education:
Any combination equivalent to experience and education that could likely provide
the required knowledge and abilities would be qualifying. Atypical way to obtain
the knowledge and abilities would be:
Experience
At least ten years of progressively responsible ~~i~era~~cti_r or engineering ~ Deleted: professional
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
,closelylrelated f eadchelorls degr A master's degeee endeng nee ng, business ~l Deleted: ,with major work in
administration, or public administration is desirable. .engineering,-°`a
Licenses and Certificates:
Possession of a valid California Driver's License.
Possession of aprofessional engineer lic~~ntit•,is desirable. Deleted: varidcertifioateof
Registration as a
_- -, - i
Deleted: issued by the State of
California in the aroa of civil,
chemical, or mechanical engineering
Agenda Item 7.a.2)
Board Meeting of April 1, 2010
Written Announcements:
Awards/Commendations
a) Ba Than to Receive Award at Conference
On March 18, 2010, Senior Engineer Ba Than was notified that he was
selected as California Water Environment Association's (CWEA) 2009
recipient of the statewide "Supervisor of the Year Award". Earlier this
year, he received the Supervisor of the Year Award for the CWEA Bay
Section. The award will be presented to Mr. Than at CWEA's 82nd Annual
Conference to be held at the Sacramento Convention Center from April
20-23, 2010.
b) Tim Potter to Attend National Clean Water Aaencies'
Workshop
Environmental Compliance Superintendent Tim Potter will be attending
the National Clean Water Agencies' 2010 National Pretreatment &
Pollution Prevention Workshop in Phoenix, Arizona from May 19-21, 2010.
Mr. Potter has been asked to give a presentation on pretreatment issues
associated with stormwater diversions; a subject about which he has
significant knowledge as a result of his efforts to track and comment on
the recently adopted stormwater Municipal Regional Permit. The
conference will cover significant pretreatment and pollution prevention
issues that the District needs to address (e.g. fats, oils and grease;
contaminants of emerging concern; and hauled waste). This conference is
included in the Source Control training budget for fiscal year 2009-10.
General
c) John Muir Hospital Capacity Fees
John Muir Hospital is nearing the completion of their main hospital
remodel and the new buildings have been connected to the District's
system which has added a capacity of 126 Residential Unit Equivalents
(RUEs). John Muir has indicated that they will be paying their Capacity
Fees in June of this fiscal year.
This will mean that the District will see an additional $670,000 in capacity
fee revenue this fiscal year instead of next fiscal year as anticipated. As a
result, the capacity fee revenue is projected to be approximately $250,000
over budget this fiscal year.
l
Central Contra Costa Sanitary District
Board Meeting
April 1, 2010
Board Member McGill
Item 7.d.1)
FUTURE MEETINGS AND CONFERENCES WITH PAID
EXPENSES AND/OR STIPEND
Mayors' Conference in Antioch
April 1, 2010
Contra Costa Council Breakfast
Congressman John Garamendi
Apri17, 2010
CCCSD Board Workshop
April 8, 2010
MEETINGS AND CONFERENCES THAT EXPENSES
AND/OR STIPEND WAS PAID
Capital Projects Committee Meeting
March 25, 2010
See "Action Summary"
Item 7.d.3 Announcements
Attended:
Contra Costa Council Board Meeting
March 19, 2010
Supervisor Uilkema' s Breakfast meeting
Regarding transportation
March 25, 2010
Pleasant Hill Rotary Club meeting
March 25, 2010
Supervisor Bonilla's Budget Town Hall
March 25, 2010
Bay Nature/Save Mt. Diablo Tour of the
Concord Naval Weapons Station Site
March 27, 2010
Retirement Reception Doug Craig and Bill Brennan
March 30, 2010
Contra Costa Council Executive Board Meeting
with Sunne McPeak regarding California Forward
March 31, 2010
Will attend:
Presentation to Transpac regarding
Recycled Water and Pollution Prevention
Apri18, 2010
HBANC Chairmen's' Council
April 13, 2010
Contra Costa Council Land Use Task Force
April 14, 2010
Concord Chamber of Commerce Mixer
April 15, 2010