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HomeMy WebLinkAbout04-18-74 AGENDA BACKUPMINUTES OF AN ADJOURNED REGULAR MEETING OF THE DISTRICT BOARD CENTxAL CONTRA COSTA SANITARY DISTRICT HELD APRIL 11, 1974 The District Board of Central Contra Costa Sanitary District convened in an Adjourned Regular Session at its regular place of meeting located at 1250 Springbrook Road, Walnut Creek, County of Contra Costa, State of California, on April 11, 1974, at 8:00 o`clock P.M. The meeting was called to order by President Mitchell. I. ROLL CALL PRESENT: Members: Gibbs, Boneysteele and Mitchell ABSENT: Members: Rustigi.an and Allan II. APPROVAL OF MINUTES 1. MINUTES OF THE MEETING OF MARCH 28, 1974 After comment by Member Boneysteele, it was moved by Member Boneysteele, seconded by Member Gibbs, that the Minutes of the meeting of March 28, 1974, be approved after making the fallowing correction: Under "IV HEARINGS, SECOND PARAGRAPH," add the following to the last sentence: "by means of display advertising." Motion correcting the Minutes of the meeting of March 28, 1974, carried by the following vote: AYES: Members: Gibbs, Boneysteele and Mitchell ABSENT: Members: Rustigian and Allan 2. MINUTES OF THE MEETING OF APRIL 4, 1974 After discussion, item was continued. None. III. APPROVAL OF EXPENDITURES IV. HEARINGS 1. FINAL REPORT BY CITIZENS ADVISORY COMMITTEE ON SOLID WASTE RECYCLING President Mitchell formally opened the hearing to consider the Final Report and Recommendations as presented by the Citizens Advisory Committee on Solid Waste Recycling. At the request of Member Boneysteele, who had been selected by Committee Members to serve as Chairman of.the Citizens Advisory Committee, Vice Chairman Robert Grinstead of the Advisory Committee -formally presented the Committee's Final Report and Recommendations. In his presentation, Mr. Grinstead recommended for the Committee that the Board adopt as a guide the policy recommendation PeetiOn on Page 1 of the Committee's report. 'A general discussion followed. Participating in the discussion were: Mr. Daniel Yee, Member San Pablo Sanitary District; Mr. George Gordon, Attorney, representing Acme Fill Corporation; Mr. Glenn Cook, Mayor, City of El Cerrito; Mr. Henry Simonson, Industrial Tank Corporation; Ms. Dianne Bardee; Mr. Lee B. Hertzberg, member of the Citizens Advisory Committee; Mrs. Dorothy Headly; Mrs. Kris Hiller, member of the Citizens Advisory Committee; Mr. Robert Grinstead, Vice .Chairman of the Citizens Advisory Committee; Mr. Dalton, Deputy General Manager -Chief Engineer; and Board Members. Present in the audience, but not participating, were: Mr. Boyd Olney, President, Acme Fill Corporation and Pleasant Hill -Bay Shore Disposal Service, Inc.; Mr. Fred Fagliano, President, Valley Disposal Service, Inc.; Mr. Louis Repetto, President, Lafayette Garbage Disposal Service, Inc.; Mr. Bart Bizzio, President, Martinez Garbage Disposal Service, Inc.; Mr. George Mavone, Orinda/Moraga Disposal Service, Inc.; and Mr. Michael Walker, Brown and Caldwell. During the discussion, Mr. Cook presented Board Members with a copy of correspondence dated April 11, 1974, addressed -to President Mitchell, from Mr. Jack Port, Assistant Public Works Director, Environmental Control, Contra Costa County. This correspondence reported that the County's Solid Waste Management Policy Committee had reviewed the Final Report of the Citizens Advisory Committee and one of its recommendations was that the report be referred to the County Board of Supervisors for integration into the County's Solid Waste Management Plan as required by Senate Bill 5. Mr. George Gordon urged referral of the Advisory Committee's Final Report to the County's Policy Committee after suggesting that SB 5 preempted certain actions or responsibilities of the Sanitary District as proposed in the Committee's Final Report regarding solid waste management. Mr. Henry Simonson commented that private enterprise, in his opinion, had done an excellent job in currently providing the public with adequate facilities for disposal of solid and liquid waste. Mr. Cook commented on current recycling programs being conducted by the City of El Cerrito. He suggested that similar programs, such as'separation- at-source and public educational programs were feasible. After comment by Member Gibbs, indicating that the public hearing was the appropriate forum to consider the Final Report by the Citizens Advisory Committee, President Mitchell suggested that the District's franchisees provide the Board with specific information regarding their reaction to the various recommendations of the Final Report including estimated costs for the implementation program proposed. 2 After discussion and careful consideration by the Board of the views expressed by persons in the audience, President Mitchell closed the hearing. It was then moved by Member Boneysteele, seconded by Member Gibbs, that the Final Report and Recommendations by the Citizens Advisory Committee on Solid Waste Recycling be formally accepted; that the President be authorized to formally discharge the Committee Members; and that consideration of the Advisory Committee's policy recommendations be continued to the Meeting of May lb, 1974: Carried by the following vote: AYES: Members: Gibbs, Boneysteele and Mitchell ABSENT: Members: Rustigian and Allan After comments by Mr. Dalton, Deputy General Manager -Chief Engineer, Mr. Robert Grinstead, and discussion, it was moved by Member Gibbs, seconded by Member :Boneysteele, that the Final Report and Recommendations by the Citizens Advisory Committee on Solid Waste Recycling be referred to the Board of Supervisors of Contra Costa County for integration into the County- wide Solid Waste Management Plan. Carried by the following vote: AYES: Members: Gibbs, Boneysteele and Mitchell ABSENT: Members: Rustigian and Allan V. BIDS None. VI. OLD BUSINESS None. VII. NEW BUSINESS I. CONSENT ITEMS a. RESOLUTION NO. 74-24, A RESOLUTION ADOPTING WAGE SCALE After explanation by Mr. Dalton, Deputy General Manager -Chief Engineer, and after comment by Members Boneysteele and Gibbs, that they desired personal copies of the Wage Scale, it was moved by Member Boneysteele, seconded by Member Gibbs, that Resolution No. 74-24, be adopted. Carried by the following vote: AYES: Members: Gibbs, Boneysteele and Mitchell ABSENT: Members: Rustigian and Allan VIII. REPORTS 1. GENERAL MANAGER -CHIEF ENGINEER After explanation by rir. Dalton, Deputy General Manager -Chief Engineer, it was moved by Member Gibbs, seconded by Member Boneysteele, that easement 3 from R. E. Roney, Parcel 18, LID 54-2, be accepted at a cost of $214.00 and its recording ordered. Carried by the following vote: AYES: Members: Gibbs, Boneysteele and Mitchell ABSENT: Members: Rustigian and Allan 2. COUNSEL FOR THE DISTRICT Mr. Dalton, Deputy General Manager -Chief Engineer, reported that the personal 'schedule of Mr. Bohn, Counsel for the District, precluded his attendance at this meeting. 3. SECRETARY In response to comment by Mr. Davis, President Mitchell requested staff to provide Board Members with a copy of his remarks that he presented before the City Council, City of Walnut Creek, regarding the County Water Quality Control Study. Discussion followed, 4. C0H�ii ITTEES a. BAY AREA SEWAGE SERVICES AGENCY Member Gibbs, Member of the Executive and Operating Committees, BASSA, reported that the Livermore, Amador Valley Agency had for'Lmally requested, for a limited period of time, staff assistance from BASSA. IX. MATTERS FROM THE FLOOR 1- Board Members and staff discussed the current franchising policy for garbage collecting agencies as reflected in the District Code. 2. Member Boneysteele commented on an item appearing in the news media regarding a District insurance carrier. X. ADJOUF.NMENT At 10:09 o'clock P.M,, President Mitchell adjourned the adjourned regular meeting. 0 VI. 01 d Business 1. 4/13/ 74 17 April +5-, 1974 MEMORANDUM, FOR: HONORABLE MEMBERS OF THE BOARD OF DIRECTORS FFOM: G. A. Horstkotte, Jr., General Manager -Chief Engineer SUBJECT: STATUS REPORT: PSA 49 CAMELLIA LADE, LAFAYETTE Pursuant to the Board's request of March 7, 1974 to notify all property owners within the PSA to determine if they wished to proceed with this project at this time, a poll was made by certified mail and return postcard for this purpose. Staff is submitting the following results of that poll: Exhibit A - We have posted on the bulletin board a 100-scale map of the PSA indicating the location of the sewers, petition status by parcel color and the polled property owner preference to proceed or drop the project at this time by colored dots within each parcel. A ril 1974 Poll Tabulation: Total Acreage 28A010/6 Favors-24.-8 t Opposes 49.7% 21.? °/ Uncommitted*5- Total Assessed Value 51a.0 % 55. 5%1' 36.6% -8. ±t x Unsuccessful in attempts to notify, or receive comment after'caatact of owners of properties previously petitioned for sewers u7ith no protests. Exhibit B - We have posted on the bulletin board a 600-scale map of a modified PSA utilizing sewers (Line A only) proposed for the original project. Because of reduced total participants, the estimated amount of assessment unit would increase from the original $5,500 to $7,000 per building site, a 28% increase. April 1974 Poll tabulation (Modified boundary) Favors Opposes Total Acreage 7.8 0% 12.2% Total Assessed Value 85.91% 84. ill - 14.1% 17 April -3.5j 1974 Page 2 RECOMMENDATION: There is not enough interest to proceed with the original PSA 49.and the Staff recommendation would be to drop the PSA 49 at this time. We could reduce the area, as shown by ExWof , to form a PSA along Estates Drive since there is enough interest total acreage) but since it would increase the cost of sewering for this area, handling this area on a piecemeal basis, from $5500up to $7000, it -nay be just as well to wait and see. Respectfully submitted, Horstkotte, Jr.- Gene�ai Manager -Chief Engineer JLB:sf (see bulletin board) April 18, 1974 qW' MEMORANDUM FOR: THE HONORABLE MEMBERS OF THE BOARD OF DIRECTORS VIA:' G. A. Horstkotte, Jr., General Manager -Chief Engineer SUBJECT: GARBAGE RATES, LAFAYETTE GARBAGE DISPOSAL SERVICE, INC. 1. Attached is a report depicting financial reports of Lafayette Garbage Disposal Service, Inc.,for the years 1971-1973, along with company and staff projections for the year 1974. 2. Management of Lafayette Garbage Disposal Service, Inc., has requested a rate increase to be effective May 1, 1974. Copies of that correspondence requesting the rate increase have been made available to the Board. 3. Staff has carefully reviewed and analyzed the operational and financial data presented by the management and the accountant for Lafayette Garbage Disposal. In the opinion of staff, the cost of operations projected for 1974 (which includes labor costs associated with the recent labor agreement signed with the Teamsters Union, Local 315) is appropriate and acceptable. However, staff is not in accord with revenue projections for 1974, as prepared by the accountant foT Lafayette Garbage Disposal. In the opinion of staff, the projected revenue produced by the rates requested by management would result in an overall 15% increase, vice an 11% increase as depicted by the accountant for Lafayette Garbage Disposal. 4. Staff recommends basically a 12% increase in garbage rates which <v,ould be in consonance with rates established for Orinda/1Ioraga Disposal Service, Inc. Revenue projections for a 12% increase for the period May 1, 1974, to May 1, 1975, are presented on the attached financial report. Below are the recommended staff rates; Actual Staff Amount Per Cent Type of Service Present Rate Recommendations Increased Increased Q PC Ill PTlti �� One can 3.75 4.20 .45 12 Each add'l can- reg. I.90 2.15 .23 13% Each add'l can- non-reg. .95. 1.05 .10 11% t5—a-f-F Amount Type of Service Multi -Family 1st collection Each a yid' 1 collection Actual Per Cent 00 One Can 4.40 4.95 .55 12% Each add'l can-reg. 1.70 1.90 .20 12% No Each add'l can-non-reg. .85 .95 .10 12% MW Bulk Per cu. yd. pickup 3.00 3.35 .35 12% Maximum and Minimum for Special Conditions and Special Collections 5.15 5.80 .65 13% 5. In its review of operational. and financial data, staff has had the opportunity to periodically observe the actual operations of Lafayette Garbage Disposal Service, Inc. In the opinion of staff, management of Lafayette Garbage Disposal is professionally competent and experienced. Because of the proximity of their facilities with Orinda/Moraga Disposal Service, Inc., the management of both companies has been aggressive in jointly fostering a cooperative effort to reduce cost of operations. Respectfully submitted, E. K. Davis Secretary EKD : j v Approved BY: t Zeral Horstkotte, Jr. Ilanager-Chief Engineer o a VII. NdU' Bus. 2 4/18/74 A ?i 'H __ TE 975 O;-.K��:\ D B: P'.:-T, P. O. ZO,: 7^3 LAFAY�_'THI CAtli 0-MNA 94549 + PHONE 233-3773 • 283-2989 April 2, 1974 Central Contra Costa Sanitary District P.O. Box 5266 Walnut,Creek, California 94596 Mr.-E.K. Davis, Secretary Garbage Collection Rate Adjustment Gentlemen: Lafayette Garbage Disposal Service Inc, respectfully requests adthority to increase rates effective Ml:ay 1, 1974, as follows: Residential 1 can 4.25 Residential 2 cans 6.Z5 Residential 3 cans 8.25 Each additional can, regular schedule 2.00 Additional can, non -regular 1.20 Multi -family, each apartment 3.50 Each additional can, non -regular .70 CorL .ercial 1 can 4.90 Each additional can regular schedule 2.00 Bulk rate per cubic yard 3.50 Special collections 6.50 Special pickup service residential 6.00 This. request is necessitated by the r_eca Teamsters Agree-ment that was effec- tive January 1, 1974, and continuing to December 31, 1976. Our study of the contract indicates a 30.66% increase in wages and related labor benefits over the three year period. 1974 will increase 13.26 over 1973. Copies of our analysis are attached for your review. In addition, rapidly escalating prices for fuel, repairs, postage and supplies have been considered in the above request. r,Je have estimated a brr increase in other than labor costs. We are also enclosing a copy of our year-end financial reports as require:; by the District for comparative purposes_ It is requested that this matter be placed on the Board's agenda at the first available date. 'Very truly yours, ColF VIi. Naw B 3 4/18/ s11 L..m 5 April 12, 1974 MEMORANDUM FOR: HONORABLE MEMBERS OF THE BOARD OF DIRECTORS VIA: G. A. Horstkotte, Jr., General Manager -Chief Engineer SUBJECT: AUTHORIZE $900 FOR DISTRICT OFFICE ALAP.M SYSTEM CONTRACT PROBLEM: The existing office alarm system is connected by a direct li;ie to an alarm panel in the Walnut Creek police department. This panel is bein discontinued by the Police Department and the District must make otherg arrangements as soon as possible. Attached is a letter from the Chief of Police requesting this change. BACKGROUND: Two alarm companies recommended by the Walnut Creek Police, Bay Alarm Co. and Pacific Security Systems, were contacted and quotes received to connect the District Systems to the alarm, company's central office for monitoring and police notification. The prices quoted were quite similar (see attached tabulation) and while Pacific Security Systems' prices were lower, it is felt that the reliability offered by Bay Alarm Company is worth the extra cost. Further, Bay Alarm recommended a slight change in the signaling system of the District's existing system to localize the area of any alarm and it is felt that the additional cost of this change would be recovered in reduced maintenancz costs. The service history of the District system indicates that maintenance on a time and material basis would be more economical than a maintenance contract. If the Board authorizes the Engineer to sign the attached Annual Contract on April 18, 1974, amounting to $750, the Alarm Company has agreed to convert our alarm system to their central station by June 1, 1974. Work performed by them prior to July 1, 1974 will be billed at the contract rate plus a prorated service charge and shall be payable after July 1, 1974. RECOMMENDATION: Approval. JLB:sf Attachment Recommendation Approved: G• A. Horstkotte,`Jr. General Manager -Chief Engineer Respectfully submitted, f � c- ,.,j' ,✓lam-� Jack L. Best Manager -Engineering Department over 4 March 1974 the Office of Chief of Police G. A. Horstkotte General Manager -Chief Lngine�er Contra Cos --a Sanitary District 1250 Springbrook Road Walnut Creek, California Dear Mr. Horstkotte: C" In may of 1973 a meeting was held with all the licensed alarm companies in the City of Walnut Creek regarding burglar alarm systems which terminate at the Walnut Creek Public Safety Department. The result of that meeting was that it was unani- mously agreed that all such alarm systems terminating at the Police Department would be removed by 1 February 1974. The reason for this decision was based on a 96.3% false alarm rate which required up to 175 Police responses per month. It ias estimated this was costing the Walnut Creek taxpayers approxi•- mately $1500 a month in needless Police response. This need- less expense, coupled with the drain on Patrol manpow!ar and the hazards incurred in an emergency response when no emergency existed, made it necessary to take action of this kind. Therefore, it is an official renuest of -the Walnut Creek Public Safety Department that your company arrange for either local alarm annunciation or central station service, as fits your needs. As you have no alarm company at this tine and were not previously notified of this requirement, you l+rill be given any reasonable time you need to make such arrangements.. Sergeant Sherwood Smith of this department has had the pleasure of working with your employee, Bob Marple, in the past and indicates his desire to assist you in whatever manner necessary. If you need any assistance or have questions, feel free to contact Sergeant Smith at your convenience. Thank you for your cooperation and be assured of our assistance in this matter, Ift"DPB/SS:iw fs truly;ti� DO11a;;LD P. BURKE Chief of Police 1,549 North Broaat/,.! - VV,'d!lUt i C+'cb • prtli(� ll�r'l,t core:'" 1C;nLt i?"_.. C•}:1 _'i O` PJI:C , Pi; `:1:,. S:..�t" 4c: - -------------------- :I I r - PC 'S Old Sato �iZNew Spsieta n Alteration - Addition n Cancal-a Format contract Q Naw Owner 'Masid'3ntiui Old N 925 Seventh Street Oaldc=rL CcUoraicc 94607 4524211 ALUM CIMMICT Acc3u_t 4-478 Lead Nt um:�e:' Subscriber herebv authorizes Barr Alai Company, hereinaftar described as company, to install and maintaian an alarm syat--= under the following conditions and agrees to pall the instaii lion cnargs upon corspls on and agrees to Fay t__e a:Lnucl, querly, or mon�hly ` maintenan_a charge in advance at the compcn s address for an initial period of five yearn after co--pletio: Subscriber CONTRA COSTA SANITARY DISTRICT 934 6727 uaone 1250 Springbrook Road I —Walnut Creek_ 94595 annual C� ,�$480.00 me C`°"stre�270.00 -O_ Annual - a taiiahax>t charge amounting to of whir* is payable upon signing this agr"ment oad balaase of $ 2 7 0 0 0 up on coa:pletiea 5ubsa=ib@r ay:ses to pal is additiaa to charges stated herein, cll ta, was, faee, or other cost in=eas4M relating to the installation or service pranded hasain tm_aosed by car governmental or re5ula'o:y body or the telephone company. Protection and devices to consist of the following only: CENTRAL STATION SERVICES Inst. 1l Hype system xou:� tt rd P.j i ' }� Ksy� Units install Install Install Insta11 leased line tele hone cables. leased line.telephone company block. 3 non sul3ervised code transmitters. 2 local bells with diodes, CO�li1cCT INTO CIRGUI7; Exi sti n subscri ber owned system, LCIRCU1'; NO. 1 - MAIN SUILDI]G PERIMETER i;�c.d con Zro 11 Z. _ 2 Ad2nco remote station keys.iitch and issue keys. pe �me er out7 e 000rs - contacted. 2 perimeter exit single doors - contacted. 1 AOL 6360 control unit (infrared optical). TUL 6300 remote heads(infrared optical). CIRCUIT M0. 3 - GARAGE ] kayswi tch and i ss ua ;<eys . 4 man doors - contacted. 3 overhead doors - contacted. 8 fixed class - f❑i 1 ed (lop sa , ft) . _ 1 ADL combination 6200 control/head (infrared optical). service 3:OOamto 5:00 _pm Monday through Fri da� on subscriber ol,,inad equipment on a time and material basis (518.00/1 r3 ; ! 1 it ? _ari cL �h_I tCt p )- - i2)r �.__a .'fi r to rl r _ repair or r P n 1 :y r a " i parts, 'Bay Alarm is to -provide a written cost estimate and receive E l_ c t__tn make such repairs at their discretion. - y in %=ergeencl -- — — — --- — — ---- — —�— To �all SAC23----------------- --- -r-----------_Y—__—_--_- --..�_.----�� `its CONMACT 16 --. PIZISE EFAD ENTME CONTRACT AND SIGN ON REzrz—JS£ our- p� rcnaSi maL ny 2 Subsc.r;b: agree, a property test and -t system and will notify company of any daf in its oparat:on. Subscribe,- here3-.- izgrees. t at clt ._ _ pion`, dev:cas, foil, Wiring, cttacsi� .._ ts; rato remain the sole per3o 7ro� arty of tit_ o� :a �., all o any t ie.h of u�, bl rut expiration of this cL,_. of o- upoa de:^;�lt in an the h .t - . c ti . -:: / of i.. s era<.t `:r, _out p.e;udice to co:f�_ on ^ an-" -- a:I a d,Ae tihs- entire cons.-.ct o: extensions there.-.)!. Subscribe: agrees to pay :easo, hie coltacUoa card attorney !ees;ncur:t:d by Company i..., union to any balance due to fulfill this contract Sunsc:iba: agrees to pay the Comp.njs standard rate for past due or carrying charges if poymenis are not :pad_ on tuns o: if instal - laden chwg:. !s d on a paried:c payment plan. A recor_nect charge is to be paid by s_:DS riber ii alari-i i3 cut of:bac�usa . a PCs', due ba anCe , ,dysubsc b desires it reconnected. Subscriber is to receive ra credit if sYstarrl is amPo: ily cut oaf oz out c.' sarvi- io: any r easo -.. It is u.^.1_:st133d that the Company is not an insurer, that i:tssrance, if cny, ssi ;fi be obtained by the Subscriber and t-at the =,ou,. payable to :...• Company hereunder are based upon the value of the services and the scope of liability as herein s: rti and a-e unre- lated t::, `-.h—t 4zia-e of the Subscriber's property or the property of others located 'in Subscriber's premises. The Subscr_ber does not desire this contact to provide for full liability of the Company and agrees that the Company shall be exempt from liab'iiti for toss or damage due •directt!y o: indi:ectly to occurrences, or consequences therefrom, which the service is designed to datect or avert; that if the Company . should be found liable for loss or damage due to a failure of service in any respect, the liability shall be Iimited to a su equal to ten percent of the annual service charge oe $250.00, whichever is the greater, and that the provisions of this paragraph stall apply if loss or damagn-, hrespactive -of cause'or o:igin, results directly or indirectly to person or property from performance or nonperformance of obligations imposed by this contract or from negligence, active or otherwise, of the Company, its agents or employees. In the ever_' Subscriber desires the Company to assume greater liability for the - performance of its services hereunder, a choice is hereby given of obtaining full or limited liability by paying an additional amount under a graduated scale of rates proportioned to t're responsibility, and an additional rider shall be attached to this agreement sitting forth the additional liability of ti:e Company crr,i additional charge. Tha rider and additional obligation shall in no way be interpreted to hold the Compamy as an insurer. The subscriber, on behalf of itself and all parties claiming under it, hereby releases and discharges company from all claii s and liability arising,fro--i or caused by any hazards covered by insurance in the pr%mises, the purpose of this clause bet. -fig to deny subro- gation rights to prevent insurance companies from shifting the burden of casualty losses to company. Subscriber agrees to be responsible for- redecorating and all other reasonable damages to premises caused by irst .11adan. =afn- tena_nce, or removal of all or any part of the system. Subsc .ber agrees that only authorized agents of the Company will be per ---teed to a':ter, remove, adjust,_ service, repair, add devices, equipment, or wiring, and agrees to reimburse Company for ioss of, or d=aga to, in- stalled devices, wiring, and, equipment. Cost of unnecessary service or false alarm calls caused by subscriber and costa to repair or reinstall after fire, other casualties, pal ring, alie:aticns, or costs other than for ordinary wear ar_d.teaa, to be borne by subscriber. The cost of any charges and variances in the system as herein contracted for or as originally installed, made at ,the request of or made necessary or required by subscriber's act, or which may be demanded by insurance interests or inspection and robing bureaus having jurfsdiction, are to be borne by subscriber. Subscriber hereby gives title to all wiring and material installed by ADT. Subscriber agrees -that installation work is to be done during Company's regular installation working hours. Subscriber -hereby authmizes use of electrical outlets required and will furnish necessary current through his meter at his e:coense. In the event of an alarm signal from premises, Company agrees to transmit alarm to local police or fire depar'n-ent having jurisdic- tion. If the Company holds premises keys it is hereby authorized to enter and make a visual inspection of the interior of the premiss: or p:o.ectad area. Subscr..^er hereby authorizes Company, at its discretion, to cause the arrest of anyone found on the premises without authority to e. r and c::--sa h,--- to `a 5 ?:ald until released by subscriber or his rep:asentative. The subscriber agrees to indemnify and hold Co:tipwn-r ha,:=I_ss for all liiaili: , era;,paws, or costs incurred as a result of such detention or arrest. Company is. to be kept informed in writing by subscriber of all persons authorized to enter premises during closed 'hours or who r: be called in the evert of an alarm signal from, premises. Subscriber hereby authorizes Company to temporarily die=meat sl;tem nuis .rice• or -electrical reasons if Company is unable to notily subscriber at emergency numbers listed or if subscrirer declines, or fa ; to arrive at p: e aisas within a reasonable time. Company is to be informed by subscriber of omissions in protection or devices within five days of complation of installation or inn installation is to be considered completed and accepted by subscriber. Subscriber hereby agrees that the Company shall have the right to increase the service charge prodfded for herein at any time or times after the expiration of one year of the initial period upon giving the subscriber notice. If the subscriber is unvrilling to ray such increased charge, he may then cancel the unexpired terra of this agreement, by notifying the Company in writing -within 10 dt-ya of the notice of such increase. This agreement shall automatically without action by either party extend and renew itself under the sarte terms and condit:ens for successive periods of ore year each after the initial period unless eitheir panty gives to the other at least thirty days TgrfYen not?ca, prior to expf atio.: date, of its intention to terminate this agreement upon its original or any renewed expiration date. Should the whole or any part of the premises herein involved ba acquired or condemned for any public or private use or purpose, the en ira rep nfng balance of the in; period or extensions of this contract shall immediately become dua arcl pall able. Tha Company assumes no liability for delays in installation or service due to labor trouble, riots, floods, : res, acts of God, or any cause beyond its control and is not required to perform work while any such cause or condition exists. This agreement is net assignable by subscriber without the written consent of the Company. The Company shall ha -re the right to sub -contract any of -'':e -%1For1 or services it may perform. There are no verbal understandings chanyin g o: modifying this ag:ee=ent. In tiro e-lent any provisions or parts of this contract shall be unenforceable the parties understand and agree that t i. remc�nintg pm-r-sions and parts shall continue in full forts and effect. ('dote: - Paraaraphs No.._1_, No. 5 & No. 8 are ..... ap-pl-i-canto only to equipm ant and installation made by Bay Alarm Company. TM REVERSE OF THIS Ct}iY=CT .IS 1IiTCO2PORATED HE=. PLEASE .SAD CAlicr-""P-LY. WE A= NOT AN INST7;;:rFi. OUR LMBIU17Y 18 J.0 Ci°..D TO S250A0. SM PARAGRA2HS 3, 4, 5 ABOVE BAY ALARM COMPANY - Date ......... .._A.... ............... -1- -- — �------- ................................................ Salesaca ............................ --. - AF?rpr_id ------------------------------------- ....----.....------......--------------------------------------------------------------------------------- S`.o•u_::bar Be Aut-o^=ad Signature +t iy [E�&5VV 4/18/74 April 12, 1974 IORANDUM FOR: HONORABLE MEMBERS OF THE BOARD OF DIRECTORS 0 # L: G. A. Horstkotte, General Manager -Chief Engineer SUBJECT: AUTHORIZATION OF CONDEAsNATION ACTION AGMs?ST RICI�.ARD A. BOBET, ET UX kND AGAINST RICHARD L. S. RING, ET UX, JOB 2259, PARCELS 7 AND 8, BOBBIE DRIVE, DANVILLE. PROBLE1.1: This District is currently obtaining the necessary easements prior to the construction of a new sewer that is planned to alleviate existing problems in the Diablo Road area. The owners of these adjoining properties, Mr. Bobet and Mr. Ring, say they do not want the sewer line on their property under any condition. BACKGROUND: The easement across llr. Ring's property lies completely within an existing Drainage easement and the easement across Mr. Bobet's property lies partially (approx. 40%) within the same drainage easement. The proposed sewer line in both cases will be within the existing creek levee, which the Flood Control District plans to improve. We have offered these owners the usual 25% of market value (based on County Assessors values) for these easements and they have refused to consider the offer or to grant us the easements. Five other adjacent owners, having similar Noconditions, have granted us the necessary easements, at no cost. Mr. McCoy, staff field engineer, has reviewed the proposed alignment and has determined that it is the only available alignment which will cause no inconvenience to residents on Bobbie Drive. RECOMMENDATION: Approval; authorize easement appraisal and District Counsel to ON initiate Condemnation Proceedings. Respectfully submitted, Jack L. Best Manager -Engineering Dept. JLB:sf Recommendation Approved: G. A. Hoors`tklc�tle��f� General Manager -Chief Engineer April 12, 1974 ME-10RANDUNI FOR: H0140RABLE MEMBERS OF THE BOARD OF DIRECTORS VIA: G. A. Horstkotte, Jr., General Manager -Chief Engineer VII. New Bu, 6 4/18/1 SUBJECT: AUTHORIZE $59,000 ADDITIONAL FUNDS FOR VARIOUS WATERSHED TRUNK PLANNING PROBLEM: There are 6 watershed Areas in which large developments are pending or started which will ultimately overload existing sewer lines. Some have already begun to connect their first units. Early planning for the necessary watershed lines, tabulated below, are essential: BACKGROUND: W/S No. Location Estimated 33N San Ramon Valley - Newell to Rudgear $1,000,000 - Rudgear to Freitas Rd 2,000,000 33S - Freitas to Norris & Branch 1,000,000 ?3 & 30 No. Walnut Creek & So. Pleasant Hill 470,000 35 N Diablo Rd - East Danville 330,000 ?4 S Pleasant Hill - Northwest Need Study PW 35 S M. Sycamore Creek Moraga Way - S.E. Orinda Developers Cost 233,000 1974-75 Planning Request $10,000 20,090 10,000 5,000 4,000 5,000 5,000 3,000 10 Moraga Valley 426,000 4,000 Total $59,000 Initial studies have been made on these watersheds. The need now is to update the older studies and precise alignments on the more active areas. Funds requested are recoverable through presently established watershed trunk charges. RECOMMENDATION: Approval. Recommendation Approved: G. Horstko tte, J � negggral Manager -Chief !Engineer JLB:sf Respectfully submitted, W. C. Dalton Deputy General Manager -Chief Engineer VI New 10 41.4 4/18 April 15, 1974 10RANDUM FOR: THE HONORABLE MEMBERS OF THE BOARD OF DIRECTORS i�Ni: G. A. Horst'r:otte, Jr., General 1Tanager-Chief Engineer JECT: AUTHORIZE STAFF ATTENDANCE AT CALIFORNIA WATER POLLUTIODi CONTROL ASSOCIATION ANNUAL CONVENTION, APRIL 24 IN SAN JOSE - $132 PLUS TRANSPORTATION conjunction with the general conference, there is a one -day Short School operators, maintenance and research personnel, costing $12 for registra- n and lunch. I propose to send eleven employees, six from Maintenance, r from the Treatment Plant and one from Engineering. Respectfully submitted, G, A Horstkotte, Jr.,�' Gene�!al nager-Chief Engineer _ GAH:sf VII. lNew Bus. 12 4i18f74 April 15, 1974 MEMORANDUM FOR: HONORABLE MEMBERS OF THE BOARD OF DIRECTORS VIA: G. A. Horstkotte, General Manager -Chief Engineer SUBJECT: AUTHORIZE PAYMENT OF $531.00 AS FULL SETTLEMENT OF AN EASEMENT, PARCEL 25, LID 54-2, FROM G. A. ROSS, ET UX ON ROBERTS COURT: IN THE KUSS ROAD AREA OF DANVILLE On November 1, 1973, the Board of Directors authorized District Counsel to initiate condemnation proceedings against the Rosses. Mr. Bohn and the staff have approved this settlement. Respectfully submitted, -Z-r X �. Jack L. Best Manager -Engineering Dept. JLB:sf Recortmen dation Approved: 1, 4 b G. A. Horstkotte, Jr., Gene al Manager -Chief ineer I. New Bus. 14 BAY AREA SEWAGE SERVICES AGENCY 4/18/74 HOTEL CLAREMONT . Bf R.KELEY. CALIFORNIA 34705 (415 • 548-7600 April B, 1974 To Board of Supervisors, City Councils and Wastewater Discharging Agencies: This is my report on Agency activities in the ;important field of wafter quality .control, The first full year of operation is completed. Preparation of a Regional Water Quality Management Plan --encompassing the first for the San Francisco Bay Region -- was accomplished. The Agency has worked on water quality planning problems with state, federal, regional and the fourteen subregional agencies. Hearings on all plans were held in each of the fourteen areas. Planning programs by various agencies for the San Francisco Bay Region reflect input from BASSA. The State Water Resources Control Beard's Basin Plan is nearly complete and will reflect the thinking of local communities through BASSA. The Agency has been active in efforts to set reasonable water quality objectives, to protect the environment and to avoid duplication and unnecessary expenses in wastewater treatment and control. BASSA is interested in working with local governments, as we are all local government officials. Recent expert testimony prepared by the Agency with regard to the State's Bays and Estuaries Policy will prove of help to every local agency. The Agency has assisted many local decision makers to develop positive water quality programs on their own. Success is measured by the fact that staff and committee liaison is assisting nine joint exercise of powers organizations --all formed since the Agency was created in late 1:972. We believe that much more must be done on a regional basis to accomplish our goals For clean water. In the next few years, nearly $2 billion worth of projects :zust be built in the Bay Area to meet State and federal requirements. Regional studies must be made. While planning is important, it is only a step on the road to accomplishment of sound water quality progress. BASSA is seeking solutions to problems which face all local governments. Services such as standardizing cooperati`.re monitoring programs, regional information systems, assistance to operator training, energy conservation, sludge management, iraste- wa't.er reclamation, investigation of urban run-off and infiltration, industrial sIDUrs.e control and in?roVem,ent '0f wa;r!_—.e rater technology are included in the Agency's programs. By performing these positive programs together, we can do a better job as W211 as sage money, CD rj . is oriented toward solution. of nts and input will be of great .t any time regarding the Agency r = kAllk6a local problems on a regional basis. Your assistance to us. Please let me hear from or its programs. Sincerely yours, dd CHARLES J. GIBBS, Trustee Representing Contra Costa County Bay Area Sewage Services Agency 3 VII, New Business 14. Information 4/18/74 EXCERPT OF COUNCIL MINUTES, APRIL 1, 1974, CITY OF WALNUT CREEK Mr. Swanson, Director of Community Development, discussed the report submitted on this matter. It is a proposal for the City of Walnut Creek to enter into a joint powers agreement with other cities in Central Contra Costa County for a study of engineering and institutional arrangements of waste water management in this area. The City will also have to participate in costs, the amount not yet known but estimated to be between $2,500 and $3,000. In the discussion on this item matters brought up included benefit to the City, the possibility that LAFCO could make such a study, consideration of Contra Costa County Sanitary District and the special study they are conducting, and whether or not there is duplication. Council agreed that they should make no definite commitment at this time pending receipt of further information regarding costs and the extent of the study. • f Board of Directors DANIEL H. HULT President JULIO L. GRIFFANTI Vice Presideni ROBERT J. BARTOLOMEI Director WILBUR PARSONS Director Fr ;IS W. SOUZA Dh -,or DAVID J. LEVY Attorney LEPTI EN-CRON I N- COOPER, INC. Engineer KENNETH B. RENKERT Manager JANICE WHIPPLE Secretary SERVING CONTRA COSTA COUNTY SINCE 1923 April 15, 1974 President -Richard J.-Mitchell - Central Contra Costa Sanitary District P. 0. Box 5266 Walnut Creek, CA 94596 Dear Mr, Mitchell: The Board.of Directors of the Mt. View Sanitary District are in receipt of your letter and contract proposal of April 4, 1974. The Boardhas deferred any action until sufficient Board and staff studies have been made. Discussion on this item will be on the Agenda of the next Mt. View Board Meeting of May 9, 1974, at 7:30 P.M., Las Juntas School, 4105 Pacheco Boulevard, Martinez. KBR/ jot Sincerely, MT. VI d SANITARY DISTRICT; '::T T,T;, �I ,Kenneth B. Renk Va,nager "=. • .. -. ;c'1 icau Rat L7;er.....ra•'a e'fr.R7: fns—: d Data P.O. BOAC 2366 MARTINEZ, CA. 94553 OFFICE LOCATION AT END OF ARTHUR ROAD PHONE (415) 228-5635 .e-- /6011N REMARKS OF RICHARD J. MITCHELL PRESIDENT OF THE BOARD OF DIRECTORS CENTRAL CONTRA COSTA SANITARY DISTRICT Monday, April 8, 1974 Walnut Creek, California I appreciate the opportunity of appearing before your Honorable Council to discuss generally the problem of "wastewater management in Central Contra Costa County", particularly in the context of your Council action at its meeting on April 1, 1974. I am here because our Board believes that direct communication is necessary between our two policy making bodies to keep the Central County area on the proper path for waste water management. The resume of your April 1 meeting seems to indicate that execu- tion of a joint powers agreement by the City of Walnut Creek to Participate in Eastern and Central County sewer studies is•"approved in concept depending on future information re: scope, costs, similar efforts". It is to provide additional information to you on this subject that I have asked for time this evening. As you are aware, Central Contra Costa Sanitary District provides sewer service to all of Central Contra Costa County, except for the City of Concord and except for the Mt. View Sanitary District. Walnut Creek has long been a part of our service area and to the best of our knowledge the service we have rendered has been satisfactory, in fact superior in service and economy to the public and to the cities in our service area. The basic guidelines under which Central Contra Costa Sanitary District operates are provided by the Sanitary District Act of 1923, and in more detail by the State and Regional Water Pollution Control Boards. In recent years there has been evolving what are called a "basin plan" and a series of "subregional plans" to be administered by various agencies. Central Contra Costa Sanitary District has been designated on all of these plans as the operating agency in Central Contra Costa County and has received much favorable recognition from the State and Federal governments. This includes receipt of substan- tial grants for the construction of an advanced treatment plant as well as a water reclamation plant, wherein the reclaimed water is being made available to Contra Costa' Water District, to be sold by that District for industrial reuse. Further, Central Contra Costa Sanitary District has been designated by the Water Pollution Control Boards as the subregional agency for.this area and has been directed to negotiate reasonable arrangements with the City of Concord and the Mt. View Sanitary District areas for handling and treatment of their sewage effluent. We have been negotiating with Concord for some time and have submitted a written proposal to Mt. View Sanitary District to fulfill these responsibilities through separate contracts, the essence of which is for each to continue the management of sewer systems by the City and the Mt. View Sanitary District without any direct assumption of authority by Central Contra Costa Sanitary District. Central Contra Costa Sanitary District would, however, under these proposed con- tracts, accept the sewage from Concord and Mt. View Sanitary District, treat the same and reclaim most of the water, dispose of sewage sludge, and discharge the balance of recovered water through a deepwater outfall to Suisun Bay. -2- Several years ago, a Contra Costa County plan was prepared for Central and Eastern Contra Costa County by Brown and Caldwell, Engineers, the substance of which was that Central Contra Costa Sanitary District would act as the subregional agency for Central and Eastern Contra Costa County. One alternate in the Brown and Caldwell plan provided for separate treatment in Eastern Contra Costa County of waste effluent generated there, and the other alternate plan provided for a large and costly pipeline to be brought from Eastern Contra Costa County to the Sanitary District Plant in Pacheco, where the Eastern County effluent would be presumably treated by Central Contra Costa Sanitary District. There has been some confusion on this point and so I emphasize that the existing treatment facilities of Central Contra Costa Sanitary District now under construction, and those to be constructed on a modular expansion program are adequate to take care of all necessary flows of the City of Concord and the Mt. View Sanitary District and growth in the Central Contra Costa Sanitary District service area, and, if necessary, expanded to process Eastern County wastes. However, the desirability of bringing waste waters from Eastern County to the Central Contra Costa Sanitary District facility location has always been .subject to serious question both from economic and political feasibility standpoint. In any event, there have been some changes in the State regulations relating to industrial waste which casts doubt upon the economic feasibility of the pipeline from Antioch to Central Contra Costa Sanitary District at Pacheco even though this has already been approved by the Regional Water Pollution Control Board. Because of these doubts and because of the concerns of the Cities of Antioch, Pittsburg, Oakley, etc., Central Contra Costa Sanitary District indicated its willingness to help finance a study of Eastern Contra Costa County to see if the facts have :XZ so changed as to make the large pipeline uneconomical and unnecessary. Preliminary work on this.project has already been undertaken by a consortium of engineers whose findings indicate that the gigantic pipeline may no longer be feasible. They are now working on more detail to test and refine this preliminary finding. The results of these more definitive studies should be available in the next few months. In the meantime, the County of Contra Costa has proposed a joint powers agreement whereby not only will the problems of Eastern Contra Costa County be studied, but all of the operations and management of Central Contra Costa County would likewise be re -studied even though every inch of the terrain has already been studied and every element of financial feasibility and operations have been gone over many times before. In short, the County has proposed to rehash through a joint powers agency study, an already ongoing, clearly defined and already implemented Central County wastewater facility fully approved by all of the affected Federal and State agencies. Central Contra Costa Sanitary District has felt it cannot approve this waste of the taxpayers money that shows no real purpose to be served. I understand that the City of Walnut Creek has been asked to sign this joint powers agreement to which I just referred and this was what was under consideration at the April 1 meeting. It is our suggestion to the City of Walnut Creek that any such expenditure is undesirable and we respectfully suggest that the City of Walnut Creek should not participate in the same. We believe that Central Contra Costa Sanitary District has fulfilled its statutory and moral obligations to serve the City of Walnut Creek. The Board of Central Contra Costa Sanitary District has always demonstrated, and will continue to demonstrate, responsiveness to the needs of all cities and County areas within its service area. In the meantime, we feel that it is folly to consider duplicating facilities or operations which are already functioning in a manner which has received wide acclaim. We feel that money for studies of this character might better be spent on other urgent matters which require the attention of all of us, such as the solid waste management problem, where a County role is more apropos. Thank you for the opportunity to appear and if there are any questions I wi11 try to answer them. If the answers require more detail than I presently recall, we will be happy to provide them to you later in written form. -5- -- - tj S , MART I N E Z C VIEW r ' t �S. D. ml 7ASANi. HILL ULTIMATE SERVICE BOUNDARY OF CONCORD AND VICINITY p 1 0 .'INDAf. AIL -:[V-11 C R E E K 'CT`E Il QU :T OIA?L0 M ,RAGA `K. STUDY - -. AREA BO — VALLEY Y_ COMMUNITY SERVICES DISTRICT J\ T ` SEWERAGE SERVICE AREA � + BOUNDARY _ n CENTRAL CONTRA COSTA`SANITARY ' DISTRICT BOUNDARY-195T - .. CENTRAL CONTRA COSTA SANITARY DISTRICT-1956 SC4LE IN FEET Fig. 2-1. Boundaries o4 Study Area, Central Contra Costa Sanitary District, and Service Areas including Concord and Vicinity GOO Cei.,�al Contra Costa Sanitary Dist,..;t Water Reclamation Facilit Freeway 680 and Highway 4 4AU L •'-71 5 y�►4 4 .. f Y •��►� 1��yi+l - Legend I. Influent Control Building 2. Primary Chemical Feed Building 3. Primary Sedimentation Tanks 4. Aeration and Nitrification Tanks 5. Secondary Sedimentation Tanks 6. Denitrification Tanks 7. Final Sedimentation Tanks 8. Advanced Treatment Facilities 9. Solids Conditioning and Lime Recovery Building 10. Plant Operations Building � � f �: COUNTERING CONVENTIONAL WISDOM By Ev SALZMArr Governor Ronald Reagan last April issued the fol- lowing statement in forming a highly publicized Task Force on Local Government: Today, California has some.5,800 units of govern- ment below the state level, including 58 counties, 407 incorporated cities, more than 1,100 school dis- tricts and almost_l_gQ ,§,peeial_ disticts-_.-... The average citizen is not even aware of -all -these differ- ent units of government. The only time he gets a first-hand knowledge of their existence is when he has a complaint about service, or more likely when he receives his property -tax bill. When they are looking at that long list of governmental units which their tax dollars are taken to support, many citizens wonder whether they are wetting_ their _....._ _ .. _._ . _�wh- _-.__ _._ money's worth and whether all these different lay- 6.. e _._-- -- ers of govern,rient are eally necessary. The reform and modernria£on,indeed hire streamlining, of local government is, and should be, one of our top prior- ities. The Governor rejected proposals to establish regional government as a move toward creating another layer of government. But in doing so, he echoed the very claims about the present structure of local government made by the proponents of regionalism — that the present system makes no sense because there is too much over- lapping and duplication, that the public has no real voice in local government, and that wholesome changes must be made to make the system economical and efficient. [Governor's ."legacy" task forces seek ways to strengthen local government .:.", CJ, January 1073, P. 71 Task force findings Now the study period of the task force is about at an end. In his state -of -the -state message, the Governor will tell the Legislature in general terms what his six - man panel has found. Meanwhile, the task force will give Reagan's cabinet a range of policy options, and the recommendations should be published about March 1st. Will, as the Cove rnor_suggested, the task force pose radical changes in local government structure? On the ContYary.The _tasl _force chairman, Robert B. Haw- kins Jr., 32, former director of the state Office of Eco- nomic Opportunity, will- report, that, the_ Gov.-elcnor's premises were wrong and that all the literature on the restr-uctiiring of local government is based on false as- sumptions. Hawkins reported that his group has found: • Local government in California is not unplanned, uncooi�diiiatecf.• nefi'rcient_and.uneeonomical. • Once a local agency hits the population range of 30,000 to 50,000, it reaches its peak in efficier_ey and economy. • The claim that stiecial districts are inefficient ,is wrong; more efficient than other _forms, of local government • ndependent special districts (as contrasted to those operated by cities and counties) go out of bus- iness at the rate of five percent a year. This counters the contention that, once formed, a district will re- main in business forever. • In the last election, 60 percent of all special dis- tric�sea�s were cori�ested I'}iis rebus the argument '-t�iat district boards are__' self-perpetriating-and th_ at e pu rc as no voice in their operation. • There 1s e tremeiid6uS_ amount"of cooperation be- tween governmental agencies, although city and county folk don't speak quite the same language. Multipurpose or umbrella regional governments are not the solution because air basins run east and west, water runs north and south, transportation routes differ, and there is no logical boundary for such a governmental agency in any of California's urban areas. • Changing county lines on a wholesale basis is not practical. Each of the six members of the task force independently drew what he considered ideal lines and all six plans were different. • Local agency formation commissions, which can veto new districts and annexations in each county, should be weakened. • There has to be one level of government with an absolute relationship between what the citizen pays in taxes and what he gets in services — without the possibility of veto by a higher -ranking level of gov- ernment. The task force has gone deeply into the concept of small neighborhood governments. If Hawkins rejects the common beliefs about the future of local government, what then will. be recom- mended to the Governor? The above findings and the recommendations that come from them have . a com- mon thread — letting people at the lowest level make their own decisions. This means, for example, making it easier for special districts to be formed and dissolved, allowing governmental agencies to make contracts with each other and with private enterprise on a more sweeping level, making it much easier for county lines to be changed when the people in the affected region choose to do so, eliminating the veto power of the local agency formation commissions and replacing it, per- haps, with a higher voting requirement for the forma- tion of new districts. The local government reform issue was brought to PAGE 28 CALIFORNIA JOURNAL t the Governor several years ago by Assemblyman John T. Knox of Richmond. Knox has been attempting for years to enact legislation creating a powerful Bay Area regional government. As chairman of the Assembly Local Government Committee, he gave Reagan his pitch for the plan. The Governor's reaction: Why not simply merge the Bay Area counties instead of creating a new level of government? And it was that approach that Reagan handed to Hawkins — and that has been so thoroughly rejected. Hawkins, who holds a doctorate in local government, expects to leave the administration soon to enter the private -consultant field. But he will face a hard strug- gle in the Legislature if he expects to sell the product of his task forte's labors. He conceded that he has not been able to win unanimous agreement on key points from within the task force; the two local -government representa- tives on the panel — John D. h Phillips, retired Pasadena city manager, and Earl Strathman, retired Alameda County ad- ministrator— offered the most ¢ . opposition. Phillips has been[, , especially strong in his oppo- 4 sition to the neighborhood- government concept, accord- ing to Hawkins. (The other task force members are Charles D. Hobbs, veteran of Robert Hawkins other Reagan task forces, including the one that put together his tax -limitation scheme; Allen Hyman of Santa Monica, a research economist; and Gregory C. Krohm of Roseville, an economist.) Perhaps realizing that the task forte's package would not appeal to a majority of the Legislature, there has been talk that the program would be presented to the scoters as an initiative. But that talk subsided after voters rejected the product of the Tax Reform Task Force, Proposition 1, last November. Common views The direction taken by the task force will come as a surprise to those of all political philosophies, who had welcomed the Governor to the local -government reform club. These are the kinds of findings and recommenda- tions that had been promulgated by others interested in the subject. • Thomas E. Huebner, assistant city manager of Sacramento, urged in Western City Magazine that major changes should be made in city and county boundaries and different forms of government created to serve urban and rural needs. Big govern- ment, he wrote, is not objectionable if it is effective and responsible; home rule is hardly desirable if it means ineffectiveness or impotence. 11 The conservation organization California Tomor- row proposed that 10 regional governments be cre- ated for all of California and that all federal rev- enue -sharing funds be funneled through them. Mike Manley, once an aide to former Assembly Speaker Jess Unruh, issued the following statement in his role of board chairman of a special district: "Our special district is not non -government .... It is virtually an invisible government. There is simply no way interested citizens or the media can possibly keep track of the activities and spending policies of a multitude of special districts. Such government is not healthy in a democracy, where public affairs require citizen participation." • Dr. Royce Delmatier, professor of political science at Chico State, endorsed the task forte's study in a paper before the Governor's Council on Intergov- ernmental Relations (a local -government coordina- tion agency that is now all but defunct). But he was talking about reducing the number of counties markedly, as Denmark has done, abolishing unincor- ported areas, and eliminating the "jungle" caused by overlapping local agencies. These are the kinds of statements legislators have been hearing for many years. And the majority, at least in the Assembly, have taken the same view. It was this philosophy that led, for example, to creation of local agency formation commissions in each county and prompted Assemblyman Knox to' introduce his Bay Area regional government legislation year after year. Lack of interplay Knox can be expected to react the most violently to the product of the task force. He had been assured by the Governor's office that the task force would work closely with Knox's local government committee. After the task force was formed, Knox informed the Gover- nor's office that this was not being done. Hawkins paid a courtesy call on Knox, they exchanged pleasantries, and that was their only direct contact. Later, two task - force researchers asked Tom Willoughby, heart of the committee staff, whether some material was available. It wasn't and they departed. Willoughby claims that he has been forced to keep track of task force activities through "a• spy network". The big fallacy in the work of the task force, he says, has been the almost total reliance on cost -benefit ratios in determining the efficiency of governmental entities. Market economics cannot be applied to local govern- ment without other factors being taken into considera- tion, Willoughby argues. He predicted that the Reagan Administration will push for a change in zoning laws to require that a public agency compensate a property - owner every time it "downzones" a parcel from, say, industrial to agricultural. But there would be no pay- ment by the property-o-,vrner for `'upzoning", he added. Death of Bay Area bill? Knox will be especially disturbed by the task force package because it could mean the death of his Bay Area regional government bill (AB 2040). It has al- ready cleared the Assembly and faces rough sledding in the Senate. Two years ago, the California Republican Assembly was successful in keeping GOP Senators in line against a similar measure. If the administration opposition hardens as a result of the task force stand, the bill would face almost certain veto, even if the Sen- ate could be convinced. The Knox bill proposes a form of government that goes beyond any regional agency now operating in California. The Tahoe regional agency, the San Fran- cisco Bay Conservation and Development Commission, and the vear-old coastal zone commission all are limited in power to 'control of land. And the regional associa- tions — such as the Association of Bay. Area Govern- ments and the Southern California Association of Gov - JANUARY 1974 PAGE 29 ernments, the San Diego Comprehensive Planning Or- ganization and the Association of Monterey Bay Area Governments — are voluntary organizations with little power. Under, the Knox bill, the Bay Area Regional Planning Agency (BARPA) would exercise veto power over cities, counties and special districts in such areas as transportation, land -use, pollution control, and park and open -space development. it would cover the nine Bay Area counties and would be financed by a real- estate transfer fee. `Sarre old faces' But the powers of the proposed agency have hardly been discussed during the long legislative history of the Knox proposal. Instead, the debate has centered on who would govern the agency — councilmen and supervis- ors or directors elected by the people under a ward sys- tem. Knox wants the board directly elected, but he has come to recognize that the opposition of cities and counties and ABAG is sufficient to kill any such plan. Consequently, the bill that went through the Assembly August 23rd on a 41-25 roll call gave total control of the agency to councilmen, mayors and supervisors. "This is the only way to get rid of local government opposition," the author told his colleagues. The Bay Area delegation was divided, and the attack on the measure was led by Assemblyman John J. Miller of Berkeley, a proponent of regional government but an opponent of giving all 34 directorships to cities and counties. He declared: "It is most difficult for me to vote for another layer of government if that layer is to have the same old faces." Knox found that some of the traditional opponents of his bills — primarily cities and counties — were now behind him. And thoses°�-.�� who have led the fight for re- gional government, like the Bay Area Council and the League of Women's Voters, were against him. So he tried to come up with a compro- mise. Now' he is trying to sell what is known as the "Denver plan", a scheme in which the - public picks the directors at regular elections but only may- ors, councilmen and supervis- ors can run. Theoretically, this would allow the voters to se- lect between candidates of dif- Joan Knox fering philosophies from among those already in office. Knox's chances of selling the Denver plan are not especially good. Those on both sides of the issue indicate that they might be able to go along with it, but not very enthusiastically. And even should this problem be resolved, there is still the Republican As- sembly opposition to any regional government plan and the demand by Senator Clark Bradley of San Jose that any proposal be put to the voters before it can go into effect. Beyond that, there is the presumed veto by the Governor. City -county consolidation With the prospects for the Knox proposal slim at best, the attention of those campaigning for regional government will center- on the efforts of a citizens com- mittee in Sacramento County. The Sacramento effort meets with the approval of the Reagan Administration because it is being done from the ground up and would require a vote of the people. Sacramento County Super- visors and the Sacramento City Council formed a com- mittee on local government reorganization to come up with a plan for merging the city and county govern- ments. The committee now calls itself the Sacramento Charter Commission because that is more descriptive of Its work. The goal is to present to the voters in Nov- ember a new charter for a merged city and county of Sacramento. The problems facing the commission are immense. Already the commission has scheduled a series of 10 public hearings starting January 9th, but executive director Glen Sparrow has indicated that more may be needed. The city and county have been trying for several years to consolidate their libraries, but haven't been able to complete the job. It will obviously be much more difficult to merge all city and county operations, plus some special districts. Some of the specific prob- lems: Will the three other cities in the county — Galt, Isleton and Folsom — retain their independence and get needed services from the new city -county gov- ernment? • How can the various retirement plans be merged to provide uniform benefits without the cost sky- rocketing? (The city is already in financial trouble because of retirement -fund problems.) • How can the issue clear both the city and county governing boards if either councilmen or supervis- ors must emerge in a better or worse political posi- tion ? • What can be done to avoid opposition from any police organization or any fire district that loses power (or indeed is abolished) in the potential merger? • How can those now in the city be assured that the merges` will not cost them more money, and those in unincorporated areas be guaranteed that they will not get short shrift? These kinds of problems are inherent in any local gov- ernment reorganization plan. That is one of the reasons why anyone assigned the task of proposing a local -gov- ernment reorganization scheme finds the problem of structure the most difficult. As Hawkins pointed out, his task force probably could never agree on new county lines. League of Cities plan The League of California Cities avoided the struc- ture issue entirely in its effort to propose a local govern- ment reorganization program, the so-called Action Plan adopted by the league in October. The proposal, devel- oped by the league's staff and four consultants, repre- sents a major departure for the league, and Willoughby calls it "surprisingly progressive". Don Benninghoven, the league's executive director, said he was amazed that it was approved. The league, according to Benninghoven, had for too long been merely reacting — and often negatively — to the legislative proposals of others. It needed to develop a positive program on which to base its deci- sions. But there was another reason for initiating the Action Plan. The league wanted to get something adop- ted before the Governor's task force issued its report. PAGE 30 CALIFORNIA JOURNAL 0 Benninghoven said that, were the Action Plan put into effect, changes in the structure of government would follow automatically. It would have been fruitless, he emphasized, to have started by drawing new govern- mental boundaries. Here are the major elements in the League of Cities plan: e Environmental Control and Land -Use Authority. Cities would assume expanded, authority and responsi- bili----- --..._ _.... ---'_qu _._-_-_ ._ . itr ty for managing env_ rronmental quality through cgmprehensive Iaiid-use planning a;ncT- contr6L -This would include pI�iriiring a Rdlydgrulating" zrban develop- ment, and providing greater authority for dealing with annexation and zoning questions. Cities and counties would assume a coordinated area -planning function through an Area Coordinating Council created by lo- cally elected officials. Inconsistencies among local plans would be resolved by area councils. Any special district and state programs affecting the area would have to con- form to the city -county area plan. A state coordinating council would be created, under the chairmanship of the Governor, to develop a state resources conservation and development plan to be submitted to the Legislature. • Social Responsibilities of Cities. Municipalities may assume the responsibility of assessing social needs within the city- and insuring adequate delivery of social services. Included would be employment, health, crisis intervention, affirmative action, civil rights, legal as- sistance, transportation for the poor and aged, consum- er protection, cultural activities. Cities would be author- ized to develop a social -services general -plan element indicating the goals and objectives, standards and pri- orities for meeting community social needs. Cities could choose to deliver certain social services when they wish to increase the basic level provided by the county. e Public Employee Relations. Extreme caution should be taken with respect to the establishment of any statewide board to administer employer -employee rela- tions throughout California. The creation of local and regional boards should be encouraged but with limited power. The right of public employees to strike should not be legalized. • Expansion of the Revenue Base. Cities should have the authority to levy an income tax or should have access to rncome-tax reveniies- through intergovern- mental tax-sha--ing agreements. Other sources of in- come that should be given to municipalities are a,_sale_s tax onereenal services, extension of the utility -use tax, an increase in themotor-vehicleand liquor -license in -lieu fees, a rise in therope:ty_tiansfe`r tax,"_a liilte r— ilii gasoline tax, and imposition of a tax on alcoholic 4_ beverages by the drink (a so-called tippler's tax) All costs of -welfare should be transferred to the federal government. A statewide property tax should be im- posed to equalize aid to school districts. Counties react Just as the League of Cities reacted to the Gover- nor's task force, the County Supervisors Association made its move after the Action Plan was under way. Richard E. Watson, who took over as executive director of the association in August after serving as adminis- trator of Millbrae in Marin County, admits that the County Modernization Commission (the "Mod Squad") was formed "because everyone else was doing it." But unlike the league, he emphasized, the counties intend to propose a restructuring of local government. The counties are going about the project in an un- usual way. First, the project is being financed by volun- tary contributions from the state's 758 counties. The original budget was $100,000 for the year -long study, but Orange, Sutter, Mariposa and Yuba Counties re- fused to contribute, and the budget was scaled down to $01,000. Secondly, the Mod Squad has .been divorced from the association staff and the study is directed by an outside consultant, Leroy- J. Drake, 49, retired San Joaquin County administrative officer. What Drake and his aides develop must go through the commission itself, headed by Supervisor Donald Peterson of Hum- boldt County, various association committees, and the association's board of directors. The remains will be presented at CSAC's convention in Anaheim next Nov- ember. Drake said his analysis has started with a detailed inventory of services now being performed by various local -governmental agencies in California (with the exception of school districts), and he has already cata- logued some 127 different services. That is the east - part. The next step will be to arrange these servict�s into a logical pattern and assign them to levels of gov- ernment. The proposed new structure of local govern- ment, in California -svould floiv from this. The supervisors claim it was Governor Reagan who set the Mod Squad in motion in an address before the CSAC annual convention in 1972. Declared Reagan: Do we have the will and the courage to look at our governmental structure, to evolve a practical plan whereby tasks and services performed by govern- ment will be assigned to those levels of government best qualified to handle them, to construct a revenue system to match with sutT�cient tax sources for the tasks assigned to each level of government? Are we willing to look at traditional boundaries and county lines to see if they meet the present-day needs of California? I have a dream that perhaps California can set an standard of government reform that will make pos- sible efficiency and economy in government at a level never before realized. The Governor is entitled to a major share of the credit for all the activity designed to bring such ,, dream to fruition, notably the studies by the cities, counties and his own task force. But it will be a 1_ong, hard road between recommendations by various study groups and enactment of any restructuring measure by the Legislature — especially since the Reagan Ad- ministration and the Legislature's local -government leadership are striking out in opposite directions. Bead a Journal to a friend Do you have a friend or associate who might be interested in subscribing to the California JournaP Send us the names of persons who might be inter- ested in the California Journal and we'll send them a free copy with your compliments askin- them to sub- scribe. Just send us your name and the naive and ad- dress of possible subscribers. You can use the postage - paid subscription card inserted in this issue, crossing out GIFT and writing in SAMPLE COPY. JANUARY 1974 PAGE 31 d e INCQW STAFF RATES c�lyioN; Si2c 11�Ck~ENE ESTrPEViecr �o11IfBN SIZL - - OVER 473 Pka1�cTE4 [c�?y - - eve. 1173 Ai? Ybcsln tompy . fflhY7Y-lfky? oh STAFF 046-,ED I)aA Tpc4n, .4 Tic- 1�-I- I�A flN kw�il 114-1 w 11 / 3 a 6 6 Ito ► ! 3 ri w 1 j } ;. 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