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HomeMy WebLinkAbout1976-07-06; City Council; Resolution 3856I- 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1t 17 1€ 15 2c 21 2: 21 2L 2! 24 2' 21 2! 3( 3: 3, RESOLUTION NO. 3856 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, AMENDING RESOLUTION NO. 3758, WHICH APPROVED AN EXTENSION OF TENTATIVE MAP (CT 73-8), TO FURTHER REVISE CONDITION NO. 9 REGARD- ING TAMARACK AVENUE. APPLICANT: DOUGLASS SOUTHWEST CORPORATIOT WHEREAS, Tentative Map (CT 73-8) as approved by Resolution No, 3178, and modified by Resolution No. 3358, was extended by Resolu- :ion No. 3758; and WHEREAS, said Resolution revised Cor,ditior, No. 9 regarding ramarack Avenue; and WHEREAS, City Council has reconsidered the matter and desires to further revise the requirements imposed on the subdivider regarding the construction of Tamarack Avenue; NOW, THEREFORE, BE IT RESOLVED by the City Council of the Cit: Df Carlsbad as follows: 1. That the above recitations are true and correct. 2. That Section B, 1, of Resolution No. 3758 is amended to read as follows: "1. Condition No. 9 is revised as follows: '9. The developer shall dedicate and improve the remainder of Tamarack Avenue based on an 84 foot right of way width and a 52 foot street section with a separate two-way bike way. Tamarack Avenue right of way and improvements shall be secured to its intersection with Skyline Drive prior to or concurrent with the approval of the final map for Unit No. 2. The right of way width, street section width and general alignment of Tamarack Avenue in the vicinity of its intersection with Skyline Drive shall be as shown on Exhibit A, attached hereto and made a part hereof."' 3. That the revised condition for Tamarack Avenue is con- sistent with all applicable general and specific plans of the City of Carlsbad. X X X X X X h 1 2 3 4 5 6 7 8 9 1c 11 12 1: 14 1: lf 1'; 1Z 1< 2( 2: 2: 2: 21 21 2( 2' 21 2' 31 3 3 PASSED, APPROVED AND ADOPTED at a regular meeting of the City :ouncil of the City of Carlsbad, California, held on the 6th day ,f July , 1976, by the following vote, to wit: AYES : Councilmen Frazee, Lewis, Packard, Skotnicki and NOES : None Councilwoman Casler ABSENT: None - ROBERT c. FRAZEE, dayor RTTEST: ( seal) *;. '4 January 27, 1976 .\ JOINT ADVISORY COMMITTEE INDEPENDENT MANAGEMENT OPERATIONS REPORT During the past several years, there has been expressed increasing dis- satisfaction on the part of the Joint Advisory Committee with the awkward- ness of our present system in achieving effective and efficient response to questions of policy modification and operations and maintenance manage- ment of the joint facilities. These have been focused primarily in the areas of political organization, maintenance 1evels.of existing facilities, . and costs for operation and maintenance of the joint facilities. The present political organization casts the Joint Advisory Committee in the role of an advisory body only and requires unsnimous concurrence of all affected boards of councils before any action can take place. While this retains policy control in the hands of the affected taxing and governing agencies, it results in a sometimes-awkward time lag before necessary action can be approved by all governing boards. The maintenance level of the plant has come under question within the last two years. Increasing amount of operational staff time allocated to emergency repair procedures and the break-down of equipment wherein potential problems were not detectable in time caused serious questioning on the part of the JAC members with regard to adequate staffing at the plant. Concern was expressed by some members that -che effectiveness of existing staff was further compromised by the need to undertake training pro! ams for CETA and other subsidized personnel allocated to the plant to Si-ing plant personnel rosters up to required numbers, if not in technical ability. organization. plant operation quite often did not have adequate line authority to implement suggestions and recommendations forwarded by the Joint Advisory Committee. Another problem faced was the complexity of the County staffing Those parties most directly responsible and involved in The third area of concern is in the cost of operation and maintenance of the joint facilities. and make recommendations concerning specific operational problems of the plant, because of the awkwardness of the County organization, it becai..z necessary to involve several high-salaried staff members who were res;)on- sible for certain specific sub-arcas of our County contract for operations. These Costs, as well as the routine operation and maintenance costs, were compounded by an ever-lncrezsing overhead charge levied by the County on all personnel costs. This year, that figure is estimated at 62%, and is levied to pay such charses as County Supervisors' salaries, Chief Adm-inis- trator's salary, Sanitation and Flood Control Department salaries, salaries for personnel in Purchasincj and Vehicle Naintenance, etc. AS a result of the aforementioned problems, it was suggested and approved by the Joint Advisory Committee on April 17, 1974, that a Subcomnittce be formed to study the dual problem of operational efficiency of the joint facilities and ways of increasing the effectiveness of the Joint Advisory Committee in matters of policy. This Subcommittee, which was comprj-sed of one representative from each agency, met several times in an effort to As the Joint Advisory Comnittee endeavored to isolate EXHIBIT "A" Page Two quantify the problems at hand and make recornir,cndations with-regard to their resolution. After several meetings of the Subcommittee, it became apparent that none of the Subcommittee nembers had sufficient time to devote to the research that would be necessary, particularly in the area of operations and management, to verify that expressed concerns had any basis in fact. On August 21, 1974, the Subcoinmittee recommended to the full Joint Advisory Committee and that body approved by minute motion a recommendation that a consultant be retained to study and make recommenda- tions on the reorganization of the operations and management structure and political structure of the Joint Advisory Corninittee. Following due process, a consultant, H.B. Maynard Co., was retained. The consultant conducted studies of County records and interviewed representatives of each member agency. On May 28, 1975, the consultant made an oral presentation on the results of his findings and recommendations. This was followed by distri- bution of the written report. The Maynard report, assuming the inevitability of regionalism, recommended the frirmation of a joint powers authority for the purpose of raising revenv;es for operation and establishing policies for administration of the joint facilities. The report also recommended that a general manager be retained and that operation and maintenance of the plant be assumed by the -joint owners. On July 23, 1975, the Joint Advisory Committee recommended that each individual agency's representatives return to their respecti-ve boards and discuss the findings and recommendations of the consultant's report. Based on the preliminary recommendations from several of the owner agencies, the Joint Advisory Committee Subcorrmitkee on Reorqanization met with County Supervisor Lee Taylor and Chief Administrative Officer Dave Spear in an effort to try to resolve some of the operational problems the joint owners had with the County in its administration of the operations contract. A summary of the results of that meeting revealed that, while the County was willing to continue working with the joint owners. to resolve the problems, because of Board policl- a:cl charter limitations they were unable to respond by making changes in zre;?s wherein the chief concerns of the joint owners were expressed, specifically, significant modification of staff oryaniza- tion, and overhead charg,-s. The CAO sug5;zstcd that perhaps the course the joint owners mLght choose to follow would be to set up an independent structure for operatlo_- 222 maintenance of the plant, We stated that the County would be wil.liz2 to coordinate and cooperate with the joint owners in the establiskent cf szch an organization, and that they would be willing to continue certair! sFsclalized services that they might be able Lo furnish more effectiveli- tln2.n i,;~~:le an independent operation, He further indicated that overhead costs OE salary would probably go up, rather than down. As a result of the rrteeting with the County, the JAC Subcommittee on Reor- ganization mek and discussed the following items: A. Change of operator by: 1. hiring a manager who would be instructed to set up an organization to oper- kc the joint facilities directly under the Joint. Advisory Comrni t tee . facilities by a private contractor under JTC supervisiort. 2. hiring a manager who would oversee the operation of the joint L' r ..e, ~ Page Three 3. hiring a manager who would oversee thesoperation of the joint facilities by means of the existing c6ntract with the-County of San Diego. B. Changing the joint owners' agreements to: 1 e accomplish the change of operator 'by supplementary agreement, allowing the Joint Advisory Conunittee to become an employer. 2. accomplish the change of operator by setting up a joint powers agreement for the entire Encina service basin. 3. accomplish the reorganization via existing agreements, instructing the Administrator (the City of Carlsbad) to employ a manager and operational personnel. 1 C. Special functions required from the County, such as: chemical analysis, industrial waste management, engineering consultant services and any other special services required in the operation and maintenance of the joint facilities. The Subcommittee instructed the professional staff of each of the member agencies to meet to discuss and make recomendations concerning the following items: 1. recommended staffing level for the plant; 2. recommended method of management for the joint facilities; 3. recommended County services to be retained; 4. recommended changes in the joint owners' agreements to accoxmodate the 5. anticipated changes in costs of operation. above-referenced changes; The findings of the staff comittee.on the five items mentioned above are -as 1. 2. . 3. 4, 5- - On follows: Maintain current staff level (9 operators and 1 laborer/gardener) in addition to retaining a general manaqer and secretary. Retain a general manager to administer existing contract, advise the Joint Advisory Committee concerning methods and timing for the assump- tion of local agcncy control. Services retained are to be dependent on recomendations of manager. Areas to be considered Would include engineering, chemical analysis and industrial waste. No changes in joirit oiv'rers' agreements are reqsired at this time. The first stage of assxiing local control could be accomplished utilizing existing agreements and the personnel procedures of the City of Carlsbad in its capacity as ad?.-inistrator of the operations contract.. No cost savings could be guaranteed Euring the transition period. It could be assumed, hc-+:ever, savings would accrue as a result- of the difference in ovcrhzac? costs added to personnel expenses charged by the County as oppose2 to those charged by the City of Carlsbcict acting as Administrator. Tuesday, Januarv 13, the Reorganization Subcommittee met to discuss the ..- findings of the MaGnard report, the recommendations of the joj.nt owncrs ' staff and a set of recommendations presented by one of the Subcommittee members. After considerable discussion, the Subcommittee dirctctcd the Administrator to prepare a report which could be presented to the Joint Advisory Committee and to each owner agency for their approval. Thc f .. i Page Four report was to contain the following: c A. B. C. D. E. A history of the actions of the Reorganization Subcormnittee to date. Immediate actions to be taken to reinforce local control of the opera- tions and maintenance contract leading to the eventual assumption by local agencies of operations and maintenance of the joint facilities. Discussion of a course of action which might be taken in the immediate future. Recommenda';ons to be approved by each agency for immediate action to be taken. A proposed scope of duties for the general manager, The report was also to address the issue of preparing a job description and salary range for the general manager. At its workshop session of January 13, the Carlsbad City Council was briefed on the actions of the Reorganization Subcommittee, inclucllng t-hat afternoon's meeting. By consensus, they approved the general concept of the local management of the operations and maintenance of the joint facilities and the use of the personnel procedures of the City of Carlsbad to retain a general manaqer and, if neesed in the future, operational staff. It was assumed by the Council that the costs of these personnel arid the overhead costs to provide these services would be shared by all joint owners on a proportionate basis. COURSE OF ACTION The recormended course of action at this time would be to retain a gensral rnanager to administer the existing operations contract with the County Department of Sanitatioll and Flood Control. the manager would analyze and make recommendations to the Joint Advisory ComLiittee concerning : 1. operational personnel requirements; 2. equipment needs and nethods of securing appropriate equipment upon assumption of local csztrol; 3. County special servici3s to be retained upon assunption of local control; 4. timing for assumpti.cn 02 local control. l__ll__ In addition to these duties, The Joint Advisory Ccr~ltte-2 should continue to study the question of pol itical chaiiges wit-? 3.2 near future goal of assuming responsibility for operations a!:d r-.al:-Ltezance of the joint facilities, RE C O&E*?? N D A T I 0 X S - __ - In order to confcrn to the aSove course of action, the Joint Advisory Commit-tee a~ci the joint owners should approve the following: 1. Authorize the City of Carlsbad to retain a general man.:iqer to adminis- ter the existing contract. The salary range proposed r:,>r the nanager would be from $25,000 to $28,000 per year. 11. . Authorize Carlsbad to furnish secretarial services, incl.uding a full- time person when required, to the general manager. 111. Cos-ts of t.he above, including salary, benefits, operatiorial costs and ovcrhe;id, are to be distributed and paid on the sami. basis as existing costs of operation of the Encina Water Po1luti.o:-r ~on-trol Facility (agency's total annual flow divided by total annual flow through facility). The general manager shall work under tgc administrative direction of the Carlsbad Public Works Administrator in his capacity as the Joint Advisory Committee administrator. tor, or the general manager as hLs authorized representative, shall seek the advice of the Joint Advisory Committee. V. Scope of duties proposed for the general manager are as follows: Present duties: 1. Monitor the operations and maintenance activities and consult 2. Prepare annual budget. 3. Audit accounts of operator. 4. Pay operator. 5. Authorize emergency repairs and construction. 6. Maintain flow measurement records. 7. Maintain insurance, including liability, property damage and, 8. Record costs of administration. 9. Furnish secretarial services and supplies to the Joint Advisory XV, The Public Works Administra- with the operator thereon. as appropriate, workmen's compensation. Committee. 10. Represent the Joint Advisory Committee as directed in all matters concerning operation, maintenance and modification of the joint facilities as they now exist, or a5 they may exist in the future. 11. Recommend future organizational and administrative modifications to the Joint Advisory Committee. Future duties: 1. Be responsible for full maintenance and operation of the joint facilities. 2. Be responsible for right of way and land acquisition. 3. Be responsible for design and construction. 4. Serve as Secretary to the Joint Advisory Committee. 5. Maintain current level of knowledge and pursue as necessary revenue sources for the operations, maintenance and modification of the joint facilities. 6. Assume responsibility of such personnel and other administrative duties as may be assigned. 7. Be responsible for planning to meet future needs of the owners. 8, Serve as staff representative of the Joint Advisory Committee to all boards of the oi" agencies and other public agencies and private organizations. c TENTATIVE '1 IFIETABLE March 15 - July 1, 1976 Recruitment and selection of General Manager September 1, 1976 Report by General Manager on reorganization If Recommended: January 1, 1977 - cancel operations contract with County - enter operations contract with Carlsbad - take over County plant employees July 1,.1977 - cornplete revision and approval of Joint Po-ders agreements to create new authority - set up personnel and financial system - transfer Carlsbad's employees to new authority - transfer system assets to new authority