HomeMy WebLinkAbout06/00/1990, 5 - ENVIRONMENTAL COORDINATION/SOLID WASTE STAFFING ' 4�►i ll City Of Sary UIS OBISPO MEETING DATE:
l COUNCIL AGENDA REPORT 11E11 NUMBE
FROM: John Dunn, City Administrative Offic4�a
Prepared By: Deb Hossli, Administrative Analyst
SUBJECT: Environmental Coordination/Solid Waste. Staffing
CAO RECOMMENDATIONS:
1. That the Council direct staff to convene an Environmental
Activity Coordination Committee composed of key
representatives from each department responsible for
environmental programs in an effort to improve coordination
and communication between City departments and other
governmental agencies when responding to environmental issues.
2. That the Council approve the creation of a three year half-
time contract Solid Waste Coordinator position in the Public
Works Department to address staffing needs associated with
planning and implementing Assembly Bill 939, the California
Integrated Waste Management Act of 1989, and other solid waste
related tasks identified in this report at an estimated cost
of approximately $25,000 annually.
REPORT-IN-BRIEF
In developing the 1989-91 Financial Plan, the City Council
established a goal in their Work Program to improve coordination
and communication between City departments and other governmental
agencies when addressing environmental issues. In response to this
goal, staff has conducted an organizational review of the City's
environmental program management. The purpose of the
organizational review has been to examine how the City presently
manages its environmental programs, identify areas in need of
improvement and provide the Council with recommendations for
improving the City's response to environmental issues.
In conducting the organizational review, staff developed an
Environmental Activity Inventory (EAI) which catalogues every
environmental function or activity presently managed by the City.
The EAI provides summary information for each environmental
function or activity, such as what the function entails, who
performs it and the reporting requirements attached to it. The
review of the EAI revealed:
* That the City takes a decentralized approach to
environmental program management. Under this method,
individual operating departments within the City take
responsibility for implementing and monitoring
environmental programs. Examples of this include the
Community Development Department assumes responsibility
for the environmental review process and the Fire
Department assumes responsibility for City hazardous
waste programs. R E C E I V E
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* That the decentralized or departmental assignment
approach to managing environmental programs has generally
been quite successful and the City's environmental
programs are located in the appropriate departments and
operate efficiently.
* That the City's solid waste program is in need of greater
attention as a result of the passage of Assembly Bill
939, the Integrated Waste Management Act of 1989. This
legislation totally reorganizes solid waste management
in California. Counties, with the assistance of cities,
are required to prepare countywide Integrated Waste
Management Plans. Among other things, these plans must
show how cities and counties will reduce their waste
streams 25% by 1995 and 50% by 2000. The requirements
of this legislation are significant and will have a far
reaching impact on the City.
Once the review of the EAI was completed, staff conducted a survey
of other cities to determine how others managed environmental
programs. A total of eight cities were surveyed and two basic
approaches were identified: some variation of decentralized
environmental program management (as is practiced in San Luis
Obispo) or centralized environmental program management. The only
centralized model staff found was located in the City of San Jose.
Under their model, an Office of Environmental Management was
created as a division of the Administrative Office. The office
coordinates the City of San Jose's energy management, water
resources, waste management, and environmental protection programs.
After thoroughly reviewing the information compiled in the survey,
staff concluded:
* That most smaller cities practice some form of
decentralized or departmental assignment environmental
program management and cite program cohesiveness,
staffing efficiency and cost effectiveness as the primary
reasons.
* That the primary benefit of centralized environmental
program management lies in improved coordination and
communication levels. In addition, few cities practice
centralized environmental program management and only
larger cities can realistically support this type of
structure given cost considerations.
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* There are several examples where decentralized or
departmental assignment environmental program management
is integral to a program's success. The environmental
review process required by the California Environmental
Quality Act (CEQA) represents a good example of this.
* The city can make improvements in the inter-departmental
and inter-governmental communications regarding
environmental programs.
After considering the information gained during the organizational
review, staff developed the following recommendations for the City
Council's consideration to best respond to the conclusions reached:
* Determine that the decentralized or departmental
assignment approach to environmental management is
appropriate under present circumstances.
* Recognize that benefits can be gained from incorporating
selected successful elements of centralization into the
City's organizational structure and begin by convening
a citywide committee of key departmental representatives
responsible for environmental programs.
* Authorize staff to work with the Personnel Director to
create a three year half-time contract Solid Waste
Coordinator position within the Public Works Department
at a cost of up to $25,000 annually (which includes
monies for furnishings and other necessary equipment) to
oversee the planning and implementation of AB 939 as well
as other solid waste tasks identified in this report.
DISCUSSION
Background
over the past several years, environmental protection has become
an issue of extreme importance all over the United States. Growing
public awareness over issues relating to water and air quality,
solid and liquid waste disposal, hazardous waste disposal, and
others has created a demand for more rigorous programs to protect
the environment. Political bodies throughout the country have
responded to these demands by enacting more stringent environmental
control legislation, promoting programs that conserve and reuse
natural resources, and making greater attempts to educate the
public regarding the value of protecting our environment.
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Since the early eighties, the State and Federal governments have
enacted several comprehensive legislative packages overhauling
standards for water quality, air quality, and hazardous waste
management. In addition, the state recently enacted Assembly Bill
939, the California Integrated Waste Management Act of 1989. Under
this legislation, counties are required to prepare, with the
assistance of cities, Integrated Waste Management Plans. Among
other things, these plans must demonstrate how cities and counties
will reduce their waste streams 25% by 1995 and 50% by 2000 or face
civil penalties of up to $10,000 per day for failing to comply.
The adoption of new environmental protection programs, coupled with
public demands to become more proactive and innovative in
approaching environmental issues, has had a significant impact on
local government agencies. In the past, the City has responded to
State and Federal mandates and public concerns by taking a
decentralized approach to environmental program management. Under
this method, individual operating departments within the city are
assigned responsibility for implementing and monitoring
environmentally related programs.
The Council has expressed a desire, however, to improve
coordination and communication between City departments and other
governmental agencies when addressing environmentally related
issues. To fully respond to the Council's goal, staff has recently
conducted an organizational review of the City's environmental
program management. The focus of the organizational review, and
the purpose of this report, has been to thoroughly analyze how the
City presently manages its environmental programs, identify areas
in need of improvement, and provide the Council with several
alternative solutions to improve the City's response to
environmental issues.
Staff Analysis
In conducting the organizational review, staff set out to first
determine whether the departmental assignment approach to
environmental program management was effective and what areas, if
any, are in need of improvement. This was primarily accomplished
through closely examining how the City currently manages this
process and surveying other cities for alternative management
options. Information to evaluate the effectiveness of the City's
existing approach was gained through a detailed review of the EAI.
The survey of other cites allowed us to identify and evaluate
alternative management options available to the City.
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Analysis of the Environmental Activity Inventory (EAI)
As part of the review of the EAI, staff developed an organizational
placement matrix (see attachment 1) for all of the City's
environmental programs. The evaluation confirmed that the City
does use the method of assigned departmental responsibility to
manage its environmental programs. Activities related to the
environment can be found in nearly. every department; some programs
are indirectly related to the environment and comprise very minor
components of a department's responsibilities while others are
directly linked to the environment and represent integral elements
of a department's responsibilities.
In developing the matrix, staff examined each environmental
activity by first asking whether the activity could function
independently. It was felt that from an operational perspective,
the only real candidates that could benefit from centralization
were those that could operate on a stand alone basis. Once this
was determined, staff attempted to ascertain whether the activity
was currently operating successfully. In the cases where it
appeared there was room for improvement, staff then attempted to
identify whether greater gains in communication or coordination
could be achieved by developing methods for improved communication
and coordination within our existing structure or by structural
organizational changes involving centralized environmental
coordination.
Close review of the EAI revealed that in most cases, department
assigned environmental program management has worked successfully
in the City. Staff found that, generally, the City's environmental
programs were located in the appropriate departments and operated
efficiently. The only significant exception to this finding was
identified in the area of solid waste. Staff found that this
program was in need of greater attention. It is important to note,
however, that the need for improved response in this program is
more the result of inadequate staffing available to address current
issues as opposed to improper organizational placement.
Solid Waste Concerns
With respect to solid waste issues, staff has found that the
passage of Assembly Bill 939, the Integrated Waste Management Act
of 1989, will have a significant impact on the City's
responsibilities in this area. As mentioned earlier in this
report, AB 939 totally reorganizes solid waste management within
California. Counties, with the assistance of cities, are required
to prepare countywide Integrated Waste Management Plans. Among
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other things, these plans must show how cities and counties will
reduce their waste streams 25% by 1995 and 50% by 2000. The
legislation also requires each county to establish a Solid Waste
Management Task Force that serves in an advisory capacity to the
Board of Supervisors for planning and implementing AB 939. The San
Luis Obispo County Solid Waste Task Force is composed of
representatives from the county, each city, the solid waste
industry, the recycling industry, the public, and environmental
groups.
The effects of AB 939 on the City are far-reaching. The City is
required to prepare a Source Reduction and Recycling Element
(SRRE) , for incorporation in the countywide plan, that sets out how
the City will achieve the recycling goals established in the
legislation by July of 1991. Specifically, in developing the
SRRE's, the City will be required to submit:
* a waste characterization study that identifies the
components of the City's waste stream.
* a source reduction program and implementation schedule
that shows how the City will achieve the solid waste
reduction goals contained in the legislation through a
combination of recycling, source reduction and
composting. This includes identifying the facilities
that will be needed to insure the reduction goals can be
attained.
* a recycling program and implementation schedule that
shows how the City will achieve the solid waste reduction
goals contained in the legislation. This component will
also have to demonstrate how the City will improve the
markets for recycled materials.
* a composting program and implementation schedule that
shows how the City will achieve the reduction goals
contained in the legislation.
* a solid waste facility capacity plan that projects the
disposal capacities needed to accommodate the City for
the next fifteen years.
* a public education and public information campaign that
increases public awareness and participation in
recycling, source reduction, and composting program.
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* a plan that identifies the total implementation costs of
AB 939 and sets out financing mechanisms that will be
used to fund the implementation costs.
* a special waste plan that demonstrates how wastes such
as asbestos and sewage sludge will be handled and
disposed.
* a household hazardous waste program and implementation
schedule that shows how the City will collect, treat, and
dispose of hazardous waste.
Prior to AB 939's passage, the City's responsibilities for solid
waste were basically limited to negotiating and administering the
garbage franchise agreement and monitoring the County's solid waste
planning activities. An analyst position within the Public Works
Department devoted a small portion of his time to ensure that this
responsibility was met for the City. This person has other major
job responsibilities that are necessary to the proper functioning
of the Public Works Department. Therefore, for all practical
purposes, the City does not have any available staff specialized
in the area of solid waste to respond to the requirements of AB
939.
As a result of recommendations from the Solid Waste Task Force, the
Board of Supervisors has authorized County staff to solicit for
consultant services to assist each city with preparing their SRRE's
and the County with preparing the Countywide Integrated Waste
Management Plan required by AB 939. (During the May 1, 1990
meeting, the City confirmed its support for the consultant concept
by approving a Memorandum of Understanding with the County and six
other cities in the county. A $1.00 per ton tipping fee surcharge
will be used to finance the costs of the consultants) . Using a
consultant to prepare these documents is estimated to cost the
average household in the City between 11 and 13 cents per month and
will be assessed through increased solid waste collection rates.
(It should be emphasized, however, that the 11 to 13 cent price
figure addresses resource needs through the planning phase of AB
939 only. Once the City's SRRE has been adopted, it is likely that
additional resources will be needed for the implementation phase
of AB 939. ) The County expects to have a consultant on board by
August 1, 1990.
Even with the assistance of consultants, compliance with AB 939
within the timeframe established by the legislation will be
difficult. Monitoring the progress of the consultant, along with
making preparations to implement the 'legislation, is expected to
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be extremely time consuming. The fact that most cities and
counties in California are relatively unfamiliar with programs to
achieve the intent of the legislation further contributes to the
expected difficulty in attaining the timeframe set out in the
legislation. It is likely that cities and counties throughout
California will be struggling together to develop first time
programs responding to AB 939.
In addition to AB 939, there are several other critical solid waste
related tasks that are not receiving adequate attention due to lack
of available staff. This includes such activities as full
implementation of the City's recycling plan, development of
procurement policy that requires the use of recycled products
whenever possible, and implementation of community education
programs to increase city residents recycling awareness.
Inadequate staffing also precludes the City from pursuing
development and implementation of more creative and innovative
programs to respond to the solid waste crisis, such as developing
programs that encourage the creation of recycling markets in the
City. There is also a host of legislation currently under -
consideration by the state legislature that strengthens provisions
of AB 939 and creates new solid waste requirements to complement
the legislation's effectiveness. Maintaining a familiarity with
all the legislative activities relating to solid waste alone, has
become a significant task. All of these activities are important
elements of the City's total response to California's solid waste
management planning efforts.
Finally, the most substantial component of the City's solid waste
concerns lies in the area of implementation of AB 939. The
planning efforts alone for AB 939 require tremendous effort from
the City. However, the real burden will be seen in the
implementation phase of AB 939 where the City will be required to
meet the goals established in the legislation.
Survey Results
Once the review of the EAI was completed, staff surveyed cities to
determine how others managed environmental programs (see Attachment
2) . As discussed earlier in the report, staff found that most of
the surveyed cities practiced some form of decentralized or
departmental assignment management of environmental programs and
cited staffing efficiency and program cohesiveness as the primary
reasons. Many cities admitted that decentralized environmental
program management did have its drawbacks with respect to
communication and coordination levels. However, it still
represented the most realistic approach for smaller cities with
limited staffing resources.
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Centralized environmental program management was the alternative
organizational structure that was identified as part of the survey.
The City of San Jose currently practices this approach. Under
their model, an Office of Environmental Management was created as
a Division of the Administrative Office. The office coordinates
the City's energy management, water resources, waste management,
and environmental protection programs. The Office has been in
existence for five years and has 45 employees.
The primary benefit to San Jose's organizational structure, housing
their major environmental programs under one department, lies in
the area of improved coordination of response. In a City as large
as San Jose (population: 740,000) , it is much easier to promote
a common and consistent message to the community regarding the
environment when all the programs are coordinated by a single
department or division. Public access is also improved when
related programs are centralized. In addition, centralized
management promotes greater levels of communication and encourages
sharing of common information in areas such as public education.
Comparing A Centralized Organizational Structure to the City's
Present Organizational Structure
In comparing the benefits of the City's existing approach to
managing environmental programs to a centralized environment, such
as in San Jose, staff reached two conclusions early in the
analysis. First, city size bears a direct relationship to the type
of organizational structure used to implement environmental
protection programs. The survey conducted by staff, while limited,
indicated that few cities practice centralized environmental
program management and only larger cites can realistically support
this type of structure given cost considerations. Secondly, staff
concluded that there were several instances where decentralizing
environmental program management was an integral part of the
program's success.
With respect to the first conclusion, the city size relationship,
staff's research found that larger organizations can best benefit
from centralized environments. The reason behind this lies a
city's distribution of functions related . to protecting the
environment. In a City the size of San Luis Obispo, a large number
of our employees function in very general roles. As a result, many
of our environmental activities represent small components of
existing position's job assignments. As an example, protection of
the City's creek habitat, an environmental activity performed by
the Community Development Department, represents a small portion
of one Planner's responsibilities. Another example can be found
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in the Police Department. Enforcing vehicle emission violations
is the responsibility of all traffic officers, but represents a
minor part of each officer's total job assignment.
Extracting small portions of job assignments throughout the City
that relate to environmental protection and placing these
activities into a centralized environment would be inefficient and
difficult to achieve from a staffing perspective. It is not likely
that the City could hire a single position with the 'expertise to
accomplish a wide variety of environmental tasks, potentially
ranging from creek habitat protection to vehicle emission
violations enforcement. The City would have to hire additional
staff to accomplish this as the need for the Planner and the
Traffic Officer would remain even though small components of their
jobassignments relating to environmental protection would be
assigned to others.
This example serves to illustrate the difficulty a smaller city
with diverse responsibilities would have in centralizing
environmental program management without adding new staff to
accomplish this. A reverse situation, however, exists in many
larger cities, such as San Jose. In a larger sized city, with a
greater pool of employees, it is common to have many specialized
positions responsible for a single activity. This type of
arrangement allows a city greater flexibility in choosing a
centralized approach.
With respect to the second conclusion, staff found that there were
several environmental programs that clearly operated more
successfully in a decentralized manner. An example of this can be
found in the environmental review process (CEQA) . This process
represents a highly integrated component of the development review
process and a major overall responsibility of the Community
Development Department. The success of this process lies in the
department's ability to concurrently review the physical components
of a proposed development along with its potential environmental
impacts.
It would be inefficient to extract the environmental review (CEQA)
function from the Community Development Department in an effort to
centralize environmental activities. Any gains in coordinating
environmental programs would be offset by the losses in staff
efficiency and cohesiveness of the development review process.
Finding and Conclusions
After considering the information gained while conducting the
organizational review of the City's environmental program
, a
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management, the staff reached several important conclusions that
have been listed below:
* The City's past approach of integrating environmental
programs into operating departments that best complement
the activity has generally been quite successful. It is
premature for the City to consider centralizing the
management of environmental programs as cost-effective
improvements would not be gained in the short term.
* Improvements can be made in inter-departmental and inter-
governmental communications regarding environmental
issues, and programs should be implemented to accomplish
this.
* The City must place additional emphasis on responding to
the newly mandated solid waste programs and a plan should
be developed to comply with the mandates of Assembly Bill
939.
Recommendations
In order to best respond to the findings and conclusions reached
after conducting the organizational review, staff is recommending
that the City Council take the following actions:
* determine that the decentralized or departmental
assignment approach to environmental management is
appropriate under present circumstances.
* recognize that benefits can be gained from incorporating
selected successful elements of centralization into the
City's organizational structure and begin by convening
a citywide committee of key departmental representatives
responsible for environmental programs from the Community
Development Department, the Public Works Department, the
Utilities Department (including Water Conservation) , the
Fire Department, and the Administrative Office. As
proposed, the Environmental Activity Coordination
Committee would be chaired by the Administrative Office,
meet on a monthly basis to discuss the progress of
environmental programs, and provide updates on internal
City activities and other governmental agency activities
that would interest or affect members of the Committee.
This would help to increase the level of coordination and
communication between City departments as well as the
other governmental agencies that play a major role in the
City's environmental programs. The committee would also
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be charged with continually . identifying and evaluating
areas where the City could improve its delivery of
environmental services.
* authorize staff to work with the Personnel Director to
create a three year half-time contract Solid Waste
Coordinator position within the Public Works Department
at a cost of up to $25,000 annually (which .includes
monies for furnishings and other necessary equipment) to
oversee the planning and implementation of AB 939 as well
as other solid waste tasks identified in this report.
A proposed job specification has been attached for
Council review (see attachment 3) .
It is staff's opinion that by adopting this recommendation, staff
will be in an excellent position to begin addressing the Council's
concerns with environmental program management at a reasonable cost
to City residents (costs of this recommendation will be discussed
in the Fiscal Impact section of this report) . In addition, by
devoting a half-time position to solid waste management, the City
will be in a better position to define and coordinate the roles and
responsibilities of the City, the County, the garbage company and
private recycling firms in responding to solid waste issues. It
should be emphasized that staff is recommending a contract position
as opposed to permanent position because the total impact of AB 939
cannot be measured until the Integrated Waste Management Plan is
adopted by the State and the City begins the implementation phase.
Staff fully believes that solid waste management requirements will
become a permanent municipal responsibility and therefore this
position will also become permanent. However, because San Luis
Garbage Company has recently hired a recycling coordinator and the
County's proposed budget contains a recommendation for an
additional position to coordinate AB 939, staff is recommending a
conservative approach to additional staffing at this time. It is
felt that these additional resources will help to reduce the City's
responsibilities with respect to planning for AB 939 and
implementing our Recycling Plan. Again, additional resources may
be needed once the City reaches the implementation stage of AB 939.
CONCURRENCES
The Public Works Director, the Community Development Director, the
Personnel Director and the Finance Director have reviewed and
approved this report.
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FISCAL 331PACT
Staff estimates that it will cost approximately $25,000 annually
to fully implement the recommended approach. This includes
sufficient monies to fund the costs of the position's annual salary
and benefits as well as furnishings and other necessary expenses.
Should the Council adopt this recommendation, staff would recommend
that first year implementation costs ($25,000) be financed with
monies already appropriated in the Administrative Office's budget
specifically to address staffing needs resulting from this
organizational review. (It will be necessary, however, to transfer
these monies to the Public Works Department's budget as the
position would be located there. )
The City's general fund would be fully reimbursed for the first
year costs, as well as future year costs, through increases to
monthly garbage collection rates. Staff estimates that residential
garbage rate increases would be minimal to residential customers
to accommodate the additional expense of the position.
It should be emphasized that the garbage rate increases proposed
as part of this report address resource needs through the planning
phase of AB 939 only. Once the City's SRRE has been adopted,
additional resources will be needed for the implementation phase
of AB 939. At this time we do not have sufficient information to
accurately assess the future implementation costs.
ALTERNATIVES TO STAFF RECOMMENDATION
Staff has developed two alternative models for your consideration
that respond in varying degrees to the findings in the
organizational review. The alternatives have been listed below:
Alternative One Determine that the Present Method of
Decentralized or Departmental Assignment of Environmental Proaram
Management is Acceptable and Retain Present Staffina Levels
Apportioning the New Tasks Identified for Solid Waste Activities
Between Existing Staff Members (Essentially retaining status quo)
Under this alternative, the City would:
* determine that the decentralized or departmental
assignment approach to environmental management
appropriate under present circumstances and form an
internal Environmental Acitvity Coordination Committee,
as outlined in the staff recommendations.
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* apportion the solid waste responsibilities currently
receiving inadequate attention from staff between
existing positions within the Public Works Department and
Administrative Office. The Public Works Department,
working closely with the Administrative Office, would
take the lead in the planning and implementing AB 939.
The Administrative Office would take responsibility for
coordinating ongoing projects that enhance the City's
solid waste and recycling efforts, such as developing and
implementing a recycled product procurement policy, and
administering the garbage franchise agreement, etc. The
Administrative Office would also coordinate solid waste
public education efforts for the City's residents and
track legislative changes related to solid waste issues.
If this alternative is selected, staff would be in the position to
address the Council's concerns associated with decentralized
environmental program management through establishing a
Environmental Activities Coordination Committee and respond to the
solid waste planning efforts mandated by AB 939 as well as
possible. Under this alternative, staff estimates, at this time,
that AB 939 planning costs would be limited to consultant charges
for preparing each city's Source Reduction and Recycling Elements
(SRRE's) and the Countywide Integrated Waste Management Plan. As
mentioned earlier in the report, using a consultant to prepare
these documents is estimated to cost the average resident between
11 and 13 cents per month and will be assessed through increased
garbage collection rates.
The disadvantage to this alternative is that in order to take on
AB 939 and . other important solid waste tasks within existing
staffing resources, it would be necessary to delay other high
priority tasks. Staff has yet to determine specifically how job
responsibilities would be shifted to accommodate the additional
solid waste tasks. However, it is highly likely that the community
relations program would be delayed and the civic center expansion
project would receive less direct oversight.
It is staff's opinion that if this alternative is selected, the
City could adequately respond to tasks required in connection with
AB 939 and other solid waste related activities. However, given
the disadvantages associated with pursuing this approach, staff is
precluded from recommending it. Based on the State's actions over
the last year, it has become evident that AB 939 is the starting
point for overhauling California's response to solid waste. It
appears that requirements in this area are only going to increase
and therefore, the City should position itself to assume the
responsibilities associated with it. By selecting this
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alternative, it appears that the City would be putting off the
inevitable and foregoing other priority programs in the process in
order to adequately take on the responsibilities associated with
AB 939 and other solid waste related tasks.
This alternative, while it is the most economical, effectively
means that currently scheduled work would have to be deferred.
Alternative Two - Implementation of Centralized Environmental
Program Management
Under this option, the City would:
* conclude that the current decentralized environmental
program management is not functioning adequately and
direct staff to prepare a report that identifies the
needs and costs associated with implementing a
centralized environmental program management model.
* delay any decisions regarding potential responses to
solid waste issues until this report is completed.
This alternative is offered in recognition of the Council's concern
for improving the City's response to environmental issues, although
staff advises against pursuing this approach. As discussed earlier
in this report, staff did identify advantages to centralized
environmental program management with respect to higher levels of
coordination and communication when responding to environmental
issues. However, after conducting the organizational analysis,
staff concluded that cities the size of San Luis Obispo found
greater success with integrating environmental programs into the
operating departments that best complement the activity. Staff
was unable to identify any areas where the City could derive
significant,gains in responding to environmental concerns by moving
toward a more centralized approach. The organizational review
consistently showed that the increased costs associated with
centralization (e.g. , additional staff) far outweighed the benefits
a city the size of San Luis Obispo would receive.
Because staff does not feel it would be advantageous for the City
to centralize its environmental functions at this time, specific
costs for implementation have not been calculated as part of this
report. Should this alternative be selected, it would be necessary
for staff to prepare a report that provides the Council with
recommendations that identify which environmental functions should
be centralized and the costs associated with accomplishing this.
However, it is obvious that this alternative is significantly more
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illllll�pi���111 city of San LUIS OBISpo
COUNCIL AGENDA REPORT
Council Agenda Report
Page Sixteen
expensive than the recommended approach in that it would take more
than an additional half-time position to implement centralized
environmental program management.
This alternative is not recommended because of its higher costs,
the considerable impact it would have on the organization
(including some negative impacts) , and anticipated marginal
benef its.
ATTACENEWS
* "1" - Organizational Placement Matrix
*
02" - List of Cities Surveyed
* "3" - Proposed Solid Waste Coordinator Job Specification
* The Environmental Activity Inventory is available in the
Council Reading File. Updated version will be available by
June 13, 1990.
* Copies of Assembly Bill 939 are available in the Council
Reading File.
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OENVIRONMENTAL ORGANIZATIONAL PLACEMENT MATRIX
EXISTING
RESPONSIBLE ASSIGNMENT POTENTIAL FOR
ACTIVITY DEPARTMENT ADEQUATE REASSIGNMENT
Low Med High
Environmental Review
1) CEQA Community Dev. X
Solid Waste
1) Collection & Disposal Public Works X
2) Recycling Public Works X
Public Health
1) Air Quality, City Community Dev. X
2) Air Quality, Cnty Community Dev. X
3) Vehicle Emissions Police X
4) Noise Regulations Police X
5) Food Safety County X
6) Water Quality Fire X
7) Soll Contamination Fire X
6) Flooding Protection Public Works X
Domestic and Wastewater
1) Water Supply Utilities. X
2) Water Treatment . Utilities X
3) Water Distribution Utilities X
4) Water Conservation UtOhies X
5) Sewage Treatment Utilities X
s) Indus Waste Inspect Utilities x
ATTACHMENT 1
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EXISTING
RESPONSIBLE ASSIGNMENT POTENTIAL FOR
ACTIVITY DEPARTMENT ADEQUATE REASSIGNMENT
Low Med High
Natural Environment
1) Creek Protection Community Dev. X
2) Habitat Protection Community Dev. X
3) Surface Water Qual Community Dev. X
Energy Conservation
1) Energy Conserv. Program Public Works X
Street Infrastructure
1) Street Repair Public'Works X
2) Sidewalk Repair Public Works X
3) Storm Drainage Public Works X
4) Utility Lines Utilities X
Land Use Planning and Control
1) Subdivisions Community Dev. X
2) Code Enforcement Community Dev. X
3) Zoning and Permits Community Dev. X
4) Sign Ordinance Community Dev, X
5) Open Space Pres Community Dev. X
6) Hillside Regulations Community Dev. X
7) Historic Pres Community Dev. X
8) Archaeological Surveys Community Dev. X
9) Architectural Review Community Dev. X
10) Solar Access Community Dev. X
11) Tree Program Public Works X _/1
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EXISTING
RESPONSIBLE ASSIGNMENT POTENTIAL FOR
ACTIVITY DEPARTMENT ADEQUATE REASSIGNMENT
Low Med High
12) Property Maintenance, Private Community Dev. X
13) Property Maintenance, City Public Works X
Hazard Prevention
t) Fire Prevention Fire X
2) Weed Abatement Fire X
3) Code Enforcement Fire X
4) Use Permits _ " Fire X
5) Haz Mat Storage Fire X
6) Right to Know Fire X '
7) Underground Tanks Fire X
8) Pipelines Fire X
9) Household.Haz Waste Fire X
Disaster Preparedness & Emergency Management
1) Fire Management Fire X
2) Haz Mat Spills Fue X
3) Earthquake Management Fire X
4) Post Earthquake Inspec Fire X
5) Diablo Canyon Cnty X
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SURVEY OF CITIES
JURISDICTION: City of Monterey
Population: 32,000
Contact: Dennis Waddell (408) 646-3896
Comments on Environmental Program Management:
The City of Monterey practices decentralized environmental program.
management in a manner very similar to the City of San Luis Obispo.
Individual operating departments within the City are assigned
responsibility for implementing and monitoring environmentally
related programs. The City feels this approach is working
successfully and represents the only realistic management option
available to the City of Monterey.
Comments on Strategy for AB 939 Implementation:
The City is working with the County of Monterey as part of a
regional approach to responding to AB 939. At this time, this
County intends to hire a consultant to prepare the Source Reduction
and Recycling Elements for each city and the Integrated Waste
Management Plan as required by AB 939. The County intends to
assess a one dollar per ton tipping fee surcharge to fund the
initial costs associated with AB 939. Additional resource needs
will be evaluated once AB 939 reaches the implementation phase.
With respect to staffing, the City currently has one position in
the Engineering Department that monitors the garbage company
contract. They do not plan to add any staff to assist with the
planning and implementation of AB 939 at this time. The City's
garbage company has a full-time recycling coordinator position that
handles the majority their recycling responsibilities.
JURISDICTION: City of San Jose
Population: 740,000
Contact: Christine Valdez (408) 277-5533
Comments on Environmental Program Management:
The City of San Jose practices centralized environmental program
management. The Office of Environmental Management is a division
of the City Manager's Office and coordinates all programs relating
to energy management, water resources, integrated waste management,
and environmental protection. The office has been in existence for
over five years and has 45 employees. The City feels that this
approach has worked very successfully.
ATTACHMENT 2
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Comments on Strategy for AB 939 Implementation:
The City of San Jose has been working with the County of San Clara
as part of a regional approach to responding to AB 939. The County
and the cities are still discussing regional goals and objectives
for responding to AB 939, but have yet to agree on an approach.
JURISDICTION: City of Ventura
Population: 941,000
Contact: Terry Adelman (805) 654-7800
Comments on Environmental Program .Management:
The City of Ventura practices decentralized environmental program
management in a manner very similar to the City of San Luis Obispo.
Individual operating departments within the City are assigned
responsibility for implementing and monitoring environmentally
related programs. The City feels . this approach is working
successfully and represents the only realistic management option
available to the City of Ventura.
Comments on Strategy for AB 939 Implementation:
The Finance Department coordinates the City's response to AB 939
and recycling. The City currently has three people implementing
the recycling plan and plan to have as many .as •five to six once a
strategy for AB 939 is agreed upon. The City's general fund is
currently funding these expenses, however, it is their intention
to increase garbage hauler fees to recoup the expenses.
JURISDICTION: City of Palm Desert
Population: 19,000
Contact: John Wolman (619) 346-0611
Comments on Environmental Program Management:
The City currently has an Environmental Conservation Manager that
coordinates a recycling program, a water conservation program and
air quality program and chairs an Energy and Environment Committee.
In speaking with the Environmental Conservation Manager, however,
his function is really that of an Assistant City Manager. The City
practices decentralized environmental program management in much
the same way as the City of San Luis Obispo. However, given the
small size of. Palm Desert, the Environmental Conservation Manager
has an opportunity to get more directly involved in environmental
issues.
Comments on Strategy for AB 939 Implementation:
The City is working with the County of Riverside as part of a
regional approach to plan and implement AB 939. At this time, this
County intends to hire a consultant to prepare the Source Reduction
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and Recycling Elements for each city and the Integrated. Waste
Management Plan as required by AB 939. The County intends to
assess a $1.50 dollar per ton tipping fee surcharge to fund the
initial costs associated with AB 939. Additional resource needs
will be evaluated once AB 939 reaches the implementation phase.
With respect to staffing, the City does not plan to hire additional
staff to assist with the implementation of AB 939. The
Environmental Conservation Manager will continue on as the
coordinator for AB 939. The City also has a five year franchise
agreement with Waste Management Incorporated. Under the franchise
agreement, the contractor provides a full-time recycling
coordinator and free recycling services to the City.
JURISDICTION: City of. Oxnard
Population: 128,000
Contact: Stan Hakes (805) 984-4696
Comments on Environmental Program Management:
The City of Oxnard practices decentralized environmental program
management in a manner very similar to the City of San Luis Obispo.
Individual operating departments within the City are assigned
responsibility for implementing and monitoring environmentally
related programs. The City feels this approach is working
successfully and represents the only realistic management option ^
available to the City of Oxnard. ( J1
Comments on Strategy for AB 939 Implementation:
The City plans to hire two individuals as part of the 1990-91
budget process to assist with solid waste activities. One position
will focus on recycling and public education. The second position
will have an solid waste engineering background and coordinate the
technical information needs associated with planning and
implementing AB 939. The costs of these positions will be paid
through increased customer rates (the City has a Solid Waste
Enterprise Fund) .
The County of Ventura's Technical Advisory Committee to the County
Waste Commission is still developing regional goals and objectives
with respect to responding to AB 939.
JURISDICTION: City of Pacific_ Grove
Population: 16,500
Contact: Gary Bales
Comments on Environmental Program Management:
The City of Pacific Grove practices decentralized environmental
program management in a manner very similar to the City of San Luis
Obispo. Individual operating departments within the City are
assigned responsibility for implementing and .monitoring
environmentally related programs. The City feels this.approach is
working successfully and represents the only realistic management
option available to the City of Pacific Grove,
Comments on Strategy for AB 939 Implementation:
The City is working with the. County of Monterey as part of a
regional approach to responding to AB 939. At this time, this
County intends to hire a consultant to prepare the Source Reduction
and Recycling Elements for each city and the Integrated Waste
Management Plan as required by AB 939. The County intends to
assess a one dollar per ton tipping fee surcharge to fund the
initial costs associated with AB 939. Additional resource needs
will be evaluated once AB 939 reaches the implementation phase.
With respect to staffing, the City does not plan to add any staff
to assist with the planning and implementation of AB 939 at this
time. The City,s garbage company has a curbside recycling pick up
program that reaches approximately 20% of the City"s residents.
JURISDICTION: City of Salinas
Population: 100,000
Contact: Si Arpel (408) 429-3784
Comments on Environmental Program Management:
The City of Salinas practices decentralized environmental program
` management in a manner very similar to the City of San Luis Obispo.
Individual operating departments within the City are assigned
responsibility for implementing. and monitoring environmentally
related programs. The City feels this approach is working
successfully and represents the only realistic management option
available the -size of Salinas.
Comments on Strategy for AB 939 Implementation:
The City is working with the County of Monterey as part of a
regional approach to responding to AB 939. At this time, this
County intends to hire a consultant to prepare the Source Reduction
and Recycling Elements for each city and the Integrated Waste
Management Plan .as required by AB 939. The County intends to
assess a one dollar per ton tipping fee surcharge to fund the
initial costs associated with AB 939. Additional resource needs
will be evaluated once AB 939 reaches the implementation phase.
With respect to staffing, the City does not plan to hire additional
staff to assist with solid waste activities.
JURISDICTION: City of Chico
Population: 35,000
Contact: Dale Shaddox (916) 895-4872
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Comments on Environmental Program Management:
The City of Chico practices decentralized environmental program
management in a manner very similar to the City of San Luis Obispo.
Individual operating departments within the City are assigned
responsibility for implementing and monitoring environmentally
related programs. The City feels this approach is working
successfully and represents the only management option available
to the City of Chico.
Comments on Strategy for AB 939 Implementation:
The City has yet to develop a strategy to respond to AB 939.
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SOLID WASTE COORDINATOR
GENERAL STATEMENT OF DUTIES
Performs highly responsible and professional work in planning,
organizing and executing the Cityls Solid Waste Management Program.
SUPERVISION RECEIVED
Works under general direction of the Public Works Director.
SUPERVISION EXERCISED
May supervise contractors, temporary employees and interns as
required.
.EXAMPLES OF DUTIES
Directs preparation of solid waste management plans and studies.
Ensures that City solid waste policies and activities conform to
state and federal legislation and regulations.
Proposes policies and goals which define the kind and level of
solid waste services required in the City.
Coordinates public and private solid waste services.
Negotiates and administers solid waste franchises and contracts.
Organizes, promotes and regulates solid waste diversion practices
such as source recovery, recycling, and composting.
Develops markets for materials diverted from the solid waste
stream.
Proposes objectives for improving the delivery of solid waste
services.
Identifies and organizes the resources needed to conduct solid
waste activities and accomplish solid waste objectives.
Analyzes solid waste collection rates and recommends adjustments.
Acts as a liaison to other government agencies to gain economies
of scale and avoid duplicating solid waste activities.
Measures progress in accomplishing solid waste objectives and
reaching established goals.
- ATTACHMENT "3"
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Collects information on the type and volume of solid waste
generated, diverted and disposed of within the City.
Surveys citizens to determine the effectiveness and. acceptance of
solid waste services.
Works with private and non-profit agencies, and Cal Poly University
and Cuesta College on coordinated approaches to waste reduction and
reuse.
Coordinates the• implementation of all public education and
community relations efforts in connection with solid waste and
recycling activities.
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