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~}' <br />perform the assessment such as services Sanitation performs for other Public Worlts division or <br />services performed by the other Public Works divisions for Sanitation that will be affected by a <br />merger with Solid Waste. If the transfer to Solid Waste oocurs, then Solid Waste over the coming <br />year will firrther assess operations and service delivery. <br />Reorganization Impacts <br />The key impacts resulting from this reorganization include: <br />1. Provides a single source of infornratior>/contact (one stop shopping) for county citizens with <br />respect to solid waste management. <br />2. Provides awell-defined line of responsibility and accountability for the BOCC, Manager and <br />citizens regarding solid waste matters. <br />3. Eliminates the confusion of the existing organizational structure whereby citizens often contact <br />Solid Waste with inquiries/complaints about convenience centers, where Public Works is <br />contacted regarding recycling matters. <br />4. Allows full integration and coordination of educational, operational, planning, and management <br />issues related to solid waste in Orange County that will result in even more efficient, effective <br />programs and services, and improve the overall quality of'services provided. <br />5. Provides consistency and standardization of all ordinances, policies, regulations, and procedures <br />related to Solid Waste operations and would allows more effective and consistent enforcement <br />of County policies and ordinances.. <br />6. Provides opportunities for equipment standardization.. <br />7, Permits a more clear understanding of the actual cost of'solid waste services and programs. <br />8. Allows Public Works to focus ou its more core responsibilities. <br />9. Provides opportunity for Sanitation Division to focus on its core responsibilities rather than <br />ongoing responsibilities for a number of unrelated fiurctions that often distract from those core <br />tasks of providing efficient and effective convenience center operations and maintenance. <br />10. Sanitation would be able to begin using biodiesel because ofproximity to biodiesel fire] pumps. <br />I1. Public Works would gain storage, vehicle/equipment parking and office space due to the <br />relocation of Sanitation, avoiding likely fimue costs Co Public Works. This also includes the <br />personal employee vehicle parking space. <br />12. Reduces administrative/management support obligations for Public Works.. <br />1.3. Reduces vehicle and equipment maintenance obligations of Public Works. <br />14. Results in some additional costs as explained in detail below. Most of the cost increase is for <br />one-time transition expenses. <br />15. Requires additional support by Solid Waste administrative, management, and maintenance staff. <br />16. Will provide for Sanitation to continue inclement weather assistance to Public Works as <br />necessary. <br />Sanitation Division <br />Staffin <br />In 1993, the Public Works -Sanitation Division implemented the operation of six staffed Solid <br />Waste Convenience Centers. hr 1999, Public Works extended the Centers' hours for Saturdays <br />from 7 am to 2 PM, to provide for closing at 5 PM and extended the Centers' hours for Sunday from <br />1 PM to 4 PM to provide for closing at 5 PM. This added 1,248 total anmral additional operational <br />hours for the six centers. The expanded hours equated to .6 FTE. <br />2 <br />