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HomeMy WebLinkAbout1995-10 ti FILED '.a the Office of the Secret* , ` County Sanitation Districts County Sa�ffalion istrict s1 of Orange County,California ..o(s)U 4.5.&,�7y IV P.O. Box 8127 • 10844 Ellis Avenue NOV 161995 Fountain Valley,CA 92728-8127 0a Telephone: (714) 962-2411 R — +cam-- DRAFT MINUTES OF THE STEERING COMMITTEE October 25, 1995 - 5:30 P.M. A meeting of the Steering Committee of the County Sanitation Districts Nos. 1, 2, 3, 5, 6, 7, 11, 13 and 14 of Orange County, California was held Wednesday, October 25, 1995, at 5:30 p.m., at the Districts' Administrative office. (1) ROLL CALL The roll was called and a quorum declared present, as follows: STEERING COMMITTEE: OTHERS PRESENT: Present: Thomas L. Woodruff, General Counsel John C. Cox, Jr., Joint Chair Peer A. Swan, Vice Joint Chair STAFF PRESENT: George Brown, Chair, FAHR John J. Collins, Chair, PDC Donald F. McIntyre, General Manager Pat McGuigan, Chair, OMTS Blake P. Anderson, Assistant General Manager Judith A. Wilson, Assistant General Manager Jean Tappan, Committee Secretary Absent: Corina Chaudhry, Committee Secretary pro tem Roger Stanton, Vice Chair, FAHR (2) APPOINTMENT OF CHAIR PRO TEM No appointment was necessary. (3) PUBLIC COMMENTS There were no comments by any member of the public. Minutes of the Steering Committee Meeting Page 2 October 25, 1995 (4) APPROVAL OF MINUTES The minutes of the September 27, 1995 Steering Committee meeting were approved as drafted. (5) REPORTS OF THE COMMITTEE CHAIR GENERAL MANAGER AND GENERAL COUNSEL (a) There was no report by the Committee Chairman. (b) There was no report by the General Manager. (c) There was no report by Counsel. (6) CONSIDERATION OF TIME LINE FOR STRATEGIC PLAN UPDATE The General Manager said that it has become apparent that there are many decisions that are on hold because staff is unsure of what direction they should be following. The AGMs have spent time putting together a time line and a schedule of the items that are needed to be addressed to move this process forward. Blake Anderson and Nancy Wheatley have both had conversations with EPA, and they seem to be receptive to the Districts initiating reopening of the permit. Given the right spin on our application and our proven track record, it is conceivable that we might be required to provide advanced primary only on our effluent. The existing secondary flow could then go to the OCWD for reclamation. This would make a significant difference on our capital requirements for the next decade. It would also make a difference on the direction of the Districts' Strategic Plan. Blake reported that the issuance of our permit and the development of our Strategic Plan is a case of"chicken and the egg"—which comes first. However, the developments of the past week have provided us with answers. The goal is to get an "umbrella" permit for the next few years. The requirements of the permit will be actual numbers we will be required to meet in our discharge to the ocean. We will try to negotiate the concentration and mass numbers in the permit. Once the numbers are established for the next five years under the new permit . We will be considering the same three scenarios that were used in developing the 1989 Master Plan. Now is the time to re-think this process because of the large reclamation project under consideration. Minutes of the Steering Committee Meeting Page 3 October 25, 1995 The three steps are: • Get the Permit (good for five years). • Develop the Strategic Plan (will be a two year effort). • Tune up the EIR based on the new permit numbers. In year 4 of the permit when reapplication is made, we should then be able to lower the numbers on the permit. Our efforts will be headed towards moving away from the 50/50 secondary but the mass numbers will decrease because of reclamation. The impacts on the ocean should be somewhat less and so will the level of treatment. There was a discussion of possible opponents of the proposed change in treatment level. Early consultation with critics and environmental groups is essential. The state Ocean Plan numbers will have to be met. By not following the 2020 Plan as it is today, there is the possibility of cost avoidance of up to $200 million. Early work includes studies on peak hydraulic discharge management, looking at financing on the short term, and how we use the ocean outfall (change in operations and repairs). After that the work on the Strategic Plan will begin. Additional studies will be done on demographics and the effects of conservation efforts. The EPA and the Regional Board have both indicated that the operation of the outfall flapgate for discharging peak storm water is a viable option. The end result will be a modification of the 2020 plan, not a whole new master plan. Changes in timing and sequencing will be addressed. Only those areas that need to be updated will be changed. (7) REVIEW OF THE 1995.96 GOAL STATEMENTS FOR GENERAL MANAGER ADMINISTRATIVE AND OPERATIONS DEPARTMENTS The Goal Statements were reviewed by the Committee. These will be used for evaluating and measuring the performance of the General Manager, the Assistant General Managers, as well as their subordinates. The General Manager stated that this year the process of approving the Goal Statements and Work Plans and then the budget was reversed and therefore these are "after-the-fact.' Next year the Goal Statements and Work Plans will be presented before and will drive the budget process. Minutes of the Steering Committee Meeting Page 4 October 25, 1995 The General Manager was directed to revised his Goal Statement to include an item addressing creating change in the corporate culture—accepting change and working as a team, and then submit the package to the Executive Committee for information purposes only. This item will not be added to the overall chart but to the narrative. (6) UPDATE ON CONSOLIDATION EFFORT Judy Wilson presented an update on the Consolidation issue. Additional information has been received from LAFCO in the form of a draft application that provides guidance. She has also met with a consultant, John Savaguot, on what he sees as the main issues LAFCO will be concerned about. They discussed the three main issues; 1) including the unincorporated areas of the County; 2) future of other smaller sanitary districts in the area; and 3) IRWD as a contracting agency rather than a member of the consolidated districts. Another items discussed were underlying voter approved debt, the issue of COPS, the idea of a cash payment to IRWD if it was a contract agency, and other affects on existing agreements and contracts if consolidation takes place. By January 1996, the financial analysis should be complete and a draft application ready for review. The analysis will be done with and without District 14. Investigation will be done on special districts in case the application is conditioned to include them in the consolidation. Everything should be done by the end of the fourth quarter of this fiscal year. General Counsel indicated that under the Sanitation District Act the Districts are not allowed to own and/or build local sewers but may maintain them. One of the main issues with LAFCO is to avoid overlapping jurisdictions. The General Manager indicated that the State's Constitution Revision Commission is strongly encouraging the revisions to local charters and the need to restructure government. The OC Division of the League of California Cities is also considering the need for restructuring, but no consensus has been reached. (9) CLOSED SESSION There was no closed session. Minutes of the Steering Committee Meeting Page 5 October 25, 1995 (10) OTHER BUSINESS Blake will be updating the Directors at tonight's Board meeting on the landfill issue. The General Manager will be meeting with the South County's mayors and city managers on the landfill issue on November 2. (11) MATTERS TO BE REPORTED AT A SUBSEQUENT MEETING There were no matters to be reported. (12) MATTERS ON A FUTURE AGENDA FOR ACTION AND A STAFF REPORT There were no matters for a future agenda. (13) CONSIDERATION OF UPCOMING MEETINGS The next meeting will be at the call of the Joint Chair. (14) ADJOURNMENT The Steering Committee adjourned at approximately 6:55 p.m. f Submitted by: an Tappan, Steer' g Pommittee Secretary POM�S111LOAIMN�p$NW i STATE OF CALIFORNIA ) ) SS. COUNTY OF ORANGE ) Pursuant to California Government Code Section 54954.2, 1 hereby certify that the Notice and the Agenda for the Steering Committee meeting held on Wednesday, October 25, 1995, was duly posted for public inspection in the main lobby of the Districts' offices on Friday October 20, 1995. IN WITNESS WHEREOF, I have hereunto set my hand this 25th day of October, 1995. 7 �& Penny Kyle, Sec e ry f ach of the Boards of Directors of Coun y ,' ation Districts Nos. 1, 2, 3, 5, 6, 7, 11, 13 & 14 of Orange County, California J\NPWGdS1�ORMS195\i Vt:ffi.GST COUNTY °FKNITATION DISTRICTS OF ORA%t3E COUNTY, CALIFORNIA phone: [7141962.2411 October 20, 1995 mailing address: RE Bar 8127 Fountain Valleµ CA 9272Bb127 al address: 108"Ellis Avenue Fountain valley,CA NOTICE OF MEETING 92708401E STEERING COMMITTEE Member Agencies COUNTY SANITATION DISTRICTS • NOS. 1, 2, 3, 5, 6, 7, 11, 13 AND 14 Cities OF ORANGE COUNTY, CALIFORNIA Anaheim Brae Buena Perk WEDNESDAY, OCTOBER 25, 1995 - 5:30 P.M. Cypress Fountain c Valley F Merton Huntington Beech Iabra Halms DISTRICTS' ADMINISTRATIVE OFFICES toL. Palms te 10844 ELLIS AVENUE Los Alamitos Newport Beach FOUNTAIN VALLEY, CALIFORNIA 92708 Orange Rosanna Banta An. Seel Beach Stanton r atrk A special meeting of the Steering Committee of the Joint Boards of Directors Villa Perk of Count Sanitation Districts Nos. 1, 2, 3, 5, 6, 7, 11, 13 and 14 of Orange rarba undo Y 9 County at Orange County, California, will be held at the above location, time and date. Senicery Districts Costs Mesa Garden Grove Midwey City Water Districts Irvine Rench A Public Wastewater and Environmental Management Agency Committed to Protecting the Environment Since 1954 STEERING COMMITTEE Roll Call: Meeting Date: October 25, 1995 Meeting Time: 5:30 o.m. Meeting Adjourned: Committee Members John C. Cox, Jr., Joint Chair . . . . . . . . . . . . . . _ Peer A. Swan, Vice Joint Chair . . . . . . . . . . . _ George Brown, Chair, FAHR . . . . . . . . . . . . . _ John J. Collins, Chair, PDC . . . . . . . . . . . . . . _ Pat McGuigan, Chair, OMITS . . . . . . . . . . . . . _ Roger Stanton, Vice Chair, FAHR . . . . . . . . . Others Present Thomas L. Woodruff, General Counsel . . . . Staff Present Donald F. McIntyre, General Manager . . . . . . Blake P. Anderson, Chief Operations Officer . Judith A. Wilson, Chief Administrative Officer Jean Tappan, Secretary . . . . . . . . . . . . . . . . . — — October 25, 1995 AGENDA STEERING COMMITTEE JOINT BOARDS OF DIRECTORS COUNTY SANITATION DISTRICTS NOS. 1, 2, 3, 5, 6, 7, 11, 13 AND 14 OF ORANGE COUNTY, CALIFORNIA DISTRICTS' ADMINISTRATIVE OFFICES 10844 ELLIS AVENUE FOUNTAIN VALLEY, CALIFORNIA 92708 SPECIAL MEETING WEDNESDAY, OCTOBER 25, 1995 - 5:30 P.M. ............................................................................................................................................................................... In accordance with the requirements of California Government Code Section 54954.2, i this agenda has been posted in the main lobby of the Districts' Administrative Offices not less i than 72 hours prior to the meeting date and time above. In the event any matter not listed on this agenda is proposed to be submitted to the Committee for discussion and/or action, it will be done in compliance with Section 54954.2(b) i as an emergency item or that there is a need to take immediate action which need came to the attention of the Committee subsequent to the posting of the agenda, or as set forth on a supplemental agenda posted in the manner as above, not less than 72 hours prior to the meeting date. .............................................................................................................................................................................. (1) Roll Call (2) Appointment of Chairman Pro tem, if necessary. (3) Public Comments: All persons wishing to address the Committee on specific agenda items or matters of general interest should do so at this time. As determined by the Chairman, speakers may be deferred until the specific item is taken for discussion and remarks may be limited to five minutes. -1- October 25, 1995 Matters of interest addressed by a member of the public and not listed on this agenda cannot have action taken by the Committee except as authorized by Section 54954.2(b). (4) Consideration of motion to approve Minutes of Steering Committee Meeting held September 27, 1995. (5) The Committee Chairman, General Manager and General Counsel may present verbal reports on miscellaneous matters of general interest to the Committee Members. These reports are for information only and require no action by the Committee Members. (a) Report of Committee Chairman (b) Report of General Manager (c) Report of General Counsel (6) Discussion of Time Line and Elements for Strategic Plan Update. (7) Review of 1995-96 Goal Statements for General Manager, Administrative and Operations Departments. (8) Update on Consolidation Effort (EC95-01): (a) Verbal report by staff (b) General Counsel opinion on authority of LAFCO member to vote on matters affecting the member's public agency. (9) Closed Session. ....................................................................................................................................................... Closed Session: During the course of conducting the business set i forth on this agenda as a regular meeting of the Committee, the Chairman may convene the Committee in closed session to consider matters of pending or potential litigation, or personnel matters, pursuant to Government Code Sections 54956.9, 54957 or 54957.6. Reports relating to (a) purchase and sale of real property; (b) matters of pending or potential litigation; (c) employment actions or negotiations with i employee representatives; or which are exempt from public disclosure under f the California Public Records Act, may be reviewed by the Committee during a permitted closed session and are not available for public inspection. At such time as final actions are taken by the Committee on any of these subjects, the minutes will reflect all required disclosures of information. -2- rr r October 25, 1995 (a) Convene in closed session, if necessary. (b) Reconvene in regular session. (c) Consideration of action, if any, on matters considered in closed session. (d) Report on discussion taken in closed session, as required. (10) Other business, if any. (11) Matters which a Director would like staff to report on at a subsequent meeting. (12) Matters which a Director may wish to place on a future agenda for action and a staff report. (13) Consideration of upcoming meeting dates. (14) Adjourn. Notice to Committee Members: For any questions on the agenda or to place hems on the agenda, Committee member:should contact the Committee Chair or the Secretary ten days in advance of the Committee meeting, Committee Chair: John C.Cox,Jr. (714)721-6660 Secretary. Jean Tappan (714)962-2411, Ext.2001 (714)962-0356(Fax) aawnooacuvsraccuFmMM Aoo -3- STEERING COMMITTEE AGENDAFOR OCTOBER 25,1 995 Agenda Item (4): Consideration of motion to approve Draft Minutes of Steering Committee Meetingheld September 27, 1995 Summary Attached are the draft minutes for the September 27, 1995 Steering Committee Meeting. Recommendation Consideration of a motion approving the draft minutes of the Steering Committee meeting held September 27, 1995. J:%W PDOCIGMISTR-COMM11025NA \i County Sanitation Districts of Orange County,California ' P.O. Box 8127. 10844 Ellis Avenue Fountain Valley,CA 92728-8127 Telephone: (714)962-2411 DRAFT MINUTES OF THE STEERING COMMITTEE September 27, 1995-5:30 p.m. A meeting of the Steering Committee of the County Sanitation Districts Nos. 1, 2, 3, 5, 6, 7, 11, 13 and 14 of Orange County, California was held Wednesday, September 27, 1995, at 5:30 p.m., at the Districts' Administrative office. (1) ROLL CALL The roll was called and a quorum declared present, as follows: STEERING COMMITTEE: OTHERS PRESENT: Present: Terry Andrus, Counsel John C. Cox, Jr., Joint Chair Peer A. Swan, Vice Joint Chair STAFF PRESENT: George Brown, Chair, FAHR John J. Collins, Chair, PDC Donald F. McIntyre, General Manager Pat McGuigan, Chair, OMTS Blake P. Anderson, Assistant General Manager Judith A. Wilson, Assistant General Manager Jean Tappan, Secretary Absent: Roger Stanton, Vice Chair, FAHR (2) APPOINTMENT OF CHAIR PRO TEM No appointment was necessary. (3) PUBLIC COMMENTS There were no comments by any member of the public. Minutes of the Steering Committee Meeting ' Page 2 September 27, 1995 (4) APPROVAL OF MINUTES The minutes of the August 23, 1995 Steering Committee meeting were approved as drafted. (5) REPORTS OF THE COMMITTEE CHAIR, GENERAL MANAGER AND GENERAL COUNSEL (a) There was no report by the Committee Chairman. (b) The General Manager added two information items for discussion to the agenda, the use of Merrill Lynch by PIMCO for investment and an update on the consolidation effort. PIMCO's Use of Multiple Brokerage Firms Judy Wilson reported that the PIMCO monitoring reports indicate that Merrill Lynch is one of the brokerage firms they are placing orders with; of the 64 orders placed so far, 12 have been with Merrill Lynch. PIMCO was contacted about the potential conflict and they indicated that they would prefer to continue to use Merrill Lynch as they often are the best purveyor, but would honor our directions. PIMCO indicated that not using Merrill Lynch would affect the yield. Blake Anderson raised the question at the OCIP meeting this morning. As long as we maintain the customer status with PIMCO and we are in a secondary position, no further action needs to be taken on this issue. Update on Consolidation Effort Staff and General Counsel met with LAFCO's new Executive Officer Dana Smith, who has experience in special districts consolidations. LAFCO will be giving us a punch list of what will be required, including detailed financial analyses, budgets for the past three years, future estimated costs and underlying debt, analysis on user fees, and impacts on the users. Full disclosure will be required. If all nine districts support the consolidation, they will have to go forward; if not, the Executive Officer asked that we consider consolidating eight districts and contracting with IRWD for District 14 as we do with SAWPA. One consideration of the consolidation will be the redistribution of property taxes. Minutes of the Steering Committee Meeting Page 3 September 27, 1995 If possible, a general election is to be avoided. If all nine districts adopt resolutions, there would be no problem and no election would be required. With less than nine districts, LAFCO could order consolidation election, or impose an all-or-nothing plan. Counsel will check to see if there may be a conflict of interest by the Districts' Board members who serve on LAFCO. Ms. Smith suggested that as the process becomes more intense, we may want to hire a consultant to assist us. She estimated that three to four months will be required to put everything together to submit to LAFCO and another four months after the application is received for review and action. Director Swan asked about the impacts on District 14. They will be addressed in the financial analyses. The governing board of the resulting district will be made up of one representative per city, district and county. Judy discussed the next steps in the process and will continue to update the Directors as events unfold. This item will be presented to the Executive Committee in October. Staff was directed to review the Dana Point Sanitary Districts consolidation report for information. (c) There was no report by Counsel. (6) REPORT ON EXECUTIVE MANAGEMENT RETREAT The Executive Management Team retreat was held on August 24 and 25, with David Jones facilitating. One of the major results was the need for serious discussion with the Boards on moving ahead with the strategic planning effort. The need for forming several volunteer employee committees was determined and, as a result, a Training Advisory Group and a Core Values Committee have been established. When the Communications Director is on board, a Communications Committee will also be formed. The Training Advisory Group will be assessing training needs throughout the plants and how to implement the needed training within the budget. The Core Values Committee will determine "rules of the road', or how staff deals with one another. V � - v Minutes of the Steering Committee Meeting Page 4 September 27, 1995 The General Manager's role in the organization was also discussed, and he will be the link between the Boards and the organization, help to change the culture of the organization towards a more collegial atmosphere; and turn over the day-to- day operations to the two Assistant General Managers. Department priorities were determined, and goals are now being developed by each department. The team also set criteria for measuring success. A complete goals statement for all departments will be available next month, and there will be work plans for each division within the department. These will be presented at the October meeting of the Steering Committee. (7) DISCUSSION OF STRATEGIC PLAN IMPLEMENTATION After the retreat, the need to move more quickly on developing a new strategic plan became apparent. A lot of decisions are being delayed as a result and we may be spending money on things that are not necessary. Among those things that need to be addressed are: • Considering opening up the NPDES permit process. • The impact on our operations as a result of EPA's decision on San Diego. • Reduction in flow. • Commitment to reclamation. Blake Anderson indicated that there are a lot of external issues that are affecting the Districts, including what can be done to manage our future flows to delay or even eliminate the need for additional facilities. Additional staff time is being assigned to three projects: Project 1 is the repair of the existing outfall; Project 2 is management of the peak hydraulic discharge; and Project 3 is review of the annual and capital financial charges. Chair Cox asked that asset management be added to consider how we use and new uses for our electricity, natural gas, biosolids, and excess land. Other things being considered are updating the master plan, staff and training support facilities, finance requirements, sewer control and pollution prevention, operations and maintenance requirements, and programmatic requirements. Staff was directed to consider conservation and flow control . Project X, the public participation effort, will be necessary when EPA considers our permit application. Staff was directed to make this same presentation at the next Executive Committee meeting and to provide the flip chart strategic planning information in handout form. Minutes of the Steering Committee Meeting Page 5 September 27, 1995 (8) DISCUSSION OF POLICY IMPLICATIONS OF PROPOSED COMPRESSED NATURAL GAS FUELING STATION After discussion, it was determined that this project is considered a part of asset management and staff was directed to continue its efforts. (9) REPORT ON PERFORMANCE EVALUATIONS OF EXECUTIVE MANAGEMENTPERSONNEL The General Manager reported on the results of the Department Heads evaluations and resulting salary changes. The Steering Committee concurred and indicated that it was within the General Manager's charge to review and approve the evaluations of staff. At this time, the General Manager is not authorized to make merit increases at the end of probationary periods, only at the end of the fiscal year, and this change was requested to bring Blake Anderson into line with Judy Wilson's salary. This can be simplified by adoption of Res. 95-54 in October. The Steering Committee members indicated that a benchmarking study of key personnel positions be undertaken, comparing similar positions in both the public and private sectors. Judy Wilson will direct Human Resources to track this. (10) PERFORMANCE EVALUATION OF GENERAL MANAGER After discussion, it was decided that the General Manager is to prepare more specific goals addressing direct lines of responsibility and ensuring better reports to Committees. The Steering Committee and the General Manager will determine a set of measurable goals for the annual performance evaluation at the next meeting. (11) CLOSED SESSION There was no closed session. a Minutes of the Steering Committee Meeting Page 6 September 27, 1995 (12) OTHER BUSINESS Director Swan asked about the status of the deferred compensation issue. This will be presented to the FAHR and Executive Committees and the Joint Boards in October. (13) MATTERS TO BE REPORTED AT A SUBSEQUENT MEETING There were no matters to be reported. (14) MATTERS ON A FUTURE AGENDA FOR ACTION AND A STAFF REPORT There were no matters for a future agenda. (16) CONSIDERATION OF UPCOMING MEETINGS The next meeting will be at the call of the Joint Chair. (16) ADJOURNMENT The Steering Committee adjourned at approximately 7:25 p.m. Submitted by: J= Tappan, Steer g ommittee Secretary J: {ON.Mgp MAIN STEERING COMMITTEE AGENDA FOR OCTOBER 25, 1995 Agenda Item (5): Discussion of Elements and Time Line for Strategic Plan Update Summary Attached for discussion purposes are copies of the Elements of the new Strategic Plan and the time line for completion of the Plan. Staff will be requesting approval from the Boards for the individual elements as appropriate. Staff Recommendation This is an information item. J]WPDOCK WSTR-COMM1102599.6 y .. TIME LINE BOARD INVOLVEMENTICONSULTANT DEADLINES STRATEGIC PLAN November 1995 Board Action on SOO and RFP for three projects: Ocean outfall, Peak Hydraulic Flow Study and Financial Analysis December 1995 Staff receives qualification and completes evaluation. January 1996 Board Workshop - Overview of Three Project Elements and Time Line for Strategic Plan. Staff mails RFPs to qualified firms. February 1996 Staff receives RFPs and evaluates proposals. March 1996 OMTS and PDC Committees take action to award contracts for three projects. April 1996 Board Workshop - Overview of Key Policy Issues for Updated Strategic Plan. June 1996 Consultant submits draft report on ocean outfall. July 1996 Board Workshop - Ocean Outfall - Considerations of Options. August 1996 Completion of Plans and Specs for outfall gate repairs. September 1996 Secure permit from EPA. Board action on SOO and RFP on Treatment and Reuse Study. Initiate CEOA compliance on ocean outfall rehab. Consultant submits demographic data, land use projections. October 1996 Board Workshop - Forecasts - Demographic Analysis and Its Implications - What's changed since 1989? November 1996 Board action to award contract on Treatment and Reuse Study based on 9/96 permit conditions. Consultant submits draft report with fee categories, relationship amounts. December 1996 Begin preparation of draft report on Treatment and Reuse Study. Time Line Page 2 October 11, 1995 January 1997 Board Workshop - Capital Facilities Charges - Financial Analysis. February 1997 Complete CEQA compliance on ocean outfall. March 1997 Begin preparation of Program EIR for Stategic Plan. April 1997 Board Workshop - Participating the Public - Outreach Strategies for Communications - Review Decision Model. Consultant completes Hydraulic Analysis. Consultant completes Draft Master Plans on Flow, I&I, Peaking future production techniques and trunk sewer analysis. Consultant completes Final report on sanitary service charge, capital facilities, connection charge and excess capacity charge. June 1997 Board Workshop - Presentation on Final Draft of Peak Hydraulic Discharge; Launching Public Outreach Plan. Jul - Dec 1997 Outreach - Public discussion. August 1997 Circulate draft EIR on Strategic Plan. Complete draft report on Treatment and Reuse. September 1997 Board Workshop - Update on Public Dialogue Issues Requiring Resolution and Direction. Hold public hearing on draft EIR. November 1997 Complete Strategic Plan Document. December 1997 Complete Final EIR January 1996 Board adoption of Strategic Plan; Certification of EIR NOTE: This timeline is based on assumption that an approved permit is secured by September 1996. The permit will provide guidance on Treatment and Reuse thresholds which will be critical factors in financial analysis and environmental evaluation. JAW:cmc J1�� E 10/18/95 ELEAfffNTS OF OUR STRATEGIC PLAN NI�NAGEMENT p Project land use and population. El Perform flow projections. 0 Determine Inflow/Infiltration (I & I) contributions. ® Determine collection system requirements. ® Analyze alternate peak flow management options. 0 Determine facility sizing requirements for peak flows. TREATMENTIREUSE REQUIREMENTS a Project ocean quality objectives - permit conditions O Project water reclamation needs, process requirements and space needed. O Determine treatment process requirements, associated costs and plant layout alternatives through 2050. O Recommend long term management plan for biosolids. SUPPORT SUBJECTS O Estimate staff and space requirements for administrative, operations and maintenance functions. 0 Review source control, ocean monitoring and laboratory needs. O Estimate O & M and capital needs and recommend a financial plan. O Describe programmatic options and asset management opportunities. Iof4 10/18/95 SI....ATEGIC PLAN: NEAR.'ERM Highlights of the 1995-96 Program PROJECT NO. 1 : REHABILITATION OF OUTFALLS 0 Investigate the interior condition of our 120-inch, five (5) mile operating outfall. ® Clean the interior of the 120-inch outfall. ® Repair both outfalls, open plugged ports, etc. ■ Analyze option to intentionally open 120-inch outfall end gate during peak flows, discuss with Regulators. ® Make permanent repair to 120-inch outfall end gate (gate was damaged during January 1995 storms) PROJECT NO. 2: MANAGEMENT OF PEAK HYDRAULIC DISCHARGE 0 Develop land use and population data for determination of daily flows, peak flows and Collection System needs. Land use data to be shared with financial study (below). 0 Perform I & I study. O Determine if peak flows can be economically reduced. O Review methods to retard peak flows. O Analyze peak flow ocean discharge options. O Conduct outfall alternative decision model with Directors, Regulators and other interested citizens and environmental groups. 2 of 4 10/18/95 SZ«ATEGIC PLAN: NEAF._'ERM Highlights of the 1995-96 Program --------- ------- = PROJECT NO. 3: DETERMINATION OF FINANCIAL CHARGES 0 With land use data developed from Project No. 2, develop multiple land use categories that are tied to the Orange County Tax Collector's base. El Review short term financial needs and compare to existing Capital Facilities Connection Charge; Excess Capacity Charge; and annual Sanitary Sewer Service Charge. 0 Evaluate near term charge alternatives. F9 Review draft information with stakeholders and make final recommendations to Directors. 0 Note: As a part of Project No. 4, as long term facility needs are redefined, this issue will be revisited for developing a long term financial charge program. 3 of 4 10/18/95 STRATEGIC PLAN_ Estimated Costs ITEM PROJECT MASTER PLAN COST COST 1995-96 PROGRAM - NEAR TERM ® PROJECT NO. 1 : Rehabilitate Existing Ocean Outfalls .................. $ 630,000 ® PROJECT NO. 2: Management of Peak Hydraulic Discharge .............................................$ 1 ,150,000 ® PROJECT NO. 3: Financial Analysis ........................................................ $ 390,000 FUTURE PROGRAMS 10 PROJECT NO. 4: Treatment, Reuse ................................................................................................. $ 500,000 SupporUStaffing ................................................................................................. $ 350,000 CEQA Compliance ................................................................................................. $ 500,000 Public Participation................................................................................................ $ 250,000 TOTAL $ 2,750,000 (For comparison purposes, the 1989 Master Plan cost approximately$4,500,000) 4 of 4 -STRATEGIC PL 1995 1996 NOV DEC JAN I FEB MAR I APR I MAY I JUN I JUL I AUG I SEPTI OCT I NOV REHABILITATION P&S FOR AWARD PSA , INVESTIGATION , DRAFT REPORT P&S FOR CLEARING, REPAIR, POSSIBLE GATE CHANGE , HYDRAULIC ANALYSIS, O & M TRAINING CEOA MANAGEMENT OF PE AWARD PSA GATHER DATA r DRAFT REPORT r COLLECTIC - PREPARE DI CO FINANCIAL , AWARD PSA GATHER DATA PREPARE DRAFT REPORT PUBLIC PA , TREATMEN- NEGOTIATE FOR NEW OCEAN DISCHARGE PREPARE SOW, CIRCULATE RFPF _,�.. CEOA, PUBLIC PA PREPARE ! BOARD BOARD BOARD WORKSHOP BOARD WORKSHOP WORKSHOP Review Findings, WORKSHOP Discussion of- Discussion of Progress- Status of 301H Permit Overview of Projects, Ocean Discharge Options Key Policy Issues and Discussion Treatment Reuse. Time Line.and RFP's and Financial Plan Ocean Rehabilitation Project Portion of Master Plan AN 1995-1998 - _♦ 1997 1 98 DEC IJAN I FEB I MAR JAPR I MAY J JUN JUL AUG ISEPTIOCTI NOVI DEC IJAN OF OUTFALL X HYDRAULIC FLOW CIRCULATE J SYSTEM REPORT ,REVIEW DRAFT , CONDUCT CISION MODEL DECISION PROCESS 4PLETE REPORTS/TRAINING ,NALYSIS ITICIPATION -J FINAL REPORT REUSE iA PREPARE DRAFT REPORT ITICIPATION REVIEW DRAFT PEAK HYDRAULIC DISCHARGE CIRCULATE OW, SOO, RFP, PSA t TREATMENT REUSE DRAFT EIR, PREPARE r PREPARE DRAFT PROGRAM EIR PUBLIC HEARING FINAL EIR t ADOPT PREPARE FINAL MASTER r MASTER PLAN DOCUMENT , PLAN, CERTIFY BOARD BOARD r EIR WORKSHOP WORKSHOP Status of- Progress on CEOA, Outtall Rehabilitation, Public Participation, Peak Hydraulic Discharge, Decision Model, Finanicial Analysis, Status of Treatment/ Progress on CEGA Reuse Master Plan f101895) STEERING COMMITTEE AGENDA FOR OCTOBER 25, 1995 Agenda Item (7): Review of 1995-96 Goal Statements for General Manager, Administrative and Operations Departments Summary As discussed at the meeting of the Steering Committee last month, we are now providing the recommended Goal Statements for the organization, as well as a Suggested Goals Statement for the General Manager. It seems appropriate that the Steering Committee adopt these goals and that you give us direction as to how to present these to the full Boards, if indeed you feel that is required. In the future, it would be my expectation that the goal statements supported by a work plan would be presented to the full Boards as a part of the budget process, and that that document would become the basis for each department head's evaluation, the evaluations of the Assistant General Managers, and of the General Manager as well. As you can see, considerable thought has been given to the preparation of these goal statements and I hope that you will take time to review them carefully and critically. The question was raised last month about how the General Manager's goals are integrated with the work plans of the balance of the organization, and at the meeting we will provide some graphics which we hope will illustrate how that is being done. Staff Recommendation That the Steering Committee adopt the goal statements and provide direction on presentation to the full Boards. J.%W PD0MGW5TR-COMMU G2595.7 'STEERING COMMITT&- AGENDAFOR OCTOBER 25, 1995 Agenda Item (8): Update on Consolidation Effort(EC95-01): (a) Verbal report by staff (b) Review General Counsel opinion on authority of LAFCO member to vote on matters affecting the membees public agency umma Staff will update the Committee members on the ongoing activities towards consolidation. At the September 27, 1995 Steering Committee meeting, General Counsel was asked to determine whether LAFCO members would be disqualified from voting on a consolidation proposal if it affected their District or city. Attached is a copy of General Counsel's opinion. Staff Recommendation This is an information item. J:\W PD00\GMWR-COMMU 02595.8 w ounces oe vw' `�' , ROUREE, WOODRUFF & SPRADLIN MEMORANDUM TO: Joint Chairman and Members of the Steering Committee County Sanitation Districts FROM: General Counsel DATE: October 3, 1995 RE: Authority of LAFCO Member to Vote on Matters Affecting the Member's Public Agency At the September 27, 1995 meeting of the Steering Committee, the General Manager asked whether disqualification of any LAFCO members would be required if a consolidation proposal affected their District or City. The answer is no. Government Code Section 56332 sets forth the procedure for selection of two Special District representatives by an Independent Special District Selection Committee. Subsection (a) provides that LAFCO representation by a Special District Officer, "shall not disqualify, or be cause for disqualification of, the member from acting on a proposal affecting the special district', unless the Special District Selection Committee so provides. The Selection Committee has not adopted any such regulations. Government Code Section 56335 provides for a City Selection Committee, and contains a similar provision authorizing the Selection Committee to adopt a rule requiring the City member to be disqualified from voting on a proposal affecting the City. The City Selection Committee has not adopted any such regulations. Finally, Government Code Section 56336 provides that LAFCO itself may adopt regulations concerning disqualification of members. However, it stales, "In the absence . . . of those regulations, sections 56332 or 56335 shall apply. The representation by a member or alternate of a city or district shall not disqualify, or be cause for disqualification of, the member or alternate from acting on a proposal affecting the city or the district, and any [LAFCO] regulation providing for the disqualification of a city or district representative for that reason is null and void." (Emphasis added) Joint Chairman and Members of the Steering Committee County Sanitation Districts October 3, 1995 Page 2 The issue is probably academic, given the current composition of LAFCO, to wit: County Representatives: Jim Silva William Steiner City Representatives: Chuck Smith Jim Flora Special District Representatives: John Withers Bob Huntley Public Member Representative: David Boren Special District Alternate: Phil Anthony City Alternate: Randall Bressette Public Member Alternate: Vern Evans If you have any questions, please do not hesitate to call. THOMAS L. WOODRUFF GENERAL COUNSEL By TE RY C. ANORUS TCA:pj cc: Mr. D.F. McIntyre Mr. B.P. Anderson Ms. J.A. Wilson GOAL STATEMENTS County Sanitation in, 1 Orange County, California SUGGESTED GOALS FOR GENERAL MANAGER Administration Create formal work plan system with measurable goals and milestones and tie to the FY '97 budget and performance evaluation system by the Fourth Quarter. m Improve Management Evaluation System and train managers in performance evaluation by the Fourth Quarter. • Complete work on IRWD capacity purchase agreement by the Second Quarter and submit documentation required by LAFCO by the Third Quarter to proceed with Consolidation of the Districts. • Implement centrally-managed comprehensive training program for Districts'employees by the Second Quarter. • Expedite the revision of the 20-20 Plan. Meet with Board members for special Saturday workshops once a quarter to address major policy Issues. • Begin implementation of the new Financial Information System by the Fourth Quarter. • Establish a comprehensive Communications Program. Operations • Complete a five-year staffing projection for use in the space utilization study and for developing a strategic plan for transitioning the Districts into an automated and cost-competitive organization while avoiding layoffs through retraining and anticipated attrition. • Proactively re-engage EPA and California Regional Water Quality Control Board in the renewal of the Districts'Ocean Discharge Permit and achieve substantive progress in achieving the renewal. Consult with all appropriate stakeholders in the process. Continue and achieve substantive progress on feasibility studies for providing up to 100 MGD of secondary effluent to the Orange County Water District for reclamation purposes. Consider alternative of diverting existing secondary effluent from ocean discharge to reclamation purposes. • Achieve substantive progress on the analysis of peak flow management techniques for the purpose of delaying the need for new capital facilities including a second ocean outfall. • Complete solid waste management system study and,if appropriate,achieve substantive progress toward acquisition. d J.� FKGOALS.eFM ti GOALS STATEMENT FOR FY '95-96 Chief Administrative Officer Create strong administrative management team with comprehensive goals statements at the department level and detailed work plans at the division level by the Second Quarter. Review agenda process and identify opportunities for improvement in preparation, presentation, coordination with other departments and in follow-up subsequent to Committee and Board meetings. Prepare report by Second Quarter. Complete negotiations with IRWD and complete Districts' consolidation process by the Fourth Quarter. Resolve Deferred Compensation issue for OCSD Employees by the Second Quarter. Providing planning support to Maintenance on possible land acquisition in Anaheim by the Second Quarter. Complete work on all Emst & Young recommendations relating to the Administrative Departments by the Fourth Quarter and develop monitoring system to track progress and results by the First Quarter. Develop Internal and External Communications Strategy by the Third Quarter. Work with Human Resources to implement Training Program with Employee Training Committee by the Second Quarter. Work with Finance and Information Technology to complete work on Financial Information System by the First Quarter of FY ' 97. Initiate research on broad-banding classification system and pay-for performance systems by the Fourth Quarter. Initiate benchmarking effort for Administrative Departments by the Third Quarter. Resolve space issues for Human Resources Department and Information Technology by the Fourth Quarter. Provide strong customer-focused services to the Districts' line departments through the completion of customer surveys by the Third Quarter. JAW:jt a+waooacxnwusomcoussr.� GOALS STATEMENT FOR FY '95-96 Board Secretary's Office Conduct a survey of local agencies and cities regarding agenda process and minutes format by second quarter. Reorganize storage areas in vault by second quarter. Develop Agenda Procedures handbook through the Agenda Task Force Committee forum by third quarter. This would also then be implemented into the Standards and Procedures notebook. Merge techite pipe information pulled from various files for litigation suit back into said file by third quarter. Convert Legal Opinion files and Policy files into vault carriage system by third quarter. Implement fee schedule for agenda packages provided to the public by third quarter. Complete Board Secretary's Office Procedures notebook by fourth quarter. Complete Board Secretary's Office Word Processing notebook by fourth quarter. Merge prior General Manager's files (8 boxes) with existing files by fourth quarter. Complete listing of all resolutions to be put on computer system so that searching by topic can be utilized via the computer by fourth quarter. ® Initiate implementation of notebook/file with copies of all easements and grant deeds to begin by fourth quarter. PK J:ywaooC%esuau=WALsss.waD GOALS STATEMENT FOR FY '95 - '96 COMMUNICATIONS GROUP Organize the Communications team to effectively carry out the Communications Group '= goals and work plan by the Second Quarter. Develop internal communications goals and draft work plan by the First Quarter. Develop external communications goals and work plan by the Second Quarter. Plan Visitors Center at Plant 2. Conduct regular bi-weekly Communications Group staff meetings with written agenda. Assess Communications Group resources to effectively meet goals and work plan, and respond to the Districts' needs by the Third Quarter. Plan and prepare Communications Group strategy to deal with 301 (h) permit renewal public information effort by the Second Quarter. Plan and prepare strategy to deal with communication outreach for the Master Plan update by the Third Quarter. Establish the job duties for the Communications Group Secretary with input from the ® Communications Director and staff members by the Second Quarter. Update the Cities. Sanitary Districts and Water Districts Information Book as a merge file in WordPerfect, as well as a hard copy, for all the Secretaries to access by the Third Quarter. Implement the use of electronic forms at the Districts for employees to enter data into the computer and then print the forms using JetForms software by the Third Quarter. Organize and direct a Graphic User Group to help develop presentation standards, set policy for photographic services and printing to networked color printers by the Second Quarter. Develop protocol for consistent usage of the Districts' name and logo and implement replacement program for all logo uses throughout the Districts by the Third Quarter. Develop a user-friendly, graphically interesting format for monthly benchmark reports to be coordinated through the Administration Department by the Second Quarter. Initiate 8:00 a.m. mail pick up to improve efficiency in the Mail Room by the end of the First Quarter. Evaluate the cost effectiveness of in-house preparation versus catering of dinners for Board of Directors and Committee meetings by the Second Quarter. Evaluate the Clerk/Receptionist position regarding security needs, telephone duties and location, and implement a backup plan by the Second Quarter. Implement cross-training program for the Office Aides and Clerk/Receptionist to increase the Communications Office efficiency and productivity by the Fourth Quarter. PM:cs JAN DOMCOMMSMGOALMOALCOMY n Finance Department GOALS STATEMENT FOR 1995-96 Develop a monitoring system to track progress and results on all EY recommendations relating to the Finance Department and complete all recommendations by the fourth quarter. ® Select and begin implementation of a new Financial Information System by the third quarter. Work with consultant and staff team to expand sewer connection and user fee programs to improve equity, to more closely match costs and use and to eliminate Class III Ind/Comm invoices by the fourth quarter. Establish state of the art warehousing and inventory methods including ABC analysis and cycle counts by the third quarter. Reduce physical inventory adjustments to the books to 2% or less for each cycle count by the fourth quarter. Resolve portable asset tagging program deficiencies by modifying the program or improving the implementation by the fourth quarter. Conduct purchasing policy and procedures training and refresher classes for Managers, Executive Assistants and all staff who prepare requisitions by the third quarter. Revitalize the Risk Management Task Force as a cross-departmental team by the third quarter. Earn GFOA awards for Budget and Financial Report (CAFR) and MTA award for investment policy for 1994-95. Improve the budget preparation and reporting processes to help all managers and supervisors know and understand our financial position and goals so that they can explain the request behind each line item allocation for their work group by completing Budget Prep Manuals by the second quarter. CSOOC 0 P.O.Bon 6127 0 Founlaln Valley,CA 92729.8127 0 TN. (714)962.2411 0 FAX(7 14)962.0954 W Reduce the monthly accounting close cycle to 10 working days after the end of the month to support improved budget reporting and performance monitoring by the third .e quarter as interim goal pending new FIS. Implement and maintain a formal supplier rating system to improve service from suppliers and to eliminate the use of poor performers utilizing commercially available software by the second quarter. Assist Engineering Dept to resolve the Plant 2 Warehouse needs and alternatives by the third quarter. Conduct an RFP process for commercial banking services by the third quarter. Resolve the issue of the need for an independent Financial Advisor to complement staff and prepare recommendations for the General Manager's review by the second quarter. Conduct an RFP process commencing in the third quarter to assemble a financing team of Investment Bankers, Bond Counsel to serve our public finance program for a 3 year period. Conduct an audit of the Districts' property, liability and faithful performance insurance programs and recommend changes if any are required by the third quarter. m W _ GGS:Ic J\W PDOOFIMCR/•NE1GGu'1GOF151WAL5.919 W 2 GOALS STATEMENT FOR FY '96 Human Resource Department Develop integrated Human Resource policies and procedures by end of 2nd quarter and maintain on an annual basis in accordance with resolution amendments. Revise all Districts' Classification Specifications by the 2nd quarter, and review on a three year basis. Improve the effectiveness of the Management Performance Review Program (MPRP) through revising management and non-management review forms by end of 3rd a quarter, and providing performance review training to managers and supervisors during the 4th quarter. Evaluate alternative base pay administration systems including broadbanding and alternative reward strategies such as variable pay in a staff report by 3rd quarter; present final report to Finance Administration and Human Resource Committee by 4th G quarter. Implement a quality program of comprehensive training in management, supervisory, technical, safety and other areas by end of 2nd quarter. Maintain recruitment turnaround times of 30 days for outside non-exempt and 65 days for outside exempt positions, and 30 days for all promotional positions. Conduct the new hire orientation program bi-monthly. w Provide sexual harassment training by an outside source during the 4th quarter; evaluate the effectiveness of the training by monitoring formal and informal ® complaints in a quarterly report. Complete a revised Employee Handbook by the close of the 2nd quarter. Develop and implement meaningful Human Resources performance metrics and reporting criteria by the close of the 2nd quarter. - Award a contract to initiate implementation of an Industrial Hygiene Monitoring c Program through a consultant by the close of the second quarter. m GOALS STATEMENT FOR FY '95-96 page 2 Award a contract to begin development of an Integrated Emergency Response Program through a consultant during the second quarter; monitor consultant progress through expected project completion in 2nd quarter FY '96. Initiate Phase I at the start of the 3rd quarter and complete Phase I by the close of the 4th quarter. Phase II to be completed by close of 2nd quarter '96. w Conduct a customer satisfaction survey of all Human Resource customers and provide appropriate customer service training to all Human Resource staff by the close of the 3rd quarter. Evaluate the advisability of an employee services program to address issues regarding wellness, child care, cafeteria or ATM's by the close of the 4th quarter. Ensure timely performance evaluations for all Districts employees. Establish tracking system in 2nd quarter. Complete all MPRP forms by the close of the 4th quarter. V W iU w GOALS STATEMENT FOR FY 95-96 Information Technology Department Work with Finance to initiate action on Financial Information System. G Review the RFP following receipt from Deloitte 6 Touche in 2nd Quarter. _ Following receipt of proposals, review and participate in evaluation by the 3rd Quarter. Award Purchase expected 4th Quarter. Participate as needed in installation and start-up in the 4th Quarter. .� Complete efforts to upgrade existing computer network from Arcnet to full Ethernet by expediting design and installation of replacement wiring for voice and data wiring for Administration Building by end of 3rd Quarter. Work with new Laboratory Manager to establish priorities and schedule for completion of LIMS implementation. Complete LIMS implementation on time line set by Laboratory Manager. Upgrade existing Novell Netware Local Area Network topology with a single-domain c, Microsoft Windows NT Server network. Migrate all office applications and data on to the Windows NT network: IT and Lab by end of 3rd Quarter 95-96 Technical Services by end of 4th Quarter 95-96. Convert Source Control's Oracle applications to Windows by end of 4th Quarter. Implement a remote communications server and network Faxing on the new Windows NT Server network by the 4th Quarter. Integrate the Lab, Computerized Maintenance Management System and Plant Automation data bases for managerial reporting in the 4th Quarter. Plan a pilot study for the implementation of document management and archival using optical (CD-ROM) technology in the 4th Quarter. Prepare Scope of Work and solicit proposals for the preparation of a Strategic Information Systems Plan (SISP). Submit ranked proposals to Joint Boards with recommendations for approval by end of 2nd Quarter. Work with consultant to perform SISP. Begin implementation of near-term SISP recommendations within 3rd Quarter. Incorporate longer- term SISP recommendations in budgeting process for FY 96-97 in the 4th Quarter. Purchase and Install Auxiliary PBX for Plant No. 2 by end of 3rd Quarter. Install new central process computer system for Plant Automation at Plant No. 2 by end of 3rd Quarter. Continue expansion of the fiber optic data highway for Plant Automation at both Plants. Construction Management Trailer complex at Plant 1 by end of 2nd Quarter. v An additional 10,000 ft. of 6 strand fiber and 2,400 ft. of 18 strand fiber at Plant No. 1 by end of 2nd Quarter. 4,000 ft of 6 strand fiber and 5,000 ft. of 18 strand fiber at various locations within Plant No. 2 by end of 3rd Quarter. Plant 2 Backbone complete by end of 4th Quarter. Connect Plant No. 1 and Plant no. 2 Plant Automation process computer networks by end of 3rd Quarter. Upgrade Plant Automation instrumentation and control systems at the Plant No. 1 Headworks. Bid in the 3rd Quarter. .a Upgrade Plant Automation instrumentation and control systems at the Plant No. 2 Ocean -- Outfall Booster Station. Contract award 2nd Quarter. SJH:fw H1WPD0CS\H0VEY GOALS.WPD .- GOALS STATEMENT FOR FY '95-96 Chief Operations Officer Act as a mentor and coach to staff as agency is changed to staff empowered organization. Promote increased communication between all segments of agency. Oversee efforts to provide training for increasing core competency of staff and to allow staff to promote and evolve to other duties. Complete County Solid Waste System due diligence efforts and complete substantive progress on its acquision (if authorized to do so by Boards) by end of fiscal year. Oversee ocean discharge permit application process. Re-engage EPA and California Regional Water Quality Control Board and achieve substantive progress in achieving the renewal during fiscal year. Consult with all appropriate stakeholders. Continue feasibility studies for regional water reclamation project. Work in partnership with the Orange County Water District. Evaluate diversion of secondary effluent from G ocean discharge to reclamation purposes. Continue to represent the Sanitation Districts and other sanitary districts in the Orange County Investment Pool bankruptcy negotiations through the final plan of adjustment. Oversee activities of improvement teams working on the continued implementation of Ernst& Young recommendations contained in the three reports on: Operations and Maintenance Departments Capital Improvement Program p Technical Services Department Complete 5-year staffing projections for the four operating departments for the purpose of supporting the space utilization study and for developing a strategic staffing, retraining, and reassignment plan that anticipates automation and other working place changes. G Complete substantive progress on O&M staffing optimization efforts that include multi- task work teams, increased "wrench time", predictivelust-in-time maintenance and off- shift staffing options. r Evaluate staffing in Engineering Department and match it to design and construction demands of amended 2020 facilities master plan ® Evaluate privatization/outsourcing alternatives for cost effectively and reliably achieving activities of operating departments including the cogeneration facilities. Continue to proactively monitor and comment on legislative and regulatory activities of regional, state, and federal governments. Complete evaluation of north county yard for use by source control, maintenance and engineering field personnel. Complete evaluation of supplemental uses of Laboratory facilities including contract work by our staff for other appropriate entities and/or leasing space to other appropriate entities. Resolve space issues for Technical Services and Engineering Departments. File:grabit.17 w w GOALS STATEMENT FOR FY '95-96 Engineering Department Act as the engineering resource to all District staff. Facilitate open communication, teamwork, and involvement of other District departments in engineering projects. Evaluate future staffing needs to meet goals and work plan. Prepare staffing plan to match planning, design, and construction schedule. Develop and implement training program for Engineering staff to enhance competency, efficiency, and effectiveness, and to provide challenging and rewarding career paths. Oversee preparation of Strategic Plan. Select consultants and begin initial engineering studies. Assess staff space requirements. Complete the Space Utilization Study and develop short-term and long-term plans for Engineering Department and other District staff. Improve efficiency of Engineering Department by evaluating current policies, procedures, staff responsibilities, and implement changes. Optimize project management, engineering design standards, small project implementation, cost and schedule controls, submittal process, and other Ernst & Young recommendations. Improve maintenance of engineering documents and records. Provide engineering 4 support for construction records, and develop a multi-year project for a treatment plant facility atlas. Upgrade as-built drawing library. Rehabilitate ocean outfalls, including cleaning, and end gate repairs and modifications to allow for enhanced flow management during high flow periods. Improve efficiency of Construction Management. Evaluate success of"Partnering" in controlling costs and enhancing schedule. Provide training in project management, negotiating skills, codes, and construction standards. a w 11WRSLI.yVO'MIM IS RV GOALS STATEMENT FOR FISCAL YEAR 1996-96 w Director of Maintenance Act as a mentor and coach to the Maintenance Managers. Help them to develop goal statements and work plans. Monitor the progress of the work plans on a quarterly basis. Meet with the Management team on a quarterly basis and develop a plan to ensure all Maintenance divisions will successfully complete their goals. v Review the OMTS Agenda process and work on ways to improve it. Conduct interviews with key staff and Committee members. Prepare improvement options for b the Chief Operations Officer. Initiate communications training, when needed, for staff - - members presenting agenda items for committee consideration. " Identify five existing maintenance functions and fully explore the option of privatizing these functions. Work with Operations in evaluating routine maintenance functions they may be able to take over. Once those items have been identified, set up training for Operations and have them initiate the tasks. Complete the evaluation of the North County Yard by the end of the year. Complete the recommendations made by Ernst and Young in their audit of the Maintenance Department by the end of the year. Maintain a Preventive Maintenance to Corrective Maintenance ratio of work to 2:1. Work on completing the RJN database with the Maintenance divisions. Continually monitor the status of the work orders. Report to the Department Heads on a quarterly basis. Evaluate maintenance intervals on certain pieces of equipment. Work with the Maintenance divisions to identify 2-5 areas to study. Develop an evaluation and feedback system. Update Department Heads quarterly. Provide strong customer-focused services to the Districts' line departments through w completion of customer surveys by the third quarter. EEH:cm R9W PDOC'33101EH1GOALS95IGOALS-EH. d Operations Departmen GOALS STATEMENT FOR 1995-96 b Develop a 1-year and a 5-year staffing plan by December 1996. Determine outsourcing alternatives for O&M staffing. Perform staffing benchmarking study with local comparable agencies. Perform benchmarking study with EBMUD and Sacramento Regional Wastewater Agency. Compare departmental and division cost ($/mg), O&M unit process costs and costs that make-up unit process costs. Develop Operations performance measure report for the Board by March 1996. Develop a joint 0&M team to study which work tasks operators can perform for Maintenance and visa versa in the plant and Central Power Generation System. Evaluate Operations Department shift productivity. a Develop an assessment of Laboratory Analysis with a goal to reduce process analysis by 10%. Develop plan to reduce solids handling costs by 4% ($200,000) by June 1996. Work with the Safety office to develop plan to meet OSHA required confined space entry procedures by June 1997. Maintain complete compliance by developing reliability improvements at each treatment plant. Enhance communications with staff. Develop plant automation recommendations to improve reliability and productivity in the w areas of monitoring, control and recordkeeping. Eliminate all chemicals in Plant Operations that are on the EPA hazardous chemical list. 1 Implement a training program for increasing core competencies of staff. Develop means of optimizing grit and screenings hauling. Develop and prioritize research projects. N Operate Central Power Generation in manner to recover tax payment from Southern California Edison, estimated at $500,000. Form O&M cross functional team to study and develop means of reducing staffing to or _ below EBMUD levels for mechanical maintenance and operations after visiting EBMUD by June 1, 1996. RJO:dk " RAWPDOM410MUM95GOALS.BOB v w 2 TECHNICAL SERVICES DEPARTMENT GOALS STATEMENT FOR 1995-96 ti GENERAL o Encourage department staff to consider themselves a team both within the Department and within the Districts, and improve communications within the Department and with other departments. o Work on benchmarking for all divisions. o Develop monthly performance measures for all divisions. REGULATORY/LEGISLATIVE AREA o NPDES 301(h) Waiver Renewal Application Develop new management team and structure; Develop strategies for obtaining renewed permit with waiver consistent with Districts' overall, long-term goals, including water reclamation; Identify resources needed to support NPDES process and optimize use of Districts' resources in the process, especially in the Ocean Monitoring Program; Build coalitions both to support Districts' renewal permit and develop potential CWA legislative strategy to support long-term planning based on meeting environmental goals. o State Regulatory Arena - Learn California regulatory system; - Develop contacts within the State to support Districts' State regulatory requirements and goals; - Participate in formal and informal regulatory proceedings, as needed; - Track State legislation; - Support revitalization and redirection of SCCWRP. o Federal Regulatory Arena - Maintain contacts and knowledge of federal system; - Continue to influence national regulatory policy consistent with Districts' goals. - Track federal legislation and participate as needed. _ ENVIRONMENTAL MANAGEMENT DIVISION o Help staff develop clear identification for Division; w o Define and support regulatory compliance activities; o Develop programs to compile data and analyses into documents and presentations explaining the Districts' understanding of the impact of its activities on the environment which can be shared with the Board, regulators, environmentalists and other interested parties; o Consider appropriate scope for Districts' scientific research; o Ensure proper support for biosolids program within EMD, as appropriate. SOURCE CONTROL o Assess extent of regulated community with particular focus on fairness of regulatory "net"; o Assess industrial targets for future regulatory controls; Implement new EPA industrial pretreatment requirements; o Assess regulatory tools other than individual permits, including group permits, permit by rule and cooperative Source Control/industry programs; o Revise Excess Capacity Charge - Attempt to better track actual facilities usage and to make it less onerous for business; - Hold Districts/Industry/Community workshops to solicit input on charges and to inform affected parties of the need for and structure of charge; o Assess adequacy of present computer database system and hardware supporting Source Control; o Review level of safety training and practices for field staff; o Assess opportunities for providing Source Control services to other districts. a LABORATORY o Hire new Lab Manager o Analyze testing at the Districts - Types of testing ■ Required NPDES a ■ Process control ■ Strategic ■ Research ■ Method development - Work with other divisions/departments to optimize amount of testing; - Look at privatization vs. in-house testing; o Identify opportunities for use of Lab facilities and staff by other organizations; o Investigate membership in NWRI; o Conduct peer review of Lab; o Facilitate improvement in Lab morale and working conditions through support of PAC; o Move forward in development and use of LIMS ® Improve access to LIMS for Source Control and other Departments. J1wp,35101nancylpem%510056.,p w COUNTY SANITATION DISTRICTS of Orange County, California (714) 962-2411 mailing address: P.O. Box 8127 Fountain Valley, California 92728-8127 street address: 10844 Ellis Avenue Fountain Valley, California 9270E-7018 CSDOC10195