HomeMy WebLinkAbout1997-09 ' FILED
In the Office of the Secrelary County Sanitation Districts
County Sankatlan IeVEt( )
No(e)/a,4 1, of Orange County,California
OCT P P.
Fountain Valley, 14 962-241127
� Telephone: p1a)ssz-zalt
DRAFT
MEN
MINUTES OF THE STEERING COMMITTEE
Wednesday, September 24, 1997 at 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 on Wednesday, September 24, 1997, at the Districts'
Administrative Office.
ROLL CALL
The roll was called and a quorum declared present, as follows:
PRESENT:
John J.Collins,Joint Chair OTHERS PRESENT:
Peer A.Swan,Vice Joint Chair Thomas L.Woodruff,General Counsel
George Brown,Chair,FAHR
Pat McGuigan,Chair,OMTS
STAFF PRESENT:
Donald F.McIntyre,General Manager
ABSENT: Michelle Tuchman,Director of Communications
Burnie Dunlap,Chair,PDC Jim Herberg,Planning Engineer
BIII Steiner,Director/Supervisor Jean Tappan,Committee Secretary
APPOINTMENT OF CHAIR PRO TEM
No appointment was necessary.
PUBLIC COMMENTS
There were no comments by any member of the public.
RECEIVE, FILE AND APPROVE MINUTES OF PREVIOUS MEETING
MOTION: Receive, file and approve draft minutes of the August 26, 1997 Steering Committee
meeting. MOTION UNANIMOUSLY CARRIED.
� w
Minutes of the Steering Committee
Page 2
September 24, 1997
REPORT OF THE COMMITTEE CHAIR
The Committee Chair did not make a report.
REPORT OF THE GENERAL MANAGER
The General Manager reported that the Districts hosted a meeting with representatives from
eighteen cities and agencies to discuss infiltrationlinflow, cooperative projects and El Nino
preparations. A follow-up letter is being prepared. Several staff members are meeting with city
and county representatives on possible flooding problems during wet weather, as well as
determining the age of various sewer systems in an effort to determine how bad the local sewer
systems may be and how to deal with them. Only one or two cities have special revenues for
sewer replacement/repairs.
REPORT OF GENERAL COUNSEL
Tom Woodruff reported that the trial judge in the Sangermano case reversed the previous
decision on attorneys fees and awarded Mr. Sangermano nothing.
The conflict of interest opinion memo dated September 24, 1997 (copy attached)from General
Counsel was discussed. The only time a reason must be given for abstaining from a vote is
when the rule of necessity is invoked. At the beginning of a discussion a director must state that
he has a conflict of interest, not at the time a vote is taken. Because Districts' meetings are
operated under Roberts Rules of Order, abstentions are determined to be with the majority vote.
DISCUSSION ITEMS (Nos. 1-5)
1. Wet Weather Flow Monitoring of Collection Systems by CDM
Jim Herberg reported on the activities surrounding the inflowlinfiltration problem and the
ramifications on the strategic plan. Last year the rains were less than expected during the
wet weather season and therefore the consultant did not get enough information to
adequately address peak hydraulic flow requirements. Staff is requested that the CDM
contract be amended to provide for flow monitoring again this winter, and expand the
program to get data that will help prioritize the capital program needs. The report will identify
the monitoring sites, develop an RFP for implementing the monitoring program and then
analyze the data collected by the firth that will be doing the monitoring under separate
contract.
The Directors questioned the location of the tentative metering sites, and after further
discussion directed staff to make a presentation to the PDC Committee at its next meeting in
order to fine-tune the RFP.
Minutes of the Steering Owhittee
Page 3
September 24, 1997
2. FAHR Request to Review Computer Financial Assistance Program Funding Level
After discussion, the Steering Committee approved recommending Option B, providing for an
increase in the the funding level for the Computer Financial Assistance Program to $250,000,
an increase of$100,000, and that the funding level be reviewed as needed.
3. Results of the Communications Audit
Director of Communications Michelle Tuchman reported on the results of the third
communications survey. While the results were less than expected, there were several
significant impacts that may have affected responses. The same communications vehicles
will continue to be used, and mini-surveys will be taken periodically.
The General Manager, in an attempt to help communications, will continue with his quarterly
meetings with management and exempt staff, as well as attending department and division
meetings. He will also have a part-time office set up at Plant 2 for his 1/2-day a week visits.
4. Landscaping Design for Area East of Administration Building
The Directors reviewed the proposed plan and suggested that staff find an alternative to
grass.
5. Agenda Items Scheduled for Review by the Working Committees in October
The list was reviewed. Jean Tappan indicated that the OMTS Committee would also be
reviewing the revised Agenda Item Report format to seek input on how they would like budget
and cost impacts presented in the report.
CLOSED SESSION
There was no closed session.
OTHER BUSINESS, COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY
There was no other business discussed.
MATTERS WHICH A DIRECTOR WOULD LIKE STAFF TO REPORT ON AT A SUBSEQUENT
MEETING
There were none.
CONSIDERATION OF UPCOMING MEETINGS
The next Steering Committee meeting is scheduled for October 22, 1997 at 5:30 P.M.
Minutes of the Steering Co*1nittee
Page 4
September 24, 1997
ADJOURNMENT
The Chair dedared the meeting adjourned at 7:05 p.m.
Submitted by:
f�hn Tappan, Stee g'Cnd ommittee Secretary
�W.eewemmwn`semnu�wmrnrtrteensmm2nw.mi�.e:
'COUNTY [�_ . JITATION DISTRICTS OF ORAi E COUNTY, CALIFORNIA
BOARD SECRETARY (2)
phone:
1714)9622411 September 17, 1997
mailing address:
P.O. Boi
Fountain Vall,CA
92728 13127
street address: NOTICE OF MEETING
10844 Ellis Avenue
Fourteen 0 s7870 STEERING COMMITTEE
COUNTY SANITATION DISTRICTS
Member NOS. 1, 2, 3, 5, 6, 7, 11, 13 AND 14
Agencies
0 OF ORANGE COUNTY, CALIFORNIA
cluoa
Anaheim
Brea WEDNESDAY, SEPTEMBER 24, 1997 - 5:30 P.M.
Buena Perk
Cypress
Fountain Valley
Fullerton
Huntington sell DISTRICTS' ADMINISTRATIVE OFFICES
Irvine 10844 ELLIS AVENUE
to Habra
R
La Palma FOUNTAIN VALLEY, CALIFORNIA 92708
Les Alamitos
Newport Beech
Orange
Plecenue
Sento Ane
East Beach A regular meeting of the Steering Committee of the Joint Boards of Directors
Stanton
math, of County Sanitation Districts Nos. 1, 2, 3, 5, 6, 7, 11, 13 and 14 of Orange
Villa Perk Yorba Linde County, California, will be held at the above location, date and time.
County of Orange
Benitery Districts
Costa Mesa
Garden Grove
livi City
Water oiatricta
Irvine Reneh
A Public wastewater and Envirenmemal Management Agency Committed to Protecting the Environment Since 1954
1�w 1�w
STEERING COMMITTEE
Roll Call:
Meeting Date: September 24, 1997 Meeting Time: &30 p.m.
Meeting Adjourned:
Committee Members
John J. Collins, Joint Chair.......................................
Peer A. Swan, Vice Joint Chair................................
George Brown, Chair, FAHR.................................... _
Burnie Dunlap, Chair, PDC.......................................
Pat McGuigan, Chair, OMITS.................................... _
Bill Steiner, Supervisor.............................................
Others
Thomas L. Woodruff, General Counsel ....................
Staff Present
Donald F. McIntyre, General Manager......................
Blake P. Anderson, Asst. General Manager..............
Michelle Tuchman, Director of Communications......._
Jean Tappan, Secretary...........................................
c: Board Secretary
Debbie Lecuna
0
I
September 17, 1997
AGENDA
REGULAR MEETING OF THE STEERING COMMITTEE
COUNTY SANITATION DISTRICTS
NOS. 1, 2, 3, 5, 6, 7, 11, 13 AND 14
OF ORANGE COUNTY, CALIFORNIA
WEDNESDAY, SEPTEMBER 24, 1997 AT 5:30 P.M.
ADMINISTRATIVE OFFICES
10844 Ellis Avenue
Fountain Valley, California
ROLL CALL
APPOINTMENT OF CHAIR PRO TEM, IF NECESSARY
AGENDA
In accordance with the requirements of California Government Code Section 54954.2, this
agenda has been posted in the main lobby of the Districts'Administrative Offices not less than 72
hours prior to the meeting date and time above. All written materials relating to each agenda
item are available for public inspection in the office of the Board Secretary.
In the event any matter not listed on this agenda is proposed to be submitted to the Steering
Committee for discussion and/or action, it will be done in compliance with Section 54954.2(b) as
an emergency item or that there is a need to take immediate action which need came to the
attention of the Districts subsequent to the posting of the agenda, or as set forth on a
supplemental agenda posted not less than 72 hours prior to the meeting date.
PUBLIC COMMENTS
All persons wishing to address the Steering 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
..r September 24, 1997 Agenda
Matters of interest addressed by a member of the public and not listed on this agenda cannot
action taken by the Committee except as authorized by Section 54954.2(b).
APPROVE MINUTES OF PREVIOUS MEETING
RECOMMENDED ACTION: Approve draft minutes of the August 27, 1997 Steering Committee
meeting.
REPORT OF COMMITTEE CHAIR
REPORT OF GENERAL MANAGER
REPORT OF GENERAL COUNSEL
DISCUSSION ITEMS (Items 1-5)
1. Discussion of Wet Weather Flow Monitoring of Collection Systems by CDM
(Blake Anderson)
2. Consider FAHR Committee request to review Computer Financial Assistance Program
funding level and make recommendation to Joint Boards (Don McIntyre)
3. Results of Internal Communications Audit (Michelle Tuchman)
4. Revised Landscaping Design for area east of the Administration Building (Don McIntyre)
5. Review Agenda Items Scheduled to Be Presented to Committees in October (Information
item only)
CLOSED SESSION
During the course of conducting the business set forth on this agenda as a regular meeting of the
Steering Committee, the Chair may convene the Committee in dosed session to consider
matters of pending real estate negotiations, pending or potential litigation, or personnel matters,
pursuant to Government Code Sections 54956.8, 54956.9, 54957 or 54957.6, as noted.
Reports relating to (a) purchase and sale of real property; (b) matters of pending or potential
litigation; (c) employment actions or negotiations with employee representatives; or which are
2
r September 24, 1997 Agenda
exempt from public disclosure under the California Public Records Act, may be reviewed by the
Directors during a permitted closed session and are not available for public inspection. When
the Boards take final actions on any of these subjects, the minutes will reflect all required
disclosures of information.
1. Convene in closed session, if necessary
2. Reconvene in regular session
3. Consideration of action, if any, on matters considered in closed session.
OTHER BUSINESS, COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY
MATTERS WHICH A DIRECTOR WOULD LIKE STAFF TO REPORT ON AT A SUBSEQUENT
MEETING
MATTERS WHICH A DIRECTOR MAY WISH TO PLACE ON A FUTURE AGENDA FOR
ACTION AND STAFF REPORT
FUTURE MEETING DATES
The next Steering Committee Meeting is scheduled for 5:30 p.m., Wednesday, October 22, 1997.
jt
N\vryd dmInT "TEERING OOMMnTEEMMSEPa92497 a9enda.dw
Notice to Committee Members'.
For any questions on the agenda or to place items on the agenda,Committee members should contact the
Committee Chair or the Secretary ten days in advance of the Committee meeting.
Committee Chair: Jahn Collins (714)9654400(City Hall)
Secretary: Jean Tappan (714)962-2411, Ext.2001
(714)962-0356(Fax)
3
County Sanitation Districts
of Orange County,California
P.O. Box 8127 a 10844 Ellis Avenue
I Fountain Valley,CA 92728-8127
Telephone: (714)962-2411
DRAFT
MINUTES OF THE STEERING COMMITTEE
Wednesday, August 27, 1997 at 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 on Wednesday, August 27, 1997, at the Districts'
Administrative Office.
ROLL CALL
The roll was called and a quorum declared present, as follows:
PRESENT: OTHERS PRESENT:
John J.Collins,Joint Chair Thomas L.Woodruff,General Counsel
Peer A.Swan,Vice Joint Chair
George Brown,Chair,FAHR STAFF PRESENT:
Burnie Dunlap,Chair,PDC Donald F.McIntyre,General Manager
Pat McGuigan,Chair,OMITS Blake P.Anderson,Chief Operations Officer
Bill Steiner,Director/Supervisor Michelle Tuchman,Director of Communications
Gary Slreed,Director of Finance
ABSENT: Jean Tappan,Committee Secretary
None
APPOINTMENT OF CHAIR PRO TEM
No appointment was necessary.
PUBLIC COMMENTS
There were no comments by any member of the public.
RECEIVE. FILE AND APPROVE MINUTES OF PREVIOUS MEETING
MOTION: Receive, file and approve draft minutes of the July 30, 1997 Steering Committee meeting.
MOTION UNANIMOUSLY CARRIED.
Minutes of the Steering l,,�lmittee V
Page 2
August 27, 1997
REPORT OF THE COMMITTEE CHAIR
The Committee Chair John Collins reported on a ruling by the Stale Supreme Court on a Brea
redevelopment agency decision re a conflict of interest beyond the rule of necessity. General
Counsel will discuss this issue and the provisions of Proposition 208 later in the meeting. .
REPORT OF THE GENERAL MANAGER
The General Manager made his report later in the meeting.
REPORT OF GENERAL COUNSEL
General Counsel did not make a report.
DISCUSSION ITEMS (Nos. 1-4)
1. Consider Revisions to Streamline Agenda Preparation Process
Jean Tappan, member of the Agenda Task Force, described proposed format changes to
streamline the agenda preparation process. The changes will reduce redundancy in wording in
the committees and Joint Boards agendas and the Agenda Item Transmittal (AIT) forms.
Additional changes to the AIT form will be presented to the PDC Committee at their special
meetings in September.
Action: The Steering Committee approved the proposed changes to the agenda format. The
revised format will begin with the October meetings.
2. Review Flood Contingency Plan
Blake Anderson described the current influent management plan, the existing available
information and newly-developed plans to combine all procedures in one place so that staff is as
prepared as possible in the event of a flood event. Cities will be contacted about popping
manholes and to work with the community on a plan to reduce flow during high flow conditions.
Michelle Tuchman, Director of Communications, reported that a regional plan is being discussed
with Los Angeles County Sanitation Districts and the City of Los Angeles. This would allow the
pooling of resources to develop a regional public outreach program with the goal of reducing
flows by educating residents and commercial and industrial dischargers about water
conservation. A scoping meeting with representatives of the three agencies is planned for the
middle of September.
Blake reported that flow meters will be installed again this winter in an attempt to get real time
data in critical areas. A computer model has been created by Carollo Engineers that allows the
operators advanced planning time and a more organizaed approach to flow management through
the plants.
Staff is also communicating with the Corps of Engineers on their elective release program at
Prado Dam.
Minutes of the Steering C6mrhittee i✓
Page 3
August 27, 1997
i
The Flood Contingency Plan also includes emergency centers at both treatment plants. This
effort will supplement the Integrated Emergency Response Plan (IERP). It is an interim solution
for this winters predicted El Nino condition.
A letter will be sent to the city managers with copies to the Directors asking for their support in
load shedding during stomr events. Director Dunlap suggested that study sessions be held with
the city councils and Directors of Public Works to help them understand the scope of this
problem and to seek their support.
Action: Communications will prepare talking points for the Directors use in these study
sessions. An article will also be sent to the League of Cities for inclusion in their publication, City
Lights.
Director Swan suggested that simulated emergency planning exercises be planned. Staff
attended a seminar on preparing for El Nino in San Diego last week and went through this kind of
exercise.
Meetings will be held with the County's Flood control staff to identify those areas where their
system is inadequate. This will allow the Districts to prepare procedures to handle excess flow in
specific areas.
3. Report on Board Secretary Office Audit
Don McIntyre and Michelle Tuchman reported on the results of the audit on the Board Secretary
Office, which is currently a one-person division with three authorized positions. The reduction in
staff was a result of promotional opportunities in other departments and provided a re-
engineering opportunity to streamline procedures and systems. Other related issues that were
discussed were records management and storage, records retention policy, areas of
responsibility review that resulted in reassigning tasks to more appropriate work areas, and
transferring contract administrative tasks to the Contracts/Purchasing Manager.
Because of the reduction in responsibilities, the report recommended that the two open positions
remain vacant. Cross training other members of the Communications Department will ensure
that there is sufficient staff available to assist during periods of high workloads, such as agenda
preparation. A paralegal from General Counsel's office is providing legal coverage to staff and
the Board Secretary.
Other groups are working on the records management program including Information Technology
(IT) and DARTs Administrative Practices Team.
Chairman Collins asked staff to keep the Steering Committee updated on these issues.
Director Swan asked about the status of the Districts'e-mail capabilities, specifically access
through the Internet. IT is in the process of moving from Pegasus to Outlook within the Districts,
and when that is complete training will begin on procedures for using the Internet.
4. Review Agenda Items Scheduled to be presented to Committees in September
Director Dunlap slated that the number of items on the PDC Committee agenda doesn't relate to
how much time will be required.
Minutes of the Steering 6,.dmittee v
Page 4
August 27, 1997
CLOSED SESSION
There was no closed session.
REPORT BY THE GENERAL MANAGER
The General Manager reported on conflict of interest concems and voting abstentions discussed
at the CASA conference as a result of a recent decision by the State Supreme Court that
overturned an EIR certification by the City of Brea. General Counsel reported that the County
has a computer tracking system in place that allows a supervisor to instantly identify when a
"potential conflict" could occur. The three main issues are 1) campaign contributions; 2) gifts or
other compensation; and 3) direct influence on contracts. There are also separate distinctions in
the rules for these three topics.
Action: The Joint Chairman directed General Counsel to provide a written opinion regarding the
most recent policy and advice to the Boards of Directors.
The SAWPA invoice and payment statement was discussed. Payment has been received for
most of what is owed, but interest is still an issue. Staff sought direction on how to proceed to
collect about $323,000 in interest. Gary Streed reviewed the background. Blake Anderson
discussed how the terms of the SAWPA agreement have changed since the original agreement
was signed in 1974, including a section in the current agreement that includes a provision that
the parties shall meet and confer within one year to determine how interest shall be calculated.
In the event agreement cannot be reached, arbitration shall be an option if both parties agree.
Action: A letter invoice will be sent immediately for interest accrued ($108,000) as a result of the
late payment. The interest on the 10th mgd will be invoiced separately and staling that the meet
and confer process be undertaken if agreement cannot be reached. Staff was directed to
suggest binding arbitration in the event the meet and confer process is unsuccessful.
The General Manager announced that the Source Control Division has received first place in
EPA's outstanding source control program for 1996. This is the second time the Districts has
received this award. Nancy Wheatley will be making a presentation at tonight's Board meeting.
Blake Anderson updated the Steering Committee members on the status of the ocean discharge
permit. August 28 is the eighth anniversary of the submittal of the application for renewing the
NPDES permit. At a meeting this past week a draft schedule was received from EPA. Staff has
reviewed the terms and conditions of the draft permit. Letters of concurrence will be required
from other agencies.
OTHER BUSINESS, COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS. IF ANY
Director Swan requested an update on the inlertie work for the Green Acres Project. Work is
underway. The agreement is being negotiated.
The sewer line cleaning contract bid results were discussed. IRWD was low bidder. The
contract will be presented to the PDC Committee for review.
The General Manager provided the Committee members with an option for landscaping the
triangular parcel adjacent to the Administration Building's front parking lot. The members
directed staff to continue to develop alternatives for their review. Tree removal is not to be a part
of any proposal.
Minutes of the Steering C*kttee
Page 5
August 27, 1997
e
MATTERS WHICH A DIRECTOR WOULD LIKE STAFF TO REPORT ON AT A SUBSEQUENT
MEETING
There were none.
CONSIDERATION OF UPCOMING MEETINGS
The next Steering Committee meeting is scheduled for September 24, 1997 at 5:30 p.m.
ADJOURNMENT
The Chair declared the meeting adjourned at 7:14 p.m.
ubmitted by:
LA—t.li✓'i1�
n Tappan, Steeri g ommittee Secretary
NIHd'<dhhxp tltlNCminIGMlS1EEPING fAMMTEE1pMUG100T1W minGpC
AGENE.,,f
ITEM
"-, TRANSMITTAL
MEETING DATE DISTRICT NO, CONTACT FOR INFORMATION
O61TS. — 'x'sg'.=t-
PDC +z°t 1� . (Onglnator)
FAHR: '"TkHR" - 720,Jim Herberg,ext.5086
EXEC: EXEC DNzion No.,Name,and ElEermfon
STEER: 924/97 --STEER-dI -
JT.BDS:924/97
RECOMMENDED ACTION(S):
1. Approve Addendum No. 4 to Professional Services Agreement (PSA) with Camp Dresser and McKee(CDM)
for Job No.s J-40-1 and J-40-2 Re: Preparation of Phase 1 of Strategic Plan in the amount of$61,667 for a
total amount not to exceed $2,020,411.
CEOA REVIEW: Project is Exempt:NOT APPLICABLE DATE OF MOST RECENT BOARD ACTION ON THIS SPECIFIC ITEM:
Date Notice of Exemption Filed:
Negative Declaration Approved on
Final EIR Approved an_and Notice of Determination filed on.
CURRENT BUDGET/COST CURRENT YEAR CURRENT YEAR. YEAR-TO-DATE REVISED BUDGET
INFORMATION BUDGET AMOUNT TOZATE BUDGET BALANCE TOTAL
l EXPENDITURES Pm,lWe's u
TOTAL BUDGETED AMT.:$500,000
SOURCE:: CORF Items:D.1.b 8 D.1.c SOURC $500.000 $11,023 $488,977 $500,000
AMOUNT OF TRANSFER:
ScnedulefUne Ben:
TOTAL PROJECT BUDGET ORIGINALBUDGET PREVIOUSBUDGET BUDGET CHANGE REVISED TOTAL
INFORMATION TOTAL CHANGES THIS AfT PROJECT BUDGET
First Year in Budget:
Master Plan Estimate: $2,118,000 0 0 $2,118,000
Year of First Costs',
THIS AITNENDORIPROJECT COST ORIGINAL BID,PO, CHANGE ORDERS, AMOUNT AMENDED
INFORMATION CONTRACT FUNDS PREV. REQUESTEDTHIS PROJECT
AMOUNT APPROVED AIT AMOUNT
$1,395,640.00 $563,104 $61,667 $2,020,411
WILL PROJECT REWIRE ADDITIONAL PERSONNEL? NO REQUIRES BOARD POLICY ACTION?NOT APPLICABLE
IIYES.sttlen Penanent _Limited Term If YES,explain in ADDITIONAL INFORMATION section
//O/¢7
ATTACHMENTS TO COMMITTEE AGENDA
Origin r Dale
1. Copy of COM proposal letter dated September 4,1997.
CONCURRENCE 2, PSA Staves Report
> 3, Budget Information Table
gnature Date -If—
ivision an esi
U L / ATTACHMENTS TO JOINT BOARDS AGENDA(List)
na 7 7 Date 4 Copy o1 COM proposal letter dated September 4,1997.
D e e ( r ne C 5. PSA Smtus Report
4 to / 6. Budget Information Table
Signature ate
Assistant General Manager(Or Designee)
Page 1 of
ADDITIONAL INFORMATION(Bac ppund and/or Summary)
The Districts daily average flow teafrently about 240 million gallons per d/e>,.-Ian more than double during periods.r i
heavy rainfall due to infiltration and inflow(Ill). The extent to which 1/1 occurs throughout the Districts' service area
is not extensively documented. While there has been speculation regarding portions of the collection system which
are prone to III, an 1/1 monitoring program is required to provide actual, documented data.
During the winter of 1996-97, temporary flow meters were installed to develop lend use-based flow coefficients and
to calibrate the collection system computer model. The 1996-97 flow monitoring program yielded valuable dry
weather data for these purposes. However, anticipated storms did not occur during the monitoring program, and
wet weather 1/1 data could not be obtained.
Over the past several weeks, staff and CDM have evaluated flow monitoring alternatives for the Districts' collection
system to obtain better 1/1 data. The proposed monitoring program calls for 42 metering sites to monitor for
infiltration for a six month period, and 20 metering sites to monitor for inflow over a two month period, with the
following goals:
0 Obtain accurate data regarding 1/1 to provide for better decision making and "fine tuning"of the Districts'
collection system capital improvement program which totals over$10 million annually.
0 Collect flow monitoring data which will become the basis for estimating 1/1 flows at"high risk" locations within the
Districts' service area, and will be an important tool in prioritizing cooperative sewer rehab programs with local
agencies/cities.
0 Refine 1/1 estimates which will allow better calibration of the collection system computer model.
❑ Take advantage of this years El Nino condition which is expected to provide a rare opportunity to capture 1/1
data during peak wet weather conditions.
Staff recommends approval of Addendum No. 4 to the PSA with CDM for Phase 1 of the Strategic Plan for the
following tasks: (1) identify specific communities to be monitored, (2) select and verify the viability of specific
monitoring sites, (3) assist in development of a request for proposals from flow monitoring firms, (4) provide
assistance with project permitting and coordination, and (5) analyze data and prepare a summary report, in
accordance with the attached proposal letter dated September 4, 1997. Addendum No. 4 will increase the PSA
with CDM by$61,667 for a total amount not to exceed $2,020,411. Staff is also requesting $20.000 in staff time to
manage the monitoring plan.
Once CDM has completed tasks 1-3 above, staff plans to issue a Request for Proposals (RFP) for flow monitoring
services by a specialized flow monitoring firm. Staff will then ask for approval of the PSA at the Districts'regular
October Board meeting so that temporary flow meters can be installed by mid December of this year. The estimated
cost for the proposed flow monitoring program is $400,000 to$600,000.
Staffs recommended approach for implementing a flow monitoring program was discussed at the September 4,
1997 PDC committee meeting. Staff explained that due to time constraints, PSAs for engineering and flow
monitoring services would not be presented to the PDC Committee, but will be presented directly to the Board for
approval.
c: Department Head
AGM-Operations
General Manager
BUDGET INFORMATION TABLE
Strategic Plan Phase 1
Job No. J410-1, J-40-2
TASK BUDGET FUNDS FUNDS THIS PROPOSED ESTIMATED ESTIMATED
(ADOPTED AUTHORIZED AUTH'D AUTHORIZATION TOTAL EXPENDITURE %
BY CORF) TO DATE IN DISTRICT REQUEST AUTHORIZED TO DATE COMPLETE
NO.7 CIP FUNDS TO DATF`
BUDGET
Management of $1,575,000 $1,427,934 --- $61,667 $1,489,601 $1,104,000 80%
Peak Hydraulic
Discharge
Peak Hydraulic $62.000 $162,000 --- $20,000 $182,000 $103,000 65%
Discharge, Staff
Determination of $396,000 $306,180 -- --- $306,180 $231,000 75%
Financial Charges
and Fee Schedule
Determination of $85,000 $110,000 --- -- $110,000 $52,000 50%
Financial Charges
and Fee Schedule,
Staff
Consulting Fee for -- $25,000 --- -- $25,000 $3,000 10%
Thomas M. Dawes
District 7 Sewer — $224,630 ($224,630) — -- --- --
Maps (Charged to
District No. 7 CIP)
Total $2,118,000 $2,255,744 ($224,630) $81,667 $2,112,781 1,493,000 70%
H:%W P.DTATNGWWkHERBER=WPSA.TBL
Professional Services Agreement Status Report
Job No. J-40-1. J-40-2
Phase 1 Strategic Plan
Total Project Budget: 1,970,000
Consultant: Camp Dresser and McKee
Start Date of Project: March 27, 1996
Date Addendum Description Cost Accumulated
Costs
3127/96 Original Phase 1 Strategic Plan - Management of Peak 1,395,640 1,395,640
PSA Hydraulic Discharge and Determination of
Financial Charges and Fee Schedule
11/20/96 1 Additional Public Involvement 138,985 1,534,625
1/22/97 2 District No. 7 Sewer Maps 224,630 1,759,255
7/30/97 3 Update CASSWORKS Database, Develop Pump 199.489 1,958.744
Curves, Additional Public and Board Meeting
Support
Proposed 4 Collection System Flow Monitoring Program 61,667 2,020.411
H:%W P.DTA�ENG17730WERBERGUITCOM.TBL
'CDM Camp Dresser &'"McKee Inc.
' at 1929Falomar Oaks Way,Suits 300
•Wh Mav� nq C 1:6194.Celil55 u:61 _
ODS
Tel:619438-7755 Fas:619438•7tl1 .allffiv 1a4
»n/
September 4,1997
Mr.David A.Ludwin
Director of Engineering
County Sanitation Districts of Orange County
P.O.Box 8127
Fountain Valley,CA 92728-8127
Subject Request for Proposal-Flow Allocation and Flow Monitoring
Dear Mr.Ludwin:
Camp Dresser&McKee Inc.(CDM)has been requested to prepare a proposal to provide
specific assistance and services to the CSDOC for two items which are in addition to our
ongoing contract for J40-1,Management of Peak Hydraulic Discharge. CDM has discussed
these activities with CSDOC staff,and we have developed proposals for both items of
work:
■ Development of a Flow Allocation Method
In a letter dated June 26,1997,CDM presented the initial proposal for the development
of a flow allocation method.In a subsequent memorandum,dated August 13, 1997,
Tom Dawes supplemented CDM's letter and provided a detailed discussion of the flow
allocation methodology. Because of the excellent,accurate,and timely population data
and the availability of readily accessible land use data,it was agreed that the interests of
CSDOC and its member agencies would be best served through a method which is
based on population and which provides flexibility to accommodate variations such as
significant industrial activity and inflow/infiltration problems. This method was seen
as the most appropriate for an interim 2-year period until the Districts are consolidated.
The output of this effort will consist of a flow allocation spreadsheet and a letter report.
The flow allocation spreadsheet will enable CSDOC to input monthly flow information,
taken at the plants,and generate a distribution of flow contributions from each of the
Districts. The spreadsheet will be in an EXCEL Version 5.0 format and will be"user
friendly." The letter report will outline the process used to develop the spreadsheet;the
information will allow CSDOC staff to update the spreadsheet to reflect future changes
in population or to reestablish the"flexibility factors"developed for each District.
We believe that this flow allocation method and spreadsheet will provide CSDOC with
a tool to easily,accurately and fairly apportion wastewater flow contributions to
individual Districts.A summary table which quantifies the tasks and estimated level of
effort is attached. A total of$7,963 is estimated for this work.
CDM Camp Dresser&McKee ilk'.
Mr. David A. Ludwin
September 4, 1997
Page 2
■ Development of a Flow Monitoring Program
In a letter dated July 22, 1997,CDM presented seven opportunities for potential flow
monitoring programs. Based on recent discussions with your staff,two flow
monitoring programs were selected for implementation at this time:infiltration
monitoring and inflow monitoring.
Infiltration Monitorin¢
Groundwater infiltration occurs throughout the year. The level of infiltration which
occurs throughout the Districts is not extensively documented. While there has been
speculation regarding the potential locations for infiltration, an infiltration monitoring
program can assist CSDOC by providing actual,documented data. Infiltration data
gathered now can be compared with future infiltration data to examine the correlation
between the age of the pipes and the volume of infiltration.Infiltration data also
provides important information for sewer maintenance management. Areas of known
infiltration problems can be targeted for repair or additional investigation using video
inspection,smoke testing,or other methods. Much of the infiltration-based flow
conveyed by the hunk sewer system is likely generated in the local collection systems
which connect into the trunk sewer system and would therefore not be reliably
registered by trunk sewer metering;meters in the upstream,local sewer systems would
be most appropriate. The occurrence of F1 Nino this winter will likely increase the
water content of the soils,thereby increasing the infiltration,through heavy rainfalls.
The proposed infiltration monitoring program consists of 42 sites located throughout
the Districts'service area. Sixteen of the meters would be located in "high-risk"coastal
areas in Districts 5 and 11. The proximity of these meters to the Pacific Ocean will
enable CSDOC to develop much better projections of seawater intrusion into the
CSDOC collection system. Another sixteen meters will be installed in the northern
portions of the county. Half of these meters will be placed in the La Palma area where
the local colt cue Lion system is believed to be older,and therefore more susceptible to
infiltration, ftit43.m other parts of the collection system. The other half of these
northern meters will be placed in Yorba Linda,where previous estimates of infiltration
were higher than expected and additional metering is needed to examine the situation
more thoroughly. The remaining ten meters will be placed in predominately industrial
areas of Tustin and Anaheim,where infiltration is believed to be a problem. Selection of
the 42 sites has not yet been performed.
These 42 monitors should be operated for a six month period of time. We feel that if the
monitors are in place from early December through May,significant wet-weather and
dry-weather information can be collected.In order for the monitors to be installed by
December,it is imperative that process of selecting sites and installing monitors begin
immediately.
CDM Camp Dresser 6L McKee I1a.r w
Mr.David A. Ludwin
September 4, 1997
Page 3
Inflnw Monitoring
A monitoring program to develop improved inflow estimates will focus on areas where
local flooding has occurred historically. Whenever possible,results obtained from
infiltration monitoring program meters in the vicinity could provide base line
information about groundwater infiltration and dry weather flows. Twenty flow
monitors,installed temporarily for two months during the wet-weather season,would
generate data to improve inflow estimates. Selection of these 20 sites has not been done
yet. We will work together with your staff to investigate historical flooding problems
and make appropriate site selections.
The 20 inflow monitors need to operated for two months during significant rainfall
events. We recommend that monitors we installed by January and operated through
February. Anticipated El Nino storms should provide the necessary rainfall for a
meaningful inflow study.
A schedule and summary table which quantifies the tasks and estimates the level of
effort for the infiltration and inflow monitoring programs is attached. A total of$61,667
is estimated for CDM's portion of this work. We believe that this is a reasonable
estimate of the cost involved based on our experience during the previous flow
monitoring program. The cost for the installation,maintenance,and removal of the
infiltration and inflow monitors by a qualified flow monitoring company is estimated to
be approximately$400,000 to$600.000.
if you or your staff have any questions regarding the information in this letter,or wish to
clarify any of its points,please contact me at your earliest convenience.
Very y ours,
C RESS Mc
Kel ene M.Bum-Lucht,P.E.
Vice President
ItrO:tlmV�RURA115LL�LLTR
cc: Jim Herberg/ CSDOC
Nick Arhontes / CSDOC
Paul Gustafson / CDM
Marcos Linden / CDM
County Sanitation Districts of Orange County
Estimate of Work Required to Develop an Infrlbation and Inflow Monitoring Program
Tasks: Labor Re uireraenm `
PM QAJQC Proj Eng Engineer Drafter WP/Admin t
Task Identify Communities to be Monitored 2 16 16
Task 2 Collect Local Sewer Maps 8 80
Task Select Monitoring Sites 4 24 120 40
Task Field Verity Site Viability(w/CSDOC S 40
Task 5 Assist In the Development of the RFP 8 16
Task Assist In the Evalrmikm of Bidders 8 4
Task? Provide Assistance With Permitting 4 8 40
Task 8 Management and Coordination 40 60 20
Tack 9 Analyze Data and Prepare fetter Report 16 8 32 120 40 40
Total Hours 76 12 154 436 96 40 BI4
Total Cost $61,667
Detiverableu Assumptions:
4000 scale map showing general monitor site locations CSDOC staff will be responsible for permitting. CDM will provide technical suppon only.
200 scale map indicating location of each monitor(one map per monitor) Maximum of rive days of field work investigating manholes.
Draft text for technical portions of the RFP One visit(if necessary)with each city to obtain sewer maps.
Final Submittal-Letter Report Two meetings by PM and project engineer with CSDOC staff.
I:Wt WR0n1PR0P09AL1FlaaJlo.r6 Part
County Sanitation Districts of Orange County
Proposed Schedule for the Infiltration and Inflow Monitoring Program
Sept OcL Nor, Dec. Jan. Feb. Mar. Apr. May Jun. JUL
Identify Communities to be Monitored
Collect lmral Sewer Maps
Select Monitoring Sites
Field Verify Site Viability(w/CSDOC Stall 111111111
Assist in the Development of the RFP 111111111
Love RFP 0
Bidding 0
Asda Ill the Evaluation of Bidden ■
Award
Contmcl FinaBntion/NTP
Provide Assistance With Permltdn
lontall Mention(For Infiltration Study)
now Monitoring(For Infiltration Study)
Install Monitors(For Inn.Study)
Flow Monitoring(For lnnuw Study)
Management and Coordination
Download Inflow Dale
Download Innitradon Data
Anal Demand Pre arel<lter Report
CDM Task
® To be performed by others(CSDOC or contractor)
AGENDA "
Tor Bd,Sec,U,Ori ITEM
❑ Cr)1vM INFO.REM
❑ COMNJT.0f ACTION ITEM TRANSMITTAL
❑ JT.BDS.CONSENT
❑ JT.eDS.015GU551pN
(NONLONSENT)
❑ PUetIC NEARING
IT.eLLS_MEETING DATE
JT.WS.AGENDA ITEM NO.
MEETING DATE COMM.to.NO. DISTRICT NO. CONTACT FOR INFORMATION
OMTS: OMITS (Originator)
PDC: PDG 510,Mike Peterman,2105
FAHR: FAHR
EXEC: EXEC A'II Division No.,Name,and Extension
STEER: 924/97 STEERR�
JT.BDS: 9124197
RECOMMENDED ACTION(S):
1. Approve increase to the loan fund aggregate maximum for the Financial Assistance Program for Purchase of
Computer Equipment for employees from $150,000 to: a) $200,000; b) $250,000; c) eliminate the maximum cap.
CEQA REVIEW: Project is Exempt:NOT APPLICABLE DATE OF MOST RECENT BOARD ACTION ON THIS SPECIFIC ITEM:
Date Notice of Exemption Filed: 7/30/97
Negative Declaration Approved on
Final EIR Approved an_and Notice of Oeterminalian fled on-
CURRENTBUDGETICOST CURRENTYEAR CURRENT YEAR- YEAR-TO-DATE REVISED BUDGET
INFORMATION BUDGET AMOUNT T043ATE BUDGET BALANCE TOTAL
EXPENDRURES nwlauegn Plua Tansmrsl
TOTAL BUDGETED AMT.:$150,000
SOORCE:JoSched l $150,000 $149,000 $150,000 $150,000N/A
AMOUNT
OF Items:MOUNTO TRANSFER:
SchedulelLine Item:
TOTAL PROJECT BUDGET ORIGINALBuDGET PREmus BUDGET BUDGETCHANGE REVISEDTOTAL
INFORMATION TOTAL CHANGES THIS AR PROJECT BUDGET
First Year in Budget:
Master Plan Estimate: $0.00
Year of First Costs:
THIS AITNENDOR/PROJECT COST ORIGINAL BID,PO, CHANGE ORDERS, AMOUNT AMENDED PROJECT
INFORMATION CONTRACT FUNDS PREV. REQUESTED THIS AMOUNT
AMOUNT APPROVED AR
$0.00
WILL PROJECT REQUIRE ADDITIONAL PERSONNEL? NO REQUIRES BOARD POLICY ACTION?NOT APPLICABLE
If YES,state number: _Permanent Limped Term If YES,explain in ADDITIONAL INFORMATION section
P.DTA%GENDA4STEERING.COM`031797-ARDOO 1
ie ATTACHMENTS TO COMMITTEE AGENDA(lisQ'.
Originator Da e
t.
CONCURRENCES:
Signature Date ATTACHMENTS TO JOINT BOARDS AGENDA(L t)
Division Manager Or esignee) t.
9-11-97
Signature Date
Depa n gn )
Signature T Dab
Assstant General Manager(Or Designee)
ADDITIONAL INFORMATION (Background andfor Summary)
At the July regular meeting of the Joint Boards of Directors, a Computer Financial Assistance Program was
approved which provides low-cost loans to employees for the purchase of computers. The program was funded at
$150.000, with individual loans capped at $3,000 and repaid to the Districts through payroll deductions at an annual
interest rate of 5% over a two-year period.
When the FAHR Committee first considered this program, they requested that they be notified when the aggregate
maximum was reached to discuss the possibility of increasing the amount available later. The initial aggregate
amount was reached by September 11 with loans granted to 65 employees. Because the amount was reached so
quickly, staff was not able to agendize a further discussion of the Computer Financial Assistance Program for the
September FAHR Committee meeting. However, the Committee did discuss the issue at their September 10
meeting and directed staff to place the matter and the three options on the September 24, 1997 Joint Boards of
Directors regular meeting agenda.
Staff is presenting the following recommendations for consideration by the Directors:
Option A: Increase the maximum limit of the Computer Financial Assistance Program by$50.000 to $200,000 to
fund about 20 loans. Based on the response to date, it is estimated that the Districts would again reach the
maximum limit prior to December, as employees would most likely purchase computers as holiday gifts.
Option B: Increase the maximum limit to $250,000 to accommodate loan requests from another 40 employees.
This option should be sufficient to accommodate all employees who wish to take advantage of the program.
Option C: Remove the maximum limit. The Computer Financial Assistance Program is our most cost-effective
computer training program,with employees teaming how to use Computers and spec software on their own time.
This avoids the Districts having to Conduct computer-training programs during working hours.
MP:jt
c: Department Head
AGM-Operations
General Manager
a..um Dams? Page 2 of 2
H:\WP.DTAIAGENDAtMC091797-Arr2A.DOC
AGENL .
o COMM.INFO.ITTEEfNI ITEM
0 cow o J .SSOS. 6ENTnoni M TRANSMITTAL --Cp
❑ JT.BD6.g6C1I651CN
(NON-COrI6ENn
❑ PUBIJCMEAPoNG
Jr.SM.MEETPIG DATE
Ji.eD6.AGENDA f iBA NO.
MEETING DATE CON IO.NO. DISTRICT No. CONTACT FOR INFORMATION
OMTS: OMTSM. (Originator)
PDC: PDC Michelle Tuchman,2050
FAHR: FAHR
EXEC: EXEC All Division No.,Name,aW Exleralon
STEER: 9/24/97 STEER 03
JT.SDS:
RECOMMENDED ACTION(S):
1. Report on results of the May 1997 Internal Communications Audit.
CEQA REVIEW: Project is Exempt:NOT APPLICABLE DATE OF MOST RECENT BOOAA Q ACTION ON THIS SPECIFIC REM:
Date Notice of Exemption Filed:
Negative Declaration Approveo on
Final EIR Approved an_and Notice of Determination filed!an
CURRENT BUDGET/COST CURRENTYEAR CURRENTYEAR- YEAR-TO-0ATE REVISED BUDGET
INFORMATION BUDGET AMOUNT TO-0ATE BUDGET BALANCE TOTAL
EXPENDITURES Rwi Budget plus
ineebnl
TOTAL BUDGETED AMT.:$
SOURCE: CORF JO DISTRICTS N/A N/A N/A N/A
Schedule/Line Items:
AMOUNT OF TRANSFER:
SchedulelLlne Item:
TOTAL PROJECT BUDGET ORIGINALBUDGET PREVIOUSBUDGET BUDGET CHANGE REVISED TOTAL
INFORMATION TOTAL CHANGES THIS AR PROJECT BUDGET
First Year in Budget:
Master Plan Estimate: $0.00
Year of First Costs:
THIS AITNENDOR/PROJECT COST ORIGINAL BID,PO, CHANGE ORDERS, AMOUNT AMENDED
INFORMATION CONTRACT FUNDS PREV. REQUESTED THIS PROJECT
AMOUNT APPROVED AT AMOUNT
$0,00
WILL PROJECT REQUIRE ADDITIONAL PERSONNEL? NO REQUIRES BOARD POLICY ACTION?NOT APPLICABLE
If YES,state number: _Permanent Limited Term I If YES,explain In ADDITIONAL INFORMATION section
Re-suld 0W0W7 Page 1 of 2
\\LEAD\DATA2\W P.DTA\ADMIN\GM\STEERING COMMITTEED7USEPWIT-COMMUNICATIONS AUDIT.DOC
ATTACHMENTSTOZOMMTITEE AGENDA(List)'. -
Originator Date
1. Summary of aua:t resutle
CONCURRENCES:
ATTACHMENTS TO JOINT BOARDS AGENDA(List)
Signature Date
Division Manager(Or Designee)
Signature Date
Department Head(Or Designee)
Signature Date
Assistant General Manager(Or Designee)
ADDITIONAL INFORMATION (Background and/or Summary)
In May, the Communications Department sent out a survey to all employees on intemal communications. The
results of that survey are attached for your review. This item will be presented to the FAHR Committee in October.
Michelle Tuchman will discuss the results and proposed plans for improvement.
c: Department Head
AGM-Operations
General Manager
R.m 7 Page 2 of 2
UEADMATA2IWP.DTAWDMIN\GMZTEERING COMMITTEE071SEPW1T-COMMUNICATIONS AUDIT.DOC
gar a
August 22, 1997
MEMORANDUM
TO: All Employees
FROM: Communications Action Team
SUBJECT: Internal Communications Audit
Attached are the results of the Internal Communications Audit, which was conducted in late May/
early June. Some 191 employees responded to the survey, a 34% response rate. Unlike
previous Communications Audits, which were conducted person-to-person, this survey was
distributed in paycheck envelopes.
Here are some noteworthy points:
—The workplace investigation and the rapid pace of change within the organization were the
two most cited events/issues of the past year.
—When compared to results of previous surveys, communications agency-wide is declining...
although over 70% know where to get answers to their questions.
—The Districts' mission, goals and objectives are being clearly communicated, although the
number who agree with that statement is down to 76% from 85%.
— 80% of those responding pursue answers to their questions with their supervisors.
-- 83% say the Districts is a good place to work.
-- Overall, morale is declining.
-- Pipeline received favorable ratings; the Special Edition Pipeline Is very popular.
-- Employees still rate supervisors/managers as the preferred sources of information;
departmenttdivision meetings are second.
— However, the most common sources of information are fellow employees.
Results of the audit will be used by the Communications Action Team to develop new programs
and to identify areas where communications can be improved. If you would like a copy of the
survey results, please contact the Communications Department, extension 2051.
On behalf of the Communications Action Team, thank you to all those employees who took the
Internal Communications Audit nm
May 1997
Results Comparison to Previous Audits
Over the past year, I think things have generally improved at the Districts
Jan. 96 July 96 May 97
Strongly agree 6% 6% 5%
Agree 33% 18% 12%
Somewhat agree 38% 33% 23%
Disagree 19% 29% 34%
Strongly disagree 4% 14% 26%
Morale at the Districts is improving
Jan. 96 July 96 May 97
Strongly agree 1% 1% 2%
Agree 17% 11% 6%
Somewhat agree 40% 24% 14%
Disagree 35% 45% 45%
Strongly disagree 7% 18% 33%
My morale is improving
Jan. 96 July 95 May 97
Strongly agree — — 3%
Agree — — 12%
Somewhat agree — — 18%
Disagree — — 38%
Strongly disagree — — 29%
Communications at the Districts is improving
Jan. 96 July 96 May 97
Strongly agree 7% 10% 5%
Agree 28% 32% 21%
Somewhat agree 42% 36% 36%
Disagree 21% 13% 26%
Strongly disagree 2% 9% 12%
Communications in my department/division is improving
Jan. 96 July 96 May 9
Strongly agree — — 4%
Agree — — 22%
Somewhat agree — — 28%
Disagree — — 30%
Strongly disagree — — 16%
The Districts cares about me and what 1 think
Jan. 96 July 96 May 97
Strongly agree 4% 5% 4%
Agree 23% 15% 14%
Somewhat agree 39% 37% 20%
Disagree 28% 26% 33%
Strongly disagree 6% 16% 29%
If I have a question about a policy or procedure, I know where to get an answer
Jan 96 July 96 May 97
Strongly agree 6% 8% 6%
Agree 44% 37% 36%
Somewhat agree 34% 32% 29%
Disagree 14% 14% 19%
Strongly disagree 2% 9% 10%
If I have a problem or question that I can't solve myself, I pursue it with my
supervisor
Yes 80%
No 20%
The Districts' mission, goals and objectives have been clearly communicated to
me
Jan. July 95 May 97
Strongly agree 9% — 11%
Agree 42% — 42%
Somewhat agree 34% — 23%
Disagree 13% — 17%
Strongly disagree 2% — 7%
The Districts is a good place to work
Jan. 96 July 96 May 97
Strongly agree 24% — 16%
Agree 49% — 28%
Somewhat agree 23% — 39%
Disagree 4% — 11%
Strongly disagree 3% — 6%
The amount of information I receive on the following topics is...
Districts' future plans
Jan. 96 July 96 May 97
Too much 4% 4% 10%
Just right 38% 41% 43%
Too little 54% 43% 47%
No Answer 4%
Districts' policies and procedures
Jan. 96 July 96 May 97
Too much 6% 6% 13%
Just right 35% 42% 44%
Too little 54% 39% 43%
No Answer 4%
Management philosophy
Jan. 96 July 96 May 97
Too much 11% 11% 20%
Just right 26% 30% 30%
Too little 50% 37% 50%
No Answer 13%
Job-related information
,tan 95 July 96 May
Too much 1% — 6%
Just right 43% — 55%
Too little 50% — 39%
No Answer 6%
Job-advancement opportunities
Jan. 96 July 96 May 97
Too much 0% — 2%
Just right 37% — 35%
Too little 53% — 63%
No Answer 10%
News of other departments
Jan. 96 July 96 may 97
Too much 2% 5% 2%
Just right 25% 45% 33%
Too little 64% 39% 65%
No Answer 9%
Districts' stand on current issues
Jan 96 July 96 May 97
Too much 0% — 6%
Just right 26% — 39%
Too little 64% — 55%
No Answer 10%
Districts' community involvement
Jan. 96 July 96 May 97
Too much 1% — 6%
Just right 37% — 52%
Too little 51% — 42%
No Answer 11%
Personnel changes/promotions
Jan, 96 July 96 May 97
Too much 2% — 2%
Just right 59% — 57%
Too little 35% — 41%
No Answer 4%
Human interest news on co-workers
Jan, 96 July 96 May 97
Too much 3% — 6%
Just right 55% — 64%
Too little 33% — 30%
No Answer 9%
General Districts' news
Jan, 96 July May 97
Too much 2% — 5%
Just right 53% — 58%
Too little 41% — 37%
No Answer 4%
u � _
How would you rate the overall content of The News Pipeline?
Jan. 96 July 96 May 97
Excellent - 18% — 13%
Good 61% — 52%
Fair 19% — 30%
Poor 2% — 5%
How would you rate the overall content of the Special Edition Pipeline?
Jan. 96 July 96 May 97
Excellent — — 11%
Good — — 49%
Fair — — 33%
Poor — — 7%
How would you rate the overall content of Changing Times?
Jan. 96 July 96 May 97
Excellent — — 10%
Good — — 43%
Fair — — 38%
Poor — — 9%
How frequently do you call the NEWSLine?
Jan 96 July 96 May 97
Once a week 11% — 6%
Every other week 6% — 3%
Once a month 41% — 11%
Never 42% — 33%
Only when directed — — 47%
Did you attend last summer's family day?
Janes July 96 May 97
Yes 29% — 18%
No 71% 82%
Did you attend last summer's employee picnic?
Jan. 96 July 9 May 9
Yes 16% — 19%
No 84% — 81%
Did you attend the employee holiday party?
,Jap 96 July 96 May 97
Yes 18% — 10%
No 82% — 90%
Would you like to see more events like family day?
Jan. 96 July 96 May 97
Yes 63% — 42%
No 37% — 58%
Did you children participate in "Bring Your Son/Daughter to Work Day?" -
Yes 20%
No 80%
Number of employees responding
Jan 96 .July 96 May 97
260 203 191
Percentage of employees responding
Jan. 96 July 96 May 97
42% 34% 35%
Department Breakdown:
HR Comm. Fin. GSA TS Eng. O&M GM No Answer
4 3 10 20 41 26 70 4 13
H:%WP.DTAWDMIN'2190\TUCHMANWAHR997.W PD
COMMUNICATIONS AUDIT COMMENTS
MAY 1997
What Department do you work in.
H.R. COMM. FIN. GSA T.S. ENG. O & M G.M.
4 1 3 10 20 41 26 70 4
Over the past year, I think things have generally improved at
the Districts.
STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY
AGREE AGREE I DISAGREE
9 23 44 63 49
5% 12% 23% 34% 26%
OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS
ARE WHAT THE COMMUNICATIONS ACTION TEAM FEELS SUMMARIZES THIS SECTION:
- Districts are going through a period of change and it is taking a toll. Coupled with the
"investigation" it is not a good time.
- Training has increased-good! Districts still seem to have a lack of direction.
Management seems to know where it wants to be, but individual managers and
supervisors don't know how to get there.
- Too much change without knowing the purpose of R. Management has lost sight of what
our purpose is. Too many committees that take people away from doing their Core jobs.
- I believe in Don and his philosophy; however I don't think many of his Division /Dept.
Heads do - in other words, they parrot what he says, but they don't demonstrate it!
- How the investigation was conducted.
1
THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
I think the reorganization (ECM) represented an improvement at the Districts. The trend against
specialization (O&M) is a positive development from the cross-training effort.
Higher workloads, more uncertainty, no trust of top management, higher stress, how can
anyone think its improved!!!
We continue to hear about the need for improvements without substantiation of the claim and
verification of our improvement. Are we running from an invisible enemy?
Improved at what?
People are just more frightened to speak openly.
Not much staff people, not enough skilled managers in wastewater treatment or people to do
work.
I think people are more hostile towards management.
I have become more confused and my job doesn't seem to be that important to the Districts'
mission.
More than before, I know where I stand, what my obligations and opportunities are.
Drug investigation, walking the defendants into the Control Center so that other employees
could see who was being investigated, secrecy of Lou Sangermano case, non-base building
raises, big to do about nothing issues such as the dead ducklings, down sizing of"workers" yet
upsizing managerial staffing.
Information sharing does not seem to be a philosophy here. One has to go to several people to
try to get answers.
About the same, some things got better some things got worse.
Everyone seems to be touchy and sensitive about issues that shouldn't take precedence over
our work.
Districts saved a lot on insurance and we got more insurance problems. Downsizing means
more work and broadbanding will mean doing it for less money or being Y-rated.
A lot of back stabbing over the past year.
After the investigation things are going down hill.
The only thing that's improved in my dept is that we have had people retire and die.
2
Training and continuing education money or approval are difficult to get and downsizing is
hitting our area hard!
A lot of shuffling around to maintain the status quo.
Things in my area don't look any better, so I don't feel I can agree on things improving at the
Districts, when my immediate world is crumbling down.
Improvement was moving forward until the investigation last October which destroyed all
forward movement and caused distrust in management.
Breakdown of respect between management and employees.
I can honestly say that the military treated me better.
We have not been called in and investigated yet.
People I've talked to are very unhappy. The morale is very low. Management is trying to break
us down.
Stationary - things seem not to change.
Training OPS have improved.
Things have stayed the same.
If you people need to ask, then you need more training.
I have been at the Districts for 5 '/ yrs and each year it gets worse.
Management says one thing, then does as they please. New 5-year plan makes me very
uneasy.
Are you kidding?
They started to improve, but then the investigation took place and almost every guiding value
was violated.
The investigation has lowered morale.
I have less than 1 year of service.
Morale is worse!
It seems like 2 steps forward, 3 steps back. We get something automated but it must be run
manually while we wait for a new part. We get new software but no one knows how to use it
(Lotus-Excel). We end up paying a guy we fired for sexual harassment.
3
I think the investigation could have been handled differently.
The Districts are going through a period of change and it is taking a toll. Coupled with the
"investigation" it is not a good time.
I don't think the loss of all the employees has improved the Districts.
Whomever believes this is completely ignoring what has and is going on right now.
+ Fewer "silos", - too many mgmt "fads"
Morale is very low. Now with downsizing 5 yr plan - there is a sense of fear/frustration.
I believe morale is still low, some staff still do not trust management, and are fearful of their
jobs.
Things are worse than they have ever been. This is chaos, created deliberately as a
management technique.
I have only been employed at the Districts for nine months and don't feel that I can answer this
question.
Lots of changes appear to be merely stirring the pot - change is not necessarily improvement.
We're still in the bureaucratic box.
There seems to be much more tension and anxiety about people losing their jobs or having to
do more for less pay (Le., broadbanding).
The investigation really devastated the Districts.
Upper management thinks so, but no body else does throughout both plants.
It has improved for the worse.
Field personnel don't trust management, all hiring is white collar all investigation casualties are
blue collar.
More work less people to do it
We are not seeing the Honest, non-hidden agenda. We were told was going to happen in
Management. Look @ H.R. in the present bargaining with employees.
Training has increased-good! Districts still seem to have a lack of direction. Management
seems to know where it wants to be, but individual managers and supervisors don't know how
to get there.
Morale is at an all time low and no trust in management.
4
Too much change without knowing the purpose of it. Management has lost sight of what our
purpose is. Too many committees that take people away from doing their Core jobs.
WHAT Improvement ? We have more waste now than ever! The EMT does not have a firm
grip on what we need or do.
No, with jobs going out the door or with the distrust, I think working hear is BAD.
Incompetence in management ranks is increasing. Respect for the individual is still non-
existence. Personnel Dept is a pawn of management.
The AGM heading the " Values" committee is not trusted at all by the employees. The
Management says one thing and does another. All they care about is THEIR raises and
bonuses, they DO NOT care about employees.
The Guiding Principles are a joke. We sign a contract with management just so management
can violate it as they wish. NO ETHICS!
I guess it all depends on your point of view & what department you work in.
Districts appears to be in a state of major turmoil.
The Districts shoot-first-and-ask-questions-later policy on the investigation was a disgraceful
thinly disguised downsizing effort.
I think the investigation, downsizing and more "busy" work have made things worse as far as
morale is concerned. With the new administration has come more "administrative tracking"
work. This hasn't helped morale.
I have seen no improvements here. Seems to be on a down hill run.
There are more tools being utilized to communicate quicker. However, the real issues are not
communicated up-front. Seems like the hot issues are heard through the grapevine and
sometimes more thorough than what management releases.
More work, less people to do it.
Moving forward with re-engineering of the Districts.
I believe in Don and his philosophy; however I don't think many of his Division /Dept. Heads do
- in other words, they parrot what he says, but they don't demonstrate it!
5
My morale is improving.
STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY
AGREE AGREE DISAGREE
6 22 34 70 53
3% 12% 18% 38% 29%
OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS
ARE WHAT THE COMMUNICATIONS ACTION TEAM FEELS SUMMARIZES THIS SECTION:
- Management, first line and upper management, seem very unavailable [too busy in
meetings, 'What if causes immobilization"] to assist employees and when I have asked
for assistance I have often received no answers.
- Too much negativism here that is rubbing off on everyone. It makes it hard to be
positive. I want to have good morale and want to do my best.
- No trust in executive management. Executive management don't trust one another or
respect each other. Their examples of respect to others is a poor example to set for
others when we look to them to model ourselves or to trust them with issues.
THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
Though my workload has increased, I"ve been encouraged by the GM because I believe him to
be a honest man. Also we have now a Human Resources Dept Manager who is a "regular"
nice guy, and a better HR Department. This is good.
The way the investigation was handled has permanently destroyed morale.
We are working harder with little to no hope of a merit reward ala MPRP system that is to say a
1% bonus is little incentive and working to keep a "meets expectation" is draining.
I always have had good morale but your friendly attitude makes it easier.
Morale at the Districts is at the bottom. Districts say one thing do another.
I'm looking for a job elsewhere.
No training, no overtime -fewer people to do the work with no help.
My morale remains hi no matter what the Districts does or does not do.
6
Sometimes I feel like I'm spinning my wheels and running up against a wall trying to get things
done at the Districts.
I was let down when the statement "There will be no layoffs' was changed to "There will be no
layoffs for three years."
Agree: More tangible support by management for my efforts. Disagree: Continued severe
problems with staff.
My morale is/was good.
Also better, no worse. It was pretty good to begin with.
I'm thankful I get to do work I enjoy and thank God I get paid for it. Also, I also enjoyed doing
volunteer work where I didn't get paid). This is a plus.
The G.M. has a new contract but the cleaning crew is out in 2.5 years. Who is next?
The morale in the plant has gone out o the window. I don't have a morale and neither does
McIntyre.
I'm short of staff, I'm overworked, I'm under paid, I'm just happy to be here.
Promotion position posted, three qualified, no interviews. Position eliminated, thanks for the
opportunity to advance.
My morale has always been good.
I anticipate seeking employment elsewhere with a reputable firm.
I'm not under my old lead man now.
This is not a healthy place to work.
N/A My morale is fine it doesn't need to improve.
Stationary - my morale is about the same. Not increasing or decreasing.
Hasn't changed.
From what I see, morale is low and people are unmotivated.
I just received my '97 Memorandum of Understanding, morale took another dive.
I'm afraid we are heading for a more regimented work force, less human, more like cogs in a
machine.
7
Not a problem.
The way they treated people during the interrogation really upset me and all other fellow
workers!
According to 5-year plan, if no one leaves or transfers from my division by 1999-2000, I'm out of
a job!
Not when I'm told I have a job tNo a career quote Ms. J.A. Wilson
The tuition reimbursement is appreciated.
Staff are still not treated uniformly or fairly.
Being negative doesn't get me anywhere - I've made up my mind to be positive in order to keep
from going crazy. I do things to keep my morale up instead of waiting fro the Districts to take
care of me.
I am somewhat satisfied with my current situation.
When the Districts officials lie and violate my civil rights my morale goes down.
How can any human expect morale to improve when management treats everyone like slave
labor!
Fear of privatization, fear of staff reductions to rpmprivatization
Frustrated!
I like my job but have a few negative staff to deal with that makes it difficult.
I use to be proud to work here, but now I'm ashamed.
Weak management pushing politics to lower levels extreme concern with image is unpleasant
fraud.
Management, first line and upper management, seem very unavailable to assist employees and
when I have asked for assistance I have often received no answers.
With some truth it should I hope!!
How could my morale improve when "downsizing" looms overhead.
Field personnel don't trust management, all hiring is white collar all investigation casualties are
blue collar.
8
When there are people who do less work and have less knowledge (plant knowledge) getting
paid more (higher position) for doing less and I and others are doing 2 to 3 times the amount of
work we were one year ago and the increase of work does not seem to end. This affects
morale.
My morale has always been good.
I am getting frustrated. No one seem to care or reward hard work. Just empty promises.
I see the same problems we have had for years just different players. In some instances mgmt.
has continued the oppression of certain people and protection of others.
Morale is at an all time low and no trust in management.
Too much negativism here that is rubbing off on everyone. It makes it hard to be positive. I
want to have good morale and want to do my best.
Now who is kidding who here. This is the lowest point at the Districts in ten years. How can my
morale improve with all this talk of downsizing.
What Morale!!!!
My chain of command is staffed by cheats, liars, incompetents, '&@-kissers etc.
Bosses don't trust employees
It is extremely low now, but management does not care. By their ACTIONS they are judged, not
their words. Employees are NOT behind management, and management can expect this to
worsen during the next 5 years.
In this dept we are working in 1950 as far as management is concerned. The new saying in
Operations is " If you don't like it here, there are many exits out of this plant."
Why would my morale improve when mgt says "no layoffs" but finds sleazy ways of cutting staff
like the "investigation" & all we seem to hear anymore from various sources is that "we only
have 2 more years"?
Since going to 6 PM - 6 AM I feel a lot better. I have a different outlook and I don't have to put
up with most of the bosses on day shift, yea!
Who's in charge? Lots of people in Training Dept, but no training on important equipment
coming on line.
What morale? What training?
9
Morale seems to be at an all time low. I don't see it improving soon. Taking away"base
building merit raises", and the "quota system"for merit bonuses are two major culprits? The
investigation didn't help.
My morale is not existent here. I do for myself and fellow workers, not the Districts.
No trust in executive management. Executive management don't trust one another or respect
each other. Their examples of respect to others is a poor example to set for others when we
look to them to model ourselves or to trust them with issues.
I am being transferred. My morale is improving because my personal situation is improving.
But I like the work that I do and I work with great people in my immediate environment, so these
things sustain me.
10
v
I believe morale at the Districts is improving.
STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY
AGREE AGREE DISAGREE
3 11 27 84 61
2% 6% 14% 45% 29%
OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS
ARE WHAT THE COMMUNICATIONS ACTION TEAM FEELS SUMMARIZES THIS SECTION:
- Until management can figure out the direction we are heading in, morale will be low-
Broadbanding is just an apprentice type program - great for lower ranking people - what
about the others?
- There is great concern about what the future holds at the Districts and a lot of questions.
This causes low morale.
- Some divisions are being severely impacted by loss of staff, yet expectations are not
reduced and usually increased responsibilities come hand-in-hand with loss of staff.
- [Downsizing]
THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
Middle managers, supervisors and their few goslings continue to twist or put spins on what Don
or Judy say and to try to create false "realities' about things/information to pit employees
against upper management. Frontline employees just aren't dumb enough to fall for this, these
days, it's insulting.
I would like to think it is. People have to be responsible for improving their own morale not
relying on districts only.
The current top management cannot drag out of the hole they created with the poorly managed
investigation.
There are always negative people no matter how good the organization.
Districts do not see the writing on the wall. Districts manipulate for their own not employee.
How can morale improve when you look at the reductions in employment over the next few
years!!
11
Bringing outside people in, leaving no room for advancement already here.
There remains an undercurrent of disgust among some workers. -
However, I see work performances dropping at the Districts.
Staff is still convinced that they are victims of the process.
I don't think that Districts morale was "bad"
People seem to carry old philosophies still, and resist seeing changes. As new people get hired
and replenish the old employee staff only then can the culture begin to change.
Personally I don't see it.
People I talk to are quite negative.
Drug investigation was unfair to many. People knew who had been interviewed. Proposed
drug policy punishes the great majority for the actions of a few.
The Districts will never be happy with any number they have.
How can you improve the morale when you have to watch your back.
We are short of staff, we are overworked, we are underpaid, we're just happy to be here, can't
you tell!
Not from what I hear- no trust- rules change to meet upper management needs.
There still seems to be a lack of trust of management, of which much is unwarranted.
Untrust in upper management is widespread in the rank and file employees.
The message is clear- Blue collars are expendable!, white collars are not!
Only an idiot, sitting on their butt in the Admin Bldg could possibly see improvement.
Nobody is being investigated now.
Morale is still going down. Need better and effective management.
Most people lately seem questionable.
Too much uncertainty surrounds us.
The District is in a slump. I see no change in the morale.
12
Some people need to open their eyes around here, most don't care. They cash their $100,000
paycheck and try to ruin a lot of life's around here.
People like Mike Peterman do not treat people very well.
There is NO morale to improve - even employees who tell you it is improving say it is not when
not around management for fear of reprisal.
Mixed messages from management, NO layoffs, however, 5 year plan shows significant
decrease of staff at end of current 3 year contracts.
No one trusts anyone.
There is still bittemess because of the investigation.
Before the investigation things were very good. However, after the investigation things are low.
Staff are still not treated uniformly or fairly.
Don't know - some people are happy, some are very disappointed, lots of people complain but
that doesn't mean their morale is low.
Overall, morale is negative, and in some cases, very negative.
These are difficult times with the recent 5 year plan where our division is cut 20% over the next
3 years with all of it coming from bench analysts. Also, there have been staff cuts and people
feel overloaded in comparison with previous years.
Morale could have improved if benefits and perks weren't systematically removed.
The people I have spoken to all agree with the above statement (How can any human expect
morale to improve when management treats everyone like slave labor.)
No trust.
Broadbanding and 5-year staffing plan has caused some staff to be even more fearful and see
their chance for advancement diminishing.
I have never seen any group of people with lower morale.
Again, I feel I can not realistically answer this question based on my nine months of
employment.
Upheaval and uncertainty generating fear.
13
The Human Resources Department, a department that should be there to provide answers and
assistance, has made it clear that they want employees to resolve their own problems. When I
have asked questions, the answers were given to my supervisors, not me. Doesn't make -
sense.
Only with GODS help, Really!!
Field personnel don't trust management, all hiring is white collar all investigation casualties are
blue collar.
Until management can figure out the direction we are heading in, morale will be low-
Broadbanding is just an apprentice type program - great for lower ranking people - what about
the others?
There is great concern about what the future holds at the Districts and a lot of questions. This
causes low morale.
No one cares in O&M anymore.
What Moralel!!!
Promotion still based on go along, get along B.S.
Everyone I talk to KNOWS the low morale level. But nothing will be done about it, forget
employee recognitions, etc., just MEAN what you SAY and DO what you say. It's disgusting the
way it is now.
Again we keep losing workers in Ops & Maintenance but Management grows, Engineering
grows, The Professional Group grows. It looks like eliminate 2 blue collar, hire 1 white collar.-
Lack of trust and faith in Districts' management teams.
O&M people are not consulted or properly trained on manned station changes like truck loading
at Plant 2. Middle management has a plan, if you raise questions about 'Yhe plan", you are the
problem.
Bring back some incentive for base building merit raises or just go to a step system + cost of
living. If all we get is a COLA... there is no incentive to improve or work harder.
How can it improve when management keeps getting more money and promotions? Telling
workers not doing enough, cut back on any chances to promote...
Some divisions are being severely impacted by loss of staff, yet expectations are not reduced
and usually increased responsibilities come hand-in-hand with loss of staff.
There is a lot of distrust of management's intentions - blue collar is being cut back but white is
increasing in ranks, the hiring of engineers and other white collar, while positions are being cut.
14
` Less room for advancement.
Let the department leads help improve the morale.
It is very difficult to improve morale when everyone sees janitorial staff told that they are being
replaced at end of current contracts & that bulk of savings is through downsizing of blue collar
ranks.
Negotiations, the investigation and a lack of uniform policy implementation are hurting morale.
Most are unhappy about broadbanding.
Within Tech Services, morale has never been lower; there are zero promotional opportunities
and people are stagnating; we receive no outside technical training.
Morale: couldn't be lower than the bottom of the Pacific Ocean.
There is a lot of distrust of management's intentions. Blue collar is being cut back but white is
increasing in ranks. The hiring of engineers and other white collar, while positions are being
cut.
Let the Department Heads improve the morale.
15
Communications at the Districts is improving.
STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY
AGREE AGREE DISAGREE
10 39 69 50 22
5% 21% 36% 26% 12%
OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS
ARE WHAT THE COMMUNICATIONS ACTION TEAM FEELS SUMMARIZES THIS SECTION:
- There is still a sense that the whole truth is not being told, that secret agendas exist.
- We get our memos and information too late.
- There are more tools being utilized to communicate quicker. However, the real issues
are not communicated up-front. Seems like the hot issues are heard through grapevine
and sometimes more thorough than what management releases. However, does
communication only come from Communications Dept? How about the GM or AGMs or
Dept Heads doing the same thing?
- [Tools are good, don't like message timeliness]
THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
There is talk now about which are the bogus - do nothing jobs, the low effort-high paying jobs,
and about which ones work to create problems where non exist. Inventing "crisis"to make it
appear their job is justified. But wastes time and money.
P2 appears to be further along with interpersonal communication that Pit. 1. Still seems to be a
lot of fear at P2 which ultimately blocks real communications.
Where is the Pipeline, where did it go, please post Board agendas more than one or two days
before the meeting.
More or less same.
Too many meetings, no one listening, our input is not valued because of the responses
received, and the work back log grows.
How can it not, with 3 different Pipelines.
16
I've even missed training classes because of supervision's lack of telling me.
Keep it up! Good job? -
Most items one has to hear through grapevine. Executive Adm don't always share necessary
information to clerical staff.
There seems to be mixed messages. Upper management is saying something and it comes
out totally different in practice.
The Districts tells us one thing and then does something different.
Still lying.
Bad communication is improving.
In our section or dept, information is filtered!
The working class sticks together more now than before the inquisition.
What have they done lately.
We only hear what they want us to hear.
More paperwork and E-mail.
Need to get with the technology (Intranet)
I see no change.
Sure - what are the ducks in the main office pond doing lately.
Memos and or E-mail should be sent out well before the dates they are to be acted on.
Memo (5/19) from Michael White could have come out before the problem developed
Upper management like to lie to the blue collar worker.
Employees updated on events - reviewed and discussed in my division. However, very often
there is no one in the Communications Division when I need to see or talk to someone.
We are told what management wants us to hear.
Efforts are being made.
The need for more communication with Department Heads is needed. Communication at Plant
#2 is inadequate.
17
Mechanisms are better, content is not.
Lots of people are talking - this doesn't mean communication is getting better though. It just
means that information is being spread and feelings are getting expressed, as opposed to none
at all.
There is still a sense that the whole truth is not being told, that secret agendas exist.
(strongly agree) Pipeline, Special Edition, Pipeline bulletin boards, Dept meetings,
presentations on 5 year plan
We get our memos and information too late
Communications with my leadman and foreman are improving, but not anywhere above that.
Would like to receive information prior to Newspaper articles - sewer fees. What are we doing
with the public besides RAC/PAC etc? What is the Districts doing with the public.
I feel like I'm "in the dark" so much of the time.
The products do seem to be circulating better.
Lots of information, if you know how to read between the lines, otherwise none (that you can
trust).
Excellent publications, good newsline, e-mail.
I suppose we have more general information, but communications between departments does
not appear to have gotten better. In fact, I see some departments pitted against each other.
Communications is, but the truth would HELP when communicating ( No trustil None.)
Honest communications is not improving. B.S. is.
Pipeline & Special Edition Pipelines are good - I would like to see more communications
though.
Too much misinformation.
It is getting better. More information is available to the rank and file.
Mail, memos and verbal communications are extremely slow. I get memos 2 weeks late in
Dept. 60.
It's better then 3 years ago. At least Management will talk to us.
18
More words, words, words. More talk, talk, talk. More meetings, more groups, more paper,
more lies. This is NOT true communication. There is no true listening going on. They MAY
hear, but do not listen.
Management is great at telling us how things are, but refuse to listen to anything.
Communication flows only one way - DOWNI
Too many chiefs - not so many Indians.
Don McIntyre came into the Districts on a campaign of B.S., smoke and mirrors. This remains
management practice 2 years later. This does not constitute communication, merely prop.
We still read things in the paper before we hear them at work. We never know when the
newsletter is coming out.. Dead ducks were more important than deceased colleagues! They
got more press.
Why does it take so long for memos to get to Plant 2? Usually we hear info after the fact.
There are more tools being utilized to communicate quicker. However, the real issues are not
communicated up-front. Seems like the hot issues are heard through grapevine and sometimes
more thorough than what management releases. However, does communication only come
from Communications Dept? How about the GM or AGMs or Dept Heads doing the same
thing?
We hear more from the GM &AGMs. We hear less from our supervisor and division managers.
It is one way only -top > down.
More needs to be done for the off shifts. We need to get all off shift operators into the E-mail
system.
There is a lot of rhetoric and everything is given a positive spin, bottom line; actions speak
louder than words.
19
Communications in my department/division is improving.
STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY
AGREE AGREE DISAGREE
7 41 53 57 29
4% 22% 28% 30% 16%
OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS
ARE WHAT THE COMMUNICATION ACTION TEAM FEELS SUMMARIZES THIS SECTION:
- Manager is a very good communicator.
- There are times when information is still withheld and times when it is distorted. Usually
not everyone gets the same information. People don't feel included, part of the dept/div
team.
- I rarely hear my managers speak of what direction they would like the dept. to head
towards or their goals of getting us there.
- Our manager is doing a great job to help the communication in our department to
improve.
THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
This is only due to help from other departments ESPECIALLY HR and some from the GM's
office.
We have no group (division) meetings unless we have a crisis.
Still poor.
We get information through the grapevine faster than we get it from the boss.
Only with other divisions, but not within our whole department.
I do agree that avenues are open for employees inquiries.
What's going on?
Dept. managers and supervisors are frequently too busy for sufficient communication/feedback,
and some may need training.
20
Communications in Technical Services is already good. If I had said it is improving that would
have implied that it was bad.
Prior communications was adequate.
No change to speak of.
We hardly communicate with upper management. There is no such thing as an open door
policy which we had before.
We are usually pretty up-front with each other.
With my new foreman it is.
Our division head thinks our areas morale has improved but only the division head and
manager supervisors talk. Of course they give themselves good marks in communication.
Answers concerning the Districts are usually general and seldom direct.
Amongst the blue collar ranks, we generally agree.
Our meetings are a waste of time, nothing is being done no promotions.
Management is bad.
More paperwork and E-mail
Not bad, but it could improve. Often seems we work at cross purposes or without complete
information.
No change.
Only in my division.
Division Manager keeps staff updated on events, etc.
We met with our Dept Head to discuss the 5 year staffing plan and they only gave us a copy of
the general plan, not the specifics of our dept. They said if we need a copy of the detailed plan
we would have to call Frankie.
Manager is a very good communicator.
Mechanisms are better, content is not.
There are times when information is still withheld and times when it is distorted. Usually not
everyone gets the same information. People don't feel included, part of the depUdiv team.
21
There is still a sense that the whole truth is not being told, that secret agendas exist.
Our foreman and leadman keep us updated as best they can.
Still need to strengthen relations between Design and Construction Divisions.
All communication is one-way. People who speak out get bad performance reviews.
Management isolated from lower levels.
No. Management is always in meetings, meetings that we don't hear anything about. Why so
secretive? Is it bad news for us?
It takes forever to get an answer from higher level personnel. They're afraid to make decision
or unsure and too lazy to find out any answer.
Yeah Right!
I rarely hear my managers speak of what direction they would like the dept. to head towards or
their goals of getting us there.
Only with Foreman, Supervisors and co-workers, not DART Team.
Our manager is doing a great job to help the communication in our department to improve.
Mail, memos and verbal communications are extremely slow. I get memos 2 weeks late in
Dept. 60.
No communication in 3450 has always been GREAT!
Informal communications is good. We all talk about how rotten the Districts are. This is the
general consensus.
Chief operator lives in the 50's one day shift supervisor ( who truly believes he does a good job)
feels that doing his job is doing a personal favor. He makes the simplest of things almost
impossible.
I feel like we are operating this plant by the seat of our pants. God help us all.
Middle managers are not communicating at Plant 2. They are issuing edicts from the fuhrer
bunker.
Why does it take so long for memos to get to Plant 2? Usually hear info after the fact.
More information is offered but it is old hat by the time we hear it.
We hear more from the GM & AGMs. We hear less from our supervisor & division manager.
22
� V e
We never have entire staff meetings Win the lab; we have general Tech Services meetings and
group meetings, but never"Lab" meetings (entire lab).
Ed at least lets us know when we are losing people in G.S.A.
Communications is on the upward swing. We are getting more info, only sometimes I get the
impression that it is just more B.S.
23
The Districts cares about me and what I think.
STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY
AGREE AGREE DISAGREE
8 26 38 61 54
4% 14% 20% 33% 29%
OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS
ARE WHAT THE COMMUNICATIONS ACTION TEAM FEELS SUMMARIZES THIS SECTION:
The "bottom line" being competitive, is the only thing the Districts seems to be concerned
with. I believe we have lost focus on how to be an effective team.
The Districts is undergoing too much turmoil and yet must maintain its primary duty of
treating wastewater. With this much chaos and stress everyone can only look out for
him herself.
THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
Thanks for the extra life insurance recently!
So they say.
Only to the extent that it benefits the Districts.
I have, over the years and also even now asked for"update" on the new Autocall 13 and no one
cares (we had Auto 12 before and I became quite proficient on it and would like to get a brief
overview of the changes on the new software.
If it did, the Districts would really hire and promote from within.
I'll never forget wondering if I would be called in and interrogated over some missing paper clips
or paint brushes. Where was the Communications Dept while that was going on?
They don't care just get the employee numbers down only.
Management has their own hidden agenda and what the employees think is meaningless to
them.
They do not take action in my favor.
24
The "bottom line" being competitive, is the only thing the Districts seems to be concerned with.
I believe we have lost focus on how to be an effective team.
A person should not be reprimanded for commenting on another department.
am a number NoI a human being.
The Districts is undergoing too much turmoil and yet must maintain its primary duty of treating
wastewater, With this much chaos and stress everyone can only look out for him/herself.
The "bottom line" comes first. Individuals will be sacrificed for the "good of the Districts'
They care if I can make them look good.
If they did, I wouldn't have such bitter feelings right now! Nothing is more degrading than
expressing an idea or a suggestion and having managers treat you with no respect and
completely ignore you!
This form doesn't seem applicable to the actual Communications Dept - but rather
Communications at Districts as a whole.
I believe they value what I think but I'm not sure if that is what most people think.
Blake Anderson cares. No one else cares about anything but their own resume.
No response.
When I answer these surveys it's only a way that I can express some of the things I observe. I
don't do it because I expect any changes to be made. I've seen far too much evidence to the
contrary.
I used to think so (not any more).
During the townhall meetings suggestions are made and management says "Good idea I'll
make a note of it" or "Good point, will look in to it." Bottom line, nothing is ever done.
25
If I have a question about a policy or procedure, I know where
to get the right answer.
STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY
AGREE AGREE DISAGREE
12 67 55 34 19
6% 36% 29% 190/. 10%
OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS
ARE WHAT THE COMMUNICATION ACTION TEAM FEELS SUMMARIZES THIS SECTION:
- I know sometimes where to get the answers, yet getting the correct info from designated
channels isn't always correct and one has to go on a wild goose chase usually to the top
to get answers.
- An answer may be provided, but it is usually an interpretation by the person giving the
answer, then a different answer can be had somewhere else.
- Sometimes. My supervisor is many times unavailable for days. I usually make a
judgement call to either forget it - nobody really cares, or let my supervisor be aware.
Usually I have to follow through for an answer. After so many attempts, many times I'll
just give up.
THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
Still experience duty interpretation deferral.."That's not my Dept" way of thinking. PAG has
trouble making authoritative decisions.
This is a joke.
Coworkers first, if appropriate, don't like to bother supervisor, very busy.
All these issues that come up in memos, where are they printed. How can Dept Heads make
up their own rules and no one else has to.
May P&Ps are outdated, not useful, or in revision - especially technical P&Ps.
I know sometimes where to get the answers, yet getting the correct info from designated
channels isn't always correct and one has to go on a wild goose chase usually to the top to get
answers.
Mostly because of my tenacity and resourcefulness.
26
Because I have been here long enough.
I've gotten two different answers from two people that said they knew.
The Human Resources Department still needs work!
Everyone lies (Managers on down)
The Districts does not have a policy book.
An answer may be provided, but it is usually an interpretation by the person giving the answer,
then a different answer can be had somewhere else.
I can't get a straight answer from H.R.
Usually the policy or procedure has not been developed or approved at that time.
California Penal Code, U.S. Constitution
Where is the comment line here? There hasn't been a manager here above foreman that has
been able to answer any question that I have asked.
He probably doesn't know either.
Because we work as a team. It is rare that we would have to go to a supervisor for an answer,
normally our supervisor answers the technical questions - Not Districts- related problem type
questions.
One person who I trust.
Retaliation, fear tactics are widely used with the Ed Hodges, [and supervisors) region.
Generally fruitless answers varies depending upon whom you ask.
The word here should have been " my superior." Many of us do not have or need a supervisor.
Only to talk; my supervisor is as frustrated as I am.
More or less- - Depends on what it is.
My supervisor is helpful.
But even when pursuing an issue, upper management often seems to not care, or even worse...
Lies!! About issues to not look bad or to save face.
But lately management is not being very free with information.
27
Sometimes. My supervisor is many times unavailable for days. I usually make a judgement
call to either forget it - nobody really cares, or let my supervisor be aware. Usually I have to
follow through for an answer. After so many attempts, many times I'll just give up.
It depends on the nature of the problem; if it is technical, I usually go to a coworker. If it
concerns an analysis failure I go to my supervisor.
My manager is an excellent problem solver.
I try "chain of command" first.
28
If I have a problem or question that I can't resolve myself, I
pursue it with my supervisor.
YES NO
147 37
80% 20%
OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS
ARE WHAT THE COMMUNICATION ACTION TEAM FEELS SUMMARIZES THIS SECTION:
- Both of my immediate supervisors are open and willing for all types of discussions.
- But my supervisor has instructed me not to go to him with certain problems, therefore
closing the door to getting sensitive issues resolved that normally a supervisor would
assist in.
- Foreman or head man only. Sorry to say, I don't think that the upper management is
very trustworthy!
- Foreman or Lead only.
THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
I resolve problems myself. Sometimes I consult the opinion of my coworkers if it is a difficult
case. I do work cooperatively with Supervisors and do use them as a resource for information
and opinions to resolve problems myself by informed decision. I don't need a "higher authority"
to do my job well.
The chain of command procedure works well at P2. In my opinion - I always find a suitable
resolve when I focus on and discuss the real problem and not just the complaint.
My supervisor is great and communicates very effectively.
I think that my supervisor only wants to deal with the"easy" ones.
Both of my immediate supervisors are open and willing for all types of discussions.
I don't have any "warm-fuzzy"feelings in regards to my supervisor (I don't trust him...)
My supervisor knows less than I do!
29
I tell him 2-3 times a week how I'm doing on project and what's slowing me down
Immediate supervisory only. Beyond that is hopeless.
All lead or foreman only - above that is a waste of time.
When I am able to find him.
But most of the time the result doesn't satisfy or helpful
My supervisor always goes to someone else for the answer, see question #4
She has no time for it.
Poor. A lot of times they are the problem. Example: late for work, fueling rumors, no straight
answers, no support in Districts goals, leaving early, inconsistencies, allowing and reading
pornographic material on Districts property, horse playing.
Although I pursue it with my supervisor, many times my supervisor doesn't pursue the question
and I don't get an answer.
When necessary.
But my supervisor has instructed me not to go to him with certain problem, therefore closing the
door to getting sensitive issues resolved that normally a supervisor would assist in.
Very rarely.
It is important to go through the chain of command.
It is his supervisor we have problems with.
My immediate supervisor is not the problem.
Then I go elsewhere.
I have always been supported by my supervisor, except that sometimes I feel my supervisor's
actions are restricted by the Section's manager.
It would be foolish to approach supervision. The less they know about reality in the workplace,
the easier it is to keep the plant running efficiently.
I asked about promotions and got no real answer.
Sometimes.
Depends on the problem. Personal or work related?
30
` Foreman or head man only. Sorry to say, I don't think that the uppermanagement is very trust
worthy!
Foreman or Lead only.
My supervisor is a far better person than the Districts wants him to be.
There still needs to be improvement in the written policies, that is, there has to be a Districts-
wide policy and it must be enforced by Human Resources on all Dept Managers and their
departments.
Supervisor is efficient in resolving issues.
I have to, otherwise I'm insubordinate and seen as a threat who goes over people's heads.
Luckily I haven't had any major problems (like violence, safety hazards or harassment).
Who may or may not be able to help. Still too much micro mgmt.
Sometimes difficult because supervisor may put a "spin on it"
I will not get a straight answer from my supervisor.
Don't feel as if it does any good though.
I do not find it difficult to go any level to get a problem resolved.
I can usually get them solved by asking a co-worker.
All issues where I think supervisor might have any concern.
He's too busy and spends most of his time in meetings.
Sometimes.
31
The Districts' mission, goals and objectives have been clearly
communicated to me.
STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY
AGREE AGREE DISAGREE
21 79 43 31 13
11% 42% 23% 17% 7%
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
Don't understand hiring a lot of people over the years, then eliminating them to meet goals.
Why hire so many in the first place? Some objective methods still appear self-defeating.
But not done!
Lay off.
Fire, layoffs and reduce at the bottom and hire and create more top positions. Also, privatize,
privatize, privatize.
Down sizing.
What's the point? All employees know their job maybe management needs to clarify theirs.
Yes, to reduce O&M and increase Admin staffing.
Too wordy.
I am expendable.
I don't agree with them completely, but I know and understand them.
32
The Districts is a good place to work.
STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY
AGREE AGREE DISAGREE
29 62 72 21 12
16% 28% 39% 11 6%
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
Always room for improvement, but the Districts have provided a strong base for me in many
areas of my life.
It is better than being out of work.
Could be.
If you can ignore the old corporate culture and some staff members that aren't team sharing
players. Yes, I agree.
But workers are being phased out.
No job security sub-contractors taking over.
It used to be.
But it appears to be going in the negative direction.
The job itself is great, however, administration makes it less appealing. Maybe we need to
reorganize administration, make it more effective with less personnel.
So far, yes. With coming changes??
Too much stress and fear.
In spite of its various reputations, there are still lots to learn and to experience here.
Checks don't bounce.
It has always been "strongly agree' until recently. I'm uneasy about the future.
33
it was a great place to work (hopefully some day soon it will be again).
34
Please rank your most common sources of information.
(Rank 1-12 with 1 being your first source of information.)
SOURCES 1 1 2 1 3 4 5 6 7 8 9 1 10 11 12
My supervisonmanager 38 24 23 23 9 7 8 7 3 5 7 5
Department/division meeting 17 22 19 16 28 9 8 12 6 1 10 5
The News Pipeline 7 13 18 24 24 23 13 9 7 2 3 2
Special Edition Pipeline 2 3 10 13 16 24 21 17 12 18 4 5
Newspapers(external) 4 6 7 8 13 14 11 11 16 22 25 9
Employee committees 2 4 10 11 10 16 12 17 18 18 10 8
The grapevine 28 43 18 16 13 3 2 10 5 12 10 4
My fellow employees 62 47 23 9 8 3 4 2 3 1 1 1
Changing Times 1 2 2 8 9 14 19 16 22 19 13 4
The NEWS Line 1 2 6 3 6 9 13 17 18 17 29 9
Memos 4 10 29 16 17 19 15 6 10 9 4 6
Other 5 2 1 5 2 1 2 1 2 7 3 34
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
GM is most honest and reliable source. Spin doctor supervisor, special (hidden) agenda
manager. This is too common very unreliable source I cannot trust.
(Other) E-mail.
Electronic Mail.
My foreman #1
(Other) Supervisor's mail, E-mail and voice messages.
(Other) Bulletin Boards
(NEWS Line) still in use?
35
(Other) Internet & books
(Other) E-mail
(Other) mail (sorting through)
(The grapevine and My fellow employees) Not a good thing in corporate America.
I really couldn't rank. No one source ranked the highest because it gave me the most. Each
source gives me "different" info, so was hard to compare them. I use and benefit from them all.
(Other) E-mail
(Other) E-mail
(Other) Plant 2
(Other) Keeping my eyes and ears open
(Other) Rumors
(Other) Prof. Subscriptions
(The News Pipeline) old news
(Special Edition Pipeline) gripe sheet
(Other) voice mail
(Changing Times) What is this?
(Other) E-mail
(Other) Posted E-mails, Voice Mail
(Other) E-mail
(The NEWS line) just because no news lately (rated it 11)
(Other) Don's meetings
(Newspapers external) on occasion
(Other) E-mail.
(Other) E-mail
(Other) E-mail
36
I would rather receive information about the Districts from:
(please rank 1-12 with 1 being the most preferred)
SOURCES 1 2 3 1 4 5 6 7 1 8 1 9 1 10 11 12
My supervisor/manager 62 29 10 7 3 5 0 1 1 2 0 4
Department/division meeting 25 71 20 11 7 2 4 0 1 3 1 3
The News Pipeline 9 10 21 30 29 16 12 5 2 j 1 0 3
Special Edition Pipeline 2 9 6 20 21 27 11 12 7 3 1 3
Newspapers (external) 5 1 2 3 5 7 8 10 16 25 30 14
Employee committees 0 0 16 16 12 16 11 18 6 23 17 6
The grapevine 3 6 7 3 8 7 7 9 14 31 23 13
My fellow employees 12 10 23 18 14 12 11 18 17 5 1 2
Changing Times 1 1 4 7 16 16 24 18 71141 2 5
The NEWS Line 4 4 8 6 11 8 14 13 13 5
Memos 5 21 31 13 14 10 5 8 9 6
Other 5 3 6 2 1 1 0 2 5 29
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
GM-Don, Judy ok, Blake not included.
(My supervisor/manager) Verbal is preferred.
(Memos) Usually too late.
(Other#2) E-mail
(The grapevine) Never!
(Newspapers external) Never
(Other) Bulletin Boards
(Other) E-mail/voice mail
(Other) Electronic meetings - would require video/sound capable work stations.
(Other) Sludgeline
37
(Other) Distribution list Exec Mgmt Team and other distributions.
(Newspaper external) Typically useless always negative.
(The NEWS Line) Forget to use unless the call is coming to me then good info.
Again, I think each source has it's own purpose and I wouldn't expect my supv. To give me kind
of info I get from a committee or visa versa as an example.
(Other) E-mail
(Other) Plant 2
(Other) Intranet
From someone who is honest and truthful, not political.
(Other) voice mail
(Other) E-mail
(Other) verbal first, written supporting what is said.
(Other) E-mail
(Other) Don's Meeting #1
Too much transpires here at the Districts for Pipeline and memos which are usually after the
fact.
(Changing Times) This is something positive.
(Other) E-mail or Voice Mail -
(Other) E-mail
(Other) E-mail
38
The amount of information I receive on the following topics is:
DISTRICTS' INFORMATION TOO MUCH JUST RIGHT TOO LITTLE
Districts' future plans 13 52 54
Districts' policies/procedures 15 53 51
Management philosophy 24 35 59
Job-related responsibilities 7 67 47
Job advancement opportunities 2 42 75
News of other departments/divisions 3 40 80
Districts' stand on current issues 7 43 62
(Consolidation, Assembly bills, regulatory issues)
Districts' community involvement 7 63 52
Personnel changes/promotions 12 68 50
Human interest news on co-workers 7 77 36
General Districts' news 6 69 45
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
Way too much twist and spin by Division Managers and Supervisors. Thanks Don for
management philosophy!
Should be in understandable language - i.e. Strategic Plan is too complicated for some of us in
dept.
Way too much on ducks.
Not every Div/Dept receives at the same time. Grapevine mail hits first on many occasions.
(Job advancement opportunities.)None
(Job advancement opportunities.) None
(Districts'policies/procedures) Not consistent. Sometimes we receive updates, sometimes we
do not.
(General Districts'news) Not timely or consistent.
39
(Districts'policies/procedures) Vague
(DisMcts'stand on current issues) Vague
(Districts'policies/procedures) Change too much
(Management philosophy) change too much
(Job-related responsibilities) Change too much
(Personnel changes/promotions) Need to have an updated list of employee changes, i.e. who's
Division Head, who is not - this could be helpful.
Enough equates to: I don't typically get info personally but I know where to go dig it up if I care
enough.
(Job advancement opportunities) Advancement removed after being posted, nice more, no
trust.
What management wants us to know.
(Districts'future plans) not trusted
(Management philosophy) the real one - too little
(Districts'policies/procedures) too little procedures
40
How would you rate the overall content of The News Pipeline?
EXCELLENT GOOD FAIR POOR
23 95 54 10
13% 52% 30% 5%
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
Too rosy, life here is not as great all the time. The information looks like its written to make us
sound good all the time, this is not reality.
I would like to see a section where rumors are addressed and cleared up. Maybe just simply
titled 'Rumors'
Propaganda.
Waste, I throw them away, have better things to read.
Filtered news.
41
How would you rate the overall content of The Special Edition
Pipeline?
EXCELLENT GOOD FAIR POOR
19 88 59 14
11% 49% 33% 7%
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
Excellent concept but questions are becoming unprofessional - I believe the unprofessional
questions are coming from a minority of staff. They may feel they are putting someone on the
"hot seat" but they are showing disrespect and make themselves look childish. I believe we
need to stop printing questions that are not pertaining to the Div/Dept role at the Districts. It
should be used to answer questions that others may not know, not a "gotcha"!
Waste, I throw them away, have better things to read.
42
How would you rate the overall content of Changing Times?
EXCELLENT GOOD FAIR POOR
16 68 60 15
10% 43% 38% 9%
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
What's this?
Don't recall It.
Waste, I throw them away, have better things to read.
Don't know what it is.
Not applicable
Unknown.
I don't know about this publication.
43
How frequently do you call the NEWS Line?J
ONCE A EVERY ONCE A NEVER WHEN
WEEK OTHER WEEK MONTH DIRECTED
11 5 20 59 83
6% 3% 11% 33% 47%
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
Usually the message is old news.
Most Operations staff don't have voice mail and aren't allowed to use the phone longer than a
few minutes. We are disciplined for too much phone time.
Occasionally.
44
Did you attend last summer's Family Day?
YES NO
33 150
18% 82%
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
Had to make repairs at a relative's house. In previous years my wife and kids wanted to do
something else on the days on which the events are scheduled. Even if I strongly want to go to
a Districts' sponsored event, I do not believe in forcing my will upon my family against their
wishes. Nevertheless, I do think that these types of events are a GOOD thing.
No motivation.
(3 with same comment ) I was working
(2 with same comment) It's not important.
Weekends are too busy for me.
I don't feel like I'm a "part" of the Districts.
Studying for final
I didn't know.
(12 with same comment) Conflict of plans.
Water 8 oil don't mix, this was the Last Supper.
(3 with same comment) Not interested
Not convenient
(5 with same comment) Out of town
(3 with same comment) On vacation
(2 with same comment) Conflict with kids sports
45
(2 with same comment) It was at Plant#2 and I work at Plant#1.
Daughter was not home.
Yes, it was before the investigation.
Didn't have the kids.
Only the people in the click talk to each other.
Wasn't here.
(3 with same comment) No time.
I work on the weekend to make up for the difference in the cost of living.
Attended first one.
Work to make up the difference between raises and the cost of living.
Some call it the Last Supper. Haven't been interested.
Did not work here.
(4 with same comment) No family.
The Districts is where I work - I do not socialize with people I work with - this is based on
Experience and observation of past events.
Recovering from operation, but went last year and really enjoyed it.
But I went the year before (no)
It would not be comfortable to try and be nice to managers I do not like.
Things are worse than they have ever been. This is chaos, created deliberately as a
management technique. I used to be proud to work here, but now I'm ashamed. I never saw
any group of people with lower morale. Lots of information, if you know how to read between
the lines, otherwise none (that you can trust). All communication is one-way. People who
speak out get bad performance reviews. Blake Anderson cares. No one else cares about
anything but their own resume.
New employee in August 1996.
Family commitment.
46
` LAST SUPPER?
Almost.
I dislike work parties.
I work 2 jobs to support family
47
Did you attend last summer's Employee Picnic?
YES NO
35 150
19% 81%
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
Wedding same day.
(2 with same comment) No motivation.
(3 with same comment) I was working.
(7 with same comment) Out of town.
Vacation conflict.
(8 with same comment) Another commitment.
I hate picnics - but are great for those who like them and don't have pressing weekend errands.
don't feel like I'm a part of the Districts.
Conflict with spouse's work schedule
(2 with same comment) Too far away, too much sun (no shade).
Not since investigation.
(2 with same comment) Wasn't here
(2 with same comment) Didn't have time.
(4 with same comment) Family commitments
Not convenient
Not a high priority
Very boring! Spread out too much
48
Not interested, I have been to them in the past, but its hard to associate with others because of _
the silos between white collar and blue collar workers.
(4 with same comment) Not interested.
I like to use my personal time for my own interests. This doesn't mean that I'm anti-social or do
not like my fellow employees. I socialize with my coworkers/friends at lunch time.
Scheduling conflict.
(2 with same comment) Too long of a drive, parking problems. Mile Square should be much
more convenient for me.
Have a lot of extended family activities(birthday parties then).
Yes, it was before the investigation.
Out of town: why can't some of Districts funds support picnic?
(2 with same comment) On vacation.
None of my co-workers was going.
Location.
I work on the weekend to make up for the difference in the cost of living.
Work to make up the difference between raises and the cost of living.
Did not work here.
I had a prior commitment out of state.
The Districts is where I work - I do not socialize with people I work with - this is based on
experience and observation of past events.
I never saw any group of people with lower morale. Blake Anderson cares. No one else cares
about anything but their own resume.
New employee in August 1996.
1 see people at work enough.
Timing, distance
1 work 2 jobs to support family
49
Did you attend the Employee Holiday Party?
YES NO
18 161
10% 90%
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
Couldn't find a reliable babysitter.
No motivation.
At night - need a sitter. I like the idea of a holiday lunch!
Too expensive and spouse doesn't care for these events.
Timing, poor advance notice need more than two weeks. Spouses parties and child care
arrangements need to be made.
This holiday is sacred to me.
(2 with same comment) Do not care for format.
(2 with same comment) Too busy.
I don't feel like I'm a part of the District, and too expensive.
(9 with same comment) Too expensive
Conflict with school
Did not want to be around kisses
Out of town. Kiss ass wanna be.
(9 with same comment) Conflict with personal I'rfe.
There is no holiday at OCSD
Because of what happened during month of October
50
(5 with same comment) Not interested
Not convenient
Husband out of town
Not a high priority
On vacation
Don't like this
Employee X-mas party and we have to pay!!
Not interested, I have been to them in the past, but its hard to associate with others because of
the silos between white collar and blue collar workers.
I like to use my personal time for my own interests. This doesn't mean that I'm anti-social or do
not like my fellow employees. I socialize with my coworkers/friends at lunch time.
Don't like to party with supervisors, luncheon sounds like a great idea.
The atmosphere at the Districts was pretty negative at that time and I didn't want my morale to
go down - I would rather enjoy the holiday and look forward to work.
Always extremely busy at home and at work at that time.
Too many back stabbers.
Other plans: why can't some of Districts funds support picnic?
They don't celebrate the Reason for the season!
(3 with same comment) Location
(4 with same comment) Too far
I work on the weekend to make up for the difference in the cost of living.
Cost, distance, location (no self-respecting native southern California goes to Long Beach for
any reason these days).
Work to make up the difference between raises and the cost of living.
Investigation.
No interest.
51
I was sick.
The Districts is where I work - I do not socialize with people I work with - this is based on
experience and observation of past events.
Cost and midweek evening. I think having it at lunch is an excellent idea.
It's bad enough having to cater to all the whiners at work. 1 don't want to see management on
my time off!
I hate getting that dressed up!
I used to be proud to work here, but now I'm ashamed. Blake Anderson cares. No one else
cares about anything but their own resume.
My spouse could not attend.
Made to feel unimportant don't enjoy being around most management.
More of an office/white collar get together.
Did not look like fun.
I don't Brown-nose
It's to "clickish"
Shift worker
working
52
Did your children participate in 'Bring your Son/Daughter to
Work Day?"
YES NO
36 147
20011 80%
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
When was bring your "son" to work day?
No motivation.
(2 with same comment) not interested.
(9 with same comment) Too old.
(4 with same comment) Children too young
Didn't hear abut it till the day of the event.
(3 with same comment) My children are in school.
I have two adult children working full-time jobs.
(2 with same comment) I'm too busy at work.
Did not want to subject my kids to all the '&@ here.
(3 with same comment) None at home
(16 with same comment) I don't have any children
None living in area, but great idea.
Had to work
Notice too short
Impact on work schedule
53
Special school function at same time
Great day, but GM and AGMs should have introduced themselves.
Conflict with required state testing.
1 was away at a conference.
Needed more notice.
Couldn't get daughter that day.
Schedule conflict.
Son's schedule was already set.
No family.
The Districts is where I work - I do not socialize with people I work with -this is based on
experience and observation of past events.
School.
I used to be proud to work here, but now I'm ashamed.
My daughter was at sitters (she is two).
54
Would you like to see more events like Family Day?
YES NO
70 96
42% 58%
FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED:
I really think it is wrong to use attendance at these kinds of events as a measure of employee
morale (if that is what someone in your division believes the case to be). Some families have a
lot of demands on their private lives and available time outside of work!
Department tours of other departments that would be encouraged to attend during work hours.
Presentations etc. by all levels of employees.
I think we should focus more on the Employees while they are here - i.e. Holiday lunch, Health
Fair.
One is enough.
Once a year is good, else it will lose novelty and become same old..
I think the suggestion to have a luncheon paid by Districts for holiday around X-mas is a great
idea. Some of us cannot always get family members to participate in these work-socials, but
alone it is great during day. I think a lunch picnic would be great for employees on a workday
afternoon, also if family members can make it, great.
Maybe.
The annual picnic is like Family Day
(2 with same comment) Waste of time.
Sucks
Annually is too often. Its a lot of work and money and should be held infrequently enough that
there is good turn out. Every 3 yrs would be enough.
Career development or Career Opportunity Day -for employees to "buddy" with another
employee to actually see what that position is like - benefits would be many (encourages cross-
training or career opportunity growth, greater respect for coworkers positions).
55
Family Christmas Party with Santa Claus
Don't gear it towards little ones though, they don't understand anyway.
Bring your son/daughter to work day is a great idea!
(2 with same comment) I think the Districts has enough special events.
Get to know other divisions/dept. Day. To see exactly what LAB does or Source Control etc.
Line cleaning, Adm, Board.
Not necessarily more but hopefully keep what you have, great job!
Bring your son to work day.
Something to bring team work in each department.
I would rather see the money spent on employee benefits (better insurance etc.) The
Communications Dept should stop trying to get employees from other departments (volunteers)
to do their work (plant tour guides, switchboard, receptionist). We all have been downsized to
the point that we have trouble getting our own work done and are already under a lot of stress.
What there is is fine.
Division/Dept activities.
Replace expensive Christmas party.
More son/daughter days.
Do not care.
Better things to do on days off. Family not interested in our product.
Don't change anything, maybe more chicken instead of meat.
Community Day - get local families to visit both plants. Also get plants cleaned up (potholes
filled in, etc) and set up area for activities like volleyball court or B-ball diamond.
The Districts is where I work - I do not socialize with people I work with - this is based on
experience and observation of past events.
Pay me my share of the cost.
(2) 1 don't care.
Don't know. Wasn't there to see how it went.
56
v
This Last Supper was quite enough.
Employee's Day
Not right away...Two open houses in two years is plenty for now. Lets wait awhile.
I do not choose to attend tFose functions but, I think they are good for Employee morale.
Save the money.
Communications should convey their needs/wants to the E.A.C. Committee.
Give it a rest.
SURE, WHY NOT
57
For Wd Se,.Uce DnN AGEND. .
❑ COMM.Wo.mext a
❑ ccaam CTgN ITEM
❑ JT.am co,N ENr
❑ IT.am DiscussloN TRANSMITTAL �m
(NCN-CONSENT)
❑ PUBLIC HEARING
JT.BDa.MEETING DATE
JT,EDS.AGENDA ITEM No
MEETING DATE COMM[,ID.NO. DISTRICT NO. CONTACT FOR INFORMATION
OMTS: OWS (Originator)
PAC: PDc FAHR FAHR 110,Don McIntyre,2000
:
EXEC: EXEC ALL Divison No.,Name,and Extension
STEER: W4/97 STEER
JT.BDS:
RECOMMENDED ACTION(S):
1. Authorize staff to proceed with Plant 1 Entrance Triangle Improvements for an amount not to exceed
$22,000.
CEOA REVIEW: Project is Exempt: YES DATE OF MOST RECENT BOARD ACTION ON THIS SPECIFIC ITEM:
Date Notice of Exemption Filed:
Negative Declaration Approved on
Fine!EIR Approved on_and Notice of Determination filed on_
CURRENT BUDGETICOST CURRENTYEAR CURRENT YEAR- YEAR-TO-0ATE REVISED BUDGET
INFORMATION BUDGET AMOUNT TO-0ATE BUDGET BALANCE TOTAL
EXPENDITURES a.ExxW or.,
liar—,
TOTAL BUDGETED AMT.:$
SOURCE: CORF JO DISTRICTS TBD TBD TBD TBD
Schedule/1-he Items'
AMOUNT OF TRANSFER:
Sc uk/Line Item:
TOTAL PROJECT BUDGET ORIGINALBUDGET PREVIOUSBUDGET BUDGET CHANGE REVISED TOTAL
INFORMATION TOTAL CHANGES THIS AIT PROJECT BUDGET
First Year in Budget:
Master Plan Estimate. $0.00
Year of First Costs:
THIS AITNENDORIPROJECT COST ORIGINAL BID,PO, CHANGE ORDERS, AMOUNT AMENDED
INFORMATION CONTRACT FUNDS PREY. REQUESTED THIS PROJECT
AMOUNT APPROVED Arr AMOUNT
$22,000 $22,000
WILL PROJECT REQUIRE ADDITIONAL PERSONNEL? NO REWIRES BOARD POLICY ACTION?NO
If YES,state nuni _Permanent Lianded Term If YES,explain in ADDITIONAL INFORMATION section
ATTACHMENTS TO COMMITTEE AGENDA(Lisp:
Originator Date
7. Septemeer 3,199]memo re New Park ProjeG PWM 1
CONCURRENCES: 2. Cost estimate from Tropical Plaza Nursery
3. Two streets of plans for proposed project
Signature Date
Division Manager(Or Designee)
Signature Date
Department Head(Or Designee)
Signature Date
Assistant General Manager(Or Designee)
Rana w Page 1 of 2
XTEADtDATAZWP.DTA%DMIMGMLSTEERING COMMITTEE07lSEMIT-LANDSCAPING.DOC
ADDITIONAL INFORMATION(Bayound and/or Summary)
At the last Steering Committee meeting, the General Manager expressed his concern that this area of the plant
does not come up to the standard of the rest of the improved parts of either Plant t or Plant 2, and he hoped that
something could be done to improve the landscaping.
The proposal made at that time provided for removal of most of the trees located within the triangle, although at no
time had we intended to remove the row of eucalyptus along Ellis Avenue.
Since the Committee was adamant about tree removal, I asked staff to develop another plan that would allow the
trees to remain and still upgrade the area. Their proposal would be to provide gravel around each of the trees with
redwood headers for the ground cover, seed the area with Kentucky bluegrass, and install an irrigation system. The
total cost of the proposed project would be about $22,000.
This project would be a major contribution to the front yard of the Administration Building.
If you agree with this proposal, we will go forward with plans to do the installation either in this fall or next spring or,
if you prefer, it could be included as a part of next years budget.
DFM Jt
c: Department Head
AGM-Operations
General Manager
Page 2 of 2
H%WP.OTAADMIN%GWSTEERING COMMITTEE071SEPAIT-LANDSCAPING.DOC
September 3, 1997
MEMORANDUM � � ��
TO: Ed Hodges
Director of General Services Administration
FROM: David Rodriguez J
Engineering Intem,GSA
SUBJECT: New Park Project Plant No. i
I have obtained a preliminary cost estimate on developing the triangular area located on the East Side of
Administration Building and a detailed drawing on the latest proposed scenario.
The cost estimate entails:
• The complete seeding of the area with Kentucky Blue grass
• Gravel with redwood headers for the ground cover underneath the trees
• Inigarionsystem
• 90-day maintenance warranty
The complete project cost is$21,840.00 including traxes. This cost estimate was obtained from Tropical
Plaza Nursery.
If you have any question please call me Ext.3018.
DR.##
Attachments:
H:Wry.dta\gsa1241 UVodrigue\ADMINPw7EMOGRASS.doc
C. Nick Arhontes
Brain Keating
V1^! (bbYbtl r.tll
ycr- Y-b/ lub Y :VI IIfVrIVNL YLNCN3r"IMP
(J.—J 14,1f S. on sr
'Si ..fEET ,.r... ..
b ��
v�
SS
I
NMI Oyo
{
/o
r
t
�h ,
COUNTY SAN ITATI
OF ORANGE COUP
PROPOSED ADMINISTRATION E
10844 ELLIS A\
PROJECT SI
S UNDEVELOPI
TALBERT AVE.
p�FCO �l�
40
ELLIS AVE. F�yY
(ups)
GARFIELD AVE.
Q
Ck� 3 �
Y
O
O
0]
VICINITY MAP
N.T.S.
N DISTRICTS
FY , CALIFORNIA
JILDING NEW PARK AREA
NUE
Q
pO0 ov R --
C ®4-3 NTS
=
ooQQ� �
P Q
EJEI0
El�__ _
WARD SLUFF(
WASTEWATER RECLAMATION PLANT NO. 1
N.T.S.
auuc=mw. uutomu
ADMINISTRATIONS NEW
PARK AREA
09.-
Rm1°O1FL PLANT NO. 1 1 OF
NI � a
... + +
9�CY, W YM
I i�N TI.N
Illy// r. lwn
x.xT.aaELLIS
_
V
}
wHc°Ar9AnvNm '0• FREE I u
CI'�'��:�IS.J• :�:0:�:1'�:J.'S.�: µ . .
1 I I I I I I •' .�:�. NEW STAR .IOSYIN NEW Sf .VSYINE
I I I I I+ I !•S• y
15
v1C11N0 C9NCREIE �.::•..;.:.., .�•�,�,�• I ••
III II .�.�.�.•.�.•.�.
III _II I6 °
1- li •.•il •.
III 1� •••••••
EXISTING ADMINISTRATION
Nd' SNPUBS �• �• ••
1
PARKING LOT
a 4'��41✓� �
Yam.CK RA Y EIIISTgG LREE �`1
6l AVEL
EW. XFgIgR
N W FO IA • ➢ rnrl SCALE: 1°= 4
SEAEE- HIS
L tl k
e2
T S
wW
Pµ.W. x
x. n,.w
OY PT.S
AVENUE
DRIP LINE FOR EVCS
82 fi9
R Tgff TREMF+ }r +T4EE ,r s r18 $rjE
,e•
'b-'ti BUII➢I,OI SR BKIt
NOTES:
xEW STM MI NEW STAR J MIN F 1p PWrt fmE xNRw2 tCGRD
'yORIP LINE FOR EU ' + +W K NEW mms.see
}Y�CQ��O^Vf'%�n;•+ys LEGEND:
go
M•
.'• x PWEn>o.l
�\�� � NFM NEIlNfix1 6JIE GPAS/
NORTH Y RMX
+ + w
M C0101W SIWTARCN IXSINCfl OF
A a mma CMAM, CMbCRnA
WxWI"R19gIM,QEnI,N[
PEMR mamx"m um Ms nm ADMINSTATION NEW
m ra CO1mUNE aF ews•W,aK PARK PROJECT
enss a ¢FVNnoN
PLANT NO. 1 2 OF 2
MEv"nWr. NA, RM9CIe8
Far 94.Sac Use OnN AGENDJ_,
❑ COW.INFO.ITEM ITEM
❑ COMM.ACTIONREM
❑ 1T,SM.CONSENT TRANSMITTAL
❑ .IT.SM,DISCUSSION m y
(NO*CONSENT)
❑ PUBLIC HEARIHG
JT.SM.MEETING DATE
Jff.SM.AGENDA REM W.
MEETING DATE COMM.to,NO. DISTRICT NO. CONTACT FOR INFORMATION
OMTS: OMITS (Orginator)
PDC: Poe
FAHR: FAHR 2150,Jean Tappan,2001
EXEC:STEER: 9/24/97 EXEC All DlNslon No.,Name,and Extension
JT.BDS: STEER e5
RECOMMENDED ACTION(S):
Review Agenda Items scheduled to be presented to the Working Committees at their October regular meeting.
This is an information item.
CEQA REVIEW: Project is Exempt:NOT APPLICABLE DATE OF MOST RECENT BOARD ACTION ON THIS SPECIFIC ITEM:
Dale Notice of Exemption Filed:
Negative Declandran Appraved on Not Applicable
Final EIR Approved on_am Notice of Determination bled on
CURRENT BUDGET/COST CURRENTYEAR CURRENT YEAR- YEAR-TOAATE REVISED BUDGET
INFORMATION BUDGET AMOUNT T043ATE BUDGET BALANCE TOTAL
EXPENDITURES (rem Bailin Pw.
Tnmbn)
TOTAL BUDGETED Ali$
SOURCE: CORF JO DISTRICTS N/A N/A N/A N/A
SchedulelUne Items:
AMOUNT OF TRANSFER:
Schedule/Line Item:
TOTAL PROJECT BUDGET ORIGINALBUDGET PREVIOUSBUDGET BUDGET CHANGE REVISED TOTAL
INFORMATION TOTAL CHANGES THIS AIT PROJECT BUDGET
First Year In Budget: $0.00
Master Plan Estimate:
Year of Final Costs:
THIS AITNENDOR/PROJECT COST ORIGINAL BID,PO, CHANGE ORDERS, AMOUNT AMENDED
INFORMATION CONTRACT FUNDS PREV. REQUESTED THIS PROJECT
AMOUNT APPROVED AIT AMOUNT
$0.00
WILL PROJECT REQUIRE ADDITIONAL PERSONNEL? NO REQUIRES BOARD POOCY ACTION?NOT APPLICABLE
If YES,state number _Permanent LimBed Term If YES,expbin In ADDITIONAL INFORMATION seaiion
,..eoutom Page 1 of 2
-ADIDATA2\WP.DTAtADMIN1GMlSTEERING COMMITTEEtgTSEPWIT.00TOBER.DOC
V ATTACHMENTS TO"MMITEE AGENDA(Uat):
O' slot Date
CONCURRENCES:
ATTACHMENTS TO JOINT BOARDS AGENDA(Ust)
Signature Date t.
Division Manager(Or Designee)
Signature Date
Department Head(Or Designee)
Signature Date
Assistant General Manager(Or Designee)
ADDITIONAL INFORMATION(Background and/or Summary)
Staff routinely prepares a listing of items that are scheduled to be presented to the working committees and the
Boards at their next monthly meetings. This allows the Steering Committee the opportunity to review these items
early enough to make reassignments in the review or approval process.
The following items are scheduled to be considered by the Committees in October.
OMTS Committee: 1. Status report on Biosolids Management Contract
2. Quarterly report on Chemical Purchases
3. Presentation on Black&Veatch's final report on Deregulation of Energy
4. Consideration of Central Power Generation System Generator Maintenance
Contract
5. Tour of Primary Effluent Filtration Demonstration Project
PDC Committee: 1. Approve Addendum No. 1 to Professional Services Agreement with Carollo
Engineers for Ocean Outfall Investigation and Minor Repairs, Job No. J-39
2. Approve plans and specifications for Fire Alarm and Security System Upgrades,
Job No. J-57
FAHR Committee: 1. Consider Reserves and Replacement Study
2. Consideration of CNG Station Update and Revision
3. Consider recommendations for Fleet Reduction Program
4. Consider HR Policies and Procedures
5. Discussion on Extemal Relations/Communications Strategy
6. Discussion on Collection Systems in Cities wdhin the Districts Service Area
7 Results of the Communications Audit
c: Department Head
AGM-Operations
General Manager
/ P
a.Y:. W=7 Page 2 of F
ILLEADIDATAZWP.DTAADMINIGMISTEERING COMMITTEEGTISEPAIT-OCTOBER.DOC P