HomeMy WebLinkAbout2006-05 MINUTES OF STEERING COMMITTEE MEETING
Orange County Sanitation District
Wednesday, May 24, 2006, at 5 p.m.
A meeting of the Steering Committee of the Orange County Sanitation District was
held on Wednesday,April 26, 2006 at 5 p.m., in the District's Administrative Office.
(1) The roll was called and a quorum declared present, as follows:
STEERING COMMITTEE MEMBERS: OTHERS PRESENT:
Directors Present: Kennard R. Smart, Jr., Counsel
Jim Ferryman, Vice Chair
Carolyn Cavecche, Chair, OMTS Committee STAFF PRESENT:
Darryl Miller, Chairman, FAHR Committee Jim Ruth, Interim General Manager
Tod Ridgeway, Chairman, PDC Committee Nick Arhontes, Director of Regional Assets and
Services
Directors Absent: Gail Garrett, Committee Secretary
Steve Anderson, Chair Juanita Skillman
Jim Silva, County Supervisor
(2) APPOINTMENT OF CHAIR PRO TEM
No appointment was necessary. FILED
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(3) PUBLIC COMMENTS ,1Uy 28
There were no comments by any member of the public. 4
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(4) REPORT OF THE COMMITTEE CHAIR
In the absence of Chair Steve Anderson, Vice Chair Ferryman introduced Kennard R. Smart, Jr. who
is attending in Brad Hogin's absence. Mr. Ferryman reminded that nominations for Board Chair for
2006-2007 will be opened at tonight's meeting. A 2/3 vote of the full Board is needed to adopt the
rate increase.
Bob Ghirelli, Director of Technical Services, and Supervisor Silva attended the CASA Spring
Conference in Lake Tahoe last month. Mr. Anderson and Dr. Ghirelli are currently in Washington DC
to meet with legislative and congressional staff to promote support for District's legislative and grant
programs.
Mr. Ferryman announced the standing committee meeting dates for June. Director Carolyn
Cavecche informed that the OMITS Committee meeting may be cancelled in June. The only planned
Minutes of the Steering Committee
Page 2
May 24, 2006
OMTS action item for June regarding the approval of the Fleet Management Software for Regional
Assets and Services could be moved to the full Board for consideration if the meeting is cancelled.
Board members are Invited to attend the PDC Committee meeting on June 1"at 5:00 p.m.,or the
FAHR Committee meeting on June 10 at 5:00 p.m.,to hear the detailed briefing on the proposed
budget.
A Benefits workshop follow-up meeting for the FAHR Committee will be scheduled in mid-June.
(5) REPORT OF THE GENERAL MANAGER
Interim General Manager Jim Ruth reviewed activities included in his May Status Report which was
placed in the Directors' meeting folders that evening. The two-year budget which is based on a
proposed 9.8% rate increase for 2006-07 will be presented to the Board in June. He informed the
two proposed rate increase options will be considered by the Board tonight Counsel Ken Smart
clarified the 213 adoption process.
Mr. Ruth explained that the Succession Plan process has been delayed due to key staff going on
two-week reserve duty. A report will be provided at the next meeting.
Nick Arhontes informed that the District has issued a letter of intent to purchase a 2.5 acre industrial
site in Garden Grove for$6.2 million for the proposed North County Yard. A Purchase and Sale
Agreement will now be negotiated for the Board's consideration in June.
Mr. Ruth, Directors Anderson and Miller,and Dave Ludwin will discuss SARI line funding with the
Orange County CEO on June 8.
The new Performance Evaluation program is a simpler and more effective system. Barry Newton,
Creative Management Solutions, Inc.will brief the Board on the performance evaluation prototype in
June.
Dr. Don Grayson, Management Consultant, has performed a comprehensive assessment of the IT
department.
Mr. Ruth has met with mid-management several times to discuss management leadership training
needs.
(6) REPORT OF GENERAL COUNSEL
Mr. Smart informed the District was served with a lawsuit by Travelers Insurance re a contract issued
in 2000.
(7) CONSENT CALENDAR ITEMS
a. The minutes of the April 26, 2006 Steering Committee meeting were approved as
drafted.
END OF CONSENT CALENDAR
Minutes of the Steering Committee
Page 3
May 24,2006
(8) ACTION ITEMS
There were none.
(9) INFORMATIONAL ITEMS
a. Strategic Initiatives
Lorenzo Tyner, Director of Finance, gave a brief report on the ten new strategic
initiatives identified by Executive Management as highly strategic. Staff will not
increase resources to implement these initiatives. Any costs associated with the
initiatives are contained within the budget.
In response to Directors'questions, Nick Arhontes, Director of Regional Assets and
Services, briefed the Committee members on Initiative 1, Local Sewer Services as an
example of one of the initiatives. Mr. Ruth assured the Committee that staff will
provide the Board with a time frame and costs for those initiatives that do not overlap
ongoing initiatives.
b. The Agenda Items scheduled to be reviewed by the Board's working committees in
March were reviewed.
C. The agenda items scheduled to be presented to the Board at tonight's meeting were
reviewed.
(10) OTHER BUSINESS, COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS. IF ANY
There were none.
(11) MATTERS WHICH A DIRECTOR WOULD LIKE STAFF TO REPORT ON AT A
SUBSEQUENT MEETING
There were none.
(12) MATTERS WHICH A DIRECTOR MAY WISH TO PLACE ON A FUTURE AGENDA FOR
ACTION AND/OR STAFF REPORT
There were none.
(13) CONSIDERATION OF UPCOMING MEETINGS
The next Steering Committee meeting is scheduled for Wednesday,June 28, 2006 at 5 p.m.
The next Board Meeting is scheduled for Wednesday,June 28, 2006 at 7 p.m.
Minutes of the Steering Committee
Page 4
May 24, 2006
(14) CLOSED SESSION
The Committee convened at 6:24 p.m. in Closed Session, pursuant to Sections 54956.9(b)and
54957(b)(1), to discuss three matters. Minutes of the Closed Session are on file with the Board
Secretary. Confidential Minutes of the Closed Session held by the Steering Committee have
been prepared in accordance with Government Code Section 54957.2, and are maintained by
the Board Secretary in the Official Book of Confidential Minutes of Board and Committee Closed
Meetings. A report of the recommended actions will be publicly reported at the time the
approved actions become final.
At 7:00 p.m., the Committee reconvened in regular session.
(15) ADJOURNMENT
The Chair declared the meeting adjourned at 7:00 p.m.
Submitted by:
Gail Garrett
Steering Committee Secretary
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Pursuant to California Government Code Section 54954.2, 1 hereby certify that the Notice
and the Agenda for the Steering Committee meeting held on Wednesday, May 24, 2006, was duly
posted for public inspection in the main lobby of the Districts offices on Thursday, May 18, 2006.
IN WITNESS WHEREOF, I have hereunto set my hand this 24th day of May, 2006.
Penny Kyle, Secr6tary of th oard of Directors of
Orange County Sanitation District
Posted: May 18, 2006, 12:00 P.M.
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STEERING COMMITTEE AND BOARD MEETING DATES
FOR THE NEXT TWELVE MONTHS
Wednesday, May 24, 2006
Wednesday, June 28, 2006
'Wednesday, July 19, 2006
Wednesday, August 23, 2006
Wednesday, September 27, 2006
Wednesday, October 25, 2006
'Wednesday, November 15, 2006
"Wednesday, December 20, 2006
Wednesday, January 24, 2007
Wednesday, February 28, 2007
Wednesday, March 28, 2007
Wednesday, April 25, 2007
Wednesday, May 23, 2007
Wednesday, June 27, 2007
`Tentatively rescheduled from regular fourth Wednesday.
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STEERING COMMITTEE
(1) Roll Call:
Meeting Date: May 24 , 2006 Meeting Time: 5:00 p.m.
Meeting Adjourned: P.M.
Committee Members
Steve Anderson, Board Chair............................................._
Jim Ferryman, Board Vice Chair.........................................
Darryl Miller, FAHR Committee Chair.................................
Carolyn Cavecche, OMTS Committee Chair.......................—
Tod Ridgeway, PDC Committee Chair................................
JimSilva. Supervisor..........................................................
Others
Brad Hogin, General Counsel
Don Hughes
Staff Present
Jim Ruth, Interim General Manager
Nick Arhontes, Director of Regional Assets & Services
Bob Ghirelli, Director of Technical Services
Jim Herberg, Director of Operations & Maintenance
David Ludwin, Director of Engineering
Patrick Miles, Director of Information Technology
Lisa Tomko, Director of Human Resources
Lorenzo Tyner, Director of Finance/Treasurer
Gail Garrett, Committee Secretary
Other Staff Present
Bret Colson, Public Information Manager
c: Lenora Crane
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AGENDA
REGULAR MEETING OF THE STEERING COMMITTEE
ORANGE COUNTY SANITATION DISTRICT
WEDNESDAY, MAY 24, 2006 AT 5 P.M.
ADMINISTRATIVE OFFICE
10844 Ellis Avenue
Fountain Valley, California
www.ocsd.com
(1) ROLL CALL
(2) APPOINTMENT OF CHAIR PRO TEM. IF NECESSARY
(3) PUBLIC COMMENTS
(4) REPORT OF COMMITTEE CHAIR
(5) REPORT OF GENERAL MANAGER
a. Monthly Status Report
(6) REPORT OF GENERAL COUNSEL
(7) CONSENT CALENDAR ITEMS
Consideration of motion to approve all agenda items appearing on the Consent Calendar not
specifically removed from same, as follows:
a. Approve minutes of the April 26, 2006 Steering Committee meeting.
FND OF CONSENT CALENDAR
Consideration of items deleted from Consent Calendar, if any.
-2- May 24, 2006 Agenda
(8) ACTION ITEMS
(9) INFORMATIONAL ITEMS
a. Strategic Initiatives
b. Review Agenda Items scheduled to be presented to Committees in June
(Information item only)
C. Review and consideration of Agenda Items for Board of Directors Meeting of May
24. 2006
(10) OTHER BUSINESS, COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF
ANY
(11) MATTERS WHICH A DIRECTOR WOULD LIKE STAFF TO REPORT ON AT
SUBSEQUENT MEETING
(12) MATTERS WHICH A DIRECTOR MAY WISH TO PLACE ON A FUTURE AGENDA
FOR ACTION AND STAFF REPORT
(13) FUTURE MEETING DATES
The next Steering Committee Meeting is scheduled for 5 p.m.,Wednesday, June 28, 2006.
The next Board Meeting is scheduled for 7 p.m., Wednesday. June 28. 2006.
(14) 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
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. At such
time as final actions are taken by the Board on any of these subjects,the minutes will reflect all
required disclosures of information.
-3- May 24, 2006 Agenda
A. Convene in closed session, if necessary
1. Confer with General Counsel -Anticipated Litigation. Significant
Exposure to Litigation, Government Code Section 54956.9(b). One (1)
potential case.
2. Confer re Employee Performance Evaluation—Director of Information
Technology. [Government Code Section 54957(b)(1)]: one matter
3. Confer re appointment of Assistant General Manager. Government Code
54957(B)(1).
B. Reconvene in regular session
C. Consideration of action, if any, on matters considered in closed session.
(15) ADJOURNMENT
Aaenda Postina: In accordance with the requirements of California Government Code Section 54954.2.this
agenda has been posted in the main lobby of the District's 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.
Items Not Posted: In the event any matter not listed on this agenda is proposed to be submitted to the
Committee for discussion and/or action, it will be done in compliance with Section 54954.2(b) as an
emergency item or because there Ise need to take immediate action,which need came to the attention of the
Committee subsequent to the posting of agenda, or as set forth on a supplemental agenda posted in the
manner as above, not less than 72 hours prior to the meeting date.
Public Comments: Any member of the public may address the Steering Committee on specific agenda
items or matters of general interest. As determined by the Chair,speakers may be deferred until the
specific item is taken for discussion and remarks may be limited to three minutes.
Matters of interest addressed by a member of the public and not listed on this agenda cannot have action
taken by the Committee except as authorized by Section 54954.2(b).
Consent Calendar: All matters placed on the consent calendar are considered as not requiring discussion
or further explanation, and unless a particular item is requested to be removed from the consent calendar
by a Director of staff member,there will be no separate discussion of these items. All items on the
consent calendar will be enacted by one action approving all motions, and casting a unanimous ballot for
resolutions included on the consent calendar. All items removed from the consent calendar shall be
considered in the regular order of business.
The Committee Chair will determine if any items are to be deleted from the consent calendar.
Items Continued: Items may be continued from this meeting without further notice to a Committee
meeting held within five(5)days of this meeting per Government Code Section 54954.2(b)(3).
Meeting Adioumment: This meeting may be adjourned to a later time and items of business from this agenda
may be considered at the later meeting by Order of Adjournment and Notice in accordance with Government
Code Section 54955(posted within 24 hours).
Accommodations for the Disabled: The Board of Directors Meeting Room is wheelchair accessible. If you
require any special disability related accommodations, please contact the Orange County Sanitation District
Board Secretary's office at(714)593-7130 at least 72 hours prior to the scheduled meeting. Requests must
specify the nature of the disability and the type of accommodation requested.
Notice to Committee Members:
For any questions on the agenda or to place any items on the agenda, Committee members should contact the
Committee Chair or Secretary ten days in advance of the Committee meeting.
-4- May 24, 2006 Agenda
Committee Chair. Steve Anderson (562)905-9700(La Habra City Hall)
Interim General Manager: James D. Ruth (714)593-7110
General Counsel: Brad Hogin (714)564-2606
Committee Secretary: Gail Garrett (714)593-7101
(714)962-0356 (Fax)
E-mail: GGanett@ocsd.com
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MINUTES OF STEERING COMMITTEE MEETING
Orange County Sanitation District
Wednesday, April 26, 2006, at 5 p.m.
A meeting of the Steering Committee of the Orange County Sanitation District was
held on Wednesday,April 26, 2006 at 5 p.m.,in the Districts Administrative Office.
(t) The roll was called and a quorum declared present, as follows:
STEERING COMMITTEE MEMBERS: OTHERS PRESENT:
Directors Present: Bradley R. Hogin, General Counsel
Steve Anderson, Chair Don Hughes
Jim Ferryman,Vice Chair David Webb, Huntington Beach
Carolyn Cavecche, Chair, OMTS Committee Steve Weisberg, SCCWRP
Darryl Miller, Chairman, FAHR Committee
Tod Ridgeway, Chairman, PDC Committee STAFF PRESENT:
Jim Ruth, Interim General Manager
Nick Arhontes, Director of Regional Assets and
Services
Bob Ghirelli, Director of Technical Services
Directors Absent: Jim Herberg, Director of Operations and
Jim Silva, County Supervisor Maintenance
David Ludwin, Director of Engineering
Lorenzo Tyner, Director of Finance/Treasurer
Lisa Tomko, Director of Human Resources
Gail Garrett, Committee Secretary
Juanita Skillman
Ryan Wheeler
(2) APPOINTMENT OF CHAIR PRO TEM
No appointment was necessary.
(3) PUBLIC COMMENTS
There were no comments by any member of the public.
(4) REPORT OF THE COMMITTEE CHAIR
Committee Chair Steve Anderson announced that Supervisor Silva and Dr. Ghirelli will attend the
CASA conference in Squaw Valley tomorrow.
Chair Anderson provided highlights of his meeting with Director Miller and David Ludwin where they
Minutes of the Steering Committee
Page 2
April 26,2006
discussed the Irvine Company's SARI line relocation alternative. He will also meet with County CEO
Tom Mauk early in June to further discuss the SARI alternatives and funding. Jim Ruth, Director
Miller, Herb Nakasone, and Dan Cozad will also attend.
A trip to Washington DC is planned for Chair Anderson,Vice Chair Ferryman and Bob Ghirelli in May
to meet with elected officials and their staff as part of the effort to pursue federal funding for
secondary treatment and the SARI line.
Chair Anderson announced upcoming standing committee meetings for May.
(5) REPORT OF THE GENERAL MANAGER
Interim General Manager Jim Ruth provided highlights of his monthly status report which was
included in the Board package. He informed that two proposed rate increase options will be
presented in the CIP report to the full Board tonight.
Staff is developing a scope of work for conducting Independent Reviews to evaluate the efficiency
and effectiveness of the CIP program.
Barry Newton, Creative Management Solutions, has completed his work on the proposed
Performance Appraisal System for EMT and managers and the item is on tonight's Board agenda for
approval. He is currently developing the General Manager's new performance evaluation criteria and
will present his report to the EMT, FAHR and full Board in June.
Succession planning is progressing and training will commence in July.
Director Cavecche will meet with Supervisors Campbell and Silva to facilitate the resolution of issues
relating to the Orange Park Acres annexation. j
Huntington Beach new Warner Avenue Lift Station and sewers—As a follow up to the Mc Ruth's
letter of April 20 to the city and the October 2005 Steering Committee action on this topic, Nick
Arhontes, Director of Regional Assets &Services, introduced David Webb, Deputy Director of Public
Works from the City of Huntington Beach. Mr. Webb provided historical background information on
the facilities now under construction and the city's standing request to transfer the Lift Station and
related sewers to the Sanitation District as regional facilities about one year after completion. Mr.
Webb distributed handouts and answered Directors questions. He explained the City is willing to
fund OCSD's cost of legal and technical due diligence at this time and was open to possible change
orders during construction to achieve compliance. '..
Concern was expressed that this proposed transfer could set a precedent for future infrastructure
transfers, and bring added operating costs, regulatory compliance and capacity issues, and risks.
After considerable discussion, staff was directed at this time to provide the City with OCSD's latest
engineering guidelines and standards for the city's review and use in analyzing how compatible their
current design is. Nick will obtain and forward the info to Mr. Webb for city staff use.
(6) REPORT OF GENERAL COUNSEL
General Counsel Brad Hogin provided a memorandum summarizing two pending bills that would
grant OCSD the authority to utilize the design-build process for public works construction projects.
Minutes of the Steering Committee
Page 3
Apri126, 2006
He outlined the four-step process and explained that SB 1431 would expand authorization for design-
build contracts for all counties, cities, and special districts to procure for projects that cost a minimum
of$2.5 million.
Rep. Mimi Walter's office is carrying Assembly Bill 2580, sponsored by the Sanitation District, which
provides design-build authorization solely for sanitation districts for projects that exceed $10 million,
and is limited to best value procurement.
(7) CONSENT CALENDAR ITEMS
a. The minutes of the March 22, 2006 Steering Committee meeting were approved as
drafted.
END OF CONSENT CALENDAR
(8) ACTION ITEMS
None.
(9) INFORMATIONAL ITEMS
a. The Agenda Items scheduled to be reviewed by the Board's working committees in
March were reviewed.
b. The agenda items scheduled to be presented to the Board at tonight's meeting were
reviewed.
(10) OTHER BUSINESS, COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS. IF ANY
a. Recommend to the Board to authorize the General Manager to sign the Southern
California Coastal Water Research Project Office Lease Guarantee, in a form
approved by General Counsel.
Bob Ghirelli, Director of Technical Services, introduced Steve Weisberg of
SCCW RP and presented detailed information on the negotiations with the
landlord for SCCWRP's new office space in Costa Mesa. He and Dr. Weisberg
provided answers to the Directors' questions.
MOTION: It was moved, seconded and duly carried to recommend approval
to the Board of Directors.
b. Recommend to the Board to authorize execution of agreement with the Irvine
Community Development Company re relocation of SARI Line and Mountain Park
Sewer Line, in a form approved by General Counsel.
After considerable discussion, it was recommended to consider this item at the May
PDC Committee.
(11) MATTERS WHICH A DIRECTOR WOULD LIKE STAFF TO REPORT ON AT A
SUBSEQUENT MEETING
There were none.
i
Minutes of the Steering Committee
Page 4
April 26, 2006
(12) MATTERS WHICH A DIRECTOR MAY WISH TO PLACE ON A FUTURE AGENDA FOR 1
ACTION AND/OR STAFF REPORT
There were none.
(13) CONSIDERATION OF UPCOMING MEETINGS
The next Steering Committee meeting is scheduled for Wednesday, May 24, 2006 at 5 p.m.
The next Board Meeting is scheduled for Wednesday, May 24, 2006 at 7 p.m.
(14) CLOSED SESSION
The Committee convened at 6:24 p.m. in Closed Session, pursuant to Section 54956.9(b),to
discuss one matter. Minutes of the Closed Session are on file with the Board Secretary.
Confidential Minutes of the Closed Session held by the Steering Committee have been prepared
in accordance with Government Code Section 54957.2,and are maintained by the Board
Secretary in the Official Book of Confidential Minutes of Board and Committee Closed Meetings.
A report of the recommended actions will be publicly reported at the time the approved actions
become final.
At 7:00 p.m.,the Committee reconvened in regular session.
(15) ADJOURNMENT
The Chair declared the meeting adjourned at 7:00 p.m.
Submitted by:
Gail Garrett
Steering Committee Secretary
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STEERING COMMITTEE Me /24bng Date 5 To[W.or Dir.
AGENDA REPORT Item Number Item Number
9(a)
Orange County Sanitation District
FROM: James Ruth, General Manager
Originator. Lorenzo Tyner, Director of Finance[Treasurer
SUBJECT: STRATEGIC INITIATIVES
GENERAL MANAGER'S RECOMMENDATION
Informational item.
SUMMARY
Over the next two years, the District will begin and complete many activities central to the goals
of the organization. As part of the strategic planning process, staff has reviewed all of these
activities and has identified ten that it would consider highly strategic and worthy of particular
focus:
1. Local Sewer Services
2. Secondary Treatment Interim Operations
3. Research Evaluation and Alignment
4. Odor Nuisance Policy
5. Engine Emission Compliance
6. Business Plan - No update available
7. Asset Management
8. Manage and Optimize a Sustainable Biosolids Program
9. Plan and Maintain a Sustainable Capital Improvement Program
10. Enterprise Information Technology Strategic Plan
Resources have been reallocated from lower priority activities within the organization to support
these strategic initiatives.
This informational report provides a summary of these initiatives and additional detail for each
item.
Staff will report quarterly to the General Manager on the progress of each initiative. In parallel,
the General Manager will begin the development of a comprehensive strategic plan and District
goals for the Board review and adoption.
PRIOR COMMITTEE/BOARD ACTIONS
N/A
PROJECTICONTRACT COST SUMMARY
N/A
BUDGETIMPACT
® Not applicable (information item)
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ADDITIONAL INFORMATION
Strategic Initiatives—Summary
1) Local Sewer Services
Determine the District's role in local sewer ownership, operations and maintenance issues,
adjust the business plan and funding needs accordingly, and/or transfer the assets to another
owner.
2) Secondary Treatment Interim Operations
We are continuously operating secondary facilities to produce the best quality ef0uent
practicable, consistent with the Board's 2002 Resolution, although it exceeds our interim effluent
limits. This initiative revisited the intent of the Board to confirm that there is an understating
regarding operations, the costs and risks and strategic alignment with District goals.
3) Research Evaluation and Alignment
Research a range of activities carried out by various divisions for many reasons, including
regulatory compliance, operational problem solving, design information generation, and
environmental stewardship. This initiative seeks to identify program stricture and other
changes that will improve the success of these efforts and are consistent with OCSD priorities
and needs.
4) Development of an Odor Nuisance Policy
Develop an odor policy that establishes a level of service that will be implemented through
future capital investment.
5) Engine Emission Compliance
Develop an engine (diesel and gas)emissions compliance strategy and an OCSD policy to
meet AQMD requirements, which will be implemented through future capital investment.
6) Business Plan
Develop a strategic business planning process and a long-term sustainable business plan that
establishes program objectives and initiatives to fulfill OCSD's vision and mission. The purpose
of the business plan is to document and coordinate all of the agency's strategic objectives,
communicate these to all affected stakeholders, and provide a tool to instill accountability across
the organization for meeting the strategic objectives.
7) Asset Management Program
Continue to implement an agency-wide asset management program to minimize the total cost of
asset ownership leading to better business decision-making across the agency.
8) Manage and Optimize a Sustainable Biosolids Program
Manage biosolids in a long-term, cost-effective, environmentally-sensitive and socially
acceptable manner that optimizes the increasing volume of biosolids produced from the
wastewater system.
9) Plan and Manage a sustainable Capital Improvement Program
Plan and manage the Capital Improvement Program to optimize investments in infrastructure,
balancing level of service, risk, and user rates.
10) Enterprise Information Technology Strategic Plan
Develop and implement an Enterprise Information Technology Strategic Plan which will support
OCSD's business plan and guide the acquisition, management, and use of information
technology within the agency for a three to five-year period.
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1) LOCAL SEWER SERVICES
Description
Decide the agency's role in local sewer ownership, operations and maintenance issues, adjust
the business plan and funding needs accordingly, and/or transfer the assets to another owner.
Strategic Importance
• Understanding the true costs of ownership and the local sewer fee revenue streams.
• Understanding future rehabilitation and possible replacement needs on pipes and
manholes.
• Maintaining good service based on customer feedback.
Outcome
• An adequately resourced local sewer Operation and Maintenance program meeting our
desired level of service needs.
• Reduction in subsidies from the regional sewer program.
• An increased understanding of the current program risks, and support for either securing
an adequate revenue stream, or supporting locating local sewering cities or agencies to
which to transfer assets.
Opportunities
• Ability to shift staffing to regional programs and minimize staff additions in the future, if
we transfer ownership to others.
• Minimize risks of sewer spills and their resulting fines that occur more frequently in the
smaller diameter local sewers than in the medium and large diameter regional sewers.
Timeline
A sub-task of the current Asset Management Program is underway to attempt to understand the
current revenue stream received from a portion of the County Property Tax. This sub-task
activity could be held up depending on the fate of the Asset Management Program.
Next Steps
• Establish a clear staffing and budget work plan.
• Determine the role of the Asset Management Program or the use of outside consultants.
• Identify other local agencies that might be interested in a transfer of ownership.
• Understand if there are any LAFCO implications.
2) SECONDARY TREATMENT INTERIM OPERATIONS
We are continuously operating secondary facilities to produce the best quality effluent possible,
consistent with the Board's 2002 Resolution, although it is more than we need to meet Our
interim effluent limits.
At the December 2005 Operations, Maintenance and Technology Committee Meeting and
February 2006 Board Meeting, staff made informational presentations reviewing our current
operation, costs and effluent quality. Projections of future effluent quality and costs were
presented through 2012,when our secondary treatment expansion is completed.
The Board of Directors did not direct staff to reduce the current level of secondary treatment.
This initiative Is consider completed.
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3) RESEARCH EVALUATION AND ALIGNMENT
Description
Research includes a range of activities carried out by various divisions for many reasons,
including regulatory compliance, operational problem solving, design information generation,
and environmental stewardship. This initiative seeks to identify program structure and other
changes that will improve the success of these efforts while ensuring they are consistent with
OCSD's agencies priorities and needs.
Strategic Importance
Planned and well coordinated research will benefit the District in the following ways:
a) Find ways to improve current operations.
b) Evaluate alternatives to identify the best solution to a current problem.
c) Apply the best technology for new capacity/rehabilitation of existing structures/equipment.
d) Ensure that options to comply with current and future regulatory compliance requirements
are evaluated and the best option selected.
e) Short and long-range research plans will be developed focusing on District priorities.
f) Consistent funding, tracking and reporting of research activities to Board, management, staff
and public.
g) Central point of coordination with external research organizations including pursuit of grant
funding.
Outcomes
• Creation of a Research and Development Program whose mission is District research.
• Adequately resource the program plan, administer, implement and report out on
research efforts
• Create R&D Program Steering Committee made up of key department representatives
to guide research efforts and ensure that District priorities are being Implemented and
communicated out.
• Block fund research program from CIP based upon percentage of Operating budget(e.g.
2% -4%).
• Pursue grant funds to assist in funding projects, and serve as central point of contact,
both internal and external, to the District on all research issues.
Opportunities
Increase understanding of District research activities among Board members and District staff;
ability to focus attention on grant funding opportunities.
Next Steps
Develop a scope of work to identify the problems with the District's current approach to
undertaking research projects; and recommend changes to improve the program and obtain
senior management/Board approval for implementing the recommendations:
a) Form a Steering Committee made up of key stakeholders to guide process
b) Identify issues with current research activities and obtain Board policy agreement
c) Survey other wastewater Utilities that are leaders in conducting research to understand:
• How they fund research.
• How they are structured and staffed.
• Type of research conducted and how results are transferred into the agency.
d) Recommend an organization structure for the program.
e) Brief management(MT and EMT) on proposed Research Program and obtain direction
on how to proceed, including whether Board approval is needed.
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4) ODOR NUISANCE POLICY
Description
Develop an odor policy that establishes a level of service that will be implemented through
future capital investment.
Strategic Importance
Currently, the District does not have an Odor Nuisance Policy leading to a lack of clarity
regarding odor control projects, level of service and the resources dedicated to them.
With the development of an Odor Nuisance Policy, the Board will establish our Level of Service
to the community which will clarify the following for departments:
a) Whether odor control is needed when new processes and equipment are added and the
type of odor control that should be designed and built to achieve our level of service.
b) Whether existing odor control equipment meets our level of service, and if not what
changes are necessary.
c) How to operate odor control facilities and determine if they are sources of offsite odors.
d) How to involve the community in determining whether our desired level of service is
being achieved.
Outcome
Adoption of an Odor Nuisance Policy that will establish a Level of Service to the communities
surrounding our treatment plants, collection systems and pumping stations. The policy will
contain an implementation strategy that will include odor control design standards for new
processes and equipment, a CIP plan for undertaking modifications to existing processes and
equipment to bring them up to the design standard for odor control, standards for operation and
maintenance of our facilities to achieve the established level of service, and a program for
evaluating whether we are achieving our level of service through community involvement and
improvements to our odor complaint process.
Opportunities
To provide the Board with input from the community, and the information necessary to make
informed decisions regarding level of service.
Next Steps
Develop a scope of work to evaluate the current level of odor nuisance to the communities
surrounding our two treatment plants. Reach agreement on level of odor in D/T at which odors
would not be detected. Evaluate options and associated costs for achieving no odors to
communities during normal operations, based upon financial, social and environmental
considerations. Recommend the best alternatives for each plant. Discuss recommendations
and proposed odor nuisance policy with management and obtain Board approval:
a) Determine D/f value below which odors would not be detected by typical person.
b) Model both treatment plants to determine level of service options for odor nuisance to
the community and associated costs to achieve the various level of services.
c) Conduct Triple Bottom Line analysis of options developed in task 2.
d) Form odor summit team to review results from tasks 2 & 3 and make recommendations
on option for each treatment plant.
e) Develop odor nuisance policy based upon recommendations from task d.
f) Brief management(MT and EMT) on recommended options and proposed policy.
g) Board briefings and adoption of policy.
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5) ENGINE EMISSION COMPLIANCE
Description
Develop an engine (diesel and gas)emissions compliance strategy and an OCSD policy to
meet AQMD requirements, which will be implemented through future capital investment.
Strategic Importance
New regulations governing emissions from diesel engines and changes to how we measure air
toxic emissions from Central Generation System gas engines has resulted in levels of air toxic
emissions from our two treatment plants and the resulting health risk exceeding standards
established by the South Coast Air Quality Management District(SCAQMD)and the California
Air Resources Control Board (CARB). Currently, both treatment plants exceed one or both of
the SCAQMD standards for carcinogenic risk, chronic hazard, or acute hazard.
Outcome
Determination as to:
a) Whether to control emissions of air toxies to levels that do not require annual notification
to affected residents and businesses.
b) How to address on-site air toxic risks to employees that are not regulated by
SCAQMD/CARE.
c) Once direction is received from the Board, CIP projects can be developed to implement
the selected approach.
Opportunities
To provide the Board necessary Information to make informed emission level of service
decisions.
Next Steps
Develop a scope of work including Air Toxics Emission Reduction Strategic Plan for the two
treatment plants that includes: modeled impacts to off-site residents and businesses and on-
site workers through 2012, identification of emission sources contributing to health risks,
required controls and associated costs to reduce health risks below regulatory standards, and a
schedule to accomplish implementation of controls. In addition, pilot testing of two technologies
to evaluate effectiveness and cost in controlling air toxic emissions.
a) Determine emission sources and levels for baseline year 2006.
b) Model both treatment plants to determine off-site and on-site health risks and compare
to regulatory standards.
c) Develop options to reduce off-site health risks to below regulatory standards.
d) Conduct Pilot-testing on timed pre-combustion chamber technology for CGS engines.
e) Determine emission sources and levels for 2012 future facilities.
f) Model both treatment plants to determine off-site and on-site health risks and compare
to regulatory standards.
g) Develop options to reduce off-site and on-site health risks to below regulatory standards.
h) Conduct pilot-testing on oxidative catalysts for CGS engines.
i) Develop health risk impacts, conclusions, and recommendations for controls and costs.
j) Brief management (MT and EMT)on recommended options.
k) Board briefings and policy direction to staff.
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6) BUSINESS PLAN
Description—A Strategic Business Plan is essential to the sustainability of any enterprise,
whether in private or in government. In addition to Vision and Mission Statements, an
organization needs to articulate how it Intends to achieve its vision and mission now and in the
future, and how it intends to evaluate as to whether the vision and mission are being
accomplished (i.e., program results). Key components of strategic planning Is to establish
program objectives and initiatives to fulfill its vision and mission,to instill accountability and
control over its program objectives and initiatives, and to evaluate as to whether the programs
objectives and initiatives are being completed efficiency and effectively.
A three-year business plan has been identified for completion within the District's Business Plan
in FY 2005-06 by the Business Principle Team.
Strategic Importance
A Strategic Business Plan will:
• Address the sustainability of the District.
• Identify the programs and initiatives required to accomplish the District's vision and
mission.
• Substantiate the resources required to support the District's mission now and in the
future.
• Address the resources required to support environmental goals, objectives, and
initiatives.
• Assess the District's competitiveness with other California wastewater utilities.
Opportunities
Provide the tools to assist in the evaluation of the overall efficiency and effectiveness of the
agency in meeting Its vision and mission.
Next Steps
Development of a strategic goals work plan identifying proposed program objectives and
initiatives:
1) Develop a comprehensive list of proposed program objectives and initiatives.
2) Identify program objective and initiative costs and FTE resource requirements.
3) Preliminary Manager and EMT Review.
4) Determine and evaluate:
• Level of Service
• Cost of Service
• Risk Assessment
• Customer Expectations
• Work Plans
5) Obtain Board/Committee Review and Comments.
6) Incorporate Board proposed changes to work plan and roll work plan into the Strategic
Business Plan through the Budget development process.
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7) ASSET MANAGEMENT
Description— Continue to implement an agency-wide asset management program to minimize
the total cost of asset ownership leading to better business decision-making across the agency.
Strategic Importance
The District's costs and fees have risen and will continue to rise significantly, requiring 10-15 %
annual user fee increases through 2014. Our 2005 Asset Management Plan estimated the
present replacement value of the District's assets at$5.38 Billion, compared with our 1998
estimate of$2.03 Billion. By 2012,with our new CIP projects in place,the estimate increases to
$6.5 Billion. The long-tens O&M and Capital cost implications of this asset valuation requires
that we critically review the need to add new assets via our CIP, and that we have plans in place
to manage these assets to minimize overall costs.
The District has made major commitments to increase its level of service including:
1) Adoption of 100% Secondary Treatment Standards.
2) Increasing reclamation to 70 mgd.
3) Adoption of 100% class °A' biosolids options.
4) Reducing odor potential to reach a zero odor nuisance.
5) Compliance with latest fire and safety code requirements.
These levels of service commitments require us to manage cost and risk of failure, while
maintaining awareness of the community's willingness to pay. Asset Management is a proven
strategy to simultaneously balance level of service, cost of service, risk, and willingness to pay.
Outcome
The main focus in the next couple of years will be to improve the information that we collect
about our assets, and to develop a more rigorous understanding of where the risks are in our
collection system and treatment plants so that we can make better decisions about where to
spend capital and O&M funds.
The outcome will be better decision making by staff and our Board. The Board will know the
level of service, cost of service, and risk implications of spending or not spending money on a
particular project or program. The triple bottom line of environmental, social, and economic
implications will also be better understood, and the Board will feel less overwhelmed by the
magnitude of our expenditures.
Opportunities:
With numerous rehabilitation and refurbishment projects coming up in our CIP, we have the
opportunity to apply Asset Management principles in the decision making on these projects.
Next Steps
Continue implementation of the existing program.
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8) MANAGE AND OPTIMIZE A SUSTAINABLE BIOSOLIDS PROGRAM
Description
Manage blosolids in a long-term, cost-effective, environmentally-sensitive and socially
acceptable manner that optimizes the increasing volume of biosolids produced from the
wastewater system.
Strategic Importance
Biosolids management is becoming one of the cost drivers for the district as low—cost options
disappear and we are forced to rely on more expensive options. "Host" communities no longer
want biosolids in their communities and are becoming vocal in their opposition to the sitting of
facilities in their communities. Affected communities are turning against biosolids, making it
difficult to continue past practices. While the EPA and State Water Board argue that land
application of biosolids is a safe alternative, science is losing out to perception. To remain
sustainable, the District must begin to move into new technologies and markets and reduce its
reliance on land application of Class B material to agricultural lands.
Outcome
Implement the recommendations of the biosolids long-range plan. Move into new biosolids
technologies and markets that produce high-end consumer products and energy. Implement
capital projects to reduce the volume of biosolids that must be hauled off site. Continue to press
for in-watershed and in-county management options. Grow public awareness about benefits of
biosolids-based compost. Expand the District's member agency compost program to increase
the tonnage of biosolids-based compost used in Orange County. Maintain the District's
certification under the National Biosolids Program. Update the biosolids chapter in the district's
strategic plan.
Opportunities
Keep the Board of Directors and the public(e.g., BAC)fully informed of the challenges we are
facing with biosolids. Make them advocates for long-term diversification, even as it comes with
higher costs.
Next Steps
Development of the breakdown of tasks, schedule, budget to achieve the desired state.
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9) PLAN AND MAINTAIN A SUSTAINABLE CAPITAL IMPROVEMENT PROGRAM
Description
Plan and manage the execution of the Engineering Department Capital Improvement Program
to optimize investments in infrastructure while balancing level of service, risk, and user rates.
Strategic Importance
Engineering CIP projects often require years to design and construct. Long range planning and
management of the CIP to meet current and future capacity and level of treatment requirements
assures that the required facilities will be in place "just in time"to meet ratepayer's needs most
cost-effectively.
Ratepayers have an anticipated "level of service and they expect OCSD to meet these
expectations by providing reliable service 100%of the time.
Ratepayers are sensitive to increases in user fees. Our ability to respond to their current and
anticipated level of service requires that facilities be designed and constructed just in time to
meet service requirements. Ratepayers (represented by Board members) must trust and
accept that staff is spending money very judiciously.
Outcome
Develop a long-range strategic plan which becomes the basis of developing a detailed CIP.
Achieve the highest return on investment i.e. maximum benefit(meet all levels of service)for
the lowest possible cost and lowest possible risk.
Plan, implement, and manage the CIP to build and maintain infrastructure to meet rate payers'
current and future expectations regarding level of service, risk, and user rates. Present and
update multiple infrastructure scenarios which provide differing levels of balance between level
of service, risk, and user rates to OCSD decision making bodies.
Opportunities
Use decision science and risk modeling to educate and communicate decisions.
Next Steps
The Capital Improvement Plan was evaluated for potential modifications and reductions. The
result of the evaluation was $474 million in proposed reductions. Two workshops were held
with the Board to review the proposed CIP modifications.
The revised CIP budget was prepared and will be incorporated into the 2006-07 budget.
Interaction with the CIP Oversight Committee will continue as a series of meetings will be
scheduled.
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10) ENTERPRISE INFORMATION TECHNOLOGY STRATEGIC PLAN
Description
Develop and implement an Enterprise Information Technology Strategic Plan which will support
OCSD's business plan and guide the acquisition, management, and use of information
technology within the agency for a three to five year period.
Strategic Importance
To be more efficient and effective, OCSD will leverage technology in support of its operations
and business activities to the most appropriate level. Public agencies are expected to align their
technology strategies and investments with their business plan. To remain competitive, OCSD
will periodically revisit the IT Strategic Plan and align resources and planning in support of the
strategic initiatives of the organization.
Outcome
Execute the action items of the Enterprise Information Technology Strategic Plan. Prioritize,
schedule, and coordinate IT resources with the goal of achieving the District's business plan.
Review the Enterprise Information Technology Strategic Plan on an annual basis to ensure that
the strategy remains consistent with changes in technology and the needs of OCSD. Complete
a formal update of the Enterprise Information Technology Strategic Plan every two years to
coincide with development of the two year budget. Implement an ongoing process(most likely
managed by an Information Technology Steering Committee)to govern the identification and
prioritization of information technology opportunities and projects.
Opportunities
Enable transparent communication with the Executive Management Team, Management Team,
Board of Directors, and the public on the status of IT investments. We must also partner with
our stakeholders to advocate for information technology solutions that address strategic
business requirements.
Next Steps
This effort will be staff led with assistance from a consulting firth that specializes in IT strategic
planning in the public sector. An RFP will be awarded to the most qualified vendor. A Staffing
Support request was submitted to the Manager Team for all Divisions as part of the 3-Year
Staffing Plan process. The required FTE support is estimated at .02 for each Division for the
development of the plan. Once the plan is completed, a yet to be determined level of effort will
be required to implement and support the plan.
The Enterprise Information Technology Strategic Plan team will develop a breakdown of:
• Scope of Work: in progress
• Work Breakdown Structure (Tasks): in progress
• Schedule: Starting February 1, 2006, through December 2006
The core project team has been assembled. Initial needs research has been completed and the
development of a Request for Proposal to consultants is in progress.
The project Charter and Job Plan will be completed and submitted to the EMT next quarter.
This will clear the way for finalization of the RFP.
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ALTERNATIVES
N/A
CEQA FINDINGS
N/A
ATTACHMENTS
None.
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STEERING COMMITTEE Mmbrg Date To ad.of Dir.
524/e6
AGENDA REPORT Item Number Item Number
xbt
Orange County Sanitation District
FROM: James D. Ruth, Interim General Manager
Originator: Gail Garrett, Committee Secretary
SUBJECT: June Agenda Items for Consideration by Working Committees
GENERAL MANAGER'S RECOMMENDATION
Review with staff the agenda items tentatively scheduled for review by the Working
Committees in June
SUMMARY
Staff routinely prepares for the Steering Committee a list of items scheduled for
presentation to the Working Committees and the Board 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 June:
OMTS Committee: 1. Consider Fleet Management Software Award
2. Consider Enterprise IT Strategic Plan
3. Consider J-99 OOBS Rehabilitation Assessment Study Consultant
Agreement
4. Consider SP-53 Electronic O&M Manual Consultant Agreement
5. Consider Purchase of Oxygen
PDC Committee: 1. Ratify Change Order No. 19 for Job No. 1-2-4, Bushard Trunk Sewer
Rehabilitation
2. Ratify Change Order No. 27 for Job No. P1-37, Primary Clarifiers
16-31 and Related Facilities
3. Ratify Change Order No. 8 for Contract No. 7-36, 7-39, 741, Gisler-
Redhill Trunk Improvements
4. Ratify Change Order No. 1 for Job No. I-24P, Bushard Trunk Sewer
Rehabilitation
5. Ratify Change Order No. 13 for Job. No. J-77, Effluent Pump
Station Annex
6. Ratify Change Order No. 7 for Job No. P1-76,Trickling Filter
Rehabilitation and New Secondary Clarifiers
7. Ratify Change Order No. 1 for Contract No. 5-51 and 5-52, 140 and
A Street Pump Stations at Newport Beach
8. Approve Funding of Two New Cooperative Projects for Job No. J-
73, Cooperative Projects Grant Program
9. Approve PSA Extensions for FE Program Design Consultants PSA
Amendments
10. Report on Job N9. P1-97, 66kV Substation at Plant No. 1
FAHR Committee: 1. Consider Succession Management
2. Consider Recruitment Policy
3. Report on Labor Relations Program
4. Report on Meet and Confer Status
5. Consider Renewing Excess Workers Comp, General Liability
Insurance, Boiler& Machinery, All-Risk Property Insurances
6. Consider FY 2006/07 and 2007/08 Proposed Material, Supplies &
Services Operating and Maintenance Budget
7. Consider Safety Policy—Contractor Safety Program
PROJECT/CONTRACT COST SUMMARY
N/A
BUDGETIMPACT
❑ This item has been budgeted. (Line item: )
❑ This item has been budgeted, but there are insufficient funds.
❑ This item has not been budgeted.
❑ Not applicable (information item)
ADDITIONAL INFORMATION
NA
ALTERNATIVES
NA
CEQA FINDINGS
Not a project.
ATTACHMENTS
NA
99
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STEERING COMMITTEE MeeMg Dab
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AGENDA REPORT bm Number Ibm Number
9(c 1
Orange County Sanitation District
FROM: James D. Ruth, Interim General Manager
Originator: Gail Garrett, Committee Secretary
SUBJECT: Agenda Items for Consideration by the Board
GENERAL MANAGER'S RECOMMENDATION
Review with staff the agenda items tentatively scheduled for consideration by the Board at its
May 24 2006 meeting.
SUMMARY
Staff routinely prepares for the Steering Committee lists of items scheduled for presentation to
the Working Committees and the Board 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 Board at the May 24, 2006 meeting:
CONSENT CALENDAR
10. Consideration of motion to approve all agenda items appearing on the Consent Calendar
not specifically removed from same, as follows:
a. (1) Receive and file summons and complaint re Joel Lorenz vs. Orange County
Sanitation District, Orange County Superior Court Case No. 06CC05747, in
connection with Standby Power and Reliability Improvements, Job No. J-33-1A;
and,
(2) Authorize General Counsel to appear and defend the interests of the
Sanitation District.
END OF CONSENT CALENDAR
11. Consideration of items deleted from Consent Calendar, if any.
COMMITTEE REPORTS AND RECOMMENDED ACTIONS
12. STEERING COMMITTEE
Consent Calendar
a. Order draft Steering Committee Minutes for the meeting held on April 26, 2006,
to be filed.
Non-Consent Calendar
b. Review and consideration of agenda items considered by the Steering
Committee re the May 24, 2006 meeting.
13. OPERATIONS, MAINTENANCE AND TECHNICAL SERVICES COMMITTEE (OMTS)
OMTS Consent Calendar
a. Order draft Operations, Maintenance and Technical Services Committee Minutes
for the meeting held on May 3, 2006 to be filed.
b. Adopt Resolution No. OCSD 06-10, Support of Biosolids Recycling, and
repealing Resolution No. OCSD 02-18.
C. Receive and file the FOG Control Study, Phase II - Final Report, dated March
2006, prepared by Environmental Engineering and Contracting, Inc.
Non-Consent Calendar
d. Consideration of items deleted from OMTS Consent Calendar, if any.
14. PLANNING, DESIGN AND CONSTRUCTION COMMITTEE (PDC)
PDC Consent Calendar
a. Order draft Planning, Design and Construction Committee Minutes for the regular
meeting held on May 4 2006, to be filed.
b. Ratify Change Order No. 26 to Primary Clarifiers 16-31 and Related Facilities,
Job No. P1-37, with Margate Construction, authorizing an addition of$272,749
and 142 calendar days, increasing the total contract amount to $72,361,599.
C. Ratify Change Order No. 2 to Headworks Improvements at Plant No. 2, Job No.
P2-66, with J.F. Shea Construction, Inc., authorizing an addition of$356,647,
increasing the total contract amount to $192,724,912.
d. (1)Approve a budget increase of$1,251,353 for a total budget of$11,470,885
for Secondary Treatment Facilities Process Upgrades at Plant No. 2, Job
No. P2-47-3; and,
(2) Ratify Change Order No. 8 to Secondary Treatment Facilities Process
Upgrades at Plant No. 2, Job No. P2-47-3, with Morrow-Meadows Corporation,
authorizing an addition of$1,251,353 and a time extension of 17 calendar days,
increasing the total contract amount to $7,262,408, and extending the contract
completion to February 20, 2006.
e. Approve a Professional Services Agreement with Malcolm Pirnie, Inc. providing
for engineering services for the Rocky Point Pump Station Replacement,
Contract No. 5-50, for an amount not to exceed $2,475,973.
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f. (1)Approve Amendment No. 1 to the Professional Design Services Agreement
with Malcolm Pimie, Inc. for preparation of construction documents and to
provide construction support services for the Coast Trunk Sewer Rehabilitation,
Contract No. 11-26, providing for additional engineering and construction support
services at no additional cost due to the savings realized during the preparation
of the Preliminary Design Report; and,
(2)Approve a reduction of$638,505 to the agreement reducing the total amount
to not exceed $1,580,825.
g. Approve Amendment No. 2 to the Professional Services Agreements with
Geo-Matrix Consultants Inc., Kleinfelder Inc., and Smith-Emery Laboratories, and
Amendment No. 3 to the Professional Services Agreements with Ninyo& Moore
Geotechnical and Environmental Sciences Consultants to provide for materials
testing, inspection, and geotechnical engineering services, Specification
No. PSA-2003-175, for a one-year period for an amount not to exceed $150,000
for each agreement($600,000 total).
h. Approve Amendment No. 2 to the Professional Services Agreements with Forked
Engineering &Surveying, Inc., MDS Consulting, RBF Consulting, and
Amendment No. 3 to the Professional Services Agreement with Bush&
Associates Inc. to provide for surveying services for capital projects, Specification
No. PSA-2003-176, for a one-year period for an amount not to exceed $150,000
for each agreement ($600,000 total).
i. Approve Amendment No. 3 to the Professional Services Agreement with
Electrical Reliability Services, Inc. and Amendment No. 2 to Professional
Services Agreement with Hampton-Tedder Electric Inc. to provide for electrical
acceptance testing services, Specification No. PSA-2003-177,for a one-year
period for an amount not to exceed $150,000 for each agreement($300,000
total).
j. Approve Amendment No. 7 to the Professional Service Agreement with Tran
Consulting Engineers for additional construction support services for Sunflower
Interceptor Manhole Rehabilitation, Contract No. 7-21,for an additional amount
of$30,688, increasing the total amount not to exceed $644,983.
k. Approve funding for four new Cooperative Projects with the Cities of Huntington
Beach, Newport Beach, Placentia, and Santa Ana, for a total amount not to
exceed $1,515,297, as recommended by the Cooperative Projects Grant
Committee.
I. Consider the following actions relating to the purchase of certain real property
interests in connection with Replacement of Bitter Point Pump Station, Contract
No. 5-49:
(1)Approve a Purchase and Sale Agreement with Horizontal Development LLC
regarding an approximate one-third acre parcel, in an unincorporated area that is
located near the Banning Ranch Pacific Coast Highway entrance for an amount
not to exceed $160,000, in a form approved by General Counsel;
(2)Authorize the General Manager to execute all Deeds and other evidences of
title to the parcels of property, subject to the Purchase and Sale Agreement;
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(3)Authorize the General Manager to execute any and all other instruments I
related to the transaction with Caltrans for an amount not to exceed $40,000, in a
forth approved by General Counsel;
(4)Approve an agreement with the City of Newport Beach to quitclaim the Bitter
Point Pump Station property in connection with Replacement of Bitter Point
Pump Staton, Contract No. 5-49, for an amount not to exceed $90,000, in a form
approved by General Counsel; and,
(5)Authorize the General Manager to execute any other agreements necessary
to acquire said property for an amount not to exceed $20,000.
M. Approve Amendment No. 6 to the Professional Services Agreement with
Integrated Program Management Consultants, a joint venture of Parsons
Infrastructure &Technology Group, Inc., and CH2M Hill, Inc., authorizing:
(1) Establish an amount not to exceed $14,999,656 for year five (Fiscal Year
2006-07)of the five-year contract; and,
(2) Increase the total amount of the five-year contract to an amount not to exceed
$60,092,039.
n. Approve Change Order No. 1 to Bushard Trunk Sewer Rehabilitation, Jab
No. 1-2-4A, with Mike Bubalo Construction Company, Inc., authorizing a no cost
value engineering change proposal clause addition to the contract.
Non-Consent Calendar
0. Consideration of items deleted from PDC Consent Calendar, if any.
15. FINANCE, ADMINISTRATION AND HUMAN RESOURCES COMMITTEE
FAHR Consent Calendar
a. Order draft Finance,Administration and Human Resources Committee Minutes
for the meetings held on April 19. 2006, and May 10, 2006,to be filed.
b. Receive and file report of General Manager approved purchases in amounts
exceeding $50,000 in accordance with Board purchasing policies.
C. Receive and file the FY 2005-06 Quarterly Financial Management Report for the
period ended March 31, 2006.
d. Approve extension of the commercial lease with Nautical Enterprises, Inc., dba
H & S Yacht Sales from the original expiration date of May 31, 2006, to the
extended expiration date of December 31, 2007.
e. Adopt Resolution No. OCSD 06-11, Establishing a Policy Regarding Board of
Directors' Business and Travel Expense Reimbursement, and Meeting
Attendance and Compensation; and Repealing Resolution No. OCSD 06-09.
I
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f. Approve the Second Amended and Restated Memorandum of Understanding
Agreement re: Additional Retiree Benefit Account with the Orange County
Employees Retirement System.
g. Receive and file Independent Rate Study dated May 2006, prepared by Bartle
Wells Associates.
FAHR Non-Consent Calendar
h. Consideration of Items deleted from FAHR Consent Calendar, if any.
16. LEGISLATIVE AFFAIRS COMMITTEE
a. Order Legislative Affairs Committee Minutes for the meeting held on May 9, 2006
to be fled.
17. GWR SYSTEM STEERING COMMITTEE (GWRSSC)
GWRSSC Consent Calendar
a. Order Joint Groundwater Replenishment System Steering Committee Minutes for
the meeting held on April 10, 2006, to be filed.
b. Approve Amendment No. 13 to the Professional Services Agreement with Camp
Dresser& McKee, Inc., providing for the annual cost-of-living adjustment for
2006 and additional out of scope work items for the Groundwater Replenishment
System, Job No. J-36, for an additional amount of$219,970, increasing the total
amount not to exceed $34,335,753 to be equally shared with the Orange County
Water District.
GWRSSC Non-Consent Calendar
C. Consideration of items deleted from GWRSSC Consent Calendar, if any.
NON-CONSENT CALENDAR
18. Approve License for Access Purposes Agreement with SWEPI LP for gathering
geotechnical data for the Carbon Canyon Sewer and Pump Station Abandonment,
Contract No. 2-24-1, in a form approved by General Counsel, at no cost to the Sanitation
District.
19. Approve a Three Party Out-of-Service Area Sewer Service Agreement for the Aare
Master Planned Community with Aare Energy and Rowland Water District, in a form
approved by General Counsel.
20. (a)Adopt Resolution No. 06-12, Certifying the Initial Study/Negative Declaration for the
MacArthur Pump Station Rehabilitation Project, Contract No. 749, prepared by
CH2MHill; and,
(2)Approve the MacArthur Pump Station Rehabilitation Project, Contract No. 7-49.
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21. (a)Approve a progress payment to Ameron Intemational, Inc. for$75,169 in accordance
with the contract terms for Bushard Trunk Sewer Rehabilitation Pipe Procurement,Job
No. 1-2-4P; and,
(b)Authorize the General Manager, or his designee, to approve all subsequent invoices
submitted by Ameron International, Inc. for payment under Job No. 1-2-4P.
22. Adopt Ordinance No. OCSD-27, An Ordinance of the Board of Directors of Orange
County Sanitation District Establishing Specified Revenue Areas within the District, and
Repealing Ordinance No. OCSD-02:
a. Open meeting
1. Receive and file written comments, if any
2. Verbal reports of staff
3. Directors'questions
4. Public comments
b. Close meeting
C. Discussion by Board of Directors
d. Recommended actions:
1. Motion to read Ordinance No. OCSD-27 by title only and waive reading of
said entire ordinance. (The waiver of the reading of the entire ordinance
must be adopted by a majority vote of Directors present.)
2. Motion to adopt Ordinance No. OCSD-27, An Ordinance of the Board of
Directors of Orange County Sanitation District Establishing Speed
Revenue Areas within the District, and Repealing Ordinance
No. OCSD-02
23. Adopt Ordinance No, OCSD-29, An Ordinance of the Board of Directors of Orange
County Sanitation District Adopting Pees, Procedures, and Policies Concerning
Annexations of Territory to the District, and Repealing Ordinance No. OCSD-21:
a. Open meeting
1. Receive and file written comments, if any
2. Verbal reports of staff
3. Directors' questions
4. Public comments
b. Close meeting
C. Discussion by Board of Directors
d. Recommended actions:
1. Motion to read Ordinance No. OCSD-29 by title only and waive reading of
said entire ordinance. (The waiver of the reading of the entire ordinance
must be adopted by a majority vote of Directors present)
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2. Motion to adopt Ordinance No. OCSD-29, An Ordinance of the Board of
Directors of Orange County Sanitation District Adopting Fees,
Procedures, and Policies Concerning Annexations of Territory to the
District, and Repealing Ordinance No. OCSD-21.
24. (a) Adopt Ordinance No. OCSD-30A, An Ordinance of the Board of Directors of
Orange County Sanitation District Establishing Sanitary Sewer Service Charges;
Establishing Capital Facilities Capacity Charges; Adopting Miscellaneous
Charges and Fees Relating to Industrial Charges, Source Control Permittees and
Wastehaulers, and Repealing Ordinance No. OCSD-26:
-----AND -----
(b) Adopt Ordinance No. OCSD-30B, An Ordinance of the Board of Directors of
Orange County Sanitation District Establishing Sanitary Sewer Service Charges;
Establishing Capital Facilities Capacity Charges;Adopting Miscellaneous
Charges and Fees Relating to Industrial Charges, Source Control Permittees and
Wastehaulers, and Repealing Ordinance No. OCSD-26
1. Open meeting
a. Receive and file written comments, If any
b Verbal reports of staff
C. Directors' questions
d. Public comments
2. Close meeting
3. Discussion by Board of Directors
4. Recommended actions:
a. Motion to read Ordinance No. OCSD-30A by title only and waive
reading of said entire ordinance. (The waiver of the reading of
the entire ordinance must be adopted by a majority vote of
Directors present.)
b. Motion to adopt Ordinance No. OCSD-30A, An Ordinance of the
Board of Directors of Orange County Sanitation District
Establishing Sanitary Sewer Service Charges; Establishing
Capital Facilities Capacity Charges;Adopting Miscellaneous
Charges and Fees Relating to Industrial Charges, Source Control
Permittees and Wastehaulers, and Repealing Ordinance
No. OCSD-26. (Must be approved by a 213 vote of the entire
Board of Directors.)
-----OR-----
c. Motion to read Ordinance No. OCSD-30B by title only and waive
reading of said entire ordinance. (The waiver of the reading of
the entire ordinance must be adopted by a majority vote of
Directors present.)
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d. Motion to adopt Ordinance No. OCSD-30B, An Ordinance of the
Board of Directors of Orange County Sanitation District
Establishing Sanitary Sewer Service Charges; Establishing
Capital Facilities Capacity Charges; Adopting Miscellaneous
Charges and Fees Relating to Industrial Charges, Source Control
Pennittees and Wastehaulers, and Repealing Ordinance
No. OCSD-26. (Must be approved by a 2/3 vote of the entire
Board of Directors.)
25. a. Adopt Resolution No. OCSD 06-13A, directing the County Tax
Collector-Treasurer to include sanitary sewer service charges on the 2006-07
property tax bill.
-----OR--- --
b. Adopt Resolution No. OCSD 06-13B, directing the County Tax
Collector-Treasurer to include sanitary sewer service charges on the 2006-07
property tax bill.
26. Closed Session
PROJECT/CONTRACT COST SUMMARY
N/A
BUDGETIMPACT
❑ This item has been budgeted. (Line item: )
❑ This item has been budgeted, but there are insufficient funds.
❑ This item has not been budgeted.
® Not applicable (information item)
ADDITIONAL INFORMATION
NA
ALTERNATIVES
NA
CEQA FINDINGS
Not a project.
ATTACHMENTS
NA
99
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Page 8
ORANGE COUNTY SANITATION DISTRICT
(714) 962-2411
www.ocsd.com
Mailing Address:
P.O. Box 8127
Fountain Valley, Califomia
92728-8127
Street Address:
10844 Ellis Avenue
Fountain Valley, California
92708-7018