HomeMy WebLinkAbout2009-05-20 'REVISED'
STEERING COMMITTEE Meeting Date To Bd.of Dir.
05/20/09 05/20/09
AGENDA REPORT Item Number Item Number
3 5
Orange County Sanitation District
FROM: James D. Ruth, General Manager
Originator: Jim Herberg, Director of Engineering
SUBJECT: PROPOSED ANNEXATION NO. OCSD-63 — RANCHO SANTIAGO
ANNEXATION
GENERAL MANAGER'S RECOMMENDATION
1. Authorize staff to annex 499.1 acres to Orange County Sanitation District (OCSD)
in the vicinity of Rancho Santiago Boulevard, within the City of Orange and
unincorporated areas of Orange County;
2. Adopt Resolution No. OCSD 09-05, authorizing initiation of proceedings to annex
said territory to OCSD (Proposed Annexation No. OCSD-63 — Rancho Santiago
Annexation); and,
3. Defer collection of associated fees for proposed Annexation No. OCSD-63 —
Rancho Santiago Annexation until a sewer connection is permitted.
SUMMARY
• Staff is requesting to annex a total of 499.1 acres to OCSD. By annexing this entire
area to OCSD, administrative cost per property owner will be reduced by
approximately $4,000 when they connect to a public sewer in the future.
• The property owners in this annexation will pay their portion of the annexation and
connection fees when they request a connection to the OCSD sewer facilities.
• The area has started to experience failed septic tanks and most of the properties are
within 200 feet of a public sewer. State and County laws prohibit reconstructing the
failed septic tanks for properties within 200 feet of a public sewer.
PRIOR COMMITTEE/BOARD ACTIONS
NIA
Distributed at the Steering
Committee Meeting held on
Form No.DW-102 Agenda Report-Board
Revised: 12/06/06
Page 1
ADDITIONAL INFORMATION
This annexation is similar to recent, large blanket annexations for the unincorporated
areas of Orange Park Acres, Cowan Heights, Lemon Heights, and Santiago County
Water District. These areas were developed starting in the mid-1950s, and are now
experiencing septic tank failures requiring property owners to connect their property to a
sewer. The blanket annexation process allows for a savings of about $4,000 per
property, compared with stand-alone annexation. Blanket annexation also speeds up
the permit processing by up to one year.
The recommended action is statutorily exempt from the California Environmental Quality
Act under Public Resource Code Sections 21065 and Title 14 of the California Code of
Regulations, sections 15060 and 15378 because the action will not result in a direct or
reasonably foreseeable indirect physical change in the environment. The
recommended action is also categorically exempt under Title 14 of the California Code
of Regulations, section 15319 which states: "Annexations to a city or special district of
areas containing existing public or private structures developed to the density allowed
by the current zoning or pre-zoning of either the gaining or losing governmental agency
whichever is more restrictive, provided, however, that the extension of utility services to
the existing facilities would have a capacity to serve only the existing facilities."
The area to be annexed contains public structures, including a sewer line and private
structures, in the form of homes, many of which have septic tanks. The area to be
annexed is in a low-density zone with large homes. Approximately half of the area to be
annexed is either owned by the Orange County Flood Control District and cannot be
developed or is part of the Santiago Oaks Regional Park, which is dedicated open
space. The homes within the annexation area are developed to the density allowed by
the current zoning and further development is not permitted. There are no plans to
increase the capacity of the existing sewer line, which has only sufficient capacity to
provide service to the existing homes.
JB:sa:gc
H:\dept\agenda\Steering Committee\2009\0509\Item 3.Santiago Annexation.docx
Form No.DW-102
Agenda Report-Board
Revised: 12/06/06
Page 2
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OralCommunication ILI'Stening
-Ability to communicate ideas,
thoughts, and facts orally.
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;;• appropriate body language,
•� proper tone and inflection,
recognizing non-verbal cues,
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Age1 J - effectively communicate ideas.
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cues. Body language /
positioning and eye contact of
the listener is considered.
"We share information with the people we trust. How can
leaders ask for the trust of the people they lead if they are
not prepared to share information?"(Nair, 1997)
July
Sun Mon Tue Wed Thu Fri Sat
1 1 3 4
Independence
PAYDAY Day
$ 6 7 8 9 10 1l
11 13 14 15 16 17 18
PAYDAY
19 10 11 11 23 24 25
26 17 28 19 30 31
PAYDAY
Integfitylgfonesty
-Degree to which an
individual can be trusted.
Operates in an ethical
r,11jrmanner. Degree of
trustworthiness & ethical
behavior of an individual
with consideration for the
- knowledge one has of the
impact & consequences when
making a decision or taking
action.
"The standard of leadership depends not only on the qualities
and beliefs of our leaders, but also on the expectations we
have of them.ff(Nair, 1997)
August
Sun Mon Tue Wed Thu Fri Sat
/
2 ; J 5 6 7 8
9 /0 1/ 12 13 /4 15
PAYDAY
16 /7 /s 19 20 21 » --
23 24 25 26 27 28 29
PAYDAY
30 31 -
Interpersona(Skif&
, his
-Extent to which an
•= - . individual gets along
1 ,
' and interacts positively
with co-workers.
Degree and style of
understanding and
relating to others.
"There are many opportunities for sharing experiences,
but it has to be done with humility and a spirit of
service."(Nair, 1997)
September
Sun Mon Tue Wed Thu Fri Sat
1 :.2 3 4 5
6 7. 8 9 10 11 12
Labor
Day PAYDAY .
13 14 .15 .: 16 17. 18 19
20 21 22 2.3 24 25 26
PAYDAY
27 28 29 30
0
Team Leadership
-Ability to effectively
manage and guide group
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appropriate level of
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October
Sun Mon Tue Wed Thu Fri Sat
1 2 3
4 5 6 7 8 9 10
PAYDAY.
11 12 13 14 15. 16 17
18 19 20 21 22 23 24
PAYDAY -
25 26 27 28 29 30 31
Halloween
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Teaching Others
."613 me%
,low
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-Overall concern for
men the development
level of an individual
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"Disciplined reflection does not take time away from work;
it sustains the spirit and increases the intensity and
quality of work,"(Nair, 1997)
November 2009
Sun Mon Tue Wed Thu Fri Sat
1 2 3 4 S 6 7
PAYDAY
8 9 10 11 12 13 14
Veterans
Day
15 16 17 18 19 20 21
PAYDAY
22 23 24 lS 26 27 28
Thanksgiving
Day
29 30
Decu' iveness
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persists with a timely
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to action. Decide where you want to go: this is your goal,
Decide how you are going to get there: this is your strategy,
Then do what you said you would do."(Nair, 1997)
December
Sun Mon Tue Wed Thu Fri Sat
1 2 3 4 5
PAYDAY
6 7 8 9 10 11 12
13 14 15 16 17 18 19
PAYDAY
20 21 22 23 24 25 26
Christmas
Day
27 28 29 30 31
PAYDAY
Tannin Evaluation
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other resources including
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Janua 2010
Sun Mon Tue Wed Thu Fri Sat
1 2
New Year's
Day
3 4 S 6 7 8 9
10 11 12 13 14 15 16
PAYDAY
17 18 19 20 21 22 23
Martin Luther
King Jr.
24 25 26 27 28 29 30
PAYDAY
31
0
Vision
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organization must change
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in light of internal and
external trends and
influences.
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71
When the ideal seems far away, you should not be
discouraged. Think of the distance as a measure of your
potential - not of your imperfections," (Nair, 1997)
February
Sun Mon Tue Wed Thu Fri Sat
1 Z 3 4 j 6
7 8 9 10 11 /' 13
Lincoln's
Birthday
PAYDAY
14 15 16 17 Is 19 20
President's
Valentine's Day
Day
21 2 13 24 25 26 27
PAYDAY
28
CareerSpecific Expertise
-Extent to which an individual
possesses and applies job-
related knowledge in the
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activities. Includes knowledge
gained through formal and
informal education or
training.
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of leadership" (Nair, 1997)
March
Sun Mon Tue Wed Thu Fri Sat
1 2 3 4 5 6
7 8 9 10 11 12 13
PAYDAY
14 15 16 17 18 19 20
St. Patrick's
Day.
21 22 23 24 25 26 27
PAYDAY
28 29 30 31
(Problem Solving
-The identification of
various types of problems
along with the creating of
*— workable solutions.
Requires the identification
and analysis of problems,
evaluation of alternatives,
- and provision of solutions.
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get personally involved, speaking and listening to the people,
observing and sharing their experiences," (N a i r, 1997)
April
Sun Mon Tue Wed Thu Fri Sat
1 2 3
4 5 6 7 8 9 10
Easter
PAYDAY
11 12 13 14 15 16 17
18 19 20 21 22 23 24
PAYDAY
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remain impartial and
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consequences of our actions and provides a discipline that helps
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truth allow a leader to see things as they really are; to understand
the true needs of the people," (Nair, 1997)
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Mav
Sun Mon Tue Wed Thu Fri Sat
1
2 3 4 5 6 7 8
PAYDAY
9 10 11 12 13 14 15
Mother's
Day
16 17 18 19 20 21 22
PAYDAY
23 24 25 26 27 28 29
30 31
Memorial
Day
M- M-- I
OrganizationafAwareness
- err .► 1/ -
-Understanding of the formal
t
- - and informal structures
within an organization, and
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them, they are not likely to share with you information about
their deepest needs," (Nair, 1997)
June 2010
Sun Mon Tue Wed Thu Fri Sat
1 2 3 4 5
PAYDAY
6 7 8 9 10 11 12
13 14 15 16 17 18 19
PAYDAY
10 21 22 23 24 25 26
Father's
Day
27 28 29 30
PAYDAY
Document Version: February 2007
OCSD Leadership Competencies
COMPETENCY DESCRIPTION
Ability to communicate ideas, thoughts, and facts
Oral Communication orally. Speaking using correct grammar, appropriate
body language, proper tone and inflection,
recognizing non-verbal cues, and respecting the
audience to effectively communicate ideas.
Listening Attuning to a vocal or auditory message including
non-verbal cues. Body language/positioning and
eye contact of listener is considered.
l Degree to which an individual can be trusted.
Operates in an ethical manner. Degree of
Integrity/ Honesty trustworthiness and ethical behavior of an individual
with consideration for the knowledge one has of the
impact and consequences when making a decision
or taking action.
Interpersonal Skills (Working with Others) Extent to which an individual gets along and
interacts positively with co-workers. Degree and
style of understanding and relating to others.
Ability to effectively resolve disputes among others.
Conflict Management Manages disagreements. Methods and style of
dealing with disagreements. Requires the ability to
remain impartial and unbiased.
Team Leadership Ability to effectively manage and guide group
efforts. Includes providing appropriate level of
feedback concerning group process.
Teaching Others Overall concern for the developmental level of an
individual or group. Takes steps to explain and
provide guidance.
Degree to which an individual successfully
Decisiveness determines,follows, and persists with a timely
course of action. Requires the consideration of
multiple factors and influences in making decisions.
The concurrent management of projects, time, self,
and other resources including prioritizing, planning,
Planning and Evaluation goal setting, and coordinating with respect to goals
and objectives. Ability to create and follow a set
path in order to achieve a goal. Ability to determine
the effectiveness of a given plan.
The identification of various types of problems along
Problem Solving with the creating of workable solutions. Requires the
identification and analysis of problems,evaluation of
alternatives, and provision of solutions.
Vision Understanding of how an organization must change
in light of internal and external trends and
influences.
Organizational Awareness Understanding of the formal and informal structures
within an organization, and the ability to operate
effectively within them.
Extent to which an individual possesses and applies
Career Specific Expertise job-related knowledge in the completion of work
tasks and activities. Includes knowledge gained
through formal and informal education or training.