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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 f r•� �� r li .�,��Sn a• r1 r t�•� i.Sr�i. . � J ► � r OralCommunication ILI'Stening -Ability to communicate ideas, thoughts, and facts orally. Speaking using correct grammar, ;;• appropriate body language, •� proper tone and inflection, recognizing non-verbal cues, `, �--- and respecting the audience to Age1 J - effectively communicate ideas. i Attuning to a vocal or auditory / message including non-verbal 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 � r efforts. Includes providing . � p g appropriate level of AW J �r feedback concerning group process. t ,"One of the great challenges of leadership is to develop harmony between service and the power that is necessary for the exercise of leadership."(Nair, 1997) cc �. cccccccc � cc � cccccc � cc � ccccc � ccc � ccccccccc 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 =_ -_ - I Teaching Others ."613 me% ,low 1 ' -Overall concern for men the development level of an individual or group. Takes steps to explain and provide guidance. "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 ® -Degree to which an ' individual successfully determines follows and persists with a timely course of action. Requires l the consideration of multiple factors and influences in making decisions. 'Actions define leadership, and decisions are the precursors 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 -The concurrent management of projects, time, self and other resources including prioritizing, planning, goal setting, & coordinating with r respect to goals & objectives. Ability to create & follow a =� r� set path in order to achieve a _ goal. Ability to determine the z '. effectiveness of a given plan. "It is not easy to stay on the path; we a// need assistance, /t is important that we associate with colleagues who share r the path. ou commitment to be on pat , ( air, 1997) ( ttt ( t ( ( ( ( ( t ( ( ( t ( ( ( ( ( ( ( ( t ( ( ( ( ( ( ( ( tt ( ( ( ( t ( ( t ( 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 -Understanding of how an e organization must change g in light of internal and external trends and influences. Ai 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 H , . completion of work tasks and activities. Includes knowledge gained through formal and informal education or training. '"Continuous improvennent is the path to a higher standard 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. "To understand the needs of the people you serve, you must 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 25 26 27 28 29 30 ConfRct Management -Ability to effectively resolve _ w disputes among others. • Manages disagreements. - g g ;�- ,` Methods and style of •► �., , == dealing with disagreements. ,. Requires the ability to Or-' remain impartial and unbiased. "A commitment to minimize secrecy forces us to think of the consequences of our actions and provides a discipline that helps us stay on the path," "Personal observation and commitment to the truth allow a leader to see things as they really are; to understand the true needs of the people," (Nair, 1997) � cctccccctccccc � cccc � c � � ccccccccccccccc �. cccc 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 V _ the ability to operate - ffectively within them. ,"If the people do not see your personal commitment to serve 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.