HomeMy WebLinkAbout11-20-2013 Steering Committee Agenda Packet.pdf Orange County Sanitation District Wednesday, November 20, 2013
Regular Meeting of the 5:30 P.M.
Steering Committee - Administration Building
Conference Rooms A& B
10844 Ellis Avenue
Fountain Valley, CA 92708
(714) 593-7130
AGENDA
DECLARATION OF QUORUM:
PUBLIC COMMENTS: If you wish to speak, please complete a Speaker's Form and give it to the
Clerk of the Board. Speakers are requested to limit comments to three minutes.
REPORTS: The Committee Chair and the General Manager may present verbal reports on
miscellaneous matters of general interest to the Directors. These reports are for information only and
require no action by the Directors.
CONSENT CALENDAR:
1. Approve Minutes of the October 23, 2013 Steering Committee Meeting.
ACTION ITEMS:
2. Recommend to the Board of Directors to:
A. Approve the Five-Year Strategic Plan dated November 2013; and
B. Direct staff to implement the goals and levels of service contained in the
Plan.
3. Direct the Administration Committee to obtain labor relations consulting services
related to the Board's directions regarding meet-and-confer with represented
employee groups, including assistance in developing labor negotiations
strategies and providing assistance with other labor relations matters.
11/20/13 Sfeenng Commiffee Agenda Page 1 of 3
INFORMATION ITEMS:
4. SAWPA Remedial Plan Update
CLOSED SESSION:
During the course of conducting the business set forth on this agenda as a regular meeting of the
Board, the Chair may convene the Board in closed 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 Board during a permitted
closed session and are not available for public inspection. At such time as the Board takes final action
on any of these subjects, the minutes will reflect all required disclosures of information.
Convene in closed session.
(1) CONFERENCE WITH LEGAL COUNSEL RE EXISTING LITIGATION (1 case)
(Government Code Section 54956.9(d)(1))
Santa Ana Watershed Project Authority v. Orange County Sanitation District,
Contractual Arbitration — JAMS Reference No. 1210030062
(2) CONFERENCE WITH LABOR NEGOTIATORS
(Government Code Section 54957.6)
Agency Designated Representatives: James D. Herberg, General Manager, Jeff
Reed, Director of Human Resources, and James D. Ruth, Chief Negotiator,
Employee Organization: Supervisor and Professional Group
Reconvene in regular session.
Consideration of action, if any, on matters considered in closed session.
OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA
ITEMS, IF ANY:
11/20/13 Steenng Commt0ee Agenda Page 2 of 3
ADJOURNMENT:
The next Steering Committee meeting is scheduled for Wednesday, December 18,
2013, at 5:30 p.m.
Accommodations for the Disabled: Meeting Rooms are wheelchair accessible. If you require any special disability
related accommodations, please contact the Orange County Sanitation District Clerk of the Board'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.
Agenda Postina: In accordance with the requirements of California Government Code Section 54954.2,this agenda
has been posted outside the main gate of the Sanitation District's Administration Building located at 10844 Ellis
Avenue, Fountain Valley, Cal'domia, not less than 72 hours prior to the meeting date and time above. All public
records relating to each agenda item, including any public records distributed less than 72 hours prior to the meeting
to all,or a majority of the Board of Directors,are available for public inspection in the office of the Clerk of the Board.
NOTICE TO DIRECTORS: To place items on the agenda for the Committee Meeting, items must be submitted to the
Clerk of the Board 14 days before the meeting.
Made E.Ayala
Clerk of the Board
(714)593-7130
mavala(docsd.com
For any questions on the agenda,Committee members may contact staff at:
General Manager Jim Herberg (714)593-7110 iherberg(docsd.com
Assistant General Manager Bob Ghirelli (714)593-7400 mhirelli(docsd.com
Director of Engineering Nick Kanetis (714)593-7310 nkanetis(docsd.com
Director of Facility Support Services Nick Arhontes (714)593-7210 narhontes(docsd.com
Director of Finance and Lorenzo Tyner (714)593-7550 Itvner(docsd.mm
Administrative Services
Director of Human Resources Jeff Reed (714)593-7144 ireed(docsd.com
Director of Operations&Maintenance Ed Torres 714 593-7080 etorres ocsd.com
11/20/13 Steenng Committee Agenda Page 3 of 3
ITEM NO. 1
MINUTES
STEERING COMMITTEE MEETING
Orange County Sanitation District
The Steering Committee meeting convened on Wednesday, October 23, 2013, at
5:36 p.m. in the Administration Building of the Orange County Sanitation District.
A quorum was declared present, as follows:
COMMITTEE MEMBERS STAFF PRESENT
PRESENT: Jim Herberg, General Manager
Troy Edgar, Chair Bob Ghirelli, Assistant General
John Anderson, Vice-Chair Manager
Tom Beamish, Operations Committee Nick Arhontes, Director of Facilities
Chair Support Services
Brad Reese, Administration Committee Nick Kanetis, Director of Engineering
Chair Jeff Reed, Director of Human
John Nielsen Resources
Ed Torres, Director of Operations &
COMMITTEE MEMBERS ABSENT: Maintenance
John Withers Lorenzo Tyner, Director of Finance &
Administrative Services
Maria Ayala, Clerk of the Board
Norbert Gaia
Andrew Nau
OTHERS PRESENT:
Brad Hogin, General Counsel
PUBLIC COMMENTS:
None.
COMMITTEE CHAIR REPORT:
Chair Edgar provided an update from the last Legislative and Public Affairs Special
Committee Meeting that took place on October 17�. He reported on items
discussed such as: Yorba Linda legislation and the Sanitation District's public
outreach video.
Minutes of the Steering Committee
October 23, 2013
Page 2 of 3
GENERAL MANAGER REPORT:
Mr. Herberg provided a summary of his November Monthly Status Update Report.
CONSENT CALENDAR:
1. MOVED, SECONDED, AND DULY CARRIED: Approve Minutes of the
September 25, 2013 Steering Committee Meeting.
ACTION ITEMS:
2. A. MOVED, SECONDED, AND DULY CARRIED: Receive and file a
letter from the City of Yorba Linda dated October 16, 2013
requesting a transfer of its seat on the OCSD Board of Directors to
the Yorba Linda Water District; and
B. Direct staff to prepare a legislative proposal to transfer the City of
Yorba Linda's seat on the COSD Board of Directors to the Yorba
Linda Water District.
INFORMATION ITEMS:
3. Administrative Facilities Improvements
Nick Kanetis provided a PowerPoint presentation on the current status of
the OCSD administrative facilities.
CLOSED SESSION
CONVENED IN CLOSED SESSION PURSUANT TO GOVERNMENT CODE
SECTIONS: 54956.9(d)(1), 54956.9(d)(4), and 54957(b)(1).
The Committee convened in closed session at 5:59 p.m. to discuss five items.
Confidential Minutes of the closed Session have been prepared in accordance
with the above Government Code Sections and are maintained by the Clerk of the
Board in the Official Book of Confidential Minutes of Board and Committee Closed
Meetings.
RECONVENE IN REGULAR SESSION: The Committee reconvened in regular
session at 6:28 p.m.
Minutes of the Steering Committee
October 23, 2013
Page 3 of 3
CONSIDERATION OF ACTION, IF ANY, ON MATTERS CONSIDERED IN
CLOSED SESSION:
None.
OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA
ITEMS, IF ANY:
None.
ADJOURNMENT:
The Chair declared the meeting adjourned at 6:28 p.m.
Submitted by:
Maria E. Ayala
Clerk of the Board
STEERING COMMITTEE Neeting Dare TOBA.of Dlr.
11/20/13 11/20/13
AGENDA REPORT Item Number Item Number
z
Orange County Sanitation District
FROM: James D. Herberg, General Manager
Originator: Robert P. Ghirelli, Assistant General Manager
Project Manager: Jennifer Cabral, Principal Staff Analyst
SUBJECT: FIVE-YEAR STRATEGIC PLAN
GENERAL MANAGER'S RECOMMENDATION
A. Approve the Five-Year Strategic Plan dated November 2013: and,
B. Direct staff to implement the goals and levels of service contained in the Plan.
SUMMARY
The Five-Year Strategic Plan, for years 2014 — 2019, contains the Board of Director's
new Vision, articulates the values of the organization through a set of core values,
outlines the risks facing the Sanitation District, lays out a series of targets that define
our Levels of Service, and a number of strategic goals designed to support the service
levels.
PRIOR COMMITTEE/BOARD ACTIONS
September 2013: The Board of Directors participated in a Strategic Planning Workshop
to create a new Board Vision and review past strategic goals and progress.
October 2013: The Board of Directors participated in a second Strategic Planning
Workshop to review recommended strategic goals.
ADDITIONAL INFORMATION
This year marks the beginning of a new Five-Year Strategic Plan for 2014 through 2019
supported through a newly crafted Vision Statement. Each year, the plan will be
reassessed. The updated plan will be submitted for approval to the Board of Directors.
As a result of two Strategic Planning workshops, individual Board Member interviews,
input from employee and management focus groups, eight strategic goals were
identified and modifications to six OCSD's Levels of Service are contained in this new
Plan.
Page 1 of 3
Based on the outcome of the Strategic Planning Workshops, the following Strategic
Goals and Level of Service modifications are proposed:
Strategic Goals:
• Legislative Advocacy and Public Outreach - Develop a unified legislative
advocacy and public outreach program. Target for completion in FY 13-14.
• Future Biosolids Management Options - Study biosolids management options
including 3rd party contracts and onsite capital facilities. Target for completion in
FY 15-16.
• Odor Control - Completion of the Odor Control Master Plan. Target for
completion in FY 15-16.
• Energy Efficiency - The District will research new energy efficiency and energy
conversion technologies. Target for completion in FY 17-18.
• Future Water Recycling - Determine partnerships, needs, strategies, benefits and
costs associated with recycling of Plant No. 2 effluent water. Target for
completion in FY 18-19.
• Disinfection of Ocean Discharge - Develop an implementation plan including the
technical, financial, and societal factors associated with the decision to cease
disinfection of the ocean discharge. Target for completion in FY 13-14.
• Local Sewer Transfers — Complete transfer of 174 miles of local sewers serving
parts of Tustin and unincorporated areas north of Tustin and local sewer
transfers in the City of Santa Ana. Target for completion in FY 13-14.
• Workforce Planning and Workforce Development - This initiative is ongoing and
part of a comprehensive workforce planning and development effort to ensure we
have the right people with the right skills and abilities, in the right place, at the
right time. Target for completion, ongoing.
Modifications to Levels of Service:
• Urban Runoff - Establish a new level of service target of up to 10 million gallons
per day.
• Maximum off-site odor impacts - Treatment Plant No. 1 — Deletion of the dilution
To threshold level of service until the scheduled Odor Control Master Plan has
been updated.
• Maximum off-site odor impacts - Treatment Plant No. 2 - Deletion of the dilution
to threshold level of service until the scheduled Odor Control Master Plan has
been updated.
• Number of odor incidents/events: Collection System - Establish new level or
service from 34 to 12 based on historical data.
Page 2 of 3
• GWRS - Reword the existing level of service from a specific number of million
gallons to meeting 100 percent of the specifications to meet full production
requirements of OCWD.
• Biosolids - modifications to the following levels of service:
o Delete - Maintain National Biosolids Partnership Certification of Biosolids
Environmental Management System. This is an operational standard and
will continue to take place.
o Delete - Percent of biosolids recycled and percent of biosolids to landfill.
This performance measure will be replaced with: Percent of biosolids
recycled during peak solids production through 2017 to be replaced with:
Tons of biosolids to landfill through 2017 Peak Production period.
Following Board approval of the Strategic Plan, implementation will occur through a
series of recommended actions proposed by staff for Board consideration at future
meetings.
CEQA
Adoption of the Strategic Plan is statutorily exempt from CEQA because it involves only
feasibility or planning studies for possible future actions which the Board has not
approved, adopted, or funded. The Strategic Plan will not have a legally binding effect
on later activities.
BUDGET/ DELEGATION OF AUTHORITY COMPLIANCE
N/A
ATTACHMENT
The following attachment(s) are included in hard copy as a separate attachment, and may also be viewed
on-line at the OCSD website(m w.ocsd.com) with the complete agenda package and attachments:
• November 2013 Strategic Plan (39 pages)
Page 3 of 3
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ORANGE COUNTY SANITATION DISTRICT
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table of contents
OCSD Board of Directors.........................................................................................ii
Message from the General Manager........................................................................iu
Executive Summary.....................................................................................................1
The Strategic Planning Framework..........................................................................3
MissionStatement.......................................................................................................4
VisionStatement..........................................................................................................5
CoreValues...................................................................................................................6
RiskRegister.................................................................................................................7
Strategic Goals and Levels of Service......................................................................8
Appendix A: Issue Papers........................................................................................12
Appendix B: Summary of Accomplishments.......................................................23
AppendixC: Glossary...............................................................................................28
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
board of directors
The strategic planning effort starts with the Board of Directors setting overall policy and priorities for the
Sanitation District. Based on that policy direction,staff develops the annual operational plan and budget.
Anaheim Los Alamitos
Lucille Kong Troy Edgar
(Board Chair)
Brea
Brett Murdock Midway City Sanitary District
Tyler Diep
Buena Park
Fred Smith Newport Beach
Keith Curry
Costa Mesa Sanitary District
James M. Ferryman Orange
Teresa Smith
Cypress
Prakash Narain Orange County
Board of Supervisors
Fountain Valley Janet Nguyen
Steve Nagel
Placentia
Fullerton Scott Nelson
Gregory Sebourn
Santa Ana
Garden Grove David Benavides
Steve Jones
Seal Beach
Huntington Beach Michael Levitt
Joe Shaw
Stanton
Irvine David Shawver
Steven Choi
Tustin
Irvine Ranch Water District John Nielsen
John Withers
Villa Park
La Habra Brad Reese
Tom Beamish
Yorba Linda
La Palma John Anderson
Peter Kim (Vice Chair)
■
ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
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message from the general manager
In 2014,the Orange County Sanitation District will celebrate
60 years of protecting the public's health and the environment.
Over those years,OCSD in partnership with our member cities
and agencies has provided reliable and cost effective service to
our ratepayers. OCSD's level of service has evolved from the 30
million gallons per day of primary wastewater Treatment in 1954
to the 210 million gallons of secondary Treated wastewater that we
produce today.
In 2007,the Board of Directors and staff chatted a course for the
future through the development of the agency's first Five-Year Strategic Plan.We committed to
the execution of that plan and implementation of the goals necessary to achieve success.This
year,I am pleased to report that over the past six years,we completed thirty-eight strategic goals
and made strides to improve technical operations,biosolids management,odor control,and
regulatory compliance. Building on this success,the District's Board of Directors and staff are
charting the future through the development and execution of this 2014 Strategic Plan.
This Strategic Plan envisions an organizational culture that adheres to our core values and
makes efficient and effective use of all available resources.Through a newly developed Vision
Statement,I am committed to focusing our efforts on customer service,protecting public
health and the environment,fiscal responsibility,communications,partnering with others and
creating the best possible workforce.This focus will be achieved through the goals laid out
in this plan which focuses our collective efforts and provides alignment from the Board of
Directors to our management staff.
OCSD is a world-renowned organization,and our team is regarded as leaders in our industry
with significant achievements over the years. In the past 10 years alone,we partnered with the
Orange County Water District to develop the Groundwater Replenishment System,completed
full Secondary Treatment,had fewer sewer spills than in the past, significantly improved
our safety record,and received numerous wastewater industry awards in every part of our
organization.This success is truly a testament to our Board of Directors'leadership and
our workforce.
Under the direction of the Board of Directors,I am honored to be leading an agency with a
track record of innovation,robust planning,and sound financial management. I look forward to
working together to accomplish all of our goals in the years ahead and continuing our successes.
Respectfully submitted,
/�~ "
James D. Herberg,General Manager
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
executive summary
Strategic Planning is as much about the process as it is about the outcome. In working together towards
achieving the newly developed vision and developing a path forward OCSD staff,senior management,
and Board of Directors and Alternates came together in a spirit of partnership.They gained a better
understanding of the Agency's opportunities,challenges,and the expertise and commitment of its staff.We
are proud of the inclusiveness of our process and the consensus that we achieved.The culture of teamwork
and consensus will provide a strong foundation for us to continue to work together,in partnership with our
stakeholders,toward realizing our vision and delivering on priorities.
This year marks the beginning of a new Five-Year Strategic Plan for 2014 through 2019 supported through a
newly crafted Vision Statement. Each year,the plan will be reassessed,updated, and submitted for approval
by the Board of Directors.
As a result of two Strategic Planning workshops,individual Board interviews,employee and management
focus groups, eight new strategic goals were identified and modifications to six of OCSD's service levels are
contained in this Plan.
Strategic Goals:
1. Odor Control—Completion of the Odor Control Master Plan.
2.Future Biosohds Management Options—Study biosoliids management options including 3rd party
contracts and onsite capital facilities.
3.Energy Efficiency—Continue to research new energy efficiency and energy conversion
technologies.
4.Disinfection of Ocean Discharge—Develop an implementation plan including the technical, financial
and societal factors associated with cessation of disinfection of the ocean discharge.
5.Local Sewer Transfers—Complete the transfer of 174 miles of local sewers serving parts of Tustin
and unincorporated areas north of Tustin and local sewer transfers in the City of Santa Ana.
6.Legislative Advocacy and Public Outreach—Develop a unified legislative advocacy and public outreach
program.
7.Future Water Recycling—Determine partnerships,needs,strategies,benefits and costs associated with
recycling of Plant No. 2 effluent water.
8.Workforce Planning and Workforce Development—This initiative is ongoing and part of a
comprehensive workforce planning and development effort to ensure we have the right people with the
right skills and abilities,in the right place,at the right time.
ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
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executive summary
Modifications to Levels of Service:
• Urban Runoff—Establish a new level of service target of up to 10 million gallons per day.
• Magnum offsite odor impacts—Treatment Plant No. 1 —Deletion of the dilution to threshold level
of service until the scheduled Odor Control Master Plan has been updated.
• Maximum offsite odor impacts—Treatment Plant No. 2-Deletion of the dilution to threshold level of
service until the scheduled Odor Control Master Plan has been updated.
• Number of odor incidents/events: Collection System—Establish new level or service from 34 to 12
based on historical data.
• GWRS—Reword the existing level of service from a specific number of million gallons to,provide
100 percent of the specification effluent available to the Groundwater Replenishment System to
maximize full production of purified water.
• Biosohds—modifications to the following levels of service:
o Delete-Maintain National Biosolids Partnership Certification of Biosolids Environmental
Management System.This is an operational standard and will continue to take place.
G Delete-Percent of biosolids recycled and percent of biosolids to landfill.This performance measure
will be replaced with:Percent of biosolids recycled during peak solids production through 2017 to be
replaced with:Tons of biosolids to landfill through 2017 Peak Production period.
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Wastewateris transpaned through the 570 miles ofsewers throughout service area ofclose to 500 square miles and enters into the
hea0works at either Plant No.1In Fountain Valley or Plant No.2In Huntington Beach.
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
strategic planning framework
The pl ntung framework illustrated below shows how OCSD staff and the Board of Directors play a critical
role in strategic planning and resource allocadon.
Monitoring Strategic New or altered
and Evaluation Planning Levels of Service
Strategic Boara
Board Planning Approval of
Approval of Process Strategic Plan
Budget
Budget Operational Goals and
Planning Objectives
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ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
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our mission statement
The Mission Statement is the basic foundation that defines why we exist.
protect public
1the environment
1 providing
wastewater collection,
treatment, and recycling."
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ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
vision statement
The Vision Statement supports the Mission Statement by expressing a broad philosophy of what the
Orange County Sanitation District strives to achieve in the delivery of services to our customers,vendors,
other agencies,the general public,and each other.
ORANGE COUNTY SANITATION DISTRICT
WILL BE A LEADER IN:
■ Providing reliable, responsive and
affordable services in line with
customer needs and expectations.
■ Protecting public health and the
environment utilizing all practical
and effective means for wastewater,
energy, and solids resource recovery.
■ Continually seeking efficiencies to
ensure that the public's money is
wisely spent.
■ Communicating our mission and
strategies with those we serve and all
other stakeholders.
■ Partnering with others to benefit our
customers, this region, and our industry.
■ Creating the best possible workforce
in terms of safety, productivity,
customer service, and training.
ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
Honesty, Trust and Respect
We aspire to the highest degree of integrity,honesty,tmst,
and respect in our interaction with each other,our suppliers,
our customers,and our community.
Teamwork and Problem Solving
We strive to reach OCSD goals through cooperative efforts
and collaboration with each other and our constituencies.
We work to solve problems in a creative,cost-effective and
safe manner,and we acknowledge team and individual efforts.
Leadership and Commitment
We lead by example,acknowledging the value of our
resources and using them wisely and safely to achieve
our objectives and goals.We are committed to act
in the best interest of our employee,our organizadoq
and our community.
Learning/Teaching
We continuously develop ourselves,enhancing our talents,
skills,and abilities,knowing that only through personal
growth and development will we continue
to progress as an agency and as individuals.
Recognition/Rewards
We seek to recognize,acknowledge,and reward
contributions to OCSD by our many talented employees.
ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
risk register 2013
The Risk Register is an annual compilation of the various risks,opportunities and continuity challenges facing
the Orange County Sanitation District determined by our management team.As the world dealt with a variety
of crises last year(budding collapses,Hurricane Sandy,drought and wildfires) OCSD management identified
a larger number of risks directly related to our infrastructure and ongoing services. However,management did
agree on our single biggest risk,earthquake and its associated impacts.
The 2013 Risk Register Update identified these as the top risks:
• Seismic event damages infrastructure—reflecting the concern that an earthquake,of the sort
anticipated to strike Southern California eventually,may have an impact on OCSD facilities.
• Interruption of chemical supply in event of disaster—pointing to the need OCSD has for a reliable,
continuing supply of chemicals to treat wastewater even in the aftermath of a disaster which might
interrupt highways or other modes of transportation.
• Electric failures or fire (including after a disaster)interrupt power—underlining the concern that
a disaster or event may cause electrical problems which impact the District's ability to neat wastewater
continuously.
The top opportunities for the 2013 update are:
• As employees leave,restructure staffing to become more efficient—referring to the many
employees who are eligible for retirement,and the opportunity to look at staffing needs thereafter.
• Focus on main mission without other endeavors leading to higher rates—an opportunity to stick
to the core purpose so that costs are kept in line.
The major underrated continuity challenges Include:
• Pipelines damaged or severed after earthquake—focusing on the many hundreds of miles of
pipelines that the District has Underground in the county,and the challenge of continuing to serve
customers after an earthquake has shaken the pipelines.
• Insufficient disaster preparedness—expressing the sense that exercises,although held in the past,
should be more frequent and responsive to OCSD's risk and continuity challenges.
Staff is developing plans to mitigate the risks and continuity challenges,and to take advantage of the
opportunities. OCSD's Risk Management division released a schedule of"table top exercises"designed to
respond to the top risks and challenges,and held an exercise focused on the possible interruption of electrical
power after a disaster.An exercise is also planned to consider how to respond to the potential disjunction and
relocation of pipelines in an earthquake.As for opportunities,OCSD's General Manager has directed,as part
of this Strategic Plan,that comprehensive workforce planning activities be designed and implemented.
ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
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strategic goals and levels of service
The Orange County Sanitation District developed eight strategic goals to support the new vision of the 2014
OCSD Board of Directors and Executive Management Team. The levels of service are key performance
indicators in achieving the overall vision.
Providing Exceptional Customer Service
• Providing reliable,responsive and affordable services in line with customer needs and expectations.
1. Odor Control- Completion of the Odor Control Master Plan to make sure the District's investment
is current and,if needed, future process systems will produce the benefits intended.
Target completion in FY 15-16.
Levels of Service to support Customer Service:
■ Odor complaint response:Treatment Plants within 1 hour
■ Odor complaint response: Collections System within 1 working day
■ Number of odor incidents/events:Reclamation Plant No. 1 —Zero (0) under normal
operating conditions
■ Number of odor incidents/events:Treatment Plant No.2—Zero (0) under normal operating
conditions
■ Number of odor incidents/events: Collection System (12)
■ Respond to public complaints or inquiries regarding construction projects within 1 working day
■ New connection permits processed within 1 working day
■ Respond to all biosolids contractor violations within a week of violation notice
Protecting Public Health
• Protecting public health and the environment utilizing all practical and effective means for wastewater,
energy,and solids resource recovery.
2. Future Biosolids Management Options - Study biosolids management options including 3rd parry
contracts and onsite capital facilities for mid-term and long-teem approaches beginning in 2016-2017.
Target for completion in FY 15-16.
3. Energy Efficiency-The District will research new energy efficiency and energy conversion
technologies to maximize energy efficiency,reduce operating costs,minimize environmental impact,
and replace assets that are at the end of their useful lives. Tmgetfor completion in FY 17-18.
OCSD awns and operates$6.2 billion In Inhadamature assets.Through these assels OCSD collects,treats,and eltherreuses arsaferydoicharges 210
million gallons parody of wastewater.
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
strategic goals and levels of service
Levels of Service In support of Protecting Public Health:
■ Receive and treat,free of fees,up to 10 MGD of dry weather urban runoff diversion flows
■ Air emissions health risk to community and employees,per one million people
(for each treatment plant).Target: <10
■ No Notices of Violation (NOVs) with air,land,and water permits
■ Respond to collection system spills within 1 hour
■ Sanitary sewer spills per 100 miles,less than 2.1 as the industry average
■ Contain sanitary sewer spills within 5 hours
■ Meet secondary treatment standards: 25 BOD-C (mg/L)
■ Meet secondary Treatment standards: 30 TSS (mg/L)
■ Frequency of unplanned use of emergency one-mile (78-inch diameter) outfall(per year during dry
weather).Target:0 times
■ Tons of biosohds to landfill through 2017 Peak Production period (less than 100 tons)
■ Thirty-day geometric mean of total coliform bacteria in effluent after initial dilution of 250:1 (mpn)
■ Compliance with core industrial pretreatment requirements
Managing and Protecting the Public's funds
• Continually seeking efficiencies to ensure that the public's money is wisely spent.
4. Disinfection of Ocean Discharge—Continue discussions with the regulatory agencies and
the environmental groups to gauge the response and stance related to the cessation of disinfection of
the ocean discharge.Bring forward to the Board of Directors an implementation plan including the
technical, financial,and societal factors associated with this decision.
Taqet for mmplehon in FY 13-14.
5. Local Sewer Transfers—Complete transfer of 174 miles of local sewers serving parts of Tustin
and unincorporated areas north of Tustin and local sewer transfers in the City of Santa Ana to be
concluded by December 31,2013. Following those,no further local sewers to be transferred at the
initiation of OCSD. If a local jurisdiction is interested in OCSD transferring sewers,each request
will be considered on an individual basis assuming the sewers meet the requirements identified.
Target for completion in FY 13-14.
Levels of Service to support Managing and Protecting the Public's funds:
■ Annual user fees sufficient to cover all O&M requirements
■ Actual collection,treatment,and disposal costs per million gallons in comparison with budget
■ Maintain AAA Bond Rating
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
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strategic goals and levels of service
Comparison of Single-Family Residential Rates
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Year
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400
300 `
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100 0
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Stakeholder Understanding and Support
• Communicating our mission and strategies with those we serve and all other stakeholders.
6. Legislative Advocacy and Public Outreach—Develop a unified legislative advocacy and public
outreach program to deliver our messages and positioning as a leader in the wastewater industry.
Target for eomplefion in FY 13-14.
• Partnering with others to benefit our customers,this region and our industry.
7. Future Water Recycling Options—Determine parmerships,needs, strategies,benefits and costs
associated with recycling of Plant No. 2 effluent water.Target for completion in FY 18-19.
Levels of Service to support Stakeholder Understanding and Support:
■ Meet GWRS specification of less than 5 NTU required for Plant 1 secondary effluent(NTL)
■ Provide 100 percent of specification effluent available to the Groundwater Replenishment System to
maxirnize full production of purified water.
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
strategic goals and levels of service
Organizational Effectiveness
• Creating the best possible workforce in terms of safety,productivity,customer service,and training.
8. Workforce Planning and Workforce Development-Thus initiative is ongoing and part of a
comprehensive workforce planning and development effort to ensure we have the right people with
the right skills and abilities,in the right place,at the right time.Target for completion,ongoing.
Levels of Service to support Organizational Effectiveness:
■ Employee injury incident rate—per 100 employees (<= 4.6)
■ Meet mandatory OSHA training requirements
■ Hours worked since last lost work day(<= 1,000,000)
■ Achieve annual agency target of days away from work,days of restricted work activity,or job
transferred as a result of a work-related injury or illness (<=2.5)
■ Training hours per employee (45 per year)
■
r.r
From March 2010 to date,110 employees left OCSD taking 1,985 years of knowledge and expedence with them.Through
workforce planning and workforce development OCSD is working to ensure we have the night people with the right skills
and abilities in the night place,at the right time.
Pictured above Cackle Fernandez,Associate Engineer;Randa AbuShaban,Associate Engineer;and Aharon Rosenhameg
Senior Mechanic.
0RANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN(NOVEM BER 2013)
Return to Aaeada Report
appendix A: issue papers
In preparation for the October 2,2013 Board of Director Strategic Planning Workshop to discuss
the proposed goals for 2014, staff prepared eight issue papers related to the new goals.The appendix
includes issue papers on the following topics:
1. Odor Control
2.Future Biosoliids Management Options
3.Energy Efficiency
4.Disinfection of OCSD's Ocean Discharge
5.Local Sewer Transfers
6.Legislative Advocacy and Public Outreach
7.Future Water Recycling Options
8.Workforce Planning and Workforce Development
�.� .� '► +
f
The activated.heige secondary beatment facility was Me Anal project to meet the EPA Secondary Treatment Consent Decree.This facility
increased secondary bestment capacityat Plant No.1 by 60 million gallons perday.
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
odor control
Should OCSD update Its Odor Control Master Plan to validate
the District standards for levels of service, scope and priority
for facilities Improvements?
Why Is this Issue Important to the District?
Although odors are inherent to wastewater,OCSD maintains a good neighbor policy and not be a odor
nuisance to its neighbors. Controlling nuisance odor represents a significant operational and capital expense
to OCSD. In 2007,the Levels of Service (LOS) for Odor Control were adopted by the Board as part of the
Five-Year Strategic Plan.The District adopted a dilution to threshold (D/T) measurement system for a level
of service goal. The standard was set for 14 D/T at Plant No. I by 2016 and 17 D/T at Plant No. 2 by 2018.
This means that no odors leave the plant boundaries and affect surrounding communities.
Staff believes that offsite odor impacts have been significantly reduced since the adoption of the 2007 LOS
Standards.The District is continuing with its collection system chemical dosing program on four of eleven
trunklines.This continuous dosing approach helps reduce corrosion and odors in the collection system and
headworks of both treatment plants.Additionally,a significant number of projects have been completed,
some including new odor control technologies.Projects completed since the 2007 LOS adoption that reduce
offsite odor impacts include:
• Steve Anderson lift Station at Plant No. 1
• Trickling Filters at Plant No. 2
• Headworks Replacement at Plant No. 2
• Solids Thickening and Processing Upgrades at Plant No.2
• Conversion of the Plant No. 1 Headworks Scrubbers from hydrogen peroxide to bleach.
• Conversion of the Plant No. 2 Primary Scrubbers from hydrogen peroxide to bleach.
The following projects are in the design or construction phases that will further reduce offsite odor impacts:
• Sludge Thickening/Dewatermg and Odor Control at Plant No. 1
• Trunk Line Odor Control Improvements at Plant No. 1 Headworks
• Sludge Dewatering and Odor Control at Plant No. 2
Much of the basis for the work originally planned while adopting the current odor control standard was based
on engineering studies and assumed process performance for new or altered process technologies. Recent
testing of a portion of the installed odor control systems shows their performance differing from planning
expectations.Thus,before moving ahead on new odor control projects, further performance assessment of
the installed odor systems,including the secondary treatment facilities at both Plants and the new Headworks
at Plant No.2,is appropriate.Also,new odor measurement technologies have been developed since 2007,
which may provide a better odor-impact measurement than the current D/T based LOS standard. Staff is
proposing to invest the time and effort to conduct a performance assessment of the existing odor systems
and potentially develop alternatives for the existing D/T based LOS standards.
ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
Return to Aaenda Report
Goals
• The performance of completed odor control projects should be thoroughly evaluated to assess the
actual performance versus original performance assumptions. (This will be done through an update
of the Odor Control Master Plan Project SP-166.)
• Future planned odor control projects involving the following Plant 1 processes -Headworks,Trickling
Filter and Primary Basins,and Plant 2 Primary Basins should be combined with Asset Management
scopes of work to implement comprehensive refurbishment plans that limit offsite odor impacts on a
priority basis.
• Reassess whether dilution to threshold is the most appropriate measurement system. This may
include investigating odorant based measurement systems,or shifting the dilution to threshold system
to the Engineering Design Guidelines for future comprehensive Asset Management based project
designs,or develop a new level of service recommendation as part of the odor control Master
Plan (SP-166).
• Assess retaining the odor complaint level of service measurement and reporting system, modifying our
goal to achieve no offsite odor complaints during normal process operations.
Desired Outcome
• The District remains committed to being a good neighbor and limiting offsite odor impacts in a
comprehensive and cost effective manner. Completion of the Odor Control Master Plan is necessary
to make sure the District's investment is current and,if needed,future process systems will produce the
benefits intended.
� Cs
n.R 6
•
OCSD is committed to being a good neighbor We are committed to a serviw level of no more than 12 odoroomplalnts in the collection
System and mro Complaints under nommu operating Condsions,for the plant facilities.
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PU1N (NOVEMBER 2013)
future biosolids management options
Should OCSD study potential biosolids management options
ahead of the 2016 request for proposals?
Why is this issue important to the District?
OCSD's biosolids management contract with Synagro expires in December 2016. OCSD has sent up to
half of its daily biosolids production to Synagm composting facilities in Kern County,California and La Paz
County,Arizona since 2002.The last full-scale biosolids management study was completed in 2003. Since that
time,new biosolids management options have been developed;the markets for and regulations impacting
biosolids management have changed;and the economy has weakened.All of these events have resulted in
more biosolids management markets with more competitive pricing.
Although there is an option to renew the Synagro contract,staff recommends studying biosohds management
options to ensure that OCSD obtains the most cost effective and efficient process for its future biosolids
management. Studying the current market for available biosollds management options prior to selecting a
new management option or renewing the contract would ensure that OCSD has the necessary information
to implement the best strategy,as well as providing OCSD staff with the knowledge on how to improve the
purchasing process or develop a capital project. Due to the large costs involved in biosolids management
contracts, staff seeks to develop the fairest process with the most beneficial outcome.
The 2003 Long-Range Biosohds Management Plan resulted in guidelines for the diversification of biosolids
products,contractors,and markets to create a sustainable biosollds program.The updated biosolids policy
(2013 Board Resolution No. OCSD 2013-03) commits OCSD to a diverse portfolio of biosolids options and
to recycle biosolids,among other requirements. A study of current and available biosolids recycling options
will assist OCSD in selecting the right option to ensure conformance with the biosolids policy regarding
diversity of management options and other criteria.
Ahead of the selection of the next biosolids management option,staff recommends studying mid-term
(4-10 years) and long-term (10+years) strategies for biosolids management available after 2016-17 when
the Synagro contract expires,IRWD stops sending solids to OCSD,and centrifuges come online thereby
reducing our biosolids production by one-third.The study of biosolids management options will include off-
site and on-site facilities,new and established technologies,and biosolids markets,as well as ensuring onsite
strategies are aligned with any new recommendations and research.
Goals
• Study available biosolids management options and costs relevant and applicable to OCSD's daily
biosolids production;
• Verify available biosolids management options align with new capital facilities and meet established
levels of service;
• Identify practical and reasonable biosolids management options considering OCSD's Biosofids Policy
and relevant research information;
• Develop a mechanism to allow for short-term demonstrations of viable biosolids management options;
• Develop a strategy to select a management contractor or capital project for biosolids management
options in the mid-term and long-term dmeframe.
ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
Return to ACenda Report
Desired Outcome
• OCSD will have a clear mid-term and long-term strategy for biosolids management options
(beginning after fiscal year 2016-2017)when the existing composting contract expires,centrifuges
begin operation,and daily biosolids production is reduced by one-third. Consider on-site options.
• Maintain a sustainable biosohds management program in accordance to OCSD's Biosolids Policy that
includes diversification of products,markets,and contractors.
OCSD takes pritle in our strict oversight of our Biosolitls contractors.Biosolids Inspector,Leyla Perez,interviewing South Rern Compost
Manufacturing Faclar,staff dudngregular inspection,about one-third of our biosolids are turned to compost here.
I
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
energy efficiency
Should OCSD continue to expand the creation and utilization
of renewable energy in wastewater management?
Why is this issue important to the District?
OCSD and its contractors are a significant consumer of energy. Energy is procured in the forms of electricity,
natural gas,diesel fuel and gasoline.In addition,the organic sludge recovered in the wastewater treatment
process is an energy rich resource which OCSD has been converting into electricity and heat for many years.
OCSD seeks to minimize its overall energy usage and maximize the conversion of sludge to energy.
Minimizing energy usage is designed into every project constructed by the OCSD. Capital dollars are
expended when a fifecycle payback is calculated for energy efficiency.Variable speed pumping systems,
ultra efficient electrical motors,and efficient aeration systems for our Activated Sludge Plants are examples
of component selection for long term energy efficiency. Energy utilization is a significant factor in process
technology selection when unit processes are added or replaced. Examples of this include using Trickling
Filters rather than Activated Sludge Plants,and creative designs to replace collection system pump stations
with gravity lines.Transportation fuels are also optimized by selection of advanced technology options.
OCSD is investing in biosolids dewatering technology to reduce diesel costs and emissions for hauling
biosolids.
OCSD is also a leader in the conversion of organic sludge to energy. OCSD has operated anaerobic
digestion which uses bacteria to convert sludge to methane gas.The methane has been used to fire boilers
and generators.The reduction of sludge volume and the use of heat to pasteurize the sludge creates a useful
fertilizer product with lower volume and corresponding diesel fuel input to haul the product to farms.
Goals
• Complete the fuel cell research evaluation and make a recommendation to the Board of Directors.
• Continue to design energy efficiency into every project.
• Search for new research opportunities to improve conversion of organic sludge to energy.
• Search for new research opportunities to optimize processes energy and to minimize hauling energy.
Desired Outcome
• Reaffirm the OCSD commitment to leadership in energy efficiency and energy conversion from
organic sludge to electricity,gas,and useful heat.
ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
Return to Aaenda Report
disinfection of OCSD's ocean discharge
Should OCSD stop the disinfection of effluent?
Why is this issue important to the District?
During the summer of 1999, stretches of Orange County beaches were dosed due to elevated levels of fecal
indicator bacteria. In response,Orange County Sanitation District(OCSD) and numerous other organizations
conducted extensive studies to determine the source(s) of this contamination.The outcome of these studies
recognized several potential sources,including buds,Talbert Marsh and the Santa Ana River discharge,
and groundwater contamination.A trunk line near the coast and the effluent plume discharging from the
OCSD's 5 mile outfall were also investigated,but were not found to be contributing sources of bacterial
contamination. However,in an effort to be proactive and insure protection of public health,in 2002 OCSD
began disinfection of its final effluent using chlorine at both treatment plants as a temporary measure to
eliminate any uncertainty.
In 2006,OCSD observed degradation of marine fife near the ocean outfall. Staff conducted 10 individual
studies targeting potential causes for these observed effects.Results showed that the OCSD's use of chlorine
for ocean outfall disinfection was highly correlated with the observed effects and is therefore the likely cause
of the decline in biological communities near the outfall.
In addition, staff performed a historical analysis using the most recent 14-years of bacterial data from beaches
monitored by OCSD in order to assess if public health protection improved since the initiation of OCSD's
disinfection of its ocean discharge.The results from this assessment showed that disinfection of OCSD
wastewater at an average annual cost of$4.18 million dollars over the 14 year period had no measurable
public health benefit. Regardless of disinfection,bacteria concentrations did not change significantly,either
temporally or spatially,at Orange County beaches.
A 2008 review of OCSD's disinfection practices by a 9 member independent panel of experts organized by
the National Water Research Institute produced a recommendation to re-evaluate the need for disinfection
once full-secondary treatment was achieved.With full secondary treatment now in place,these studies
indicate no public health benefit has been gained;there are negative impacts to the biological community near
OCSD's ocean outfall and going forward disinfection costs OCSD's rate payers approximately
$500,000 annually.
Goal
• Cessation of disinfection of OCSD's effluent
Desired Outcome
• Requirement to disinfect long outfall removed from our ocean discharge permit.
• Full recovery of marine life around the ocean outfall.
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
local sewer transfers
Should the Sanitation District continue its efforts to transfer
local sewers to member cities and sewering agencies?
Why is this issue important to the District?
The Strategic Plan of November 2007 recommended transferring back to cities local assets that are not
serving a true regional purpose. Successor Strategic Plans reaffirmed this initiative.This allows OCSD to
focus staffs full attention on the medium and larger diameter regional sewer pipes and pumping facilities that
we own and operate,i.e.,our core business.
Background
Since 1984,we have successfully transferred 61 miles of our sewers and 2 pumping facilities to member
cities and sewering agencies. Most recently we Transferred 3 miles of local sewers to the City of Anaheim.
We anticipate completing the transfer of an additional 174 miles of local sewers serving parts of Tustin and
unincorporated areas north of Tustin by December 31,2013.
OCSD Resolution No. 11-11 provides the criteria for classifying a local facility as compared to a regional
facility. Regional facilities transport combined flows from two or more jurisdictions.Local facilities are
directly connected to the properties they serve and allow the local utility to assess and collect local fees for
service including reserves for future replacement. Local facilities also transport flows within the boundaries
of the city or sewering agency to the point of connection at the downstream OCSD regional sewer.
Discussions are underway with staff in Newport Beach,Huntington Beach, Santa Ana, Orange and
Costa Mesa Sanitary District to Transfer about 72 miles of sewers and 6 pumping facilities serving only
local purposes.
All cities and sewering agencies must establish appropriate local fees for services as mandated by state
regulations. The GM's FY 13/14 Proposed Work Plan recommends that we seek the Board's input on
whether to continue to pursue transfers of local sewers and pumping facilities to local sewer agencies.
Desired Outcome
• Gain Board support for the current direction as is or,
• Seek Board input and support for desired changes in the current Resolution or program.
ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
Return to Aaenda Report
legislative advocacy and public outreach
Should OCSD expand its legislative advocacy and
public outreach efforts?
Why is this issue important to the District?
As a special district,we owe it to our ratepayers to keep them apprised of our efforts to accomplish our
mission of protecting public health and the environment.A mandated Proposition 218 notice is among the
only points of communication that we have with our customers. It is far more effective for OCSD to reach
out to the communities we serve throughout the year to describe our cost management efforts,our budget
process,audits, findings,and capital improvement projects.
As the largest regional wastewater utility in Orange County,and the third largest west of the Mississippi River,
OCSD recognizes the need for an active state and federal legislative advocacy program to ensure that the
interests of the ratepayers and board of directors are protected. Towards that end, staff monitors activities
in Sacramento and Washington,D.C., and,with the assistance of our legislative advocates,takes appropriate
action to support or oppose legislative initiatives.
A unified legislative advocacy and public outreach program is essential in delivering our messages and
positioning the District as a leader in our field.
Goals
• Establish a special comnTiree of the Board of Directors to oversee and guide development of the
legislative and public outreach program.
• Develop a legislative advocacy strategic plan to set priorities for state and federal elected
official outreach.
• Track bills and legislative activities.
• Identify and pursue grant funding opportunities.
• Analyze and lobby on behalf of proposed legislation that may impact the District.
• Carry out public outreach and legislative advocacy activities in support of the policy guidance
contained in the strategic plan.
• Promote What 2 Flush outreach program that educates the public about the importance of
infrastructure investment and supports the District's mission to protect the public's health and
the environment.
Desired Outcome
• Position OCSD as a leader in innovative solutions to infrastructure issues.
• Secure additional funding for OCSD programs.
• Educate the public about OCSD's purpose,mission,and the services we provide.
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
future water recycling options
Should OCSD study the possibility of expanding water recycling
to Treatment Plant No. 2 in Huntington Beach?
Why is this issue important to the District?
Water demands are forecasted to increase in north and central Orange County, emphasizing the importance
of water recycling to boost local water resources and reduce dependence on imported water. Estimated
water demands in the OCSD and Orange County Water District service area are projected to increase from
approximately 480,000 acre-feet per year up to 558,000 acre-feet per year in 2035 (OCWD,"Long Term
Facilities Plan",2009). Presently,about one-third of the area's water demands are supplied with imported
water. To bolster local Supplies, OCSD and OCWD have jointly sponsored renowned water recycling
projects such as the Groundwater Replenishment System and the Green Acres Project.Yet,about half of
OCSD's treated wastewater is lost to ocean disposal.Treated wastewater from OCSD's Plant No. 2 could be
used as source water for water recycling,via groundwater recharge, a purple pipe irrigation system,and/or
wedands restoration. This Project will help OCSD, along with its partner OCWD,determine if Plant No. 2
effluent could be used as feedwater to support expansion of the Groundwater Replenishment System or for
a new reclamation facility.More water recycling will help serve Orange County's escalating water demands,
maximizing local water independence, enhancing supply reliability,restoring and protecting wetlands,and
shielding against droughts.
Goals
• Develop alternative Treatment and utilization alternatives for Plant No. 2 effluent including potential
technologies and partnerships;
• Create an evaluation methodology to weigh the benefits,costs,and risks of each alternative,
• Compaxe alternatives and make recommendations for the best apparent project(s) and parmer(s) to
be implemented.
Desired Outcome
• OCSD will begin to plan for the highest and best utilization of effluent water at Treatment Plant No.2.
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
Return to Aaenda Rom
workforce planning and workforce development
Should OCSD advance the workforce planning and workforce development
Initiative as a means to ensure workforce capabilities match the work required
to meet the mission and levels of service?
Why Is this Issue Important to the District?
OCSD continues to face staffing challenges.Since March 2010 to date, 110 employees have left OCSD taking
1,985 years of knowledge and experience with them.Based on retirement eligibility today,analysis of OCSD
core wastewater occupations and management positions indicates potential job replacement rates of over
38%and 57%,respectively.Robust technical skills training and leadership development efforts are in place to
deal with the challenges.It is essential that OCSD continues to act on preparing for future staffing needs and
ensuring access to qualified applicants while developing the existing workforce.
The workforce planning and workforce development (WFPD) programs position organizations for unproved
performance by ensuring that workforce capabilities match the work required to meet their mission and levels
of service.To that end,it is important to have a diverse,competitive group competing for a position instead
of simply hiring the next person in line based on time on the job.This Initiative will continue to help OCSD
get the right people with the right skills in the right positions at the right time.
Ongoing efforts aimed at District-wide WFPD activities are necessary to ensure the ongoing delivery of
efficient and effective levels of service to meet our mission.Workforce planning reinforces authorized
staffing levels while addressing future needs and changing work requirements.Workforce development
strengthens the workforce by preparing employees for future opportunities and focusing efforts on growth of
technical skills to ensure staff is well-trained.
It is important that WFPD remains an OCSD Strategic Plan Goal for the Board of Directors to emphasize to
District management that rbis issue requires organization-wide attention and resource allocation.
Goals
• Develop and implement workforce plans that ensure critical work is performed,identify new ways to
perform work,and meet future workforce needs.
• Enhance OCSD's ability to recruit highly qualified,diverse staff.
• Develop employees to meet workforce demands.
• Actively manage employee performance to ensure OCSD goals are met.
• Create an environment that encourages retention of employees.
Desired Outcome
• Integrate WFPD efforts to ensure workforce capabilities match work required to meet the mission
and levels of service.
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
appendix B summary of accomplishments
Goal Completed
FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14
SARI Line Relocation-Work in
conjunction with the County of Orange and
the Federal Government to relocate the
SARI Line by December 31, 2013.
Management System for Environmental
Compliance-Implement a management
control system for environmental •
compliance information that incorporates a
dashboard-style report.
Contaminants of Potential Concern
(CPC)-Complete three phase testing and
analysis of 550+CPC, prepare report on
findings and recommendations,develop
initial source control strategy if they are
Cll identified that require control.
Climate Change/Greenhouse Gases
Develop an overall strategy for
responding to climate change
regulations and proactively adapting
to the effects of climate change
including identification and mitigation of
greenhouse gases and adaptingto any
impacts to our facilities and operations.
Develop models to estimate greenhouse
gas and traditional pollutant emissions
for determination of our environmental
footprint.(Functional predictive
greenhouse gas model completed)
Engine Emission Compliance
Complete study to evaluate alternatives
for complying with lower emission
limits in the South Coast Air Quality
Management's Rule 1110.2. Initiate •
planning and design of demonstration
testing of most promising technologY(s)
identified in the study.
Implement capital improvements or
operational modifications in order to
achieve compliance..
Providing Ongoing Leadership
Development-Maximize the development
of a pool of dedicated and talented •
employees ready to lead OCSD into the
future.
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
Return b ACenda Report
summary of accomplishments
Goal Completed
FY 07-08 FY 08-09 FY 09-10 FY 1011 FY 11-12 FY 12-13 FY 13-14
Fuel Cell Evaluation
Start up 300kW demonstration unit..
•
Evaluate cost feasibility of replacing or
supplementing CGS engines with fuel •
cell.
Reclaiming Santa Ana River Interceptor
Line(SARI)Flows-Meet with
stakeholders,develop a list of obstacles
that need to be overcome to reclaim the •
SARI Line and develop a strategy to obtain
regulatory approval to reclaim SARI Line
flows. This goal was canceled due to
inability to obtain regulatory approval.
Sewer Rate for Green Development-
Submit for Board approval an amendment •
to sewer rate ordinance with incentives for
green developments.
Complete Facilities Master Plan Update
-Complete a comprehensive update of •
the Facilities Master Plan and obtain Board
approval
Enterprise Information Technology
Strategic Plan -Complete a District-wide •
Information Technology Strategic Plan.
Updating OCSD's Risk Register- Review
and update OCSD's risk register to include
an assessment of technical,regulatory, •
financial,and political risks(among others)
and possible mitigation strategies
Annex Unincorporated Areas-With
Board concurrence,annex unincorporated •
areas onto OCSD's service area.
Review Interagency Agreements-
Conduct a comprehensive review of
agreements with the Santa Ana Watershed •
Project Authority and Irvine Ranch Water
District,and, if appropriate, reopen for
discussion.
Strategic Business Plan -With Board
concurrence,annually update and •
implementthe Strategic Plan and Business
Plan.
ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
summary of accomplishments
Goal Completed
FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14
Business Accountability Charters-
Create Business Accountability Charters •
for each department consistent with those
developed by managers and supervisors.
Chemical Supplies- Develop a Chemical
Sustainability Plan that provides OCSD with
options for obtaining wastewater treatment •
Chemicals during chemical shortages,
emergencies or complete stoppages.
Chemical Sustainability-Ensure a reliable
and sustainable chemical supply using
multiple vendor contracts to reduce the •
risk of supply disruption while benefiting
from competitive pricing.
Full-Cost Recovery 2010-11-Conduct a
comprehensive review of the Sanitation •
District's Urban Runoff Program to ensure
a fair share recovery of costs for services.
Full-Cost Recovery 2012-13-Implement a
direct charging mechanism to recover the
full cost of urban runoff treatment starting
July 1,2013 when the new rate structure •
is in place. This gal was canceled in FY 12-
13 to allow additional urban runoff at no
cost to the local jurisdiction.
Groundwater Replenishment System-
Maximize the production of GWR System
product water to augment and protect the •
Orange County groundwater basin with a
goal of 70 mgd.
Sustainable Blosolids Program
Complete new in-county Compost Take- •
Back Program Plan Strategy.
Evaluate the feasibility of deep
injection/methane recovery including
commissioning a study of the geological •
formations below Plants 1 and 2,and
availability and acceptability of any
existing wells
Evaluate option of processing some
biosolids at the City of Los Angeles •
Terminal Island demonstration well.
Implement Energy Master Plan -After
the completion of the plan,assess
final recommendations to ensure •
adequate power resources and energy
management.
ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
Return b Aaenda Report
summary of accomplishments
Goal Completed
FY 07-08 FY 08-09 FY 09-10 FY 1011 FY 11-12 FY 12-13 FY 13-14
Disinfection of Final Effluent-Develop
a cost effective program to sustain
protection of public health associated with •
bacteria in the effluent and incorporate
program elements into our NPDES Permit.
Ocean Protection - Undertake studies to
determine the cause of benthic community
Changes near the ocean outfall and take •
corrective action to return affected areas
to reference conditions.
Space Planning Study Recommendations
-Complete relocation of staff housed
in Information Technology Trailers, •
Administration Building,Control Center and
Building 6.
Improve the Sanitation District Security-
Provide long-term security enhancements •
at both treatment plants and within OCSD's
Collection System.
Safety and Health Strategic Plan -
Develop and implement a Safety and •
Health Strategic Plan for all OCSD
activities.
Human Resources Strategic Plan-
Design,develop and implement human
resources policies,practices,systems and •
tools to ensure OCSD has a workforce that
meets future needs of OCSD and the public
it serves.
Succession Plan-Implement the
Succession Management Plan including •
management training and the creation of a
Leadership Academy.
North County Yard - Open the North
County Maintenance Yard and complete
the relocation of selected staff and
equipment to the facility. Implement flex •
space for added agency-wide needs as
appropriate. This goal was canceled in FY
10-11 and the facility is currently being
leased.
Five-Year Rate Plan - Prepare an
updated 5-year rate schedule for Board •
consideration to go into effect July 1,2013
Sustainable Biosolids Program-Conduct
research to reduce the amount of biosolids •
produced and increase digester gas
production
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
appendix C: glossary
Activated-sludge process—A secondary biological wastewater treatment process
where bacteria reproduce at a high rate with the introduction of excess air or oxygen,and consume dissolved
nutrients in the wastewater.
Biochemical Oxygen Demand(BOD)—The amount of oxygen used when organic matter undergoes
decomposition by microorganisms.Testing for BOD is done to assess the amount of organic matter
in water.
Biosolids—Biosolids are nutrient rich organic and highly treated solid materials produced by the wastewater
treatment process.This high-quality product can be recycled as a soil amendment on farm land or further
processed as an earth-like product for commercial and home gardens to improve and maintain fertile soil and
stimulate plant growth.
Business Accountability Charters—A business unit strategic plan.
Capital Improvement Program (CIP)—Projects for repair,rehabilitation,and replacement of assets.Also
includes treatment improvements,additional capacity,and projects for the support facilities.
Coliform bacteria—A group of bacteria found in the intestines of humans and other animals,but also
occasionally found elsewhere used as indicators of sewage pollution. E. colt are the most common bacteria in
wastewater.
Collections system—In wastewater,it is the system of typically underground pipes that receive and convey
sanitary wastewater or Storm water.
Certificate of Participation (COP)—A type of financing where an investor purchases a share of the lease
revenues of a program rather than the bond being secured by those revenues.
Contaminants of Potential Concern (CPC)—Pharmaceuticals,hormones,and other organic
wastewater contaminants.
Dashboard—A computer based business tool used to visually track performance.
Dilution to Threshold(D/T)—the dilution at which the majority of the people detect the odor becomes
the D/T for that air sample.
1,4-Dioxane—A chemical used in solvents for manufacturing, fumigants and automotive coolant.Like
NDMA,it occurs in the Groundwater Replenishment System water and is eliminated with hydrogen peroxide
and additional ultra-violet treatment.
Greenhouse gases—In the order of relative abundance water vapor,carbon dioxide,methane,nitrous oxide,
and ozone gases that are considered the cause of global warming("greenhouse effect').
Groundwater Replenishment (GWR) System—A joint water redamation project that proactively
responds to Southern California's current and future water needs.This joint project between the Orange
County Water District and the Orange County Sanitation District will provide 70 million gallons a day of
drinking quality water to replenish the local groundwater supply.
Levels of Service (LOS)—Goals to support environmental and public expectations for performance.
Million gallons per day(mgd)—A measure of flow used in the water industry.
Most Probable Number(MPN)—Number of organisms per 100 ml that would yield a rest result or the
observed test result with the greatest frequency. Commonly used for coliform bacteria.
NDMA—N-Nitrosodimethylamine is an N-nitrosoamine suspected cancer-causing agent. It has been found
in the Groundwater Replenishment System process and is eliminated using hydrogen peroxide with extra
ultra-violet treatment.
ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
Return b Aaeada Report
appendix C: glossary
National Biosofids Partnership (NBP)—An alliance of the National Association of Clean Water
Agencies (NACWA) and Water Environment Federation (WEF),with advisory support from the U.S.
Environmental Protection Agency (EPA). NBP is committed to developing and advancing environmentally
sound and sustainable biosolids management practices that go beyond regulatory compliance and promote
public participation in order to enhance the credibility of local agency biosolids programs and improved
communications that lead to public acceptance.
O&M—Operations and maintenance of the treatment plants facilities and collections system.
Publicly-owned Treatment Works (POTW)—Municipal wastewater treatment plant.
Recycling—The conversion of solid and liquid waste into usable materials or energy.
Risk Register—An internal document that describes vulnerabilities of the Sanitation District.
Santa Ana River Interceptor(SARI) Line—A regional brine line designed to convey 30 million gallons per
day (MGD) of non-reclaimable wastewater from the upper Santa Ana River basin to the ocean for disposal,
after treatment.
Sanitary sewer—Separate sewer systems specifically for the carrying of domestic and industrial wastewater.
Combined sewers carry both wastewater and urban run-off.
South Coast Air Quality Management District (SCAQMD)—Regional regulatory agency that develops
plans and regulations designed to achieve public health standards by reducing emissions from business and
industry.
Secondary treatment—Biological wastewater treatment,particularly the activated-sludge process,where
bacteria and other microorganisms consume dissolved nutrients in wastewater.
Sludge—Untreated solid material created by the treatment of wastewater.
Total suspended solids MS)—The amount of solids floating and in suspension in wastewater.
Trickling filter—A biological secondary treatment process in which bacteria and other microorganisms,
growing as slime on the surface of rocks or plastic media,consume nutrients in wastewater as it trickles over
them.
Urban runoff—Water from city streets and domestic properties that carry pollutants into the stone drains,
rivers,lakes,and oceans.
Wastewater—Any water that enters the sanitary sewer.
Watershed—A land area from which water drains to a particular water body. OCSD's service area is in the
Santa Ana River Watershed.
ORANGE COUNTY SANITATION DISTRICT—5 YEAR STRATEGIC PLAN (NOVEMBER 2013)
J
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Strategic Planning
Project Team
Jennifer Cabral
Principal Staff Analyst
Barbara Collins
Principal Financial Analyst
Gregg Deterding
Graphics Coordinator
Thank you to the entire
management team, staff analysts,
and support staff for your time
and effort on this project.
i�
p29
Return to Aaerda Report
SAMITI T
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Reclamation Plant No. 1 (Administration Offices)
10844 Ellis Avenue • Fountain Valley,California 92708 • 714.962.2411
Treatment Plant No. 2
22212 Brookhurst Street • Huntington Beach,California 92646
www.ocsewers.com
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STEERING COMMITTEE MeethijDate To ad.of Di,
11/20,13 --
AGENDA REPORT Item Number Item Number
3
Orange County Sanitation District
FROM: James D. Herberg, General Manager
Originator: Jeff Reed, Director of Human Resources
SUBJECT: LABOR RELATIONS CONSULTING SERVICES
GENERAL MANAGER'S RECOMMENDATION
Direct the Administration Committee to obtain labor relations consulting services related
to the Board's directions regarding meet-and-confer with represented employee groups,
including assistance in developing labor negotiations strategies and providing
assistance with other labor relations matters.
SUMMARY
The Board of Directors expressed a desire to utilize labor relations consulting services
for four (4) bargaining units whose Memorandums of Understanding (MOU's) expire
June 30, 2014. Three of the units are represented by the Orange County Employee's
Association (OCEA), the other by the International Union of Operating Engineers, Local
501 (Local 501).
Staff recommends that the Administration Committee select and hire labor relations
consulting services from a short list of four firms. Information on each firm is attached
for the Committee's review. Representatives from all four firms will be available for
interviews and questions during the December 11, 2013 Administration Committee
Meeting. The short list of firms is as follows:
• Liebert, Cassidy, &Whitmore (LCW)
• Atkinson, Andelson, Loya, Ruud, & Romo (AALRR)
• Filarsky & Watt
• Rutan & Tucker
PRIOR COMMITTEE/BOARD ACTIONS
N/A
ADDITIONAL INFORMATION
N/A
Page 1 of 2
CEQA
N/A
BUDGET / DELEGATION OF AUTHORITY COMPLIANCE
N/A
ATTACHMENT
The following attachment(a) maybe viewed on-line at the OCSD website (Mm w.ocsd.com) with the
complete agenda package:
Labor Relations Consulting Firm Bios/Information (4)
Page 2 of 2
Page 1 of 1
Return to Agenda Report
l Atkinson, Andelson
4aa11 Loya, Ruud & Romo
A Professional Law Corporation
Sub Practice Area: Collective Bargaining
& Labor Relations
AALRR has over 30 years of experience representing municipalities, counties and public agencies in all
aspects of their relationships with employees and labor unions, including collective bargaining negotiations,
meet and confer issues and grievance arbitrations. We also provide in-service training to clients in contract
implementation and interpretation, and in grievance processing.
Our services in regard to negotiations include:
• Acting as spokesperson or advisor in negotiations
• Drafting and reviewing proposed contractual language
• Consulting with and advising the administration and governing board regarding negotiations
• Working with cities and agencies representing clients through mediation and fact-finding
Related Practice Areas
Employment Law
Cities,Counties& Special Districts
Districts May Insist To Impasse On Proposals That Retain Discretion Over Mandatory Subjects of
Barga
State to Lock in Building Workers
httD://w .aalrr.com/t)rint/i)ublic/319 11/12/2013
FILARSKY& WATT LLP -Attomeys At Law Page 1 of 1
Return to Aoenda RenoN
4I
l
HOME I ABOUT US I ATTORNEYS I HIGHLIGHTS I CONTACT US
FIIBRky®Watt tLP provides specialized legal and consultative services In the area of special education,student
services and labor and employment.
SPECIAL EDUCATION
Fllafsky a Watt provides efficient,high quality services to school districts.County education offices,special education
local plan areas and county mental health departments In the area of special education,Including advice and
representation In Individual education plan meetings,resolution sessions,mediations,administrative hearings,appeals
In both State and Federal District Courts,and Compliance Complaints with the Callbfnla Department of Education,
In addition,the Arm prwldes Insemice training gearM to staff members providing servals to the special education
popula0on,as well as other Including teacher evacuations,child abuse reporting,suspension and expultlon for
both special education and non special egucegon students,Clamored and certincated employee discipline and
dismissals.
STUDENT SERVICES
The firm advises and represents school districts In student mattes such as dlstlpllne,suspension and expulsion
hearings and appeals,In1re/Inter-616trict hamsters and student records,In addition,the firm represents districts when
Involved with Investigations of complaints by the Department of Education or Office of Civil Rights.
LABOR AND EMPLOYMENT
The calm pmvldes a variety of servlces In the area of public sector matters Including assistance In labor negotiations,
contract management,employee discipline,dismissals,EEOC and discrimination matters.The Arm also pmvldes
counseling and representation on labor-related cases before the California Superior Courts,California Supreme Court,
CalAmrnla Court of Appeal,U.S.District Court,U.S.Ninth Circuit Court of Appeals,National Labor Relations Board,the
Equal Employment Opportunity Commission,the California Department of Fair Employment and Housing,and various
Total government administrative hearing bodies and hearing offices.
In addition,the Arm provides Inservlre training on negotlating skills,file building,financial Issues related to bargaining
and other current bargaining Issues.
01...I.Il 11k.ey L wait l wetms cwxkn ev un rtoiours
htti)://www.filarskyandwatt.com/index.html 11/12/2013
Liebert Cassidy Whitmore I Liebert Cassidy Whitmore Labor Relations and Negotiation S... Page 1 of 2
Return to Aaenda Renort
IM LIEBERT CASSIDY WHITMORE
1VClxV11A11VN DEKVILXC P
Labor Relations and Negotiations
Members of Liebert Cassidy Whitmore have successfully negotiated thousands of labor agreements for cities,counties,
special districts,the courts,and school and college districts.The negotiations have covered all classes of employees,
including a variety of white and blue collar,professional,supervisory and management,and public safety employee
bargaining units. Depending on the philosophy and circumstances of an agency,these agreements have run the gamut of
relatively brief memorandums of understanding covering primarily benefit items to comprehensive labor agreements that
define substantially all negotiable terms of employment,and,through management rights,waiver and"zipper'type clauses,
provide protection to management's ability to effectively manage the agency. Members of the Firm are experienced in
collaborativefinterest based bargaining techniques in addition to the more traditional labor negotiations approach.
In addition to conducting negotiations for public employers,we continually work with agencies that employ staff personnel
to do their own negotiations.This arrangement involves all aspects of consultation and related services, including drafting
and reviewing bargaining proposals,counter proposals and agreement provisions, providing training and advice concerning
negotiating strategies, and giving advice or stepping into the process when particular problems arise.
Our Approach to Negotiations
• We work with and for the chief administrative official and his/her designated staff, and through himther with the
Governing Body. We provide professional advice to assist the agency in determining its policy goals and objectives,
which then become our goals and objectives;we see our job as applying our best efforts and skills to achieving those
goals and timetables.
• We believe in carefully organizing for negotiations, with goals and objectives kept well in mind. The negotiating
process, we believe, consists of definable stages, from preparatory activities to the preliminary bargaining phases,
"hard bargaining,"and finally to agreement,impasse procedure,or work action. Each stage of the process requires an
organized approach in order to maximize the chances of attaining bargaining objectives.
• Our philosophy is not one of"union busting,"but rather one of using a professional approach that seeks to achieve and
maintain professional relationships,notwithstanding the adversarial aspects of the process.
• We call to the attention of our clients that in return for agreeing to competitive benefit adjustments in line with client
resources, it is reasonable for them to seek to contractually protect and maximize their management discretion to set
standards of service and retain the prerogative to direct,assign,and stimulate employees to meet them.
• We see the conclusion of negotiations as the beginning for establishing a constructive employer-employee
organization-employee relations structure,which requires management training and ongoing involvement with agency
management on our part.
While one member of the firm handles a particular negotiating unit, at least one other designated attorney will be kept
advised so that at all times the client has access to an attorney who is familiar with the status of the situation in each
bargaining unit
• We have negotiated virtually every issue within the scope of bargaining, including all forms of wages; hours, work
schedules and overtime; health and retirement benefits; leaves; discipline and arbitration procedures; layoff and
furlough policies; and a wide variety of negotiable working conditions.
• During the current period of severe budgetary shortfalls,Firm negotiators have successfully represented clients in
negotiating salary and benefit reductions,layoffs and furloughs, reduced pension plans,lowered 2nd tier retirement and
retiree health benefits,contracting out of services,and reducing labor costs through modifications in negotiable work
rules. Ina number of cases these cost savings required negotiating the opening up of currently effective labor
agreements.
Negotiating Impasses
Services provided by the members of the Firm have included direct participation, as well as consultation, in hundreds of
http://www.lcwlegal.com/labor-relations-and-negotiation-services?print=1 11/12/2013
Liebert Cassidy Whitmore I Liebert Cassidy Whitmore Labor Relations and Negotiation 5... Page 2 of 2
Return to Aaenda Report
mediations. Our allomeys have guided many agencies in preparing its case for fad finding and interest arbitration;and
have both represented and served as the panel member in a number of interest arbitrations.
Strike Actions
We have worked with many public sector employers in contingency planning for job actions and assisting them in strike-
related activities.A Firm partner co-authored the"Management Strike Handbook,"published by the International Personnel
Management Association.
Contract Administration and Grievance Handling
The Firm has extensive experience in the area of grievance administration,ranging from the giving of advice at the
administrative levels of the grievance process through litigating arbitration cases.
Public Employment Relations Board Representation
Members of the firm have had many years of experience representing our clients in all phases of PIERS proceedings, from
consultation and responses to Unfair Labor Practice claims through PIERS hearings and court appeals. A Firm partner
served as counsel to the PIERS Board's first Chairperson as well as serving as a PIERS Administrative Law Judge. Another
Firm partner represented the League of California Cities and the California Association of Counties in the legislative and
administrative proceedings in connection with the PIERS assuming jurisdiction over local agency employment relations.
Employee Relations and Personnel Policies
LCW has developed a comprehensive sample Employer-Employee Relations Resolution/Ordinance that is widely utilized
by California's local agencies. It serves to protect local control over key aspects of employment relations which otherwise
would be left to the PERB.We advise or represent agencies in consulting with unions in implementing or revising changes
in its Resolution or Ordinance.
The Firm develops,reviews, revises,and,to the extent required,assists in the negotiation of personnel policies and
procedures that are in compliance with changing legal requirements and that facilitate effective personnel administration.
To Contact Liebert Cassidy Whitmore:
Los Angeles 310,981.20001 Fresno 559.256.7800 1 San Francisco 415.512.30001 San Diego 619.481.5900 info@lcwlegal.com
m 2013 Liebert Cassidy Whitmore
http://www.lcwlegal.com/labor-relations-and-negotiation-services?print=l 11/12/2013
Practices I Kutan&1 ucker rage l or l
Return to Mende Rom
RUTAN
RUTAN & TUCKER, LLP
Traditional Labor Law
We represent employers in all phases of union/management relations, including:
Union organizing and election campaigns (i.e., National Labor Relations Board (NLRB)
representation proceedings)
Collective bargaining negotiations
Grievance and arbitration proceedings
Strike management
Unfair labor practice proceedings before the NLRB
®2013 Rutan &Tucker
http://www.ratan.com/traditional-labor-law-practices/ 11/12/2013
STEERING COMMITTEE Meng Date To ad.of W.
11/eti20,13 --
AGENDA REPORT Item Number Item Number
a
Orange County Sanitation District
FROM: James D. Herberg, General Manager
Originator: Nick Kanetis, Director of Engineering
SUBJECT: SAWPA Remedial Plan Update
GENERAL MANAGER'S RECOMMENDATION
Information Only.
SUMMARY
On January 23, 2013, the Board of Directors approved and directed The Orange County
Sanitation District (OCSD) staff to issue the final Remedial Plan to the Santa Ana
Watershed Project Authority (SAWPA) to correct significant deficiencies in its
Pretreatment Program. Staff will provide an oral report on the status of SAWPA's work
to date to develop and implement a competent Pretreatment Program. The update will
include a status on the requirements of the SAWPA Remedial Plan, the schedule to
date, and accumulated costs. The SAWPA Remedial Plan is due for completion on
January 17, 2014.
PRIOR COMMITTEE/BOARD ACTIONS
January 2013 — The Board approved the Final SAWPA Remedial Plan and directed
staff to issue the final Remedial Plan to SAWPA to correct significant deficiencies in its
Pretreatment Program.
November 2012 — The Steering Committee reviewed the SAWPA Audit and directed
staff to prepare a Remedial Plan for issuance to SAWPA.
ADDITIONAL INFORMATION
SAWPA continues to develop its Pretreatment Program and is making progress on
completing the SAWPA Remedial Plan Requirements. SAWPA and OCSD meet
regularly to discuss issues and conduct Gate Meetings to review SAWPA's progress,
and for OCSD to provide direction as needed. To date, SAWPA has passed through six
of the thirteen requirements as scheduled (Requirements 1-6), although some
requirements still have active conditions open that have to be met before completion of
this Remedial Plan on January 17, 2014.
Page 1 of 2
On October 15, 2013, the SAWPA Commission adopted a new Ordinance (SAWPA
Ordinance No. 7), Multijurisdictional Pretreatment Agreement, Enforcement Response
Plan, and Policy Manual. These documents comprise a majority of the Pretreatment
Program documents necessary for SAWPA to implement its Pretreatment Program.
The timing of SAWPA's adoption of these documents did not provide for OCSD's full
review and vetting to ensure harmony amongst the various documents and OCSD's
Pretreatment Program. As such, staff and legal counsel are continuing their reviews of
SAWPA's adopted documents and any additional feedback will be provided to SAWPA
when complete.
OCSD will continue to work with SAWPA and provide support. OCSD has requested
that SAWPA create a punch list of items not completed as part of the SAWPA Remedial
Plan. OCSD and SAWPA will address these items after the January 17, 2014
completion date. Staff will evaluate SAWPA's final submittals and return to the Steering
Committee with its recommendations in January 2014. OCSD, the Regional Water
Quality Control Board, and the United States Environmental Protection Agency will
monitor and determine whether the SAWPA Pretreatment Program is effective, self-
supporting, and self-sustaining on a long-term basis. OCSD will continue to maintain
direct oversight over SAWPA's Pretreatment Program for the foreseeable future.
CEQA
N/A
BUDGET/DELEGATION OF AUTHORITY COMPLIANCE
N/A
JC:jb:gc
Page 2 of 2
ORANGE COUNTY SANITATION DISTRICT
Agenda
Terminology Glossary
AQMD Air Quality Management District
ASCE American Society of Civil Engineers
BOO Biochemical Oxygen Demand
CARB California Air Resources Board
CASA California Association of Sanitation Agencies
CCTV Closed Circuit Television
CEQA California Environmental Quality Act
CRWQCB California Regional Water Quality Control Board
CWA Clean Water Act
CWEA California Water Environment Association
EIR Environmental Impact Report
EMT Executive Management Team
EPA U.S. Environmental Protection Agency
FOG Fats, Oils, and Grease
FSSD Facilities Support Services Department
gpd Gallons per day
GWR System Groundwater Replenishment System (also called GWRS)
LOS Level of Service
MGD Million gallons per day
NACWA National Association of Clean Water Agencies
NPDES National Pollutant Discharge Elimination System
NWRI National Water Research Institute
O&M Operations and Maintenance
OCCOG Orange County Council of Governments
OCHCA Orange County Health Care Agency
OCSD Orange County Sanitation District
OCWD Orange County Water District
OOBS Ocean Outfall Booster Station
OSHA Occupational Safety and Health Administration
POTW Publicly Owned Treatment Works
ppm Parts per million
RFP Request For Proposal
RWQCB Regional Water Quality Control Board
SARFPA Santa Ana River Flood Protection Agency
SARI Santa Ana River Inceptor
SARWQCB Santa Ana Regional Water Quality Control Board
SAWPA Santa Ana Watershed Project Authority
SCADA Supervisory Control and Data Acquisition system
SCAP Southern California Alliance of Publicly Owned Treatment Works
SCAQMD South Coast Air Quality Management District
SOCWA South Orange County Wastewater Authority
SSMP Sanitary Sewer Management Plan
SSO Sanitary Sewer Overflow
SWRCB State Water Resources Control Board
TDS Total Dissolved Solids
TMDL Total Maximum Daily Load
TSS Total Suspended Solids
WDR Waste Discharge Requirements
WEF Water Environment Federation
WERF Water Environment Research Foundation
Activated-sludge process — A secondary biological wastewater treatment process where bacteria
reproduce at a high rate with the introduction of excess air or oxygen, and consume dissolved
nutrients in the wastewater.
Biochemical Oxygen Demand (BOD)—The amount of oxygen used when organic matter undergoes
decomposition by microorganisms. Testing for BOD is done to assess the amount of organic matter in
water.
Biosolids — Biosolids are nutrient rich organic and highly treated solid materials produced by the
wastewater treatment process. This high-quality product can be recycled as a soil amendment on
farm land or further processed as an earth-like product for commercial and home gardens to improve
and maintain fertile soil and stimulate plant growth.
Capital Improvement Program (CIP) — Projects for repair, rehabilitation, and replacement of assets.
Also includes treatment improvements, additional capacity, and projects for the support facilities.
Coliform bacteria—A group of bacteria found in the intestines of humans and other animals, but also
occasionally found elsewhere used as indicators of sewage pollution. E. coli are the most common
bacteria in wastewater.
Collections system — In wastewater, it is the system of typically underground pipes that receive and
convey sanitary wastewater or storm water.
Certificate of Participation (COP) — A type of financing where an investor purchases a share of the
lease revenues of a program rather than the bond being secured by those revenues.
Contaminants of Potential Concern (CPC) — Pharmaceuticals, hormones, and other organic
wastewater contaminants.
Dilution to Threshold (DR) — the dilution at which the majority of the people detect the odor
becomes the D(f for that air sample.
Greenhouse gases — In the order of relative abundance water vapor, carbon dioxide, methane,
nitrous oxide, and ozone gases that are considered the cause of global warming ("greenhouse
effect').
Groundwater Replenishment (GWR) System — A joint water reclamation project that proactively
responds to Southern California's current and future water needs. This joint project between the
Orange County Water District and the Orange County Sanitation District provides 70 million gallons a
day of drinking quality water to replenish the local groundwater supply.
Levels of Service (LOS)—Goals to support environmental and public expectations for performance.
NOMA— N-Nitrosodimethylamine is an N-nitrosoamine suspected cancer-causing agent. It has been
found in the Groundwater Replenishment System process and is eliminated using hydrogen peroxide
with extra ultra-violet treatment.
National Biosolids Partnership (NBP) — An alliance of the National Association of Clean Water
Agencies (NACWA) and Water Environment Federation (WEF), with advisory support from the U.S.
Environmental Protection Agency (EPA). NBP is committed to developing and advancing
environmentally sound and sustainable biosolids management practices that go beyond regulatory
compliance and promote public participation in order to enhance the credibility of local agency
biosolids programs and improved communications that lead to public acceptance.
Plume—A visible or measurable concentration of discharge from a stationary source or fixed facility.
Publicly-owned Treatment Works (POTW)— Municipal wastewater treatment plant.
Santa Ana River Interceptor (SARI) Line — A regional brine line designed to convey 30 million
gallons per day (MGD) of non-reclaimable wastewater from the upper Santa Ana River basin to the
ocean for disposal, after treatment.
Sanitary sewer — Separate sewer systems specifically for the carrying of domestic and industrial
wastewater. Combined sewers carry both wastewater and urban run-off.
South Coast Air Quality Management District (SCAQMD) — Regional regulatory agency that
develops plans and regulations designed to achieve public health standards by reducing emissions
from business and industry.
Secondary treatment — Biological wastewater treatment, particularly the activated-sludge process,
where bacteria and other microorganisms consume dissolved nutrients in wastewater.
Sludge—Untreated solid material created by the treatment of wastewater.
Total suspended solids (TSS)—The amount of solids floating and in suspension in wastewater.
Trickling filter — A biological secondary treatment process in which bacteria and other
microorganisms, growing as slime on the surface of rocks or plastic media, consume nutrients in
wastewater as it trickles over them.
Urban runoff — Water from city streets and domestic properties that carry pollutants into the storm
drains, rivers, lakes, and oceans.
Wastewater—Any water that enters the sanitary sewer.
Watershed —A land area from which water drains to a particular water body. OCSD's service area is
in the Santa Ana River Watershed.