HomeMy WebLinkAbout10-02-2013 Board Packet - Special BOARD OF DIRECTORS
ORANGE COUNTY SANITATION DISTRICT
OCSD BOARD ROOM, ADMINISTRATIVE OFFICES
10844 ELLIS AVENUE
FOUNTAIN VALLEY, CA 92708
TEL: (714) 593-7130
Wednesday, October 2, 2013
6:00 p.m.
SPECIAL MEETING:
Strategic Plan
Board Workshop No. 2
Workshop Facilitator:
Brent Ives, BHI Management Consulting
AGENDA
1. Pledge of Allegiance
2. Declaration of Quorum
3. Public Comments
4. Welcome and Opening Remarks (Troy Edgar, Board Chair)
Strategic Goals 2007-2013
5. Mission and Vision Statements (Brent Ives, Facilitator)
6. Strategic Initiatives (Jim Herberg, General Manager& Executive Management Team)
a. Legislative Advocacy and Public Outreach Bob Ghirelli, Assistant General Manager
b. Future Biosolids Management Options Nick Kanetis, Director of Engineering
c. Odor Control Nick Kanetis, Director of Engineering
d. Energy Efficiency Nick Kanetis, Director of Engineering
e. Future Water Recycling Options Nick Kanetis, Director of Engineering
f. Cessation of Disinfection of OCSD's Ocean Ed Torres, Director of Operations and
Discharge Maintenance
g. Local Sewer Transfers Nick Arhontes, Director of Facilities
Support Services
h. Workforce Planning and Workforce Jeff Reed, Director of Human Resources
Development
I. General Manager's Workplan Jim Herberg, General Manager
7. Board Discussion and Wrap-up (Brent Ives, Facilitator)
8. Adjournment
October 2,2013
Page 2
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 Posting: 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, California, 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.
Mafia E.Ayala
Clerk of the Board
(714)593-7130
mavala(d)ocsd.com
For any questions on the agenda,Committee members may contact staff at:
General Manager Jim Herberg (714)593-7300 iherbem(Wocsd.com
Assistant General Manager Bob Ghirelli (714)593-7400 rohirelli[dlocsd.com
Director of Engineering Nick Kanetis (714)593-7310 nkanetis(Wocsd.com
Director of Facility Support Services Nick Arhontes (714)593-7210 narhontesCaTocsd.com
Director of Finance and Lorenzo Tyner (714)593-7550 Itvner(c0ocsd.com
Administrative Services
Director of Human Resources Jeff Reed (714)593-7144 imed(r@ocsd.cem
Director of Operations&Maintenance Ed Torres 714 593-7080 elorres ocsd.com
Strategic Goals 2007 - 2013
FY Completed Targetfor
Goal Completion
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
CPCs 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 adapting to 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.
Page 1 of 5
Strategic Goals 2007 - 2013
FY Completed Targetfor
Goal Completion
FY 07-08 FY 08-09 FY 09-10 FY 30-11 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 of reclaiming 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
implement the Strategic Plan and Business Plan.
Page 2 of 5
Strategic Goals 2007 - 2013
FY Completed Targetfor
Goal Completion
FY 07-081 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 goal was canceled in FY
12-13 to allow additional urban runoff at no cost to the local
"urisdiction.
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 Biosolids 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 at processing some biosolids at the City of Los
Angeles Terminal Island demonstration well.
Page 3 of 5
Strategic Goals 2007 - 2013
FY Completed Targetfor
Goal Com letion
FY 07-08 FY O8-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14
Implement Energy Master Plan—After the completion of the plan,
assess final recommendations to ensure adequate power resources and •
energy management.
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.
Page 4 of 5
Strategic Goals 2007 - 2013
FY Completed Targetfor
Goal Com letion
FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14
Sustainable eiosolids Program-Conduct research to reduce the
amount of biosolids produced and increase digester gas production. •
Odor Control—Implement odor control projects at Plant 1 (trickling
filters)and Plant 2(solids loading facility) by 2018. Targetedjor •
completion in FY 15-16 and FY 17-18
Providing Ongoing Leadership Development-Maximize the
development of a pool of dedicated and talented employees ready to •
lead OCSD into the future.
Local Sewer Transfer-Complete the transfer of local sewers to
member agencies and cities,focusing on completion of the Tustin •
transfer.
Page 5 of 5
OCSD's Mission Statement
"We protect public health and the environment by providing effective
wastewater collection, treatment, and recycling."
OCSD Draft Board Vision Statement
OCSD 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.
ISSUE PAPER: 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 Prop 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, clean audits, 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 committee 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.
ISSUE PAPER: 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 is sending
up to half of its daily biosolids production to Synagro 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 biosolids
management options to ensure that OCSD obtains the fairest price for its future biosolids
management. Studying the current market for available biosolids 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 Biosolids Management Plan resulted in guidelines for the diversification of
biosolids products, contractors, and markets to create a sustainable biosolids program. The
updated biosolids policy (2013 Board Resolution No. OCSD 13-03) 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 OCSD their solids, 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 managements options align with new capital facilities and meet
established levels of service;
• Identify practical and reasonable biosolids management options considering OCSD's
Biosolids 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 in the mid-term and long-term timeframe.
Desired Outcome
• OCSD will have a clear mid-term and long-term strategy for biosolids management
(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 biosolids management program in accordance to OCSD's Biosolids
Policy that includes diversification of products, markets, and contractors.
ISSUE PAPER: 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 to not be a
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. 1 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/Dewatering 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 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.
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 SP3-166.)
• 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.
ISSUE PAPER: 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 lifecycle 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 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.
ISSUE PAPER: Future Water Recycling Options
Should OCSD study the possibility of expanding water recycling to Treatment Plan 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 2
could be used as source water for water recycling, via groundwater recharge, a purple pipe
irrigation system, and/or wetlands restoration. This Project will help OCSD, along with its
partner OCWD, determine if Plant 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;
• Compare alternatives and make recommendations for the best apparent project(s) and
partner(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.
ISSUE PAPER: Cessation of 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 closed 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
birds, 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 life 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 is costing 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
ISSUE PAPER: 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?
Our 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 us to focus staff 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 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 local only 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.
ISSUE PAPER: Workforce Planning & 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. From March 2010 to date, 110 employees 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.
While much has been done on this initiative, more remains to be done. 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 improved 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 and 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 elevated at the level of an OCSD Strategic Plan Goal for the
Board to emphasize to District management that this is an issue requiring 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.
GENERAL MANAGER'S WORKPLAN: Asset Management Update
and Action Plan
Enhance our asset management process for Infrastructure longevity and increased lifecycle
cost savings.
Why is this issue important to the District?
OCSD owns and operates$6.2 billion in infrastructure assets to collect,treat, reuse,and safety discharge
wastewater in North-Central Orange County. This infrastructure requires significant oversight to ensure
safe and reliable operation. OCSD's asset portfolio includes a wide variety of asset types, service
conditions, installation dates,and technology levels. OCSD has been actively developing published Asset
Management Plans for more than a decade. The plans and management techniques are increasing in
sophistication and effectiveness. OCSD is recognized as a leader in predictive maintenance, corrosion
assessment,capital planning,and budgeting.
In the area of operations and maintenance, OCSD is working to build on this solid foundation by
improving the maintenance planning and implementation of preventative maintenance services for its
civil assets. Civil assets are infrastructure such as buried pipelines, concrete flow structures, wet wells,
pump systems, basins, and tunnels. These civil assets represent the longest life and highest value assets
in OCSD's portfolio. Prudent life extension of these types of assets represents a very large lifecycle cost
savings opportunity.
In the area of capital planning, OCSD is working to systematically refurbish and renew its plant process
systems and collection system on an on-going basis. Each plant process area should have a
refurbishment/renewal plan at least every twenty years. Each project will consider capacity
requirements, condition of current assets, technology options, and current, as well as projected,
regulatory requirements. In this way OCSD will make conscious end of asset life decisions to minimize
costs and utilize appropriate available technology.
Goals
• Adopt operating and maintenance routines that minimize cost and maximize asset availability.
• Extend the life and resiliency of infrastructure assets.
• Synchronize maintenance and capital project planning.
• Identify end of life time frames for process assets and investigate replacement technology
opportunities.
• Invest prudently in technology and renewal to minimize lifecycle cost while meeting
performance and reliability requirements.
Desired Outcome
• Maintain resilient, cost effective infrastructure which protects public health and the
environment.
GENERAL MANAGER'S WORKPLAN: Business Risk Management and
Safety and Security
Ensure continuous operations,business continuity and employee safety before and after a
catastrophic event or resource shortage%utage.
What steps has OCSD taken and what future activities will support this effort
OCSD is a vital 24 hour, 7-days a week operation that provides wastewater services to 2.6
million people.
It is critical that that the District is always in a position to provide these services uninterrupted.
However, there are various potential risks that could impact OCSD's ability to provide these
services. The risks vary from sustained power outage, chemical shortages to major earthquake
or tsunami.
As part of the General Manager's Annual Work Plan this item is included to ensure that OCSD
is prepared for these events. Staff has begun the following efforts:
1) Risk Mitigation through identification
OCSD continually undertakes a comprehensive review of readiness in the event daily
operations are interrupted and put in place emergency response plans to address identified
risks. To assist in this review, OCSD has developed a comprehensive Risk Register. OCSD
surveys its managers and operational staff to better understand potential operational and
business risks and threats to the agency and updates the register annually. Based on the
results, plans are developed, resources allocated and a summary of the register included in
the annual budget.
Additionally, OCSD works with nearby cities and emergency services providers in
preparation of a significant event through onsite inspection, scenario planning and tabletop
exercises. OCSD is also part of mutual aid groups to ensure that we always access to
required equipment and resources
2) Safety and Security
The safety of our employees and physical security of our facilities are a priority.
As such, we proved extensive training and monitor of our employees, allocating nearly $1
million in training. Staff is working with OSHA and outside evaluators to obtain OSHA
Voluntary Protection Programs (VPP) certification. Risk Management and operational staff
work with Department Homeland Security to obtain their feedback to ensure the physical
security of our facilities.
3) Business Continuity
OCSD had developed varies risk mitigation and management strategies, chief of which is the
District's Business Continuity Plan. Business continuity planning (BCP) "identifies an
organization's exposure to internal and external threats and synthesizes hard and soft
assets to provide effective prevention and recovery for the organization, while maintaining
competitive advantage and value system integrity". A business continuity plan is a roadmap
for continuing operations under adverse conditions. Staff meets with various government
agencies including cities, ports and infrastructure providers to assist in developing an OCSD
BCP that prepares our agency for a catastrophic and event and ensures our ability to
provide our critical services.
Desired Outcome
• That OCSD is in a continually state of readiness and is always in a position to provide its
critical services to the public.
GENERAL MANAGER'S WORKPLAN: Operational Efficiencies
Continually seek operating efficiencies.
Why is this issue important to the District?
OCSD's operating budget is $153 million of which 75% of this budget is managed by the
Operations & Maintenance and Facilities Support Services departments. These departments
are committed to continually evaluating and optimizing its operations to maximize efficiency
and ensure best practices are exercised where applicable. One method Staff uses to evaluate
our efficiency in delivering services is through benchmarking studies where we have compared
various elements of our operations (e.g. Staffing, odor control, laboratory operations) with
other agencies to measure ourselves against industry standards and to identify ways to
streamline operations and reduce fiscal impacts to customers.
A few examples of the recent efficiencies achieved are provided:
• In 2011 and 2012 OCSD replaced an aging headwork at our Huntington Beach plant with
a large state of art facility that substantially increased the number of control points
being monitored, and began full secondary treatment of its effluent. The completion of
these two projects added large and complex new facilities and processes at both plants
yet staffing levels were not increased and staff safety was not compromised. This was
achieved by expanding our predictive maintenance program, moving to a more planned
and scheduled maintenance program and reallocating and broadening the
responsibilities of plant operations staff.
• Another accomplishment has been in the area of biosolids management where through
optimizing the dewatering process, OCSD is saving over$1 million in hauling expenses.
• Chemicals are a major part of the District's budget. Over the last few years, staff has
worked towards identifying ways to optimize to reduce both the cost of chemicals and
the levels being used. A prime example would be the recent negotiation of Ferric
Chloride contracts with 4 vendors as opposed to the single vendor OCSD has relied on
for over fifteen years. By successfully negotiating contracts with additional Ferric
Chloride vendors, staff has reduced our annual costs over $600,000, while significantly
reducing the potential for supply disruption.
Goal
• Implementation of predictive maintenance strategic plans
• Implementation of planning&scheduling best practices plan
• Continue to evaluate technology, process optimization, in-sourcing vs. outsourcing
services and administrative opportunities to operate more efficiently
Desired Outcome
• Safe and cost-effective operation and maintenance of OCSD facilities while meeting all
Levels of Service expectations