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5 year strategic plan
NOVEMBER 2013
ORANGE COUNTY SANITATION DISTRICT
ORANGE COUNTY SANITATION DISTRICT
five year strategic plan
NOVEMBER 2013
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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)
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ORANGE COUNTY SANITATION DISTRICT-5 YEAR STRATEGIC PLAN(NOVEMBER 2013)
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)
executive summary
Modifications to Levels of Service:
• Urban Runoff—Establish a new level of service target of up to 10 million gallons per day.
• Maximum 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 Land 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.
• 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.
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 duough 2017 to be
replaced with: Tons of biosolids to landfill through 2017 Peak Production period.
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Wastewateris tramloanetl through the 570 miles o'seeers thmughouts service area ofclose to 500 square miles and enters into the
roadworks 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)
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)
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.
Taget 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 biosollds 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 biosollds management options including 3rd party
contracts and onsite capital facilities for mid-term and long-tern 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. Tatgafor completion in FY 17-18.
OCSD awns and operates$6.2 billion In Infrastructure assets.Through these assets OCSO collects,treats,and either reuses or safety discharges 210
million gallons per day 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 Qess 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.
Target 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)
strategic goals and levels of service
Comparison of Single-Family Residential Rates
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500
400
300 `
200
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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 mmpklion in FY 13-14.
• Partnering with others to benefit our customers,this region and our industry.
7. Future Water Recycling Options—Determine partnerships,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(NTU)
■ Provide 100 percent of specification effluent available to the Groundwater Replenishment System to
maximize 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)
■
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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)
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 Biosolids 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
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The activated sludge secondary apartment facility was Me Anal project to meet the EPA Secondary Treatment Consent Decree.This facility
increased secondary tmstment capacityat Plant No.1 by 60 million gallons per day.
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)
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 pact 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.
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OCSD is mounnaled to being a good neighbor We are committed to a serviw level of no more than 12 odoroomplalnls in the collection
System and mro Cnmpbums under normal operating wrlutlons,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 biosollds 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 biosollds 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)
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 composing contract expires,centrifuges
begin operation,and daily biosofids 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 pride in our strict oversight of our Biosolids contractors.Biosolids Inspector,Leyla perez,interviewing South Item Compost
Manufacturing Facisfy staff dudngregular inspection,about one-third of our biosolids are turned to compost here.
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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)
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)
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 cormnittee 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;
• Compare 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)
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)
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-
Submitfor 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)
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)
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)
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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.
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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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