HomeMy WebLinkAbout10-17-2012 Special Board Meeting Agenda
NOTICE OF SPECIAL MEETING
2012 STRATEGIC PLAN
BOARD WORKSHOP
BOARD OF DIRECTORS
ORANGE COUNTY SANITATION DISTRICT
WEDNESDAY, OCTOBER 17, 2012 – 5:00 P.M.
ADMINISTRATIVE OFFICES 10844 ELLIS AVENUE FOUNTAIN VALLEY, CALIFORNIA 92708
www.ocsd.com
The special meeting of the Board of Directors of the Orange County Sanitation
District will be held at the above location, date and time.
SPECIAL MEETING AGENDA
BOARD OF DIRECTORS
ORANGE COUNTY SANITATION DISTRICT
2012 Strategic Plan Update
Board Workshop
Wednesday, October 17, 2012, 5:00 pm – 7:00 pm
OCSD Board Room, Administrative Offices
10844 Ellis Avenue, Fountain Valley, CA 92708
1. Pledge of Allegiance & Welcome Troy Edgar, Chairman
2. Quorum Maria Ayala, Clerk of the Board
3. Opening Remarks Jim Ruth, General Manager
4. Public Comments
5. Where We Are Today – A Progress Update on
Strategic Plan Goals
Bob Ghirelli,
Assistant General Manager
6. Strategic Issues Executive Management Team
• Biosolids Jim Herberg,
Assistant General Manager &
Director of Engineering
• Chemical Sustainability Ed Torres,
Director of Operations &
Maintenance
• Odor Control Nick Arhontes,
Director of Facilities Support Services
• Workforce Planning & Development
Resources
Jeff Reed,
Director of Human Resources
• Business Continuity Planning Lorenzo Tyner,
Director of Finance and
Administrative Services
7. Discussion and Direction to Staff Board of Directors
8. Adjourn
The next regularly scheduled meeting of the Board of Directors of the Orange County
Sanitation District will be held on October 24, 2012 at 6:30 p.m.
Agenda Item No. 2 – Biosolids
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OCSD’s Biosolids Recycling Policy
Should OCSD revisit the 2006 Biosolids Recycling policy to reflect recent
developments, experiences, and circumstances?
Why is this issue important to the District?
Since the 2006 OCSD Board Resolution (OCSD 06‐10) supporting the Long Range
Biosolids Management Plan (LRBMP) was adopted, OCSD implemented the diversity guidelines, managed our long-range contracts, changed our biosolids recycling level of service, and renewed our land application commitment as part of our diverse portfolio.
The long-term strategy requires modifications since the EnerTech contract has ended
and our biosolids volumes will drop significantly by 2017 when IRWD will be processing
their own solids and new centrifuge dewatering facilities are operational. Goals
• Recognize historic milestones as key rationale for biosolids policy (e.g., grand
jury report, county ordinances banning biosolids, etc.).
• Recognize importance of best management practices and contractor
investment that build sustainability of OCSD’s biosolids program. Reaffirm the
continued importance of onsite research to reduce the volume of biosolids
that require offsite management.
• Reaffirm our commitment to maintaining an environmental management
system (EMS) for our biosolids program for which we were first certified by
the National Biosolids Partnership in 2003.
• Remain committed to recycling our biosolids with a level of service (updated
in 2011) of at least 88% of biosolids recycled (not more than 12% to landfill)
through the solids peak in 2017. The Long-Range Plan also recommended
the use and development of in-county biosolids options.
• Continue to adhere to the diversity goals recommended by the Long Range
Plan:
o Not more than half of our biosolids to any market or contractor;
o Not more than one-third to any facility; o Maintain fail-safe backup options for at least 100% of OCSD’s biosolids production (current more than 1000%)
o Develop in-county production facilities and markets working with member
agencies and local stakeholders. Once the Orange County Waste and
Recycling landfill (Prima Deshecha) comes online (anticipated in January
2013), there will be a further increase in our biosolids program diversity and provide an in-county option.
o Move into energy, composting, and a few other specific markets using
merchant facilities as recommended in the Long Range Plan (not risking
any OCSD capital). These recommendations were implemented through
the EnerTech Rialto and Synagro South Kern compost facilities.
Agenda Item No. 2 – Biosolids
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Given the currently available high-quality, lower-cost biosolids management options, the sustainability of these options, and significant reduction in biosolids produced (one-third
of current production) by 2017, OCSD staff believes that we can continue to meet our
diversity criteria with the current contracts and without issuing a request for proposals in
the near future. The 2015-16 Synagro South Kern Compost facility contract renewal will be the next significant biosolids contract decision point.
The new contract with Tule Ranch allows OCSD to provide biosolids to prospective
facilities to ensure they meet quality standards before committing to a contract with
these facilities. OCSD’s quality and sustainability standards include best management practices, truck cleanliness, onsite housekeeping, and compatibility with our biosolids and certified program requirements. More detailed information can be found online
at www.ocsewers.com/bcr. Staff will propose amending the Synagro contract to match
the new Tule Ranch contract language to be equally as flexible.
Desired outcome
• Update current Synagro contract to address inadequate “not to exceeds”
value and to allow transportation and delivery of OCSD’s biosolids to facilities for research or demonstration purposes to further diversify OCSD’s biosolids
management options.
• Update OCSD Board Resolution (OCSD 06-10) with considerations listed herein.
• Continue to balance biosolids among existing contractors in conformance with
diversity goals set by 2003 Long-Range Biosolids Management Plan and to
be incorporated into updated Board Resolution until at least 2016 when renewal of the Synagro contract will be considered.
Agenda Item No. 2 – Chemical Sustainability
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Chemical Sustainability
Should OCSD provide additional efforts to promote chemical sustainability?
Why is this issue important to the District?
The District treatment plants and collection system use several bulk chemicals. A
sustainable supply is critical to maintaining an acceptable level of operations and for
ensuring compliance with all regulatory requirements. The District spends about $16,500,000 annually on the procurement of eleven key chemicals. For certain
chemicals failure in supply could result in violation of our permit or shut-down of key
assets such as our Central Generation System engines. Therefore, maintaining a
reliable supply at a fair market price is critical to the Districts mission.
Goals
• Contract with multiple vendors to provide OCSD chemicals in the quantities
required.
• Reduce reliance on a particular chemical and establish flexibility to utilize
other chemicals/processes to accomplish the same operational objectives.
• Implement chemical optimization measures.
Desired outcome
• Ensure a reliable chemical supply
• Ensure that multiple vendor contracts are in place to supply the needed
chemicals
• Seek options for competitive pricing for the chemicals
Agenda Item No. 2 – Odor Control
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Odor Control Update and Action Plan
Should OCSD defer the offsite odor level of service target dates in order to
validate the scope, priority, and measurement approach for the odor control
program?
Why is this issue important to the District?
Odors are inherent to wastewater and OCSD has 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 trunk lines. This continuous dosing
approach helps reduce corrosion and odors in the collection system and headworks
odors 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
Agenda Item No. 2 – Odor Control
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or altered process technologies. Recent testing of a portion of the existing odor control
systems shows their performance exceeding planning expectations. Thus, before
moving ahead on new odor control projects designed to meet the current standard,
further performance assessment of the other components of the newly-installed odor
systems including the secondary treatment facilities at both Plants and the new
Headworks at Plant 2 is appropriate to verify the performance of the existing odor
systems versus the original assumptions. Also, new odor measurement technologies
have been developed since 2007, which may potentially provide a better odor-impact
measurement than the current D/T based LOS standard. Staff is requesting additional
time 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 SP1-166.)
• 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 in current and if needed
future process systems will produce the benefits intended.
Agenda Item No. 2 – Workforce
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Workforce Planning and Workforce Development
Why is this issue important to the District? OCSD faces staffing challenges, including a changing workforce, leadership loss and
difficulty finding replacement talent for some core jobs. From March 2010 through
March 2012, 88 employees left OCSD, taking 1,898 years of knowledge and experience
with them. OCSD has been preparing for these challenges since 2005, focusing on
leadership development and technical skills training.
However, these challenges continue. Over the next three-years, 50 percent of
management personnel and 40 percent of staff members in core wastewater
occupations are eligible to retire. Therefore, 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 current budget outlines a commitment to effectively manage staffing resources to
meet service level requirements at the lowest cost. Key elements associated with the
commitment are authorized staffing levels and strength of the workforce.
District-wide workforce planning and development activities will be designed to ensure
the ongoing delivery of efficient and effective levels of service and to meet our mission. Workforce planning will reinforce authorized staffing levels while addressing future
needs and changing work requirements. Workforce development will strengthen 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 workforce planning and workforce development be elevated to the
level of an OCSD Strategic Plan Goal for the Board to emphasize to OCSD
management that this is an issue requiring organization-wide attention and resource
allocation.
This Goal will continue to help OCSD get the right people with the right skills in the right
positions at the right time.
Goals
• Design and implement comprehensive workforce planning processes.
• Design and implement comprehensive workforce development plans.
• Increase the levels of workplace accountability.
Should OCSD design and implement comprehensive workforce planning and
development activities to improve workforce capability, adaptability, efficiency,
and accountability?
Agenda Item No. 2 – Workforce
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Desired outcome
Integrate workforce planning and workforce development efforts to improve workforce
capability, adaptability, efficiency, and accountability.
Agenda Item No. 2 – Business Continuity
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Business Continuity Planning
What level of a Business Continuity Plan should OCSD implement?
Why is this issue important to the District?
OCSD has a comprehensive Integrated Emergency Response Plan (IERP) which
reflects our commitment to ensuring the safety and health of employees, the community
we serve and the environment. In addition, the IERP was developed to ensure that we meet the legal and regulatory requirements to be prepared for and respond to man-
made hazards, accidental disruptions, technology failures and natural disasters.
Natural hazards include earthquake, flood, tornado, tsunami and other emergencies.
The development of the Business Continuity Plan (BCP) will improve OCSD’s ability to
prepare for, respond to, remediate and effectively manage an incident in order to return to normal operations as soon as possible. The development of the BCP reflects
OCSD’s commitment to the integration of risk management principles into the District’s
culture.
Goals
The development of the BCP is to enhance OCSD’s resilience and its ability to
withstand an emergency or natural hazard without interruption of services to the
community or, if the services are interrupted, to restore the services rapidly. The overall
goals of the District are:
• Identify and protect potentially critical assets.
• Identify the critical functions of the District to determine which assets perform or
support the critical functions.
• Identify response-capable staff for critical operation and maintenance positions
that have staff backup.
• Determine line of succession for critical operations and maintenance positions.
• Establish emergency power for critical operations: establish a minimum
benchmark of 72 hours for back-up power for critical operations and assets.
• Monitor critical parts and equipment: current longest lead time (e.g., hours or
days) for repair, replacement, or recovery of operationally critical parts or
equipment that may represent single points of failure.
• Documented procedures for protecting and maintaining critical IT and
Supervisory Control and Data Acquisition (SCADA) systems.
• Documented procedures and protocols for testing and maintaining IT, SCADA
and communication systems during emergency response and recovery.
• Establish an alternative recovery facility.
• Protection of critical records and databases.
Agenda Item No. 2 – Business Continuity
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• Review and update the IERP and business continuity plan as necessary.
• Test the business continuity plan regularly.
Desired outcome
Develop a Business Continuity Plan (BCP) that will define how OCSD will continue its
everyday business functions in a not-so-everyday environment. This includes potential
financial effects of a crisis as well as having the flexibility to adapt human resource
policies to meet the changing needs of employees during an event, how to get back into
somewhat normal operations, how to keep and pay employees and how to continue to
provide effective wastewater treatment for our 2.5 million customers.