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Home My WebLink AboutBoard of Directors Orientation PresentationMarch 15, 2017 New Board Member Orientation Role of the Board Member Presenter: Greg Sebourn, Chairman OCSD History and Future Presenters: Jim Herberg, General Manager Bob Ghirelli, Asst. General Manager OCSD Service Area Orange County PacificOcean ReclamationPlant No. 1 TreatmentPlant No. 2 NewportBeach FountainValley Santa Ana LosAlamitos BuenaPark Tustin Garden Grove Placentia Yorba Linda AnaheimAnaheim Orange La Palma Cypress Westminster Irvine Stanton VillaPark Costa MesaHuntingtonBeach SealBeach La Habra Brea Fullerton 396 miles of sewers 471 square miles 185 million gallons per day 2.6 million population 20 cities, 4 special districts, & unincorporated OC 15 pumping stations 2 treatment plants OCSD Mission and Vision Strategic Planning Strategic Planning Operational Planning Board Approval of Strategic Plan New or Altered Levels of Service Goals & Objectives Monitoring & Evaluation Budget Strategic Planning Process Board Approval of Budget Strategic Goals for 2014-2019 In Progress: 1.Odor Control 2.Biosolids Management 3.Energy Efficiency 4.Water Recycling 5.Workforce Planning and Development Completed: 6. Local Sewer Transfer 7.Legislative Advocacy and Public Outreach 8. Cessation of Disinfection of Ocean Discharge Odor Control Biosolids Energy Efficiency Future Water Recycling Options Workforce Planning & Development Local Sewer Transfers City Local SewerManhole PrivateLateral OCSDRegional Trunkline OceanOutfallOCSDTreatmentPlants Manhole To OCWD Legislative Advocacy & Public Outreach Cessation of Disinfection Ocean Discharge HuntingtonBeach Newport Beach PLANTNO. 1 Bolsa Chica State Beach Crystal Cove State Park PLANTNO. 2 Fish Health M/V Nerissa Oceanography Water Quality Board Services Presenter: Kelly Lore, Clerk of the Board Board Services Overview INTRODUCTION OF BOARD SERVICES What We Provide BOD GUIDELINES & PROCEDURES Resolution OCSD 15-27 CALENDAR OF MEETINGS 2017 Condensed Calendar AGENDA AND OCSD INFORMATION Agenda Packets Communications District Transparency Certificate of Excellence Board Services Overview DIRECTOR COMPENSATION Ordinance OCSD-34 •$212.50 per meeting/day •6 meetings/month •Payroll calendar Resolution OCSD 15-06 •Expense reimbursement & meeting attendance Board Services Overview AB 1234 ETHICS TRAINING AB 1661 SEXUAL HARASSMENT TRAINING California law requires ethics training be provided to their local officials. Online training allows local officials to satisfy the requirements of AB 1234 on a cost-free basis. localethics.fppc.ca.gov/login.aspx California law requires that members of agency legislative bodies undergo sexual harassment training. Monday, May 15 from 2 –4 p.m. Thursday, May 18 from 2 –4 p.m. Contact COB to sign up for a date above or for online version. General Counsel Presenter: Brad Hogin, General Counsel General Counsel •Board Rules of Procedure •Mandatory Ethics Training •Mandatory Sexual Harassment Training •Campaign Contributions (Levine Act) •Update on Technology, the Brown Act, and Public Records Rules for Discussion, Debate and Deliberation Questions from Directors Staff Report Motion & Second Discussion Among Directors Vote on Motion Types of Motions Main and Subsidiary Motions Mandatory Ethics Training •Two Hours of Training Every 2 Years •Covers: •Conflicts of Interest •Receipt of Gifts •Misuse of Agency Resources •Bribes •Etc. Mandatory Sexual Harassment Training •Sexual Harassment Training Required for “Supervisory Employees” •Applies to Elected Officials Levine Act •Limits on Campaign Contributions From Parties Seeking Approval of Entitlements •“Entitlements” Include: •Contracts •Permits •Licenses •Exceptions: Competitively Bid and Labor Contracts Contributions Accepted in the Past •You Received >$250 in Contributions From a Proposed Contractor in the Last 12 Months •The Contract is Before the Board for Approval •You Must: Disclose the Contribution on the Record; and Disqualify Yourself Contributions While a Proceeding is Pending •OCSD Prepares an RFP •Until 3 Months After Contract Award, You May Not: •Solicit or Receive Contributions >$250 From Any Proposer FPPC Enforcement of the Levine Act •Fines From $1,000-$3,000 per Count •Example: •San Bernardino County Supervisor •Appointed to the Inland Valley Development Agency •Voted to Award Contracts to IVDA Contractors Who Contributed to his Supervisor Campaign •Fined $12,500 for 10 Counts Technology and the Brown Act •Brown Act Prohibits “Serial Meetings” •Email Exchanges Involving a Majority of Board Members May Be Considered Serial Meetings •Examples: •One Broadcast Email to All Members, with Responses •“Hub & Spoke” –One Member Exchanges Emails with a Majority •“Daisy Chain” –Emails are Forwarded Among a Majority of Members A Sanitation District Board Member is accused of wrongdoing. Where does this story appear in the newspaper ? After a comprehensive, six-month investigation by a blue-ribbon panel, the Board Member is completely cleared of any wrongdoing. Where does this story appear in the newspaper? OCSD Financials Presenter: Lorenzo Tyner, Director of Finance and Administrative Services General Information •Fiscal Year July 1 –June 30 •$400M–$500M in annual revenues & expenditures •Approved Staffing of 627 Full-Time Equivalents (FTEs) Revenues FY 16-17 FY 17-18 Budget Summary Fees and Charges $331 M (76%)$340 M (76%) General Income $ 96 M (22%)$100 M (23%) Other $ 8 M ( 2%)$ 6 M ( 1%) Total Revenues $435 M $446 M Operating $146 M (31%)$150 M (40%) CIP/RRR $171 M (36%)$138 M (37%) Debt Service $ 87 M (18%)$ 83 M (22%) Other $ 6 M ( 1%)$ 4 M ( 1%) Liability Reduction $ 65 M (14%)$ 0 M ( 0%) Total Outlays $475 M $375 M Outlays FY 16-17 FY 17-18 Major Revenue Components Include Fees/Charges and General Income Fees & Charges $340 M 76% General Income $99 M 23% Other $7 M1% Proposed Revenues FY 17-18 = $446 Million Most OCSD Revenue is Related to User Fees Approved FY 17-18 General User Fees $ 291 M Permit User Fees $ 12 M Assessments $ 19 M Capital Fac. Capacity Charges $ 18 M Total Fees & Charges $ 340 M Company Fee % of TotalHouse Foods America $1,137,028 0.36%Kimberly-Clark Worldwide 1,123,748 0.36%Stremicks Heritage Foods 735,840 0.23%Pulmuone Wildwood 667,744 0.21%M C P Foods Inc.649,886 0.21%Jazz Semiconductor 541,379 0.17%Ameripec Inc.494,287 0.16%Nor-Cal Beverage 453,737 0.14%Van Law Food Products 446,942 0.14% Nor-Cal Beverage (NCB) 409,575 0.13%Top Ten Total Fees & Charges $6,660,166 2.12% Ten Largest Industrial Users Represent only 2% of OCSD User Fees Rate Increases HaveDropped Significantly 0% 2% 4% 6% 8% 10% 12% 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Fee Increase History -Percent Rates Will Remain Level 0 50 100 150 200 250 300 350 400 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Single Family Residential (SFR) Fee Comparison of Single Family Rates (July 2015) $0 $100 $200 $300 $400 $500 $600 $700 $800 LA C S D Or o Lo m a $155 IR W D Fr e s n o OC S D $322 Ea s t B a y M U D Un i o n Du b l i n S a n R a m o n Sa c r a m e n t o Ci t y o f L A Ce n t r a l C o n t r a C o s t a Va l l e j o Sa n D i e g o Sa n F r a n c i s c o $784 Property Tax Revenue will Rise with the Continuing Economic Recovery Approved FY 16-17 FY 17-18 Property Tax Revenue $ 87 M $ 91 M Interest Revenue $ 9 M $ 9 M Total General Income $ 96 M $ 100 M Other $ 8 M $ 6 M OCSD Outlay Categories Approved FY 16-17 FY 17-18 Operating Expense $ 146 M $ 150 M CIP/RRR $ 171 M $ 138 M Debt Service $ 87 M $ 83 M Other $ 6 M $ 4 M Long-Term Obligations $ 65 M $ 0 M Total Outlays $ 475 M $ 375 M Operating Expense Summary Description FY 15-16 FY 16-17 FY 17-18 Approved Approved Approved Salaries and Wages $ 94.8 M $ 89.3 M $ 90.6 M Contractual Services 23.9 M 24.8 M 22.6 M Operating Mat’ls & Supplies 17.2 M 16.7 M 17.4 M Repairs and Maintenance 12.4 M 14.3 M 16.2 M Utilities 7.8 M 8.9 M 10.2 M Other 10.1 M 11.6 M 12.4 M Cost Allocation -16.9 M -19.2 M -19.4 M Net Operating Requirements $149.3 M $146.4 M $150.0 M Percentage Increase (Decrease)(2.0%)2.4% CIP Consists of Four Distinct Types Approved FY 16-17 FY 17-18 Replacement/Rehabilitation $ 97 M $ 84 M Improved Treatment $ 32 M $ 19 M Additional Capacity $ 45 M $ 30 M Support $ 16 M $ 20 M Total Outlays $ 190 M $ 153 M CIP Program Ten -Year Annual Outlays (in millions) $190 $153 $176 $222 $244 $213 $233 $245 $244 $197 $100 $120 $140 $160 $180 $200 $220 $240 $260 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Debt Financing •Continue to issue COPs as the primary method of financing the capital program •No additional “new money” debt issuance is scheduled for FY 2016-17 or 2017-18 •OCSD maintains a AAA bond rating Stated Key Factors include: o Strong Financial Performance o Moderate Debt Burden o Strong Management Practices o Rate Discipline No Additional Debt Issuances are Planned $0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 2010 2015 2020 2025 2030 2035 2040 OUTSTANDING DEBT$100Ms Workforce Planning and Development Presenter: Celia Chandler, Director of Human Resources Organizational Overview ADMINISTRATION UNITS General Manager’s Office •15 Positions Human Resources & Risk Mgmt •27 Positions Administrative Services •99 Positions OPERATING UNITS Operations & Maintenance •279 Positions Engineering •116 Positions Environmental Services •91 Positions Total Number of Authorized Full-Time Employees: 627 OCSDWorkforce OCSD Workforce 31% 55% 0% 10% 20% 30% 40% 50% 60% State of California OCSD Education Level -Bachelor's Degree or Higher Recognized Labor Unions Orange County Employees Association International Union of Operating Engineers - Local 501 Supervisory & Professional Management Group Unrepresented SPMG 43%501 33% OCEA 18% Unrepresented 6% Retirement Eligibility 2016 & 2019 Workforce Strategy Planning Development Workforce Planning •Workforce Vulnerability Assessments •Staffing Levels •Talent Readiness Assessment •Succession Planning Workforce Development •Individual Development Plans •Division Development Plans •Leadership Development •Internship Program •Employee Development Program Summary •Focusing on critical/key positions •Addressing current and future staffing needs •Evaluating changing work requirements •Strengthening existing levels of service •Preparing employees for future service requirements •Establishing a plan and roadmap to ensure workforce sustainability Be SocialConnect with Us! 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