HomeMy WebLinkAbout09-09-2009 Administration Committee AgendaAGENDA
REGULAR MEETING OF THE
ADMINISTRATION COMMITTEE
ORANGE COUNTY SANITATION DISTRICT
WEDNESDAY, SEPTEMBER 9, 2009, AT 5:00 P.M.
ADMINISTRATIVE OFFICE
10844 Ellis Avenue
Fountain Valley, California 92708
www.ocsd.com
PLEDGE OF ALLEGIANCE
DECLARATION OF QUORUM
PUBLIC COMMENTS
REPORT OF COMMITTEE CHAIR
REPORT OF GENERAL MANAGER
REPORT OF DIRECTOR OF FINANCE AND ADMINISTRATIVE SERVICES
a. Investment Report - PIMCO
CONSENT CALENDAR ITEMS (1)
1. Approve minutes of the June 10, 2009, meeting of the Administration Committee.
ACTION ITEMS (2)
2. Recommend to the Board of Directors to authorize the General Manager to issue Refunding
Certificates of Participation, Series 2009B, in one-year fixed-rate certificate anticipation
notes in an amount not to exceed $181 million to replace the $176 million Refunding Certificates of Participation, Series 2008C certificate anticipation notes maturing in
December 2009.
September 9, 2009 Page 2
INFORMATIONAL ITEMS (3)
3. Human Resources Strategic Plan
CLOSED SESSION
During the course of conducting the business set forth on this agenda as a regular meeting of the Committee, the Chair may convene the Committee in closed session to consider matters of pending real estate negotiations, pending or potential litigation, or personnel matters, pursuant to Government Code Sections 54956.8, 54956.9,
54957 or 54957.6, as noted. Reports relating to (a) purchase and sale of real property; (b) matters of pending or potential litigation; (c)
employee actions or negotiations with employee representatives; or which are exempt from public disclosure under the California Public Records Act, may be reviewed by the Committee during a permitted closed session and are not available for public inspection. At such time as final actions are taken by the Committee on any of
these subjects, the minutes will reflect all required disclosures of information.
Convene in closed session.
Reconvene in regular session.
Consideration of action, if any, on matters considered in closed session.
Other business and communications or supplemental agenda items, if any.
Adjournment: The next regular Administration Committee meeting is scheduled for Wednesday,
October 14, 2009, at 5 p.m.
September 9, 2009 Page 3
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Agenda Posting: In accordance with the requirements of California Government Code Section 54954.2, this agenda
has been posted in the main lobby of the District’s Administrative offices 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 all, of the members of District’s Board, are available for public inspection in the office of the Clerk of the Board, located at 10844 Ellis Avenue, Fountain Valley, California.
Items Not Posted: In the event any matter not listed on this agenda is proposed to be submitted to the Committee for
discussion and/or action, it will be done in compliance with Section 54954.2(b) as an emergency item or because there is a need to take immediate action, which need came to the attention of the Committee subsequent to the
posting of agenda, or as set forth on a supplemental agenda posted in the manner as above, not less than 72 hours prior to the meeting date.
Public Comments: Any member of the public may address the Administration Committee on specific agenda items or
matters of general interest. As determined by the Chair, speakers may be deferred until the specific item is taken for discussion and remarks may be limited to three minutes.
Matters of interest addressed by a member of the public and not listed on this agenda cannot have action taken by
the Committee except as authorized by Section 54954.2(b).
Consent Calendar: All matters placed on the consent calendar are considered as not requiring discussion or further explanation, and unless a particular item is requested to be removed from the consent calendar by a Director of staff
member, there will be no separate discussion of these items. All items on the consent calendar will be enacted by one action approving all motions, and casting a unanimous ballot for resolutions included on the consent calendar.
All items removed from the consent calendar shall be considered in the regular order of business.
The Committee Chair will determine if any items are to be deleted from the consent calendar.
Items Continued: Items may be continued from this meeting without further notice to a Committee meeting held within five (5) days of this meeting per Government Code Section 54954.2(b)(3).
Meeting Adjournment: This meeting may be adjourned to a later time and items of business from this agenda may be
considered at the later meeting by Order of Adjournment and Notice in accordance with Government Code Section 54955 (posted within 24 hours).
Accommodations for the Disabled: The Board of Directors Meeting Room is 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.
Notice to Committee Members: For any questions on the agenda or to place any items on the agenda, Committee members should contact the Committee Chair
or Clerk of the Board ten days in advance of the Committee meeting.
Committee Chair: Mark Waldman (714) 827-1969 Committee Secretary: Lilia Kovac (714) 593-7124 lkovac@ocsd.com General Manager: Jim Ruth (714) 593-7110 jruth@ocsd.com
Assistant General Manager Bob Ghirelli (714) 593-7400 rghirelli@ocsd.com Director of Finance and Lorenzo Tyner (714) 593-7550 ltyner@ocsd.com Administrative Services
Human Resources and Employee Jeff Reed (714) 593-7144 jreed@ocsd.com Relations Manager
Page 1
ADMINISTRATION COMMITTEE Meeting Date
09/09/09
To Bd. of Dir.
09/23/09
AGENDA REPORT Item Number 2 Item Number
Orange County Sanitation District
FROM: James D. Ruth, General Manager
Originator: Lorenzo Tyner, Director of Finance and Administrative Services
SUBJECT: REFUNDING CERTIFICATES OF PARTICIPATION, SERIES 2009B
(CERTIFICATE ANTICIPATION NOTES)
GENERAL MANAGER'S RECOMMENDATION
Authorize the General Manager to issue Refunding Certificates of Participation, Series 2009B,
in one-year fixed-rate certificate anticipation notes in an amount not to exceed $181 million to
replace the $176 million Refunding Certificates of Participation, Series 2008C certificate anticipation notes maturing in December 2009.
SUMMARY
In March 2006, the District issued $200 million of variable rate Certificates of Participation (COP), Series 2006 (“2006 COPs”). From inception through August 2008, the average variable
rate on the 2006 COPs was 2.95% or 0.22% less than the SIFMA index (weekly market index of
tax-exempt variable rate obligations). As the global financial crisis took hold, there was a significant increase in the borrowing cost of the District, including all municipal borrowers, as the
2006 COPs averaged 4.29% (or 1.56% above the SIFMA index) for the period between
September 2008 and December 2008. A good deal of the increase in variable rate cost can be attributed to the weakened financial strength of the bank, DEPFA Bank plc, providing liquidity
support on the 2006 COPs.
In December 2008, the District proactively refunded the 2006 COPs with the Refunding COP
Series 2008C Certificate Anticipation Notes (the “2008C CANs”) to reduce its exposure to
higher variable rate costs. The yield on the 2008C CANs is 0.98% for the one-year period ending December 10, 2009. The issuance of the 2008C CANs allowed the District to redeem
the 2006 COPs at an all-in cost of less than 1.25% and avoid paying a bank rate of 4.75% which would have been effective starting in January 2009.
The interest rate on the 2008C CANs was fixed for only one-year and the entire $176 million plus interest becomes due and payable on December 10, 2009. The District is responsible
for the repayment of $176 million plus interest or the District could choose to refinance the
2008C CANs. Staff does not recommend the use of $176 million of cash to repay the 2008C CANs; therefore, there are a number of refinancing options available to the District.
PRIOR COMMITTEE/BOARD ACTIONS
November 2008 - Board adopted Resolution No. OCSD 08-22, Authorizing the Execution
and Delivery by the District of an Installment Purchase Agreement, a Trust Agreement, an Escrow Agreement, a Note Purchase Agreement, and a Continuing Disclosure Agreement
in connection with the execution and delivery of Orange County Sanitation District
Refunding Certificates of Participation, Series 2008C (Certificate Anticipation Notes), such Notes Evidencing Principal in an Aggregate Amount of Not to Exceed $198,000,000,
Approving an Official Statement in Connection with the Offering and Sale of such Notes and Authorizing the Execution of Other Necessary Documents and Related Actions.
Page 2
ADDITIONAL INFORMATION
Options Available to the District 1. Refund the Maturing 2008C CANs with Fixed Rate Debt The issuance of long-term fixed rate refunding debt will eliminate market access risks (ability
to issue debt to refinance maturing debt) and interest rate risk (additional costs if rates reset
higher or are higher upon a future refinancing). After the issuance of fixed rate debt, the District will not be exposed to changing market conditions.
The issuance of long-term fixed rate debt in the current market would result in an average borrowing cost of approximately 4.55%. Fixed rate debt would also remove the interest rate
hedge originally desired by the District (in 2006) which was intended to insulate the District from changes in short-term interest rates as the variable rates on the 2006 COPs would be expected to move in tandem with the District’s fluctuating investment portfolio earnings.
The following is a cost summary of Option 1 (Fixed Rate Debt) over the next year:
4.550% Assumed Average Fixed Rate 0.026 Costs of Issuance ($325,000 amortized over life of COPs)
0.055 Underwriter Costs ($1,057,000 amortized over life of COPs)
4.631% Fixed Rate Cost
2. Refund the Maturing 2008C CANs with Variable Rate Debt Current variable rates on California municipal debt are extremely low and attractive at
approximately 0.20%. However, the availability of bank support is limited and very
expensive in the current marketplace. In addition, the terms and conditions currently demanded by banks are onerous.
The following is a cost comparison versus Option 1 (Fixed Rate Debt) over the next year:
?????% Average Variable Rate 1.011 Bank Liquidity Fee
0.100 Remarketing Fee
0.020 Costs of Issuance ($375,000 amortized over life of COPs) 0.012 Underwriter Costs ($220,000 amortized over life of COPs)
1.143% + ??% or (3.488% less unknown variable rates) less than Option 1
3. Refund the Maturing 2008C CANs with a New CANs issue
Since the issuance of the 2008C CANs, short-term interest rates have continued to decline as the current market rate for CANs is approximately 0.50%. The issuance of refunding
CANs will allow the District to borrow at a low fixed rate and wait for a more attractive future
opportunity to structure a longer-term solution. The CANs structure will eliminate exposure to potentially weak liquidity banks and the risk that short-term rates will rise from historic low
levels over the next year. Although current variable rates are low (see Option 2. above), it is highly unlikely that rates will continue to be so low (0.20%).
Page 3
The following is a cost summary of Option 3 (CANs) over the next year:
0.500% Assumed One-Year Rate 0.170 Costs of Issuance ($300,000 amortized over one year) 0.125 Underwriter Costs ($220,000 amortized over one year)
0.795% or 3.836% less than Option 1 (equal to $6.76 million of savings)
A comparison of the CANs refinancing structure to Option 2 above (Variable Rate Debt)
shows that unknown variable rates must be less than zero for variable rate debt to generate
a better economic result. The major risk with a CANs structure occurs if the District does not have market access to
remarket the CANs at maturity. However, the District has a substantial amount of reserves that could (if the Board chooses) be used to redeem CANs if market access is not available. Staff intends to build in safeguards to avoid the use of District reserves unless absolutely
necessary: for example, beginning the process of refinancing well in advance of the maturity date of the CANs.
To further reduce interest rate risk (additional costs if rates reset higher or are higher upon a future refinancing) the District could establish an Accelerated Rate Management (ARM)
program with the one-year CAN refinancing debt issuance. The ARM program uses
accrued savings (i.e., 0.98% rate on 2008C CANs and anticipated 0.50% rate on one-year CAN) compared to a fixed rate assumption (i.e., 2006 fixed rate of 4.54%) to reducing the
outstanding amount of debt on a periodic basis. As less debt is outstanding, the District significantly reduces its interest rate risk (if higher interest rates occur, the net effect is less because the higher interest is calculated on less principal).
Staff is recommending Option 3, the refunding of the 2008C CANs with a new one-year CAN that will again enable the District to lock-in a low rate for approximately one year
without (a) encumbering cash reserves; (b) exposing the District to risks associated with variable rate debt; and, (c) allowing for flexibility to refinance in a more attractive rate environment. If the District pursues Option 3, the refunding CANs can be sold on a
competitive basis in order to obtain the lowest financing cost possible.
Staff and consultants will be available to make a brief presentation and provide an overview
of the financing schedule at the Board meeting.
Following is a chart listing the remaining steps to be completed for the issuance of the COP
Series 2009B (Certificate Anticipation Notes) debt issuance:
October
Board approval of legal and disclosure documents
Financing Corporation approval of legal and disclosure documents
Receive Ratings from Bond Rating Agencies
November
Receive competitive bids
December Closing Redemption Notice
Form No. DW-102.3 Revised: 03/01/07 Page 1
ADMINISTRATION COMMITTEE Meeting Date
09/09/09
To Bd. of Dir.
AGENDA REPORT Item Number 3 Item Number
Orange County Sanitation District
FROM: James D. Ruth, General Manager
Originator: Lorenzo Tyner, Director of Finance and Administrative Services
SUBJECT: HUMAN RESOURCES STRATEGIC PLAN
GENERAL MANAGER'S RECOMMENDATION
Informational item.
SUMMARY
Under the guidance of the General Manager and the Executive Management Team (EMT), the
Human Resources (HR) Division developed a strategic plan in conjunction with the OCSD strategic plan published in November 2008. The work had limited support from BHI Consulting,
which was the firm that assisted OCSD in the development of its overarching strategic plan.
The HR strategic plan is predicated on a three-year timeframe. It will be reviewed and revised
annually as the Sanitation District’s needs and priorities change. The HR strategic plan is
based on HR elements identified at the EMT retreat that was held in July 2008. The fundamental task description was to:
Design, develop, and implement human resources policies, practices, systems, and tools to ensure OCSD has a workforce that meets the future needs of the agency and
the public it serves. The HR strategic plan provides for a mission, vision, and set of objectives. The mission
commits HR to providing comprehensive services that support the workforce. The vision is an array of statements that characterize what a successful organization looks like. And finally, the
objectives put forth targeted actions that will effectively link the operation to the organization and
the public it serves.
PRIOR COMMITTEE/BOARD ACTIONS
N/A
ADDITIONAL INFORMATION
Development of the HR Strategic Plan began with the following actions:
• Assessed the current state of the HR Division. This analysis also included an
examination of OCSD organizational goals, climate, and internal and external constraints.
• Identified the desired state and necessary conditions for success. This analysis focused
on job tasks/standards, as well as the skills, knowledge, abilities, and resources needed
for successful achievement.
Form No. DW-102.3 Revised: 03/01/07 Page 2
• Identified gaps between the current and desired state of the Division.
• Developed goals and identified the critical tasks necessary to address and close the
gaps.
To fix the direction for HR programs and topics that are important to Sanitation District staff,
focus group meetings, comprised of a broad cross-section of employees, were held with the
external Consultant. These focus groups provided feedback which served to align the HR mission, vision, and values with employee interests and organizational direction.
Specific objectives were defined, which will allow the HR Division to realize the vision of OCSD. The strategic plan will be updated annually following the EMT Retreat to revise elements of the
plan with durations exceeding one year.
ATTACHMENTS 1. Human Resources Strategic Plan
Orange County Sanitation District
Human Resources Strategic Plan
September 2, 2009
Mission:
We provide comprehensive human resource services that support the workforce in
protecting public health and the environment.
Vision:
The HR Division at OCSD is committed to actively supporting a positive work
environment and culture by:
• Presenting collaborative and creative solutions to assist with organizational
challenges
• Proactively communicating with employees in a clear and understandable
manner to develop positive relationships
• Integrating leadership competencies into our programs to ensure a high-quality
workforce
• Assuring a fair and competitive recruitment and selection process to attract and
retain the best person for the job
• Providing developmental opportunities at all levels to meet individual and
organizational needs
Introduction:
The intention of this strategic plan is to guide the efforts of the Orange County
Sanitation District’s Human Resources Division as it continues to add value to the
organization by focusing on business needs. By strengthening existing programs in
core function areas, Human Resources will continue to support OCSD as the agency
continuously evolves. Driven by a shared vision of the future of Human Resources’ role
in the organization, HR staff has collaborated to identify the specific focus areas,
deliverables, and measurements included in this three-year strategic plan with the goal
of continuous improvement. The Human Resources Division will be responsible for
driving the implementation of this strategic plan’s programs, while partnering with key
stakeholders will be critical to ensure support for the proposed programs and to ensure
targets are achieved. A living document, the strategic plan will be updated at least
annually and will be reviewed periodically to ensure milestones and target dates are
met.
Strategic Objectives:
1. Staffing Procedures
2. On-boarding
3. Succession Management
4. Performance Management
5. Technology Enhancement
6. Employee Outreach
Orange County Sanitation District
Human Resources Strategic Plan
September 2, 2009
Staffing Procedures
Attract, acquire, and promote top talent using a fair, consistent, and objective
multi-hurdle recruitment and selection process.
Selection Instruments: Year 1 & 2
HR will strengthen the objectivity of the recruitment and selection process through the
use of additional selection instruments, modification of the interview panel process, and
incorporation of OCSD’s core competencies into all aspects of recruitment and selection.
1. Develop and deploy recruitment best practices survey to comparison agencies as
a benchmark.
2. Define and document the closed promotional process
3. Determine ideal panel composition (# and where from).
4. Formalize a candidate feedback process regarding post interview non-selection and candidate non-selection for promotion.
5. Implement pre-employment assessments
5.1.1. Implement assessment Phase 1(core values ((organizational fit) – all positions).
5.1.2. Implement assessment phase 2 (professionals, clerical, etc.).
5.1.3. Implement assessment Phase 3 (position specific)
6. Incorporate leadership competencies into all job postings, interview questions,
and recruitment process.
7. Provide internal candidate performance review data to interview panel members for their consideration in the decision making process (for example Talent
Management System)
Service Level Agreements (SLA): Years 2 & 3
HR will partner with hiring supervisors, managers, and Department Heads to set
expectations for each recruitment.
1. Define HR/Management roles and responsibilities for SLAs.
2. Define appropriate staffing metrics (cost, time-to-fill, etc) for inclusion in SLAs. 3. Develop SLA template to be used with each recruitment.
Orange County Sanitation District
Human Resources Strategic Plan
September 2, 2009
Workshops: Year 2
HR will develop workshops for staff to improve resume writing and interviewing skills,
and workshops for supervisors and managers to become more effective at candidate evaluation and interviewing.
1. Develop course material for resume writing and interviewing workshops for staff
1.1. Implementation of quarterly workshops (staff).
2. Development of course material for application review & interviewing workshop
for management.
2.1. Implementation of semi-annual workshops (management)
Employment Branding: Year 3
HR will create and maintain a strong employment brand of “best places to work in OC.”
1. Develop marketing material/strategy for education and outreach events
2. Develop and post video testimonials for work environment at OCSD
3. Participate in at least 4 local campus and county-wide job fairs per year
Orange County Sanitation District
Human Resources Strategic Plan
September 2, 2009
On-boarding
Establish an on-boarding program that engages new employees and new
supervisors by moving from a presentation format to a one-on-one experience
that introduces them to the organization.
Develop and implement an on-boarding program: Year 1
HR will research on-boarding trends, best practices, and learning techniques for the purpose of developing and implementing an updated on-boarding program.
1. Research and identify best practices (private and public).
2. Research and identify potential delivery methods 3. Implementation of new programs
3.1. Utilize a pilot group
3.2. Create and distribute survey and facilitate focus groups 3.3. Solicit feedback from management 3.4. Draft materials
4. Implement web-based reference material and a website
4.1. New Employees 4.2. Supervisors
5. Implement instructor lead component
5.1. New Employees 5.2. Supervisors
6. Implement the Human Resources Ambassador Program with one-on-one
interaction. 7. Reintroduce divisional participation to the program.
Orange County Sanitation District
Human Resources Strategic Plan
September 2, 2009
Continuous Development of Succession Management
Effective use of existing and new systems to provide a sustainable organization-
wide succession management program.
Dual Ladder (Technical vs. Management Tracks): Year 1
OCSD will define, document, and incorporate two career tracks into the succession
management program for professionals.
1. Define Technical Track & Managerial Track and corresponding philosophies
1.1. Define components of the Technical Track
1.2. Define components of the Managerial Track
2. Document Technical vs. Managerial Track: components & philosophies for
incorporation into the professional SMP
Integration at the Department Level: Year 1
OCSD will ensure the Succession Management Program is viewed as an organizational
program with integration at the department level.
1. Succession Management goals will be incorporated into performance
management
1.1. Department Heads
1.2. Division Managers
2. Evaluate, purchase, and implement new Talent Management Software
3. Update and post Workforce Planning Reports to OCSD intranet every 6 months
4. In coordination with PIO develop and deploy new SMP marketing strategy and promotion
5. Semi-annual SMP plan update to the General Manager
5.1. Department Heads (to include Division Managers)
Orange County Sanitation District
Human Resources Strategic Plan
September 2, 2009
Advancement of Women in the Workplace: Year 1
OCSD will place an emphasis on encouraging and assisting women to prepare for
leadership roles within the organization.
1. Bring in women executives from outside OCSD to talk about a variety of topics
pertaining to women in leadership positions
2. Quarterly Pipeline and Intranet articles aimed at publishing and promoting
accomplishments of women in the workplace
3. Through education and outreach promote career opportunities at job fairs,
colleges, and special interest groups for women throughout Orange County two
times per year.
4. Establish a formal or informal Coaching/Mentoring program for women in the
workplace.
Lead Role Model: Year 1
OCSD will define, document, and incorporate a Lead Role Model concept into the
succession management program for professionals
1. Define Lead Role Model (LRM).
2. Incorporate/link leadership competencies into LRM program.
3. Implement web based training on leadership competencies and
coaching/mentoring and incorporate the training into the LRM.
4. Educate managers and supervisors on how to use/manage LRM program in an
effort to provide training opportunities for professional staff to gain exposure to
leadership competencies and supervisory skills.
5. Document LRM program for incorporation into the professional SMP.
Orange County Sanitation District
Human Resources Strategic Plan
September 2, 2009
Leverage the Strengths of our Diverse Workforce: Year 2
OCSD will place an emphasis on encouraging and assisting diverse staff to prepare for
leadership roles within the organization.
1. Bring in diversity executives from outside OCSD to talk about a variety of topics
pertaining to diverse individuals in leadership positions
2. Quarterly Pipeline and Intranet articles aimed at publishing and promoting
accomplishments of diversity and diverse individuals in the workplace
3. Through education and outreach promote career opportunities at job fairs,
colleges, and special interest diversity groups throughout Orange County two
times per year.
4. Establish a formal or informal Coaching/Mentoring program for diverse staff in
the workplace.
Orange County Sanitation District
Human Resources Strategic Plan
September 2, 2009
Development of Performance Management
We will enhance OCSD’s Performance Management Program to support Core
Values, mission and vision statements, and strategic goals. Enhancements will occur by incorporating leadership competencies; maximizing technology; and
encouraging ongoing use of the program as a management resource.
Full integration of Leadership Competencies: Year 1
OCSD will integrate leadership competencies with the Performance Management
Program to support Core Values and strategic goals.
1. Leadership competencies were integrated into EMT/Manager performance
reviews in December 08. Determine if leadership competencies apply to other employee groups.
2. If applicable, align with Succession Management Program (m&c).
3. Modify PMP accordingly (m&c).
4. Provide training on leadership competencies & modified PMP.
Integrate technologies to support the Performance Management Program: Years 1 & 2
OCSD will utilize modern technologies to enhance its Performance Management
Program.
1. Continue to develop Outlook and SharePoint as performance review tracking
tools for supervisors and managers.
2. Participate in Talent Management Program selection to ensure PMP
compatibility.
3. If applicable, integrate current PMP with Talent Management Program.
3.1. EMT/Managers
3.2. Bargaining Units (m&c)
4. Upon determination of leadership competency and Succession Management
applicability for bargaining units, identify technological needs, if any.
4.1. Determine whether Talent Management Program or current technologies will support changes.
4.2. Evaluate and obtain alternative technology, if necessary.
Orange County Sanitation District
Human Resources Strategic Plan
September 2, 2009
Performance Management Program utilization as a tool in employment decisions:
Year 2
OCSD management will utilize the Performance Management Program as a decision-making tool.
1. Orient new supervisors to PMP through New Supervisor Orientation.
2. Provide new supervisors with the option to review subordinate performance records.
3. Evaluate the pros & cons of utilizing PMP documents in recruitment & selection
process as criteria for promotions, merit pay, and lateral transfers (include
comparative agency information).
4. Present results to EMT/Management for decision.
5. Incorporate into Recruitment & Selection Policy
6. If process changes are warranted, revise policies, MOUs, & PMP, as necessary
7. Provide management training regarding any program changes.
Use of Performance Management Program (PMP) to align the organization’s
mission, vision, Core Values, and strategic goals: Year 1 & 2
OCSD management will utilize the Performance Management Program as a key
resource to align performance with Core Values and business strategies.
1. Align PMP goal development process with OCSD’s Strategic Planning schedule.
2. Ensure department/division goals are linked to OCSD’s Strategic Plan, mission,
vision and Core Values using management review process.
3. Ensure individual goals are linked to OCSD’s Strategic Plan, mission, vision and
Core Values using management review process.
m&c = potential meet and confer item
Orange County Sanitation District
Human Resources Strategic Plan
September 2, 2009
Employee Outreach
Improve communication and customer service between the Human Resources
Division and employees. Improvements will occur by way of departmental
meeting attendance, customer satisfaction surveys, an employee steering committee, education, and training.
Human Resources Volunteerism: Year 1
Human Resources staff members will ensure a presence at voluntary events in an effort to better connect with employees.
Staff Assignment: All
1. Retirement Celebrations (management mandatory)
2. Events (Harvest Festival)
3. Health Fair Table
4. Decorations (Holiday)
5. Funeral Representative (District & HR)
Staff Meeting Attendance: Year 1
HR will attend departmental staff meetings to foster communication of current Human
Resources events and District-wide changes.
1. Quarterly HR division meetings to determine calendar of events
2. All disciplines attend 1-2 times per year, when relevant
Customer Service Satisfaction Survey: Year 2
An OCSD driven employee satisfaction survey will be conducted to benchmark the
Human Resources Division’s current outreach efforts and identify areas for
improvement. 1. Obtain samples (all)
2. Incentives for participation*
Orange County Sanitation District
Human Resources Strategic Plan
September 2, 2009
HR Steering Committee: Year 2
A steering committee with a diverse cross-section of employees will be established to
improve upon communication and current service delivery methods and maximize
customer service.
1. Diverse cross-section of employee representation
2. Establish charter (limited to communications improvement, excludes new
services)
3. Possible theme: “Preparing for a new decade”
4. Establish HR levels of service
5. Establish a suggestion form for employees to submit to Committee
6. Monthly meetings, ongoing
HR Education: Year 1
HR will utilize various avenues of communication to educate employees about Human
Resources divisional services.
1. HR Corner on MyOCSD with Tip of the Week
2. Benefits NEO (OCERS / SS / 457), Quarterly
3. Pipeline Articles
4. Lunch Seminars
5. Poster Boards
6. E-mail / Payroll Stuffers
7. Announcements
Orange County Sanitation District
Human Resources Strategic Plan
September 2, 2009
OCSD Management Training: Year 2
OCSD management training program will be developed to ensure management team
members are kept up to date on legal changes, policies, procedures, and managerial
best practices.
1. Policies/MOUs
2. Staffing (Linked to Staffing Objective)
3. On-boarding (Linked to On-boarding Objective)
4. Targeted Training *
*Items with associated costs
Orange County Sanitation District
Human Resources Strategic Plan
September 2, 2009
Technology
In partnership with the Information Technology Division, the Human Resources
Division will work to enhance technology to help employees better understand and access HR-related programs, policies, and documents. Technology
enhancements will include employee self-service and streamlined document
workflow and recordkeeping.
Document Repository: Year 2
HR will develop a centralized document repository to ensure regulatory compliance,
effectiveness and efficiency.
1. Formalize infrastructure
2. Transition data to an electronic format
3. Implement the system
Electronic Forms: Year 1
HR will implement a universal electronic workflow process that reduces processing
times.
1. Audit / gap analysis of current forms
2. Create universal format requirements
3. Convert forms to SharePoint
4. Utilize workflow for authorizations
Employee Self-Service: Year 3
HR will provide centralized and improved accessibility of information pertaining to
employees to include policies, MOUs, compensation and benefits, training and other
HR-related programs to ensure compliance with state and federal regulations.
1. Centralized recordkeeping
2. Accurate eligibility management
3. Targeted communication
4. Compliance