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HomeMy WebLinkAbout07-12-2021 Legislative Committee Meeting Complete Agenda Packet ORANGE COUNTY SANITATION DISTRICT SPECIAL NOTICE REGARDING CORONAVIRUS (COVID-19) AND ATTENDANCE AT PUBLIC MEETINGS On March 4, 2020, Governor Newsom proclaimed a State of Emergency in California as a result of the threat of COVID-19. On March 12, 2020 and March 18, 2020, Governor Newsom issued Executive Order N-25-20 and Executive Order N-29-20, which temporarily suspend portions of the Brown Act which addresses the conduct of public meetings. On June 11, 2021, Governor Newsom issued Executive Order N-08-21, which continues the suspension of portions of the Brown Act which addresses the conduct of public meetings through September 30, 2021. The General Manager and the Chairman of the Board of Directors have determined that due to the size of the Orange County Sanitation District’s Board of Directors (25), and the health and safety of the members, the Board of Directors will be participating in meetings of the Board telephonically and via Internet accessibility. PUBLIC PARTICIPATION Your participation is always welcome. The Legislative and Public Affairs Committee meeting will be available to the public online at: https://ocsd.legistar.com/Calendar.aspx You may submit your comments and questions in writing for the Committee’s consideration in advance of the meeting by using the eComment feature available via the webpage above or sending them to OCSanClerk@ocsd.com with the subject line “PUBLIC COMMENT ITEM # (insert the item number relevant to your comment)” or “PUBLIC COMMENT NON-AGENDA ITEM”. Submit your written comments by 9:00 a.m. on Monday, July 12, 2021. You may also submit comments and questions for the Committee’s consideration during the meeting by using the eComment feature that will be available via the webpage above for the duration of the meeting. All public comments will be provided to the Committee and may be read into the record or compiled as part of the record. Thank you. July 1, 2021 NOTICE OF MEETING LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE ORANGE COUNTY SANITATION DISTRICT Monday, July 12, 2021 – 3:00 P.M. ACCESSIBILITY FOR THE GENERAL PUBLIC Due to the spread of COVID-19, the Orange County Sanitation District will be holding all upcoming Board and Committee meetings by teleconferencing and Internet accessibility. This meeting will be available to the public online at: https://ocsd.legistar.com/Calendar.aspx A special meeting of the Legislative and Public Affairs Committee of the Orange County Sanitation District will be held in the manner indicated herein on Monday, July 12, 2021 at 3:00 p.m. LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE MEETING DATES BOARD MEETING DATES Monday 07/12/21 3:00 p.m. 07/28/21 AUGUST – DARK 08/25/21 Monday 09/13/21 4:30 p.m. 09/22/21 OCTOBER – DARK 10/27/21 Monday 11/08/21 4:30 p.m. 11/17/21 * DECEMBER – DARK 12/15/21 * JANUARY – DARK 01/26/22 Monday 02/07/22 4:30 p.m. 02/23/22 Monday 03/14/22 4:30 p.m. 03/23/22 Monday 04/11/22 4:00 p.m. 04/27/22 Monday 05/09/22 4:30 p.m. 05/25/22 JUNE – DARK 06/22/22 * Meeting will be held on the third Wednesday of the month ROLL CALL LEGISLATIVE & PUBLIC AFFAIRS COMMITTEE Meeting Date: July 12, 2021 Time: 3:00 p.m. Adjourn: COMMITTEE MEMBERS (7) Jesus J. Silva, Chair Marshall Goodman, Vice-Chair Kim Carr, Member-At-Large Anthony Kuo, Member-At-Large Andrew Nguyen, Member-At-Large John Withers, Board Chair Chad Wanke, Board Vice-Chair OTHERS Brad Hogin, General Counsel STAFF Jim Herberg, General Manager Rob Thompson, Assistant General Manager Lorenzo Tyner, Assistant General Manager Celia Chandler, Director of Human Resources Kathy Millea, Director of Engineering Lan Wiborg, Director of Environmental Services Kelly Lore, Clerk of the Board ORANGE COUNTY SANITATION DISTRICT Effective 2/9/2021 BOARD OF DIRECTORS Complete Roster AGENCY/CITIES ACTIVE DIRECTOR ALTERNATE DIRECTOR Anaheim Stephen Faessel Jose Diaz Brea Glenn Parker Steven Vargas Buena Park Art Brown Connor Traut Cypress Stacy Berry Anne Hertz Fountain Valley Patrick Harper Glenn Grandis Fullerton Jesus J. Silva Nick Dunlap Garden Grove Steve Jones John O’Neill Huntington Beach Kim Carr Dan Kalmick Irvine Anthony Kuo Farrah N. Khan La Habra Rose Espinoza Jose Medrano La Palma Marshall Goodman Nitesh Patel Los Alamitos Mark A. Chirco Ron Bates Newport Beach Brad Avery Joy Brenner Orange Kim Nichols Chip Monaco Placentia Chad Wanke Ward Smith Santa Ana Johnathan Ryan Hernandez Nelida Mendoza Seal Beach Sandra Massa-Lavitt Schelly Sustarsic Stanton David Shawver Carol Warren Tustin Ryan Gallagher Austin Lumbard Villa Park Chad Zimmerman Robert Collacott Sanitary/Water Districts Costa Mesa Sanitary District Bob Ooten Art Perry Midway City Sanitary District Andrew Nguyen Sergio Contreras Irvine Ranch Water District John Withers Douglas Reinhart Yorba Linda Water District Brooke Jones Phil Hawkins County Areas Board of Supervisors Doug Chaffee Donald P. Wagner LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Special Meeting Agenda Monday, July 12, 2021 - 3:00 PM Board Room Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 AGENDA POSTING: In accordance with the requirements of California Government Code Section 54954.2, this agenda has been posted outside the main gate of the Sanitation District’s Administration Building located at 10844 Ellis Avenue, Fountain Valley, California, and on the Sanitation District’s website at www.ocsd.com not less than 72 hours prior to the meeting date and time above. All public records relating to each agenda item, including any public records distributed less than 72 hours prior to the meeting to all, or a majority of the Board of Directors, are available for public inspection in the office of the Clerk of the Board. AGENDA DESCRIPTION: The agenda provides a brief general description of each item of business to be considered or discussed. The recommended action does not indicate what action will be taken. The Board of Directors may take any action which is deemed appropriate. MEETING AUDIO: An audio recording of this meeting is available within 24 hours after adjournment of the meeting. Please contact the Clerk of the Board's office at (714) 593-7433 to request the audio file. NOTICE TO DIRECTORS: To place items on the agenda for a Committee or Board Meeting, the item must be submitted in writing to the Clerk of the Board: Kelly A. Lore, MMC, (714) 593-7433 / klore@ocsan.gov at least 14 days before the meeting. FOR ANY QUESTIONS ON THE AGENDA, BOARD MEMBERS MAY CONTACT STAFF AT: General Manager: Jim Herberg, jherberg@ocsan.gov / (714) 593-7300 Asst. General Manager: Lorenzo Tyner, ltyner@ocsan.gov / (714) 593-7550 Asst. General Manager: Rob Thompson, rthompson@ocsan.gov / (714) 593-7310 Director of Human Resources: Celia Chandler, cchandler@ocsan.gov / (714) 593-7202 Director of Engineering: Kathy Millea, kmillea@ocsan.gov / (714) 593-7365 Director of Environmental Services: Lan Wiborg, lwiborg@ocsan.gov / (714) 593-7450 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Special Meeting Agenda Monday, July 12, 2021 CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL AND DECLARATION OF QUORUM: Clerk of the Board PUBLIC COMMENTS: Your participation is always welcome. The Legislative and Public Affairs Committee meeting will be available to the public online at: https://ocsd.legistar.com/Calendar.aspx. You may submit your comments and questions in writing for the Legislative and Public AffairsCommittee’s consideration in advance of the meeting by using the eComment feature available via the webpage above or sending them to OCSanClerk@ocsd.com with the subject line “PUBLIC COMMENT ITEM # (insert the item number relevant to your comment)” or “PUBLIC COMMENT NON-AGENDA ITEM”. Submit your written comments by 9:00 a.m. on July 12, 2021. You may also submit comments and questions for the Legislative and Public Affairs Committee’s consideration during the meeting by using the eComment feature that will be available via the webpage above for the duration of the meeting. All public comments will be provided to the Legislative and Public Affairs Committee and may be read into the record or compiled as part of the record. REPORTS: The Committee Chairperson and the General Manager may present verbal reports on miscellaneous matters of general interest to the Directors. These reports are for information only and require no action by the Directors. CONSENT CALENDAR: Consent Calendar Items are considered to be routine and will be enacted, by the Committee, after one motion, without discussion. Any items withdrawn from the Consent Calendar for separate discussion will be considered in the regular order of business. 1.2021-1725APPROVAL OF MINUTES RECOMMENDATION: Approve Minutes of the Regular Meeting of the Legislative and Public Affairs Committee held May 10, 2021. Originator:Kelly Lore Agenda Report 05-10-2021 LaPA Committee Minutes Attachments: Page 1 of 3 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Special Meeting Agenda Monday, July 12, 2021 NON-CONSENT: 2.2021-1617PUBLIC AFFAIRS STRATEGIC PLAN YEAR END REPORT RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Public Affairs Strategic Plan for Fiscal Years 2020-21 and 2021-22 Year End Update. Originator:Jim Herberg Agenda Report PAO Strategic Plan FY 2020-21 and 2021-22 Communications Audit Executive Summary, February 2020 Public Affairs Portfolio FY20-21 Presentation - PAO Year End Report Attachments: 3.2021-1618CONSTRUCTION OUTREACH COMMUNICATIONS AUDIT REPORT RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Construction Outreach Communications Review and Audit 2021. Originator:Jim Herberg Agenda Report Construction Outreach Communications Review and Audit 2021 Public Affairs Strategic Plan FY 2020-21 and 2021-22 Attachments: 4.2021-1737PUBLIC AFFAIRS UPDATE FOR THE MONTHS OF MAY AND JUNE 2021 RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Public Affairs Update for the months of May and June 2021. Originator:Jim Herberg Agenda Report Outreach and Media Summary Report - May & June 2021 Presentation - PAO July Update Attachments: 5.2021-1734LEGISLATIVE AFFAIRS UPDATE FOR THE MONTHS OF JUNE/JULY 2021 RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Legislative Affairs Update for the months of June/July 2021. Page 2 of 3 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Special Meeting Agenda Monday, July 12, 2021 Originator:Jim Herberg Agenda Report Federal Legislative Update - ENS Resources Federal Legislative Matrix - ENS Resources State Legislative Update - Townsend Public Affairs State Legislative Matrix - Townsend Public Affairs Grant Tracker 2021-2022 Attachments: INFORMATION ITEMS: 6.2021-1726STRATEGIC PLAN ORGANIZATIONAL ADVOCACY AND OUTREACH POLICY RECOMMENDATION: Information Only. Originator:Jim Herberg Agenda Report Organizational Advocacy and Outreach Policy Paper 2021 Strategic Plan November 2019 Attachments: DEPARTMENT HEAD REPORTS: CLOSED SESSION: None. OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY: BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING: At this time Directors may request staff to place an item on a future agenda. ADJOURNMENT: Adjourn the Committee meeting until the Regular Meeting of the Legislative and Public Affairs Committee on September 13, 2021 at 4:30 p.m. Page 3 of 3 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2021-1725 Agenda Date:7/12/2021 Agenda Item No:1. FROM:James D. Herberg, General Manager Originator: Kelly A. Lore, Clerk of the Board SUBJECT: APPROVAL OF MINUTES GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Approve Minutes of the Regular Meeting of the Legislative and Public Affairs Committee held May 10, 2021. BACKGROUND In accordance with the Board of Directors Rules of Procedure,an accurate record of each meeting will be provided to the Directors for subsequent approval at the following meeting. RELEVANT STANDARDS ·Resolution No. OC SAN 21-04 ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Minutes of the LaPA Committee meeting held May 10, 2021 Orange County Sanitation District Printed on 7/1/2021Page 1 of 1 powered by Legistar™ Orange County Sanitation District Minutes for the LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Monday, May 10, 2021 4:30 PM Board Room Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 CALL TO ORDER A regular meeting of the Legislative and Public Affairs Committee was called to order by Committee Chair Jesus J. Silva on Monday, May 10, 2021 at 4:31 p.m. in the Administration Building of the Orange County Sanitation District. Chair Silva stated that the meeting was being held telephonically and via audio/video teleconferencing in accordance with the Governor's Executive Order No. N-29-20, due to the Coronavirus Pandemic (COVID-19). Chair Silva led the Flag Salute. ROLL CALL AND DECLARATION OF QUORUM: Roll call was taken and a quorum was declared present, as follows: PRESENT:Jesus Silva, Marshall Goodman, Kim Carr, Anthony Kuo, Andrew Nguyen, David Shawver and John Withers ABSENT:None STAFF PRESENT: Kelly Lore, Clerk of the Board, and Josh Martinez were present in the Board Room. Jim Herberg, General Manager; Rob Thompson, Assistant General Manager; Lorenzo Tyner, Assistant General Manager; Celia Chandler, Director of Human Resources; Lan Wiborg, Director of Environmental Services; Jennifer Cabral; Mortimer Caparas; Tanya Chong; Daisy Covarrubias; Brian Engeln; Tina Knapp; Kelly Newell; and Thomas Vu were in attendance telephonically. OTHERS PRESENT: Brad Hogin, General Counsel; Eric Sapirstein, ENS Resources; Eric O’Donnell, Townsend Public Affairs (TPA); and Cori Takkinen, Townsend Public Affairs (TPA) were in attendance telephonically. PUBLIC COMMENTS: None. REPORTS: None. CONSENT CALENDAR: 1.APPROVAL OF MINUTES 2021-1599 Originator: Kelly Lore Page 1 of 4 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Minutes May 10, 2021 MOVED, SECONDED, AND DULY CARRIED TO: Approve Minutes of the Regular Meeting of Legislative and Public Affairs Committee held April 12, 2021. AYES:Jesus Silva, Marshall Goodman, Kim Carr, Anthony Kuo, Andrew Nguyen, David Shawver and John Withers NOES:None ABSENT:None ABSTENTIONS:None NON-CONSENT: Board Vice-Chair Withers departed the meeting at 5:01 p.m., during Item No. 2. 2.LEGISLATIVE AFFAIRS UPDATE FOR THE MONTH OF APRIL 2021 2021-1608 Originator: Jim Herberg Eric O’Donnell, TPA, provided a PowerPoint presentation that included a Legislative Calendar and an overview of current bills: AB 59, AB 339, AB 622, AB 802, and AB 1434. Eric Sapirstein, ENS Resources, provided a PowerPoint presentation and a brief overview of current issues including: Infrastructure: S.914 (89-2) and American Jobs Plan; Appropriations: Budget request, House and Senate Hearings, and funding levels; PFAS Regulations; and Nominations confirmed. He also stated that a virtual meeting is scheduled with Congresswoman Michelle Steel this week. In response to Chair Silva's request as to the percentage of disadvantaged communities in the Orange County, Administration Manager Jennifer Cabral stated that OC San's service area is considered 18% disadvantaged for purposes of Disadvantaged Community (DAC) Involvement Program grant funding applications. Sr. Public Affairs Specialist Rebecca Long announced that a large wipes manufacturer, Kimberly-Clark, has agreed to meet flushability specifications as part of a settlement agreement in a class action lawsuit in South Carolina and mark their products as "do not flush". MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: Receive and file the Legislative Affairs Update for the month of April 2021. AYES:Jesus Silva, Marshall Goodman, Kim Carr, Anthony Kuo, Andrew Nguyen and David Shawver NOES:None Page 2 of 4 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Minutes May 10, 2021 ABSENT:John Withers ABSTENTIONS:None Chair Silva stated that Item No. 4 would be heard prior to Item No. 3 at the request of staff. 4.OPPOSE ASSEMBLY BILL 1434 (FRIEDMAN) 2021-1621 Originator: Jim Herberg MOVED, SECONDED, AND DULY CARRIED TO: Oppose Assembly Bill 1434 - Urban Water Use Objectives: Indoor Residential Water Use (Friedman). AYES:Jesus Silva, Marshall Goodman, Kim Carr, Anthony Kuo, Andrew Nguyen and David Shawver NOES:None ABSENT:John Withers ABSTENTIONS:None 3.PUBLIC AFFAIRS UPDATE FOR THE MONTH OF APRIL 2021 2021-1615 Originator: Jim Herberg Daisy Covarrubias, Principal Public Affairs Specialist, provided a PowerPoint presentation recapping activity over the recent month. MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: Receive and file the Public Affairs Update for the month of April 2021. AYES:Jesus Silva, Marshall Goodman, Kim Carr, Anthony Kuo, Andrew Nguyen and David Shawver NOES:None ABSENT:John Withers ABSTENTIONS:None INFORMATION ITEMS: None. DEPARTMENT HEAD REPORTS: None. CLOSED SESSION: None. Page 3 of 4 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Minutes May 10, 2021 OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY: None. BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING: None. ADJOURNMENT: Chair Silva stated that the Committee is dark in the month of June. Chair Silva declared the meeting adjourned at 5:24 p.m. to the next regular meeting to be held on Monday, July 12, 2021 at 3:00 p.m. Submitted by: ________________________ Kelly A. Lore, MMC Clerk of the Board Page 4 of 4 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2021-1617 Agenda Date:7/12/2021 Agenda Item No:2. FROM:James D. Herberg, General Manager SUBJECT: PUBLIC AFFAIRS STRATEGIC PLAN YEAR END REPORT GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Public Affairs Strategic Plan for Fiscal Years 2020-21 and 2021-22 Year End Update. BACKGROUND The Orange County Sanitation District’s (OC San)Public Affairs Office (PAO)is responsible for creating,organizing,and disseminating all internal and external communication.The primary objective of the Public Affairs team is to deliver messages that are accurate,transparent,and designed to foster trust and confidence.Results from the Communications Audit presented in March 2020 were used in the development of the PAO Strategic Plan.The audit helped clarify the path moving forward and identify opportunities for the PAO to explore.An integrated Public Affairs Strategic Plan is essential to effectively manage the variety of audiences served. RELEVANT STANDARDS ·Build brand, trust, and support with policy makers and community leaders ·Maintain collaborative and cooperative relationships with regulators,stakeholders,and neighboring communities ·Make it easy for people to understand OC San’s roles and value to the community ·Maintain influential legislative advocacy and a public outreach program PROBLEM There are various initiatives and messages that the PAO must share with internal and external stakeholders for continued operation and efficiency of OC San.The messaging must be consistent, concise, and thoroughly planned to be efficient and effective. Orange County Sanitation District Printed on 7/1/2021Page 1 of 3 powered by Legistar™ File #:2021-1617 Agenda Date:7/12/2021 Agenda Item No:2. PROPOSED SOLUTION The current Public Affairs Strategic Plan includes goals,objectives,strategies,and tactics to execute the various messages and efforts set forth by OC San.The Plan is in place for two years with annual updates provided to the Legislative and Public Affairs Committee. PRIOR COMMITTEE/BOARD ACTIONS February 2021 -Received and filed the Public Affairs Strategic Plan for Fiscal Years 2020-2022 Midyear Update. July 2020 - Approved the Public Affairs Strategic Plan for Fiscal Years 2020-2022. ADDITIONAL INFORMATION Staff will provide a Year End PAO presentation. A few highlights to note include: ·Launched a virtual tour program with 36 tours reaching almost 1300 participants. ·Participated in 30 speaking engagements reaching over 1800 people. ·Over 750 social media posts across four platforms. ·Over 800 internal communication pieces o The San Box - employee intranet site o The Pipeline - employee newsletter o 3 Things to Know Email - weekly email o Digester - monthly communication piece ·Over 100 website posts. ·Over 40 construction notices distributed reaching approximately 50,000 people. ·Neighborhood Newsletter expanded to Plant No.1 residents reaching an additional 1450 neighbors. ·Featured in 22 news publications including the OC Register Water Insert. ·Rebranded agency from OCSD to OC San including new logo,website address,and social media handles. ·Developed and distributed four Member Agency Outreach Toolkits. ·Implemented monthly Board Member talking points to support AB1234 reporting. ·Hosted a virtual State of the District with over 140 guests. ·Hosted 11 Federal and State virtual Advocacy Visits. ·Submitted one Community Projects request and received 24 letters of support. FINANCIAL CONSIDERATIONS All items included in the Public Affairs Strategic Plan FY 2020-2022 are budgeted in the FY 2020- 2022 budget. Orange County Sanitation District Printed on 7/1/2021Page 2 of 3 powered by Legistar™ File #:2021-1617 Agenda Date:7/12/2021 Agenda Item No:2. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Public Affairs Strategic Plan FY 2020-21 and 2021-22 ·Communications Audit Report Executive Summary, February 2020 ·Public Affairs Portfolio FY 2020-21 ·Presentation Orange County Sanitation District Printed on 7/1/2021Page 3 of 3 powered by Legistar™ Fiscal Years 2020-21 and 2021-2022 STRATEGICPLAN PUBLIC AFFAIRS 1 Introduction The Orange County Sanitation District’s (OCSD) Public Affairs Office (PAO) is responsible for creating, organizing, and disseminating all internal and external communication. The primary objective of our Public Affairs team is to deliver messages that are accurate, transparent, and designed to foster public trust and confidence. An integrated Public Affairs Strategic Plan is essential to deal effectively with the variety of audiences we serve. The Public Affairs staff provides services and tools and implements programs to meet the communication needs of several audiences for OCSD. This includes planning and implementing media relations; website and intranet site content; construction outreach; elected officials, and government relations; internal communications, education, and outreach; and graphic development. The Public Affairs Office has created a Strategic Plan for Fiscal Years 2020 - 2022. This Plan is developed based upon the principles of OCSD’s Mission of protecting public health and the environment and will support the implementation of OCSD’s Strategic Plan. This Plan offers a vision to unify our communication efforts and focus resources to achieve the greatest impact and greatest results. This plan was created amidst the COVID-19 pandemic thus resulting in modifications to the goals and objectives. Much of what is planned and created by this group is based on external factors and therefore outside of our control. The Public Affairs Office will follow the guidance set forth by Management and the Board of Directors to carry out OCSD’s messaging and support our member agencies. Background Information The Orange County Sanitation District represents 20 cities, 4 special districts and a portion of the unincorporated County of Orange. This area represents a community of 2.6 million people with approximately 550,000 customer accounts. Unlike most public agencies where there is direct contact with customers, at the Orange County Sanitation District, billing occurs through the County of Orange property tax bills. Therefore, the Sanitation District, must work through other means to communicate with the public and the rate payers. We have a 25-member Board of Directors, and over 600 employees within six departments with various goals and objectives. While these groups work independently on a variety of projects, the goal of the Public Affairs Office is to provide support and messaging that is consistent throughout the agency so that we are one voice, representing the same overall goals, and portraying the same brand. 2 While there are many challenges with serving such a large and diverse customer base, there are also great opportunities working through the strategies laid out in this Plan. Public Affairs Team The division is staffed with six full-time employees and overseen by the Manager. Jennifer Cabral, Administration Manager Daisy Covarrubias, Principal Public Affairs Specialist Rebecca Long, Senior Public Affairs Specialist Kelly Newell, Public Affairs Specialist Belen Carrillo, Public Affairs Specialist Gregg Deterding, Graphics Designer Cheryl Scott, Administrative Assistant Each of these staff members carry out specific functions to meet the communication goals and objectives laid out in this Plan. Situation Analysis • There is a global pandemic occurring which has shifted the way we operate and perform our mission of protecting public health and the environment. As we learn to navigate the recovery phase and move into new social distancing norms, our communication efforts will be modified accordingly to meet the needs of the agency, community, and workforce. • Due to COVID-19, close to 50 percent of staff is working remotely. The uncertainty of the pandemic creates unknown future work conditions for staff. These circumstances impact the ability and method of communicating and reaching employees, thus alternative communication techniques must be explored and implemented. • OCSD is in the third year of a five-year rate program, with a scheduled 1.2 percent increase in fees to take effect July 1. Due to the economic impacts of COVID-19 the rate increase for Fiscal Year 2020-2021 will be delayed with no significant financial impacts to OCSD operations. • There could potentially be a significant turnover of board members in 2020. Succession management and onboarding for the board members is critical for the success of this agency. 3 • During the COVID-19 pandemic, OCSD has sustained its operational, planning, and preparation efforts to ensure there is no lapse in service today or in the future. As an essential service, OCSD has continued to execute the Capital Improvement Program (CIP) to keep the regional projects on schedule that are enhancing our entire service area. In Fiscal Year 2020-2021 OCSD is on track to bid and issue $500 million of construction contracts for over 35 projects. Mission The Public Affairs Office is committed to communicating information about OCSD in a timely, accurate and accessible way to the employees, the Board of Directors, our member agencies, the public, and the news media. • We are committed to open, honest, clear, and respectful two-way communication with our audiences. • We are dedicated to informing others about how OCSD serves the public and protects the environment. • We are committed to outstanding customer service by responding to requests quickly and efficiently. • We are dedicated to teamwork and collaboration as well as being creative and taking the initiative to be out in front of issues. Audiences This Public Affairs Plan focuses largely on four primary audiences. • Internal o Board of Directors o Executive Management Team o Employees o Retirees • The Public o Ratepayers o Member Agencies o Residents, Businesses, Commuters Impacted by OCSD Construction o OCSD Neighbors in Fountain Valley and Huntington Beach o Schools and Students o Tour Groups 4 • Industry o Water/Wastewater Agencies o Trade Organizations o Trade Media • Influential Public o Local, State, and Federal Elected Officials o Environmental Groups o Local Media Agency Key Messages • OCSD is committed to protecting public health and the environment by providing effective wastewater collection, treatment, and recycling. • OCSD is more than a wastewater treatment facility, we are a resource recovery facility making use of all our byproducts. • OCSD is dedicated to exceeding wastewater quality standards used for resource recovery. • OCSD is committed to proper planning to ensure that the public’s money is wisely spent. • OCSD’s assets are monitored and evaluated regularly to ensure top performance and timely replacement. • OCSD values communicating our mission and strategies with those we serve and all other stakeholders. • OCSD will provide reliable, responsive, and affordable services in line with our customer needs and expectations is a top priority for OCSD. • OCSD focuses on creating the best possible workforce where safety, productivity, customer service, and training are a top priority. • OCSD has worked very hard to create an integrated planning environment which begins with the expectations of its Board of Directors and flows down to the work product of each employee. We have worked hard to assure our staff members are communicating and providing transparent services to each other in support of the plan. 5 • OCSD has developed an integrated Planning/Asset Management system that allows for intentional, thoughtful decision making to maintain current operations while adding resilience and meeting new challenges. • OCSD has an organizational structure with informal relationships between employees that allow for collaboration toward common goals. Public Affairs’ Goals for Fiscal Year 2020/21 and 2021/22 1. Optimize communication with our internal audience including those operating in the field with limited time to access online communication. 2. Continue to build OCSD’s reputation as infrastructure leaders in the wastewater and resource recovery industry. 3. Cultivate relationships with traditional and social media journalists and influencers to promote OCSD’s programs and initiatives. 4. Enhance OCSD’s image and branding by utilizing proper messaging in external communication pieces such as OCSD’s website, presentation, digital media, and advertising. Maintain a positive experience and image for our visitors. 5. Identify and implement avenues for education and outreach within OCSD’s service area to further promote OCSD as a resource recovery agency, promote OCSD’s mission and promote career opportunities within the wastewater industry. 6. Develop and implement outreach programs that will engage the communities affected by OCSD construction projects. 7. Participate in proactive engagement in legislative advocacy efforts that could impact OCSD and the wastewater industry. 8. Monitor, track, and apply for grants available and that make business sense to OCSD. 9. Ensure that local elected officials, member agencies, stakeholders, and OCSD Board Members are actively engaged in the work of OCSD. 10. Ensure the Public Affairs Office serves as the primary spokesperson for OCSD during normal business and crisis scenarios and facilitates the dissemination of information. 11. Ensure the General Manager and Assistant General Managers are supported with information necessary to communicate to the varied OCSD audiences. To achieve these goals, the Public Affairs Office presents the following strategies and tactics, along with the primary staff assigned to that area. While individual staff members are the key contacts for each of the goals, the team works collectively and collaboratively, reflecting our core values. Our staff recognizes the key role we play at OCSD, not only communicating 6 information, but also teaching and consulting others and serving as a resource to our Board of Directors, employees, the wastewater industry, and our member agencies. As we navigate through the pandemic recovery efforts, the team will follow this plan, and make necessary modifications to effectively communicate OCSD’s strategic direction. Flexibility is implemented into this plan to deal with the dynamic situation we are all in. Public Affairs Strategies and Tactics 1. Category: Employee Communications Program Manager: Rebecca Long, Program Coordinator/Support: Kelly Newell, Belen Carrillo, Gregg Deterding, and Cheryl Scott Goal (what): Optimize communication with our internal audience including those operating in the field with limited time to access online communication. Objective (measure): Create employee engagement by utilizing the identified communication methods to share agency wide messages. Increase the availability of employee communications by five percent based on previous plan’s goals. Strategy (why): We value open and honest communication with our employees. PAO is committed to various efforts aimed at keeping OCSD employees informed about important topics, increasing the overall quality of communications to our employees while tying the business aspects of the agency with the human-interest side. Tactics (how): • Keep information on MyOCSD homepage current, relevant, and useful for OCSD employees by working with the various Departments to gather information that should be shared. • On a regular basis, staff will continue to support various departments with their communication and outreach needs. • PAO will produce six Pipeline newsletters per year with a goal of circulation by the third week of the publication month. • PAO will track Volunteer Incentive Program (VIP) points for all participating employees and coordinate the VIP appreciation celebration. • Create employee recognition and celebratory events throughout the year that comply with new social distancing guidelines, may include small in-person gatherings and virtual events. To include but not limited to the Annual Holiday Lunch, the Harvest Festival, and VIP Celebration, etc. 7 • Continue with the Honor Walk program which acknowledges retired staff and past Board Members for their contribution to OCSD. The recognition event will be hosted every other year starting in 2021. • Write and coordinate the 3 Things to Know email blast to be distributed to all staff each Monday. • Produce monthly Digester bulletin. • Coordinate and produce two Town Hall meetings (live and/or pre-recorded) to keep employees informed and engaged. • Host organizational awareness lunch-n-learns monthly to keep staff informed about agency programs and initiatives. • Research and identify an agency-wide digital message system to provide messages in staff areas across both plants and the Mt. Langley office space. Implementation to occur in Fiscal Year 2021-2022. 2. Category: Industry Experts Program Manager: Daisy Covarrubias Program Coordinator/Support: Kelly Newell, Gregg Deterding, and Cheryl Scott Goal (what): Establish and solidify OCSD’s reputation as infrastructure leaders in the wastewater and resource recovery industry. Objective (measurable): Increase participation in strategic organizations through conferences, networking activities and awards by five percent. Strategy (why): To build positive public perception and confidence among our various audiences. Tactics (how): • Encourage participation and presentation in conferences. • Encourage and support award application submittals. • Publicize and coordinate award acceptance logistics. • Track all awards won by OCSD by keeping a master list. • Track and promote staff abstract’s and publications. 3. Category: Media Relations Program Managers: Daisy Covarrubias and Rebecca Long Program Coordinators: Kelly Newell, Belen Carrillo, Gregg Deterding, and Cheryl Scott 8 Goal (what): Cultivate relationships with traditional and social media journalists and influencers. Objective (measurement): Increase media coverage with positive stories about OCSD. Strategy (why): While a presence in the community is important to putting a face on our agency, media (traditional and social) is equally important with a broader reach and a more direct line of communication. Tactics (how): • Annually update media list to stay current and fresh. • Develop a press kit to be online and interactive. • Build a calendar of news release topics of interest to the public and stakeholders. • Invite media for a facility tour (virtual or small group). • Develop media strategies for important events, decisions, or actions. e.g. CIP Campaign (see details in Category 6: Capital and Maintenance Outreach) • Conduct media training for Board leadership, EMT and key staff members. • Generate weekly (3-5 times) social media posts about the good things happening at OCSD with focus on OCSD’s accomplishments and mission. • Continue with social media campaigns #OCSDatWork, #What2Flush, and those currently supporting ongoing efforts. 4. Category: Agency Branding and Messaging Program Manager: Daisy Covarrubias Program Coordinators/Support: Gregg Deterding, Kelly Newell, and Cheryl Scott Goal (what): Enhance OCSD’s image and branding by utilizing proper messaging in external communication pieces such as OCSD’s website, presentations, digital media and advertising, which includes maintaining a positive experience for OCSD visitors. Objective (measure): Launch a rebranding campaign for a new logo and a modified name over the next two fiscal years. Update collateral material, signage, website, social media accounts, and promotional material as appropriate and as it is used. Include in messaging that OCSD’s official name remains Orange County Sanitation District. Maintain the lobby(s) current and informative with relevant information, i.e. displays, awards case, etc. Strategy (why): A cohesive voice, message, look, and feel are critical to the public perception that an organization holds with its community. A positive and pleasant in-person experience reinforces OCSD’s culture and Core Values as well as showcasing OCSD as industry leaders, and a well-run organization, leaving behind the stigma of typical government agencies. 9 Tactics (how): • Update and maintain the corporate identity manual to provide guidance on use of the logo, name, use of fonts, and graphics. • Keep website current with informative news stories posted weekly. • Provide presentations, consultation, and advice on the branding and image of OCSD. • Develop new key messages focused on new branding logo and name. • Develop new collateral materials around the key messages. • Incorporate OCSD’s messaging and branding into all external presentations. • Explore advertising options to inform public of agency efforts and role in economic development. • Fulfill all requests for graphics, photos, and logos. • Conduct second phase of community poll to determine name recognition and reach. • Develop an online community newsletter for digital distribution within our service area to increase awareness of OCSD, our programs, and initiatives. • Develop a branding plan for the new Headquarters Building. • Maintain the lobby wall in the Administration Building at Plant No. 1 and the Operations Center at Plant No. 2 with OCSD’s current branding and messaging. • Rotate flags on light poles along Street Parkway on a biennial basis. • Keep the award display cabinet up to date by rotating awards. • Keep the retiree display in the Administration Building hallway up to date. On an annual basis collect the names of the retirees and update the display board. • Maintain and coordinate the installation of Honor Walk bricks on a biennial basis. • Display collateral material in a neatly and organized manner displayed with current and relevant information. 5. Category: Educational Outreach Program Manager: Rebecca Long Program Coordinators/Support: Kelly Newell, Belen Carrillo, Gregg Deterding, and Cheryl Scott Goal (what): Identify and implement avenues for education and outreach within OCSD’s service area to promote OCSD’s mission and vision. Objective (measurement): Create and identify new educational opportunities including virtual events and webinars to promote and educate the community on OCSD’s work and the essential service provided. Strategies (why): To further promote OCSD as a resource recovery agency, promote OCSD’s mission and promote career opportunities within the wastewater industry. 10 Tactics (how): • Execute the Inside the Outdoors contract for Fiscal Year 2020-2021 to continue OCSD’s educational program including the Sewer Science program to 500 students within Orange County and introduce them to OCSD’s pilot virtual tour program. • Implement virtual tour program in lieu of physical tours of the plant which are temporarily suspended due to COVID-19. An estimated 1,000 participants will take part in the virtual tour program per year. • Evaluate the participation of community events due to COVID-19 restrictions. Once events are rescheduled within OCSD’s service area, participation will be evaluated to determine safety for staff, and overall impact and reach. • Continue to encourage and promote the Volunteer Incentive Program to have a pool of staff that volunteer for events and speaking engagements that OCSD participates in. • Expand OCSD’s speaker’s bureau to provide a wider set of speakers available. • Create a Public Service Announcement (PSA) Contest – work with local colleges and high schools in our service area to create a promotional PSA for OCSD on a biennial basis. Obtain a minimum of 20 individual and/or group entries. • Implement a Wastewater 101 Academy for our ratepayers, fellow agencies, and influential public to showcase OCSD operations and initiatives. Host a minimum of four (4) sessions per cycle. • Research and obtain a Mobile Educational Unit utilize at public events that helps generate greater understanding of the wastewater process and OCSD’s messaging. 6. Category: Capital and Maintenance Outreach Program Managers: Daisy Covarrubias and Tanya Chong from Engineering, Program Coordinators/Support: Belen Carrillo, Kelly Newell, Gregg Deterding, and Cheryl Scott Goal (what): Develop and implement outreach programs that will engage the communities affected by OCSD construction projects. Objective (measurement): Develop, implement, and provide outreach support for over 20 capital projects scheduled to break ground in fiscal years 2020/2021 and 2021/2022 within 12 cities. Strategy (why): Form a positive presence in the community prior to the start of construction projects or maintenance activities that is personal and proactive. Provide impacted community with information ahead of construction activities. Inform them of the benefits and need for the project to gain support and understanding of the necessary construction. 11 Tactics (how): • Proactively offer briefings and community meetings to impacted neighborhoods, civic groups, businesses, schools, churches, and other institutions within the project area on an as needed basis. • Launch CIP Campaign to highlight the efforts of the program and the financial contributions to the local economy. • Explore the option of placing advertising pieces in communities/areas impacted by construction. • Respond to inquiries within a 24-hour period. • Provide project description and notifications to impacted residents at least two weeks before construction begins. • Update collateral materials, fact sheets and website with current construction information on an as needed basis. • Maintain ongoing communications with city staff and Board Members on current and upcoming construction outreach projects in affected cities. • Maintain ongoing communications with impacted residents within the project area through collateral material (e.g., flyers, door hangers, emails, text alerts, social media posts, etc.). • Measure customer satisfaction through a construction outreach survey to be distributed at the close of construction programs. 7. Category: Legislative Affairs Program Manager: Rebecca Long Program Coordinator/Support: Kelly Newell, Gregg Deterding, and Cheryl Scott Goal (what): Proactive engagement in legislative advocacy efforts that could impact OCSD and the wastewater industry. Objective (measure): Continue positive relationships with local, state, and federal officials through facility tours, meetings, and bill tracking as stated in the Legislative Plan. Strategy (why): Legislative advocacy is an important aspect of our business. Having relationships and being actively involved, providing input and OCSD’s perspective on potential legislature can and does directly affect OCSD and our business. The Public Affairs Office is responsible for executing the Board approved Legislative Plan, which is updated on an annual basis. In addition, staff is responsible for tracking state and federal legislation, managing the Sanitation District’s legislative advocates, and seeking appropriations and grants. 12 Tactics (how): • Develop and implement Annual Legislative Plan in the second quarter of each fiscal year. • Track bills and maintain a priority list of key legislation. • Provide regular updates to the Legislative and Public Affairs Committee on state and federal matters. • Host legislative tours. • Engage in Advocacy Days in Sacramento and Washington DC twice a year. • Take positions on bills that could affect OCSD or the industry. • Work with industry organizations on state and federal issues to ensure OCSD’s positions are communicated. • Partner with industry organizations to co-host virtual events and activities. • Manage the legislative advocates’ contracts and facilitate regular communication between lobbyists, staff, and the Board of Directors. 8. Category: Grants Coordination Program Manager: Rebecca Long Program Coordinator/Support: Kelly Newell, Gregg Deterding, and Cheryl Scott Goal (what): Monitor, track, and apply for grants available to OCSD. Objective (measure): Apply and obtain grants for qualified OCSD projects and programs. Strategy (why): Outside funding is important in moving OCSD projects and programs forward. With ongoing attention to government spending, it is vital for OCSD to apply for and secure grants to offset costs when available. Tactics (how): • Apply for two grants a year based on availability. • Develop Grant Policy during fiscal year 2020-2021. • Research grant opportunities and report out to the Legislative and Public Affairs Committee. • Seek appropriations and grants and provide support to other divisions seeking grant funding. • Secure letters of support. • Publicize grant awards received. • Create and measure outcomes. 13 9. Category: Local Government Affairs Program Manager: Daisy Covarrubias Program Coordinators/Support: All PAO staff Goal (what): Ensure that local elected officials, member agencies, stakeholders, and OCSD Board Members are actively engaged in the work of OCSD. Objective (measure): Provide at least two communication tools per month. Strategy (why): Keeping OCSD’s influential public engaged in OCSD’s projects and accomplishments are critical to the support and success of our agency. Tactics (how): • Provide Board of Director’s with speaking points following every OCSD board meeting that can be used when reporting back to their respective councils and community groups. • Facilitate an orientation for new Board members. • Develop and keep a current list of monthly informational presentations. • Maintain an informational presentation video library for the Board of Directors on key agency topics. • Provide regular reports to the Legislative and Public Affairs Committee. • Develop OCSD’s Annual Report. • Publish a Five Minutes Per Month, each month. • Coordinate presentations to each member agency. • Participate in government affairs committees. • Invite new council members within OCSD’s service area to take a tour of OCSD. • Create and distribute quarterly outreach tool kits for member agency PIOs to help them easily share and disseminate information about OCSD. • Host a “State of the District” event for influential leaders throughout the infrastructure and water/wastewater industry, including virtual option. 10. Category: Crisis Management Program Manager: Rebecca Long Program Coordinators/Support: All PAO Staff Goal: Ensure the Public Affairs Office serves as the primary spokesperson for OCSD during normal business and crisis scenarios and facilitates the dissemination of information. 14 Objective: Ensure that the PIOs in the PAO can respond in a crisis. Provide a crisis communication training course every two years by an outside consultant and an annual refresher course by staff. Strategy: It is imperative during a crisis that OCSD be proactive and provide clear and effective messaging to employees, public, and the media. Tactics (how): • Maintain an updated crisis communication plan including regular briefings with staff to identify possible issues and responses. • Maintain and update PAO’s Continuity of Operations Plan (COOP). • Work with Risk and Safety Management on Public Affair’s role in an emergency, including our role via the Integrated Emergency Response Plan. • Ensure proper procedures are in place for Board, employees, and public notification. • Maintain updated contact lists for resource, member, and partnering agencies to coordinate and assist during crisis. • Develop protocols on everyday PAO tasks to facilitate the operations of the group in a time of crisis. 11. Category: General Manager Support Program Manager: Daisy Covarrubias Program Coordinators/Support: All PAO Staff Goal: Ensure the General Manager and Assistant General Managers are supported with information necessary to communicate to the varied OCSD audiences. Objective: Develop monthly communication pieces on behalf of the General Manager. Ensure General Manager (or designee) is participating and involved in promoting OCSD’s initiatives. Strategy: Collaborate with the General Manager to prepare communication and messaging that reflects the mission and vision of OCSD. Tactics (how): • Assist the General Manager and the Assistant General Managers with keeping the Board Members informed and up to date with OCSD activities. • Assist in the development of the General Manager’s Monthly Report. • Develop talking points for Board and Committee meetings. • Develop material and speaking points for presentations and speaking engagements. • Support the development of the OCSD Strategic Plan. • Assist in the development of the General Managers Annual Work Plan. 15 •Manage Ask the GM questions submitted. •Coordinate and support VIP tours guided by General Manager and Assistant General Managers. Closing Comments This plan is a broad outline of the Public Affairs Office program. As new issues arise, new functions and duties will evolve as well. The role of the Public Affairs Office is to stay ahead of issues, be responsive and flexible to meet the needs of the agency. We will adjust our program accordingly. Appendix A. Highlights of Performance Results from Fiscal Years 2018/2019 -2019/2020 B. Public Affairs Portfolio Fiscal Year 2019/2020 16 Appendix A: Highlights of Performance Results from FY 2018/2019 and 2019/2020 • Over 75 construction outreach pieces distributed regarding specific CIP projects reaching over 155,0000 people • 800 internal communications publications: 3 Things to know email, Digester, Pipeline and MyOCSD • 11 internal events • 18 published news releases • Over 30 articles mentioning and/or focusing on OCSD • 1,350 Social Media posts reaching over 400,000 people • 85 Website posts • 17 Community Events reaching nearly 12,000 people • 54 Speaking Engagements (8 career days) • 283 Tours reaching approximately 4,534 guests • 1,700 students reached via Sewer Science Program • 22 Agency Awards Received • 2 State of the District events reaching 215 guests • 2 grants were successfully applied for and received totaling $42,000 for Headquarters Project and Tour Signage • 40 legislative bills monitored and tracked • 4 Federal Position letters and 12 State Position letters issued • Governor agreed with 2 of our bills/positions: o SB 212: Jackson. Solid waste: pharmaceutical and sharps waste stewardship. o SB 1440: Hueso. Energy: biomethane: biomethane procurement New Tactics Introduced • Member Agency Outreach Toolkit • Board Member Speaking Points • Virtual Town Hall • Orange County Polling • Communications Audit • Paid Advertisement – OC Register Water Insert • Regional Outreach Program (CIP) • Tour signage Public Affairs Division10844 Ellis AvenueFountain Valley, CA 92708 Communications Audit Report Executive Summary February 2020 Submitted by Ryder Todd Smith Jon Barilone Bria Balliet Karen Villaseñor 2 ORANGE COUNTY SANITATION DISTRICT – COMMUNICATIONS AUDIT REPORT Executive Summary The Orange County Sanitation District engaged Tripepi Smith to objectively review OCSD’s internal and external Communications tactics prior to forming the Public Affairs Strategic Plan for FY 2020-2022. Tripepi Smith made these determinations through a combination of methods, such as: interviewing key stakeholders, weighing OCSD’s practices against local government communication best practices, and quantitative data analysis of message Reach and Engagement. Compared to other California public agencies Tripepi Smith has assessed, the Orange County Sanitation District has one of the most centralized and organized Communications processes. A single team, with defined roles, produces and/or approves all internal and external communication content. OCSD also has clear policies that outline expectations for staff when it comes to producing communication content and interacting with both internal and external audiences. The OCSD Brand/Style Guide is a particularly advanced best practice. Tripepi Smith’s recommendations generally center on: • Technical optimizations for the District’s website and social media sites; • Expanding the reach of external communications and targeting public agency audience; • Producing more engaging content for external audiences; • Consistently measuring content reach and engagement to inform future strategy. Overall, OCSD’s internal communication efforts are solid in terms of quantity, quality and readership. A key question for OCSD’s leadership to consider now is: how much do you want to ‘publicize’ the District’s services and programs through external communication efforts? There appears to be tension between wanting to remain ‘out of sight, out of mind’ and producing more modern, innovative content that will engage various stakeholders in OCSD’s service area. 3 ORANGE COUNTY SANITATION DISTRICT – COMMUNICATIONS AUDIT REPORT Communications Observations General • OCSD splits its communications efforts between its internal audiences (employees, Board of Directors, executive management team) and external audiences (ratepayers, elected officials, community leaders, etc.). • Several Public Affairs Office (PAO) staff centrally control execution of all internal and external communications. Anecdotally speaking, staff feels they allocate equal time to internal and external communications. • Staff does not archive all external or internal communications in a single, central location, though the MyOCSD SharePoint intranet houses many internal pieces. • Tripepi Smith perceived a gap in effective communications from Plant No. 1 to Plant No. 2. Some Plant No. 2 employees expressed they do not feel they receive the same communication level as employees at Plant No. 1. Part of the difference is due to Plant 2 employees’ ability to check their work computers as often as office-based employees at Plant 1. o OCSD is constructing a new headquarters across the street from the current Administration Building. This could exacerbate the perceived issue of lack of communication between operations and management staff. • In the world of social media, public agencies have to compete for attention with the world’s largest brands. The PAO would like to focus on producing more content (especially video) that is fun and inventive to capture external audiences better. Strategy & Policy • OCSD had an established Public Affairs Strategic Plan from July 2016 to June 2018 but did not produce a plan for 2018-2020. Staff intends to develop the next Strategic Plan for July 2020 to June 2022. • OCSD directs the majority of external communications toward elected officials and specific neighborhood groups that are close to CIP projects. As of this writing, there is no emphasis or strategy on how to consistently reach all 2.6 million residents in OCSD’s service area. o As a result, OCSD does not advertise on any social media platforms, regularly write Press Releases, or pitch stories to local media. • OCSD has three communications-related policies: the OCSD Policies and Procedures Unified Communications Policy, the OCSD Social Media Policy, and the OCSD Personnel Policies Wireless/Electronic Communications (WEC) Policy. • OCSD has a Brand/Style Guide, which is a best practice for public agencies. The PAO ensures all branding is consistent on all OCSD collateral. Website (ocsd.com) • OCSD has an external-facing website at ocsd.com. Granicus hosts the website, which operates on the Vision Content Management System. 4 ORANGE COUNTY SANITATION DISTRICT – COMMUNICATIONS AUDIT REPORT • OCSD does not have an established Website Governance Policy that dictates who is responsible for what content and technical features of the site. However, all staff who have Editing privileges understand that the PAO must approve all content. • The website has an SSL certificate, which is a best practice. It does not have an American with Disabilities Act (ADA) Notice. • The IT Department has installed Google Analytics on the site, but staff does not regularly view these analytics for reporting or strategic planning purposes. Social Media • Public Affairs Specialist Kelly Newell is OCSD’s primary social media manager. • Graphics Designer Gregg Deterding and OCSD interns assist with developing photo and video content for social media. • OCSD’s LinkedIn Page has the largest audience of all OCSD social media platforms (2,578 Followers), but the Page is not active. • Staff provides a brief social media report to the Legislative & Public Affairs Committee every month. Data includes number of posts, reach and impressions for each platform. • Anecdotally speaking, few OCSD employees like/follow or engage with OCSD on social media. There is an untapped opportunity for staff to share content with their friends and family that highlights OCSD’s mission, vision and values. Media/Press • OCSD’s Unified Communications Policy spells out that all media inquiries should flow to/through the Public Affairs Office; employees know and follow this directive. • OCSD does not regularly write Press Releases or pitch stories to local media. • OCSD has a media list with contact information for several media outlets including radio, television, print and Vietnamese/Spanish outlets. Interns maintain and update this list, though the frequency is unclear. • OCSD uses Meltwater to monitor media mentions. Administration Manager Jennifer Cabral receives all reports. Direct Communications • OCSD uses Constant Contact for email marketing (Five Minutes Per Month, and a Biosolids Newsletter). As of this writing, there are 2,139 subscribers for Five Minutes Per Month while the Biosolids Newsletter purposely has under 500 subscribers. • OCSD does not email all internal publications directly to employees. 3 Things to Know is currently the only publication PAO delivers to all employee inboxes. Others may route through supervisors/managers or be on display at OCSD facilities. • OCSD prints many internal communication pieces onsite, such as Digester, SafetyGrams, Safe Bulletins, and Pipeline. • Employees receive emergency notifications via email, office phones and OCSD-issued mobile phones through the Send Word Now system. 5 ORANGE COUNTY SANITATION DISTRICT – COMMUNICATIONS AUDIT REPORT Summarized Recommendations NOTE: Tripepi Smith offers specific Action Items for each of these Recommendations in the full version of the Communications Audit Report. 1 – Establish Relationships with Public Information Officers in Orange County City and county public information officers (PIOs) are responsible for providing information to a city’s and/or county’s constituents. PIOs typically have established processes for effectively communicating with their constituents. Considering OCSD’s external audience includes approximately 2.6 million Orange County residents, OCSD would benefit substantially from forming relationships with PIOs in Orange County who could assist in disseminating OCSD information to their shared audience. 2 - Leverage Additional Communications Platforms OCSD’s LinkedIn Page has the largest audience (2,578 Followers) of all OCSD-managed social media accounts, but the Page is not currently active. Additionally, 659 LinkedIn Users list OCSD as their employer. OCSD should consider leveraging LinkedIn in their social media strategy. Additionally, OCSD should take advantage of digital screens/signage throughout the OCSD facilities to reach staff and visitors to campus. 3 – Consistently Analyze Available Metrics OCSD should consider regularly analyzing and reporting on available website and social media data. Staff currently provides a social media metrics report to the Legislative & Public Affairs Committee but could expand this report. By consistently analyzing OCSD’s website and social media data, OCSD staff can gather insights to use in improving its communications efforts. 4 – Increase Video Content Across all digital platforms, video tends to be the most engaging content. OCSD should consider increasing production of video content that resonates with its audiences and helps disseminate information in an eye-catching way. 5 – Improve the ocsd.com Website Search engine optimization on ocsd.com can help OCSD better reach its audience through the ocsd.com website. There are also multiple Vision Content Management System features to enable to improve website administration and user experience. OCSD should consider completing the steps below to improve the website. 6 ORANGE COUNTY SANITATION DISTRICT – COMMUNICATIONS AUDIT REPORT 6 – Optimize Internal Communications The Public Affairs Office creates several internal communications pieces to keep employees updated. OCSD should consider combining, rescheduling and updating content on certain communications to ensure they reach employees effectively and efficiently. 7 – Improve Communications with Field Level Employees The Public Affairs Office’s internal communications pieces may not always reach field level employees as consistently as they reach office staff. 8 – Optimize External Communications The Public Affairs Office has several opportunities to enhance its external communications strategy. However, these recommendations operate under the assumption that OCSD is comfortable with drawing more attention to itself, its services, its infrastructure, and its staff. 9 – Take Inventory of Communications Collateral Old communications collateral may spread outdated information about OCSD. The Public Affairs Office should consider taking inventory of all internal and external collateral to ensure all communications are up to date. Conclusion Compared to other California public agencies Tripepi Smith has assessed, the Orange County Sanitation District has one of the most centralized and organized Communications processes. A single team, with defined roles, produces and/or approves all internal and external communication content. OCSD also has clear policies that outline expectations for staff when it comes to producing communication content and interacting with both internal and external audiences. The OCSD Brand/Style Guide is a particularly advanced best practice. Overall, OCSD’s internal communication efforts are solid in terms of quantity, quality and readership. A key question for OCSD’s leadership to consider now is: how much do you want to ‘publicize’ the District’s services and programs through external communication efforts? There appears to be tension between wanting to remain ‘out of sight, out of mind’ and producing more modern, innovative content that will engage various stakeholders in OCSD’s service area. Thank you again for this opportunity to provide the Orange County Sanitation District with an objective third-party assessment of its communication efforts. Should you wish to further engage Tripepi Smith to execute on recommendations in this report, we are ready to assist. Public AffairsPortfolio Fiscal Year 2020-2021 3 Jennifer Cabral Administration Manager Meet The Team Kelly Newell Public Affairs Specialist Daisy Covarrubias Principal Public Affairs Specialist Rebecca Long Senior Public Affairs Specialist Gregg Deterding Graphics Designer Belen Carrillo Public Affairs Specialist Cheryl Scott Administrative Assistant 4 Outreach 5 Special Events 19 Internal Projects 24 Branding 42 Reports 55 Other 67 Table of CONTENTS 5 OUTREACH 6 OUTREACHPSA Contest Wastewater has the word waste in it, but at Orange County Sanitation District (OC San) we have made wastewater a resource. Now we want you to showcase that in a video. Be Creative! Put your Tik Tok, YouTube, and social media skills to good use, take our attached Fact Sheet and create a 15-59 second video that highlights the role of wastewater treatment. A RESOURCE NOT A WASTE WHO CAN ENTER:Students in grades 6-12 attending school within the OC San service area are eligible to enter. FOR QUESTIONS OR ADDITIONAL INFORMATION: Email forinformation@ocsan.gov or message us through any of our social media channels @OCSanDistrict. DEADLINE TO SUBMIT VIDEO: April 30, 2021 Get some ideas and check us out on YouTube http://youtube.com/user/2OCSD Visit OCSan.gov for contest guidelines. PRIZES AWARDED:3 winning videos will each receive — $500 1 Instagram Viewer’s Choice Award — $2501 Facebook Viewer’s Choice Award — $250 Winners will be notified in June 2021 and will be posted to our Social Media pages and website. 03/2021 JUST THE VIDEO FACTS: 01/2021 1. The Orange County Sanitation District, or OC San for short, is a public agency that provides wastewater collection, treatment, and recycling services for approximately 2.6 million people in central and northwest Orange County. 2. The OC San collections system operates on a gravity ow basis. Most of the ow entering the system is moved by gravity force rather than pumps. In areas where ow is not able to enter the system by gravity, OC San has installed pump stations to assist with lifting the wastewater ow. In total there are 15 pump stations installed throughout the OC San service area. These pump stations are mostly located in areas with lower elevation. The pumps help lift the wastewater to a higher elevation so it can ow by gravity to one of our treatment plants. 3. Ever wondered how long it takes your wastewater to get to its nal destination? It takes wastewater anywhere between 10-12 hours to reach OC San’s treatment facilities in Fountain Valley or Huntington Beach from the most northern cities in the service area. Wastewater travels at about 2.5 to 5 miles per hour. When it arrives, the wastewater is put through OC San’s treatment process and is either sent to the Groundwater Replenishment System for water recycling or released into the ocean. 4. OC San makes biosolids which are the highly treated, safe, nutrient rich, organic material derived from the wastewater treatment process. They are used to grow non-food crops such as hay. This is just one way that OC San is a Resource Recovery agency. 5. FOG — Fats, oil and grease may cause blockages, similar to clogged arteries, that could lead to sewage spills. FOG is a mixture from various cooking ingredients that should never go down your sink or pipes, these items can be butter and margarine, lard, meat fat, dairy products, food scraps, and baked goods. FOG should be collected and mixed with solid material such as coee grounds and tossed in the trash. 6. When poured down the drain, fats, oils, and grease better known as FOG, can build up over time in your pipes and OC San's regional sewer pipes. It can cause signicant problems to OC San’s sewer collection system, wastewater treatment plant, and your home. Some of the problems FOG can cause are sewer line blockages which can lead to spills in your community that cause environmental and public health hazards. 7. How to minimize fats, oil, and grease discharge. Can the FOG. Collect fats, oil, and grease in a disposable container like a metal can and mix it with absorbent trash such as coee grounds, paper towels, or kitty litter. The best way to manage FOG is to keep it out of the sewer system! 8. What eects can ushing pharmaceuticals cause? Studies show that hormones found in pharmaceuticals may cause abnormalities in the reproductive cycles of sh. Let’s all join OC San and dispose of pharmaceuticals properly by crushing them, mixing them with dirt or coee grounds, and throwing them in the trash. 9. How to safely dispose of medications in the trash: Destroy the pills by wetting, crushing, and breaking them, then mix them in with coee grounds, kitty litter, or any other trash. Then throw it away in the trash. 10. OC San regularly monitors the marine life, sediment quality, and water quality within 38 square miles of ocean (an area the size of Santa Ana) o the Orange County coastline. The ocean monitoring program conrms the marine life and public are safe from any possible eects from the release of the treated wastewater. This is one of the many ways that OC San’s mission of protecting public health and the environment is met. OC SanService Area(area enlarged) OrangeCounty57 55 22 405 91 241 133 261 73 405 1 IRVINE ANAHEIM ORANGE SANTAANA FULLERTON BREA TUSTIN YORBALINDA HUNTINGTONBEACH COSTAMESA GARDENGROVE SEALBEACH BUENAPARK NEWPORTBEACH LAHABRA WESTMINSTER CYPRESS PLACENTIA FOUNTAINVALLEY STANTONLOSALAMITOS VILLAPARK LAPALMA PacificOcean PlantNo. 2 PlantNo. 1 Video Contest Guidelines Participants are to create an original video that includes a fact from the Orange County Sanitation District (OC San) Fact Sheet. *Prizes: Three winning videos will receive — $500 each One Instagram Viewer’s Choice Award $250 One Facebook Viewer’s Choice Award $250 Who May Enter Students in grades 6-12 attending a high school within the OC San service area. Entries can be a group or individual effort. Individuals and groups can submit more than one video but only one video can be submitted per fact. Students may not receive more than one winning prize. If you are unsure if you are within the OC San service area, email forinformation@ocsan.gov for verification. Deadline to submit video: April 30, 2021 A Resource Not a Waste Flyer Video Instruction Sheet 7 Alert OUTREACHConstruction Follow us @OCSanDistrict May 2021 City of Newport Beach Nightwork on Jamboree Road and Back Bay Drive May 25 – 26, 2021 12 a.m. - 6 a.m. Dates and times are subject to change due to operational factors or inclement weather. What is the work? Scheduled maintenance involves cleaning out hardened debris from the regional sewer pipes to help prevent further debris accumulation and extend its useful life and help minimize the risk of spills. Where is this work taking place? Jamboree Road near Back Bay Drive in the City of Newport Beach. What to expect? Traffic control will be set up to access the pipe through existing manholes. At least one southbound lane will be closed during the cleaning. Noise can be expected from the water jetting equipment used to clean the inside of the pipeline. Who is OC San? The Orange County Sanitation District (OC San) is the regional sewer provider for 2.6 million people in Orange County. OC San provides wastewater collection, treatment, and disposal services. Approximate Work Area Hyatt Regency Questions? Construction Hotline 714.378.2965 ConstructionHotline@ocsan.gov www.ocsan.gov *If it is urgent and work is taking place, please call the OC San’s Control Center at 714.593.7025. 8 Construction Alerts OUTREACHConstruction OC San Construction Projects Water Treatment Upgrades As part of our rehabilitation efforts, this project will replace four existing primary clarifiers. The new primary clarifiers will have flat covers instead of the dome shape and will allow for much needed improvements including enhanced odor control which reaffirms our commitment to our neighbors and relocation of clarifiers off of any known existing fault lines.  The clarifiers are the first step in the Primary Treatment process where solids settle and then are removed as part of the wastewater process, removing 80 percent of solids in the water. From there, the water proceeds to the secondary stage of treatment.  Current clarifiers were constructed in the 1960s and have reached the end of its lifecycle.  Project construction will also include new sludge pump stations, odor control system, power building, and associated piping.  Project construction to begin in the summer of 2021.  Project requires an investment of $129 million for construction. www.ocsan.gov Twitter: @OCSanDistrict Facebook: www.facebook.com/OCSanDistrictPhone: 714.962.2411 10844 Ellis Ave., Fountain Valley, CA 9270803/2021 OC San Construction Projects Interim Food Waste Receiving Facility Meeting the Needs of our Community As regional partners helping to meet the state’s new regulation of reducing organic material entering landfills by 75 percent in 2025, the Interim Food Waste Receiving Facility will support OC San member cities to divert food waste by receiving and storing pre-processed food waste so it can be fed to digesters for processing.  The project located at our Plant No. 2 in Huntington Beach will provide support to fulfill the State of California regulations to reduce organics going to the landfill.  Enhances OC San’s collaborative partnership with the County of Orange, cities, community waste haulers, and other local agencies to find ways to beneficially reuse food waste and help surrounding communities reach mandated diversion requirements.  Decreases amount of greenhouse gases produced and emitted by increasing clean energy supplies.  The system will generate additional digester gas which will increase energy supplies on-site. The project helps OC San move towards its goal of becoming 100 percent energy self sufficient.  Project construction to begin in the summer of 2021.  Project requires an investment of $3.15 million for construction. www.ocsan.gov Twitter: @OCSanDistrict Facebook: www.facebook.com/OCSanDistrictPhone: 714.962.2411 10844 Ellis Ave., Fountain Valley, CA 9270803/2021 OC San Construction Projects Maintaining System Reliability Through Rehabilitation The project will build a new Headworks facilities in order to rehabilitate and replace aging infrastructure at OC San’s Plant No. 1 in Fountain Valley. The goal of this project is to strengthen the reliability of the infrastructure, increase the lifespan of critical assets and improve plant-wide operations and services.  Headworks is part of the Preliminary Process, removing organics, sanitary products and other large materials before wastewater can be treated for reuse.  This project will increase efficiency, reduce possible odors and enhance reliability enabling OC San to continue with efficient wastewater treatment.  Improves electrical reliability providing for fewer power disruptions, increased safety and reduces the possibility of loss of service.  Project construction to begin in the summer of 2021.  Project requires an investment of $222.3 million for construction. www.ocsan.gov Twitter: @OCSanDistrictFacebook: www.facebook.com/OCSanDistrict Phone: 714.962.2411 10844 Ellis Ave., Fountain Valley, CA 9270803/2021 9 Notice OUTREACHConstruction 1 Interim Food Waste Receiving Facility at Plant No. 2 in Huntington Beach The facility will allow OC San’s member cities to divert food waste by receiving and storing food waste in digesters for processing. The system will generate additional digester gas which will increase energy supplies on-site.  The facility would (would or will?) help OC San’s member cities to meet State of California’s mandates to limit the volume of organic waste that can be delivered to landfills.  Enhances OC San’s collaborative partnership with the County of Orange, community waste haulers, and other local agencies to find ways to beneficially reuse food waste and help surrounding communities reach mandated diversion requirements.  Decreases amount of greenhouse gases produced and emitted by increasing clean energy supplies.  Project construction to begin in the summer of 2021.  Project requires an investment of $2.66 million for construction. Headworks Rehabilitation at Plant No. 1 in Fountain Valley The project will rehabilitate and build new facilities at OC San's Plant No. 1 to increase the lifecycles of critical assets, improve services of Plant’s wider operations and fulfill service goals.  Supports OC San’s responsibilities to receive and treat community waste? water supplies through improving treatment equipment and technologies.  The facility is the first step in the treatment process, removing organics, sanitary products and other large materials before wastewater can be treated for reuse.  Improves electrical resiliency and expands back-up power diversity to ensure fewer power disruptions and uninterrupted services, maintaining OC San’s public health and environmental safety responsibilities.  Project construction to begin in the summer of 2021.  Project requires an investment of $292.2 million for construction. Primary Clarifiers Replacement at Plant No. 2 in Huntington Beach This project will replace four existing primary clarifiers. The first step in the Primary Treatment process is settling the solids in clarifiers. The solids are removed from the clarifiers and wastewater proceeds to the secondary stage of treatment.  Current clarifiers were constructed in the 1960s and have reached the end of its lifecycle.  Project construction will also include new sludge pump stations, odor control system, power building, and associated piping.  Project construction to begin in the summer of 2021.  Project requires an investment of $129 million for construction. www.ocsan.gov Twitter: @OCSanDistrict Facebook: www.facebook.com/OCSanDistrict Phone: 714-962-2411 OC San 2021 Project 10844 Ellis Ave. Fountain Valley, CA 92708 10 GWRS Post Card OUTREACHConstruction CONCRETE POUR FOR TANKS E Q U A L I Z A T I O N T A N K S As part of the Groundwater Replenishment System (GWRS) Final Expansion, two large equalization tanks are being constructed at Orange County Sanitation District’s (OCSD) Huntington Beach plant. The tanks will hold a combined 6 million gallons of water and be 30 feet high. Over the next 6-9 months there will be weekly concrete pours to form the two tanks. Approximately 50 trucks per week will enter off of Brookhurst Street. GWRS is the world’s largest water purification system for indirect potable reuse. The result is high quality water that meets or exceeds all state and federal drinking water standards. The project is a collaboration between OCSD and Orange County Water District. The final phase of the project is under construction and expected to be completed in 2023. Further details are available on the website. Please visit frequently and sign-up for alerts. Construction Hotline: 714.378.2965 Email: ConstructionHotline@ocsd.com Website: www.OCSD.com/GWRS Orange County Sanitation District 10844 Ellis Avenue Fountain Valley, CA 92708 10/2020 11 OUTREACHConstruction Closure of westbound Virginia Ave. at State College Blvd. is necessary as crews prepare the area for street restoration. Local traffic will need to use adjacent streets to access State College Blvd. Please use detour shown in map. As noted in previous alerts, over the next few weeks northbound State College Blvd. lanes will be reduced to one lane and bus stops will need be re-located between Wagner Ave. and Lincoln Ave. Please check www.OCTA.net for current bus route information. Taking alternate routes is highly encouraged. Thank you for your patience and understanding. Sign up to receive text alerts and e-notifications at www.ocsan.gov/StateCollege. DETOUR CONSTRUCTION ALERT Virginia Avenue Detour at State College Blvd. WHAT: Street Restoration Road Closure WHERE: Virginia Ave. at State College Blvd. WHEN: Intermittent over the next three weeks (April to early May 2021) * Work Hours: 7 a.m. to 5 p.m. Closure will only be in place during work hours. (*) Dates and times are subject to change due to operational factors or inclement weather. 4/20/2021 Notice Template 12 Postcard OUTREACHConstruction Learn more about theBay Bridge Pump Station Newport Beach Residents Existing Pump Statio n (See reverse for additional information) 10844 Ellis Avenue Fountain Valley, CA 92708-7018 www.ocsan.gov 04/2021 The Orange County Sanitation District Bay Bridge Pump Station was originally constructed in 1966. It is located on Coast Highway between the Bay Bridge and Bayside Drive in the City of Newport Beach. Bay Bridge Pump Station Visit the website for more information about upcoming maintenance activities in the Bay Bridge Pump Station area to ensure the safe collection, transportation and recycling of Newport Beach’s wastewater while protecting the public health, the Bay and the environment. Contact the Construction Hotline 714.378.2965 or ConstructionHotline@ocsan.gov if you have any questions. Connect with us @OCSanDistrict Use your smartphone to scan or snap a picture of this QR code and go directly to www.ocsan.gov/BayBridge to learn more. 13 Postcard OUTREACHConstruction (See reverse for additional information) ATTENTION WESTMINSTER RESIDENTS Westminster Blvd. Sewer Project Westminster Blvd. & Bolsa Chica Rd. Intersection CONTINUOUS WEEKEND WORK STARTING FEB 19 10844 Ellis AvenueFountain Valley, CA 92708-7018www.ocsan.gov Westminster Blvd. Sewer Project Sewer construction across the Westminster Blvd. and Bolsa Chica Rd. intersection Friday, Feb. 19 at 9 p.m. — Monday, Feb. 22 at 6 a.m. Friday, Feb. 26 at 9 p.m. — Monday, Mar. 1 at 6 a.m. Some activities may be loud. Dates and times subject to change due to operational factors and inclement weather. There will be traffic lane closures and turn restrictions. Connect with us @OCSanDistrict Use your smartphone to scan this QR code and go directly to www.ocsan.gov/Westminster for more information about this project and upcoming work. Questions? Construction Hotline 714.378.2965 or ConstructionHotline@ocsd.com. 14 Plant No. 1Neighborhood Newsletter OUTREACHConstruction theneighborhoodconnection Spring 2021 published by the orange county sanitation district OC San is a resource recovery facility responsible for safely collecting, treating, recycling, and disposing of wastewater generated by 2.6 million people in central and northern Orange County. We have two treatment plants — Plant No. 1 in Fountain Valley and Plant No. 2 in Huntington Beach, 15 offsite pump stations, and 386 miles of sewers that must be maintained and operated on a daily basis. Being a resource recovery facility means that we convert sewage into useful products, principally water, energy, and agricultural fertilizer. In an effort to meet our mission to protect public health and the environment we must continuously invest in our infrastructure. Our Capital Improvement Program (CIP) was developed to do just that. Over the years the program has evolved based on the need, and our current 10-year CIP is focusing on refurbishing and replacing our infrastructure and maximizing resource recovery. OC San plans to invest over $2.7 billion in our infrastructure over the next 10 years. This Orange County Sanitation District (OC San) publication is to keep you, our neighbors, informed of our activities. This newsletter will be published quarterly and will be filled with construction updates, sewer tips, and items of interest. See the “Keep the Newsletters Coming” section on the backside to see how you can continue to receive this free newsletter. We are in your neighborhood Resource Recovery 15 Plant No. 2 Neighborhood Newsletter OUTREACHConstruction theneighborhoodconnection {Vol. 1, No. 10} Summer 2020 published by the orange county sanitation district Over the next several years, Orange County Sanitation District’s (OCSD) Capital Improvement Program is focusing on infrastructure and resource recovery. This OCSD publication is to keep you, our neighbors, informed about construction activities at our Huntington Beach treatment facility (Plant No. 2). Over the summer, a crane hoisted a Remotely Operated Vehicle (ROV) and lowered it into a 72-foot high surge tower. From there the ROV started its journey down a five-mile pipeline to inspect it. This pipeline is part of OCSD’s Ocean Outfall System. Treated wastewater is pumped through the ocean outfall pipeline, beginning above ground at Plant No. 2 and extending off the coast of Huntington Beach where it reaches depths of 200 feet below the ocean surface. The 10-foot (120-inch) diameter ocean outfall began operation in the 1970’s. Equipped with sensors, the ROV collected video and sonar images down the pipeline, making it the first time the interior of the pipe could be safely inspected. Prior to this, inspecting the inside of the pipe was not feasible as sending divers inside the pipe was too dangerous. The data collected is part of a current study to assess the pipeline. The sonar data collected will be used to build a 3D model of the pipe that will be used for future capital improvement projects. The inspection of the ocean outfall is expected to be completed by end of the year. The last mile of the pipe has 4-inch portholes every 25 feet to evenly disperse the treated water into the ocean. Maintenance is taking place to scrape off barnacles that can clog the outlet ports. Divers will be sent down to the bottom of the ocean for “hands-on” inspection. A 3D scan of the outside of the pipe will be combined with the internal 3D model for a detailed and complete model of the pipe. Look, up in the sky, it’s a bird, it’s a plane, it’s an…ROV? 16 OUTREACHSocial Media/Videos 17 OUTREACHSocial Media/Videos 18 OUTREACHEmployment Orange County Sanitation District MANAGER OFENVIRONMENTAL LABORATORY AND OCEAN MONITORING Recruitment Announcement Mailer 19 SPECIAL EVENTS 20 SPECIAL EVENTSState of the District ORANGE COUNTY SANITATION DISTRICT Friday, October 30, 2020 9 a.m. - 10 a.m. State of theDistrict Join our General Manager and Board Chairman for our annual State of the District. During this virtual event, you will hear about our accomplishments throughout the year and highlights of our planned projects. The State of the District will showcase where we see ourselves going and exciting advances. This year’s event will host a special presentation from Congressman Lou Correa. An optional virtual tour of our Fountain Valley Plant will take place immediately following the event. For more information or questions, email us at forinformation@ocsd.com VIRTUAL EVENT ORANGE COUNTY SANITATION DISTRICT Friday, October 30, 20209 a.m. - 10 a.m. State of theDistrict Call Meeting to OrderBoard Chairman, David Shawver Welcome and Pledge of AllegianceBoard Chairman, David Shawver Orange County Sanitation District General Overview State of the District PresentationGeneral Manager, Jim Herberg Adjourn Meeting Chair, David Shawver Virtual Facility tour immediately following program VIRTUAL PROGRAM Program Invitation 21 Prepared by Board Services What is a Virtual Tour? According to Wikipedia: A virtual tour is a simulation of an existing location, usually composed of a sequence of videos or still images. It may also use other multimedia elements such as sound effects, music, narration, and text. How do you Create a Virtual Tour? A Virtual Tour can be done using a variety of platforms from a live or recorded video, to a GIS software, to something as simple as PowerPoint. We did ours on a GIS platform and attendees logged on live via Microsoft O365. However, you can use other platforms based on your organizations preference, knowledge, and comfortability. The attendees log on via a direct link they received during the registration process. Once they were logged on for the tour, they were greeted by our Assistant General Manager as their tour guide. . Why a Virtual Tour? With the Governor’s Stay Home Orders and the requirements to social distance we have had to find new ways to do our daily work, activities, and our outreach. We knew we wanted to continue telling our story through the very interactive and lasting efforts of our tour program, so without the physical tour as an option, the next best solution was to offer the experience virtually with a personal touch. What to know before organizing a Virtual Tour? Before you develop your virtual tour decide on which platform you want to use for example, would you want to use PowerPoint and broadcast it via Zoom or maybe Microsoft O365, or live video. For this, it is recommended to work with your IT department and utilize the system that is most suitable for your network taking into cybersecurity considerations along with bandwidth concerns and using a system that you are most comfortable with and have the most experience with. Additionally, run multiple tests over and over and over. You would be surprised at the number of bugs you run into especially if your presentation is large or has a lot of videos embedded. How do you market your tour? For us, that was the easiest part. We sent invites out to our email list and to our past tour attendees, OCSD contacts, community members and industry professionals. In total, we had about 100 attendees over the span of two consecutive tours. People interested in taking the tour signed up on our OCSD.com website. During the registration process, attendees provided their contact information which we can add to our email contact database. Additionally, all interested parties received a reminder email a couple of days before the live Virtual Tour with the login information. 10844 Ellis Avenue, Fountain Valley, California 92708 | 714.962.241108/2020 Orange County Sanitation District Virtual Tour Tips and Tricks CASA Conference Flyer SPECIAL EVENTSState of the District 22 SPECIAL EVENTSAssociation of California Cities - Orange CountyMedia Training ACCOC Public Policy AcademyMedia Relations 101 Presented by: Rebecca Long Senior Public Affairs Specialist February 12, 2021 Presentation 23 SPECIAL EVENTSAnaheim Kiwanis Club Kiwanis Club of Greater Anaheim OC San: Your Regional Sewer Provider Presented by: Daisy Covarrubias, Pr. Public Affairs Spec. Presentation 24 INTERNAL PROJECTS 25 Monthly Bulletin Please be sure to obtain supervisor approval for all events and presentations during work hours. digesterdigesterthethe AUGUST 2020 Phishing websites have a lifecycle of about 15 hours. To reduce the chances of being detected and blocked, scammers are constantly creating new phishing sites and deactivating old ones.On average, phishing sites are live for only 15 hours. By the time someone reports a malicious site and the organization has updated its security measures and warned employees not to click the link, the fraudster is already well on their way to their next scam.So, what can you do? Do not click on any suspicious emails and report the email by clicking on the Phish Alert button on your Outlook toolbar. ORANGE COUNTY SANITATION DISTRICT Drum Roll… The Results Are In. Heal the Bay just released its 2019-2020 beach report card and Orange County beaches are some of the best in the state. Heal the Bay monitors over 500 beaches along the 840 miles of coast, 95 percent of the Orange County beaches received above average grades during dry-season months which is when beaches are used the most. Orange County had the most beaches on the Honor Roll with 20, which is double what it had last year. This is a clear indicator that our collection, treatment, monitoring efforts and our dry weather urban runoff diversion program are protecting ocean water quality. Want to learn more? Visit www.healthebay.org. Did you know School Tips for the Fall With the COVID-19 virus still in full effect — this year’s back to school time might look a little different for everyone. Remember to set your children up for success whether it is online or in the classroom by doing these few simple things: • Have a dedicated space for them to do schoolwork (kitchen table, bedroom, office or desk). • Create a schedule which will mimic school (have a set time for academics, play, lunch, snack, music and art). Whether your children are learning online, or at school, make sure your child’s mental health and wellbeing are looked after. They are struggling just as much as you are during this trying time. Due to COVID-19, employees will have additional flexibility to make any necessary changes to their 2020 medical, dental, vision and/or Healthcare Flexible Spending Account enrollments during a Special Enrollment Window held from August 3-17. Watch MyOCSD for more details and instructions for logging your changes in WORKTERRA. Special Benefits Enrollment Window You took the survey and we are working on incorporating your comments and results into the program. You chose the winning logo and we love it too! So, what’s left? On the survey there were some questions that were asked regarding OCSD “U”, past programs and what our plans are now? To view the questions and the answers, check out MyOCSD. Employee Bi-MonthlyNewsletter YOUR SOURCE FOR OCSD NEWS AND INFORMATION JULY/AUGUST2020 SummerEDITION INTERNAL PROJECTSEmployee Communications 26 Employee Event - VIP Luncheon INTERNAL PROJECTSEmployee Communications Web Banner 27 INTERNAL PROJECTSEmployee Communications OCTOBER 1-15, 2020 BENEFITS OPEN ENROLLMENT OCTOBER 1-15, 2020OPEN ENROLLMENT is your once-a-year opportunity to review the benefits available to you and your family through the Orange County Sanitation District’s group benefit plans and to make any necessary changes for the upcoming benefit plan year. BENEFITS OPEN ENROLLMENT Post Card Banner 28 Certificate I amEssential Chris Cervellone In recognition of your commitment to community outreach and education by participating in the Volunteer Incentive Program July 2019 - June 2020 ____________________________________ James D. Herberg, General Manager INTERNAL PROJECTSEmployee Event - VIP Virtual Ceremony Giveaway 29 Staff Appreciation Giveaway On behalf of the Board of Directors and the Executive Management Team, please accept this token of our appreciation for all that you’ve done this year. Even though we can’t be together physically, we are together in spirit. We wish you a wonderful holiday season with your loved ones and please stay safe. Happ Holidays fro OC Sa Dave ShawverBoard Chairman Jim HerbergGeneral Manager Staff HolidayCard INTERNAL PROJECTSHoliday Celebration 30 Face Mask Web Site Banner INTERNAL PROJECTSCOVID-19 Communications Key Chain 31 MaximumOccupancy COVID RESTRICTIONS IN PLACE 6 Break Room Signage INTERNAL PROJECTSCOVID-19 Communications 32 INTERNAL PROJECTSCOVID-19 Communications Manual OC SanReturn toOffice Guide 33 Handout ASSET DEFINITION FLOW DIAGRAM Does the candidate perform a substantial role in the collection, treatment, or effluent process?YES Is the candidate required to provide levels of service?YES Does the candidate require preventive or predictive maintenance?YES Does the candidate have a maintenance orother information tracking need?YES NO NO NO ASSET INTERNAL PROJECTSEngineering 34 GUIDE TOBUSINESS Board of Directors’ 2021 Board Member Book March 2021 Heart of Treatment Plant Moves into Construction The Headworks Project, OC San’s largest construction contract to date at $222,330,000 was awarded this month. This project is rehabilitating the point of entry for nearly 120 million gallons of wastewater that enters Plant No. 1 in Fountain Valley. Headworks will be rehabilitated while keeping the facility operational 24/7 which poses added complexities and risk. The construction Notice to Proceed is scheduled for April 2021 and is expected to take 6½ years to complete. A Resource Not a Waste Video Contest – Now Open for Middle and High Schoolers As environmental stewards, our goal is to educate the younger generations on the impacts and contributions of our actions. Our goal is to help our community understand the value of wastewater, and to do so we are launching a video contest among middle and high school students in our service area to spread the message that wastewater is a valuable resource. Contest information can be found at www.ocsan.gov/video. Headquarters Update The Headquarters Project invitation for bid advertised to pre-qualified contractors on January 29 with bid opening scheduled for April 27. A construction contract will be awarded to the lowest and responsive pre-qualified bidder at the May Steering and Board meetings and the construction Notice to Proceed is still on schedule for June 2021. Additionally, to ensure a dedicated team through the completion of the project a Request for Proposal was issued for third party construction management services. A contract to the selected firm will be awarded at the April Board meeting. OC San Sewer Construction Project Updates Seal Beach and Westminster Specific - Construction progress on the Westminster Blvd. Sewer Project continues. Major work is currently taking place in the City of Westminster at the Bolsa Chica Channel, the intersection of Bolsa Chica Road and Westminster Blvd., and along Westminster Blvd. at University Street. With significant portions of construction in the streets of City of Seal Beach completed, the project will be accelerating the restoration and final paving as much of the roadway next month. Construction is still on scheduled to be completed by fall 2022. Contact OC San’s community liaison at 714-378-2965 or ConstructionHotline@ocsan.gov for more information about the project. Anaheim and Fullerton Specific - The State College Sewer Project continues. Laterals are being connected to the newly installed sewer and street restoration is underway in Anaheim. In Fullerton, the previously installed sewer constructed under Phase A is being connected with the newly installed sewer of Phase B. Also, in Fullerton, manholes within Craig Regional Park are being accessed to inject chemical grout into the pipe to stop the groundwater infiltration. Construction is slated to be completed by summer 2021. Questions can be directed to the Community Liaison at 657-208-7900 or at ConstructionHotline@ocsan.gov. Board Member Talking Points INTERNAL PROJECTSBoard Member Outreach 35 Dear Ann, We would like to express our sincerest appreciation for your service and dedication to OC San. Our agency would not be what it is today without your contributions. You should take great pride in your role in protecting the public’s health and the environment over the past 16 years. Although we cannot get together to thank you in person, we wanted to make sure to let you know how much you are appreciated and to congratulate you on your retirement. We wish you the best of luck and good health in all your future endeavors! Sincerely, _________________________ _________________________ David John ShawverBoard Chairman James D. Herberg General Manager INTERNAL PROJECTSEmployee Recognition Retirement Poster Thank You Card 36 Web Banner ⸺ Health Fair W i n n e r s a r eWinners a r eAnd t h eAnd t h e Don’t they look happy? That’s because they are. That could be you next time! Aaron ArceDivision 830 Sid DownerDivision 830 Andy DaSilvaDivision 760 Tyler RamirezDivision 250 Lorenzo GonzalezDivision 830 Not Pictured: Stephen Markus Division 830 Jan Gramley Division 870 Shaine Pires Division 880 Web Banner ⸺ Core Award Winners INTERNAL PROJECTSHuman Resources 37 StudentInternship VocationalInternship Partnerships EmployeeDevelopment Recruitmentand Selection OCSD U TALENT PIPELINE PowerPoint Slide Graphic INTERNAL PROJECTSHuman Resources 38 INTERNAL PROJECTSHuman Resources Sandy OC San U Logo OC San U Mascot “Sandy” 39 Name Badges and Parking Hangers INTERNAL PROJECTSRisk Management Board Member LisaLake123456789 LisaLake123456789 LisaLake123456789 Employee Contractor E2801 B2801 C2801 40 INTERNAL PROJECTSOther The San Box and Social Media Posting (! Fort Yuma-QuechanReservation SaltonSeaPacific Ocean ClevelandNationalForest MEXICO LakePerris LakeElsinore LakeMathews PradoBasin LakeHenshaw ColoradoRiver PalenLake c c C A L I F ORNIA A RIZON A §¨¦405 §¨¦10 §¨¦8 ImperialCounty YumaCounty San DiegoCounty OrangeCounty La PazCounty UNITED STATES RiversideCounty San BernardinoNationalForest PalomarMountainState Park ClevelandNationalForest Anza-BorregoDesertState Park CuyamacaRanchoState Park Mt SanJacintoState Park Joshua TreeNational Park §¨¦5 §¨¦215 §¨¦805 §¨¦605 §¨¦15 §¨¦10 §¨¦1 §¨¦10 §¨¦5 §¨¦8 §¨¦8§¨¦8 §¨¦8§¨¦5 §¨¦210 §¨¦405 §¨¦15 §¨¦10£¤74 £¤86 £¤111 £¤95 £¤95 £¤95 £¤95 £¤111 £¤95 UV75 UV95 UV98 UV11 UV7 UV94 UV188 UV39 UV13 UV54 UV10 UV6 UV60 UV56 UV67 UV80 UV73 UV21 UV30 UV22 UV210 UV259 UV31 UV78 UV21 UV71 UV79 UV86 UV30 UV18 UV32 UV905 UV7UV94 UV30 UV22 UV111 UV26 UV8 UV62 UV163 UV98 UV2 UV15 UV125 UV209 UV111 UV111 UV241 UV60 UV74 UV66 UV282 UV83 UV6 UV330 UV78 UV1 UV15 UV14 UV74UV6 UV28 UV8 UV33 UV74 UV90 UV247 UV117 UV55 UV210 UV142 UV66 UV78 UV195 UV24 UV27 UV79 UV115 UV76 UV62 UV9 UV12 UV86 UV39 UV274 UV111 UV74 UV261 UV94 UV80 UV62 UV78 UV86 UV79 UV72 UV3 UV60 UV78 UV371 UV38 UV29 UV22 UV243 UV76 UV34 UV76 UV72 UV111 UV78 UV79 UV177 UV2 UV52 UV57 UV95 UV98 UV91 UV62 UV91 ORANGE COUNTY SANITATION DISTRICT (OC San), Geographical Information Systems, Information Technology — Disclaimer: This map is intended for graphical representation only. No level of accuracy is claimed for the base mapping shown hereon and graphics should not be used to obtain coordinate values, bearings or distances. Sources: OC San, Rand McNally (Thomas Bros), ESRI (topo basemap) \\FI L E R - 1 \ o c s d \ d e p t \ a s d \ 2 5 0 \ C o m m o n \ E I M \ G I S \ P r o j e c t s \ B i o s o l i d s \ B i o s o l i d s _ T u l e R a n c h R o u t e . m x d Ü 0 10 20 30 405Miles OC San Biosolids are Hauled 280 Miles to Yuma, Arizona What you flush or wash down your sink canend up in Biosolids. You can help protect theenvironment. Find out more High Quality Biosolids Start at Home OC San closely monitors the day-to-day handling and operations of its biosolids contractors. Trucks hold approximately 25 tons of biosolids each and are inspected daily to ensure they are safe.Truck drivers undergo continual training. Also, the biosolids land application sites are regularly visited and must adhere to strict regulations. www.ocsan.gov Schedule Effective Feb 2021Revised: 3/16/21 During OC San’s wastewater treatment process, solids are filtered and settled out. The solids are treated to reduce bacteria and odor. Treated solids are called Biosolids. OC San strives to find ways to recycle this nutrient-rich, mud-like organic material. Every week, OC San ships between 40-60 truckloads of Biosolids to Tule Ranch to be used as soil amendment and fertilizer for animal feed crops.Did youknow?By returning carbon-rich biosolids to the soil, we “capture” the same amount of carbon dioxide that 9,500 acres of trees would remove from the atmosphere! That is equal to removing the truck emissions from burning 1.3 million gallons of gasoline. OC San TreatmentOC San TreatmentPlant No. 2Plant No. 2in Huntington Beach TuleTuleRanchRanch Poster 41 Brochure Environmental Protection Agency Graphic Contact OC San’s Control Center to inform them that the Collections staff arrived at the site. Step 1 Step 3 Step 4 Step 5 Step 6 Whom To Call Have the following information ready for the Control Center Operator: • Your name and position • Your direct phone number • Time and date that the spill was visually noticed • Spill Location i) Physical address if known and city ii) Cross-Streets or Reference Landmarks • Location of the flowing sewage such as manhole, cleanout, etc. • Is sewage flowing into or toward a storm drain? Required Information Additional information, if known:• Cause of spill? Roots, grease, construction, etc. • Initial volume of spill? Small (<1,000 gallons), medium (1,000 to 10,000 gallons), large (10,000 or greater gallons) • Spill start time and date if known Documentation Details Call OC San’s Control Center at 714.593.7025 Draw a rough sketch of wet area. Take pictures of: • Origin of spill • Storm drains and catch basins impacted by spill • Path of spill (show wet and/or dry areas) Communicate Remain on-site until OC San’s Collections staff arrives and coordinates a response. Follow up Step 2 SewageSpill ORANGE COUNTY SANITATION DISTRICT 06/2021 ResponseandNotificationProcedures INTERNAL PROJECTSOperations and Maintenance OCSDPlant No. 1 Reclaimable Treatment Train Non-Reclaimable Treatment Train EffluentJunction Box OCWD EQTank & Pumps GWRS GAP DiversionStructure OCWD EQTank & Pumps Ocean Outfall Booster Station Discharge Point 001 Reclaimed Water (Non-Potable) Reclaimed Water (Indirect-Potable) EFF-001 (Normal) EFF-002 (Maintenance) EFF-002 (Emergency) OCSD Plant No. 2 Recycle Flow Backwash INF-001 PlantInfluent INF-002 Backwash RO BrineWastes Exist 66-inch interplant line EFF-002 (Emergency) Discharge Point 002 Discharge Point 003 SARIInfluent OverflowWeirBox 42 BRANDING 43 BRANDINGCorporate Identity Corporate Identity Standards Manual Updated March 2021 Identity Standards OC San Logo 44 BRANDINGCorporate Identity 10844 Ellis Avenue, Fountain ValleyCA 92708-7018 • www.ocsan.gov 714.593.7119 (office) 714.478.5763 (cell) dcovarrubias@ocsan.gov (email) Daisy Covarrubias Principal Public Affairs SpecialistLetterhead Business Card 45 BRANDINGCorporate Identity TEAMS Generic Background TEAMS State of the District Background 46 BRANDINGCorporate Identity Tour Bus Branding 47 BRANDINGCorporate Identity S E W ER Manhole Sewer Lid Designs 48 Vehicle Signage BRANDINGVehicle Graphics Nerissa Signage 49 BRANDINGSignage Reception Desk Graphic OC San Door Graphics 50 BRANDINGSignage EN G I N E E R I N G LA B O R A T O R Y CO N S T R U C T I O N WE L C O M E Light Pole Banners 51 Website Home Page JOHN WITHERSChairman of the BoardOrange County Sanitation DistrictIrvine Ranch Water District JAMES D. HERBERGGeneral ManagerOrange County Sanitation District BOARD OF DIRECTORS Anaheim, Stephen Faessel • Brea, Glenn Parker • Buena Park, Art Brown • Cypress, Stacy Berry Fountain Valley, Patrick Harper • Fullerton, Jesus J. Silva • Garden Grove, Steve Jones Huntington Beach, Kim Carr • Irvine, Anthony Kuo • La Habra, Rose Espinoza • La Palma, Marshall Goodman Los Alamitos, Mark Chirco • Newport Beach, Brad Avery • Orange, Kim Nichols • Placentia, Chad Wanke Santa Ana, Johnathan Ryan Hernandez • Seal Beach, Sandra Massa-Lavitt • Stanton, David Shawver Tustin, Ryan Gallagher • Villa Park, Chad Zimmerman • Costa Mesa Sanitary District, Robert Ooten Midway City Sanitary District, Andrew Nguyen • Irvine Ranch Water District, John Withers Yorba Linda Water District, Brooke Jones • Orange County Board of Supervisors, Doug Chaffee PAO 06/2021 Plant No. 2 Poster BRANDINGSignage 52 Masthead Designs 3 things to knowOC SAN 3 OC SAN OC SAN BRANDINGEmployee Communication 53 BRANDINGCommunications AGENDA Welcome toOrange CountySanitation District Plant No. 1 Electronic Signage Memo Template 54 388 miles of sewers 480 square miles189million gallons per day2.6 million population20cities, 4 special districts 15 pump stations2treatment plants Our Service Area Our Facilities Reclamation Plant No. 1Fountain Valley Treatment Plant No. 2Huntington Beach BRANDINGCommunications PowerPoint Design 55 REPORTS 56 Annual Report Design REPORTS 57 BIOSOLIDS MANAGEMENTCOMPLIANCE REPORT ORANGE COUNTY SANITATION DISTRICT EPA 40 CFR Part 503 Year 2020 Plant No. 1 truck loading and centrifuge facilities with trickling filter clarifiers in the foreground. Biosolids Report Cover Design REPORTS 58 Budget Update Design Orange County Sanitation District, California FISCAL YEAR 2021-2022 BUDGETUPDATE REPORTS 59 CIP Annual Report Design Capital Improvement Program Orange County Sanitation District Fiscal Year 2019/20 ANNUAL REPORT REPORTS 60 Orange County, California Orange County Sanitation DistrictFirst Quarter Financial Report for the period ended September 30, 2020 Financial Report Cover Design REPORTS 61 Orange County Sanitation DistrictComprehensive AnnualFinancial Report for the year ended June 30, 2020 Orange County, California Financial Report Cover Design REPORTS 62 Financial Report Cover Design ORANGE COUNTY SANITATION DISTRICTMid-Year Financial Report for the period ended December 31, 2020 Orange County, California REPORTS 63 Orange County Sanitation District, California 2020 Asset Management Plan Asset Management Plan Cover Design REPORTS 64 Financial Report Cover Design ORANGE COUNTY SANITATION DISTRICTThird Quarter Financial Report for the period ended March 31, 2021 Orange County, California REPORTS 65 Investment Policy Report Cover Design INVESTMENT POLICY Calendar Year 2021 Adopted December 16, 2020 REPORTS 66 Resource Protection Annual Report Cover Design Orange CountySanitation District RESOURCE PROTECTION DIVISION Annual Report PRETREATMENT PROGRAM 2019-20 REPORTS 67 OTHERLogo Concepts for California Association of Sanitation Agencies (CASA) CASA WATERENERGY CASA Water EnergyCalifornia CASA WATERENERGY CASA Water EnergyCalifornia CASA Logo Design Public Affairs Office10844 Ellis Avenue | Fountain Valley, CA 92708 Website: www.ocsan.gov | Social Media: @ OCSanDistrict 06/21 7/1/2021 1 Public Affairs Year  End Report 2020‐2021 Presented by:  Jennifer Cabral,  Administration  Manager Legislative and  Public Affairs  Committee July 12, 2021 Public Affairs Office 2 1 2 7/1/2021 2 Jennifer Cabral, Administration Manager •Daisy Covarrubias, Principal Public Affairs Specialist  •Rebecca Long, Senior Public Affairs Specialist •Kelly Newell, Public Affairs Specialist •Belen Carrillo, Public Affairs Specialist  •Gregg Deterding, Graphic Designer  •Cheryl Scott, Administrative Assistant Extension of Our Team •Tanya Chong, Principal Staff Analyst (Engineering) •Jennifer Wein, Staff Analyst (Engineering)  •VIPs  Public Affairs Staff 3 PAO  Strategic Plan  4 3 4 7/1/2021 3 PAO  Strategic Plan  806 communication  pieces  30 speaking  engagements 10 awards  4 press releases  22 articles  755 social media  posts  OC Register Water  Insert  OC San logo –cont. 55 website post P1 Newsletter  36 tours Inside the  Outdoors –virtual   Year End Update  5 PAO  Strategic Plan  6 5 6 7/1/2021 4 PAO  Strategic Plan  40 Printed  Notifications 46 website  updates  7 Presentations  Outreach Audit  56 Leg. Bills  13 Federal Letter 4 State Letters 24 Letters of Support    Received  Monitoring Year End Update  7 COVID Response 12 GM Reports  GM Work Plan Strategic Plan Update  SOTD – 140 guests  (virtual)  Annual Report  4 Outreach Toolkits  12 Board Member  Speaking Points  8 Headquarters Building Branding  Annual Report  State of the District  Updated Video Library  Community Newsletter City Council Members Tour  Media Training   Grant Policy  Heritage Museum  Up Next 7 8 7/1/2021 5 For more information Visit us at: OCSan.gov Follow us: @OCSanDistrict Also on… 9 9 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2021-1618 Agenda Date:7/12/2021 Agenda Item No:3. FROM:James D. Herberg, General Manager SUBJECT: CONSTRUCTION OUTREACH COMMUNICATIONS AUDIT REPORT GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Construction Outreach Communications Review and Audit 2021. BACKGROUND As outlined in the Public Affairs Strategic Plan,one of the goals is to develop and implement outreach programs that will engage the communities affected by the Orange County Sanitation District’s (OC San)Capital Improvement Program (CIP)construction projects.To properly assess the effectiveness of the current program,an audit was conducted that consisted of internal and external surveys and interviews as well as a thorough review of outreach material and the communication process. RELEVANT STANDARDS ·Build brand, trust, and support with policy makers and community leaders ·Maintain influential legislative advocacy and a public outreach program ·Maintain collaborative and cooperative relationships with regulators,stakeholders,and neighboring communities PROBLEM OC San’s Construction Outreach Program has been in place for many years.Over time,programs can become stagnant and lose their effectiveness.Periodic assessments are necessary to determine the relevance and value of the programs and be able to make appropriate changes. PROPOSED SOLUTION Conduct a thorough review and audit of OC San's construction outreach communications,with the goal of identifying the program’s strengths,weaknesses,opportunities,and threats.Specifically, identify how well OC San communicates when relaying information regarding capital improvement projects and prepare to enhance communications for future projects. Orange County Sanitation District Printed on 7/1/2021Page 1 of 2 powered by Legistar™ File #:2021-1618 Agenda Date:7/12/2021 Agenda Item No:3. TIMING CONCERNS Several CIP projects are scheduled to commence in the next few months,having the assessment completed prior to the start of construction will allow changes and modifications,if necessary,to be made before outreach efforts begin. RAMIFICATIONS OF NOT TAKING ACTION OC San’s CIP is a critical component of the agency’s operations and communicating the benefits and necessity of the improvement programs is imperative to the success of each project and the program as a whole. PRIOR COMMITTEE/BOARD ACTIONS July 2020 - Approval of the Public Affairs Strategic Plan for Fiscal Years 2020-2022. ADDITIONAL INFORMATION A Consultant was hired to conduct the audit which consisted of material review and evaluation, internal and external interviews, a comparative review, and recommendations. FINANCIAL CONSIDERATIONS All items included are in the FY 2020-2022 Budget. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Construction Outreach Communications Review and Audit 2021 ·Public Affairs Strategic Plan for Fiscal Years 2020-21 and 2021-22 Orange County Sanitation District Printed on 7/1/2021Page 2 of 2 powered by Legistar™ 0 1 Dear Ms. Covarrubias: The Orange County Sanitation District (OC San) has continuously fulfilled its mission to protect public health by spearheading notable sewer treatment service projects throughout Orange County. As OC San continues to lead large-scale projects, it is important to the public and to the OC San Construction Outreach Team that the district is transparent and proactive with communications regarding pending and ongoing impacts and benefits resulting from OC San's Capital Improvement Program (CIP). As the team at the helm of both internal and external communications, OC San’s Outreach Team connects OC San and the public. Ensuring that your team has the resources, tools and insight to inform OC San's audiences is essential to the agency's ongoing success. To assist your office in gauging the effectiveness of your current community outreach communications and to assess any areas for growth, Communications LAB embarked on an audit of OC San's communications and construction outreach program in February 2021. Our intensive assessment consisted of three tasks: 1) an audit of OC San's existing communications materials, outreach program and tactics, 2) internal ascertainments (surveys and interviews with OC San's internal stakeholders) and 3) external ascertainments (surveys and interviews with OC San city partners, residents and business owners). We also analyzed public agencies with service areas or missions comparable to OC San. How well is OC San currently communicating with its ratepayers and city partners? How satisfied are stakeholders with OC San's outreach efforts during construction impacting their homes or businesses? What communication methods are most effective when communicating with stakeholders? These are some of the stakeholder perceptions we sought to understand. Given the scope of the data collected, this report is divided into eight sections: Section 1: Purpose of the Audit and Assessments, Section 2: Methodology, Section 3: Communications Audit, Section 4: Internal Ascertainments, Section 5: Community Ascertainments, Section 6: Comparative Review, Section 7: SWOT Analysis and Section 8: Key Recommendations. It is our goal to work with OC San's Construction Outreach Team to further strengthen OC San's community outreach efforts and optimize your agency's success. Sincerely, CEO, COMMUNICATIONS LAB 2 Section 1: Purpose of Audit & Assessments With 25 capital projects with a total construction value of more than $550 million during the 2020-21 Fiscal Year alone, OC San’s Construction Outreach Team is working diligently to deliver proactive, thorough and transparent communications. Despite OC San's readiness, in 2020, the COVID-19 pandemic brought about new communications challenges that effectively eliminated in-person interactions for more than 12 months, leading organizations like OC San and its partners to "think outside the box." Through these challenges, OC San’s Construction Outreach Team continued to have the unique responsibility of communicating project benefits and impacts to the public. In the face of new shifts in communication and given many projects on OC San's docket, the Construction Outreach Team felt the timing was right to conduct a thorough review and audit of OC San's construction outreach communications, with the goal of identifying the office's strengths, weaknesses, opportunities and threats. Specifically, we sought to understand how well OC San communicates when relaying information regarding its capital improvement projects. In this way, this forward-looking team can prepare their office and enhance communications for future projects. 3 Section 2: Methodology & Assessment Techniques Task 1: Audit: Let's Look Back There is no "one-size-fits-all" approach to community outreach. Each agency is as unique as its audience. To understand and effectively assess OC San's construction outreach communications, we began our engagement by taking a "snapshot" of OC San's past and current outreach efforts. As part of our approach, we requested information and content from past outreach efforts. This included collateral materials, electronic communications and tactical plans. OC San staff presented us with more than 30 communications materials, including flyers, PowerPoint presentations, notices, fact sheets, project maps, community surveys, postcards, brochures and newsletters. Communications LAB staff then analyzed each communication material presented. Among the metrics considered were platforms, tools, appropriate use for the targeted audiences, messaging, image/visual consistency, feedback loops and whether the communication material aligned with the outreach team’s stated community outreach goals. We also evaluated OC San's social media channels (Facebook, Twitter, Instagram and YouTube) to ensure that the platforms are effective and that messaging is consistent across platforms. Audit findings were recorded and will be explored further in our Audit Findings-Marketing Materials/Branding section (pg.16). Task 2: Internal Ascertainments: What do OC San's Internal Stakeholders Think? Before we delved into public opinions, we wanted first to understand how OC San's internal stakeholders view the construction outreach communications program. As the stakeholders with the most intimate knowledge of the program, it was necessary to gauge the feelings and opinions of this critical stakeholder pool before we looked outward. This internal assessment 4 consisted of surveys and interviews. Understanding the sensitivities that may come from expressing honest views about one's place of work, the survey and interviews were conducted with the understanding that individuals would not be named within the report, thereby encouraging honest feedback. Internal Survey Process: Working in conjunction with OC San's Construction Outreach Team, we quickly realized that there would be a need to design two internal surveys: Internal Survey I for a broad audience of internal stakeholders with varying degrees of knowledge regarding the construction outreach communications program and Internal Survey II, which included all of the questions posed in Survey I with three additional questions intended for staff who are part of the community outreach team. The extended survey questions specifically sought to measure workload and capacity. Internal Survey Questions: Internal Survey I consisted of 16 questions, while Internal Survey II consisted of 19 questions. Below are the questions posed: 1. How many years have you worked with OC San? 2. What is your affiliation with OC San? 3. How are you involved with OC San's community/customer communications? 4. In your opinion, what should be OC San's number-one goal as it seeks to inform community stakeholders of project benefits/impacts? 5. Construction Information: What do you think is OC San's best community outreach tool to relay construction information to the community? 6. Public Meetings: What do you think is OC San's best outreach tool to inform the community of public meetings? 7. Emergency Communications: What do you think is OC San's best community outreach tool to reach people in case of an emergency? 8. OC San's top community outreach strength is (select from the options provided) 9. Are there any areas where OC San's community outreach program can improve/grow? 10. If you answered YES or I am not sure to question 9, in what areas can OC San's community outreach program improve? 11. How could OC San reach a broader audience when conducting community outreach efforts, especially now that COVID-19 has restricted in-person outreach? Are there any tactics or strategies that you think OC San is not currently engaging in that would be more efficient? 12. What three words describe your working relationship with OC San's community outreach representatives/liaisons? 13. Do you feel you are given sufficient opportunities to provide input regarding the messages that are related to the community by the community outreach team? 5 14. What is the number-one complaint/a common complaint you hear from the community regarding OC San capital improvement projects? Anything outreach related? If this question does not apply to you, please write N/A in the box. 15. On a scale of 1-5 (5 being completely agree, 1 being completely disagree) rate your agreement with the following statements regarding the role of OC San's community outreach representatives/liaisons. 16. Is there anything else you would like us to know regarding OC San's current outreach program? Internal Survey II included the additional three questions: 1. If applicable to your OC San job responsibilities, on average, how many hours per week do you spend working on general OC San communications specific for outreach purposes (employees, community, board of directors) and or in preparation for messages going out to the same audiences? 2. If applicable, what OC San communications task takes the most of your time? 3. If applicable to your OC San job responsibilities, at this time, do you have any bandwidth/capacity to accommodate additional communications responsibilities? Copies of the surveys are available in Appendix A (Internal Survey I) and Appendix B (Internal Survey II). Internal Survey Distribution Overview: Audience: With the guidance of OC San staff, we identified a pool of 175 stakeholders to take Internal Survey I and seven stakeholders to take Internal Survey II. Platform: The survey was hosted on SurveyMonkey, a trusted and user-friendly platform that allows for in-depth data analysis. Distribution Method: Both surveys were delivered to internal stakeholders via a Constant Contact email. The email explained the purpose of the survey and directed stakeholders to the SurveyMonkey link with their corresponding survey. A copy of the email shared with stakeholders is available as Appendix C (Email Blast) Survey Window: Both surveys were distributed simultaneously on March 31, 2021. The survey window remained open for a period of 21 days through April 20, 2021. During this time, we sent three email reminders to encourage stakeholders to submit their feedback. Responses: At the conclusion of the internal survey window, we received 65 responses, 60 responses for Internal Survey I and five responses for Internal Survey II. Internal Interview Process: Building off the survey, we collaborated with the OC San staff to identify key stakeholders—such as board members, engineers, project managers, outreach 6 consultants and an assistant general manager— they felt would give meaningful, in-depth feedback on how they perceive the OC San's construction outreach communications. From March 8 to May 14, 2021, our team conducted six stakeholder interviews, which lasted on average 30 minutes, via Zoom. During this time, we sent four reminders to stakeholders inviting them to participate. Considering the varied experience of this diverse stakeholder pool, internal stakeholders were asked questions depending on their stakeholder category; the questions are included below and categorized by stakeholder group: Internal Interview Questions: All interviewees answered the following questions: 1. In your opinion, what is the number-one goal of OC San's community outreach program? 2. Of the following, what do you think is OC San's most efficient community outreach tool? i. Emails ii. Text Messages iii. Website iv. Mailed Flyers/Notices/Newsletters v. In-Person Presentations vi. Social Media 3. What would you say OC San does well with regards to community outreach? 4. Are there any areas where OC San's community outreach program can improve/grow? 5. How could OC San reach a broader audience when conducting community outreach efforts, especially now that COVID-19 has restricted in-person outreach? Are there any tactics or strategies that you think they're not currently engaging in that would be more efficient? For board members only: 6. Do you feel the updates you receive regarding OC San's Community outreach efforts are adequate in keeping you informed of what's happening in the community? 7. What are your overall expectations of OC San's Community Outreach program? For staff and contractors/consultants only: 8. What three words describe your working relationship with OC San's Community outreach representatives/liaisons? 9. Do you feel you are given sufficient opportunities to provide input regarding the messages that are related to the community by the community outreach team? a. Follow up: In your assessment, are there any opportunities for increased collaboration with the community outreach team? 7 10. (If applicable) What is the number-one complaint/a common complaint you hear from the community regarding OC San capital improvement projects? Anything outreach related? 11. On a scale of 1-5 (5 being completely agree, 1 being completely disagree) rate your agreement with the following statements: a. "OC San's Community Outreach representatives/liaisons play a critical role in the success of OC San's construction projects." b. "I view OC San's Community Outreach representatives/liaisons as partners whom I can work with to enhance my project's performance." c. "I understand that constant communication with OC San's Community Outreach representatives/liaisons regarding a project's status is key in the delivery of a successful project. For staff with first-hand knowledge, oversight of the program (Contractor & Agency Staff in oversight role) 12. (If applicable) On average, how many hours per week do you spend working on regular OC San communications vs. project-based communications? i. Follow up: What communications task takes the most of your time? 13. (If applicable) At this time, do you have any bandwidth to accommodate additional communications responsibilities? Task 3: External Ascertainments: What do OC San's ratepayers and partners think? The next critical step in our process was to gauge the opinions and experiences of external stakeholders— specifically ratepayers (residents and business owners) and city partners—who can provide first-hand accounts of their experience with OC San's construction outreach program. For these external ascertainment assessments, we conducted a similar two-pronged approach modeled after the internal assessment process. We designed a communications survey through the online platform Survey Monkey and interview questions for the pool of stakeholders identified. 8 Community Survey Process: Shifting our focus to external stakeholders, we worked with OC San staff to draft a community communications survey. The survey was intended to understand how effective OC San is when communicating project benefits/impacts to ratepayers impacted by sewer construction projects. The survey needed to be clear in what it sought to achieve and directed stakeholders to focus solely on their experience with OC San construction outreach communications, not with construction-related impacts such as noise levels, traffic restrictions, access limitations, etc. Construction-related impacts, while a priority, fell out of the scope of this assessment. To encourage honest opinions, we did not collect any names as part of this survey, but we offered stakeholders the opportunity to provide their home or business addresses. Community Survey Questions: The community survey consisted of 12 questions: 1. Is your address a business or residence? 2. Would you like to provide us with your address? 3. Which major OC San construction project has impacted your home/business? a. State College Sewer Construction (Anaheim/Fullerton) b. Westminster Blvd. Sewer Project (Seal Beach/Westminster) c. Fountain Valley Plant (Ellis/Euclid Avenue) d. Huntington Beach Plant (Brookhurst Street) e. Headquarters Complex (Fountain Valley) f. Not sure 4. Please indicate the level to which you agree or disagree with the following statements: a. I was notified before the project near my home/business began. b. I was informed of how the project would impact me (for example, noise, vibration, traffic, restricted turns into my track, etc.). c. Once the project began, I knew the anticipated project schedule and/or project duration. d. As the project was underway, I knew how to contact OC San with questions or concerns. 5. Did you have any contact with OC San staff during the project construction? 6. If you answered "yes" to question 5 above, please rate your level of satisfaction with the interaction(s) you had with OC San staff. (5 stars=very satisfied, 1 star=very dissatisfied) 7. Was there anything about the project that you wished you had known more about? Please type your response below. 8. OC San used the following methods of communication to reach out to residents affected by major construction projects. Please rate your level of satisfaction with the quality of the information you received or note that you did not receive/notice the form of outreach. 9 9. Overall, what was your level of satisfaction with OC San's efforts to keep you informed during the project that impacted your home/business? 10. In the future, what is the best way for OC San to inform you of the benefits/impacts of construction projects? (You may mark more than one option) 11. OC San engages community members and partner agencies (cities, districts, etc.) well before a construction project begins, often years in advance. Please share your level of familiarity with the following communications outreach efforts. 12. Is there anything else you would like us to know regarding OC San's communications outreach? A copy of the survey is available in Appendix D (Community Survey). Community Survey Distribution: Audience: With the guidance of OC San staff, we determined that this survey would be intended for the community at large and would be made available to any member of the public who accessed the survey link. Platform: The survey was hosted on SurveyMonkey, a trusted and user-friendly platform that allows for in-depth data analysis. Distribution Method: After discussing the distribution plan with OC San staff, we determined that the survey should be distributed via OC San's Facebook page and a text message to stakeholders on OC San’s distribution list. This would allow community stakeholders who have some level of engagement with OC San and its projects to participate in the survey. Survey Window: The community survey was distributed on April 26, 2021. The survey window remained open for a period of 14 days through May 10, 2021. At the conclusion of the survey window, we received 24 responses from throughout OC San’s service area. Community Interview Process: The last component of our community assessment was a series of interviews with ratepayers (residents and business owners) impacted by OC San projects and city partners in Anaheim, Seal Beach and Westminster. From April 29 to May 14, 2021, our team 10 conducted seven stakeholder interviews, which lasted on average 20 minutes, via Zoom. During this time, we sent two reminders to stakeholders inviting them to participate. Given the different experiences of residents compared to city partners, we developed two sets of questions catered to the stakeholder's experience. Again, when soliciting this public input, we made it clear that our assessment focused solely on construction outreach communications, not construction- related impacts. Community Interview Questions: Residents & Businesses 1. When the project began, were you aware that the Orange County Sanitation District (OC San) was the agency leading the construction of the project near your home/business? 2. OC San begins engaging stakeholders who will be impacted by projects years before the start of construction. Were you aware of or did you attend any of OC San's public meetings on the construction project near your home/business? 3. In your opinion, do you feel you were adequately notified before the project near your home/business began? What would be the appropriate time for advanced notification? 4. Did you understand how the project would impact you directly? (For example, were you informed of lane reductions, turn restrictions, vibrations, bus stop closures, night work, etc.) 5. Once the project began, did you know what was the anticipated project schedule/how long the project was scheduled to last? 6. Do you feel OC San kept you informed of new potential project impacts that arose during construction? 7. Are you aware that OC San has a 24/7 construction hotline for questions or concerns regarding construction? 8. How satisfied were you with your level of interaction with OC San's community liaison? 9. Did you feel that the information you received regarding the project was easy to understand—not enough/too much information? a. Did you feel the content gave you enough background information on the project? b. What information would you have liked to receive that you didn't get? 10. OC San uses many different methods of communication (mailed notices, door hangers, construction signs, social media, text messages, construction web pages, in-person presentations) to reach out to residents affected by major construction projects. What form of outreach did you receive? 11 11. What is the best way for OC San to contact you to share information regarding project benefits/impacts? (example: mailed notices, door hangers, construction signs, social media, text messages, construction web pages, in-person presentations) 12. Are you aware that OC San coordinates with cities to mitigate potential construction impacts to the community? 13. Overall, what was your level of satisfaction with OC San's outreach during the construction impacting your home or business? Any areas for improvement? City Staff: 1. What department do you work for? a. What is your current involvement with OC San's outreach team? 2. In your opinion, which city departments/offices/groups should the OC San community outreach team coordinate with in regard to community outreach? 3. Do you feel you were informed of new project updates in a timely manner? 4. (If applicable) What was the most common complaint you heard from the community regarding the OC San capital improvement project impacting your city? Anything outreach related 5. How can we reduce the number of calls going to your agency? How can OC San better support you? 6. Was there anything about OC San's Community Outreach approach you wish you had known more about? Anything OC San could have done better? 7. What would you say OC San does well with regards to community outreach? 8. Based on your interactions/communications with OC San, what do you think is the number-one goal of OC San's Community Outreach program? 9. How could OC San reach a broader audience when conducting community outreach efforts, especially now that COVID-19 has restricted in-person outreach? Are there any tactics or strategies that you think they're not currently engaging in that would be more efficient? For example, many public agencies have begun hosting virtual interactive town halls where residents can tune in to learn about a project and ask questions in real time. Is there anything you've seen that would make a great addition? 10. Is there anything else you would like to share with us? With the methods and framework of our assessments in place, we move on to discussing the findings of our audit and assessments. 12 Section 3: Communications Audit Background Since 1954, OC San has protected public health and the environment by providing effective wastewater collection, treatment and recycling. To achieve this mission, OC San leads many projects of varying duration, value and impact. In the last year and a half alone, OC San has invested $500 million in wastewater infrastructure throughout Orange County. To meet the ever-growing communication demands of OC San, the agency maintains a Public Affairs Office located in the General Manager's Office. The Public Affairs Office is responsible for OC San's media relations, internal and external communications, community relations, public education and outreach, social media, website, special events, agency branding, collateral materials, graphic design and crisis communications. The office's goal is to develop and manage a total communications program in accordance with OC San's Core Values and Strategic Plan. Communications LAB began our audit by first understanding the composition and role of the Public Affairs Office, which leads community communications. The Capital Improvement Project (CIP) construction outreach program is a collaborative effort between OC San’s Public Affairs Office and Engineering Administration staff. The CIP Outreach Program organizational structure is composed of one manager, two program leads and six support staff. Staffing Overview NAME TITLE RESPONSIBILITIES Jennifer Cabral Administration Manager ● Oversight of CIP Outreach Program. ● Coordination of communications with the Executive Management Team, Assistant General Managers, General Managers and Board of Directors. 13 Daisy Covarrubias Tanya Chong Principal Public Affairs Specialist Principal Staff Analyst (Engineering) Co-manage program including: ● Outreach plans ● Collateral materials ● Website development ● Social media ● Stakeholder engagement ● Coordinate with cities ● Complaint management, ● Day-to-day oversight of project activities, etc. Belen Carrillo Public Affairs Specialist ● Video creation ● Notification development ● Stakeholder identification ● Distribute information ● Social Media coordination Kelly Newell Public Affairs Specialist ● Notification development ● Stakeholder identification ● Distribute information Jennifer Wein Engineering Staff Analyst (Engineering) ● Notification development ● Stakeholder identification ● Distribute information Gregg Deterding Graphic Designer ● Graphic design Cheryl Scott Administrative Assistant ● Clerical support ● Invoicing ● Assist with distribution and miscellaneous tasks. Rebecca Long Senior Public Affairs Specialist ● Legislative relations/outreach ● NOTE: Staff is not typically involved in construction outreach except for crises or emergencies. Outreach Support OC San's Construction Outreach Team receives additional outreach support via sub-consultants provided by the project’s design consultant (i.e. State College Sewer Construction Program). They do not have a direct contractor/consultant relationship with OC San. 14 CATEGORY TITLE RESPONSIBILITIES Contractor Community Outreach Representative/Liaison ● Represent OC San ● Serve as the face of the community and the organization ● Develop and implement community outreach plan, ● Work in tandem with the technical team and contractors. ● Serve as reference for questions and updates about the project. ● Provide information to the public. ● Provide quick responses and resolutions to community concerns to keep the project moving forward. Current Projects At the time of this assessment, the Construction Outreach Team reported working on communications for the following construction projects. ❏ Four collections projects ❏ State College Sewer Construction (Anaheim) ❏ Westminster Blvd. Sewer Project (Westminster) ❏ Los Alamitos Trunk Sewer (Los Alamitos) ❏ Bay Bridge Pump Station (Newport Beach) ❏ Plant No. 1 (P1) Fountain Valley Headquarters ❏ Headquarters Complex Site Preparation ❏ Perimeter Security Project ❏ Overall P1 activity ❏ Plant No. 2 (P2) Huntington Beach ❏ GWRS ❏ Primary Clarifiers ❏ Food Waste ❏ Overall P2 activity Total reported: nine defined projects in addition to the overall activity at Plants No. 1 and 2 and small projects throughout OC San’s service area. Especially noteworthy are the four collections projects that have increased impact on the community. Two of these collections’ projects are active construction projects while the other two are in the pre- construction phase which also requires coordination and outreach. 15 Future Projects To understand the Construction Outreach Team’s future workload, we asked them to share a list of upcoming projects. A full list of projects planned is available in Appendix E (OC San Construction Advertising Schedule). Listed below are projects occurring over the next three to four years, which are expected to require more effort according to staff. Collections projects are of special importance to the team because they are within the community. Projects at Plant No. 1 and Plant No. 2 are of note because of their size, duration, and visibility or impact to neighbors. It is important to note that pre-construction outreach efforts begin well before construction begins, thereby expanding the outreach team’s workload far beyond what is listed below. ❏ Collections: ❏ Orange-Western Sewer Rehab (Anaheim, Buena Park, Cypress) –Start Year: 2021 ❏ Los Alamitos Trunk Sewer (Los Alamitos, Seal Beach) - Start Year: 2021 ❏ Gisler - Red Hill Interceptor Rehabilitation (Irvine, Santa Ana, Costa Mesa) - Start Year: 2022 ❏ Bay Bridge Pump Station and Force Main (Newport Beach) - Start Year: 2023 ❏ Seal Beach Pump Station (Seal Beach) – Start Year: 2023 ❏ Cypress Trunk Sewer east/west – Cypress, Los Alamitos, La Palma -2023 ❏ Taft Improvements (Orange) – Start Year: 2024 ❏ Plant No. 1: ❏ Headworks Rehabilitation - Start Year: 2021 ❏ Headquarters - Start Year: 2021 ❏ Perimeter improvements - Start Year: 2021 ❏ Plant No. 2: ❏ Ongoing GWRS activity ❏ Food waste ❏ Digester Rehab - Start Year: 2026 ❏ Clarifiers Replacement - Start Year: 2021 Total reported: 14 defined projects in addition to the overall activity at Plants No. 1 and 2 and small projects throughout OC San’s service area. Especially noteworthy are the seven collections systems projects, which will require extensive outreach efforts. In 2023 alone, OC San will have projects in Costa Mesa, Santa Ana, Irvine, Newport Beach, Seal Beach, Cypress, Los Alamitos and La Palma. 16 Audit Findings During our internal communications audit conducted in February 2021, we assessed OC San's existing communications materials, strategies, tactics, media tools, messaging, frequency of the message, platforms, image/visual consistency and metrics used for measuring results. From the beginning of the audit, it was evident that OC San had a strong construction outreach program. Community Outreach Plan When asked to share their community outreach plan, OC San presented an outreach outline in a document in draft form, available as Appendix F (Community Outreach Plan). The document detailed goals, the role of the community outreach representative/liaison, factors considered to determine outreach strategy, collateral material types, information to include in notices, distribution boundaries, notice schedules, methods of distribution, meeting types and other ways to keep stakeholders informed. The communications plan was analyzed by our team, which includes staff with decades of experience in community outreach and public noticing. We compared the plan to the outreach plans of similar public agencies we have worked with and determined the plan has clear goals, is thorough and considers the uniqueness of each project and the community impact. We recommend the Construction Outreach Team formalize the adoption of this outreach plan so that all staff within the team recognize it as the guide for all outreach efforts. ● Construction 24/7 Hotline In addition to the outreach plan, the office reported having a 24/7 Construction Hotline available in English and Spanish. Feedback received through the hotline is tracked by month and project. We reviewed the logs for the Westminster Sewer Project Construction Hotline for March 2020-February 2021 and the State College Sewer Construction log for December 2020. The records showed that the bulk of the community's concerns are related to construction impacts including debris, noise levels, detours and vibrations. ● In-Language Communications: Understanding that it serves a diverse community, OC San reported translating materials into Spanish, Korean, Chinese and Vietnamese based on the demographics of the impacted area. ● Media Relations: When questioned about outreach to local media outlets, OC San reported it does not typically inform the media of outreach projects. OC San mainly responds reactively to media inquiries. 17 Marketing Materials/Branding When asked to share outreach materials shared with stakeholders, OC San presented more than 30 collateral pieces. Each piece was analyzed to assess its effectiveness considering the following: communication platform, communication tools, target audience, visual consistency, messaging, the availability of a feedback loop and whether the piece was appropriate for the targeted audience. The full audit review is available in Appendix G (Audit Materials). Overall, the materials presented were deemed to be effective in both messaging and visual consistency. We also evaluated each piece to determine whether it aligned with the stated goals of the outreach team as memorialized in the draft outreach plan. All pieces followed a clear theme of orange and blue (colors found in OC San's logo) and were written using clear, user-friendly terminology. During this analysis, we found some instances where a project name differed from one piece to the next. It’s important to ensure that project names are the same across communications to avoid any confusion. Some communications utilized font colors and backgrounds that may be difficult to read, especially for older residents. We also discovered that while OC San has a Corp ID Standards Manual that serves as the style guide for the agency, it does not cover social media postings. Incorporating social media postings into the manual will help further establish OC San's internal and external position and will be explored further in this report. Social Media Following the evaluation of OC San's marketing materials, we evaluated OC San's social media channels to ensure alignment in messaging. We reviewed the following platforms: Facebook (@OCSanDistrict), Instagram (@OCSanDistrict), Twitter (@OCSanDistrict), and YouTube (@2OCSD). Overall, we found good use of social media, informative and engaging posts, with relevant content. There is also a consistent use of blue and orange colors and good use of dedicated hashtags (example: #ocsdstatecollege). OC San reported not using the paid features to promote its posts (boosts, ads). In our evaluation of social media graphics, we found that fonts and images vary significantly by post. For example, see the two Facebook posts below: Although social media posts should be unique, it is important to have some degree of visual consistency so that stakeholders who follow OC San's social media channels can recognize the communications as being those of the district. 18 Section 4: Internal Ascertainments Survey Takeaways The internal survey gave stakeholders numerous opportunities to share their personal opinions, feelings and observations. A full copy of the internal survey responses is available in Appendix H (Internal Survey I Responses) and Appendix I (Internal Survey II Responses). Because the questions for both internal surveys were the same, except for three supplemental questions asked of staff who are part of the outreach team, we aggregated the data of the questions that were the same for both groups. From these 65 responses, we collected several key takeaways. There was a virtual tie regarding what respondents see as the outreach team’s top strength: ❏ 37% of respondents believe OC San's top community outreach strength is informing the public prior to the start of construction to minimize surprises and complaints, while 32% felt OC San's top community outreach strength is demonstrating respect, concern and good faith by quickly responding to address issues and providing reasonable solutions to concerns or complaints. 19 ❏ When asked about OC San's goals as it seeks to inform the community, there was a pattern in the goals identified. Transparency, increased understanding of project benefits/impacts, advance notifications, proactive communications and informing residents of the value of OC San projects were the most common goals stated. Effective Communications Platforms ❏ Construction Information: 52% of respondents believe 'Mailed Flyers/Notices and Newsletters' are the top outreach tool to relay construction information to the community. ❏ Public Meeting Information: 59% of respondents believe 'Mailed Flyers/Notices/Newsletters' are the top outreach tool to relay public meeting information to the community. ❏ Emergency Communications: 51% of respondents believe "Text Messages" are the top outreach tool to reach people in case of an emergency, followed by "Social Media," which was selected by 19% of respondents. Areas for Improvement Internal Survey I 20 Internal Survey II ❏ 68% of combined respondents were "not sure" when asked if there were any areas where OC San's community outreach program could improve/grow. ❏ Among those stakeholders who had a recommendation for improvement, more virtual outreach options was selected as the top recommendation, followed by increased partnerships with community organizations and improved internal communications between OC San team members. Reaching Broader Audiences ❏ When asked how OC San could reach broader audiences, especially following the COVID-19 pandemic, respondents mentioned social media more than any other outreach method, followed by emails and OC San's website. Views Regarding the Construction Outreach Team ❏ Staff who are not part of the Construction Outreach Team used overwhelmingly positive adjectives to describe their working relationship with the outreach team/liaisons; among the most mentioned descriptors were “good,” “collaborative” and “helpful.” ❏ Among the outreach team, respondents used words like “teamwork/collaborative,” “strong” and “transparent” to define the working relationship within their team. 21 Opportunities for Input ● 60% of OC San staff who are not part of the Construction Outreach Team reported feeling they are given sufficient opportunities to provide input regarding the messages relayed to the community by the outreach team. (See chart below) Perceived Value of Outreach Team ❏ OC Staff who are not part of the Construction Outreach Team understand the value of the team’s efforts. 22 ❏ 86% of respondents completely agree or agree that outreach representatives play a critical role in OC San's success of OC San's Construction Projects. ❏ 85% completely agree or agree that OC San's outreach representatives/liaisons are partners who enhance the performance of OC San projects. ❏ 86% completely agree or agree that regular communication with OC San's outreach representatives/liaisons regarding a project's status is important in the delivery of a successful project. Top Complaint: ❏ The number-one complaint heard from the community regarding OC San capital improvement projects is “noise and traffic.” Neither complaint is outreach related. Interview Takeaways ❏ Internal stakeholders interviewed had an overwhelmingly positive opinion of OC San's outreach efforts and team. ❏ Comparatively, interviewees who have worked with other agencies believed OC San stands out for the quality of their outreach. ❏ When asked about the perceived number-one goal of OC San's efforts, interviewees believe OC San's goal is to be proactive, inform residents about impacts and who to contact; OC San should also take ownership of its projects - owning the communication channels with community stakeholders. ❏ Best Communications Methods: While there was no consensus on which outreach tool is most efficient, social media, mailers (especially for older residents), emails and text messages were the most mentioned. ❏ A few interviewees felt that the website might not be the ideal method to communicate information. ❏ What does OC San do well with regard to community outreach? ❏ Responsiveness - OC San staff are responsive to resident concerns and requests and conduct communications in a personalized manner. ❏ Prioritizing public impacts - When choosing between contractor preference or community impacts, OC San focuses on resolving public impacts, which can at times result in redesigns, something which engineers understand. ❏ Interviewees believe OC San can reach a broader audience through webinars, social media, flyers, emails and text messages. ❏ Interviewees describe their relationship with OC San as “responsive,” “productive,” “easy,” “successful,” “positive,” “proactive,” “professional” and “caring.” ❏ The top complaints received are not outreach related and focus on construction, from the length of the project to traffic and businesses concerned about access. 23 ❏When asked to rate the role that OC San's outreach representatives play on a scale of 1-5, all interviewees gave staff a rating of 5, meaning they “completely agree” that the outreach team plays a crucial role. Areas for improvement identified by internal stakeholders: ❏Streamline In-Person Community updates: A board member identified the opportunity to streamline in-person presentations by focusing more on information that residents may be interested in (ex. project impacts). The stakeholder felt that at times, in-person presentations can get "too into the weeds" with staff providing too many technical details. ❏Content Package: Board member did not recall receiving any direct information from OC San in their capacity as a council member in one of the cities impacted y one of OC San's most recent construction projects. ❏Contractors are reportedly not following agreed-upon plans. ❏Expand Partnerships with Community Partners by using existing websites of community partners to share impacts to the community (cities, schools, Angels- notify residents via their website). Notes from the interviews with internal stakeholders are available as Appendix J (Internal Interview Notes) Section 5: Community Ascertainment Survey Takeaways We shifted the second portion of our assessment outward to gauge the opinions of community stakeholders. As with the internal ascertainments, we worked with OC San's community outreach team to identify external stakeholders who could provide insight into the program. We began our external assessment with a community survey. A copy of the complete survey responses is available in Appendix L (Community Survey Responses). From these 24 community responses, we collected several key takeaways. ❏54% were impacted by the State College Sewer Construction, 38% were impacted by the Westminster Blvd. Sewer Project and 4% were impacted by the Huntington Beach Complex project. 24 ❏ 79% completely agreed or somewhat agreed with the statement "I was notified before the project near my home of business began." The remainder of the respondents "neither agree nor disagree." None disagreed with the statement. ❏ 79% completely agreed or somewhat agreed with the statement "I was informed of how the project would impact me." ❏ 83% completely agreed or somewhat agreed with the statement "Once the project began, I knew the anticipated project schedule and/or project duration." ❏ 75% completely agreed or somewhat agreed with the statement "As the project was underway, I knew how to contact OC San with questions or concerns." 13% somewhat or completely disagreed with the statement. (See chart below) ❏ The average satisfaction rating from residents who interacted with OC San staff was 3.3 out of 5 stars. (See star rating below) NOTE: in our experience, most residents who interact with an agency during a construction project tend to report problems/concerns that may impact their perceived satisfaction. 25 ❏ Noise, project duration and vibration are some of the topics on which residents would like more information. Effective Communications Platforms ❏ 43% of residents reported not noticing OC San's social media posts. Of those who noticed, only 33% reported being somewhat or very satisfied with the quality of social media communications. ❏ 44% of residents reported not seeing OC San's in-person presentations. Of those who reported noticing in-person presentations, only 39% reported being somewhat or very satisfied with the quality of the information. ❏ 86% of residents reported being somewhat or very satisfied with text messages. ❏ 70% of residents reported being somewhat or very satisfied with the construction web pages. ❏ 71% of residents reported being somewhat or very satisfied with the quality of information of the emails. (See chart below for details) 26 ❏ Overall, 83% of residents reported being very or somewhat satisfied with OC San's efforts to keep them informed during the project that impacted their homes/businesses. (See chart below for details) ❏ Residents identified text messages as the top platform to learn of project benefit/impacts. (See chart below) 27 ❏ 52% of residents reported not being aware that OC San has a 24-hour construction hotline. ❏ 50% of residents knew that OC San coordinates with city partners to mitigate impacts to the community and that the agency hosts public meetings to review impacts before a project begins. (See chart on next page for details) Interview Takeaways External interviewees included staff from city agencies who partner with OC San in Anaheim, Seal Beach and Westminster, as well as residents and business owners in the areas above. These three cities have been impacted by some of OC San’s recent construction projects. City Partners Interview Takeaways: ❏ City partners have a favorable view of OC San's outreach team and trust that staff handles city and resident inquiries promptly. ❏ City partners believe OC San has a strong outreach program when compared to other agency partners (County of Orange, Caltrans). ❏ City partners believe OC San does a good job coordinating with construction services in the respective cities through project status meetings. ❏ The most common complaint received is once again not outreach related but rather regarding the duration of the project, traffic and business impacts. ❏ City partners would like to see better construction management as contractors are reportedly not following agreed-upon plans (for example: beginning new segments 28 without first finishing construction of segments already underway or changing construction schedules). This can impact the ability to notify the affected area/neighborhood. ❏ While there is a recognition that there are issues with the contractors and subcontractors, OC San's outreach team receives high marks. ❏ The outreach team is identified as OC San's "shining star." ❏ City partners believe current methods of communication are effective. ❏ Partners believe the number-one goal of OC San's community outreach program is keeping people informed. ❏ Text messages and online platforms were highlighted as effective platforms. Areas for improvement identified by City Partners: ❏ Construction Signs: ❏ Use more changeable message signs. ❏ Use more updated project maps (assuming the schedule is followed). ❏ Consider posting more "big boards" so that those who drive through construction areas recognize the project as being an OC San improvement and can have access to contact information (phone number and website). ❏ PIO Communications: Build relationships with city public information officers who can push out notifications via city platforms. ❏ Streamline In-Person Community Updates: When conducting in-person presentations, engineers may over-explain things. City partners would like to see a focus on community impacts, mitigation efforts and resources for affected residents. ❏ Contractor/Subcontractor Relationships: There are reported disagreements between city partners and OC San regarding project specifications and restrictions on contractors. Business and Resident Interview Takeaways ❏ Residents interviewed had an awareness of OC San's role in the project that impacted their homes/businesses. ❏ Residents felt they were informed in a timely manner of the project and impacts and gave OC San's outreach team and community liaison high marks for communications responsiveness. ❏ Emails were identified as a great method of communication. 29 Areas for improvement identified by residents/business owners: ❏ Vibration Notifications: Residents reported unexpectedly high levels of vibration. They would have liked to understand more about this particular impact before construction began. ❏ Coordination with Cities: Residents reported that construction projects were conducted back-to-back, causing extended construction periods in their neighborhood. ❏ Updates: A business owner interviewed would have liked to receive more regular updates; the interviewee was not aware of the availability of website sign- ups for project updates. ❏ Damages (not outreach related): One interviewee reported property damage allegedly caused by construction, specifically vibration, and is seeking compensation for the repairs. As of now, the interviewee reported this matter has not been resolved in his favor. ❏ A second community member reported similar property damage, but in that case, the contractor has reportedly agreed to repair the damages. Both residents were impacted by the State College Sewer Construction project. NOTE: In both instances it is important to note that damages reported to OC San are forwarded to the contractor for follow up and handling as required by the contract. As the construction contractor is required by contract to indemnify OC San, the district does not determine if claims are approved or denied. Notes from the interviews with external stakeholders are available in Appendix K (External Stakeholder Interview Notes). Construction Outreach Team Capacity Assessment As OC San looks towards the future and takes on more large-scale projects that impact the community directly, having a robust construction outreach program is as important as having the right sized team. With this in mind, we sought to understand the workload of the current team executing outreach tasks, as well as identify what tasks take the most time and what additional capacity (if any) is available. For this assessment, we asked staff who are part of the Construction Outreach Team six supplemental questions: 1. Please describe your role (job duties) within the OC San Public Affairs Office. 2. Which of your job responsibilities takes the most of your time? 30 3. At this time, do you have any bandwidth/capacity to accommodate additional communications responsibilities? 4. Is there any job duty with which you would like assistance/outside support? 5. Are there any additional resources that you need to be successful in your current role? 6. Is there anything else you would like to share with us? Assessment Takeaways ❏ Three staff who execute outreach tasks reported having no additional capacity. ❏ One staff member would like outside support generating social media content. Upon request, Communications LAB can provide information on how some Orange County public agencies receive external social media support. ❏ We recommend OC San explore staffing support options to meet the future needs of the Construction Outreach Team, especially as three members reported having no additional capacity and there are projects in the next three to four years that will generate a significant workload. Section 6 reviews how other public agencies with missions and outreach programs comparable to OC San structure their public outreach divisions. This information may be helpful as OC San’s looks to strengthen its staffing. A copy of the supplemental survey responses summarized above can also be found as Appendix N: Supplemental Survey-Outreach Staff Section 6: Comparative Review After completing our internal and external assessments, we wanted to understand how OC San's construction outreach program measures up to comparable public agencies. We compared and contrasted each agency to the efforts of OC San to understand if there were any strategies, tools, or tactics that may be appropriate for OC San to pursue. The agencies reviewed were: ● Los Angeles Sanitation District (LASAN-City of Los Angeles) ● Los Angeles County Sanitation Districts (LACSD) ● Orange County Water District (OCWD) ● Orange County Transportation Authority (OCTA) Our review consisted of assessing project websites, notices, flyers, community meeting videos, methods of sending notifications and social media accounts/platforms. A full copy of this review is available in Appendix M (Agency Comparison). 31 Review Takeaways ❏ Overall, OC San's outreach program is similar in scope and quality to that of the agencies analyzed. ❏ OC San's "construction program projects" page is under the "residents" tab, which requires some extra navigation. OCTA and LASAN have project tabs available on their main page, which makes locating the information easier. ❏ To register for text messages, OC San requires residents to visit the project website; OCTA simplifies the enrollment process by allowing residents to register by texting a number provided on outreach materials (example: Text SouthOCInfo at 67076) ❏ OCTA and LACSD post virtual community meetings and construction updates on their websites/social media where residents can view them at any time to learn about a project. ❏ LASAN and LACSD use the platform NextDoor to share updates with residents. ❏ LASAN features a "community collaboration section" on their project pages, which details their outreach and mitigation efforts. ❏ LACSD’s in-person construction update presentations include neighborhood councils, breakfast clubs, rotary clubs, chambers of commerce and neighborhood association updates. This information is subsequently published on project pages. ❏ OC San's Facebook presence is almost the same as OCWD and LACSD. LASAN has 13K followers and OCTA has 6K followers. ❏ OCTA and LACSD create project-specific social media pages to keep residents informed. ❏ LACSD posts construction update videos and updates in Spanish on their project web pages. ❏ OCTA partners with Waze.com to provide navigation updates, construction alerts and detour information through project areas. ❏ LACSD provides a “request a presentation” option on their project pages to request presentations before a group/organization. Agency Staffing Comparison In addition to evaluating communications, we collected staffing information from the public information sections at LASAN, LACSD, OCWD and OCTA. Our goal is to provide OC San with an overview on how agencies with comparable outreach programs and missions are staffed. Los Angeles County Sanitation District (LACSD) LACSD’s Public Information Section is within the Facilities Planning Department and is composed of 11 staff: 32 LACSD’s PIO reported that they have recently filled the Graphic Artist Specialist vacancy. One of the two graphic artists may get promoted to the Graphics Production Coordinator position (a lead position) but they reported they will try to get by with two graphics specialists. They are also seeking to fill the intermediate typist clerk position once they return to the office. The typist clerk position fields calls and manages tour logistics. Los Angeles Sanitation District (LASAN) LASAN’s Public Affairs Office has a unique composition. LASAN’s Public Affairs Office is funded by LASAN but serves the entire Department of Public Works, Los Angeles City Council Board Offices and Bureaus. The office is currently staffed by eight members: ● One Public Information Director (PID) ● 1 Graphics Supervisor ● 1 Graphics Designer ● 3 three Principle PR Reps ● 1 PR Specialist ● 1 Part time temporary admin According to LASAN’s PID, the current staffing composition of their department is below their desired levels. As background, six years ago, the department had 12 positions and one consultant: ● 3 Public Information Officers ● 3 Graphic Designers ● 3 Principal PR Reps 33 ● 3 PR Specialists ● 1 Full Time Admin/Consultant Orange County Water District (OCWD) OCWD’s Public Affairs Office is within the General Manager’s Office and has an existing staff of eight composed of: Orange County Transportation Authority (OCTA) OCTA’s Community Relations Unit is composed of 10 staff and three interns: ● Department Manager ● Section Manager III ● Four Principal Community Relations Specialist ● Senior Community Relations Specialist ● Three Community Relations Specialist ● Three Interns Contractor Work Parameters As part of this assessment, OC San staff asked our team to poll external agencies on how they decided to seek outside contract support. We identified the following scenarios: ● Project-based support- when an agency needs targeted support for a project to enhance its capacity, it is often more cost efficient to hire a contractor for a limited period than to hire a new staff member. 34 ● Specialty services - agencies often utilize contractors to assist with work in specialty areas such as video production, graphic design and social media management. Section 7: SWOT Analysis Upon completion of the internal, community and capacity assessments, our next step in the process was to conduct a SWOT analysis of the organization to identify its strengths, weaknesses, opportunities and threats as it relates to OC San's Construction Outreach. The SWOT analysis is available in Appendix O: SWOT Analysis Section 8: Key Recommendations and Look Ahead Key Recommendations ❏ Adopt OC San Outreach Plan OC San's Construction Outreach Team presented a thorough and effective outreach plan in draft format. If not already adopted as the official outreach plan, the team should formalize the adoption of this plan so that all staff uses it as their outreach guide. The plan should be evaluated and updated accordingly as new communications platforms and needs arise. ❏ Virtual Outreach Options Time and again, OC San stakeholders expressed an interest in expanded virtual outreach options, especially following the COVID-19 pandemic. While stay-at-home orders have been lifted and some regular activities have resumed, the pandemic set a standard for virtual information availability that will not soon disappear. With this in mind, we recommend that OC San consider the following virtual outreach options, which would make information available to a wider audience. ❏ Virtual community meetings/workshops- OC San can use the same information presented at community meetings and archive the content on the social media channels and website. This will allow residents who cannot attend in-person meetings to meet the project managers and receive information in a more personalized manner. These programs can be live or pre-recorded presentations. ❏ Simplify Text Message Registration Text messages were overwhelmingly selected by 88% of community respondents as the top communication platform to receive information on project impacts. They also had a 35 high satisfaction rating among those who reported receiving these communications. OC San already provides a mechanism for residents to register for project updates, but this requires a visit to the OC San website. Agencies like OCTA offer residents the option to register for a project update via text message by texting a number rather than visiting the website. This mechanism simplifies the enrollment process. The text message enrollment information can be included in OC San’s existing collateral pieces. ❏ Incorporate Social Media into OC San Corp ID Standards Manual During our internal analysis, we discovered some inconsistencies in the graphics and fonts used in OC San's social media communications. We found that while OC San has a Corp ID Standards Manual that serves as the style guide for the agency, it does not cover social media postings. Social media channels are, in our assessment, one of the top communication platforms. As such, social media guidelines should be incorporated into OC San’s Corp ID Standards Manual as soon as possible to ensure that communications follow a consistent style and build upon OC San's digital footprint. ❏ Set Budget for Social Media Advertising to Expand Reach To increase the visibility of OC San's social media posts (which 43% of community stakeholders reported not noticing), we recommend that the agency consider allocating a budget to take advantage of the basic advertising features available on Facebook and Instagram. Organic reach on Facebook and Instagram is low across the board, meaning that a post may only reach a small portion of the intended audience. With projects of large-scale impact ongoing and on the horizon, OC San can easily boost posts or run ads that target areas geographically. Beyond ensuring that ratepayers see information on social media, some platforms, like Facebook, allow targeting of audiences who have recently visited or traveled through an area; this feature would allow OC San to target commuters traveling through impacted areas, thereby expanding OC San’s reach. In the same manner that a budget is allocated for mailed notices, we recommend that a budget should be set to inform stakeholders on digital platforms. ❏ Improve In-Person Presentations To address the concerns raised by some stakeholders regarding too much detail in OC San's in-person presentations and the low satisfaction reported among those who reported seeing the presentations, we recommend that community presentations are more focused, zeroing in on community impacts and reducing construction-focused portions led by engineers. These presentations would also be a good opportunity to tout OC San's ongoing efforts to mitigate impacts on residents and business owners. This would help increase awareness among residents, 50% of whom reported not knowing that OC San coordinates with city partners to mitigate impacts to the community and that the agency hosts public meetings to review impacts before a project begins. ❏ Highlight OC San Efforts to Mitigate Project Impacts 36 Focusing on the 50% of stakeholders who reported not knowing that OC San coordinates with city partners to mitigate impacts and hosts public meetings before a project begins, we believe there is an opportunity to increase awareness by showcasing OC San’s robust mitigation efforts on existing project pages. LASAN devotes a section on its project page to highlight its efforts to mitigate impacts to the community, from signs inviting patrons to visit businesses to information booths. The message is clear when one visits the project page: LASAN works with the community. OC San can easily implement this recommendation showcasing its robust mitigation efforts on project pages and social media channels. ❏ Develop Monthly Content Packages for Stakeholders Various stakeholders spoke of the importance of OC San distributing information through community partners. Many community agencies have existing communications channels like newsletters and social media channels to share OC San news. We recommend developing a monthly content package with timely updates that can be shared with city council members, public information officers and community partners, especially in areas impacted by large construction projects. ❏ Establish Clear Communications Expectations with Contractors The biggest threat the Construction Outreach Team faces is, unfortunately, one out of its control. Time and again, we heard stakeholders speak of contractors not following agreed-upon plans. It is imperative that at the onset and throughout these projects, OC San delineates expectations for contractors. The Construction Outreach Team is only as effective as the information it receives. If a contractor does not inform OC San of changes in the project construction schedule, this impacts the team’s ability to inform residents promptly, which can, in the long run, erode trust. ❏ Evaluate Public Affairs Office Staffing/External Support In the next three to four years, OC San will embark on at least six collections projects of significant impact to the community in a wide geographic area. This does not include projects at Plants No.1 and No.2, which will also require community outreach. An evaluation of the capacity of the outreach team revealed that three staff members do not have additional bandwidth to take on new responsibilities and one of them would like support generating social media content. At this time, it may be warranted for OC San to assess the staffing structure of the outreach team, specifically the responsibilities assigned to the three staff who reported they are at capacity. Three staff in the outreach team reported they have additional bandwidth, so there may be room to reassign responsibilities to these team members. OC San may also explore outside support/contractor options to strengthen the team’s capacity. Communications LAB can present options as to how some public agencies receive external support. Fiscal Years 2020-21 and 2021-2022 STRATEGICPLAN PUBLIC AFFAIRS 1 Introduction The Orange County Sanitation District’s (OCSD) Public Affairs Office (PAO) is responsible for creating, organizing, and disseminating all internal and external communication. The primary objective of our Public Affairs team is to deliver messages that are accurate, transparent, and designed to foster public trust and confidence. An integrated Public Affairs Strategic Plan is essential to deal effectively with the variety of audiences we serve. The Public Affairs staff provides services and tools and implements programs to meet the communication needs of several audiences for OCSD. This includes planning and implementing media relations; website and intranet site content; construction outreach; elected officials, and government relations; internal communications, education, and outreach; and graphic development. The Public Affairs Office has created a Strategic Plan for Fiscal Years 2020 - 2022. This Plan is developed based upon the principles of OCSD’s Mission of protecting public health and the environment and will support the implementation of OCSD’s Strategic Plan. This Plan offers a vision to unify our communication efforts and focus resources to achieve the greatest impact and greatest results. This plan was created amidst the COVID-19 pandemic thus resulting in modifications to the goals and objectives. Much of what is planned and created by this group is based on external factors and therefore outside of our control. The Public Affairs Office will follow the guidance set forth by Management and the Board of Directors to carry out OCSD’s messaging and support our member agencies. Background Information The Orange County Sanitation District represents 20 cities, 4 special districts and a portion of the unincorporated County of Orange. This area represents a community of 2.6 million people with approximately 550,000 customer accounts. Unlike most public agencies where there is direct contact with customers, at the Orange County Sanitation District, billing occurs through the County of Orange property tax bills. Therefore, the Sanitation District, must work through other means to communicate with the public and the rate payers. We have a 25-member Board of Directors, and over 600 employees within six departments with various goals and objectives. While these groups work independently on a variety of projects, the goal of the Public Affairs Office is to provide support and messaging that is consistent throughout the agency so that we are one voice, representing the same overall goals, and portraying the same brand. 2 While there are many challenges with serving such a large and diverse customer base, there are also great opportunities working through the strategies laid out in this Plan. Public Affairs Team The division is staffed with six full-time employees and overseen by the Manager. Jennifer Cabral, Administration Manager Daisy Covarrubias, Principal Public Affairs Specialist Rebecca Long, Senior Public Affairs Specialist Kelly Newell, Public Affairs Specialist Belen Carrillo, Public Affairs Specialist Gregg Deterding, Graphics Designer Cheryl Scott, Administrative Assistant Each of these staff members carry out specific functions to meet the communication goals and objectives laid out in this Plan. Situation Analysis • There is a global pandemic occurring which has shifted the way we operate and perform our mission of protecting public health and the environment. As we learn to navigate the recovery phase and move into new social distancing norms, our communication efforts will be modified accordingly to meet the needs of the agency, community, and workforce. • Due to COVID-19, close to 50 percent of staff is working remotely. The uncertainty of the pandemic creates unknown future work conditions for staff. These circumstances impact the ability and method of communicating and reaching employees, thus alternative communication techniques must be explored and implemented. • OCSD is in the third year of a five-year rate program, with a scheduled 1.2 percent increase in fees to take effect July 1. Due to the economic impacts of COVID-19 the rate increase for Fiscal Year 2020-2021 will be delayed with no significant financial impacts to OCSD operations. • There could potentially be a significant turnover of board members in 2020. Succession management and onboarding for the board members is critical for the success of this agency. 3 • During the COVID-19 pandemic, OCSD has sustained its operational, planning, and preparation efforts to ensure there is no lapse in service today or in the future. As an essential service, OCSD has continued to execute the Capital Improvement Program (CIP) to keep the regional projects on schedule that are enhancing our entire service area. In Fiscal Year 2020-2021 OCSD is on track to bid and issue $500 million of construction contracts for over 35 projects. Mission The Public Affairs Office is committed to communicating information about OCSD in a timely, accurate and accessible way to the employees, the Board of Directors, our member agencies, the public, and the news media. • We are committed to open, honest, clear, and respectful two-way communication with our audiences. • We are dedicated to informing others about how OCSD serves the public and protects the environment. • We are committed to outstanding customer service by responding to requests quickly and efficiently. • We are dedicated to teamwork and collaboration as well as being creative and taking the initiative to be out in front of issues. Audiences This Public Affairs Plan focuses largely on four primary audiences. • Internal o Board of Directors o Executive Management Team o Employees o Retirees • The Public o Ratepayers o Member Agencies o Residents, Businesses, Commuters Impacted by OCSD Construction o OCSD Neighbors in Fountain Valley and Huntington Beach o Schools and Students o Tour Groups 4 • Industry o Water/Wastewater Agencies o Trade Organizations o Trade Media • Influential Public o Local, State, and Federal Elected Officials o Environmental Groups o Local Media Agency Key Messages • OCSD is committed to protecting public health and the environment by providing effective wastewater collection, treatment, and recycling. • OCSD is more than a wastewater treatment facility, we are a resource recovery facility making use of all our byproducts. • OCSD is dedicated to exceeding wastewater quality standards used for resource recovery. • OCSD is committed to proper planning to ensure that the public’s money is wisely spent. • OCSD’s assets are monitored and evaluated regularly to ensure top performance and timely replacement. • OCSD values communicating our mission and strategies with those we serve and all other stakeholders. • OCSD will provide reliable, responsive, and affordable services in line with our customer needs and expectations is a top priority for OCSD. • OCSD focuses on creating the best possible workforce where safety, productivity, customer service, and training are a top priority. • OCSD has worked very hard to create an integrated planning environment which begins with the expectations of its Board of Directors and flows down to the work product of each employee. We have worked hard to assure our staff members are communicating and providing transparent services to each other in support of the plan. 5 • OCSD has developed an integrated Planning/Asset Management system that allows for intentional, thoughtful decision making to maintain current operations while adding resilience and meeting new challenges. • OCSD has an organizational structure with informal relationships between employees that allow for collaboration toward common goals. Public Affairs’ Goals for Fiscal Year 2020/21 and 2021/22 1. Optimize communication with our internal audience including those operating in the field with limited time to access online communication. 2. Continue to build OCSD’s reputation as infrastructure leaders in the wastewater and resource recovery industry. 3. Cultivate relationships with traditional and social media journalists and influencers to promote OCSD’s programs and initiatives. 4. Enhance OCSD’s image and branding by utilizing proper messaging in external communication pieces such as OCSD’s website, presentation, digital media, and advertising. Maintain a positive experience and image for our visitors. 5. Identify and implement avenues for education and outreach within OCSD’s service area to further promote OCSD as a resource recovery agency, promote OCSD’s mission and promote career opportunities within the wastewater industry. 6. Develop and implement outreach programs that will engage the communities affected by OCSD construction projects. 7. Participate in proactive engagement in legislative advocacy efforts that could impact OCSD and the wastewater industry. 8. Monitor, track, and apply for grants available and that make business sense to OCSD. 9. Ensure that local elected officials, member agencies, stakeholders, and OCSD Board Members are actively engaged in the work of OCSD. 10. Ensure the Public Affairs Office serves as the primary spokesperson for OCSD during normal business and crisis scenarios and facilitates the dissemination of information. 11. Ensure the General Manager and Assistant General Managers are supported with information necessary to communicate to the varied OCSD audiences. To achieve these goals, the Public Affairs Office presents the following strategies and tactics, along with the primary staff assigned to that area. While individual staff members are the key contacts for each of the goals, the team works collectively and collaboratively, reflecting our core values. Our staff recognizes the key role we play at OCSD, not only communicating 6 information, but also teaching and consulting others and serving as a resource to our Board of Directors, employees, the wastewater industry, and our member agencies. As we navigate through the pandemic recovery efforts, the team will follow this plan, and make necessary modifications to effectively communicate OCSD’s strategic direction. Flexibility is implemented into this plan to deal with the dynamic situation we are all in. Public Affairs Strategies and Tactics 1. Category: Employee Communications Program Manager: Rebecca Long, Program Coordinator/Support: Kelly Newell, Belen Carrillo, Gregg Deterding, and Cheryl Scott Goal (what): Optimize communication with our internal audience including those operating in the field with limited time to access online communication. Objective (measure): Create employee engagement by utilizing the identified communication methods to share agency wide messages. Increase the availability of employee communications by five percent based on previous plan’s goals. Strategy (why): We value open and honest communication with our employees. PAO is committed to various efforts aimed at keeping OCSD employees informed about important topics, increasing the overall quality of communications to our employees while tying the business aspects of the agency with the human-interest side. Tactics (how): • Keep information on MyOCSD homepage current, relevant, and useful for OCSD employees by working with the various Departments to gather information that should be shared. • On a regular basis, staff will continue to support various departments with their communication and outreach needs. • PAO will produce six Pipeline newsletters per year with a goal of circulation by the third week of the publication month. • PAO will track Volunteer Incentive Program (VIP) points for all participating employees and coordinate the VIP appreciation celebration. • Create employee recognition and celebratory events throughout the year that comply with new social distancing guidelines, may include small in-person gatherings and virtual events. To include but not limited to the Annual Holiday Lunch, the Harvest Festival, and VIP Celebration, etc. 7 • Continue with the Honor Walk program which acknowledges retired staff and past Board Members for their contribution to OCSD. The recognition event will be hosted every other year starting in 2021. • Write and coordinate the 3 Things to Know email blast to be distributed to all staff each Monday. • Produce monthly Digester bulletin. • Coordinate and produce two Town Hall meetings (live and/or pre-recorded) to keep employees informed and engaged. • Host organizational awareness lunch-n-learns monthly to keep staff informed about agency programs and initiatives. • Research and identify an agency-wide digital message system to provide messages in staff areas across both plants and the Mt. Langley office space. Implementation to occur in Fiscal Year 2021-2022. 2. Category: Industry Experts Program Manager: Daisy Covarrubias Program Coordinator/Support: Kelly Newell, Gregg Deterding, and Cheryl Scott Goal (what): Establish and solidify OCSD’s reputation as infrastructure leaders in the wastewater and resource recovery industry. Objective (measurable): Increase participation in strategic organizations through conferences, networking activities and awards by five percent. Strategy (why): To build positive public perception and confidence among our various audiences. Tactics (how): • Encourage participation and presentation in conferences. • Encourage and support award application submittals. • Publicize and coordinate award acceptance logistics. • Track all awards won by OCSD by keeping a master list. • Track and promote staff abstract’s and publications. 3. Category: Media Relations Program Managers: Daisy Covarrubias and Rebecca Long Program Coordinators: Kelly Newell, Belen Carrillo, Gregg Deterding, and Cheryl Scott 8 Goal (what): Cultivate relationships with traditional and social media journalists and influencers. Objective (measurement): Increase media coverage with positive stories about OCSD. Strategy (why): While a presence in the community is important to putting a face on our agency, media (traditional and social) is equally important with a broader reach and a more direct line of communication. Tactics (how): • Annually update media list to stay current and fresh. • Develop a press kit to be online and interactive. • Build a calendar of news release topics of interest to the public and stakeholders. • Invite media for a facility tour (virtual or small group). • Develop media strategies for important events, decisions, or actions. e.g. CIP Campaign (see details in Category 6: Capital and Maintenance Outreach) • Conduct media training for Board leadership, EMT and key staff members. • Generate weekly (3-5 times) social media posts about the good things happening at OCSD with focus on OCSD’s accomplishments and mission. • Continue with social media campaigns #OCSDatWork, #What2Flush, and those currently supporting ongoing efforts. 4. Category: Agency Branding and Messaging Program Manager: Daisy Covarrubias Program Coordinators/Support: Gregg Deterding, Kelly Newell, and Cheryl Scott Goal (what): Enhance OCSD’s image and branding by utilizing proper messaging in external communication pieces such as OCSD’s website, presentations, digital media and advertising, which includes maintaining a positive experience for OCSD visitors. Objective (measure): Launch a rebranding campaign for a new logo and a modified name over the next two fiscal years. Update collateral material, signage, website, social media accounts, and promotional material as appropriate and as it is used. Include in messaging that OCSD’s official name remains Orange County Sanitation District. Maintain the lobby(s) current and informative with relevant information, i.e. displays, awards case, etc. Strategy (why): A cohesive voice, message, look, and feel are critical to the public perception that an organization holds with its community. A positive and pleasant in-person experience reinforces OCSD’s culture and Core Values as well as showcasing OCSD as industry leaders, and a well-run organization, leaving behind the stigma of typical government agencies. 9 Tactics (how): • Update and maintain the corporate identity manual to provide guidance on use of the logo, name, use of fonts, and graphics. • Keep website current with informative news stories posted weekly. • Provide presentations, consultation, and advice on the branding and image of OCSD. • Develop new key messages focused on new branding logo and name. • Develop new collateral materials around the key messages. • Incorporate OCSD’s messaging and branding into all external presentations. • Explore advertising options to inform public of agency efforts and role in economic development. • Fulfill all requests for graphics, photos, and logos. • Conduct second phase of community poll to determine name recognition and reach. • Develop an online community newsletter for digital distribution within our service area to increase awareness of OCSD, our programs, and initiatives. • Develop a branding plan for the new Headquarters Building. • Maintain the lobby wall in the Administration Building at Plant No. 1 and the Operations Center at Plant No. 2 with OCSD’s current branding and messaging. • Rotate flags on light poles along Street Parkway on a biennial basis. • Keep the award display cabinet up to date by rotating awards. • Keep the retiree display in the Administration Building hallway up to date. On an annual basis collect the names of the retirees and update the display board. • Maintain and coordinate the installation of Honor Walk bricks on a biennial basis. • Display collateral material in a neatly and organized manner displayed with current and relevant information. 5. Category: Educational Outreach Program Manager: Rebecca Long Program Coordinators/Support: Kelly Newell, Belen Carrillo, Gregg Deterding, and Cheryl Scott Goal (what): Identify and implement avenues for education and outreach within OCSD’s service area to promote OCSD’s mission and vision. Objective (measurement): Create and identify new educational opportunities including virtual events and webinars to promote and educate the community on OCSD’s work and the essential service provided. Strategies (why): To further promote OCSD as a resource recovery agency, promote OCSD’s mission and promote career opportunities within the wastewater industry. 10 Tactics (how): • Execute the Inside the Outdoors contract for Fiscal Year 2020-2021 to continue OCSD’s educational program including the Sewer Science program to 500 students within Orange County and introduce them to OCSD’s pilot virtual tour program. • Implement virtual tour program in lieu of physical tours of the plant which are temporarily suspended due to COVID-19. An estimated 1,000 participants will take part in the virtual tour program per year. • Evaluate the participation of community events due to COVID-19 restrictions. Once events are rescheduled within OCSD’s service area, participation will be evaluated to determine safety for staff, and overall impact and reach. • Continue to encourage and promote the Volunteer Incentive Program to have a pool of staff that volunteer for events and speaking engagements that OCSD participates in. • Expand OCSD’s speaker’s bureau to provide a wider set of speakers available. • Create a Public Service Announcement (PSA) Contest – work with local colleges and high schools in our service area to create a promotional PSA for OCSD on a biennial basis. Obtain a minimum of 20 individual and/or group entries. • Implement a Wastewater 101 Academy for our ratepayers, fellow agencies, and influential public to showcase OCSD operations and initiatives. Host a minimum of four (4) sessions per cycle. • Research and obtain a Mobile Educational Unit utilize at public events that helps generate greater understanding of the wastewater process and OCSD’s messaging. 6. Category: Capital and Maintenance Outreach Program Managers: Daisy Covarrubias and Tanya Chong from Engineering, Program Coordinators/Support: Belen Carrillo, Kelly Newell, Gregg Deterding, and Cheryl Scott Goal (what): Develop and implement outreach programs that will engage the communities affected by OCSD construction projects. Objective (measurement): Develop, implement, and provide outreach support for over 20 capital projects scheduled to break ground in fiscal years 2020/2021 and 2021/2022 within 12 cities. Strategy (why): Form a positive presence in the community prior to the start of construction projects or maintenance activities that is personal and proactive. Provide impacted community with information ahead of construction activities. Inform them of the benefits and need for the project to gain support and understanding of the necessary construction. 11 Tactics (how): • Proactively offer briefings and community meetings to impacted neighborhoods, civic groups, businesses, schools, churches, and other institutions within the project area on an as needed basis. • Launch CIP Campaign to highlight the efforts of the program and the financial contributions to the local economy. • Explore the option of placing advertising pieces in communities/areas impacted by construction. • Respond to inquiries within a 24-hour period. • Provide project description and notifications to impacted residents at least two weeks before construction begins. • Update collateral materials, fact sheets and website with current construction information on an as needed basis. • Maintain ongoing communications with city staff and Board Members on current and upcoming construction outreach projects in affected cities. • Maintain ongoing communications with impacted residents within the project area through collateral material (e.g., flyers, door hangers, emails, text alerts, social media posts, etc.). • Measure customer satisfaction through a construction outreach survey to be distributed at the close of construction programs. 7. Category: Legislative Affairs Program Manager: Rebecca Long Program Coordinator/Support: Kelly Newell, Gregg Deterding, and Cheryl Scott Goal (what): Proactive engagement in legislative advocacy efforts that could impact OCSD and the wastewater industry. Objective (measure): Continue positive relationships with local, state, and federal officials through facility tours, meetings, and bill tracking as stated in the Legislative Plan. Strategy (why): Legislative advocacy is an important aspect of our business. Having relationships and being actively involved, providing input and OCSD’s perspective on potential legislature can and does directly affect OCSD and our business. The Public Affairs Office is responsible for executing the Board approved Legislative Plan, which is updated on an annual basis. In addition, staff is responsible for tracking state and federal legislation, managing the Sanitation District’s legislative advocates, and seeking appropriations and grants. 12 Tactics (how): • Develop and implement Annual Legislative Plan in the second quarter of each fiscal year. • Track bills and maintain a priority list of key legislation. • Provide regular updates to the Legislative and Public Affairs Committee on state and federal matters. • Host legislative tours. • Engage in Advocacy Days in Sacramento and Washington DC twice a year. • Take positions on bills that could affect OCSD or the industry. • Work with industry organizations on state and federal issues to ensure OCSD’s positions are communicated. • Partner with industry organizations to co-host virtual events and activities. • Manage the legislative advocates’ contracts and facilitate regular communication between lobbyists, staff, and the Board of Directors. 8. Category: Grants Coordination Program Manager: Rebecca Long Program Coordinator/Support: Kelly Newell, Gregg Deterding, and Cheryl Scott Goal (what): Monitor, track, and apply for grants available to OCSD. Objective (measure): Apply and obtain grants for qualified OCSD projects and programs. Strategy (why): Outside funding is important in moving OCSD projects and programs forward. With ongoing attention to government spending, it is vital for OCSD to apply for and secure grants to offset costs when available. Tactics (how): • Apply for two grants a year based on availability. • Develop Grant Policy during fiscal year 2020-2021. • Research grant opportunities and report out to the Legislative and Public Affairs Committee. • Seek appropriations and grants and provide support to other divisions seeking grant funding. • Secure letters of support. • Publicize grant awards received. • Create and measure outcomes. 13 9. Category: Local Government Affairs Program Manager: Daisy Covarrubias Program Coordinators/Support: All PAO staff Goal (what): Ensure that local elected officials, member agencies, stakeholders, and OCSD Board Members are actively engaged in the work of OCSD. Objective (measure): Provide at least two communication tools per month. Strategy (why): Keeping OCSD’s influential public engaged in OCSD’s projects and accomplishments are critical to the support and success of our agency. Tactics (how): • Provide Board of Director’s with speaking points following every OCSD board meeting that can be used when reporting back to their respective councils and community groups. • Facilitate an orientation for new Board members. • Develop and keep a current list of monthly informational presentations. • Maintain an informational presentation video library for the Board of Directors on key agency topics. • Provide regular reports to the Legislative and Public Affairs Committee. • Develop OCSD’s Annual Report. • Publish a Five Minutes Per Month, each month. • Coordinate presentations to each member agency. • Participate in government affairs committees. • Invite new council members within OCSD’s service area to take a tour of OCSD. • Create and distribute quarterly outreach tool kits for member agency PIOs to help them easily share and disseminate information about OCSD. • Host a “State of the District” event for influential leaders throughout the infrastructure and water/wastewater industry, including virtual option. 10. Category: Crisis Management Program Manager: Rebecca Long Program Coordinators/Support: All PAO Staff Goal: Ensure the Public Affairs Office serves as the primary spokesperson for OCSD during normal business and crisis scenarios and facilitates the dissemination of information. 14 Objective: Ensure that the PIOs in the PAO can respond in a crisis. Provide a crisis communication training course every two years by an outside consultant and an annual refresher course by staff. Strategy: It is imperative during a crisis that OCSD be proactive and provide clear and effective messaging to employees, public, and the media. Tactics (how): • Maintain an updated crisis communication plan including regular briefings with staff to identify possible issues and responses. • Maintain and update PAO’s Continuity of Operations Plan (COOP). • Work with Risk and Safety Management on Public Affair’s role in an emergency, including our role via the Integrated Emergency Response Plan. • Ensure proper procedures are in place for Board, employees, and public notification. • Maintain updated contact lists for resource, member, and partnering agencies to coordinate and assist during crisis. • Develop protocols on everyday PAO tasks to facilitate the operations of the group in a time of crisis. 11. Category: General Manager Support Program Manager: Daisy Covarrubias Program Coordinators/Support: All PAO Staff Goal: Ensure the General Manager and Assistant General Managers are supported with information necessary to communicate to the varied OCSD audiences. Objective: Develop monthly communication pieces on behalf of the General Manager. Ensure General Manager (or designee) is participating and involved in promoting OCSD’s initiatives. Strategy: Collaborate with the General Manager to prepare communication and messaging that reflects the mission and vision of OCSD. Tactics (how): • Assist the General Manager and the Assistant General Managers with keeping the Board Members informed and up to date with OCSD activities. • Assist in the development of the General Manager’s Monthly Report. • Develop talking points for Board and Committee meetings. • Develop material and speaking points for presentations and speaking engagements. • Support the development of the OCSD Strategic Plan. • Assist in the development of the General Managers Annual Work Plan. 15 •Manage Ask the GM questions submitted. •Coordinate and support VIP tours guided by General Manager and Assistant General Managers. Closing Comments This plan is a broad outline of the Public Affairs Office program. As new issues arise, new functions and duties will evolve as well. The role of the Public Affairs Office is to stay ahead of issues, be responsive and flexible to meet the needs of the agency. We will adjust our program accordingly. Appendix A. Highlights of Performance Results from Fiscal Years 2018/2019 -2019/2020 B. Public Affairs Portfolio Fiscal Year 2019/2020 16 Appendix A: Highlights of Performance Results from FY 2018/2019 and 2019/2020 • Over 75 construction outreach pieces distributed regarding specific CIP projects reaching over 155,0000 people • 800 internal communications publications: 3 Things to know email, Digester, Pipeline and MyOCSD • 11 internal events • 18 published news releases • Over 30 articles mentioning and/or focusing on OCSD • 1,350 Social Media posts reaching over 400,000 people • 85 Website posts • 17 Community Events reaching nearly 12,000 people • 54 Speaking Engagements (8 career days) • 283 Tours reaching approximately 4,534 guests • 1,700 students reached via Sewer Science Program • 22 Agency Awards Received • 2 State of the District events reaching 215 guests • 2 grants were successfully applied for and received totaling $42,000 for Headquarters Project and Tour Signage • 40 legislative bills monitored and tracked • 4 Federal Position letters and 12 State Position letters issued • Governor agreed with 2 of our bills/positions: o SB 212: Jackson. Solid waste: pharmaceutical and sharps waste stewardship. o SB 1440: Hueso. Energy: biomethane: biomethane procurement New Tactics Introduced • Member Agency Outreach Toolkit • Board Member Speaking Points • Virtual Town Hall • Orange County Polling • Communications Audit • Paid Advertisement – OC Register Water Insert • Regional Outreach Program (CIP) • Tour signage Public Affairs Division10844 Ellis AvenueFountain Valley, CA 92708 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2021-1737 Agenda Date:7/12/2021 Agenda Item No:4. FROM:James D. Herberg, General Manager SUBJECT: PUBLIC AFFAIRS UPDATE FOR THE MONTHS OF MAY AND JUNE 2021 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Public Affairs Update for the months of May and June 2021. BACKGROUND Staff will provide an update on recent public affairs activities. RELEVANT STANDARDS ·Maintain influential legislative advocacy and a public outreach program ·Build brand, trust, and support with policy makers and community leaders ·Maintain collaborative and cooperative relationships with regulators,stakeholders,and neighboring communities ·Listen to and seriously consider community input on environmental concerns PROBLEM The Orange County Sanitation District (OC San)is well-recognized within the water/wastewater industry;however,within our service area there is limited knowledge by our customers of the important work we do to protect public health and the environment.In general,the customers we serve do not realize that when they improperly dispose of waste into the sanitation system,it can negatively affect our sewer lines,our treatment plants,and the quality of water we supply to the Groundwater Replenishment System. PROPOSED SOLUTION By providing tours,community outreach,education,and general communication via OC San’s website,social media outlets,and direct mailings,we can educate the community,local agencies, and businesses on our messaging such as the What2Flush program,energy production,water recycling,biosolids,and our source control program.This,in turn,helps improve the quality of wastewater that is recycled or released to the ocean. Orange County Sanitation District Printed on 7/1/2021Page 1 of 3 powered by Legistar™ File #:2021-1737 Agenda Date:7/12/2021 Agenda Item No:4. RAMIFICATIONS OF NOT TAKING ACTION If we do not educate the community,local agencies,and area businesses about OC San,we may not have the support necessary to deliver our mission. ADDITIONAL INFORMATION ACTIVITIES FOR THE MONTHS OF MAY AND JUNE 2021 Celebrated Public Works Week During the month of May,OC San celebrated Public Works Week acknowledging the various departments throughout the agency and the hard work done to provide an essential service.This year’s theme was Stronger Together,although physically distanced,OC San staff remained together throughout the year and supportive of one another. Plant No. 2 Newsletter As part of the ongoing outreach efforts to keep Plant No.2 neighbors informed and engaged,another issue of the Neighborhood Connection Newsletter was distributed in the Spring.Over 1,400 residents in Huntington Beach,Costa Mesa,and Newport Beach receive this publication.The newsletter includes updates on the ongoing construction of the new primary clarifiers,the Orange County Water District’s GWRS project,the new odor control facility,and the new power distribution center. The current and previous issues are available on our website at www.ocsan.gov/plant2. Construction Outreach The Anaheim and Westminster communities continue to receive information regarding the infrastructure improvements of the Westminster Blvd.and the State College Sewer Construction projects.Notifications,website updates,email alerts,text alerts,and social media posts are all part of the outreach effort to inform and educate the public of the necessity and benefits of OC San's Capital Improvement Program. Presentations During the months of May and June,staff presented at Corona Del Mar High School and at the California Water Environmental Association Conference on Predictive Maintenance Program. AWARDS Budget Presentation Award OC San has been awarded the Distinguished Budget Presentation Award from the Government Finance Officers Association for the current fiscal period.This award is the highest form of recognition in governmental budgeting.This is the 27th consecutive year OC San has received the award. Platinum Peak Performance Award This is OC San’s 4th year receiving this award issued by the National Association of Clean Water Agencies (NACWA).It recognizes member agencies for achieving 100%water discharge permit compliance over a consecutive five-year period. Orange County Sanitation District Printed on 7/1/2021Page 2 of 3 powered by Legistar™ File #:2021-1737 Agenda Date:7/12/2021 Agenda Item No:4. ATTACHMENTS The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Outreach and Media Summary Report - May and June 2021 ·Presentation Orange County Sanitation District Printed on 7/1/2021Page 3 of 3 powered by Legistar™ Outreach and Media Summary May-June 2021 O C SAN P u b l i c A f f a i r s O f f i c e Outreach Report May and June 2021 Date Tours Attendees Tour Guide 05/18/2021 OC San/ OCWD Joint Tour 72 Jim Herberg/ Mike Marcus 05/19/2021 UCI 5 Andrew Brown 05/28/2021 Public Tour 9 Mike Zedek Date Speaking Engagements/Events Attendees Presenter 06/2/2021 Corona Del Mar High School 23 Dickie Fernandez 06/10/2021 CWEA Presentation 100 Adam Newsom Project Area Construction Outreach Notifications # of People Reached Website Posts and Text Alerts Anaheim 1 printed notice 9500 4 website posts / 4 text alerts Newport Beach 1 printed notification 23 Huntington Beach Newsletter 1500 Westminster 4 website posts / 3 text alerts External Communications Distribution # of People Reached 5 Minutes PerMonth 2 434 Board Member Talking Points 2 50 Website Posts 14 posts 171 views Facebook 51 posts 5,000 Twitter 24 tweets 8,000 Instagram 51 posts 5.4k likes LinkedIn 5 posts 39 people Table of Contents OUTREACH REPORT…………………………………………………………PAGE 1 FACEBOOK POSTINGS ……………………………………………...............PAGE 2 TWITTER POSTINGS …………………………………………………………PAGE 10 INSTAGRAM POSTINGS………………………………………………………PAGE 12 LINKEDIN POSTINGS………………………………………………………....PAGE 16 NEWS ARTICLES……………………………………………………………………………. PAGE 19 Facebook Posts May-June 2021 Graphs of Page Likes, Post Reach and Total Views for May-June 2021 Twitter Posts May-June 2021 Instagram Posts May- June 2021 LinkedIn Posts May- June 2021 Article Date Resource Link A nasty pandemic problem: More flushed wipes are clogging pipes, sending sewage into homes 23-Apr-21 Washington Post https://www.washingtonpost.com/local/traffican dcommuting/flushable-wipes-clogging- sewers/2021/04/23/5e8bbc82-a2c9-11eb-a774- 7b47ceb36ee8_story.html Bay Bridge Pump Station Update 3-May-21 Newport Beach Independent https://www.newportbeachindy.com/newport- beach-city-manager-week-in-review-for-may-1/ OC beaches closed by sewage spills in 2020 among fewest seen in 33 years 6-May-21 OC Register https://www.ocregister.com/2021/05/06/oc- beaches-closed-by-sewage-spills-in-2020-among- fewest-seen-in-33- years/?utm_email=A454C573F43894F1152715F6 21&g2i_eui=l8ZHYW4a%2fBw8O3YhgUl3Joes79w Orange County Water District's PFA's Pilot project recognized as exemplary program by Association of California Water Agencies 14-May-21 Press Release https://www.ocwd.com/media/9778/ocwd- receives-acwa-clair-hill-award-for-pfas-pilot- program.pdf Newport Beach Wastewater Pump Station Set for Eventual Replacement 18-May-21 Epoch News https://www.theepochtimes.com/newport-beach- wastewater-pump-station-set-for-eventual- replacement_3820605.html CapLinked Announces New Government Clients 25-May-21 Press Release https://www.globenewswire.com/news- release/2021/05/25/2235436/0/en/CapLinked- Announces-New-Government-Clients.html Battle lines drawn in fight over region’s water czar 8-Jun-21 OC Register Battle over Southern California water czar is clash between old vision and new, observers say – Orange County Register (ocregister.com) 7/1/2021 1 Public Affairs Update May and June 2021 Presented by: Daisy Covarrubias,  Pr. Public Affairs Spec.   Legislative and  Public Affairs  Committee July  12, 2021 • Member Agency Outreach Toolkit • Public Works Week • Plant No. 2 Newsletter • Construction Outreach Audit • Tour Bus branding • 5 minutes per month •Awards What We Did Tours 3 tours / 86 guests 2 speaking engagements Social Media Twitter: 24 tweets / 8k impressions Facebook: 51 posts / 5k reach Instagram: 51 posts / 5.4k likes LinkedIn: 5 posts/ 39 likes 2 1 2 7/1/2021 2 What We Are Doing 3 • Construction Outreach • Los Alamitos Sewer • Orange-Western Sewer • Westminster Blvd. Sewer • Headquarters Project • P1 Perimeter Wall • Inside the Outdoors • Updated Factsheets • P1/P2 Newsletters This award is the highest form of recognition in governmental budgeting, representing the dedication to preparing comprehensive annual financial reports. Awards 4 Recognizes OC San achieving 100 percent water discharge permit compliance over a consecutive five-year period. Celebrates OC San’s commitment to sustainable, successful programs that exemplify the attributes of an effectively managed utility. 3 4 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2021-1734 Agenda Date:7/12/2021 Agenda Item No:5. FROM:James D. Herberg, General Manager SUBJECT: LEGISLATIVE AFFAIRS UPDATE FOR THE MONTHS OF JUNE/JULY 2021 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Legislative Affairs Update for the months of June/July 2021. BACKGROUND The Orange County Sanitation District’s (OC San)legislative affairs program includes advocating OC San’s legislative interests;sponsoring legislation (where appropriate);and seeking Local,State,and Federal funding for projects and programs.Staff will provide an update on recent legislative and grant activities. RELEVANT STANDARDS ·Maintain influential legislative advocacy and a public outreach program ·Build brand, trust, and support with policy makers and community leaders ·Maintain collaborative and cooperative relationships with regulators,stakeholders,and neighboring communities PROBLEM Without a strong advocacy program,elected officials may not be aware of OC San’s mission, programs, and projects and how they could be impacted by proposed legislation. PROPOSED SOLUTION Continue to work with Local,State,and Federal officials to advocate OC San’s legislative interests. Help to create/monitor legislation and grants that would benefit OC San,the wastewater industry,and the community as a whole.To assist in our relationship building activities,we will continue to reach out to our elected officials providing facility tours,one-on-one meetings,and trips to Washington D.C. and Sacramento. Orange County Sanitation District Printed on 7/1/2021Page 1 of 2 powered by Legistar™ File #:2021-1734 Agenda Date:7/12/2021 Agenda Item No:5. RAMIFICATIONS OF NOT TAKING ACTION If we do not work with Local,State,and Federal elected officials,legislation could be passed that negatively affects OC San and the wastewater industry as a whole.Additionally,a lack of engagement may result in missed funding opportunities. ADDITIONAL INFORMATION ·The Senate confirmed by a vote of 55-43 the nomination of Radhika Fox to be the Assistant Administrator for the Office of Water at the US Environmental Protection Agency.OC San is in support of this position and as such sent a letter of support on May 12,2021.Fox will oversee a host of programs in this role including the treatment and regulation of PFAS. ·Governor Newsom issued an Executive Order which provides timelines and end dates on various existing executive orders.Of note,Executive Order N-29-20,which provides flexibility to state and local agencies and boards to conduct their business through virtual public meetings during COVID-19, will be effective through September 30, 2021 ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·Federal Update - ENS Resources ·Federal Legislative Matrix - ENS Resources ·State Update - Townsend Public Affairs ·State Legislative Matrix - Townsend Public Affairs ·Grant Matrix Orange County Sanitation District Printed on 7/1/2021Page 2 of 2 powered by Legistar™ Page 1 TO: Rebecca Long FROM: Eric Sapirstein DATE: June 21, 2021 SUBJECT: Washington Update Following the collapse of White House discussions on infrastructure, a bipartisan group of twenty Senators announced an agreement on a framework to fund traditional infrastructure. However, it continues to be uncertain if enough votes exist in the Senate to move such an agreement that would be significantly less than the approach in the American Jobs Plan. At the same time, the House continued its march toward a July 4th deadline to vote on an infrastructure package. The House and Senate are continuing to develop fiscal year (FY) 2022 spending bills irrespective of the larger infrastructure effort with a dubious goal of finalizing spending by the October 1, 2021 deadline when the fiscal year 2022 begins. The following summarizes the past month’s activities in Washington. Infrastructure Negotiations Falter as House Prepares for July 4 Deadline on Infrastructure Policy Despite hopes that discussions between the White House and Senate Republicans would find common ground on infrastructure funding levels and taxes, the collapse of these discussions makes an ongoing bipartisan Senators’ effort to develop a compromise the last best hope for an agreement. Absent success, it would appear highly likely that reconciliation will be the mechanism to move a bill through the Senate. Senate committees are drafting legislative language to fund infrastructure under a reconciliation measure, indicating that efforts to ensure passage by any means are taking shape. In the House, passage of clean water, water recycling, clean energy, and drinking water authorizations have been developed with committee consideration completed for the most part. Page 2 For OC San, the key provisions of note in these bills (H.R. 1915, H.R. 3404, and H.R. 1848): $40 billion for clean water state revolving loan fund (SRF), smart water technology adoption grants, workforce development grants, ratepayer assistance grants, grants to support correction of sanitary sewer overflows (SSO) and combined sewer overflows (CSO) needs, and water recycling grants assistance. Of special note, funding would be authorized to support clean water agencies develop and implement Per- and polyfluoroalkyl substances (PFAS) related pretreatment programs. It is highly anticipated that these various water infrastructure bills will be combined into a larger infrastructure package and acted upon by the full House by July 4. As noted earlier, the Senate approved its version of water infrastructure assistance (S. 914). This bill would be more limited in its funding levels compared with the House approach. S. 914 would provide $16 billion for each of the clean water and drinking water SRFs and $50 million Water Infrastructure Finance and Innovation Act (WIFIA) program assistance. Water recycling assistance would be authorized through U.S. Environmental Protection Agency (USEPA), but at a much lower level compared to the House approach. Water Scarcity in the West Focus of House Hearing; OC San Lauded for Its Work on GWRS The House Committee on Natural Resources, Subcommittee on Water, Oceans and Wildlife, convened a hearing to review the challenges of the persistent drought and the value of alternative water supply projects to address the ongoing western states’ drought conditions. The hearing can be viewed at: https://naturalresources.house.gov/hearings/remote-wow-oversight-hearing_may- 25-2021 During the hearing, testimony from Orange County Water District’s (OCWD) General Manager noted that with the support OC San the Groundwater Replenishment System had proven to be vital to maintaining water supply for the region. In response to the testimony, Representatives Lowenthal and Levin each praised the foresight of OC San and OCWD to invest in technologies that support sustainable water supplies. In addition to these comments, Representative Lowenthal also highlighted his commitment to find solutions to plastic pollution and noted that the issue of nonflushable wipes disposal into clean water systems is a problem that he intends to address. Fiscal Year 2022 Appropriations The long-awaited FY 2022 budget request from the Administration was released on May 28. The transmittal of the $6 trillion budget request to Congress has allowed the formal budget writing process to begin. Based upon the proposed request and comments from senior Committee on Appropriations members in both the House and Senate, it seems highly likely that robust funding for core water quality programs will be maintained in fiscal year 2022. This includes funding of beach water quality monitoring, SRF, WIFIA and water recycling programs. Additionally, it Page 3 should be noted that this funding activity could be increased dramatically should the infrastructure bill be enacted. By example, funding of the clean water SRF program is sought at $1.8 billion. However, if the House clean water infrastructure provisions were to be enacted, annual spending would increase by $6.2 billion to $8 billion. Administration Appointments The Senate confirmed by a vote of 55-43 the nomination of Radhika Fox to be the Assistant Administrator for the Office of Water at USEPA. Fox will oversee a host of water quality programs in this role. This will involve addressing the vexing challenge of PFAS treatment and the regulation of PFAS discharges into clean water agencies. If Congress approves the USEPA grants program known as the Alternative Water Sources Act as part of an overall infrastructure program, Fox will also have management of this program that could support OC San’s funding needs. The president also notified the Senate that he intends to nominate Camille Touton to become the Commissioner of the U.S. Bureau of Reclamation (USBR). Touton who has worked for the key House clean water and water recycling committees is anticipated to make support of sustainable water supply project assistance, like water recycling, a priority once she is confirmed by the Senate and is sworn into office. Tanya Trujillo to be Assistant Secretary of Water and Science for the Department of the Interior. The hearing revealed bipartisan support for the nomination. Trujillo once confirmed by the Senate will assume management of Interior programs impacting water supply and natural resources programs, including those programs under the U.S. Bureau of Reclamation. The President also announced his intention to nominate Mike Connor to become the Assistant Secretary for Civil Works at the U.S. Army Corps of Engineers (USACE). Connor is expected to be confirmed by the Senate. Connor, who served as USBR Commissioner and then Deputy Secretary of the Department of the Interior, is expected to focus on ways to improve coordination between USACE and USBR to improve water supply reliability. Title PFAS Action Act of 2021 Bill Summary: Last edited by Sarah Sapirstein at Apr 19, 2021, 4:54 PM Addresses the public health and environmental risks posed by PFAS contamination, including addressing, monitoring, and treating for PFAS contamination in water supplies. Includes directive for USEPA to designate PFOA and PFOS as hazardous substances under CERCLA, also known as Superfund law, within one year after enactment of the bill and within five years determine whether to designate all PFAS substances as hazardous under CERCLA. Also includes other regulatory measures to detect, monitor, and treat for PFAS in water supplies. Introduction Date: 2021-04-13 Federal Legislative Report - June 2021 Last Updated: June 21, 2021 Bills by Issue Priority: High (11) Bill Number HR 2467 Last Action Subcommittee Consideration And Mark Up Session Held 2021 06 16 Status In House Position Monitor Priority High Organizational Notes Last edited by Sarah Sapirstein at Jun 21, 2021, 4:37 PM This is a reintroduction of the bill Dingell tried to advance last year (H.R. 535), which OC SAN monitored closely due to the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA) designation for PFAS. H.R. 2467 includes the same CERCLA designation provision that directs U.S. Environmental Protection Agency (USEPA) to designate PFOA and PFOS within 1 year of enactment of the bill and determine whether to designate all Per- and polyfluoroalkyl substances (PFAS) substances as hazardous under CERCLA within 5 years of enactment of the bill. The bill would also do the following if enacted into law: • Direct USEPA to review and determine whether to establish effluent and pretreatment standards for PFAS substances under the Clean Water Act and provide grants assistance to publicly owned treatment works for implementation of developed standards. Grants program would be authorized at $200 million for each of the fiscal years 2022 through 2026. Individual awarded grants are not to exceed $100 thousand. • Establish a national primary drinking water regulation standard for PFOA and PFOS within two years that protects public health, including the health of vulnerable subpopulations. • Establish a PFAS infrastructure grants program for affected community water systems authorized at $125 million for each of the fiscal years 2022-2023 and $100 million for each fiscal years 2024-2026. • Require that EPA to place discharge limits on industrial releases of PFAS and provides $200 million annually for wastewater treatment. #OCSAN Title Water Quality Protection and Job Creation Act of 2021 Description Water Quality Protection and Job Creation Act of 2021 This bill creates, reauthorizes, and revises several grant programs for infrastructure to treat water pollution, such as wastewater or stormwater. Specifically, the bill reauthorizes through FY2026 and revises the Clean Water State Revolving Fund program, which provides communities low-cost financing for water quality infrastructure projects. It also reauthorizes through FY2026 grants for * programs to control water pollution; * pilot projects related to watershed management of wastewater discharges (e.g., sewer overflows or stormwater discharges) during wet weather; * alternative water source projects, including projects to reclaim stormwater; or * measures to manage, reduce, treat or recapture stormwater, such as sewer overflows. In addition, the Environmental Protection Agency must award grants to owners of publicly owned treatment works (i.e., sewage treatment plants) for the treatment of contaminants of emerging concern, such as perfluoroalkyl or polyfluoroalkyl substances, commonly referred to as PFAS. These substances are man-made and may have adverse human health effects. A variety of products contain the compounds, such as nonstick cookware or weatherproof clothing. Bill Summary: Last edited by Sarah Sapirstein at Jun 21, 2021, 3:52 PM Bipartisan legislation would authorize $50 billion in direct infrastructure investment over the next five years to address America’s crumbling wastewater infrastructure and local water quality challenges. It would also significantly increase the amount of Federal assistance made available to States and communities through the successful Clean Water State Revolving Fund (SRF) program. Introduction Date: 2021-03-16 Bill Number HR 1915 Last Action Ordered To Be Reported Amended By The Yeas And Nays 42 25 2021 06 10 Status In House Position Support Priority High Organizational Notes Last edited by Sarah Sapirstein at Jun 21, 2021, 4:29 PM H.R. 1915 is a comprehensive package that would deliver substantial investment opportunities in the clean water sector. Specifically, the bill would authorize the following: - Authorizes $40 billion over 5 years for the Clean Water State Revolving Loan Fund (SRF) - Authorizes $500 million for each of the fiscal years 2022-2026 for state water management programs - Authorizes $200 million for each of the fiscal years 2022-2026 for a new grants program to POTW owners to be used for implementing pretreatment standard or effluent limitation developed by U.S. Environmental Protection Agency (USEPA) for the introduction of Per- and polyfluoroalkyl substances (PFAS) into treatment works, or discharge of PFAS - Authorizes $200 million for each of the fiscal years 2022-2026 to support efforts to assess future risks and vulnerabilities of publicly owned treatment works (POTWs) to manmade or natural disasters, including extreme weather events, drought, and sea level rise, and efforts to carryout planning, design, or construction of projects to increase resiliency of POTWs - Authorizes $200 million for each of the fiscal years 2022-2026 to support pilot projects addressing alternative water sources, including treating wastewater (including stormwater) for groundwater recharge, potable reuse, or other purposes - Authorizes $500 million for a new Smart Wastewater Infrastructure Technology Grant Program to assist municipalities in the planning, designing, or constructing of projects at POTWs that include intelligent sewage or stormwater collection systems and nnovative and alternative combined storm and sanitary sewer projects that rely upon real-time data acquisition to support predictive aquifer recharge through reuse and stormwater management capabilities - Establishment of a Water Reuse Interagency Working Group to develop and coordinate actions, tools, and resources that encourage water reuse nationally - Incorporates “corrosion-prevention activities” for eligible projects under the Clean Water State Revolving Fund, as practicable #OCSAN Last edited by Sarah Sapirstein at Apr 19, 2021, 3:51 PM CASA Supports #OCSAN Title Made in America Act of 2021 Description Made in America Act of 2021 This bill requires that materials used in carrying out federal infrastructure aid programs are made in the United States. The term produced in the United States means, in the case of * iron or steel products, that all manufacturing processes for the iron or steel product, from the initial melting stage through the application of coatings, occurred in the United States; * manufactured products, that the product was manufactured in the United States and that the cost of the components of the manufactured product that are mined, produced, or manufactured in the United States is greater than 50% of the total cost of all components of the manufactured product; and * construction materials, that all manufacturing processes for the construction material occurred in the United States. The Department of Commerce must (1) issue uniform standards that define the term all manufacturing processes for purposes of this bill, and (2) take into consideration and seek to maximize the jobs benefited or created in the production of the construction material. The bill requires that all steel, iron, manufactured products, non-ferrous metals, plastic, concrete and aggregates, glass (including optical glass), lumber, and drywall used in these programs be produced in the United States. Includes within infrastructure addressed by this bill federal-aid highways, railroads, public transportation, civil aviation, drinking water, and stormwater. Bill Summary: Last edited by Sarah Sapirstein at Apr 19, 2021, 4:44 PM Bill strengthens Buy American provisions for tax-payer funded infrastructure projects by requiring federal funding programs to require Buy America provisions for construction materials. Introduction Date: 2021-04-13 Bill Number HR 2468 Last Action Referred To The Subcommittee On Commodity Exchanges Energy And Credit 2021 06 07 Status In House Position Monitor Priority High Organizational Notes Last edited by Sarah Sapirstein at Apr 19, 2021, 4:41 PM H.R. 2468 identifies federal infrastructure funding programs that do not currently subject projects to Buy America standards and would ensure that these programs require that building materials used in the "taxpayer-funded projects" are produced domestically. This includes iron and steel materials. The bill directs the U.S. Department of Commerce to certify construction materials are made in America and the manufacturing processes support American jobs. #OCSAN Title To require the Administrator of the Environmental Protection Agency to develop effluent limitations guidelines and standards and water quality criteria for PFAS under the Federal Water Pollution Control Act, to provide Federal grants to publicly owned treatment works to implement such guidelines and standards, and for other purposes. Bill Summary: Last edited by Sarah Sapirstein at Jun 10, 2021, 2:38 PM Require the U.S.Environmental Protection Agency (USEPA) to develop effluent limitations guidelines and standards and water quality criteria for PFAS under the Federal Water Pollution Control Act and authorize $200 million in Federal grants to publicly owned treatment works to implement such guidelines and standards. Introduction Date: 2021-05-28 Title A bill to require the Administrator of the Environmental Protection Agency to develop effluent limitations guidelines and standards and water quality criteria for PFAS under the Federal Water Pollution Control Act, to provide Federal grants to publicly owned treatment works to implement such guidelines and standards, and for other purposes. Bill Summary: Last edited by Sarah Sapirstein at Jun 10, 2021, 2:59 PM Companion bill to H.R. 3622. The bill would require the U.S. Environmental Protection Agency (USEPA) to develop effluent limitations guidelines and standards and water quality criteria for PFAS under the Federal Water Pollution Control Act and provide Federal grants to publicly owned treatment works to implement such guidelines and standards. Introduction Date: 2021-05-27 Bill Number HR 3622 Last Action Referred To The Subcommittee On Water Resources And Environment 2021 06 01 Status In House Position Monitor Priority High Organizational Notes Last edited by Sarah Sapirstein at Jun 10, 2021, 2:37 PM The bill would require the U.S. Environmental Protection Agency (USEPA) to develop effluent limitations guidelines and standards and water quality criteria for PFAS under the Federal Water Pollution Control Act and provide Federal grants to publicly owned treatment works to implement such guidelines and standards. The purpose of the legislation is to stop manufacturers and industries that use or make PFAS discharge the chemicals into the nation’s waterways and provide financial assistance to POTWs for treatment costs associated with the new limits and standards. Similar provisions were included in the H.R. 2467, the PFAS Action Act of 2021, that was introduced earlier this year. Specifically, the Clean Water Standards for PFAS Act would do the following: • Require USEPA to develop water quality criteria under the Clean Water Act for all measurable PFAS chemicals within two years of bill’s enactment and develop effluent limitations guidelines and standards for all measurable PFAS chemicals within four years, including establishing pretreatment standards to prevent introduction of PFAS into POTWs and stopping PFAS at the source prior to contaminating municipal water systems. • Identifies nine priority industry categories of industries that USEPA must establish standards for. • Authorizes $200 million in grants per year through fiscal years 2022-2026 to assist POTWs with implementation of developed limitations and standards. #OCSAN Bill Number S 1907 Last Action Read Twice And Referred To The Committee On Environment And Public Works 2021 05 27 Status In Senate Position Monitor Priority High Organizational Notes Last edited by Sarah Sapirstein at Jun 10, 2021, 2:58 PM Companion bill to H.R. 3622. The bill would require the U.S. Environmental Protection Agency (USEPA) to develop effluent limitations guidelines and standards and water quality criteria for PFAS under the Federal Water Pollution Control Act and provide Federal grants to publicly owned treatment works to implement such guidelines and standards. The purpose of the legislation is to stop manufacturers and industries that use or make PFAS discharge the chemicals into the nation’s waterways and provide financial assistance to POTWs for treatment costs associated with the new limits and standards. Similar provisions were included in the H.R. 2467, the PFAS Action Act of 2021, that was introduced earlier this year. Specifically, the Clean Water Standards for PFAS Act would do the following: • Require USEPA to develop water quality criteria under the Clean Water Act for all measurable PFAS chemicals within two years of bill’s enactment and develop effluent limitations guidelines and standards for all measurable PFAS chemicals within four years, including establishing pretreatment standards to prevent introduction of PFAS into POTWs and stopping PFAS at the source prior to contaminating municipal water systems. • Identifies nine priority industry categories of industries that USEPA must establish standards for. • Authorizes $200 million in grants per year through fiscal years 2022-2026 to assist POTWs with implementation of developed limitations and standards. #OCSAN Title To provide drought preparedness and improved water supply reliability to the Nation. Bill Summary: Last edited by Sarah Sapirstein at Jun 10, 2021, 2:44 PM The FUTURE Western Water Act is a comprehensive package that aims to address western water infrastructure and drought response needs, including: infrastructure development, improved technology and data, water job training and education, and ecosystem protection and restoration. Introduction Date: 2021-05-20 Bill Number HR 3404 Last Action Referred To The Subcommittee On Water Resources And Environment 2021 05 21 Status In House Position Support Priority High Organizational Notes Last edited by Sarah Sapirstein at Jun 21, 2021, 3:49 PM The FUTURE Western Water Act is a comprehensive package that aims to address western water infrastructure and drought response needs. ​ Among the provisions, the legislation includes provisions from Representative Grace Napolitano's Water Recycling Investment and Improvement Act (H.R. 1015), which increases the authorization level for the Title XVI program to $500 million from the current $50 million. CASA supports H.R. 1015. The bill's the four major policy components. - Infrastructure Development: authorizes $750 million for sustainable, multi-benefit water storage projects, authorizes $500 million for water recycling and reuse projects, authorizes $260 million for innovative water desalination projects, and establishes process to authorize new major water storage projects owned or supported by USDOI, modeled after the USACE WRDA authorization process for water projects - Improved Technology and Data: invests in water data and technology to improve water management and reducing energy and water waste - types of investments include expanded water technology "X-Prize" to support new stream gages and the development and deployment of emerging technologies to help manage and improve water supply availability - Water Job Training and Education: Federal support for water education activities, collaborative water management efforts and training, and professional development support for water sector workforce - Ecosystem Protection and Restoration: includes measures to reverse fish and wildlife species decline, eligible measures include new voluntary incentives for farmers to provide waterbird habitats, expanded watershed health project funding, support wildlife refuges, multi-benefit water storage projects that provide benefits for water supply and wildlife, and improved drought planning efforts to protect biodiversity #OCSAN Title Drinking Water and Wastewater Infrastructure Act of 2021 Description Drinking Water and Wastewater Infrastructure Act of 2021 This bill reauthorizes through FY2026 or establishes a variety of programs for water infrastructure. Specifically, it supports programs to provide safe drinking water or treat wastewater, such as sewer overflows or stormwater. For example, the bill reauthorizes and revises the clean water state revolving fund (SRF) and the drinking water SRF. Bill Summary: Last edited by Sarah Sapirstein at Jun 21, 2021, 4:29 PM A comprehensive bill that contains Senate clean water and drinking water provisions that were dropped out of Water Resources Development Act (WRDA) 2020 during conference negotiations. S. 914 would invest more than $35 billion in water resource development projects across the country, of which, more than 40% can be directly used to benefit small, disadvantaged, rural, and tribal communities through additional subsidization from the State Revolving Loan Funds or direct grant programs. Introduction Date: 2021-03-23 Bill Number S 914 Last Action By Senator Carper From Committee On Environment And Public Works Filed Written Report Report No 117 20 2021 05 10 Status In House Position Monitor Priority High Organizational Notes Last edited by Sarah Sapirstein at Apr 19, 2021, 3:50 PM A comprehensive bill, containing clean water and drinking water policy provisions that failed to be included in last year's WRDA 2020 bill. S. 914 was reported out of the Committee on Environment and Public Works on a bipartisan vote of 20-0. The bill now goes to the Senate floor to be considered by the full Senate. Below are the key clean water provisions. • SRF reauthorized at $14 billion and provides that 10% of assistance reserved for grants and other subsidies to reduce costs. • Wastewater efficiency grant program authorized at $100 million to support waste to energy projects. • Alternative Water Source Act reauthorized providing $125 million to support grants to develop reclamation projects generally under $3 million. • Sewer Overflow and storm water grants program reauthorized at $280 million to address CSO and other overflows. 25% set aside for rural or financially distressed communities. • Resiliency and sustainability grants assistance provided to support utilities address climate and cyber impacts. $125million authorized. • Small system assistance to improve efficiency of small systems (10,000 or less) authorized. No funding level identified. • Workforce development grants program reauthorized at $5 million. • Water Data Sharing program authorized to provide grants to encourage data sharing related to impaired coastal watersheds, water system with high levels of pollution and other circumstances leading to water quality impacts. Multi-state consortia authorized to enhance sharing of data, technologies, and protocols. $65 million in grants authorized to support state and consortia efforts. • WIFIA reauthorized at $50 million per year. Renews the authority of small systems to bundle projects for WIFIA assistance to meet floor for financing assistance. • Study required on the state of small and disadvantaged communities’ historical distribution of funding assistance and ways to improve assistance to such communities. • The Water Reuse Interagency Working Group is created to advance water reuse throughout the country with a focus on federal agencies’ mission and ways to create opportunities for reuse. • Advanced Clean Water Technologies Study directed to ascertain existing and future technologies that could improve the operations of treatment works. #OCSAN Title Break Free From Plastic Pollution Act of 2021 Bill Summary: Last edited by Sarah Sapirstein at Jun 10, 2021, 3:07 PM Would reduce plastic production, increase recycling, and protect frontline and fenceline communities from the burden of toxic emissions from plastic waste by changing the incentives of the industry. The bill shifts the burden of cleanup to the corporations that produced the plastics so they have financial motivation to end the burning and dumping; strengthening environmental justice protections; eliminating waste export loopholes; and extending across the nation existing laws that have been proven to work on the state and local level, among other steps. Introduction Date: 2021-03-26 Bill Number HR 2238 Last Action Referred To The Subcommittee On Water Resources And Environment 2021 03 29 Status In House Position Support Priority High Organizational Notes Last edited by Sarah Sapirstein at Jun 21, 2021, 3:53 PM The bill contains an expanded section on establishing a “Do Not Flush” labeling requirement for non-flushable single-use wet wipes. The labeling section, that complements CASA's California state bill, would direct the U.S. Environmental Protection Agency (USEPA) to establish regulations to require covered manufacturers, as defined by the bill, to print clear and visible “Do Not Flush” labeling notice on product packaging. Eligible labeling protocol mirrors the protocols outlined in the state bill. As with the state bill, the “Do Not Flush” symbol is defined by the INDA and EDANA Guidelines for Assessing the Flushability of Disposable Nonwoven Products (Edition 4; May 2018). BFFPPA also includes two provisions addressing pollution caused by microfibers from textiles and general microplastics through the water waste stream. The bill would establish a new grants program to support projects that reduce microfiber pollution through either improving industry and manufacturing best practices to reduce the generation of textile-based microfiber pollution or improve the filtration technology for textile-based microfiber pollution in washing machines and at wastewater treatment plants. The bill does not define an authorization amount for the program. The legislation would also create a separate USEPA pilot program to study the efficacy and cost effectiveness of tools, technologies, and techniques used to remove and prevent the release of microplastics into the environment. Under the program, studies will be conducted to test natural and green infrastructure, and mechanical removal systems and filtration technologies. The bill identifies eligible locations to carry out testing studies to include wastewater treatment facilities, stormwater systems, and drinking water systems. The bill does not define an authorization amount for this new pilot program. #OCSAN Title Break Free From Plastic Pollution Act of 2021 Bill Summary: Last edited by Sarah Sapirstein at Jun 10, 2021, 3:06 PM Would reduce plastic production, increase recycling, and protect frontline and fenceline communities from the burden of toxic emissions from plastic waste by changing the incentives of the industry. The bill shifts the burden of cleanup to the corporations that produced the plastics so they have financial motivation to end the burning and dumping; strengthening environmental justice protections; eliminating waste export loopholes; and extending across the nation existing laws that have been proven to work on the state and local level, among other steps. Introduction Date: 2021-03-25 Title To amend the Federal Water Pollution Control Act with respect to permitting terms, and for other purposes. Description This bill revises the National Pollutant Discharge Elimination System (NPDES) program. Under the program, the Environmental Protection Agency issues permits to discharge pollutants into waters of the United States. The bill extends the maximum term for NPDES permits issued to states or municipalities from 5 to 10 years. Bill Summary: Last edited by Sarah Sapirstein at Mar 22, 2021, 9:20 PM Extends the National Pollution Discharge Elimination System (NPDES) permit to up to, but not exceeding, 10 years from the current 5 years, for a municipality. Introduction Date: 2021-03-12 Bill Number S 984 Last Action Read Twice And Referred To The Committee On Finance 2021 03 25 Status In Senate Position Support Priority High Organizational Notes Last edited by Sarah Sapirstein at Jun 21, 2021, 3:48 PM The bill contains an expanded section on establishing a “Do Not Flush” labeling requirement for non-flushable single-use wet wipes. The labeling section, that complements CASA's California state bill, would direct the U.S. Environmental Protection Agency (USEPA) to establish regulations to require covered manufacturers, as defined by the bill, to print clear and visible “Do Not Flush” labeling notice on product packaging. Eligible labeling protocol mirrors the protocols outlined in the state bill. As with the state bill, the “Do Not Flush” symbol is defined by the INDA and EDANA Guidelines for Assessing the Flushability of Disposable Nonwoven Products (Edition 4; May 2018). BFFPPA also includes two provisions addressing pollution caused by microfibers from textiles and general microplastics through the water waste stream. The bill would establish a new grants program to support projects that reduce microfiber pollution through either improving industry and manufacturing best practices to reduce the generation of textile-based microfiber pollution or improve the filtration technology for textile-based microfiber pollution in washing machines and at wastewater treatment plants. The bill does not define an authorization amount for the program. The legislation would also create a separate USEPA pilot program to study the efficacy and cost effectiveness of tools, technologies, and techniques used to remove and prevent the release of microplastics into the environment. Under the program, studies will be conducted to test natural and green infrastructure, and mechanical removal systems and filtration technologies. The bill identifies eligible locations to carry out testing studies to include wastewater treatment facilities, stormwater systems, and drinking water systems. The bill does not define an authorization amount for this new pilot program. #OCSAN Bill Number HR 1881 Last Action Referred To The Subcommittee On Water Resources And Environment 2021 03 15 Status In House Position Monitor Priority High Organizational Notes Last edited by Sarah Sapirstein at Mar 22, 2021, 9:24 PM H.R. 1881 would allow for the term of National Pollution Discharge Elimination System (NPDES) permit issued to a State or municipality to not to exceed 10 years, from the current 5 years. For all other permitees, the NPDES permit would remain at the current 5 year term limit. #OCSAN Title Water Recycling Investment and Improvement Act Description Water Recycling Investment and Improvement Act This bill makes permanent, and otherwise revises, the Bureau of Reclamation's grant program for the funding of water recycling and reuse projects. Specifically, the bill removes priority under the program for projects in areas that, in the preceding four-year period, have been (1) identified as experiencing severe, extreme, or exceptional drought; or (2) designated as a disaster area by a state. Additionally, the bill increases through FY2025 the authorization of appropriations for the program and otherwise revises provisions related to program funding. Bill Summary: Last edited by Sarah Sapirstein at Feb 16, 2021, 3:28 PM Increases the authorization level for the Title XVI Program to $500 million from the current $50 million and makes it a permanent program. The bill strikes requirement that projects must be in drought or disaster areas and strikes the requirement that the projects need to be designated in an appropriations legislation. Introduction Date: 2021-02-11 Bill Number HR 1015 Last Action Introduced In House 2021 02 11 Status In House Position Support Priority High Organizational Notes Last edited by Sarah Sapirstein at Jun 21, 2021, 3:50 PM H.R. 1015 would increase the authorization level for the Title XVI Program to $500 million from the current $50 million, and make it a permanent program. The program is set to expire this year if Congress does not reauthorize it. The bill would also strikes the requirement that projects must be in drought or disaster area, strikes the requirement that the projects need to be designated in an appropriations legislation, and increases the limitation on the federal share of individual Title XVI projects from the current $20 million in October 1996 prices to $30 million in January 2019 prices (does not change the 25% federal cost share). H.R. 1015 is a reintroduction of a bill (H.R. 1162) Napolitano introduced in the 116th Congress. Provisions incorporated into Rep. Huffman's FUTURE Act (H.R. 3404). CASA supports. #OCSAN CASA Supports #OCSAN Priority: Medium (1) Title Water Affordability, Transparency, Equity, and Reliability Act of 2021 Description Water Affordability, Transparency, Equity, and Reliability Act of 2021 This bill increases funding for water infrastructure, including funding for several programs related to controlling water pollution or protecting drinking water. Specifically, it establishes a Water Affordability, Transparency, Equity, and Reliability Trust Fund. The fund may be used for specified grant programs. The bill increases the corporate income tax rate to 24.5% to provide revenues for the fund. In addition, the bill revises requirements concerning the clean water state revolving fund (SRF) and the drinking water SRF. It also creates or reauthorizes several grant programs for water infrastructure. Bill Summary: Last edited by Sarah Sapirstein at Mar 22, 2021, 9:43 PM The Water Affordability, Transparency, Equity, and Reliability (WATER) Act of 2021 is a comprehensive solution that creates a WATER Trust Fund, which dedicates nearly $35 billion towards water infrastructure improvements across the United States. Introduction Date: 2021-02-25 Bill Number HR 1352 Last Action Referred To The Subcommittee On Conservation And Forestry 2021 04 05 Status In House Position Monitor Priority Medium Organizational Notes Last edited by Sarah Sapirstein at Mar 22, 2021, 9:45 PM Legislation has support from over 540 national, state, and local organizations. The legislation is a reintroduction from last Congress. #OCSAN Last edited by Sarah Sapirstein at Jun 21, 2021, 4:31 PM H.R. 1352 would provide the following support for water infrastructure: provides $34.85 billion a year to drinking water and wastewater improvements; creates a water trust fund; creates up to nearly 1 million jobs across the economy and protect American workers; prioritizes disadvantaged communities with grants and additional support; expands funding for technical assistance to small, rural, and indigenous communities; funds projects to address water contamination from PFAS; requires USEPA to study water affordability, shutoffs, discrimination, and civil rights violations by water providers; upgrades household wells and septic systems; helps homeowners replace lead service lines; and provides more than $1 billion a year to update water infrastructure in public schools. #OCSAN Priority: None (1) Title CLEAN Future Act Bill Summary: Last edited by Sarah Sapirstein at Mar 22, 2021, 8:54 PM H.R. 1512 is a comprehensive legislative package with the goal of achieving net zero greenhouse gas pollution, combating the climate crisis, putting Americans back to work,and rebuilding our economy. It includes limited drinking water provisions, including establishing PFAS grants program for affected community water systems, authorized at $500 million. The legislation also includes an extensive environmental justice title that supports the policy directives from the Administration that 40% of all future federal funding be delivered to disadvantage and environmental justice communities. Introduction Date: 2021-03-02 Bill Number HR 1512 Last Action Referred To The Subcommittee On Highways And Transit 2021 03 03 Status In House Position None Priority None Organizational Notes Last edited by Sarah Sapirstein at Mar 22, 2021, 8:57 PM Establishes a new grants program under USEPA to aid affected community water systems that are impacted by PFAS contamination with the capitol costs associated with implementing remediation technologies. Priority funding will be provided to disadvantage communities. Grants program to be authorized at $500 million for each of the fiscal years 2022-2031. #OCSAN Last edited by Sarah Sapirstein at Mar 22, 2021, 5:50 PM Establishes a grant program to award grants to eligible States to receive grants to construct large-scale composting or anaerobic digestion food waste-to-energy projects. For a State to be eligible it must have a plan to limit quantity of food waste that could be disposed of in a landfill, provide USEPA a written commitment that the State has read and agrees to comply with the Food Recovery Hierarchy of the Environmental Protection Agency, and written end-product recycling plan that provides for the beneficial use of the material resulting from any anaerobic digestion food waste-to-energy operation with respect to which the loan or grant is made. Grants may not be used for an anaerobic digester that solely uses manure as undigested biomass. Grants program authorized to be appropriated $100,000,000 for each of fiscal years 2022 through 2031. #OCSAN Powered by M E M O R A N D U M To: Orange County Sanitation District From: Townsend Public Affairs Date: June 21, 2021 Subject: Monthly Legislative Report State Budget Update On June 14, the Legislature passed AB 128 which meets the constitutional deadline of passing a budget by June 15. The bill has been sent to the Governor for consideration but does not reflect a budget compromise. Legislative leadership is still negotiating with the Governor’s Office on the provisions that will be included in the final budget. Legislative leadership will continue to negotiate with the Governor’s Office in order to reach a final budget deal. Once that deal is reached in the coming weeks, a series of budget trailer bills will be amended into print. Those trailer bills will then make any necessary amendments to AB 128, as well as implement any policies contained in the final budget agreement. These budget trailer bills will need to be in print for 72 hours before they can be voted on by the Legislature. Once a final budget deal has been reached, and the budget trailer bills have been approved by the Legislature, then the budget trailer bills, along with the budget bill, will be sent to the Governor for his consideration. At this point, it is unclear exactly how long it will take for the Legislature/Administration to reach a budget deal and finalize all of the trailer bills. State Legislature As it relates to legislation, bills have begun being scheduled for policy committee hearings in their second house (ie: Senate Bills in Assembly Policy Committees/ Assembly Bills in Senate Policy Committees). If a bill was heard in two policy committees in its house of origin, then it will likely be heard in the two counterpart committees in the second house. Regular bills have until July 14 to be heard in all policy committees they are referred to in their second house. The Legislature will then go on summer recess for one month between July 16 and August 16, and upon return will begin the appropriations (fiscal) committee process for most bills that have not already gone through that committee. As June 15 marked the reopening of California’s economy, the State Capitol has also reopened to the general public with a capacity of 500 people at a time, not including Legislators, Administration officials, or Capitol Staff. Rules committees of both the State Senate and Assembly plan to continue to assess increasing the capacity to a total of 1,000 members of the public as soon as June 21. Page 2 Individual legislative offices will have the ability to decide whether they would like to take in-person meetings or if they will continue with remote meetings for the time being. If they choose the latter, signage must be posted on their Capitol office door indicating so. COVID-19 Updates • Reopening of California Economy: On June 15, the restrictions that have been in place over the past year were eliminated, including: o Physical distancing o Capacity limits o County tier systems o Masks in almost all settings for vaccinated Californians • Workplace Masking Regulations and Social Distancing: The Governor is expected to issue an executive order codifying the state’s new COVID-19 workplace safety rule to let workers not wear masks at work and also ending social distancing. Those not vaccinated will still have to wear masks when working indoors or in vehicles. o The purpose of the Executive Order is so the new regs can go into effect immediately instead of June 28 due to administrative processes. • Novavax Vaccine Trial: Novavax’s coronavirus vaccine candidate showed strong efficacy against disease in a large trial that signals a new option is nearing for a global community still desperate for protection against the virus and its variants. The shot was 90% effective at preventing symptomatic COVID-19 and 100% effective at preventing moderate and severe symptoms, the U.S. firm said in a statement Monday. • CDC on School Reopening: The CDC’s new guidance for campus reopening says colleges and universities can host full capacity in-person learning without masks or physical distancing if all of their students, faculty and staff are fully vaccinated against COVID-19. Governor’s Executive Order – Public Meetings Governor Newsom issued an Executive Order which provides timelines and end dates on various existing executive orders. Of note, Executive Order N-29-20, which provides flexibility to state and local agencies and boards to conduct their business through virtual public meetings during COVID-19, will be effective through September 30 of this year. LAO Local Government Fiscal Report On May 12, the Legislative Analyst Office (LAO) issued a report entitled: “An Initial Look at Effects of the COVID-19 Pandemic on Local Government Fiscal Condition”. The report analyzes various impacts of the pandemic on local governments’ fiscal condition over the last year. While the report admits that not all effects are yet known and the variance between local governments can be wide, the report makes initial assessments and recommendations on how the State can mitigate the financial impact to cities. Page 3 While the pandemic has resulted in unprecedented economic impacts to local governments, the report found that property tax revenue, one of local governments’ most significant sources of revenue, has remained relatively stable. Sales and use tax, as well as transit occupancy tax (TOT) revenues have been more directly impacted, as have local government finances. These revenue changes have also come at a time when the pandemic has increased the costs of local governments to provide essential services to residents. While the state and federal governments have issued flexible relief dollars to local governments, there have been significant differences in which local governments received their funding. The report states that some local governments have received sizable relief funding, particularly in comparison to their losses and overall annual budgets, and some have received less or none of the funding authorized in state and federal law. Lastly, the LAO recommends that the Legislature not spend all of its federal American Rescue Plan Act (ARPA) dollars at once, but rather wait until the impact of the pandemic is more fully understood. Then, should the Legislature decide to assist local governments with a portion of California’s ARPA funds, it should do so in a targeted way that considers whether the local government has experienced: • Significant reduction in sales tax revenue • Significant reduction in TOT revenue • Significant reduction in user fee revenue • Lower levels of federal relief funding The report notes that the state has until December 31, 2024 to spend its ARPA allocation and recommends taking a measured, thoughtful, and slower approach to allocating its funds. Priority Legislation The below bills have been identified by TPA and OC San staff as priority bills that would have an impact on OC San. AB 339 (Lee) – State and local government: open meetings. (OC San Oppose Unless Amended) AB 339 would have required local public agencies to provide the following services: 1. Closed captioning services for live streamed meetings 2. Translation of the agenda packet and call-in instructions into languages spoken by at least 5% of the jurisdiction’s population 3. In-person translation services (for public comments and other needs) for languages spoken by at least 5% of the jurisdiction’s population AB 339 was recently amended to remove the above provisions and instead narrow the scope to only require large cities and counties (over 250,000 in population) to include an opportunity for members of the public to attend via a telephonic option or an internet-based service option. This includes the ability to provide public comment both in person and remotely via a telephonic or an internet-based service option. Status: AB 339 has been referred to the Senate Governance and Finance Committee. Page 4 AB 377 (Rivas) – Water quality: impaired waters (OC San Watch) AB 377 has recently been significantly amended. The bill now requires the State Water Board and Regional Boards to evaluate impaired state surface waters using the most current integrated report, and report to the Legislature a plan to bring all water segments into attainment by January 1, 2050. AB 377 also creates the Waterway Recovery Account in the Waste Discharge Permit Fund. Authorizes funds within the Waterway Recovery Account to be available for the State Water Board to expend, upon appropriation by the Legislature, to bring impaired water segments into attainment. Requires an enforcement action taken pursuant to this bill to result in sufficient penalties, conditions, and orders to ensure the person subject to the enforcement action is no longer causing or contributing to the exceedance in a surface water quality standard in a surface water of the state. Status: AB 377 is a two-year bill and will not be moving forward in 2021. AB 818 (Bloom) - Solid waste: premoistened nonwoven disposable wipes (OC San Supports) Would require certain premoistened nonwoven disposable wipes manufactured on or after July 1, 2022, to be labeled clearly and conspicuously with the phrase “Do Not Flush” and a related symbol. The bill would prohibit a covered entity from making a representation about the flushable attributes, benefits, performance, or efficacy of those premoistened nonwoven disposable wipes. The bill would establish enforcement provisions, including authorizing a civil penalty not to exceed $2,500 per day, up to a maximum of $100,000 per violation, to be imposed on a covered entity who violates those provisions. Status: AB 818 is a reintroduction of previous CASA sponsored legislation. AB 818 has passed the Senate Environmental Quality Committee and is currently in the Senate Judiciary Committee. AB 1500 (E. Garcia) // SB 45 (Portantino) – Wildfire Prevention, Safe Drinking Water, Drought Preparation, and Flood Protection Bond Act of 2022 (OC San Watch) AB 1500 and SB 45 would have established a general obligation bond that would appear on the November 2022 ballot. These bond bills would provide funding for a wide variety of natural resources and climate resilient projects including wildfire prevention, safe drinking water and water quality, protecting fish, wildlife, and agriculture from climate risks, and protecting coastal resources. This proposal and conversations around a climate focused bond were put on hold in 2020 largely due to the COVID-19 pandemic. However, the framework of Governor Newsom’s Budget includes record surpluses and federal influxes of pandemic relief dollars. Page 5 The Governor and the Legislature both agree that direct water funding through the Budget in 2021 is critical, especially as California continues to experience one of the driest periods on record. This agreement, which is still being negotiated, would preclude the need for a general obligation bond this year Status: AB 1500 and SB 45 have both been held in their respective Rules Committees and are currently not expected to move forward this year. OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS AB 59 Gabriel [D]This bill would increase, for fees and service charges and for fees for specified public facilities, the time for mailing the notice of the time and place of the meeting to at least 45 days before the meeting. This bill would also require that all fees collected in excess of the cost of the service provided be refunded to the ratepayer. This bill would also change the statute of limitations for protests filed for disputes of rates, potentially allowing rate disputes to be filed months or years after adoption. Two-Year Bill Oppose Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - Oppose LOCC - Watch CASA - Watch CSDA - Oppose ACWA - Oppose AB 322 Salas [D]Current law requires the Energy Commission, in administering moneys in the Electric Program Investment Charge Fund for research, development, and demonstration programs, to develop and implement the EPIC program for the purpose of awarding funds to projects that may lead to technological advancement and breakthroughs to overcome barriers that prevent the achievement of the state’s statutory energy goals and that may result in a portfolio of projects that are strategically focused and sufficiently narrow to make advancement on the most significant technological challenges. Current law, until January 1, 2023, requires the Energy Commission to expend certain percentages of the moneys appropriated from the fund for technology demonstration and deployment at sites that benefit certain communities. This bill would require the Energy Commission to allocate not less than 20% of the funds appropriated for the EPIC program to bioenergy projects for biomass conversion, as specified. Currently in the Senate Energy, Utilities, and Commications Committee Watch Legislative and Regulatory Policies: Biosolids and Biogas - Support streamlined legislation, regulations and policies that encourage the procurement of biogas, biosolids, and compost. ACC-OC - NYC LOCC - Watch CASA - Support CSDA - NYC ACWA - Favor AB 339 Lee [D]Would, until December 31, 2023, require all open and public meetings of a city council or a county board of supervisors that governs a jurisdiction containing least 250,000 people to include an opportunity for members of the public to attend via a telephonic option or an internet-based service option. The bill would require all open and public meetings to include an in- person public comment opportunity, except in specified circumstances during a declared state or local emergency. The bill would require all meetings to provide the public with an opportunity to comment on proposed legislation in person and remotely via a telephonic or an internet-based service option, as provided. Currently in the Senate Governance and Finance Committee and the Senate Judiciary Committee Oppose Unless Amended Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - Oppose LOCC - Oppose CASA - Watch CSDA - Oppose ACWA - Oppose Proposed Legislation 2021-2022 High Priority OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS AB 361 Rivas [D]Would authorize a local agency to use teleconferencing without complying with the teleconferencing requirements imposed by the Ralph M. Brown Act when a legislative body of a local agency holds a meeting for the purpose of declaring or ratifying a local emergency, during a declared state of emergency or local emergency, as those terms are defined, when state or local health officials have imposed or recommended measures to promote social distancing, and during a declared local emergency provided the legislative body determines, by majority vote, that meeting in person would present imminent risks to the health or safety of attendees. Referred to the Senate Governance and Finance Committee and the Senate Judiciary Committee Support Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Sponsor ACWA - Favor AB 377 Rivas [D]Would require, by January 1, 2023, the State Water Resources Control Board and regional boards to prioritize enforcement of all water quality standard violations that are causing or contributing to an exceedance of a water quality standard in a surface water of the state. The bill would require the state board and regional boards, by January 1, 2025, to evaluate impaired state surface waters and report to the Legislature a plan to bring all water segments into attainment by January 1, 2050. The bill would require the state board and regional boards to update the report with a progress summary to the Legislature every 5 years. The bill would create the Waterway Recovery Account in the Waste Discharge Permit Fund and would make moneys in the Waterway Recovery Account available for the state board to expend, upon appropriation by the Legislature, to bring impaired water segments into attainment in accordance with the plan. Two-Year Bill Watch Guiding Principles: Oppose redundant regulatory and legislative requirements that cause undue constraints on efficient operations. ACC-OC - Oppose LOCC - Oppose CASA - Oppose CSDA - Oppose ACWA - Concerns AB 564 Gonzalez [D]Would establish the Biodiversity Protection and Restoration Act and would provide that it is the policy of the state that all state agencies, boards, and commissions shall utilize their authorities in furtherance of the biodiversity conservation purposes and goals of certain executive orders. The bill would require all state agencies, boards, and commissions to consider and prioritize the protection of biodiversity in carrying out their statutory mandates. The bill would require strategies related to the goal of the state to conserve at least 30% of California’s land and coastal waters by 2030 to be made available to the public and provided to certain legislative committees by no later than June 30, 2022. Two-Year Bill Watch Guiding Principles: Oppose redundant regulatory and legislative requirements that cause undue constraints on efficient operations. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Watch ACWA - NYC OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS AB 602 Grayson [D]Current law requires a city, county, or special district that has an internet website to make available on its internet website certain information, as applicable, including its current schedule of fees and exactions.This bill, among other things, would require, on and after January 1, 2022, a city, county, or special district that conducts an impact fee nexus study to follow specific standards and practices, including, but not limited to, (1) that prior to the adoption of an associated development fee, an impact fee nexus study be adopted, (2) that the study identify the existing level of service for each public facility, identify the proposed new level of service, and include an explanation of why the new level of service is necessary, and (3) if the study is adopted after July 1, 2022, either calculate a fee levied or imposed on a housing development project proportionately to the square footage of the proposed units, or make specified findings explaining why square footage is not an appropriate metric to calculate the fees. Currently in the Senate Governance and Finance Committee and the Senate Housing Committee Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Watch ACWA - NYC AB 622 Friedman [D]Current law, to protect public health and water quality, regulates a broad range of consumer products and processes, including water softeners, water treatment devices, and backflow prevention devices, among others.This bill would require, on or before January 1, 2024, that all washing machines sold as new in California contain a microfiber filtration system with a mesh size of 100 microns or smaller. Two-Year Bill Support State Priorities: Support legislation or regulations that restrict the use of microplastics and chemicals of emerging concern in any product that is disposed of through the sewer system. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - NYC ACWA - NYC AB 652 Friedman [D]Would, on and after July 1, 2023, prohibit a person, including a manufacturer, from selling or distributing in commerce in this state any new, not previously owned, juvenile product, as defined, that contains perfluoroalkyl and polyfluoroalkyl substances (PFAS) at a detectable level above an unspecified amount. The bill would establish requirements for manufacturers when replacing PFAS in juvenile products. Currently in the Senate Environmental Quality Committee Watch State Priorities: Monitor state legislation as well as State Water Resources Control Board (SWRCB) regulatory activity related to PFAS. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - NYC ACWA - NYC OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS AB 703 Rubio [D]Current law, by Executive Order N-29-20, suspends the Ralph M. Brown Act’s requirements for teleconferencing during the COVID-19 pandemic, provided that notice requirements are met, the ability of the public to observe and comment is preserved, as specified, and that a local agency permitting teleconferencing have a procedure for receiving and swiftly resolving requests for reasonable accommodation for individuals with disabilities, as specified. This bill would remove the requirements of the act particular to teleconferencing and allow for teleconferencing subject to existing provisions regarding the posting of notice of an agenda and the ability of the public to observe the meeting and provide public comment. The bill would require that, in each instance in which notice of the time of the teleconferenced meeting is otherwise given or the agenda for the meeting is otherwise posted, the local agency also give notice of the means by which members of the public may observe the meeting and offer public comment and that the legislative body have and implement a procedure for receiving and swiftly resolving requests for reasonable accommodation for individuals with disabilities, consistent with the federal Americans with Disabilities Act, as provided. Two-Year Bill Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Watch ACWA - Support AB 802 Bloom [D]Would require the Water Resources Control Board to identify the best available control technology for filtering microfibers from an industrial, institutional, or commercial laundry facility on or before an unspecified date, and would require the state board to consult with owners and operators of laundry facilities on the types of filtration systems currently in use and with universities, scientific organizations, and experts on plastic pollution in identifying the best available control technology. The bill would also require, on or before an unspecified date, any entity that operates an industrial, institutional, or commercial laundry facility to adopt the use of the best available control technology to capture microfibers that are shed during washing. Two-Year Bill Watch State Priorities: Support legislation or regulations that restrict the use of microplastics and chemicals of emerging concern in any product that is disposed of through the sewer system. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - NYC ACWA - Favor AB 818 Bloom [D]Would require, except as provided, certain premoistened nonwoven disposable wipes manufactured on or after July 1, 2022, to be labeled clearly and conspicuously with the phrase “Do Not Flush” and a related symbol, as specified. The bill would prohibit a covered entity, as defined, from making a representation about the flushable attributes, benefits, performance, or efficacy of those premoistened nonwoven disposable wipes, as provided. The bill would establish enforcement provisions, including authorizing a civil penalty not to exceed $2,500 per day, up to a maximum of $100,000 per violation, to be imposed on a covered entity who violates those provisions. Currently in the Senate Judiciary Committee Support Legislative and Regulatory Policies: Source Control - Support legislation that regulates the disposal of flushable wipes. ACC-OC - NYC LOCC - Support CASA - Sponsor CSDA - Support ACWA - Support OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS AB 1001 C. Garcia [D]Would require the California Environmental Protection Agency, on or before May 1, 2022, to publish, maintain, and update a list of overburdened communities, as defined. The bill would, on or after July 1, 2022, require a permitting agency to take certain actions for an application for a new environmental permit, as defined, or the renewal of an environmental permit for a facility located in an overburdened community. The bill would require a permit applicant to prepare an environmental justice impact statement, to conduct a public hearing in the overburdened community, and to transmit the environmental justice impact statement to the permitting agency. Two-Year Bill Watch Legislative and Regulatory Policies: Air Quality - Support measures that maintain and enhance local decision-making authority, where appropriate, in the development and implementation of air quality attainment strategies. ACC-OC - NYC LOCC - Watch CASA - Concerns CSDA - NYC ACWA - NYC AB 1200 Ting [D]Would prohibit, beginning January 1, 2023, any person from distributing, selling, or offering for sale in the state any food packaging that contains intentionally added perfluoroalkyl and polyfluoroalkyl substances or PFAS, as defined. The bill would require a manufacturer to use the least toxic alternative when replacing PFAS chemicals. The bill would define “food packaging,” in part, to mean a nondurable package, packaging component, or food service ware that is comprised, in substantial part, of paper, paperboard, or other materials originally derived from plant fibers. Currently in the Senate Health Committee Watch State Priorities: Monitor state legislation as well as State Water Resources Control Board (SWRCB) regulatory activity related to PFAS. ACC-OC - NYC LOCC - Watch CASA - Support CSDA - Watch ACWA - NYC AB 1271 Ting [D]Current law, beginning January 1, 2021, imposes a penalty for violation of specified surplus land provisions after a local agency receives the notification from the Department of Housing and Community Development and a penalty for subsequent violations. Current law authorizes specified entities or persons to bring an action against a local agency to enforce the provisions related to surplus land and allows a local agency 60 days to cure or correct an alleged violation before the action may be brought, except as specified. This bill would provide that these surplus land provisions do not preclude a local agency that purchases surplus land from a disposing agency from reconveying the surplus land to a nonprofit or for-profit housing developer for development of low- and moderate-income housing as authorized under other provisions of law. Two-Year Bill Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Oppose CSDA - Watch ACWA - NYC AB 1296 Kamlager [D]Curent law establishes the South Coast Air Quality Management District as the district with the responsibility for controlling air pollution from sources other than vehicular sources in the South Coast Air Basin. Current law establishes a district board consisting of 13 members to govern the south coast district. Current law requires one member of the district board to be appointed by the Senate Committee on Rules and one member to be appointed by the Speaker of the Assembly. This bill would increase the number of members of the district board of the south coast district to 15 members by adding 2 environmental justice appointees, one appointed by the Senate Committee on Rules and one appointed by the Speaker of the Assembly. Two-Year Bill Watch Legislative and Regulatory Policies: Air Quality - Support measures that maintain and enhance local decision-making authority, where appropriate, in the development and implementation of air quality attainment strategies. ACC-OC - NYC LOCC - Watch CASA - NYC CSDA - Watch ACWA - NYC OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS AB 1434 Friedman [D]Would establish, beginning January 1, 2023, until January 1, 2025, the standard for indoor residential water use as 48 gallons per capita daily. The bill would establish, beginning January 1, 2025, the standard as 44 gallons per capita daily and, beginning January 1, 2030, 40 gallons per capita daily. The bill would eliminate the requirement that the department, in coordination with the state board, conduct necessary studies and investigations and jointly recommend to the Legislature a standard for indoor residential water use. Two-Year Bill Oppose Legislative and Regulatory Policies: Water Quality and Supply - Support legislation and regulation that promote improved water use efficiency through state assistance in evaluating and implementing new programs and technologies and increasing public awareness of water use efficiency. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - No Position ACWA - Oppose AB 1500 E. Garcia [D]Would enact the Safe Drinking Water, Wildfire Prevention, Drought Preparation, Flood Protection, Extreme Heat Mitigation, and Workforce Development Bond Act of 2022, which, if approved by the voters, would authorize the issuance of bonds in the amount of $6,700,000,000 pursuant to the State General Obligation Bond Law to finance projects for safe drinking water, wildfire prevention, drought preparation, flood protection, extreme heat mitigation, and workforce development programs. Currently in the Senate Rules Committee. Unlikely to move forward this year Watch Guiding Principles: Seek funds for OCSD projects through grants, appropriations, or other means. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Support if Amended ACWA - Support if Amended SB 45 Portantino [D]Would enact the Wildfire Prevention, Safe Drinking Water, Drought Preparation, and Flood Protection Bond Act of 2022, which, if approved by the voters, would authorize the issuance of bonds in the amount of $5,510,000,000 pursuant to the State General Obligation Bond Law to finance projects for a wildfire prevention, safe drinking water, drought preparation, and flood protection program. Includes $100 million. Currently in the Senate Rules Committee. Unlikely to move forward this year Watch Guiding Principles: Seek funds for OCSD projects through grants, appropriations, or other means. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Support if Amended ACWA - Support if Amended SB 54 Allen [D]Would establish the Plastic Pollution Producer Responsibility Act, which would prohibit producers of single-use, disposable packaging or single-use, disposable food service ware products from offering for sale, selling, distributing, or importing in or into the state such packaging or products that are manufactured on or after January 1, 2032, unless they are recyclable or compostable. Two-Year Bill Watch State Priorities: Support legislation or regulations that restrict the use of microplastics in any product that is disposed of through the sewer system. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Watch ACWA - NYC OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS SB 95 Skinner Would provide for COVID-19 supplemental paid sick leave for covered employees, as defined, who are unable to work or telework due to certain reasons related to COVID-19, including that the employee has been advised by a health care provider to self-quarantine due to concerns related to COVID-19. The bill would entitle a covered employee to 80 hours of COVID-19 supplemental paid sick leave if that employee either works full time or was scheduled to work, on average, at least 40 hours per week for the employer in the 2 weeks preceding the date the covered employee took COVID-19 supplemental paid sick leave. The bill would provide a different calculation for supplemental paid sick leave for a covered employee who is a firefighter subject to certain work schedule requirements and for a covered employee working fewer or variable hours, as specified. Signed into law Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Oppose ACWA - NYC SB 230 Portantino [D]Would require the State Water Resources Control Board to establish, maintain, and direct an ongoing, dedicated program called the Constituents of Emerging Concern Program to assess the state of information and recommend areas for further study on, among other things, the occurrence of constituents of emerging concern (CEC) in drinking water sources and treated drinking water. The bill would require the state board to convene, by an unspecified date, the Science Advisory Panel to review and provide recommendations to the state board on CEC for further action, among other duties. The bill would require the state board to provide an annual report to the Legislature on the ongoing work conducted by the panel. Two-Year Bill Watch State Priorities: Monitor state legislation as well as State Water Resources Control Board (SWRCB) regulatory activity related to PFAS. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Support ACWA - Favor SB 273 Hertzberg [D]Would authorize a municipal wastewater agency, as defined, to enter into agreements with entities responsible for stormwater management for the purpose of managing stormwater and dry weather runoff, to acquire, construct, expand, operate, maintain, and provide facilities for specified purposes relating to managing stormwater and dry weather runoff, and to levy taxes, fees, and charges consistent with the municipal wastewater agency’s existing authority in order to fund projects undertaken pursuant to the bill. The bill would require the exercise of any new authority granted under the bill to comply with the Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000. The bill would require a municipal wastewater agency that enters into or amends one of these agreements after January 1, 2022, to file a copy of the agreement or amendment with the local agency formation commission in each county where any part of the municipal wastewater agency’s territory is located, but would exempt those agreements and amendments from local agency formation commission approval except as required by the Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000. Currently in the Assembly Environmental Safety and Toxic Materials Committee Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Co- sponsor CSDA - Support ACWA - Favor OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS SB 274 Wieckowski [D]The Ralph M. Brown Act requires meetings of the legislative body of a local agency to be open and public and also requires regular and special meetings of the legislative body to be held within the boundaries of the territory over which the local agency exercises jurisdiction, with specified exceptions. Current law authorizes a person to request that a copy of an agenda, or a copy of all the documents constituting the agenda packet, of any meeting of a legislative body be mailed to that person. This bill would require a local agency with an internet website, or its designee, to email a copy of, or website link to, the agenda or a copy of all the documents constituting the agenda packet if the person requests that the items be delivered by email. If a local agency determines it to be technologically infeasible to send a copy of the documents or a link to a website that contains the documents by email or by other electronic means, the bill would require the legislative body or its designee to send by mail a copy of the agenda or a website link to the agenda and to mail a copy of all other documents constituting the agenda packet, as specified. Currently in the Assembly Local Government Committee Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Watch ACWA - Favor SB 323 Caballero [D]Current law prohibits a local agency from imposing fees for specified purposes, including fees for water or sewer connections, as defined, that exceed the estimated reasonable cost of providing the service for which the fee is charged, unless voter approval is obtained. Current law provides that a local agency levying a new a water or sewer connection fee or increasing a fee must do so by ordinance or resolution. Current law requires, for specified fees, including water or sewer connection fees, any judicial action or proceeding to attack, review, set aside, void, or annul an ordinance, resolution, or motion adopting a new fee or service charge or modifying an existing fee or service charge to be commenced within 120 days of the effective date of the ordinance, resolution, or motion according to specified procedures for validation proceedings. This bill would apply the same judicial action procedure and timelines, as stated above, to ordinances, resolutions, or motions adopting, modifying, or amending water or sewer service fees or charges adopted after January 1, 2022, except as provided. Currently in the Assembly Judiciary Committee Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Support CASA - Watch CSDA - Support ACWA - Sponsor OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS SB 342 Gonzalez [D]Current law establishes the South Coast Air Quality Management District vested with the authority to regulate air emissions from stationary sources located in the South Coast Air Basin and establishes a district board, consisting of 13 members. This bill would add 2 members to the district board, appointed by the Senate Committee on Rules and the Speaker of the Assembly. The bill would require the 2 additional members to reside in and work directly with communities in the South Coast Air Basin that are disproportionately burdened by and vulnerable to high levels of pollution and issues of environmental justice. Two-Year Bill Watch Legislative and Regulatory Policies: Air Quality - Monitor SCAQMD’s development of regulations and guidelines associated with AB 617 in the following areas: (1) implementation of best available retrofit control technology (BARCT) requirements for existing stationary sources; (2) deployment of air monitoring systems in selected communities; and (3) implementation of emissions reduction plans in selected communities. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Watch ACWA - Watch SB 351 Caballero [D]Current law establishes the State Water Resources Control Board for the purposes of providing for the orderly and efficient administration of the water resources of the state. This bill, the Water Innovation Act of 2021, would create the Office of Water Innovation at the California Water Commission for the furtherance of new technologies and other innovative approaches in the water sector. The bill would require the office, by December 31, 2023, to take specified measures to advance innovation in the water sector. The bill would make findings and declarations regarding the need for water innovation. Two-Year Bill Watch Legislative and Regulatory Policies: Biosolids and Biogas - Support streamlined legislation, regulations and policies that encourage the procurement of biogas, biosolids, and compost. ACC-OC - NYC LOCC - Watch CASA - Watch CSDA - Support ACWA - Favor SB 695 Ochoa Bogh [R]Would prohibit a local agency from imposing a housing impact requirement adopted by the local agency on a housing development project, as defined, unless specified requirements are satisfied by the local agency, including that the local agency prepare and adopt a nexus study, as specified. The bill, for purposes of these provisions, defines “housing impact requirement” as a fee imposed under the Mitigation Fee Act, dedications of parkland or in- lieu fees imposed under the Quimby Act, or a construction excise tax.This bill would require a local agency to adopt a nexus study that is used to demonstrate compliance with these provisions, subject to specified public participation requirements.This bill would prohibit a housing impact requirement from exceeding the amount necessary to maintain the existing level of service identified in the nexus study for the type of capital facility for which the housing impact requirement is imposed. Two-Year Bill Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Oppose CSDA - Watch ACWA - NYC OC San State Bills of Interest BILL AUTHOR SUMMARY LATEST ACTION OC SAN POSITION LEGISLATIVE PLAN OTHER POSITIONS SB 791 Cortese [D]Would, upon appropriation by the Legislature, establish the California Surplus Land Unit within the Department of Housing and Community Development with the primary purpose of facilitating the development and construction of residential housing on local surplus property, as defined. In this regard, the bill would authorize the unit to, among other things, facilitate agreements between housing developers and local agencies that seek to dispose of surplus land; provide advice, technical assistance, and consultative and technical service to local agencies with surplus land and developers that seek to develop housing on the surplus land; and collaborate with specified state agencies to assist housing developers and local agencies with obtaining grants, loans, tax credits, credit enhancements, and other types of financing that facilitate the construction of housing on surplus land. Currently in the Assembly Housing and Community Development Committee and the Assembly Local Government Committee Watch Legislative and Regulatory Policies: Special Districts - Oppose further state regulations that adversely impact special district financing, operations, and administration. ACC-OC - NYC LOCC - Watch CASA - Oppose CSDA - No Position ACWA - NYC Legend:ACC-OC - Association of California Cities, Orange County LOCC - League of California Cities NYC - Not Yet Considered CASA - California Association of Sanitation Agencies ACWA - Association of California Water Agencies CSDA - California Special Districts Association OC San's Grant and Loan Funding Tracker 2021-2022 Name of Grant/Loan Synopsis of Grant/Loan Amount of Grant/Loan Amount Applying for Applying Y/N Project/Program Reason Match Deadline Category Rcvd Grant/ Financing Y/N Organics Grant Program (CalRecycle) The Organics Grant Program is part of California Climate Investments, a statewide program that puts billions of cap-and-trade dollars to work reducing greenhouse gas emissions, strengthening the economy, and improving public health and the environment - particularly in disadvantaged and/or low-income communities. The Cap- and-Trade program also creates a financial incentive for industries to invest in clean technologies and develop innovative ways to reduce pollution. California Climate Investments projects include affordable housing, renewable energy, public transportation, zero-emission vehicles, environmental restoration, more sustainable agriculture, recycling, and much more. At least 35 percent of these investments are made in disadvantaged and low-income communities. TBD if FY 2021 Grant Applications will be available TBD TBD Food-Waste Co-Digestion facility at Plant No.2 in Huntington Beach to accept up to 150 wet tons per day (wtpd) of pre- processed source separated organics. We will review the possible funding opportunity to determine if it is a fit for the Sanitation District. TBD TBD Energy/Recycling No Zero-Emission Freight and Marine Program Solicitation California Air Resources Board/Volkswagen Environmental Mitigation Trust The Zero-Emission Freight and Marine Program Solicitation (ZEFM) Program will fund projects that accomplish one or more of the following: • Scrap and replace heavy-lift forklifts, port cargo handling equipment, airport ground support equipment, or marine engine in ferry, tugboats and towboats with new, commercially available, zero-emission technologies, or • Install shore power systems for oceangoing vessel at port terminals. Up to $423 million NA No Forklift Replacement We did not meet the requirements of the grant.Yes 6/16/2021 Environment No CalOES Grant- Community Power Resiliency Allocation to Special Districts Program The purpose of the Community Power Resiliency Allocation to Special Districts Program is to support California special districts with additional preparedness measures in response to power outage events. Of the $50 million overall appropriation for Community Power Resiliency funding, $20 million has been reserved for special district needs. $300,000 $300,000 No Portable Generators We did not meet the requirements of the grant.NA 10/30/2020 Renewable energy No Integrated Regional Water Management (IRWM) Grant Program The Proposition 1 IRWM Grant Program, administered by DWR, provides funding for projects that help meet the long term water needs of the state, including: Assisting water infrastructure systems adapt to climate change; Providing incentives throughout each watershed to collaborate in managing the region's water resources and setting regional priorities for water infrastructure TBD NA No NA TPA and OCSD are monitoring the grant program development from the Santa Ana Watershed Project Authority (SAWPA). Currently, Round 2 has yet to be announced. TPA and OCSD will continue to watch this. OC IRWM expected to receive $7.5 million total, in 2022. 50%NA. Will return in 2021/2022 for Round 2 Water No The Water Infrastructure Improvements Act (WIIN) The Title XVI Water Reclamation and Reuse Projects funding opportunity allows for sponsors of water reclamation and reuse projects that are congressionally authorized or are eligible under section 4009(c) of the WIIN Act to request cost-shared funding for planning, design and/or construction of those Projects. Water reclamation and reuse projects provide improved efficiency, flexibility during water shortages and diversifies the water supply. Reclamation is making up to $20 million available for those projects authorized under the WIIN Act. $20 million Pending FOA Final Expansion of GWRS Headworks (P2-122) The Sanitation District developed a proposal for last year that could be used as a basis for a new submittal. $20mm or 25% of project costs whichever is less. 6/28/2019 Water/ Infrastructure Pending FOA STATE FEDERAL Updated 6/22/2021 OC San's Grant and Loan Funding Tracker 2021-2022 Name of Grant/Loan Synopsis of Grant/Loan Amount of Grant/Loan Amount Applying for Applying Y/N Project/Program Reason Match Deadline Category Rcvd Grant/ Financing Y/N Department of Health and Human Services Department of Health and Human Services is in the process of allocating approximately $116 million to the state to provide agencies with assistance to cover arrearages. $116 million TBD TBD COVID - 19 Funding We will apply if this grant comes to fruition and if we meet the eligibility TBD TBD COVID-19 TBD FEMA Funding The President’s Memo changed the federal reimbursement amount for previously approved projects from the beginning of the disaster to January 20, 2021. It did not change the eligibility. All work eligible under FEMA’s existing COVID-19 policies, including increasing medical capacity, non-congregate sheltering, and emergency feeding distribution will be reimbursed at 100 percent federal share. For projects that have already been approved, FEMA will amend the existing awards to adjust the federal funding amounts. No action will be required by the applicants. TBD $260,000 (at this time)Yes COVID - 19 Funding We are working with the local agency CAL OES on the funding eligibility.N/A TBD Infrastructure TBD WaterSMART Grants: Small-Scale Water Efficiency Projects Purpose: To support projects that conserve and use water more efficiently; mitigate conflict risk in areas at a high risk of future water conflict; and accomplish other benefits that contribute to water supply reliability in the western United States. Total Funding Available: $3 million NA No-not qualified Project Request - Planning Study Plant and Reclaimed Water They do not fund studies within the parameters of the grant. Cost-Share: 50% or more of total project costs. 3/15/2021 Water/ Infrastructure No Stormwater and CSO Grant Program In addition, the President’s directive allows FEMA to expand the activities eligible for reimbursement for work conducted after Jan. 21, 2021 and until Sept. 30, 2021. Funding cost-share is not identified in the law TBD TBD. We will monitor for possible funding opportunities/A TBD FY 2020 - $28 million Yes Anticipate by July 2020 Water/ Infrastructure USEPA published allocation formula with deadline for public comments 9/3/2020. Expect formal allocation to State within next two months. The Department of Energy (DOE), USBR and USEPA The DOE’s Office of Energy Efficiency is likely to continue to be funded by Congress to support such efforts as biogas, biosolids and green energy. Through the WaterSmart program, USBR will issue solicitations for innovative approaches to managing water and water treatment through technology and processes for FY 2020 - $60 million TBD TBD. We will monitor for possible funding opportunities Project Funding Opportunity: Energy production to reduce costs of recycled water through innovative technologies. Innovative water monitoring technology that can produce efficient real time monitoring and data analysis, Biogas Management and Use Improvements. We will review the possible funding opportunity to determine if it is a fit for the Sanitation District. N/A TBD Energy/Water/Infrastructure TBD Updated 6/22/2021 OC San's Grant and Loan Funding Tracker 2021-2022 Name of Grant/Loan Synopsis of Grant/Loan Amount of Grant/Loan Amount Applying for Applying Y/N Project/Program Reason Match Deadline Category Rcvd Grant/ Financing Y/N USEPA Climate Resiliency TBD TBD TBD Anticipate that USEPA will issue FOA's to promote studies and plans to address resiliency needs and strategies We will review the possible funding opportunity to determine if it is a fit for the Sanitation District. Unclear TBD Climate TBD Community Partnering Program Grant Metropolitan Water District The primary focus of the Community Partnering Program (CPP) is sponsorship of water conservation and water-use efficiency programs and activities. Applications must be submitted 30 days prior to the start date of the event or program. Requests for a maximum $2,000 award will be reviewed year-round and funds are awarded throughout the year. Funds are limited, however, and may be depleted prior to the ending of this fiscal year (June 30). $2,000 Yes For Plant No. 1 Signage Applied Match ongoing Education Yes Mass Timber Competition CalGovOps The California Government Operations Agency (GovOps) will award $500,000 in grants as part of the statewide California Mass Timber Building Competition. Grants will be awarded to selected proponent teams presenting viable and repeatable mass timber solutions for commercial and multi-family projects in California. The competition is being hosted by GovOps and administered by WoodWorks – Wood Products Council. $40,000 Yes Headquarters Building Applied No 03/18/19 Environment Yes Other Updated 6/22/2021 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2021-1726 Agenda Date:7/12/2021 Agenda Item No:6. FROM:James D. Herberg, General Manager SUBJECT: STRATEGIC PLAN ORGANIZATIONAL ADVOCACY AND OUTREACH POLICY GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Information Only. BACKGROUND The Orange County Sanitation District (OC San)is updating its Strategic Plan.The Strategic Plan is a policy level roadmap which defines the future desired state of the agency and lays out initiatives to move toward that desired state.The Strategic Plan is intended to be a living document that is adjusted to meet new needs or regulations faced by OC San. There are currently 14 individual policy areas which comprise the overall Strategic Plan.The policy statements were developed by the Executive Management Team based on input provided by Board Members and staff.The Board’s input and direction is critical in developing and updating the Strategic Plan. In order to create a cohesive and comprehensive Strategic Plan,a new policy topic has been proposed that will focus on keeping our stakeholders informed and garnering support for the OC San services provided.The Board leadership has requested that this policy paper be developed in conjunction with the Legislative and Public Affairs Committee. Based on the feedback received from the Steering Committee,staff intends to finalize the draft policy paper and include it in the draft Strategic Plan that will be presented to the Board of Directors in August with formal adoption by the Board in November of this year.The adopted Strategic Plan will be the basis of Fiscal Year 2022-23 and 2023-24 budget development. RELEVANT STANDARDS ·Maintain and adhere to appropriate internal planning documents: Strategic Plan ·Sustain 1, 5, 20-year planning horizons ·Build brand, trust, and support with policy makers and community leaders Orange County Sanitation District Printed on 7/1/2021Page 1 of 2 powered by Legistar™ File #:2021-1726 Agenda Date:7/12/2021 Agenda Item No:6. PROBLEM The current Strategic Plan was adopted by the Board of Directors in November 2019 and is currently in effect.The strategic planning process is intended to be reviewed every two years to make necessary adjustments due to new issues of concern for OC San.During the review and update process it was noted than an outreach component should be added to properly capture all of OC San’s important areas. PROPOSED SOLUTION Add an additional policy topic to the Strategic Plan to cover OC San’s organizational advocacy and outreach efforts which are an integral part of OC San’s success. PRIOR COMMITTEE/BOARD ACTIONS May 2021 - Board of Directors Strategic Plan Recap. April 2021 - Special Board of Directors Meeting, Strategic Plan Workshop No. 3. March 2021 - Special Board of Directors Meeting, Strategic Plan Workshop No. 2. February 2021 - Special Board of Directors Meeting, Strategic Plan Workshop No. 1. January 2021 - Steering Committee reviewed the Strategic Plan development outline. ATTACHMENT The following attachment(s)may be viewed on-line at the OC San website (www.ocsan.gov)with the complete agenda package: ·OC San Organizational Advocacy and Outreach Policy - Draft ·OC San Strategic Plan November 2019 Orange County Sanitation District Printed on 7/1/2021Page 2 of 2 powered by Legistar™ Organizational Advocacy & Outreach 1 Orange County Sanitation District Organizational Advocacy and Outreach Policy Paper Summary Policy Statement The Orange County Sanitation District (OC San) will create and disseminate information to our stakeholders with an end goal to educate, inform, and garner support for the services provided thus allowing us to operate in a more efficient and effective manner. OC San will deliver messages that are accurate, transparent, and designed to foster public trust and confidence. Additionally, legislative oversight will ensure OC San’s interests are protected. Background: OC San provides regional sewer service for 2.6 million people living, working, and commuting in central and northwest Orange County. The various stakeholders include over 600 employees, 50 local elected officials appointed to our Board of Directors, regulators, policy makers, and the public. It is critical for OC San to have a multi-pronged outreach program to reach the intended audiences and to gain support for OC San’s mission. OC San provides services and tools to effectively communicate about the various programs that help achieve its mission. This includes:  Student Educational Outreach: Promoting and educating the youth within our service area on OC San’s work and the essential service provided. Reaching out to students allows for our future generations to be aware of the environmental impact we each make and what we can accomplish working together. This knowledge will help our future generations to take action and make positive changes. It also introduces them to an industry they may be unaware of as a career choice. We do this through programs such as Inside the Outdoors which goes directly into classrooms to teach the wastewater treatment process; school-based plant tours that give them an inside view into a treatment plan and how the system works; events such as the Youth Environmental Summit (YES) which provides an opportunity to reach thousands of local children in a short amount of time with clear and direct messaging; and contest such as the Public Service Announcement which is an incentive for students to get involved in developing messages for environmental issues.  Infrastructure Outreach: OC San has $11 billion in infrastructure that must be maintained, replaced, and enhanced to continue providing the essential service of protecting public health and the environment. Forming a positive presence in the community prior to the Organizational Advocacy & Outreach 2 start of construction projects or maintenance activities is imperative to build trust, understanding, and support for the necessary construction. This is done through an extensive outreach program that develops and implements communication tools to engage the communities affected by OC San construction projects such as a Community Liaison, dedicated construction webpage, collateral material, etc. Over the next fiscal year about two dozen projects will be in construction with various degree of public impacts.  Employee Engagement: Open and honest communication with our employees creates a positive and trusting environment thus resulting in a more engaged workforce and ambassadors for our agency. OC San creates employee engagement by utilizing various communication methods to share agency wide messages. With over 600 employees with various backgrounds, work hours, and access to online a diverse toolkit of communication pieces allows messages to be delivered to staff. This includes The San Box (intranet), Pipeline Newsletter, Digester (messaging piece), Three Things to Know email, etc.  Brand Recognition: As an industry leader OC San must ensure its brand and image are portrayed accurately and positively. A cohesive voice, message, look, and feel are critical to the public perception we have, and the trust granted to us by the community we serve and the stakeholders we work with. To build and maintain a positive image, we engage in general outreach efforts such as general plant tours; community newsletters; a Speakers Bureau Program which allows us to go into the community and meat with various groups to inform them of who we are and what we do; an informative and educational website, an active social media presence; and the development of program such as Wastewater 101 Academy to provide for our ratepayers, fellow agencies, and influential public to showcase OC San operations and initiatives. OC San also recognizes the need for an active local, state, and federal legislative and regulatory advocacy program to ensure that the interests of the rate payers and the Board of Directors are protected and supported. Towards that end, the legislative and regulatory team actively engages, pursues, and monitors activities in California and Washington, D.C. and takes appropriate action in support of or opposition to legislative and regulatory initiatives. Current Situation: OC San is an industry leader involved in innovative and significant programs. However, it is most often seen as a silent utility due to its seamless operation. It is not until the Organizational Advocacy & Outreach 3 unexpected happens that we are noticed and typically not in a favorable manner. More often than not, people don’t think twice about their wastewater or where it goes. In addition, OC San has no direct connection to its rate payers. User fees are paid via property taxes thus eliminating an opportunity to reach our customers directly. This ultimately results in a limited understanding of OC San, what we do, and the import service provided to the community. To that extend, OC San’s outreach efforts are imperative to inform and educate the public we serve, including policy makers and regulators. Policy Statement OC San will creatively and effectively develop communication tools and tactics to inform and educate our various stakeholders. As a silent utility, is it imperative that OC San build a bank of trust to garner support and understanding for the multitude of programs that allow us to continue protecting the environment. OC San’s outreach efforts will be clear and transparent to demonstrate our reliability and thus gain trust and confidence from those we serve, our fellow agencies and organizations in the wastewater world. This will be supported by legislative and regulatory outreach efforts to ensure the wastewater industry is able to operate in the best interests of its constituents. Initiatives to Support Progress Toward the Policy Goal Initiative: Relaunch the Vendor Outreach Program with a focus on Orange County to enhance the competitive bidding opportunities for OC San. This effort will increase the number of vendor and contractors soliciting OC San projects thus expand the pool and providing a greater variety of partners. Initiative: Develop an outreach program for member agencies regarding inflow and infiltration issues emerging within their sewer system. The program will aim to educate, inform, and improve the situation affecting the local and regional sewer system. Initiative: Develop an educational display in the Headquarters building to illustrate OC San’s reuse and recycling efforts in support of the environment and public health. Display to be revealed when new building is unveiled. Initiative: Commemorate OC San’s achievement of reusing 100 percent of the reclaimable flow upon completion of the Groundwater Replenishment System’s Final Expansion. Celebrate the milestone and acknowledge the accomplishment with staff and stakeholders. Initiative: Actively engage, pursue, and monitor activities in California and Washington, D.C. and take appropriate action in support of or opposition to legislative and regulatory initiatives affecting OC San and the wastewater industry through Monitoring and Analysis, Advocacy Days, Position letters and Funding Requests (as deemed suitable). November 2019 Strategic PlanORANGE COUNTY SANITATION DISTRICT Table of Contents Board of Directors 4 Message from the General Manager 5 Executive Summary 6 Mission Statement and Vision Statement 9 Core Values 10 Policy Statements and Initiatives 11 Appendix: Policy Papers 17 3STRATEGIC PLAN  NOVEMBER 2019 Board of Directors 4 STRATEGIC PLAN  NOVEMBER 2019 Anaheim Brea Buena Park Cypress Fountain Valley Lucille Kring Glenn Parker Fred Smith Mariellen Yarc Steve Nagel Fullerton Garden Grove Huntington Beach Irvine La Habra Jesus J. Silva Steve Jones Erik Peterson Christina Shea Tim Shaw La Palma Los Alamitos Newport Beach Orange Placentia Peter Kim Richard Murphy Brad Avery Mark Murphy Chad Wanke Santa Ana Seal Beach Stanton Tustin Villa Park Cecilia Iglesias Sandra Massa-Lavitt David Shawver Allan Bernstein Robert Collacott (Chairman) Costa Mesa Midway City Irvine Ranch Yorba Linda Orange County Sanitation District Sanitary District Water District Water District Board of Supervisors James M. Ferryman Andrew Nguyen John Withers Phil Hawkins Doug Chaffee (Vice-Chairman) Strategic Plan Message from the GM The Orange County Sanitation District is celebrating 65 years of service to the public this year. Over those years the Sanitation District has been adapting itself to the changing requirements and needs of the communities it serves. We have moved from an organization exclusively focused on preservation of public health to a world class resource recovery facility which protects the public health and the environment in ways our founders could never imagine. This on-going evolution is the intentional outcome of a very deliberate strategic planning process that has been in place at the Sanitation District from the very beginning. From the “Waste Water Disposal and Reclamation for the County of Orange” in 1947 to the Master Plans of the 1980s to the current Strategic Plan, the Sanitation District has always taken the long view to craft a progressive vision and build the necessary infrastructure and staffing to deliver world class service. This forward-thinking vision of the Sanitation District begins with the Board of Directors. The Board of Directors of the Sanitation District have a long history of mapping out bold, clear visions for the staff to deliver including energy recovery facilities, water reclamation facilities and partnerships, innovative odor control facilities, full secondary treatment levels, urban runoff beach protection partnerships, and the world’s largest indirect potable water reuse facility. I would like to thank the current Board of Directors for continuing the legacy of leadership in strategic planning and innovation. Your commitment and leadership drive the Sanitation District to continue to innovate and meet the challenges facing our region. I look forward to working together to accomplish all the initiatives in this Strategic Plan. Sincerely, James D. Herberg General Manager 5STRATEGIC PLAN  NOVEMBER 2019 6 STRATEGIC PLAN  NOVEMBER 2019 Strategic Plan Executive Summary The Orange County Sanitation District (Sanitation District) is a regional wastewater collection and resource recovery agency utilizing extensive public works assets to deliver its vital public services. The Strategic Plan developed by the Board of Directors and staff defines the strategic initiatives to be pursued by the Sanitation District and provides a basis for long-term financial, capital, and operational planning. In addition, it provides for long-term continuity of vision as Board and staff members change over the many years it takes to deliver public works infrastructure. The Sanitation District has developed a two-year, four-step management process that creates and maintains vision alignment between the Board of Directors, the staff, and the public we serve. Strategic planning is the first step to define the Sanitation District’s ability to have people and assets in place to meet its agreed upon mission as defined by the Board. The second step is capital and operational planning based on the adopted strategic plan. The third step is budget development to execute the plan and define the tactical goals to work toward the strategic goals. The final step is execution of the budget plan and tactical goal attainment. These four steps are repeated every two years to maintain alignment and make course corrections based on new Board member input, legal and regulatory changes, and the needs of the communities we serve. STRATEGIC PLANNING PROCESS 2019 2020 2021 2022 2023 2024 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Strategic PlanDevelopment Budget Development General Manager Work Plan General Manager Work PlanBudget Update General Manager Work Plan General Manager Work PlanBudget UpdateRate Study Prop218 Strategic PlanDevelopment Budget Development Strategic PlanDevelopment Budget Development 7STRATEGIC PLAN  NOVEMBER 2019 The Strategic Plan is broken down into four broad categories with fourteen topic areas that define our responsibilities and the services we provide. These areas are: • Business Principles o Budget Control and Fiscal Discipline o Asset Management o Cybersecurity o Property Management • Environmental Stewardship o Energy Independence o Climate and Catastrophic Event Resiliency o Food Waste Treatment o Water Reuse o Environmental Water Quality, Stormwater Management and Urban Runoff • Wastewater Management o Chemical Sustainability o Biosolids Management o Constituents of Emerging Concern • Workplace Environment o Resilient Staffing o Safety and Physical Security Each topic was collaboratively developed between the Board of Directors and staff members. Initial topic lists were discussed with the Steering Committee. Initial policy statements and initiatives were developed which formed the basis for a survey instrument to the Board of Directors. Based on the survey input, individual draft topic papers were presented to the Board of Directors over three meetings in August and September. The topic papers were finalized based on the direction received at these three meetings and are included in this published plan. The Strategic Plan policy papers break down each area. They begin with a policy statement, provide background, layout the current situation, layout a future policy statement, and finish with initiatives to support progress toward the policy goal. The Strategic Plan presented in this document is not a radical departure from the current direction, but rather the well-defined iterative update to the direction of the Sanitation District. With the adoption of the Strategic Plan, staff will begin the effort of updating the Asset Management Plan, Capital Improvement Plan, and Financial Plan that are the basis of a two-year budget that will be adopted by the Board of Directors in June. The Budget goals and the General Manager’s work plan are the accountability step that measures achievable progress toward the strategic initiatives listed in the Strategic Plan topic papers. 8 STRATEGIC PLAN  NOVEMBER 2019 9STRATEGIC PLAN  NOVEMBER 2019 OUR MISSION “To protect public health and the environment by providing effective wastewater collection, treatment, and recycling.” OUR VISION 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. 10 STRATEGIC PLAN  NOVEMBER 2019 OUR CORE VALUES Our Core Values support the Mission and Vision Statements by expressing the values, beliefs, and philosophy that guides our daily actions. They help form the framework of our organization and reinforce our professional work ethic. Honesty, Trust and Respect We aspire to the highest degree of integrity, honesty, trust, 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 employees, our organization, and our community. Learning/Teaching - Talents, Skills and Abilities 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. 11STRATEGIC PLAN  NOVEMBER 2019 BUSINESS PRINCIPLES Budget Control and Fiscal Discipline Policy Policy Statement The Sanitation District will prudently manage the public funds that it collects. It will take a long- term planning approach to its facilities and rate setting that provides a stable setting program, prudent reserves, and pay-as-you-go philosophy for operating and replacing capital expenses. Initiatives • Maintain a rate setting program that keeps the Sanitation District in the lower third of our comparative agencies. • Maintain a “Pay as You Go” approach to fund current operating expenditures. • Maintain a portfolio management approach that focuses on safety, liquidity and performance in that order. • Continually look for ways to reduce total debt payments without lengthening its term. • Ensure that no new debt issuances are used to support currently programmed capital expenditures and that all existing debt is paid off by 2044. Asset Management Policy Policy Statement The Sanitation District will assess and manage the collection system and treatment plant systems and assets to improve resilience and reliability while lowering lifecycle costs. This will be accomplished through adaptive operation, coordinated maintenance and condition assessment, and planned capital investment. Staff will balance maintenance, refurbishment, and replacement strategies to maximize useful life, system availability and efficiency. Initiatives • Create an annual Asset Management plan documenting the condition of the collection system and treatment plants, and upcoming maintenance or capital projects. • Coordinate the efforts of operations, collections, mechanical maintenance, electrical maintenance, instrument maintenance and engineering through process teams to assure the Sanitation District’s resources are focused on the high priority work functions. • Maintain a 20-year forecast of all CIP projects needed to maintain or upgrade the Sanitation District’s nearly $11 billion in assets on a prioritized risk basis to establish rate structures. Cybersecurity Policy Policy Statement The Sanitation District must maintain adequate cybersecurity (information technology security) techniques that protect computer assets, networks, programs, data, and industrial control equipment from unauthorized access or attacks that are aimed for exploitation. Initiatives • Conduct various tabletop exercises to determine the organization’s ability to respond to a targeted cyberattack and to improve the quality of the response should an attack occur. • Evaluate, enhance and monitor network security including activities to protect the usability, reliability, integrity and safety of the network by developing Security Operations Center capabilities that support continuous monitoring and is responsible for the continuous threat protection process. • Conduct a comprehensive third-party cybersecurity operations assessment (Red Team). A thorough Red Team engagement will expose vulnerabilities and risks regarding: ° Technology — Networks, applications, routers, switches, appliances, etc. ° People — Staff, independent contractors, departments, business partners, etc. ° Physical — Offices, warehouses, substations, data centers, buildings, etc. The Strategic Plan is broken down into four broad categories with 14 topic areas. Below are the policy statements and corresponding initiatives to achieve the goals of the plan. The complete policy papers can be found in the appendix. 12 STRATEGIC PLAN  NOVEMBER 2019 Property Management Policy Policy Statement The Sanitation District owns and operates assets throughout its service area located in property owned in fee, through easements and in the public right-of-way. The Sanitation District will identify and protect all of its property rights to assure that its assets are not encumbered or encroached upon so that the facilities may be properly operated, maintained, upgraded, and replaced. Initiatives • The Sanitation District will review its property rights to identify encroachments or encumbrances that restrict operation, maintenance, inspection or emergency repair access. Staff will work with identified parties to remove encroachments or encumbrances. • Staff will consolidate real estate and property management activities to maximize its resources and effectiveness. With the completion of the property rights and real estate assessments, the Sanitation District will evaluate the various resources available and develop an appropriate resource management plan to assess and maintain its property assets. ENVIRONMENTAL STEWARDSHIP Energy Independence Policy Policy Statement The Sanitation District will strive to be a net energy exporter. Electrical, thermal, and methane gas generation will be maximized. Energy utilization will be minimized using sound engineering and financial principles. Initiatives • Maximize the anaerobic digestion conversion of organics to methane through receipt of food waste and operational techniques. • Investigate and install energy storage and photovoltaic systems where practical to achieve energy independence/resilience. • Continue to support the conversion of biomethane into electricity and heat for process use. Improve systems as necessary to comply with air regulations. Climate and Catastrophic Event Resilience Policy Policy Statement The Sanitation District aims to design, maintain and operate valuable wastewater assets that withstand or adapt to adverse conditions in a reasonable manner that is both cost-effective and sustainable for present and future generations. These adverse conditions include heavy rains, flooding, sea level rise, earthquakes, tsunamis, extreme heat, wildfires, and electrical grid interruptions. Initiatives • Complete an engineering study of the seismic vulnerabilities of the treatment plants. Incorporate necessary upgrades into future capital improvement projects. • Complete the biannual high flow exercise to assure readiness for a high flow event. Maintain a higher level of readiness October 15 through March 15 and in advance of predicted significant rain events. • Study the potential impact of tsunami and changing climate conditions including flooding due to high tides and heavy rain events. Food Waste Treatment Policy Policy Statement The State of California limits the volume of organic waste that may be diverted to landfills. The Sanitation District will collaborate with the County of Orange, other local agencies, and waste haulers to find ways to beneficially reuse food waste, a type of organic waste to assist cities in our service area in meeting their diversion requirements while increasing the Sanitation District’s energy production. Initiatives • The Sanitation District will accept a preprocessed food waste slurry from contracted waste haulers that will be fed to existing anaerobic digesters. The Sanitation District will charge a tipping fee to offset its costs for capital construction, operations, handling, maintenance, and biosolids disposal. • Design, build, and operate a food waste receiving station. Create a specification for food waste slurry and contract with solid waste haulers to receive and process food waste. Water Reuse Policy Policy Statement The Sanitation District will seek to beneficially reuse all reclaimable water for potable, industrial, irrigation, and environmental uses. Initiatives • Support the completion of the final phase of the Groundwater Replenishment System and maximize reclaimable wastewater availability to the Orange County Water District. • Support Green Acres project water production to provide reclaimed water for industrial and irrigation uses. Environmental Water Quality, Stormwater Management and Urban Runoff Policy Policy Statement The Sanitation District will partner with storm water permittees to accept up to ten million gallons per day of dry weather urban runoff at no charge in order to improve water quality in streams, rivers, and beaches as long as the constituents within the flow do not adversely impact the Sanitation 13STRATEGIC PLAN  NOVEMBER 2019 District’s worker safety, treatment processes, reuse initiatives, or permit compliance. The Sanitation District facilities are subject to significant flow increases during wet weather events and are not capable of accepting stormwater flow volumes. Initiatives In accordance with Resolution No. 13-09, the Sanitation District intends to continue accepting up to ten million gallons per day of pumped dry weather urban runoff diversion where existing conveyance capacity exists, and the constituents of the flow will not adversely impact the Sanitation District. The Sanitation District also intends to continue working with industries, agencies, and other facilities to offer alternatives to stormwater and runoff disposal through special purpose discharge permits or other written authorization in accordance with the Sanitation District’s Ordinance, where doing so does not negatively affect the Sanitation District’s operation or compliance with local, state, and federal regulations, and wastewater can be held for evaluation prior to discharge. Additionally, to act as a regional partner in resolving issues associated with disposing of and reusing stormwater, the Sanitation District intends to work with local jurisdictions to determine the feasibility of regional wet weather runoff capture, storage, and use projects. • Issue dry weather urban runoff connection permits up to a total of ten million gallons per day to other service area local agencies to accept pumped dry weather urban runoff flows where existing conveyance capacity exists, and the constituents of the flow will not adversely impact the Sanitation District. • Continue working with industries, facilities, agencies, and local jurisdictions that have authority over stormwater or surface water runoff to determine the feasibility of regional wet weather runoff capture, storage, and use projects or offer alternatives to stormwater and runoff disposal through permits or other written authorization. The Sanitation District will promote responsible stormwater utilization and sewer protection, where doing so does not negatively affect the Sanitation District’s operation or compliance with local, state, and federal regulations, and wastewater can be held for evaluation prior to discharge. 14 STRATEGIC PLAN  NOVEMBER 2019 WASTEWATER MANAGEMENT Chemical Sustainability Policy Policy Statement The Sanitation District has a need to use chemicals in its treatment process to improve plant performance, reduce odor and corrosion potential, and meet its regulatory requirements. These commodity chemicals are provided by outside vendors through the purchasing process. Some of these chemicals are subject to price swings due to market condition changes such as energy cost impacts, raw material cost changes, commercial competition changes, and transportation cost volatility. The Sanitation District will identify chemicals key to its operation, investigate the market risks for those chemicals and devise strategies to mitigate identified risks to availability and pricing. Initiatives • Reduce reliance on any particular chemical or vendor and establish flexibility to utilize other chemicals/processes to accomplish the same operational objectives. • Update the Sanitation District’s Chemical Sustainability Study and incorporate the results in future procurement recommendations. Biosolids Management Policy Policy Statement The Sanitation District will remain committed to a sustainable biosolids program and will beneficially reuse biosolids in accordance with Resolution No. OCSD 13-03 and the 2017 Biosolids Master Plan. Initiatives • Educate and advocate with the local, state, and federal agencies to assure biosolids will continue to be safely and legally used as a soil amendment and monitor and research the development of initiatives of constituents of emerging concerns such as polyfluoroalkyl substances (PFAS) and microplastics that may impact biosolids. • Stay abreast of new technology options to convert organics to energy and other regional biosolids recycling and renewable energy partnerships within Southern California. • Proceed with mesophilic and thermophilic biosolids facility at Plant No. 2 to enhance biosolids quality and marketability while improving the Sanitation District’s operational resiliency against seismic events. Constituents of Emerging Concern Policy Policy Statement The Sanitation District will partner with other agencies, associations, and institutions to support the use of sound science to inform policy and regulatory decisions on constituents of emerging concern (CECs) at the federal, state, and regional levels. Staff will obtain and maintain current knowledge on CECs under regulatory consideration, including occurrence, analytical methods, regulations, and treatment to support the Sanitation District’s mission. Initiatives • The Sanitation District will continue to actively engage water and wastewater stakeholders to stay abreast of the scientific progress and any potential operational and financial impacts of CECs and provide timely briefings to the Sanitation District’s Management Team and Board to facilitate informed decision making. • The Sanitation District will continue to develop capacity to detect, quantify, and characterize CECs throughout the service area and treatment process in order to promote treatment effectiveness and the communication of credible risks. • The Sanitation District will actively research laboratory techniques and other scientific research to understand the real and potential impact of CECs, like polyfluoroalkyl substances (PFAS) and perfluorooctanoic acid (PFOA), on the reuse of water and biosolids. The Sanitation District will use science-based knowledge to help shape legislation and regulation to protect the public health and environment. 15STRATEGIC PLAN  NOVEMBER 2019 WORKPLACE ENVIRONMENT Resilient Staffing Policy Policy Statement The Sanitation District will attract and retain high- quality talent to support its mission and continue to be an industry leader. It will safeguard leadership continuity and support effective performance of the organization by proactively monitoring the changing work environment and requirements to ensure development programs are relevant and build a skilled bench of readily available successors for key leadership and mission-critical positions. Initiatives • Maintain and enhance current effective development programs that are in place to provide the direction to identify, develop and select the next generation of prepared, capable and engaged leaders, which include: ° Vocational/Professional Student Internship Programs ° Employee Development Program ° Workforce Vulnerability Assessments ° Talent Readiness Assessments ° Building Leaders and Skills for Tomorrow (BLAST) Program ° Strengthening Operator Training Programs • Continue cyclical Classification and Compensation studies to ensure job classifications accurately depict the work being performed, to set compensation levels accordingly, and stay abreast of market benefit and salary data. • Prior to the next scheduled Classification & Compensation study, Human Resources will work with the Board of Directors and meet and confer with the unions to review selected survey agencies based on recognized classification and compensation standards and the job market in which we compete. Safety and Physical Security Policy Statement The Sanitation District will ensure the safety and security of employees, contractors, and visitors through standard practices, policies, and procedures that support a safe and secure environment, provide an appropriate level of security, and safeguard OCSD’s property and physical assets. Initiatives Safety • Complete outstanding safety projects, improvements, and corrective actions to apply and obtain Cal/OSHA Voluntary Protection Program (VPP) status; and continue to foster a culture where employees are accountable for their safety as well as the safety of others. Emergency Management • Support facility and countywide emergency preparedness, response, and recovery efforts by partnering with entities, such as, the Water Emergency Response Organization of Orange County (WEROC), Orange County Sherriff Department, and local fire departments to plan and continue to conduct disaster preparedness training and exercises. Security • Continually identify and assess vulnerabilities and implement solutions through the Security Committee and third-party assessments. Prevent/mitigate security breaches using physical security systems such as video monitoring, access control, and armed security patrols. 16 STRATEGIC PLAN  NOVEMBER 2019 17STRATEGIC PLAN  NOVEMBER 2019 Appendix: Policy Papers 18 STRATEGIC PLAN  NOVEMBER 2019 Business Principles 19STRATEGIC PLAN  NOVEMBER 2019 20 STRATEGIC PLAN  NOVEMBER 2019 Budget Control and Fiscal Discipline Policy Summary Policy Statement The Orange County Sanitation District (Sanitation District) will prudently manage the public funds that it collects. It will take a long-term planning approach to its facilities and rate setting that provides a stable setting program, prudent reserves, and pay-as-you-go philosophy for operating and replacing capital expenses. Background The Sanitation District manages nearly $500 million annually. These funds support the Sanitation District’s operating, capital, and debt expenditures. The Sanitation District focuses its fiscal policy around three distinct areas: Revenues, Portfolio Management, and Debt Management. These areas are described in the Budget, Investment Policy, and Debt policy all of which are updated annually. Current Situation Revenues The majority of the Sanitation District’s revenue is generated by user fees and charges. Currently, the Sanitation District fees are in the lower third of its comparison agencies’. The Sanitation District’s revenues come from three general areas: Fees and Charges (74%), Property Taxes (21%) and other smaller revenue sources (5%). • Fees and Charges: User fees are ongoing fees for services paid by Single Family and Multifamily customers connected to the sewer system. Also included in this category are Permit Fees (User fees paid by large industrial and commercial business owners connected to the sewer system and Capital Facility Capacity Charges (CFCC) (a one-time charge imposed at the time a newly constructed building or structure is connected to the Sanitation District system). The Sanitation District policy has been to focus on cost recovery while keeping fees as low as possible. • Property Taxes: The Sanitation District receives a share of the basic property tax levy proportionate to what was received in the 1976 to 1978 period less $3.5 million allocated to school districts. These funds are dedicated to the payment of debt service. • Other Revenue: Other Revenue includes Interest Earnings, Intra-District Transfers and small revenue sources. Portfolio Management The Sanitation District Investment Policy is governed by three tenets: • Safety: The safety and preservation of principal is the foremost objective of the investment program. Investments shall be selected in a manner that seeks to ensure the preservation of capital in the overall portfolio. This will be accomplished through a program of diversification and maturity limitations. • Liquidity: The investment program will be administered in a manner that will ensure that sufficient funds are available for the Sanitation District to meet its reasonably anticipated operating expenditure needs. • Return on Investments: The Sanitation District’s investment portfolio will be structured and managed with the objective of achieving a rate of return throughout budgetary and economic cycles, commensurate with legal, safety, and liquidity considerations. The Sanitation District’s investments are separated into two distinct portfolios, Long-term and Short- term, with a primary focus on the Long-term portfolio. 21STRATEGIC PLAN  NOVEMBER 2019 The Long-Term portfolio always focuses on four elements, duration, sector allocation, term structure, and security selection. Duration • Typically, the Sanitation District keeps the duration of a portfolio ‘close’ to the benchmark duration as we feel the benchmark duration is consistent with the risk tolerance of the strategy. • The investment policy of the Sanitation District stipulates the average duration must not exceed 60 months and be within 80-120% of the benchmark. • Historically the deviation of the long-term portfolio versus the benchmark is close to 5%. Large deviations in the duration of the portfolio compared to the benchmark are an anomaly. Sector Allocation • The Sanitation District takes an active approach to asset allocation, differentiating our holdings versus the benchmark, with typically a modestly higher risk exposure compared to the benchmark. • Some of the asset classes we find more attractive in the current investing environment include Corporate notes, Asset Backed Securities, and Treasury notes relative to the Agency and Supranational sectors. • The sector allocation of the portfolio will evolve over time as our outlook for the various eligible investment options changes. Term Structure • The Sanitation District manages the term structure of the portfolio by focusing on either a bullet, ladder or barbell structure, relative to the benchmark. • For most of 2018 the structure was gravitating towards more of a bullet structure in light of the change in the sharp of the yield curve, with short term interest rates moving higher at a greater velocity than longer maturity securities. • Currently, with the yield curve very flat, we are migrating back towards more of a barbell structure, with new purchases focused at the short and long end of the eligible maturity distribution. We also find the middle to the maturity distribution, near the three-year maturity point, to be the most expensive from an absolute and relative value perspective, further supporting the barbell structure. Security Selection Within the Corporate and Asset Backed sector, the Chandler team focuses on adding stability to improve credits to be consistent with the overall investment objective of safety, liquidity, and return. • As a Corporate holding becomes more seasoned, with a short maturity, it is often utilized as a ‘source of funds’ to facilitate new holdings in the portfolio. • Typically, Asset Backed securities are held to maturity, but in the event of a liquidity need and/or a deteriorating credit situation we would look to reduce the exposure. The Sanitation District allocates to the Agency and Supranational asset classes when we find the spread over a like maturity Treasury notes to be attractive. • Considering the lack of issuance in the Agency sector since the financial crisis, the relative value of the sector has become more challenging. • The Sanitation District has a core view that the Supranational Asset class should offer a modest spread concession to the Agency sector, and the team is typically active in the sector when the additional spread pick-up is compelling. 22 STRATEGIC PLAN  NOVEMBER 2019 Across all asset classes, the Sanitation District will remove exposure to a security that is faced with a deteriorating credit situation and/or trading at an irrational valuation where a swap into an alternative security will be beneficial to the portfolio over a reasonable investment time horizon. Debt Management Due to the magnitude of the capital improvement program, the Sanitation District has utilized a combination of user fees, property taxes and debt to meet its total obligations and maintain generational equity. It is the Sanitation District’s policy not to issue any new additional debt for any existing obligations. However, the Sanitation District will actively review opportunities to refinance existing debt where possible provided the new refinancing results in a lower total cost and/or shortens the length of the obligations. The primary debt financing mechanism used is Certificates of Participation (COP). COPs are a repayment obligation based on lease or installment sale agreements. As of July 1, 2019, the total outstanding COP indebtedness was $973 million with a blended interest rate of 3.05%. It is anticipated that the debt will be paid off by 2044. Future Policy Statement The Sanitation District will effectively manage its revenues and expenses to support all OCSD operating and capital activities while maintaining a fair and reasonable rate structure. The Sanitation District will maintain reserves and available resources to ensure the access to funds as needed and guarantee payment of all outstanding debt issuances. The Sanitation District will manage its investment by focusing on safety, liquidity and return on investment, in that order of priority. Initiatives to Support Progress Toward the Policy Goal • Maintain a rate setting program that keeps OCSD in the lower third of our comparative agencies. • Maintain a “Pay as You Go” approach to fund current operating expenditures. • Maintain a portfolio management approach that focuses on safety, liquidity and performance in that order. • Continually look for ways to reduce total debt payments without lengthening its term. • Ensure that no new debt issuances are used to support the currently programmed capital expenditures and that all existing debt is paid off by 2044. 23STRATEGIC PLAN  NOVEMBER 2019 Asset Management Policy Summary Policy Statement The Orange County Sanitation District (Sanitation District) will assess and manage the collection system and treatment plant systems and assets to improve resilience and reliability while lowering lifecycle costs. This will be accomplished through adaptive operation, coordinated maintenance and condition assessment, and planned capital investment. Staff will balance maintenance, refurbishment, and replacement strategies to maximize useful life, system availability and efficiency. Background The Sanitation District is a regional governmental agency principally chartered to protect the public health through collection and treatment of wastewater. The governing Board of Directors has defined this role to include the recovery and utilization of resources from wastewater for the public good as a part of that mission. The environmental impact mitigation of the human activity of 2.6 million people and the natural drainage of the 471 square miles the Sanitation District serves is our principal concern. The Sanitation District owns and operates extensive facilities to achieve its mission. The Sanitation District estimates the replacement value of the civil, mechanical, and electrical assets in its collection system, Plant No 1 in Fountain Valley, and Plant No. 2 in Huntington Beach to be nearly $11 billion. The Sanitation District has been building the piping, pumping, and treatment infrastructure it utilizes for more than sixty-five years. It is necessary to expand, renew, replace, demolish, and rebuild components of the system to deal with wear and tear and meet new challenges. The early years for the Sanitation District were characterized mostly by capacity expansion to meet the challenges of increased flows as the county grew. The late 1970s to the 2000s were more defined by improved levels of treatment. The last ten years have been focused on increasing the level of resource reuse. One of the key success factors for the Sanitation District has been the ability to upgrade and repurpose its operating facilities to accomplish high levels of treatment and reuse. Current Situation The Sanitation District is a highly planned, forward-looking organization. The collection system and each of the treatment plants are broken down into granular functional parts. Each part is well defined and future requirements are estimated. The Sanitation District has a detailed understanding of what is owned, what condition it is in, and how it is capable of performing. The collection system is made up of independent pipe networks that were installed by the former independent sanitation districts to deliver flow to the joint treatment works. Generally speaking, the natural watershed drainages in the service area are served by major trunk sewer systems. The Sanitation District has worked with member city and agency staff to understand future development plans, flow estimates, and has collected historical inflow and infiltration rates during wet weather events to assure adequate flow carrying capability exists in each trunk sewer system. The Sanitation District also factors in the effects of drought and lower domestic water usage rates to make sure the sewers operate properly at low-flow rates. The treatment plants are broken down into the discrete process units that make up the whole. Each plant has a headworks unit that brings in flow and does preliminary treatment, a primary treatment unit which does gravity settling, multiple biological secondary treatment systems, solids handling and dewatering, power generation and distribution utilities, water and air system utilities, and an outfall system to release treated water to the ocean. Each plant can treat 320 million gallons per day of wet weather flow, but only 185 million gallons total on average is treated. The Sanitation District must always maintain the ability to treat both the average flow and peak wet weather flow. The Sanitation District understands that every asset has an expected life. Electrical systems are generally limited by component obsolescence to 20 years of life. Mechanical and coating systems are also generally limited by erosion, corrosion, and wear to 20 years of life. Civil structures and pipes are generally limited to 60 to 80 years of life if maintained on a regular basis. 24 STRATEGIC PLAN  NOVEMBER 2019 With this in mind, the Sanitation District has created a facilities master plan that plans to renew or replace facilities on this regular basis. Collection system projects are driven by growth projections or condition findings. Pipes are upsized or renewed based on flow projections, corrosion observation, coating system failure, or the ability to increase reclamation. The 15 regional pump stations are renewed on a more frequent basis due to the mechanical wear and tear and electrical component obsolescence needs, about every 25 years. The master plan for the treatment plants is much more dynamic. In addition to the electrical, mechanical, and civil asset considerations, there is also the need to meet new requirements. The new requirements are driven by regulatory agencies or by the Board of Directors to change a discretionary level of service. Examples include: capacity demands (more water, more solids), lower discharge requirements (lower BOD/TSS to the outfall, lower nutrients to the ocean), more water for reclamation, better energy conversion of solids, and many more. The 2017 Facilities Master Plan took a snapshot in time looking at the anticipated needs and levels of service to lay out a detailed project plan to morph the Sanitation District infrastructure over time to meet the expectation. Renewal or replacement projects with costs and schedules were laid out for each individual unit of the treatment plants to address capacity, condition, level of service, and anticipated new regulatory drivers. Future Policy Statement The Sanitation District will continue to invest in the infrastructure necessary to meet its mission. The Sanitation District will seek to provide its required level of service at the minimum lifecycle cost for its collection and treatment systems. The 2017 Master Plan was the snapshot basis of the Capital Improvement Plan, but the Asset Management Plan is the means to update and modify the Capital Improvement Plan to meet new requirements and conditions as time goes by. The Sanitation District will understand in a transparent way: what it owns, the condition of those assets, the capacity of collections and treatment required, the level of service required by its regulators and Board of Directors and will anticipate new regulations that may require system improvement. This understanding will drive coherent operations, targeted maintenance, and capital investment strategies to assure resilient, lowest lifecycle cost compliance with the requirements. Operations is committed to optimizing the operation of the systems to extend equipment life and minimize energy and chemical utilization, while meeting all regulatory and level-of-service requirements. Maintenance is committed to maintain the installed assets in a ready state for operations. Maintenance will seek to balance individual component preventive maintenance, repair, and renewal in harmony with the Capital Improvement Program (CIP). The CIP is based on the Master Plan, modified by the annual Asset Management Plan, and will execute the projects to install, renew, or replace trunk sewers or treatment plant units on a scheduled basis. Asset Management at the Sanitation District is the living management of the operation strategies, maintenance plans, and implementation of the Capital Improvement Plan. The Sanitation District will find creative ways to maximize asset life or meet new capacity or level of service goals through operations and maintenance. The Sanitation District will annually reassess its condition, capacity, level of service, and regulatory conditions to drive operations and maintenance practices and modify the Capital Improvement Plan projects. Initiatives to Support Progress Toward the Policy Goal • Create an annual Asset Management plan documenting the condition of the collection system and treatment plants, and upcoming maintenance or capital projects. • Coordinate the efforts of operations, collections, mechanical maintenance, electrical maintenance, instrument maintenance and engineering through process teams to assure the Sanitation District’s resources are focused on the high priority work functions. • Maintain a 20-year forecast of all CIP projects needed to maintain or upgrade the Sanitation District’s nearly $11 billion in assets on a prioritized risk basis to establish rate structures. 25STRATEGIC PLAN  NOVEMBER 2019 Cybersecurity Policy Summary Policy Statement The Orange County Sanitation District (Sanitation District) must maintain adequate cybersecurity (information technology security) techniques that protect computer assets, networks, programs, data, and industrial control equipment from unauthorized access or attacks that are aimed for exploitation. Background Developing an effective, sustainable cybersecurity program is a pressing challenge for organizations of all sizes. The reasons behind the scope of the challenge are many. Cyber risk continues to grow at an exponential rate with routine attacks from nation states, criminal elements, hacktivists, and insider threats. The bottom line is cybercrime pays. The booming cybercrime economy is productizing malware and making cybercrime as easy as shopping at Amazon. With this easy access to cybercriminal tools and services, enterprises are experiencing rapid increases in the volume, scale, and sophistication of cyberattacks. Complex and dynamic information security disciplines are subject to continuous changes in the business, technology and threat environments. Many organizations will struggle to implement security programs that support continuous improvements in this challenging environment. Current Situation The Sanitation District has evolved over recent years from dedicating less than half of a position towards cybersecurity, to one position, to currently two full-time positions. The Sanitation District’s cybersecurity portfolio consists of strategic policy management, defense in depth practices, periodic risk assessments, ongoing awareness communication and operational (e.g., security monitoring and incident response, threat and vulnerability management, user provisioning) processes. For example: • Cybersecurity Awareness and Training Program - The Sanitation District understands that our employees are our best line of defense in protecting and defending our enterprise from attack. We have built a comprehensive security awareness program by focusing on four critical functions: phishing attack simulations and reporting, quarterly education requirements, targeted training for IT developers and SCADA engineers, and pervasive communications utilizing internal communication tools. • Vulnerability Management — IT staff subscribe to and monitor security advisories and threat bulletins from Microsoft, US-CERT, ICS-CERT, KnowBe4, Cisco, and other vendors to understand and manage new vulnerabilities. All internet accessible servers and applications are scanned weekly for vulnerabilities and remediated as necessary. Microsoft operating system and application patches are deployed monthly while third party updates are deployed weekly. We use a vulnerability platform for continuous assessment of our security and compliance posture. • Intrusion Detection and Response — We have implemented several security solutions to be able to detect, prevent and respond to malicious network activity. These include firewalls, intrusion prevent systems, web security gateway, and next-generation anti-malware. In addition, we also have user behavior analysis tools to identify insider threats and ransomware activity. • Privileged Access Management Program — We use a privilege access management solution to remove and manage local administrative rights on workstations/servers to prevent lateral movement. The solution is also used to protect, control, and monitor privileged access across files and systems. • Backup and Restore Capabilities — IT practices a 3-2-1 backup strategy: 3 – Keep three copies of critical data 2 – Have your data on two types of media 1 – One copy must be offsite and offline 26 STRATEGIC PLAN  NOVEMBER 2019 Restores are performed on at least a weekly basis in response to customer incidents. Disaster Recovery Testing is performed monthly by selecting a major system and testing restore capabilities of that system to our secondary treatment facility, as well as our remote site. We sandbox the restores and provide access to our application subject matter experts to conduct application-specific testing. These tests are logged and kept for auditing and management purposes. • Security Incident Response — An incident response plan is an organized approach to handle a cyberattack. We have developed an incident response plan, playbooks and procedures for various attacks as well as trained IT security staff. In addition, there are external contacts we can call for assistance including the FBI, Department of Homeland Security and organizations that specialize in incident response like Mandiant, Cylance, and Microsoft. • Security Assessments — The purpose of a security assessment is to identify the current security posture of a system, network, or organization. The assessment provides recommendations to improve the security posture by mitigating identified risks. Our goal is to do one or two a year. The two most recently conducted assessments are the Office 365 Security Assessment from Microsoft in April 2019 and the Center for Internet Security Control Gap Assessment in July 2018. Future Policy Statement The main objective of our information security program is the establishment of a continuous, iterative regimen of planning, building, running and governing security capabilities that are derived from business requirements. Our security program cannot be a static entity. It must be adapted and continuously refined to keep pace with the ever-changing threat environment and changes in how the Sanitation District adopts digital business practices. Cybersecurity incidents are inevitable. Mistakes and/or a lack of preparation in the response can have serious repercussions. The ability of an organization to respond effectively to a security incident is a direct result of the time spent preparing for such an eventuality. If you fail to prepare, then you effectively prepare to fail. The Sanitation District will be prepared. This will be accomplished by the following proposed initiatives. Initiatives to Support Progress Toward the Policy Goal • Conduct various tabletop exercises to determine the organization’s ability to respond to a targeted cyberattack and to improve the quality of the response, should an attack occur. • Evaluate, enhance and monitor network security including activities to protect the usability, reliability, integrity and safety of the network by developing Security Operations Center capabilities that support continuous monitoring and is responsible for the continuous threat protection process. • Conduct a comprehensive third-party cybersecurity operations assessment (Red Team). A thorough Red Team engagement will expose vulnerabilities and risks regarding: • Technology — Networks, applications, routers, switches, appliances, etc. • People — Staff, independent contractors, departments, business partners, etc. • Physical — Offices, warehouses, substations, data centers, buildings, etc. 27STRATEGIC PLAN  NOVEMBER 2019 Property Management Policy Summary Policy Statement The Orange County Sanitation District (Sanitation District) owns and operates assets throughout its service area located in property owned in fee, through easements and in the public right-of-way. The Sanitation District will identify and protect all of its property rights to assure that its assets are not encumbered or encroached upon so that the facilities may be properly operated, maintained, upgraded, and replaced. Background The Sanitation District owns and operates more than $10 billion in assets. A portion of those assets include buildings, easements, rights of way and other encroachments. OCSD has recently sold and purchased property to support its efforts. The Sanitation District does not maintain expertise in the real estate discipline. As these transactions are limited and not core to OCSD, it has been determined that it is more cost effective to augment the Sanitation District resources with contracted specialized real estate services. Current Situation The Sanitation District manages its physical property and property rights. Additionally, it manages landscaping, building maintenance, security and building maintenance. District staff primarily manages these activities. Future Policy Statement The Sanitation District will effectively manage its assets and proactively research and maintain all encroachments, encumbrances and easements. Many of these activities are not core to OCSD’s mission. The Sanitation District will maintain sufficient resources using a combination of contracted specialized real estate and property management services and internal staffing. Although OCSD is not in the business of managing property as a revenue enhancement or core activity, it does own and operate millions in physical property and property rights. Initiatives to Support Progress Toward the Policy Goal • The Sanitation District will review its property rights to identify encroachments or encumbrances that restrict operation, maintenance, inspection or emergency repair access. Staff will work with identified parties to remove encroachments or encumbrances. • Staff will consolidate real estate and property management activities to maximize its resources and effectiveness. With the completion of the property rights and real estate assessments, the Sanitation District will evaluate the various resources available and develop an appropriate resource management plan to assess and maintain its property assets 28 STRATEGIC PLAN  NOVEMBER 2019 29STRATEGIC PLAN  NOVEMBER 2019 Environmental Stewardship 30 STRATEGIC PLAN  NOVEMBER 2019 Energy Independence Policy Summary Policy Statement The Orange County Sanitation District (Sanitation District) will strive to be a net energy exporter. Electrical, thermal, and methane gas generation will be maximized. Energy utilization will be minimized using sound engineering and financial principles. Background The Sanitation District must balance the impacts of its operation between land, air, and water. For example, as a water focused utility, the Sanitation District seeks to produce the cleanest water possible to minimize the impacts of human activity on the ocean, as well as to renew freshwater resources for further domestic and commercial use. A natural result of cleaning this water is the separation and concentration of constituent solid and gaseous materials. These solid and gaseous products can impact land and air. The balance of impact on land, air, and water are shifted by application or creation of energy through chemical, biological, or thermal conversion techniques. The Sanitation District is also committed to be a good neighbor. As such, significant amounts of energy are spent capturing and converting odorous air and vapor streams. The Sanitation District has pursued a comprehensive program to cover and seal its liquid and solid processes. Air streams are ducted to large fans which move thousands of cubic feet of foul air per minute through chemical, biological, and activated carbon beds to scrub the air of odorants that are regulated or may be perceived as a nuisance by the community. The Sanitation District has utilized an anaerobic digestion process that relies on biological conversion of solid organic material to methane and carbon dioxide gas. The methane is converted to electrical and heat energy in power plants for internal use. The Sanitation District’s secondary treatment system is another example of using energy to convert water impacts to air emissions. Approximately 23% of the Sanitation District’s energy usage within the treatment process is devoted to aerating water so biological agents can convert soluble organic material to nitrogen and carbon dioxide. The generation of energy itself creates an impact on the environment in air and thermal emissions. Current Situation The potential exists to further shift environmental impacts between land, air, and water through the utilization of energy. The Sanitation District is an environmental steward that seeks to balance and minimize overall impact by efficiently utilizing the energy inputs to its processes and maximizing the harvesting of energy available in the incoming wastewater. On the energy use side of the ledger, the Sanitation District invests prudently in lifecycle energy efficiency to minimize the use of energy to achieve its mission. Pumping systems to lift water and move material for premium efficiency. Thermal energy is harvested from power production for use in the process and to heat and cool occupied buildings. Aeration compressors and diffusers are selected by overall efficiency. Lighting systems are upgraded over time to more efficient technologies and lighting levels are balanced between safety and security needs versus energy utilization and light pollution concerns. Facility designers and operators make careful choices regarding the utilization of every watt of electricity, BTU of heat, and therm of gas consumed. On the energy generation side of the ledger, the Sanitation District seeks to maximize the internal creation of energy. The primary source of energy creation is in digester gas, also called biogas, which is mostly methane. Organic solids collected and concentrated in the water treatment processes are converted biologically to biogas composed of 65% methane, 34% carbon dioxide, and other trace constituents. The Sanitation District has been using this technology since the 1950s. Research has been ongoing since that time to maximize the production of digester gas. Some of the areas of research include improved mixing and heating; improved feeding; chemical addition to limit trace pollutant production; introduction of food waste; injection of fats, oils, and grease; and cell lysing. 31STRATEGIC PLAN  NOVEMBER 2019 The Sanitation District cleans the biogas and converts this biogas into electricity, heat, and exhaust gas. The exhaust gas is regulated ever more tightly for nitrogen compounds, carbon monoxide, particulates, and volatile organic compounds which require costly and performance degrading engine control technologies. This is another example of an air impact/energy trade off. These internal systems of energy harvesting provide roughly 66% of the Sanitation District’s electrical demand and 92% of the Sanitation District’s thermal demand in the treatment plants. The Sanitation District can shift the digester gas between treatment plants via an interplant pipeline and has roughly 8 MW of additional generation capacity if more gas is produced. In addition, the Sanitation District is installing electrical battery storage capacity. This system is primarily in place to lower operating cost by importing electricity for charging during low-cost nighttime hours and discharging that energy for process use during peak-cost hours. The slight energy loss due to system inefficiencies is outweighed by the cost savings and benefit to the region by lowering the peak demand of the Sanitation District by up to five megawatts. Future Policy Statement The Sanitation District seeks to be energy independent by self-generating all the electrical and thermal energy necessary to sustain its operations. This will be accomplished by economically minimizing its utilization requirements and maximizing energy harvested from the wastewater it receives. The Sanitation District will also study and use photovoltaic cells in non-process areas where it makes economic sense. Energy independence will improve the Sanitation District’s environmental impact and improve its operational reliability and resiliency. When the Sanitation District has achieved energy independence, it will seek to make excess biogenic or green energy available to external users via gas sales, power grid exports, or transportation fuels. The State of California has set goals for renewable energy utilization for electrical production and hydrogen transportation fuels. The Sanitation District’s biogas is viewed favorably in these industries to meet the State of California targets. The Sanitation District is working very diligently and creatively to maximize the production of gas and reduce its own energy needs, but energy independence is the first goal which has not yet been met. Staff recommends that innovative research continue to maximize energy harvesting and to minimize energy inputs first to make the Sanitation District energy independent in the most basic mission of protecting the public health and the environment. Once this has been achieved, excess energy can be made available for meeting the State of California’s goals for the electrical grid and transportation fuels. Initiatives to Support Progress Toward the Policy Goal • Maximize the anaerobic digestion conversion of organics to methane through receipt of food waste and operational techniques. • Investigate and install energy storage and photovoltaic systems where practical to achieve energy independence/resilience. • Continue to support the conversion of biomethane into electricity and heat for process use. Improve systems as necessary to comply with air regulations. 32 STRATEGIC PLAN  NOVEMBER 2019 33STRATEGIC PLAN  NOVEMBER 2019 Climate and Catastrophic Event Resilience Policy Summary Policy Statement The Orange County Sanitation District (Sanitation District) aims to design, maintain and operate valuable wastewater assets that withstand or adapt to adverse conditions in a reasonable manner that is both cost-effective and sustainable for present and future generations. These adverse conditions include heavy rains, flooding, sea level rise, earthquakes, tsunamis, extreme heat, wildfires, and electrical grid interruptions. Background The Sanitation District owns and operates extensive wastewater collection and treatment facilities valued at nearly $11 billion. The Sanitation District service area faces special challenges because of the geographic location of its facilities. These challenges include: its position on and near seismic risk factors, its proximity to the Pacific Coast, adjacency of its treatment facilities to the Santa Ana River, and being served by increasingly fragile energy utilities. The Sanitation District’s facilities are situated on or near several seismic risk factors. Plant No. 2 is located directly on top of the Newport-Inglewood fault. Both plants and the collection system are influenced by many adjacent major and minor faults capable of delivering damaging energy. Both of our treatment plants and the majority of our collection system sit on top of silty, alluvial soils that can have the effect of amplifying the earth motion and risk liquefaction during a seismic event. The Sanitation District has invested significantly over the last 50 years to improve the soils, foundations, and structures to mitigate these seismic risks. As geotechnical and structural knowledge and building codes progress, upgrades and facility replacements will be necessary. Another seismic risk associated with having a treatment plant and several pump stations located on the Pacific Coast, is the risk of tsunami inundation. The Sanitation District has been working with and reviewing the plans of the City of Huntington Beach and the City of Newport Beach to understand and quantify this risk. The American Society of Civil Engineers (ASCE) has created a new standard, ASCE 7-16, to layout design parameters for lateral forces and inundation zone associated with potential tsunamis. The Sanitation District understands that climactic factors we face change widely over time. The Sanitation District’s systems must perform in extreme wet weather situations (atmospheric rivers), extreme dry weather conditions (drought), extreme tidal conditions (king tides, rising sea levels), as well as high and low temperature extremes. The Sanitation District generally designs for historical and expected “average conditions” for optimal performance but must also assure operations for extreme weather events. The Sanitation District serves a critical public health role. Its operations must be reliable 24 hours per day, 365 days a year. Electricity, and to a lesser extent natural gas, are necessary for pumping and treatment operations. Both electricity and natural gas supplies have become increasingly vulnerable to interruption. Electricity deliveries are more vulnerable due to wildfire outage criteria, loss of local generation assets, aging infrastructure and extreme weather events. Natural gas supplies are more vulnerable due to the loss of local storage capacity, aging infrastructure, line corrosion, and more stringent regulatory requirements. The Sanitation District has significant capacity to self-supply critical energy requirement for extended periods. Current Situation The Sanitation District has spent considerable effort quantifying its seismic, climate, and utility supply risks. Several key studies have been initiated and will be completed in the next two years. The most acute risk factor faced by the Sanitation District is seismic risk. Climate and utility supply risks are more accurately described as chronic risks. Seismic risk factors include ground shaking, liquefaction, lateral spreading, and fault rupture. Both treatment plants are situated in historic riverbed with poor soil conditions. The collection system 34 STRATEGIC PLAN  NOVEMBER 2019 is vulnerable to failures during seismic events. The state of the art for seismic design has changed greatly over the Sanitation District’s history and will continue to do so. Many of our critical structures were designed or installed prior to the great learning that occurred in the earthquakes of the 1990s. Significant effort has been expended to better characterize the soil conditions under our treatment plants and pump stations. Projects to refurbish or replace existing unit processes are, or soon will be, scoped and budgeted to provide enhanced seismic resilience. These measures include soil mixing to stiffen the soil, various foundation designs and building structure improvements. Tsunami resilience and flooding protection can go hand in hand. To a great extent, these two risk factors can be mitigated in the same way. The Tsunami guidelines for inundation in ASCE 7-16 are a reasonable peer reviewed standard. By complying with this standard for Huntington Beach and Newport Beach, the Sanitation District will be reasonably prepared for flooding caused by extreme storm events and conservative sea level rise estimates at Plant No. 2 and pump stations in the City of Newport Beach. The Sanitation District has also expended significant effort to prepare for the effects of weather extremes on its operations. Extreme wet weather impacts operations. Inflow and infiltration during intense storm activity have multiplied average dry weather flow rate by up to three times in recent years. The Sanitation District has significant wet weather capacity and will continue to maintain a 640 million gallon per day influent and outfall capacity which is roughly 3.5 times our average dry weather flow. Historically high rains as seen in 1863 and 1938 will push our systems to the limit. The Sanitation District has also adapted its systems to perform in extreme dry weather. The Sanitation District in cooperation with OCWD operates the largest potable water reuse system in the world. This is made possible by replumbing our treatment plants and adding new smaller pump stations to deal with extreme low outfall flow rates in the morning hours. The Sanitation District also has, and continues to grow, the ability to shift influent flow between its treatment plants which creates additional resilience for risk factors. Finally, on the topic of utility supply, the Sanitation District built redundant supplies for its most critical needs: electricity, natural gas and water. The Sanitation District has maintained three sources of electricity supply for more than 25 years. The treatment plants can be supplied with power from Southern California Edison, the Sanitation District’s Central Generation Plants or on-site diesel generation systems to maintain basic operation to protect public health. In terms of natural gas, the Sanitation District has been producing bio-methane through anaerobic digestion since the 1950s with enough capacity to provide electricity and necessary process heat. Future Policy Statement The Sanitation District will continue to build and improve its facilities to meet the seismic, climate and energy infrastructure risks that it faces with a long-term, planned approach. Acute life-safety risks that are identified or facilities that are damaged or fail in a catastrophic event will be addressed very quickly. However, it is not practical to update $11 billion in facilities every time a code is updated, or new climate change estimate is released. The Sanitation District will stay abreast of code and climate change estimates as they occur and will implement improvements or replacements to facilities on a long-term basis in line with its asset management practices. The Sanitation District generally plans to refurbish or replace its mechanical and electrical assets every 20 to 25 years with an average capital improvement investment of $250 million per year. The Sanitation District facilities are designed to meet industry codes. As time goes on and codes are updated, it is not required to upgrade existing facilities to meet those latest codes unless there is a mandate to do so, or a risk in not doing so is recognized. The Sanitation District will accept some incremental risk in having some facilities that are not necessarily compliant with latest building codes or subject to increased greater risks until a project to rehabilitate or replace these facilities is developed. All of the Sanitation District’s facilities have a planned life span with two to three refurbishment cycles. Identified seismic or flooding vulnerabilities may drive a replacement versus refurbishment decision in the normal capital planning process. 35STRATEGIC PLAN  NOVEMBER 2019 The Sanitation District will continue to aspire to energy independence which will help mitigate vulnerabilities to loss of electrical and gas utilities. In addition, the Sanitation District will continue to maintain third level, diesel generator, electrical supply capability for critical loads. On-site diesel storage will provide up to three days of power to run the plants. Pump stations diesel generation will be site specific in its design based on flow risks, hydraulic storage capacity, and site constraints. Either on- site generation or quickly deployable mobile generators will provide emergency power for up to days at a time. Initiatives to Support Progress Toward the Policy Goal • Complete an engineering study of the seismic vulnerabilities of the treatment plants. Incorporate necessary upgrades into future capital improvement projects. • Complete the biannual high flow exercise to assure readiness for a high flow event. Maintain a higher level of readiness October 15 through March 15 and in advance of predicted significant rain events. • Study the potential impact of tsunami and changing climate conditions including flooding due to high tides and heavy rain events. 36 STRATEGIC PLAN  NOVEMBER 2019 Food Waste Treatment Policy Summary Policy Statement The State of California limits the volume of organic waste that may be diverted to landfills. The Orange County Sanitation District (Sanitation District) will collaborate with the County of Orange, other local agencies, and waste haulers to find ways to beneficially reuse food waste, a type of organic waste to assist cities in our service area in meeting their diversion requirements while increasing the Sanitation District’s energy production. Background Whether supplying secondary treated wastewater for the Groundwater Replenishment System, creating renewable energy in the form of biogas from anaerobic digestion to produce electricity, or benefiting from the use of biosolids as a soil amendment, the Sanitation District is a resource recovery agency committed to providing resilient and reliable wastewater treatment service while protecting the public health and the environment. In recent years, there has been a significant change in the regulatory landscape in California related to the diversion of organics such as food, green material, wood, paper, biosolids, digestate, and sludges from landfills. Currently, much of the state’s diverted organics are being composted or used as alternative daily cover on landfills. With the phaseout of organics as alternative daily cover, the regulatory shift is creating an organics market for the wastewater sector to provide a solution to manage organics such as food waste by way of co-digestion. There is an opportunity for the Sanitation District to produce additional biogas, reducing the need to purchase electricity from the local utility. Anaerobic digestion is currently at the nexus of important State of California mandates, namely: (1) organics diversion from landfills (AB 1826 and SB 1383), and (2) increased renewable energy and fuels generation (SB 32 and SB 100). The primary alternatives for organics management are anaerobic digestion and composting — of which anaerobic digestion is the only process offering energy recovery potential. Over the next few years, California’s cities and counties, along with municipal solid waste haulers, material recovery facilities, and landfills will need to develop collection, processing, and energy recovery infrastructure to address new state legislation and goals. Existing wastewater treatment plants such as the Sanitation District are uniquely positioned to play a role in the new organics marketplace since solid waste management facilities do not typically have anaerobic digesters, the energy recovery infrastructure in place, or experience regarding the management of biosolids for beneficial use. In 2017, the Sanitation District completed a comprehensive Biosolids Master Plan (Plan) that provides a roadmap and framework for sustainable and cost-effective biosolids management options and future capital facilities improvement over a 20-year planning horizon. Considering the timeliness of the regulatory mandates requiring organic diversion from landfills and increased renewable energy, the Plan evaluated the feasibility of implementing a high strength organic waste receiving program involving the co-digestion of preprocessed food waste. While food waste digestion appears to be feasible, the Sanitation District’s existing infrastructure isn’t well suited for receiving, handling, or digesting green waste. Current digester feed, mixing, heating, dewatering and truck loading facilities aren’t designed to deal with cellulosic products in green waste. The highly fibrous material doesn’t readily break down and clogs the various systems optimized for sewage sludge treatment. In addition, there are legal hurdles specified in the California Health and Safety Code, Section 4700, that must be addressed before the Sanitation District could operate a refuse transfer facility. Current Situation Project Viability The Sanitation District’s Plan concluded that the costs to construct and operate a food waste receiving facility could be offset by tipping fees charged to food waste processors/haulers and by additional power 37STRATEGIC PLAN  NOVEMBER 2019 generated from the increased digester gas production. The Plan recommended that the Sanitation District build an interim food waste receiving station immediately to take advantage of existing digestion and power generation capacity of approximately 150-250 wet tons per day at Plant No. 2. The Sanitation District will construct a more permanent facility in the future to coincide with the planned construction of new digesters at Plant No. 2, allowing an additional capacity to co-digest approximately 500 wet tons per day of food waste. The Sanitation District also has at least 6 MW of installed electrical generation capacity that can convert the produced digester gas to electricity and heat. Based on these recommendations, in 2018 the Sanitation District’s Board approved a project (P2-124) to construct an interim (10-15 years) food waste facility to receive, store, and feed preprocessed food waste slurry to the digester complex at Plant No. 2 to generate additional digester gas. This project will be designed to accept approximately 150 wet tons per day of preprocessed food waste and will produce approximately 15 percent more methane gas for on-site energy production, resulting in a greenhouse gas reduction of approximately 10,800 metric tons of carbon dioxide equivalent annually which is equivalent to the annual greenhouse gases generated by approximately 2,000 passenger vehicles. This is consistent with the Sanitation District’s Energy Independence Policy which is to strive to be energy independent by minimizing energy utilization and maximizing useful energy recovery from the sewage it receives. The interim receiving station is scheduled to be completed in 2022. The final biosolids product currently produced by the Sanitation District is anticipated to be largely unaffected by the addition of food waste slurry. Pilot testing conducted by the Sanitation District indicates that there will be increased gas production due to mixing sewage sludge and food waste feed stock, but the final biosolids product will remain largely unchanged. A draft Preliminary Design Report was issued in June 2019 for the interim receiving facility which included a viability evaluation concluding that the project is economically justifiable based on project costs and anticipated tipping fees. Final Design work has started and among other important items, the tipping fee and food slurry specifications will be further refined and validated. There are three large municipal solid waste haulers that have expressed interest in collaborating with the Sanitation District to provide preprocessed food waste for digestion. Of these, two haulers are located within the county and one is located outside the county. Another important partner for the Sanitation District is Orange County Waste and Recycling (OCWR). The Sanitation District has met with OCWR and they have expressed interest in partnering with the Sanitation District to find local solutions to meet SB 1383’s organics diversion mandate including in-county biosolids management, composting, food waste co-digestion, and biogas production. Future Policy Statement Food Waste Slurry The Sanitation District will only accept a preprocessed food waste slurry. We do not have available land or air permits to handle, sort, and process solid or green wastes. The Sanitation District will work with other public agencies and waste haulers to develop an industry standard for food waste slurry that specifies water, organic, metal, plastic, and glass content requirements. A common specification for slurry will help all parties make investment decisions. Food Waste Volume The Sanitation District has identified available capacity within its infrastructure at Plant No. 2 to accommodate food waste conversion to energy. The processes impacted by food waste conversion are digestion, gas cleaning, gas compression, generation, process heating, biosolid dewatering and biosolids loading. These impacted systems have the capacity to accept 150 to 250 wet tons per day for the next ten years. Beyond ten years, the Sanitation District plans on upgrading its digestion, gas compression, and gas treatment systems. Based on the lessons learned from the interim system and the development of the food waste market, the Sanitation District plans to be able to accept up to 500 wet tons per day when the new digestion, gas compression, and gas treatment systems are completed. 38 STRATEGIC PLAN  NOVEMBER 2019 The Sanitation District believes that the full implementation of the current regulations will create a food waste slurry market significantly greater than 500 wet tons per day in Southern California. Tipping Fee Basis The acceptance of food waste has the opportunity to more fully utilize the system capacity that already exists for the benefit of the Sanitation District’s rate payers. The Sanitation District staff will develop a base tipping fee rate schedule for Board of Directors’ approval that meets the following criteria: • Recover all capital costs to construct facilities within five years (this will allow the Sanitation District and waste haulers to properly invest in processing facilities); • Recover all on-going costs including operating cost, maintenance cost, electricity usage, biosolids dewatering, and reuse costs; • Food Waste will not be operated “for profit” but rather a cost recovered service with revenues offsetting rates and passed on to OCSD’s rate payers. Food waste generated and processed within the service area will be charged the base rate and will be prioritized over food waste from outside the service area. This is justified by the fact that the underlying infrastructure of the Sanitation District is already owned by service area rate payers. The Sanitation District contracts with service area waste haulers must provide for a pass-through savings to the Sanitation District rate payers. That means waste haulers may charge for collection and processing of food waste but must disclose to their City or Special District franchise partner the Sanitation District’s tipping fees and negotiate pricing adjustments as necessary with City or Special District franchise partners. If additional capacity exists, but isn’t utilized by in service area users, then that capacity may be contracted by out of service area users at a premium to help offset the cost of the underlying infrastructure necessary to process the food waste. The Sanitation District will pursue grant opportunities to the extent possible to reduce the overall capital and operating cost basis for the program to reduce the tipping fee base rate. Initiatives to Support Progress Toward the Policy Goal • The Sanitation District will accept a preprocessed food waste slurry from contracted waste haulers that will be fed to existing anaerobic digesters. The Sanitation District will charge a tipping fee to offset its costs for capital construction, operations, handling, maintenance, and biosolids disposal. • Design, build, and operate a food waste receiving station. Create a specification for food waste slurry and contract with solid waste haulers to receive and process food waste. 39STRATEGIC PLAN  NOVEMBER 2019 Water Reuse Policy Summary Policy Statement The Orange County Sanitation District (Sanitation District) will seek to beneficially reuse all reclaimable water for potable, industrial, irrigation and environmental uses. Background For over 40 years, the Sanitation District and the Orange County Water District (OCWD) have partnered to beneficially reuse treated wastewater from the Sanitation District. OCWD, which serves roughly the same service area as the Sanitation District, manages and replenishes the groundwater basin in northern and central Orange County, ensures water reliability and quality, prevents seawater intrusion, and protects Orange County’s rights to Santa Ana River water. Beginning in 1975, the Sanitation District contributed treated wastewater from its Plant No. 1 to OCWD for the operation of Water Factory 21, which reclaimed the treated wastewater and injected it along with deep well water into the groundwater basin to prevent seawater intrusion. In the mid-1990s, OCWD needed to expand Water Factory 21. At the same time, the Sanitation District faced the challenge of having to build a second ocean outfall pipe to discharge treated wastewater into the Pacific Ocean. Both agencies collaborated to build an advanced water purification facility to resolve these challenges. This state-of-the-art facility, known as the Groundwater Replenishment System (GWRS), took the place of Water Factory 21, and began operation in 2008. The GWRS treats secondary treated wastewater from the Sanitation District Plant No. 1 to drinking water standards and uses the purified water for both injection and percolation, through injection wells and recharge basins, as source water to replenish the groundwater basin’s drinking water supplies. With approximately 75 percent of the water demand in northern and central Orange County cities coming from the groundwater basin, GWRS supplements existing water supplies by providing a new, reliable, high-quality source of water. While the original GWRS facility was initially constructed to supply up to 70 million gallons per day (MGD) of purified water, the facility was designed for an ultimate treatment and conveyance capacity of 130 MGD. The original GWRS design intent was to expand the GWRS facility in two phases — an initial and a final expansion of an additional 30 MGD of treatment capacity with each expansion. The GWRS Initial Expansion Project was completed in June 2015 and has been producing up to 100 MGD of purified water for groundwater injection and recharge. The Final Expansion of GWRS is scheduled to be completed in 2023 and will produce the maximum capacity of 130 MGD. In addition to providing treated wastewater to the GWRS, the Sanitation District also provides treated water to OCWD’s Green Acres Project, which provides recycled water for landscape irrigation at parks, schools, and golf courses; and industrial uses, such as carpet dying; toilet flushing; and power generation cooling. Current Situation The GWRS currently produces 100 million gallons per day of purified water — enough water for about 850,000 people. All of the Sanitation District’s Plant No. 1 secondary effluent, between 120-130 MGD, is sent to OCWD for the GWRS and Green Acres Project. However, secondary effluent from the Sanitation District’s Plant No. 2 and other non-reclaimable flows, such as brine from inland desalters and GWRS’s reverse osmosis process, and the Sanitation District’s process sidestreams, continue to be released into the ocean. In 2016, the Sanitation District and OCWD jointly conducted the Effluent Reuse Study, which evaluated the feasibility of recycling the Sanitation District’s secondary effluent from Plant No. 2 and identified projects required to achieve the final expansion of the GWRS. The GWRS final expansion effort will include implementation of projects to construct new, modified or rehabilitated facilities at Plant No. 2 to separate reclaimable flows from non-reclaimable flows; to equalize, pump, and convey secondary effluent from the Sanitation District’s Plant No. 2 to the GWRS facility; and to treat the additional source water to produce 130 MGD of purified water. 40 STRATEGIC PLAN  NOVEMBER 2019 Reverse Osmosis brine generated at the GWRS Initial Expansion is currently discharged into the ocean. The 2016 Effluent Reuse Study identified alternative brine management strategies such as evaporation ponds, deep well injection, and engineered wetlands. Evaporation ponds are land intensive and are also energy intensive when combined with a brine crystallizer to remove solids from highly concentrated brine system using heat and pressure. While the areas around both the Sanitation District treatment plants have the appropriate geology for brine injection, there are concerns with contamination of drinking water aquifers, and seismic risks due to the Newport-Inglewood zones near Plant No. 2. At this time, it does not appear economically feasible to provide alternative management strategies for the brine discharge. In November 2016, the Sanitation District Board of Directors adopted the Second Amended and Restated Joint Exercise of Powers Agreement for the Development, Operation and Maintenance of the Groundwater Replenishment System and Green Acres Project, which committed the agency to continue supporting the GWRS and the Green Acres Project, and specifically, the final expansion of the GWRS. The implementation of the final phase of the expansion will be executed by multiple projects, some executed by the Sanitation District while the others executed by OCWD. Project costs related to GWRS are funded by OCWD, including $50 million reimbursement to the Sanitation District for its costs incurred to execute related projects. By supporting the GWRS Final Expansion, the Sanitation District will be able to recycle all reclaimable wastewater generated in its service area and treated at its two treatment plants, and OCWD will have sufficient water to run the GWRS facility to full capacity. Future Policy Statement The treated effluent produced from the Sanitation District’s Plant Nos. 1 and 2 is a valuable resource that can help boost local water resources and reduce dependence on imported water, while reducing the effluent discharged to the ocean. The Sanitation District will continue to seek opportunities for beneficial reuse of all reclaimable wastewater collected and treated at its facilities. The Sanitation District will continue to support the completion of the final expansion of the GWRS in accordance to the adopted Second Amended and Restated Joint Exercise of Powers Agreement for the Development, Operation and Maintenance of the Groundwater Replenishment System and Green Acres Project. This includes providing secondary effluent as source water for GWRS free of charge; allowing OCWD to discharge brine via the Sanitation District’s ocean outfall free of charge; leasing approximately 10 acres of land to OCWD at $1 per year for the GWRS Final Expansion project; allowing OCWD to discharge North and South Basin extraction well flows to the Sanitation District sewers; managing the design and construction efforts of the Plant No. 2 Headworks Modifications Project and the Plant Water Pump Station Replacement Project (OCWD will reimburse up to $50 million of project cost); managing and financing the construction of the Ocean Outfall Low Flow Pump Station at Plant No. 2 and the construction of Plant No. 2 primary and secondary facilities to allow segregation of non-reclaimable flows. The Sanitation District will continue to maximize the delivery of secondary effluent available to GWRS and the Green Acres Project in order to maximize full production of purified recycled water for indirect potable reuse, and industrial and irrigational uses. The Sanitation District has been operating the Steve Anderson Lift Station to divert more flows to Plant No. 1. The two agencies regularly communicate and coordinate the Sanitation District operations and construction projects that may have impacts on GWRS operation and will continue this collaboration effort. The Sanitation District has adequate flow to maximize the production of the GWRS through final expansion. Diversion of additional non-wastewater into the sewer system is unnecessary. Non- wastewater diversions create high flow risks during wet weather conditions and can introduce constituents of concern to existing water and biosolid reuse programs. 41STRATEGIC PLAN  NOVEMBER 2019 Initiatives to Support Progress Toward the Policy Goal • Support the completion of the final phase of the Groundwater Replenishment System and maximize reclaimable wastewater availability to the Orange County Water District. • Support Green Acres project water production to provide reclaimed water for industrial and irrigation uses. 42 STRATEGIC PLAN  NOVEMBER 2019 Environmental Water Quality, Stormwater Management and Urban Runoff Policy Summary Policy Statement The Orange County Sanitation District (Sanitation District) will partner with storm water permittees to accept up to ten million gallons per day of dry weather urban runoff at no charge in order to improve water quality in streams, rivers and beaches as long as the constituents within the flow do not adversely impact the Sanitation District’s worker safety, treatment processes, reuse initiatives, or permit compliance. The Sanitation District facilities are subject to significant flow increases during wet weather events and are not capable of accepting stormwater flow volumes. Background The Sanitation District’s wastewater collection system is designed to be wholly separate from the region’s stormwater systems, also referred to as storm sewers and/or storm drains. The Sanitation District implements a system-specific Sewer System Management Plan in compliance with the California Statewide General Waste Discharge Requirements for Sanitary Sewer Systems, Water Quality Order No. 2006-0003-DWQ. In the Sanitation District’s service area, most local sanitary sewer systems are owned by city municipalities and discharge into the Sanitation District -owned regional sewers. Similarly, many stormwater systems are also owned and maintained at the local level, referred to as municipal separate storm sewer systems or MS4. These publicly owned conveyances or a system of conveyances are designed to collect/convey stormwater, are not combined with sanitary sewers, and not part of the sewage treatment works. Stormwater runoff is water generated from precipitation events that flows over land or impervious surfaces including streets, parking lots, and building rooftops — this water does not return to groundwater basins, because it does not soak into the ground. This runoff accumulates pollutants from transportation, construction, industrial, and residential sources that can include trash or other solid waste, chemicals, oil, and other sediments. MS4 stormwater that is not captured for reuse, typically discharges into regional systems, most notably flood control channels (e.g. the Santa Ana River), that subsequently flow to the ocean and are regulated by the National Pollutant Discharge Elimination System (NPDES) that also regulates the Sanitation District’s discharge to the ocean. Due to the design and operation of local and regional sanitary sewers, there is not system capacity to allow ‘wet weather’ stormwater discharges to the sewer. Excessive flows into the sewer beyond its design capacity can lead to sanitary sewer overflows (also called SSOs), spills, and potential sewage backups. The Santa Ana River can provide massive storm-flow capacity at approximately 22,000 cubic feet per second (cfs) of water, and the Delhi Channel at 325 cfs, as compared to the peak wet weather flow for both the Sanitation District Plant Nos. 1 and 2 combine to less than 1,000 cfs — much of which is utilized for sanitary sewer service at all times. During ‘dry weather’, stormwater systems collect flow from ‘dry weather urban runoff’ activities, such as residential or industrial use, irrigation, water released from previous precipitation, among others. Most sanitary sewer systems are gravity draining, that is, most non-industrial facilities passively drain to the sewer and do not typically take action to commence discharge of wastewater. As a result, it’s important that facilities are constructed in such a way that they will not drain active stormwater or urban runoff flow to the sewer, especially during rain. Additionally, stormwater best management practices (BMPs) typically dictate that the generation of contaminated stormwater should be mitigated through proper facility design including berms and grading. The Sanitation District’s Wastewater Discharge Regulations Ordinance, which sets quality standards and requirements for facilities discharging to the Sanitation District, includes language to prohibit sewer users from discharging groundwater, stormwater, surface runoff, or subsurface drainage to the sewer without written authorization or a permit issued for such a purpose. In addition to the concerns related to insufficient capacity in the Sanitation District’s sewer collection system, there is a concern that uncontrolled discharge to the sewer from these types of systems can introduce pollutants that may cause issues in the Sanitation District’s treatment and reclamation plants, discharge to the ocean, or affect the agency’s ability to recycle water or reuse biosolids. The Sanitation District’s Ordinance was recently revised 43STRATEGIC PLAN  NOVEMBER 2019 to clarify these restrictions and include a prohibition on drainage from non-domestic surface and floor drains to address these types of uncontrolled discharges. However, given the public health and environmental protection issues that may arise from runoff- carried pollutants being transferred into the Sanitation District’s coastal beaches and waters, in April 2000 the Sanitation District initiated a permitting program to assist in the economical and practical control of these pollutants during dry weather conditions. Following the Sanitation District’s sponsored legislation (AB 1892), the Sanitation District’s charter was amended to authorize the Board of Directors to adopt Resolution No. 00-04 establishing a dry season urban runoff policy that allowed local agencies to obtain a Dry Weather Urban Runoff Permit to discharge to the Sanitation District. Agencies could apply for this permit type where there was not an economically or practically feasible alternative (i.e. discharge to storm drain, reclamation/reuse, etc.) to discharging dry weather urban runoff to the sewer, and the discharger met other conditions including complying with the Sanitation District’s Wastewater Discharge Regulations Ordinance. In September 2000, the Sanitation District modified the Dry Weather Urban Runoff Policy (Resolution No. 00-22) to cap discharges received to ten million gallons per day (MGD). Furthermore, the policy revision established the waiving of fees associated with the program until discharges exceeded four MGD, or until the policy underwent future revisions. There were a number of other modifications to the policy that added facility and compliance requirements for Dry Weather Urban Runoff permittees. The Sanitation District Board Resolution No. 01-07, adopted in March 2001, added language to the policy clarifying conditions in which the Sanitation District would and would not be indemnified against liability associated with diversion systems. Indemnification is a critical component of Dry Weather Urban Runoff agreements necessary to address the risks posed to the Sanitation District associated with water quality, flooding, trash, infrastructure damage, and other concerns. In June 2013, the Sanitation District’s current policy was established when Resolution No. 13-09 was adopted. This included a revision where upon reaching a dry weather urban runoff influent rate of nine MGD, the Sanitation District will take action to reevaluate the policy. In addition to Dry Weather Urban Runoff Permits, the Sanitation District’s Ordinance allows for normally prohibited wastes such as groundwater, stormwater, surface runoff, and subsurface drainage to be discharged to the Sanitation District as authorized through a Special Purpose Discharge Permit or written authorization from the Sanitation District; only when no alternate method of disposal is reasonably available or to mitigate an environmental risk or health hazard. The Dry Weather Urban Runoff and Special Purpose Discharge permit programs are intended to assist in the protection of public health and the environment by routing contaminated discharges into the Sanitation District’s treatment and reclamation plants. For example, the toxic amounts of selenium in the Upper Newport Bay Watershed have resulted in regulatory requirements to remove selenium loadings from upstream creeks and channels to protect downstream aquatic life. For dry weather urban runoff discharges, the Sanitation District is able to accommodate certain waste streams that mitigate these hazards. However, the Sanitation District treatment and reclamation plants also have limitations on the loading of pollutants that can be discharged to them — particularly because traditional sewage treatment plants are not designed to remove toxic pollutants, but are designed to remove the conventional pollutants typically found in wastewater generated from normal sanitary uses. The Sanitation District’s Ordinance dictates that permitted users, such as Dry Weather Urban Runoff or Special Purpose Discharge users, must comply with numeric effluent limit standards for toxic pollutants. Continuing the example from above, discharges must meet a selenium effluent limit of 3.9 milligrams per liter (mg/L), a derived value based on the compliance standard, the Sanitation District is held accountable in order to reuse biosolids. In this example, the Sanitation District may choose to issue a permit to mitigate a public health or environmental concern, but must do so in such a way as to also address the potential impact on the Sanitation District’s plants and its reuse initiatives — with permit numeric limits and conditions. 44 STRATEGIC PLAN  NOVEMBER 2019 Current Situation As of June 2019, the Sanitation District maintains 21 active Dry Weather Urban Runoff Permits for diversions owned and operated by the City of Huntington Beach, the City of Newport Beach, OC Public Works, Irvine Ranch Water District, and a LLC responsible for the areas in and around Pelican Point community. For the June to December 2018 reporting period, the Sanitation District received an average of 1.03 MGD from these facilities, well below the current ten MGD policy cap and nine MGD action threshold. Since the program’s inception in 2000, the Dry Weather Urban Runoff Program has treated 9.4 billion gallons of dry weather urban runoff. The success of this program is captured succinctly in reviewing the Heal the Bay 2018-2019 Beach Report Card. Heal the Bay is an environmental non-profit organization focused on coastal water and watershed quality, and reported that 92 percent of beaches in Orange County received an ‘A’ rating during summer dry weather conditions — some the Sanitation District -service area beaches made the report card ‘honor roll’ with an A+ rating. It should be noted that this overall rating is negatively impacted by south Orange County beaches that are not in the Sanitation District’s service area. Both the permitted Dry Weather Urban Runoff users and the Sanitation District staff collect samples from Dry Weather Urban Runoff facilities (during dry season discharge) on a semi-annual basis to evaluate compliance with pollutant limits establish in the Sanitation District’s Ordinance. Periodically, the Sanitation District works with other organizations and industries that have intentionally or unintentionally captured stormwater or runoff on-site and seek guidance on disposing of the water. The Sanitation District may authorize such a discharge request where: there is adequate capacity, wastewater meets applicable effluent discharge standards, there is no practical alternative method of disposal, and the wastewater is captured and held until it can be released to the sewer apart from a high-capacity or storm event. The Sanitation District can utilize written authorizations, special conditions on an existing wastewater discharge permit, or a Special Purpose Discharge Permit — issued for planned short-or-long-term discharges. In other instances, the Sanitation District has observed unauthorized stormwater connections to the sewer during routine inspections of facilities and worked with the dischargers to mitigate these to prevent potential overflow conditions. Special discharges described above, where acceptable through a Special Purpose Discharge Permit or written authorization, are not included in the ten MGD allowance under the Dry Weather Urban Runoff program. Key Issues for the Future Under the current policy, the Sanitation District has the capacity to accept additional dry weather urban runoff flows (up to ten MGD), however, this allotted capacity is not typically the limiting factor in increasing the volume of runoff diverted to the Sanitation District. As Dry Weather Urban Runoff diversion projects are initiated and funded at the local municipality level, capital support for such projects can be limited. Without funding and operational support from a public agency that has jurisdiction and authority over surface water runoff and wastewater, this water cannot be diverted. Diversion systems must be pumped (not gravity-fed) into the Sanitation District’s collection system to ensure the necessary level of control. Furthermore, diversions cannot be implemented just anywhere. In order for the Sanitation District to accept this dry weather runoff water, the supporting sewer hydraulic capacity and infrastructure must already be in place at the specific location where the gravity diversion exists. Otherwise constructing new Sanitation District facilities to convey diverted waters would require a significant capital investment from the Sanitation District and its rate-payers. In short, acceptance of dry weather runoff must be evaluated based on the site-specific capacity of the Sanitation District’s collection system, i.e. the hydraulic capacity of a specific interceptor/sewer trunkline. In addition, where the intention is to also recycle this runoff water as well as divert it from the Sanitation District’s coastal beaches and waters, it must be routed to the Sanitation District’s Plant No. 1 facility in Fountain Valley where it can discharge to OCWD’s Groundwater Replenishment System (GWRS). At present, the Sanitation District’s Plant No. 2 facility does not discharge wastewater to GWRS for recycling, and the majority of existing dry weather urban runoff facilities discharge to Plant No. 2. 45STRATEGIC PLAN  NOVEMBER 2019 The Sanitation District is working to divert the majority of Plant No. 2 influent wastewater to GWRS, however, the expected completion date of this project is not until 2023. It should be noted that the recycling capacity of GWRS is not unlimited and the plan to divert wastewater from Plant No. 2 is expected to provide the near maximum level of influent to GWRS. Therefore, the Sanitation District is not in a position to accept additional wastewater for recycling, and the notion that stormwater is necessary to augment GWRS influent is not a valid assumption. Given the above conditions, to expand the current programs to a larger-scale stormwater/rain-event capture and discharge program, means an investment for stormwater-authority agencies to build water storage systems in addition to existing or new diversion systems. The regional benefit for such an initiative would be the increased capture and recycling of water that would otherwise be discharged to the ocean. The potential risk to the Sanitation District and its reuse initiatives from pollutants in stormwater and runoff would be directly impacted by our agency’s future ability to control these wastes — that is permit, inspect, and monitor discharging facilities, and when warranted — enact enforcement to ensure compliance with the Sanitation District’s Wastewater Discharge Regulations Ordinance. To protect the Sanitation District, this means issuing stringent requirements on discharges or suspending a discharge when an existing or potential sewer user does not meet a compliance obligation. Moreover, the Sanitation District will only be able to accept stormwater and runoff discharges that can be captured and held beyond storm events, and where that water can be adequately evaluated before being released for discharge into the Sanitation District’s system. The financial impact for the Sanitation District would translate to capital and operational costs where the Sanitation District is involved in the construction and maintenance of facilities to support these diversion systems. In addition, a larger-scale stormwater/rain-event capture and discharge program most certainly will require an investment in additional Sanitation District staff in the workgroup that oversees the current permitting programs. The larger question, beyond the scope of this white paper, is to evaluate at a regional level whether stormwater capture from a rain event will provide an additional source of water significant enough to offset the costs to capture this water and temporarily store it until it can be reused, including the associated infrastructure, staff, and other public resources this would require; and considering the intrinsic restrictions of the current sewer system, GWRS limitations, and the potential risks posed to the Sanitation District’s existing water and biosolid reuse initiatives. Initiatives to Support Progress Toward the Policy Goal In accordance with Resolution No. 13-09, the Sanitation District intends to continue accepting up to ten million gallons per day of pumped dry weather urban runoff diversion where existing conveyance capacity exists, and the constituents of the flow will not adversely impact the Sanitation District. The Sanitation District also intends to continue working with industries, agencies, and other facilities to offer alternatives to stormwater and runoff disposal through special purpose discharge permits or other written authorization in accordance with the Sanitation District’s Ordinance, where doing so does not negatively affect the Sanitation District’s operation or compliance with local, state, and federal regulations, and wastewater can be held for evaluation prior to discharge. Additionally, to act as a regional partner in resolving issues associated with disposing of and reusing stormwater, the Sanitation District intends to work with local jurisdictions to determine the feasibility of regional wet weather runoff capture, storage, and use projects. • Issue dry weather urban runoff connection permits up to a total of ten million gallons per day to other service area local agencies to accept pumped dry weather urban runoff flows where existing conveyance capacity exists, and the constituents of the flow will not adversely impact the Sanitation District. 46 STRATEGIC PLAN  NOVEMBER 2019 • Continue working with industries, facilities, agencies, and local jurisdictions that have authority over stormwater or surface water runoff to determine the feasibility of regional wet weather runoff capture, storage, and use projects or offer alternatives to stormwater and runoff disposal through permits or other written authorization. The Sanitation District will promote responsible stormwater utilization and sewer protection, where doing so does not negatively affect the Sanitation District’s operation or compliance with local, state, and federal regulations, and wastewater can be held for evaluation prior to discharge. 47STRATEGIC PLAN  NOVEMBER 2019 Wastewater Management 48 STRATEGIC PLAN  NOVEMBER 2019 Chemical Sustainability Policy Summary Policy Statement The Orange County Sanitation District (Sanitation District) has a need to use chemicals in its treatment process to improve plant performance, reduce odor and corrosion potential, and meet its regulatory requirements. These commodity chemicals are provided by outside vendors through the purchasing process. Some of these chemicals are subject to price swings due to market condition changes such as energy cost impacts, raw material cost changes, commercial competition changes, and transportation cost volitility. The Sanitation District will identify chemicals key to its operation, investigate the market risks for those chemicals and devise strategies to mitigate identified risks to availability and pricing. Background The Orange County Sanitation District (Sanitation District) treatment plants and collection system use several bulk chemicals. A sustainable supply of these chemicals is critical to maintaining an acceptable level of treatment and for ensuring compliance with all regulatory requirements. The Sanitation District spends about $13 million annually on the procurement of eight key chemicals which generally can be broken down into four categories: coagulants, odor/corrosion control, disinfection, and boiler water treatment. Boiler water treatment chemicals are low volume and readily available and will not be considered here. Coagulant Chemicals Coagulant chemicals include ferric chloride, anionic polymer, and cationic polymer. These chemicals are the workhorses of the sewage treatment process. Coagulant chemicals work to clump together organic material so it can more readily be separated from water. Ferric chloride is the first chemical added in the treatment process. It is a powerful settling agent that causes organics to clump together and settle to the bottom of primary basins. It is a double-duty chemical in that it also controls the formation of hydrogen sulfide gas, which is a major odorant, by binding to suspended sulphur compounds and causing them to settle before they can be converted by natural bacterial processes to hydrogen sulfide. Ferric chloride is an iron salt that is produced by reacting iron with hydrochloric acid. It is generally a byproduct of steel treatment, a leftover pickling agent. Ferric chloride is commonly used in the water and wastewater industries. Historically, this chemical has been the subject of a limited supplier base in Southern California. The Sanitation District has been actively splitting supply contracts to multiple vendors to ensure multiple vendors are available. On-site generation of the chemical is impractical due to the hazardous nature of the manufacturing process and acid handling, the bulk steel handing logistics, and waste products disposal. Anionic polymer works with ferric chloride to further aid in the coagulation or settling of organic compounds in the primary treatment process. These long-chain molecules are designed to be negatively charged to attract or collect positively charged ferric chloride induced organic clumps or flocculant. The use of ferric chloride and anionic polymer is called Chemically Enhanced Primary Treatment or CEPT. The Sanitation District has been using CEPT for more than thirty years. Anionic polymers are specially designed chains with many potential variants and multiple vendors. Part of the purchasing process for polymers involves polymer trials to document the efficacy of different products from different vendors to get the best cost-performance balance. Cationic polymer is generally used to thicken sludge or biosolids in centrifuges or dissolved air floatation thickeners (DAFT). These long-chained, positively charged molecules are essential to the proper operation of centrifuges and DAFT units. Part of the purchasing process for these polymers also involves polymer trials to document the efficacy of different products from different vendors to get the best cost-performance balance. It is important to note that it is entirely possible that four different cationic polymers will be used to optimize the performance of Plant No. 1 dewatering centrifuges, Plant No. 1 thickening centrifuges, Plant No. 2 dewater centrifuges, and Plant No. 2 DAFTs, because the performance can vary greatly depending on the equipment or process. Each process will have its own polymer trial to determine the cost-performance balance for each application. 49STRATEGIC PLAN  NOVEMBER 2019 Odor Control Chemicals The Sanitation District uses several chemicals in the collection system and the treatment plant to reduce the odors normally attributed to sewage and sewage treatment. These chemicals can either prevent the formation of odor causing compound, called odorants, or they can destroy odorants that already exist. Chemicals that prevent the formation of odorants include ferrous chloride, calcium nitrate, magnesium hydroxide, and caustic. Chemicals used in the collection systems tend to be more benign than chemicals used in the treatment plants due to their proximity to the public. Ferrous chloride is closely related to Ferric chloride as described above. It is a powerful settling agent that prevents the formation of hydrogen sulfide by tying up and settling sulfide compounds in the collection system. It is a preferred chemical because of its dual role, but it isn’t as benign as other choices. Calcium nitrate is another choice for collection system odor control. It works in a different way. Calcium nitrate alters the biological equilibrium in sewage. Generally, bacteria that live by respirating oxygen are the most robust organisms, followed by nitrogen respirating bacteria, and finally sulfur respirating bacteria. Adding calcium nitrate to sewage creates an environment where sulfur loving bacteria don’t thrive or create hydrogen sulfide. Magnesium hydroxide is a third choice for collection system odor control. It works primarily by raising the pH of sewage to a point that is not conducive for odor causing bacteria to thrive. Magnesium hydroxide is the most benign of the chemical choices as it is the main ingredient in Milk of Magnesia. All three of these chemicals are continuously fed into sewer systems at different points to consistently control the formation of odorants in the system. Where the Sanitation District doesn’t have the ability to site a chemical dosing station and persistent odors are being experienced, there is the option to utilize caustic slug dosing. Caustic slug dosing involves using tanker trucks to discharge up to 6,000 gallons of sodium hydroxide into a sewer manhole structure. The very high pH has the effect of killing the bio- slime layer on sewer pipes that creates hydrogen sulfide. This treatment has an instant benefit that reduces hydrogen sulfide production for days to weeks depending on system conditions. The final major odor fighting chemical is bleach. Bleach is used in treatment plant chemical scrubbers to oxidize odorants in air scrubber units. Bleach is an effective neutralizer of hydrogen sulfide, methyl mercaptan, methyl disulfide, dimethyl disulfide, and many others. Disinfection The Sanitation District successfully discontinued disinfection of its effluent to the long outfall. This means that thousands of gallons of bleach and sodium bisulfate are no longer required to be purchased or discharged to the ocean. However, in the event of a discharge to the short outfall or river overflow, disinfection by bleach will be required. Significant on-site storage of bleach and dechlorination chemical, sodium bisulfite, is necessary for this emergency contingency. Bleach does have a shelf life of about six months. The Sanitation District rotates its disinfection supply to its odor control and plant water treatment systems to prevent product waste. Process Specific Chemicals The Sanitation District uses pure oxygen to support its activated sludge secondary treatment process for Plant No. 2. The Sanitation District previously self-generated pure oxygen using a cryogenic oxygen plant rated at 70 tons per day. This plant was removed because it was inefficient at the current average utilization of 35 tons per day and was at the end of its useful life. The Sanitation District contracts for delivery of liquid oxygen and uses a vaporization system to deliver pure gaseous oxygen to the activated sludge process. 50 STRATEGIC PLAN  NOVEMBER 2019 Chemical Supply — Purchase vs. Make The Sanitation District has relied on purchasing bulk commodity chemicals for its treatment plants and collection system. This has proven to be an effective strategy for operational flexibility and to allow concentration on core business. Operationally, the types and volume of chemicals change over time. Over time the types of polymers that are most efficient change. There is a need for more or less volume of chemicals based on sewage flow, sewage quantity, and flow splits between plants. Managing the generation of specialized chemicals using hazardous materials imposes a significant training burden on staff, increases the regulatory oversight and requirements, and increases overall risk to the organization. The Sanitation District has maintained a policy to split the volume of orders between two vendors to assure competition exists in the marketplace for ferric chloride. While the Sanitation District generally cooperates with other public agencies to pool purchasing power to secure the lowest possible cost through high volume purchasing, some specialty chemicals like ferric chloride require split orders to maintain competitive market forces. Current Situation The Sanitation District is constantly changing and improving its facilities to meet new challenges. Each of the facility changes offer new opportunities to reconsider how the Sanitation District operates its processes and how chemicals are used. The best chemical stability outcome is to cost-effectively eliminate the use of the chemical. This is the strategy behind cessation of bleach disinfection of the outfall effluent. Staff are in the process of studying the potential to operate the treatment plants differently to minimize or eliminate use of selected chemicals. Facilities like centrifuge sludge thickening provide new opportunities to adjust ferric chloride and anionic polymer usage. Opportunities for substitute chemicals will be explored to understand overall cost and efficiency savings potential. This includes iron vs. aluminum coagulant studies, anionic polymer trials, and cationic polymer trials. Staff will also reevaluate operating parameters such as in-basin sludge co-thickening, primary basin sludge blanket level parameters, as well as the greater loading of the secondary treatment systems. When optimized chemical types and dosages are confirmed, staff will review the market conditions for each important chemical. This will serve as the basis for a procurement strategy for each chemical. Future Policy Statement The Sanitation District will thoroughly understand its treatment processes, the potential modes of operation, and the benefit and cost of chemicals to improve or stabilize its process. The Sanitation District will create a list of necessary chemicals for optimal treatment operations which will consider chemical cost, chemical availability, treatment stability, energy utilization, energy creation, nuisance odor control, biosolids generation/cost, and regulatory permit compliance risks. Chemicals that are deemed most beneficial will be procured at the lowest overall cost from market providers to the extent possible. Where there are market stability concerns, the purchasing division will devise procurement strategies to mitigate procurement risks. Where procurement risk cannot be satisfactorily mitigated, technical staff will evaluate alternatives such as alternate operating methods, substitute chemical usage, or on-site generation of a chemical if feasible. Initiatives to Support Progress Toward the Policy Goal • Reduce reliance on any particular chemical or vendor and establish flexibility to utilize other chemicals/processes to accomplish the same operational objectives. • Update the Sanitation District’s Chemical Sustainability Study and incorporate the results in future procurement recommendations. 51STRATEGIC PLAN  NOVEMBER 2019 Biosolids Management Policy Summary Policy Statement The Orange County Sanitation District (Sanitation District) will remain committed to a sustainable biosolids program and will beneficially reuse biosolids in accordance with Resolution No. OCSD 13-03 and the 2017 Biosolids Master Plan. Background Wastewater solids at both our treatment plants are separated, thickened, digested, and dewatered before being recycled offsite by contractors for composting and land application. Biogas created from the digesters is used to generate electricity to offset the need to purchase power from a local utility. The Sanitation District currently receives sewage sludge from the Irvine Ranch Water District at Plant No. 1, which is scheduled to cease by 2021 when Irvine Ranch Water District completes their own solids treatment facility. Prior to 2019, the Sanitation District produced an average of 800 wet tons per day (~20% solids) of Class B biosolids dewatered by belt press units. Presently, with the construction and commissioning of co- thickening sludge and dewatering centrifuges, the Sanitation District has been producing approximately 500-600 wet tons per day (25%-29% solids) with biosolids hauling cost savings of approximately $200,000-400,000/month due to the reduction in volume. The Sanitation District‘s biosolids program is shaped by federal, state, and local regulations and by the Sanitation District’s biosolids policy (Board Resolution 13-03), our biosolids management system, and the 2017 Biosolids Master Plan (Plan). The Sanitation District manages a high quality biosolids program built on a solid policy that emphasizes the diversification of product markets for Class A and B biosolids utilized as a soil amendment for agriculture and horticulture uses. The policy also sets direction to seek opportunities in emerging markets such as biosolids-to-energy technologies to produce renewable energy in the form of biogas or used as a heating value source. These marketing principles are aligned and supported by the Plan, which provides the Sanitation District a roadmap and framework for reliable and sustainable biosolids management options while minimizing cost. In addition, the Plan sets future capital facilities improvements over a 20-year planning horizon. The Sanitation District will be implementing the Plan to develop a capital improvement project for Plant No. 2 that will result in a major change to the Sanitation District’s biosolids program; namely, the construction of new mesophilic and thermophilic digesters that will generate Class A biosolids beginning in 2030. These new digesters are needed for operational resiliency against seismic events. Plant No. 1 will continue to produce Class B biosolids. The Plan evaluated end-use management alternatives for the Sanitation District’s biosolids. This work supports the Sanitation District’s biosolids policy and has taken into account the regulatory initiatives imposed on organic management in California as explained below. The Plan established a roadmap for the Sanitation District’s commitment to beneficial use of its biosolids. The biosolids management portfolio for the Sanitation District is expected to remain similar to the overall current biosolids management end use options as it is today. Currently about half of the annual biosolids production is going to composting (CA and AZ) and half going to Class B land application in Arizona. The significant shift will begin when the Sanitation District starts reliably generating Class A biosolids at Plant No. 2. Although this is more than 10 years away, the Plan has identified early planning efforts on future end uses which include: • Emerging markets: This end use refers to either markets in which biosolids have not been tested in California at this time (e.g. land reclamation) or emerging-technology solutions (e.g. biosolids gasification, supercritical oxidation, fluidized bed combustion, cement kiln drying, pyrolysis etc.). • Soil blending: This option involves working or partnering with local soil blenders to deliver and blend Class A biosolids with soil to produce a soil amendment. 52 STRATEGIC PLAN  NOVEMBER 2019 • Arizona land application: Land application in Arizona will continue to be a part of the Sanitation District’s overall biosolids program and serves as a large-capacity outlet for biosolids management. • California land application: While Class A compost and granules are currently land-applied in California, land application of Class A cake is still restricted in most counties. However, it is anticipated that the implementation of California’s organics diversion mandates will loosen local land applications restrictions. This programmatic framework described above has led to a reliable and sustainable biosolids management program that is designed for the beneficial use of the Sanitation District’s biosolids through the utilization of diverse biosolids management options using multiple biosolids contractors, markets, and merchant facilities, while maintaining a failsafe backup capacity of at least 100 percent of the Sanitation District’s daily biosolids tonnage. This forethought is necessary due to the flux of regulatory, environmental, market, and financial factors that poses potential risks to the biosolids management in California. Current Situation The legislative and regulatory landscapes in California are changing regarding organic management. For the past 15 years, direct land application of Class B biosolids has been predominately prohibited due to strict local ordinances and conditional use requirements, which preempts state recycling laws. However, in recent years there has been a need for organics diversion from landfills, healthy soils, renewable energy, and reduction of Green House Gases (GHGs), which are reflected in several important bills (laws) and initiatives that have been adopted: • AB 1826 (2014) - Mandatory Organics Recycling for Businesses. • SB 1383 (2016) - 50% organics diversion from landfill by 2020 and 75% by 2025, which includes biosolids and mandatory organics procurement (compost and biogas) for impacted jurisdiction. • SB 32 (2016) - 40% Reduction GHG below 1990 levels by 2030 • SB 100 (2018) - 50% renewable resources (i.e. anaerobic co-digestion of food waste) target by December 31, 2026, and to achieve a 60% target by December 31, 2030 • Increasing soil carbon and carbon sequestration under the Healthy Soils Initiative and Forest Carbon Plan. These measures are expanding “organic waste markets,” thereby stimulating interest in siting more composting facilities and organic waste-to-energy projects and encouraging soil blending and direct land application of biosolids, opening opportunities for wastewater treatment plants such as the Sanitation District to locally manage more biosolids. Regulatory agencies such as the State Water Resource Control Board, CalRecycle, California Department of Food and Agriculture, California Air Resources Board, and California Energy Commission are developing regulations to implement the new laws. During the rule making process, the Sanitation District has been actively involved through the California Association of Sanitation Agencies (CASA) and the Southern California Alliance of POTWs (SCAP), advocating regulators to open more biosolids management options in California. In particular, the proposed regulations for SB 1383 will require jurisdictions such as cities and counties to procure recycled organics such as compost and biogas for beneficial use. This organic market will provide opportunities for regional public and/or private partnerships for biosolids management options. Although there is growing interest in California for organics management, there has also been a rising concern from the regulatory community regarding emerging contaminants such as polyfluoroalkyl substances (PFAS) and microplastics that may have some potential impact to the wastewater sector. Although to date there are no regulatory limits of these contaminants in biosolids or wastewater in California, the Sanitation District has been actively monitoring the development of the science and regulation concerning these emerging concerns. 53STRATEGIC PLAN  NOVEMBER 2019 Future Policy Statement As the regulatory landscape shapes to stimulate organic waste markets in California, the Sanitation District seeks to leverage its memberships with various industry associations to advocate local, state, and federal agencies to assure biosolids proposed regulations encourage the beneficial use of biosolids as a soil amendment, renewable energy, and a healthy end-use market. The Sanitation District also leverages its memberships to monitor the development of initiatives related to constituents of emerging concern that may impact the beneficial use of biosolids. The Sanitation District’s leadership role in these organizations enables us to have a greater influence in key regional, state, and national issues. The Sanitation District seeks to stay abreast of developments in organic waste markets as they develop in California. The Sanitation District seeks both public and private partnerships with regional biosolids management opportunities including new innovative technology options that convert biosolids to energy and other biosolids recycling operations. This is consistent with the Sanitation District’s biosolids policy and plan. To accomplish this, the Sanitation District will issue a request for information (RFI) to research and evaluate available emerging market such as biosolids-to-energy options or other biosolids recycling operations within a 200-mile radius of the Sanitation District to potentially develop a scope of work and minimum requirements for a future contract solicitation. Consistent with the Sanitation District’s Plan, staff will seek to collaborate with OC Waste and Recycling (OCWR) for regional biosolids management opportunities as well as partnering with OCWR to find local solutions to meet SB 1383’s organics diversion mandates, including in-county biosolids utilization, composting, food waste co-digestion, and biogas production. Initiatives to Support Progress Toward the Policy Goal • Educate and advocate with the local, state, and federal agencies to assure biosolids will continue to be safely and legally used as a soil amendment and monitor and research constituents of emerging concern such as PFAS and microplastics that may impact biosolids. • Stay abreast of new technology options to convert organics to energy and other regional biosolids recycling and renewable energy partnerships within Southern California. • Proceed with implementation of new mesophilic and thermophilic biosolids facilities at Plant No. 2 to enhance biosolids quality and marketability while improving the Sanitation District’s operational resiliency against seismic events. 54 STRATEGIC PLAN  NOVEMBER 2019 Constituents of Emerging Concern Policy Summary Policy Statement The Orange County Sanitation District (Sanitation District) will partner with other agencies, associations, and institutions to support the use of sound science to inform policy and regulatory decisions on constituents of emerging concern (CECs) at the federal, state, and regional levels. Staff will obtain and maintain current knowledge on CECs under regulatory consideration, including occurrence, analytical methods, regulations, and treatment to support the Sanitation District’s mission. Background CECs also referred to as Constituents or Contaminants of Emerging Concern are pollutants that may or may not be subject to regulatory requirements or statutes yet pose a risk to public health and/or the environment. The Sanitation District is a recipient of CECs that are discharged along with domestic and residential wastewater; discharges from industrial, commercial, and other governmental facilities; and tributary discharging jurisdictions. The concept of CECs evolves over time and often the Sanitation District and other entities must acknowledge and understand their impacts to address the effects posed by each CEC. For more than 50 years, the Sanitation District has adopted and enforced standards and requirements to protect the public health and safety, the environment, and the Sanitation District’s workers and facilities, while collecting and treating wastewater. Initially the primary concern to the Sanitation District was conventional pollutants, those that originate from normal sanitary use and can be addressed by conventional wastewater treatment. With the 1972 amendment to the Clean Water Act, and as required by the Code of Federal Regulations, the Sanitation District implemented a mandated pretreatment program to control discharges containing toxic pollutants at their sources through permitting, enforcement, inspection, and sampling. The Sanitation District’s Pretreatment Program promulgates the Sanitation District’s Wastewater Discharge Regulations Ordinance (Wastewater Ordinance), which governs discharges to the sewer through various types of permits. The Wastewater Ordinance also includes numeric limits, referred to as Local Limits, that control the quality of non-domestic discharges to the sewer. These Local Limits are the result of a technical evaluation and comprehensive sampling and analysis effort, required under the Sanitation District’s permit issued by the state to discharge to the ocean — the National Pollutant Discharge Elimination System (NPDES) Permit. The Sanitation District’s current NPDES Permit requires evaluation and monitoring of CECs. The Regional Water Quality Control Board (RWQCB) and EPA required the Sanitation District to study and report on certain newer CECs in the Sanitation District’s effluent and the receiving waters. The CEC study had to include the following categories and specified a set of particular constituents in each category: Hormones (8), Industrial Endocrine Disrupting Compounds (7), Pharmaceuticals and Personal Care Products (13), and Flame Retardants (9). Since 2014, California’s State Water Resource Control Board has been updating its Recycled Water Policy and has identified CECs under consideration for projects that conduct surface spreading of recycled water, including the Groundwater Replenishment System (GWRS). In addition, to meet the Sanitation District’s obligations to provide a high level of service for biosolids reuse and water reclamation through GWRS, the Sanitation District must evaluate and monitor CECs that affect these initiatives. Although the Sanitation District has been involved with water reclamation with the Orange County Water District (OCWD) since the mid-1970’s, the Sanitation District’s mission changed significantly in the years leading up to 2008 when the Groundwater Replenishment System (GWRS) was commissioned. GWRS compelled the Sanitation District to consider impacts to drinking water limits and Notification and Response Levels, which are typically much lower than the standards in place for a wastewater treatment plant. For several critical constituents, OCWD and the Sanitation District established a Level of Service commitments. The Sanitation District and OCWD established a response plan to follow when a constituent becomes a concern to either agency. Where the source can be identified, the plan organizes responsive actions from the Sanitation District and OCWD for industrial and commercial facilities. Domestic and residential sources are typically addressed by way of educational outreach to the public. 55STRATEGIC PLAN  NOVEMBER 2019 To determine the constituents that impact the Sanitation District’s operations and reuse initiatives, the Sanitation District interacts with federal, state, and local agencies and monitors their regulatory and legislative efforts. Sometimes the job is straightforward, because the federal, state, or local agency focuses on a specific CEC chemical which yields a concentrated effort; however, sometimes, the effort can be interpretative. This requires a comprehensive, well-established program and experienced subject matter experts to identify the CECs that impact the Sanitation District. The Sanitation District must then evaluate the sources and decide what methods will be employed to control the discharges, if necessary. Current Situation With newer equipment and techniques, federal, state, and local government agencies are detecting constituents at very low concentrations in the drinking water. This has resulted in agencies studying more constituents and requesting NPDES Permit holders, such as the Sanitation District, to monitor and report CECs detected in the influent and effluent. However, wastewater is a much more complex matrix than drinking water, so reproducible low-level analytical methods are much more difficult to develop and implement for wastewater than drinking water. The Sanitation District will also be required to develop new methods for addressing some of the CECs primarily discharged from residential communities or are present in the existing drinking water supply. The Sanitation District typically attempts to address such discharges through education and outreach while working with other agencies. Some CECs require the Sanitation District and other agencies to sponsor legislation and regulation development or to comment on a particular subject to protect the agency’s interests. For example, the Sanitation District has advocated for minimizing or eliminating the use of specific CECs in manufacturing or consumer use to the California Department of Toxic Substances Control. To achieve its mission, the Sanitation District will need to continue supporting a variety of regulatory and legislative efforts. Future Policy Statement If source control, education and outreach, or legislative and regulatory efforts are not successful, the Sanitation District may be required to implement a technological or operational process change/ investment to address a CEC. The Sanitation District must align its resources to continue managing CECs throughout the service area and treatment process in order to comply with the Sanitation District’s existing regulatory requirements and sustain beneficial reuse of biosolids. The Sanitation District shall acquire and maintain a high level of subject matter expertise and engagement across the wastewater, water, water reuse, air quality, ocean monitoring, and biosolids sectors to monitor the threats posed by upstream sources to its system; to continue to work with other agencies and professional organizations to develop robust analytical methods; and to evaluate routinely the need to establish sound policies, local limits, or other regulations and standards based on new local, state, and federal regulations to protect public health and the environment. The Sanitation District is required to continue implementing its established response plan by promoting effective source control and treatment, while also preparing for newer CECs and regulatory obligations. The Sanitation District will continue to work to understand the operational and financial impacts of current and future CECs by monitoring developing regulations and legislation and actively engaging regulatory, environmental, academic, industry, and community stakeholders. Two families of chemicals, PFAS and PFOA, have been identified as CEC’s with a probability of impacting water and biosolids reuse. Attached is OCWD’s August 2019 PFOA and PFAS Fact Sheet. This is an example of a CEC where the Sanitation District must be engaged helping to explore the science and shape future legislation and regulation to help create practical solutions to real world concerns. 56 STRATEGIC PLAN  NOVEMBER 2019 Initiatives to Support Progress Toward the Policy Goal • The Sanitation District will continue to actively engage water and wastewater stakeholders to stay abreast of the scientific progress and any potential operational and financial impacts of CECs and provide timely briefings to the Sanitation District’s Management Team and Board to facilitate informed decision making. • The Sanitation District will continue to develop capacity to detect, quantify, and characterize CECs throughout the service area and treatment process in order to promote treatment effectiveness and the communication of credible risks. • The Sanitation District will proactively research laboratory techniques and other scientific research to understand the real and potential impact of CECs, like PFAS and PFOA, on the reuse of water and biosolids. The Sanitation District will use science-based knowledge to help shape legislation and regulation to protect the public health and environment. 57STRATEGIC PLAN  NOVEMBER 2019 Workplace Environment 58 STRATEGIC PLAN  NOVEMBER 2019 Resilient Staffing Policy Summary Policy Statement The Orange County Sanitation District (Sanitation District) will attract and retain high-quality talent to support its mission and continue to be an industry leader. It will safeguard leadership continuity and support effective performance of the organization by proactively monitoring the changing work environment and requirements to ensure development programs are relevant and build a skilled bench of readily available successors for key leadership and mission-critical positions. Background At the Sanitation District, employees are the organization’s most valuable resource. With over 600 dedicated employees whose collective efforts make OCSD an industry leader, the Sanitation District continues to receive national awards and recognition. That is why, OCSD has committed to invest in its employees, resulting in a highly skilled and educated workforce carrying out the mission of protecting public health and the environment. The Sanitation District has a diverse workforce and a wide range of expertise with approximately 70 percent of positions requiring a degree, certification, and/or license. Occupations on-site include scientists, engineers, environmental and regulatory specialists, operators, mechanics, construction inspectors, as well as professionals in public affairs, finance, IT, safety and human resources. To cultivate a committed and engaged workforce in a competitive economy, OCSD must promote initiatives to attract and retain talent and prepare staff for successful careers. Strategic succession management initiatives have been developed and adopted that support the design and implementation of comprehensive workforce planning and development tools accompanied by activities that facilitate the improvement of workforce capability, adaptability, efficiency, and accountability. Strategic workforce planning empowers management to project the loss of knowledge and experience caused by retirement and attrition and utilizes a variety of methods to ensure that the Sanitation District has adequate access to talent internally and externally through the recruitment and selection process. The Sanitation District has a competitive recruitment process that ensures we hire the best person for the job based on qualifications and merit. Human Resources utilizes an objective multi-hurdle approach to hiring which includes Human Resources review and recommendation, subject matter expert application screening, assessment centers, panel interviews (both for technical skills and fit), skills testing, background checks, and reference checks. Programs that have proven effective in attracting, retaining and developing highly skilled staff for key positions, include: • Vocational/Professional Student Internship Programs Students from the Water Utility Science Program at Santiago Canyon College, and Los Angeles Trade Technical College work 28 hours a week and rotate through five technical trades for 53 weeks in our Operations and Maintenance Department. We started the program in 2010 with four positions and have grown to offer ten positions for each fiscal year. Furthermore, 14 of the program participants have been hired full-time since the program inception. The Sanitation District is piloting the program with other technical colleges in Southern California, to include Cypress College. OCSD offers student and vocational internships, as well as job shadowing and externships. The Sanitation District’s Professional Student Internship Program offers students an opportunity to work at the professional ranks while attending college full-time for a two-year maximum duration. OCSD partners with Cal State Fullerton, Long Beach, Cal Poly Pomona and UC Irvine, among others. 59STRATEGIC PLAN  NOVEMBER 2019 • Employee Development Program In addition to legally mandated training, the Sanitation District provides training and development opportunities for the purpose of increasing job knowledge and to maximize skill sets in employees’ current positions and to prepare them for future mission-critical positions. Comprehensive training programs include technical training through industry-specific associations or groups, local schools, and professionals as well as informal on the job training. Employees are encouraged to obtain job- related training necessary to keep OCSD current with recent industry best practices and developments in their respective fields of expertise and can receive Development Pay in select categories that the Sanitation District deems mission-critical. As 70 percent of OCSD’s positions require a degree, certificate and/or license, the Sanitation District also promotes professional development through its tuition and certification reimbursement programs for courses completed toward obtaining an associate’s, bachelor’s or master’s degree at accredited colleges, universities, or other institutions or industry specific certifications that are applicable to the industry. • Workforce Vulnerability Assessments Each year, the Sanitation District management conducts an evaluation of their respective departments and identifies key and vulnerable positions based on three criteria: criticality, retention, and difficulty to fill. Vulnerability assessments provide a broader view into the areas of the agency that could potentially be facing a high risk in turnover and are essential to operations. Management is tasked with identifying positions based on the criteria above, then making recommendations on the level of action that is required, complete with proposed action plans. Human Resources staff works closely with management to facilitate workforce vulnerability assessments to develop current and future staffing plans. It is essential that the Sanitation District continues to focus its efforts on prioritizing staffing needs. • Talent Readiness Assessments The process includes departmental leadership evaluating staff and identifying key employee talent, as well as possible development efforts. Feeder positions are identified, and talent pools are developed between employees and management that align with agency goals and builds the talent pipeline. • Building Leaders and Skills for Tomorrow (BLAST) Program In 2011, the Sanitation District began a comprehensive leadership development program to supplement the technical training courses, and includes job shadowing, mentoring, web-based and instructor-led training on soft skills and leadership development. The goal of this development program is to ensure OCSD is building leaders at all levels. Development opportunities are offered to address the potential loss of talent and feed into the Succession Management and Employee Development programs, primarily focusing on soft skills training. The leadership development components include a public sector leadership academy with Cal State Fullerton, and a supervisory training program through Brandman University. The Sanitation District partnered with University of California, Irvine, California State University, Long Beach, and California Polytechnic University at Pomona, which provided students an opportunity to job shadow Human Resources and Engineering staff to gain insight into the profession, employment in the public sector and the wastewater industry. The Sanitation District employees also serve on Advisory Councils that weigh in on course curriculum at various schools, both at the high school and college level, across Southern California. Throughout the agency, we have several employees who are active members of various professional associations, serve on a Board, or volunteer in various capacities within the industry. The Sanitation District staff is regularly asked to present and teach others about resource recovery. Recruiters attend job fairs, and work closely with universities, professional organizations, and serve on advisory committees. 60 STRATEGIC PLAN  NOVEMBER 2019 Education and workforce investment programs represent the most important preparation we can accomplish today to safeguard the agency’s future for tomorrow. Finding an adequate pool of applicants and retaining qualified workers is increasingly difficult, which we anticipate will continue on into the future. Retirements are disrupting employment within our industry and changes in technology have made work more complex. Current Situation Academics studying the labor force attribute labor shortages to workforce demographics. Depending on the source data, the timelines defining the start/end time of these groups may vary but generally — Baby Boomers are those born between 46-64, followed by Gen Xers 65-81, and lastly Millennials from 82-00. Close to half of staff or 49 percent fall into the “Gen Xers” category, followed by 32 percent made up of “Baby Boomers” and “Millennials” make up 19 percent of our employee population. The Sanitation District is currently facing a potential loss of close to half of its workforce — about 45 percent of employees, primarily from the Baby Boomers group, and some Gen Xers. This represents a potential loss of about 271 people to retirement alone and does not account for other forms of turnover. Hence the need to be proactive and strategic in OCSD’s approach to maintain its staffing levels and ensure continuity of operations. Currently, the majority of OCSD’s executives are eligible for retirement. Managers, our next level of leadership, closely follow with 45 percent of them eligible to retire now, and that number increases to 90 percent in five years. The Sanitation District has a little more stability in the trades and professional occupations with retirement eligibility at 53 percent in the next five years. OCSD has a lot of long-term employees with vast knowledge in their respective areas of expertise. Some employees have been a part of the OCSD family for over 35 years; and at last count, ten years was the average years of service. Looking at OCSD’s total attrition over the last five years, we have lost 3,025 years of knowledge and experience by 132 individuals leaving the agency since 2014. In 2010, the Sanitation District proactively implemented a second retirement benefit formula (“classic open plan”) ahead of the Public Employee Pension Reform Act, which offered candidates moving from other public sector agencies to OCSD with a retirement benefit of 2.43 percent at 65, with zero employer paid member contribution. Based on the Sanitation District’s classic open retirement plan, OCSD is unable to compete for experienced talent from surrounding municipalities, who offer a retirement benefit of 2.5 percent or 2.7 percent at 55 and pay a portion of the employees’ contribution. Since implementation of the classic open plan in 2010, only 22 percent of new hires come from other public sector agencies. The Sanitation District has had experience with public sector candidates withdrawing from the process or declining job offers once they learn of the impact to the retirement benefit formula. The vast majority of new hires are coming from private sector and have no public sector experience requiring additional training. Given the legal restrictions which bind the Sanitation District to the classic open formula, it is critical OCSD focus its efforts on retaining current staff, attracting qualified candidates, and investing heavily into developing and growing employees’ knowledge, skills and abilities for the future, to address any potential talent shortages. Future Policy Statement Human Resources will continue to implement strategic initiatives that ensure workforce capabilities match the work required to meet the Sanitation District’s mission and levels of service. Staff is dedicated to proactively monitoring the changing work environment and requirements to implement programs now that address future vulnerabilities. Assessments of changes in business needs, workforce composition, and legal requirements are necessary to ensure resilient staffing. Initiatives to Support Progress Toward the Policy Goal • Maintain and enhance current effective development programs that are in place to provide the direction to identify, develop and select the next generation of prepared, capable and engaged leaders, which include: • Vocational/Professional Student Internship Programs 61STRATEGIC PLAN  NOVEMBER 2019 • Employee Development Program • Workforce Vulnerability Assessments • Talent Readiness Assessments • Building Leaders and Skills for Tomorrow (BLAST) Program • Strengthening Operator Training Programs • Continue cyclical Classification & Compensation studies to ensure job classifications accurately depict the work being performed, to set compensation levels accordingly, and stay abreast of market benefit and salary data. Prior to the next scheduled Classification & Compensation study, Human Resources will work with the Board of Directors and meet and confer with the unions to review selected survey agencies based on recognized classification and compensation standards and the job market in which we compete. 62 STRATEGIC PLAN  NOVEMBER 2019 Safety and Physical Security Policy Summary Policy Statement The Orange County Sanitation District (Sanitation District) will ensure the safety and security of employees, contractors and visitors through standard practices, policies, and procedures that support a safe and secure environment, provide an appropriate level of security and safeguard OCSD’s property and physical assets. Background In California, employers must furnish employees with a place of employment free from recognized hazards that cause death or serious physical harm, that is compliant with all legal requirements and aligns with industry best practices. The safety and wellness of the public and employees is our number one priority. OCSD is committed to identifying all hazards through inspection and providing engineering controls, job specific safety training, and personal protective equipment. Programs that have proved effective in ensuring the safety and wellness of OCSD’s workforce, visitors and contractors include: Safety Assessments and Engineering Controls In 2014, OCSD conducted a Facility-Wide Safety Assessment Project (SP-145-1) to identify process equipment design and configuration issues that may impact worker safety, and compliance with regulations. The main purpose of this effort was to enhance worker safety and ensure compliance with safety codes. At the same time, safety improvements allow for reliable and efficient operation, so that our facilities can meet regulatory and process demands, while providing cost effective operation. All the Project SP-145-1 recommendations to be implemented by OCSD have either been addressed by Maintenance or have been incorporated into the Safety Improvement Project (J-126). Emergency Management The Sanitation District must be prepared to control risks to the organization, and routinely recognize, evaluate, and prepare for emergencies. An emergency can include a major explosion, fire, verified bomb threat, civil disorder, active shooter situation, or uncontrolled materials release which interrupts OCSD’s ability to provide safe and environmentally responsible wastewater treatment. The Sanitations District’s protocol to control and respond to emergencies is contained within the Integrated Emergency Response Plan (IERP). The IERP identifies and assesses hazards regarding emergency events which OCSD may be confronted with and contains policies, plans, and procedures for preparing and responding to emergencies. The Sanitation District’s emergency response organization, called the Incident Command System (ICS), is activated when an emergency condition cannot be effectively responded to under routine operations. Once the immediate emergency has been controlled, then OCSD must resume normal operations. In the event of a prolonged emergency state, the return to normal operations is guided by a Continuity of Operations Plan (COOP). In May 2018, a COOP was completed with all divisions contributing to its development. Business continuity planning is an ongoing process for OCSD with plans being updated as information changes. The Sanitation District collaborates with local agencies to ensure available resources are identified and engaged in the event of an emergency. OCSD has partnered with local agencies in the areas of emergency response for evacuation drills and resource sharing. 63STRATEGIC PLAN  NOVEMBER 2019 • The Sanitation District participated in the 2019 Orange Crush Regional Emergency Preparedness and Training Exercise in January 2019. This county-wide exercise used a scenario of a magnitude 7.8 earthquake strike along the San Andreas Fault. A full Emergency Operations Center activation occurred for this functional exercise and gave the Sanitation District the opportunity to test the Integrated Emergency Response Plan. • The Orange County Sheriff’s Department and the Orange County Health Care Agency established a Joint Information Center at Plant No. 2 on May 13-14, 2019 to host an enforcement event in Talbert Park. In addition, the operation was overseen by three federal judges who were present to ensure the rights of all citizens were not violated by law enforcement or The Health Care Agency. Officials utilized Plant No. 2 contractor gates for points of entry. • The Sanitation District is a member and funding agency of the Water Emergency Response of Orange County (WEROC), which is an organization that is administered by the Municipal Water District of Orange County (MWDOC). It supports and manages countywide emergency preparedness, planning, response and recovery efforts among Orange County water and wastewater utilities. Security The Department of Homeland Security has designated 16 critical infrastructure sectors, which includes water and wastewater systems. Wastewater systems are vulnerable to a variety of attacks, including acts of terrorism, contamination with deadly agents; physical attacks, such as the release of toxic gaseous chemicals, and cyberattacks. In addition, the Department of Homeland Security indicates that the average time it takes for a critical incident to take place is up to 12 minutes while the average police response time can be up to 11 minutes and that time could increase should there be a natural disaster. Additional security concerns include physical violence, vandalism, theft, and trespassers. With approximately 100 acres at each site, 600 employees, contractors, and members of the public on site for tours and meetings, it is essential to maintain a security force that can respond to security threats promptly. The Sanitation District contracts with a security firm that supplies four armed and five unarmed guards to provide round the clock security monitoring of over 80 cameras, monitoring gate access, and patrolling the perimeter at both plants. Current Situation The Risk Management division has been given the responsibility and an adequate budget to assess and control the safety, security, and health risks that employees, contractors, and guests may be exposed to from OCSD operations. Assessment and control of risks is achieved collaboratively between Risk Management staff and internal stakeholders. Risk Management, managers, and staff collaborate to develop written procedures (e.g., policies) that are used for controlling and eliminating hazards at OCSD; thus, ensuring compliance with occupational health and safety standards and laws. Safety As the health and safety of employees, contractors and visitors is the number one priority, the Sanitation District strives to achieve safety excellence. This is exemplified by our pursuit of the California Voluntary Protection Program (Cal/VPP). The Cal/VPP is a program created by Cal/OSHA to recognize organizations who have implemented safety and health programs that effectively prevent and control occupational hazards. A Cal/VPP workplace is expected to continually improve its safety program; which means a safe workplace for all. A reduction in injuries and illness has been documented at sites that have committed to the VPP approach. Cal/VPP is recognized as a higher level of protection for the workplace, for this reason, OCSD is pursuing this designation. In preparation for application to the Cal/VPP program, the Sanitation District conducted a Cal/VPP readiness assessment in January 2019 and developed an implementation strategy. The assessment 64 STRATEGIC PLAN  NOVEMBER 2019 included interviews with various OCSD subject matter experts and discussions with employees during facility tours. OCSD procedures and records were reviewed, and limited visual inspection of work locations and facilities was conducted. The assessment considered basic Cal/OSHA regulatory compliance and additional best management practices that are expected to be implemented in VPP certified workplaces. Based on the results of the VPP assessment, OCSD is working toward applying for VPP before the end of calendar year 2019. The timing coincides with the implementation of most of the Safety Improvement Project (J-126), which are critical for success in our VPP pursuit. This Safety Improvement Project (J-126) is progressing on-schedule. Of the eleven J-126 projects, two have been completed, seven are in the construction phase, and two are pending contractor award. It is important to note that interim measures have been taken to ensure worker safety at the locations identified for safety improvements. Workers are not exposed to hazards while projects are completed. Eliminating hazards through engineering projects is critical, along with a positive safety culture. In order to assess the safety culture at OCSD, a survey was conducted from February to April 2019. The results of this survey indicated employees believe the safety culture is improving, desired an increase in communication on safety issues, and wanted less online and more hands-on customized safety training. Emergency Management The Sanitation District partners with local agencies to ensure available resources are identified and engaged in the event of an emergency. Collaborations currently scheduled include: • In conjunction with WEROC, OCSD participated in the development of the Orange County Water and Wastewater Hazard Mitigation Plan (Plan) which will be submitted for approval to the State. The Plan provides a framework for participating water and wastewater utilities to plan for natural and man-made hazards in Orange County. The Sanitation District is an active participant in the Plan, and developed a hazard mitigation plan, which is Annex C of the Plan. The resources and information within the Plan will allow OCSD, and participating jurisdictions to identify and prioritize future mitigation projects, meet the requirements of federal assistance programs and grant applications, and encourage coordination and collaboration in meeting mitigation goals. • On July 27, 2019, the Sanitation District partnered with the Fountain Valley Police Department Explorers during OCSD’s Open House event. The Police Explorers assisted Human Resources and Risk Management with crowd and traffic control. Their assistance was beneficial in the management of public during this important event. Security The designation of wastewater systems as critical infrastructure by the Department of Homeland Security requires OCSD to be diligent in protecting people and property from security breaches. OCSD seeks to continually improve the security program. On June 7, 2019, OCSD issued a Request for Proposal (RFP) for Security Services, which included a potential expansion of security services for OCSD’s new Headquarters Complex. As part of the RFP evaluation, OCSD will review procedural and technical enhancements/innovations that may improve the existing program. In addition, OCSD has established a Security Committee, which includes stakeholders from a cross- section of the organization, to collect input and assess physical and cybersecurity concerns and suggestions. Responsibilities of the committee include, but are not limited to, development of a physical and cybersecurity plan, reviewing orders and policies, reviewing incident reports, and planning drills. The first meeting of the committee was held on June 6, 2019. Future Policy Statement Risk Management has and will continue to implement strategic initiatives that will ensure the safety, health, and security of its workforce, and proactively plan for emergencies to ensure continuity of operations. Staff is dedicated to proactively monitoring the changing work environment and 65STRATEGIC PLAN  NOVEMBER 2019 requirements to implement programs now that address future vulnerabilities. Assessments of changes in business needs, plant processes and legal requirements are necessary to ensure a safe and secure work environment. The results of improvement will be measured using leading metric indicators and reported to the workforce to foster employee engagement. Initiatives to Support Progress Toward the Policy Goal Safety • Complete outstanding safety projects, improvements, and corrective actions to apply and obtain Cal/OSHA Voluntary Protection Program (VPP) status; and continue to foster a culture where employees are accountable for their safety as well as the safety of others. Emergency Management • Support facility and countywide emergency preparedness, response, and recovery efforts by partnering with entities, such as, the Water Emergency Response Organization of Orange County (WEROC), Orange County Sherriff Department, and local fire departments to plan and continue to conduct disaster preparedness training and exercises. Security • Continually identify and assess vulnerabilities and implement solutions through the Security Committee and third-party assessments. Prevent/mitigate security breaches using physical security systems such as video monitoring, access control, and armed security patrols. 66 STRATEGIC PLAN  NOVEMBER 2019 Reclamation Plant No. 1 (Administration Offices) 10844 Ellis Avenue • Fountain Valley, California 92708 Treatment Plant No. 2 22212 Brookhurst Street • Huntington Beach, California 92646 For more information Email: forinformation@ocsd.com • Phone: 714.962.2411 www.ocsd.com 11/2019 ORANGE COUNTY SANITATION DISTRICT COMMON ACRONYMS ACWA Association of California Water Agencies LOS Level Of Service RFP Request For Proposal APWA American Public Works Association MGD Million Gallons Per Day RWQCB Regional Water Quality Control Board AQMD Air Quality Management District MOU Memorandum of Understanding SARFPA Santa Ana River Flood Protection Agency ASCE American Society of Civil Engineers NACWA National Association of Clean Water Agencies SARI Santa Ana River Interceptor BOD Biochemical Oxygen Demand NEPA National Environmental Policy Act SARWQCB Santa Ana Regional Water Quality Control Board CARB California Air Resources Board NGOs Non-Governmental Organizations SAWPA Santa Ana Watershed Project Authority CASA California Association of Sanitation Agencies NPDES National Pollutant Discharge Elimination System SCADA Supervisory Control And Data Acquisition CCTV Closed Circuit Television NWRI National Water Research Institute SCAP Southern California Alliance of Publicly Owned Treatment Works CEQA California Environmental Quality Act O & M Operations & Maintenance SCAQMD South Coast Air Quality Management District CIP Capital Improvement Program OCCOG Orange County Council of Governments SOCWA South Orange County Wastewater Authority CRWQCB California Regional Water Quality Control Board OCHCA Orange County Health Care Agency SRF Clean Water State Revolving Fund CWA Clean Water Act OCSD Orange County Sanitation District SSMP Sewer System Management Plan CWEA California Water Environment Association OCWD Orange County Water District SSO Sanitary Sewer Overflow EIR Environmental Impact Report OOBS Ocean Outfall Booster Station SWRCB State Water Resources Control Board EMT Executive Management Team OSHA Occupational Safety and Health Administration TDS Total Dissolved Solids EPA US Environmental Protection Agency PCSA Professional Consultant/Construction Services Agreement TMDL Total Maximum Daily Load FOG Fats, Oils, and Grease PDSA Professional Design Services Agreement TSS Total Suspended Solids gpd gallons per day PFAS Per- and Polyfluoroalkyl Substances WDR Waste Discharge Requirements GWRS Groundwater Replenishment System PFOA Perfluorooctanoic Acid WEF Water Environment Federation ICS Incident Command System PFOS Perfluorooctanesulfonic Acid WERF Water Environment & Reuse Foundation IERP Integrated Emergency Response Plan POTW Publicly Owned Treatment Works WIFIA Water Infrastructure Finance and Innovation Act JPA Joint Powers Authority ppm parts per million WIIN Water Infrastructure Improvements for the Nation Act LAFCO Local Agency Formation Commission PSA Professional Services Agreement WRDA Water Resources Development Act ORANGE COUNTY SANITATION DISTRICT GLOSSARY OF TERMS 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. BENTHOS – The community of organisms, such as sea stars, worms, and shrimp, which live on, in, or near the seabed, also known as the benthic zone. 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. BIOGAS – A gas that is produced by the action of anaerobic bacteria on organic waste matter in a digester tank that can be used as a fuel. 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 farmland or further processed as an earth-like product for commercial and home gardens to improve and maintain fertile soil and stimulate plant growth. 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. coli 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. DILUTION TO THRESHOLD (D/T) – The dilution at which the majority of people detect the odor becomes the D/T for that air sample. GREENHOUSE GASES (GHG) – 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 SYSTEM (GWRS) – A joint water reclamation project that proactively responds to Southern California’s current and future water needs. This joint project between the Orange County Water District and OCSD provides 70 million gallons per day of drinking quality water to replenish the local groundwater supply. LEVEL OF SERVICE (LOS) – Goals to support environmental and public expectations for performance. N-NITROSODIMETHYLAMINE (NDMA) – A N-nitrosamine suspected cancer-causing agent. It has been found in the GWRS process and is eliminated using hydrogen peroxide with extra ultra-violet treatment. NATIONAL BIOSOLIDS PARTNERSHIP (NBP) – An alliance of the NACWA and WEF, with advisory support from the EPA. NBP is committed to developing and advancing environmentally sound and sustainable biosolids management practices that go beyond regulatory compliance and promote public participation to enhance the credibility of local agency biosolids programs and improved communications that lead to public acceptance. PER- AND POLYFLUOROALKYL SUBSTANCES (PFAS) – A large group (over 6,000) of human-made compounds that are resistant to heat, water, and oil and used for a variety of applications including firefighting foam, stain and water-resistant clothing, cosmetics, and food packaging. Two PFAS compounds, perfluorooctanesulfonic acid (PFOS) and perfluorooctanoic acid (PFOA) have been the focus of increasing regulatory scrutiny in drinking water and may result in adverse health effects including developmental effects to fetuses during pregnancy, cancer, liver damage, immunosuppression, thyroid effects, and other effects. PERFLUOROOCTANOIC ACID (PFOA) – An ingredient for several industrial applications including carpeting, upholstery, apparel, floor wax, textiles, sealants, food packaging, and cookware (Teflon). PERFLUOROOCTANESULFONIC ACID (PFOS) – A key ingredient in Scotchgard, a fabric protector made by 3M, and used in numerous stain repellents. PLUME – A visible or measurable concentration of discharge from a stationary source or fixed facility. PUBLICLY OWNED TREATMENT WORKS (POTW) – A municipal wastewater treatment plant. SANTA ANA RIVER INTERCEPTOR (SARI) LINE – A regional brine line designed to convey 30 million gallons per day 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. 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 (TSS) – The amount of solids floating and in suspension in wastewater. ORANGE COUNTY SANITATION DISTRICT GLOSSARY OF TERMS 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 storm 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.