Loading...
HomeMy WebLinkAbout09-13-2021 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@ocsan.gov 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, September 13, 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. 0 ~SAN ORANGE COUNTY SANITATION DISTRICT September 3, 2021 NOTICE OF MEETING LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE ORANGE COUNTY SANITATION DISTRICT Monday, September 13, 2021 – 4:30 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 regular meeting of the Legislative and Public Affairs Committee of the Orange County Sanitation District will be held in the manner indicated herein on Monday, September 13, 2021 at 4:30 p.m. 0 ~SAN 10844 Ellis Avenue Fountain Valley, CA 92708 714.962.2411 ORANGE COUNTY SANITATION DISTRICT www.ocsan.gov Our Mission: To protect public health and the environment by providing effective wastewater collection, treatment, and recycling. Serving: Anaheim Brea Buena Park Cypress Fountain Valley Fullerton Garden Grove Huntington Beach Irvine La Habra La Palma Los Alamitos Newport Beach Orange Placentia Santa Ana Seal Beach Stanton Tustin Villa Park County of Orange Costa Mesa Sanitary District Midway City Sanitary District Irvine Ranch Water District Yorba Linda Water District LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE MEETING DATES BOARD MEETING DATES Monday 09/13/21 4:30 p.m. 09/29/21 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 Monday 07/11/22 4:00 p.m. 07/27/22 AUGUST – DARK 08/24/22 * Meeting will be held on the third Wednesday of the month ROLL CALL LEGISLATIVE & PUBLIC AFFAIRS COMMITTEE Meeting Date: September 13, 2021 Time: 4:30 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 7/13/2021 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 Paulo Morales 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 Regular Meeting Agenda Monday, September 13, 2021 - 4:30 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 OC ~SAN ORANGE COUNTY SANITATION DISTRICT LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Regular Meeting Agenda Monday, September 13, 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@ocsan.gov 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 September 13, 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. 1.2021-1835APPROVAL OF MINUTES RECOMMENDATION: Approve Minutes of the Special Meeting of the Legislative and Public Affairs Committee held July 12, 2021. Originator:Kelly Lore Agenda Report 07-12-2021 LaPA Committee Minutes Attachments: Page 1 of 3 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Regular Meeting Agenda Monday, September 13, 2021 INFORMATION ITEMS: 2.2021-1797INSIDE THE OUTDOORS YEAR END RECAP RECOMMENDATION: Information Only. Originator:Jim Herberg Agenda Report OC San Year End Report 2020-2021 Attachments: NON-CONSENT: 3.2021-1824STRATEGIC PLAN ORGANIZATIONAL ADVOCACY AND OUTREACH POLICY RECOMMENDATION: Information Only. Originator:Jim Herberg Agenda Report Strategic Plan_Organizational Advocacy and Outreach Policy Paper_2021 Strategic Plan November 2019 Presentation - Strategic Plan_Outreach Policy Paper Attachments: 4.2021-1827PUBLIC AFFAIRS UPDATE FOR THE MONTHS OF JULY AND AUGUST 2021 RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Public Affairs Update for the months of July and August 2021. Originator:Jim Herberg Agenda Report Outreach Report July and August Presentation - PAO Update Attachments: 5.2021-1798LEGISLATIVE AFFAIRS UPDATE FOR THE MONTHS OF JULY/AUGUST 2021 RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Legislative Affairs Update for the month of July and August 2021. Page 2 of 3 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Regular Meeting Agenda Monday, September 13, 2021 Originator:Jim Herberg Agenda Report 2021.09.13 Federal Update - ENS Federal Legislative Matrix - ENS 2021.09.13 State Update - TPA State Legislative Matrix - TPA Grant Matrix 2021-2022 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 meeting until the Regular Meeting of the Legislative and Public Affairs Committee on November 8, 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 #:2021-1835 Agenda Date:9/13/2021 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 Special Meeting of the Legislative and Public Affairs Committee held July 12, 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 July 12, 2021 Orange County Sanitation District Printed on 9/1/2021Page 1 of 1 powered by Legistar™ OC6SAN ORANGE COUNTY SANITATION DISTRICT Orange County Sanitation District Minutes for the LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Monday, July 12, 2021 3:00 PM Board Room Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 CALL TO ORDER A special meeting of the Legislative and Public Affairs Committee of the Orange County Sanitation District was called to order by Committee Chair Jesus J. Silva on Monday, July 12, 2021 at 3:01 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). Director Anthony Kuo 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, Anthony Kuo, Andrew Nguyen, Chad Wanke and John Withers ABSENT:Kim Carr STAFF MEMBERS PRESENT: Mortimer Caparas was present in the Board Room. General Manager Jim Herberg, Assistant General Manager Lorenzo Tyner, Assistant General Manager Rob Thompson, Director of Engineering Kathy Millea, Director of Environmental Services Lan Wiborg, Director of Human Resources Celia Chandler, Clerk of the Board Kelly Lore, Jennifer Cabral, Jackie Castro, Tanya Chong, Daisy Covarrubias, Tina Knapp, Rebecca Long, Laura Maravilla, Joshua Martinez, Robert Michaels, Kelly Newell, Thomas Vu, and Ruth Zintzun participated telephonically. OTHERS PRESENT: Brad Hogin, General Counsel; Eric Sapirstein, ENS Resources; Eric O’Donnell, Townsend Public Affairs (TPA); and Diana Moreno and Justin Glover, Communication Lab; were in attendance telephonically. PUBLIC COMMENTS: None. REPORTS: Chair Silva did not provide a report. General Manager Jim Herberg did not provide a report. Page 1 of 5 OC ~SAN ORANGE COUNTY SANITATION DISTRICT LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Minutes July 12, 2021 CONSENT CALENDAR: 1.APPROVAL OF MINUTES 2021-1725 Originator: Kelly Lore MOVED, SECONDED, AND DULY CARRIED TO: Approve Minutes of the Regular Meeting of the Legislative and Public Affairs Committee held May 10, 2021. AYES:Jesus Silva, Marshall Goodman, Anthony Kuo, Andrew Nguyen, Chad Wanke and John Withers NOES:None ABSENT:Kim Carr ABSTENTIONS:None NON-CONSENT: 2.PUBLIC AFFAIRS STRATEGIC PLAN YEAR END REPORT 2021-1617 Originator: Jim Herberg Administration Manager Jennifer Cabral provided a PowerPoint presentation regarding a Year End Update to the PAO Strategic Plan and a look ahead to upcoming items for the next fiscal year. MOVED, SECONDED, AND DULY CARRIED TO: 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. AYES:Jesus Silva, Marshall Goodman, Anthony Kuo, Andrew Nguyen, Chad Wanke and John Withers NOES:None ABSENT:Kim Carr ABSTENTIONS:None 3.CONSTRUCTION OUTREACH COMMUNICATIONS AUDIT REPORT 2021-1618 Originator: Jim Herberg Ms. Cabral provided information regarding the Construction Outreach Communications Audit Report and introduced Diana Moreno from Communications Lab. Ms. Moreno provided a PowerPoint presentation which included: Audit findings; stakeholder, community members, and City partner input; areas of growth; and key recommendations. Ms. Cabral responded to questions regarding community outreach Page 2 of 5 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Minutes July 12, 2021 efforts to minority areas which are currently being translated based on the project and area of work. MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: Receive and file the Construction Outreach Communications Review and Audit 2021. AYES:Jesus Silva, Marshall Goodman, Anthony Kuo, Andrew Nguyen, Chad Wanke and John Withers NOES:None ABSENT:Kim Carr ABSTENTIONS:None 4.PUBLIC AFFAIRS UPDATE FOR THE MONTHS OF MAY AND JUNE 2021 2021-1737 Originator: Jim Herberg Principal Public Affairs Specialist Daisy Covarrubias provided a PowerPoint presentation regarding current events, construction outreach, Inside the Outdoors, newsletters, and awards received. MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: Receive and file the Public Affairs Update for the months of May and June 2021. AYES:Jesus Silva, Marshall Goodman, Anthony Kuo, Andrew Nguyen, Chad Wanke and John Withers NOES:None ABSENT:Kim Carr ABSTENTIONS:None 5.LEGISLATIVE AFFAIRS UPDATE FOR THE MONTHS OF JUNE/JULY 2021 2021-1734 Originator: Jim Herberg Senior Public Affairs Specialist Rebecca Long introduced Eric Sapirstein (ENS) who provided the Federal legislative update including a PowerPoint presentation on various House and Senate bills regarding Infrastructure, Appropriations, PFAS/PFOA Committee approvals, nominations update for USEPA, US Army Corps of Engineers, and US Bureau of Reclamation. Eric O'Donnell from Townsend Public Affairs provided the State legislative update including a PowerPoint presentation regarding: Legislative Calendar, State budget update including total budget expenditures and additional budget trailer bills, recall election on September 14, eviction moratorium, Cal/OSHA guidelines for workplace Page 3 of 5 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Minutes July 12, 2021 regulations, and specific legislation: AB 339 (Lee) Meetings and AB 818 (Bloom) Flushable Wipes. MOVED, SECONDED, AND DULY CARRIED TO: Recommend to the Board of Directors to: Receive and file the Legislative Affairs Update for the months of June/July 2021. AYES:Jesus Silva, Marshall Goodman, Anthony Kuo, Andrew Nguyen, Chad Wanke and John Withers NOES:None ABSENT:Kim Carr ABSTENTIONS:None INFORMATION ITEMS: 6.STRATEGIC PLAN ORGANIZATIONAL ADVOCACY AND OUTREACH POLICY 2021-1726 Originator: Jim Herberg Ms. Cabral provided a brief introduction to the item and reviewed the Organizational Advocacy and Outreach Policy paper and the five proposed Initiatives to meet the policy statement goals. The Committee requested a presentation for the September LaPA Committee meeting. ITEM RECEIVED AS AN: Information Only. DEPARTMENT HEAD REPORTS: None. CLOSED SESSION: None. OTHER BUSINESS AND COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY: None. BOARD OF DIRECTORS INITIATED ITEMS FOR A FUTURE MEETING: None. Page 4 of 5 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Minutes July 12, 2021 ADJOURNMENT: Chair Silva declared the meeting adjourned at 4:28 p.m. to the next Legislative and Public Affairs Committee meeting to be held on Monday, September 13, 2021 at 4:30 p.m. Submitted by: __________________ Kelly A. Lore, MMC Clerk of the Board Page 5 of 5 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2021-1797 Agenda Date:9/13/2021 Agenda Item No:2. FROM:James D. Herberg, General Manager SUBJECT: INSIDE THE OUTDOORS YEAR END RECAP GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Information Only. BACKGROUND The Orange County Sanitation District (OC San) entered into a contract with the Orange County Department of Education (OCDE) in March 2015 to enhance our environmental education outreach to students in elementary and high school. The program included: “Drip Drop Traveling Scientist”, a water education session for fifth grade students that includes OC San’s “What 2 Flush” program. “Scientists of the Sewer”, a week-long wastewater treatment laboratory program for high school students. It is a hands-on application of science, teaching wastewater treatment principles. The program meets the California Science Content Standards and promotes career development. RELEVANT STANDARDS ·Maintain influential legislative advocacy and a public outreach program ·Make it easy for people to understand OC San’s roles and value to the community PROBLEM Without this type of program, children may not have the opportunity to explore wastewater treatment and expand their knowledge, understanding, and stewardship of the environment. Orange County Sanitation District Printed on 9/3/2021Page 1 of 3 powered by Legistar™ OC6SAN ORANGE COUNTY SANITATION DISTRICT File #:2021-1797 Agenda Date:9/13/2021 Agenda Item No:2. PROPOSED SOLUTION By providing this educational program,students learn about the watershed and develop ways to conserve water in their neighborhoods.Additionally,students learn about the roles scientists play in wastewater treatment through virtual interactive lab activities and virtual tours of Plant No.1. TIMING CONCERNS N/A 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. PRIOR COMMITTEE/BOARD ACTIONS February 2015 -Approved a Cooperative Agreement with Orange County Department of Education for Educational Services with Inside the Outdoors for a one-year term,with four one-year renewal options. ADDITIONAL INFORMATION Throughout the pandemic,Inside the Outdoors has continued to reach out to middle and high school students throughout Orange County.With the Governor’s Stay at Home Order and social distancing mandates,Inside the Outdoors switched their methodology from in-person to virtual.During the 2020 -2021 school year,a total of 1,171 students were reached:850 elementary students for the “Drip Drop Traveling Scientist”program and 321 middle/high school students for the “Scientists of the Sewer”program.Most of the participating schools are in Anaheim,Buena Park,Garden Grove, Newport-Mesa, Orange, Santa Ana, and Westminster. In July 2021,Inside the Outdoors was requested to completely revamp the educational program to focus solely on Wastewater Treatment and OC San for the 2021-2022 school year.The program will continue to target Orange County students in elementary,middle,and high school.The program is being developed to meet state standards and will serve as a mechanism for OC San to provide greater insight into the program and eventually manage with in-house staff and volunteers (retirees). The current agreement is for one-year and will be reviewed at the end of the year. FINANCIAL CONSIDERATIONS The contract complied with authority levels of OC San’s Purchasing Ordinance and was funded under the Professional and Contractual Services line items for the General Manager’s Office (Budget Fiscal Years 2020-21 and 2021-22,Section 6,Pages 12).The available funding was sufficient for this program. Date of Approval Contract Amount Contingency 06/24/2021 $27,508 N/A Orange County Sanitation District Printed on 9/3/2021Page 2 of 3 powered by Legistar™ File #:2021-1797 Agenda Date:9/13/2021 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: ·Inside the Outdoors Annual Recap Report Orange County Sanitation District Printed on 9/3/2021Page 3 of 3 powered by Legistar™ Orange CountySanitation DistrictYear End Report Orange County Department of Education 2 0 2 0 -2 0 2 1 Inside the Outdoors is Administered by the Inside the Outdoors | Year End Report 2020-2021 Table of Contents Table of Contents 02 Introduction 03 Elementary School Programs 04 Middle andHigh School Programs 05 Student Numbers 08 Inside the Outdoors | Year End Report 2020-2021 Introduction For the 2020-2021 school year, Inside the Outdoors provided Virtual Field Trips, Virtual Traveling Scientist programs, digital classroom resources, and digital family resources to continue supporting Orange County students and families. Every live- streamed program presentation was grade level specific, supported California content standards and had the look and feel of a traditional Inside the Outdoors program. Inside the Outdoors | Year End Report 2020-2021 Drip Drop Fifth Grade NGSS Standards Supported: 5-ESS2-1 Can we create solutions to improve percolation? Drip Drop allows students to explore the problems surrounding water as it travels through porous and non-porous surfaces in urban settings and encourages them to create solutions to decrease runoff and increase percolation. Virtual Traveling Scientist Curriculum Elementary School Programs Inside the Outdoors provided Drip Drop virtual programs to students while modifying all activities for live-streamed video presentations. Pre- and –post-visit activities were developed to allow student participation in-class or in a distance learning setting. Elementary School Programs Student programs were extended through resources like pre- and post-activities and family engagement components. Drip Drop pre-activity Drip Drop post-activity Inside the Outdoors | Year End Report 2020-2021 Click to type Click to type Click to type Click to type OCSD collects more than 200 million gallons of wastewater per day and removes a high degree of impurities through several processes. .-Ti..· ~-,g · 0",o_o·o• .. Inside the Outdoors | Year End Report 2020-2021 Scientists of the Sewers Middle School/High School Standards Supported: HS-ETS1-2 From 1854 London, England to now, students discover the historical beginnings and the modern innovation of the sanitation system. Through engaging and hands-on activities, students will uncover mysteries, ideate solutions and discover the innovative processes of the Orange County Sanitation District that keep Orange County healthy. Virtual Traveling Scientist Inside the Outdoors provided Scientist of the Sewers virtual programs to students while modifying all activities for live- streamed video presentations. Pre- and –post-visit activities were developed to allow student participation in-class or in a distance learning setting. Middle and High School Programs Curriculum Middle and High School Programs Inside the Outdoors | Year End Report 2020-2021 Middle and High School programs were extended through resources like pre- and post-activities and family engagement components. Scientist of the Sewers pre-activity Scientist of the Sewers post-activity ·C '· I _. ~§54 .Cholera EpideJ11iC __,---""""" . Escape Room Total number of students served 1171 Participating Districts Number of participating students and virtual program presentations. SAUSD OUSD FVSD IUSD TUSD SSD 500 400 300 200 100 0 Student Numbers 1171 Students Served Virtual programs presented 43 SAUSD - Santa Ana Unified School District OUSD - Orange Unified School District FVSD - Fountain Valley School District IUSD - Irvine Unified School District SSD - Savana School District TUSD - Tustin Unified School District Inside the Outdoors | Year End Report 2020-2021 Most reports conclude with a page acknowledging the contributions of the people who worked tirelessly on the projects mentioned within. Below, list down the names of those committed to these projects, such as: Those responsible for concept and coordination Your group of researchers The writers behind the impact report The designers of the impact report Your colleagues from Local and Partner Organizations Your contributors and donors We thank you for your continued support in our efforts to contribute to the SDGs. Acknowledgements Contact Your NFP Name 123 Anywhere St., Any City, ST 12345 123-456-7890 www.reallygreatsite.com hello@reallygreatsite.com @reallygreatsite Thank You Contact Inside the Outdoors Orange County Department of Education 200 Kalmus Drive, Costa Mesa, CA 92626 www.insidetheoutdoors.org insidetheoutdoors@ocde.us 714-708-3885 Inside the Outdoors | Year End Report 2020-2021 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2021-1824 Agenda Date:9/13/2021 Agenda Item No:3. 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 14 individual policy areas which comprise the overall Strategic Plan. The policy statements were developed by the Executive Management Team based on input previously provided by Board Members and staff. The Board’s input and direction is critical in developing and updating the Strategic Plan. Staff intends to finalize the Strategic Plan and compile a draft Plan for formal adoption 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 PROBLEM The current Strategic Plan was adopted by the Board of Directors in November 2019. An update to the Strategic Plan is currently underway. OC San’s Board Members have requested staff to augment the draft Strategic Plan with a Policy paper for advocacy and outreach efforts. Orange County Sanitation District Printed on 9/3/2021Page 1 of 2 powered by Legistar™ OC6SAN ORANGE COUNTY SANITATION DISTRICT File #:2021-1824 Agenda Date:9/13/2021 Agenda Item No:3. PROPOSED SOLUTION Add a policy area to the 2021 Strategic Plan to focus on the advocacy and outreach efforts of OC San.By establishing a policy specific to this area,it will guide our ongoing agency efforts and note the importance of keeping stakeholders informed. PRIOR COMMITTEE/BOARD ACTIONS July 2021 -Strategic Plan Organizational Advocacy and Outreach Policy,Informational presentation to the LaPC Committee. May 2021 - Information Item to the Board, Strategic Plan Workshop 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 Statement ·OC San Strategic Plan November 2019 ·Presentation Orange County Sanitation District Printed on 9/3/2021Page 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, following legislative activity will ensure OC San’s interests are explained and considered. 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. These programs include:  Student Educational Outreach: Promoting and educating the youth within our service area on OC San’s mission and the essential services provided. Reaching out to students allows for 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 plant 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 contests 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 designed, operated, 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 start of construction projects or maintenance activities is Organizational Advocacy & Outreach 2 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. This includes dedicated Community Liaisons, construction webpages, collateral material, presentations, etc. Over the next fiscal year about two dozen projects will be in construction with various degrees 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. A diverse toolkit of communication pieces allows messages to be delivered to over 600 staff with various professional backgrounds, work shifts, work locations, and access to online materials. This toolkit of communication pieces 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 maintaining a positive public perception 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 plant tours; community newsletters; a Speakers Bureau Program (which allows us to go into the community and meet 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 programs such as Wastewater 101 Academy which provides an opportunity to showcase OC San’s operations and initiatives for our ratepayers, fellow agencies, and influential public.  Regulatory and Legislative Advocacy: OC San also recognizes the need for an active regulatory and legislative advocacy program at the local, state, and federal levels to ensure that the interests of the rate payers and the Board of Directors are communicated, understood, and supported. Towards this end, the legislative and regulatory team actively monitors and engages officials across California and in 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 consistent attainment of its mission. News coverage for a wastewater resource recovery agency is most often about a mission Organizational Advocacy & Outreach 3 failure. People tend not to think about their wastewater or where it goes until a beach is closed or a spill occurs. In addition, OC San has no direct connection to its rate payers. User fees are paid via property tax bills thus eliminating an opportunity to reach our customers directly. This ultimately results in a limited understanding of OC San, what we do, and the important service provided to the community. To that extent, OC San’s outreach efforts are imperative to positively inform and educate the public we serve about the value we provide, including policy makers and regulators. Future 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 connect with the public we serve in a clear and transparent way to create a bank of trust, and garner support for the programs that allow us to continue protecting the public health and the environment. OC San will maintain an active legislative and regulatory outreach program to help inform and guide leaders to ensure the wastewater industry is able to protect the public health and environment in a cost-effective way. Initiatives to Support Progress Toward the Policy Goal  Relaunch the Vendor Outreach Program with a focus on Orange County firms to enhance the competitive bidding opportunities for OC San. This effort will increase the number of vendors and contractors soliciting OC San projects, thus expanding the pool of service providers thus generating a greater variety of partners.  Develop an outreach program for member agencies regarding inflow and infiltration issues within their sewer systems. The program will aim to educate, inform, and reduce inflow and infiltration affecting the local and regional sewer system.  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.  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.  Actively monitor and engage regulatory and legislative activity across California and Washington, D.C., and take appropriate action in support of, or opposition to, Organizational Advocacy & Outreach 4 legislative and regulatory initiatives affecting OC San and the wastewater industry. This includes using 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. i i Crrriw I • 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 ST R A T E G I C P L A N  NO V E M B E R 2 0 1 9 • Co n t i n u e w o r k i n g w i t h i n d u s t r i e s , f a c i l i t i e s , a g e n c i e s , a n d l o c a l j u r i s d i c t i o n s t h a t h a v e a u t h o r i t y o v e r st o r m w a t e r o r s u r f a c e w a t e r r u n o f f t o d e t e r m i n e t h e f e a s i b i l i t y o f r e g i o n a l w e t w e a t h e r r u n o f f c a p t u r e , st o r a g e , a n d u s e p r o j e c t s o r o f f e r a l t e r n a t i v e s t o s t o r m w a t e r a n d r u n o f f d i s p o s a l t h r o u g h p e r m i t s o r ot h e r w r i t t e n a u t h o r i z a t i o n . T h e S a n i t a t i o n D i s t r i c t w i l l p r o m o t e r e s p o n s i b l e s t o r m w a t e r u t i l i z a t i o n an d s e w e r p r o t e c t i o n , w h e r e d o i n g s o d o e s n o t n e g a t i v e l y a f f e c t t h e S a n i t a t i o n D i s t r i c t ’ s o p e r a t i o n o r co m p l i a n c e w i t h l o c a l , s t a t e , a n d f e d e r a l r e g u l a t i o n s , a n d w a s t e w a t e r c a n b e h e l d f o r e v a l u a t i o n p r i o r to d i s c h a r g e . • C . , .,. ,, C , .. , C C. ~ l" ~ , , , C ,, C , C , ,f ' , C ,(' (} C -~ ' ~ C C 'r C C ' , C 'C ', '('CC C C • p C C t ' c-, cfr ' cc t c C C < C :c ff t fe C C C C C C ' C ~ e ~ 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 9/1/2021 1 Organizational Advocacy and  Outreach Policy  Presented by:  Jennifer Cabral,  Administration  Manager LaPA Committee September 13, 2021  Strategic Plan Topic Area  2 PAO  Strategic Plan  1 2 9/1/2021 2 3 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. Policy  Statement  4 Student Educational Outreach  3 4 Youth Environmental Summit 9/1/2021 3 5 Infrastructure Outreach  6 Employee Engagement  5 6 .,SAH - SEWER CONSTRUCTION PROJECT 714-378-2965 ConslluCliOrl~ www.ocsan.gov 9/1/2021 4 7 Brand Recognition  8 Legislative Affairs  Legislative and  Regulatory Advocacy  •Federal  •State  •Local  7 8 Follow us: @OCSanDistrict (iCJ e Also on ... lffl a (lt.wXCOl,ml'f~•"CWOdlllC1 2021 Legislative and Regulatory Plan 9/1/2021 5 9 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 expanding the pool and providing a greater variety of partners. 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. 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. Initiatives to Support the Policy  10 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. 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). Initiatives –cont.  9 10 9/1/2021 6 11 Next Steps September 29 Draft Strategic Plan November 17 Final Strategic Plan Adoption Questions ? 12 11 12 LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2021-1827 Agenda Date:9/13/2021 Agenda Item No:4. FROM:James D. Herberg, General Manager SUBJECT: PUBLIC AFFAIRS UPDATE FOR THE MONTHS OF JULY AND AUGUST 2021 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Public Affairs Update for the months of July and August 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 9/3/2021Page 1 of 3 powered by Legistar™ OC6SAN ORANGE COUNTY SANITATION DISTRICT File #:2021-1827 Agenda Date:9/13/2021 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 JULY AND AUGUST 2021 Outreach Report An outreach report that includes tours,website postings,social media postings,construction notifications, speaker engagements, and more is included as an attachment to this Agenda Report. Virtual Tours To continue engaging with the community and our stakeholders,staff conducts virtual tours of the Plant which has allowed participants an opportunity to remotely visit OC San and learn how we protect public health and the environment.For this reporting period,we held five virtual tours reaching 61 people. Presentations We had three speaking engagements during this reporting period.Staff participated in the California Water Environmental Association Women in Water,and presentations were made to the Cypress City Council and the Los Alamitos City Council on the upcoming construction of the Western Orange and Los Alamitos Trunk Sewer Projects. Plant Nos. 1 and 2 Newsletters As part of the ongoing outreach efforts to keep our neighbors informed and engaged,the summer issue of the Neighborhood Connection Newsletter was distributed to residents around Plant Nos.1 and 2.The newsletters include updates on the ongoing construction of the Groundwater Replenishment System Final Expansion project,the new permitter wall,heal the bay report card,and more. The current and previous issues are available on our website at www.ocsan.gov/construction. Construction Outreach Efforts Outreach has started for the upcoming Los Alamitos Trunk Sewer Project which will take place in Los Alamitos,Seal Beach,and Cypress.As part of our efforts to keep the community informed, notifications have been distributed to encourage the public to sign up for text and email alerts and to frequent our website for project updates.Project details can be found at www.ocsan.gov/LosAlamitos. Awards Organizational Excellence from CASA OC San’s Asset Management Program won the California Association of Sanitation Agencies (CASA) Organizational Excellence-Large Agency award.Winners were announced at the CASA Conference on August 12.OC San’s Asset Management Program was recognized for its thoroughness, efficiency, and in-house development that has created an example for others to follow. Orange County Sanitation District Printed on 9/3/2021Page 2 of 3 powered by Legistar™ File #:2021-1827 Agenda Date:9/13/2021 Agenda Item No:4. National Procurement Award OC San received the National Procurement Award from the National Procurement Institute.OC San is one of only 182 agencies in the US and Canada,and one of only 36 special districts to receive this award. ATTACHMENT 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 - July and August 2021 ·Presentation Orange County Sanitation District Printed on 9/3/2021Page 3 of 3 powered by Legistar™ Outreach and Media Summary July- August 2021 O C SAN P u b l i c A f f a i r s O f f i c e OC ~SAN ORANGE COUNTY SANITATION DISTRICT Table of Contents OUTREACH REPORT…………………………………………………………PAGE 1 FACEBOOK POSTINGS ……………………………………………...............PAGE 2 TWITTER POSTINGS …………………………………………………………PAGE 8 INSTAGRAM POSTINGS………………………………………………………PAGE 10 LINKEDIN POSTINGS………………………………………………………....PAGE 12 NEWS ARTICLES……………………………………………………………………………. PAGE 16 Outreach Report July and August 2021 Date Tours Attendees Tour Guide 07/20/2021 Cal State Long Beach Nursing 15 Mike Zedek 07/21/2021 Cal State Long Beach Nursing 20 Cortney Light 07/22/2021 Cal State Fullerton Nursing 14 Cortney Light 07/22/2021 Grand Jury Tour 6 Jim Herberg/ Rob Thompson 07/27/2021 Grand Jury Tour 6 Jim Herberg/ Rob Thompson Date Speaking Engagements/Events Attendees Presenter 07/12/2021 Cypress City Council Meeting 10 Jeff Mohr 08/16/2021 Los Alamitos City Council Meeting 15 Kathy Millea 08/30/2021 CWEA Women in Water 100* Violet Renick *These events have not occurred at time of this report, therefore # of attendees is estimated. Project Area Construction Outreach Notifications # of People Reached Website Posts and Text Alerts Anaheim Project Update – 2 printed notices 2,000 2 website posts / 3 text & email alerts Los Alamitos/ Seal Beach 1 printed notice 18,000 Fountain Valley Newsletter and project update 3,850 1 website post Huntington Beach Newsletter 1,400 Westminster Project Update 300 2 website posts / 2 text alerts External Communications Distribution # of People Reached 5 Minutes Per Month 2 434 Board Member Talking Points 2 100 Website Posts 15 posts 172 views Facebook 35 posts 4.9k reached Twitter 27 tweets 19.4 reached Instagram 28 posts 5k likes LinkedIn 7 posts 5.3k reached Facebook Posts July-August 2021 I Page Summary Last 28 days ~ Export Data ,{l Resulls from Jul 8, 2021 -Aug 4, 20ll Note: Does not 1ncll1de today's data. Insights acllvity 1s reponed m the Pacific ume zone. Ads acuv1ty is reponed m the lime zone or your ad account. • Organic • Paid Actions on Page July 8 -Augus1 4 • We have 1nsuftu;:1en1 data to show for the selecIed tome period Post Reach July 8 August 4 1A74 People Reached "'20% Post Engagement July 8 August 4 394 PosI Engagement "'75% Page Views July 8 -August 4 102 Tolal Page Views "'74% Story Reach July 8 AugusI 4 Get Story Insights See slats on how your Page's recenl stones have performed liiii:·Hil Videos July 8 August 4 271 3-Second Video Views "' 85% Page Likes July 8 -August 4 1 Page Likes "'88% _____ A.____ Recommendations July 8 August 4 • We have msuffictent data 10 show for the selected time period. Page Followers July 8 August 4 2 Page Followers "'80% _M~ I Page Summary Last 28 days ~ Export Data & Results rom Jul 27, 2021 • Aug 23, 2021 Note Does not include today's data. Insights activity Is reported m the Pac1r,c time zone. Ads acuv,ty Is reported ,n the lime tone or your ad account. • Organic • Paid Actions on Page July 27 • August 23 ••• I•••• •••• We have insufficient data to show for the selected time per1od, Post Reach July 27 · August 23 1,368 People Reac ed .A.28% Post Engagement July 27 August 23 294 Post Engagement• 5% Page Vlews July 27 August 23 81 Total Page v,ews "'3% Story Reach July 27 • August 23 Gel Story Insights See stats on how your Page's recent storJes have performe<l. F·H:·Hii Videos July 27 August 23 370 3-Second Video Views .... 83% Page Likes July 27 -August 23 1 Page Likes "' 0% _ ______.A_ Recommendations July 27 • August 23 ••• • ••• •••• We have 1nsuff1cren1 data to show for the selected time perJod Page Followers July 27 August 23 3 Page Followers .... 50% Graphs of Page Likes, Post Reach and Total Views for July- August 2021 Total Page Likes: 990 Tola! Page Like~ Page Likes The number of organic Page likes. paid Page hkes and unhkes. • Unlikes Orgc1nic Likes • P.1id Likes ' Post Reach The number of people who saw any of your posts at least once. This metric is estimated. Gii&NF BENCHMARK Compa,e your average µedormHm::e ov1:H 11111tl'. ToI11I PRqP I 1kP.s G&i@ih BENCHMARK Cr_HllJJcue your tW~rtlCJf-1 pcrformuncc over ume. Unhkei:; Orgarnc Like~ PRlri I lkP.S , WANT MORE LIKES? Create an ad to get more pP.oplff 10 l1k@ your PRgPJ. ;;;.,;;;.;;;;;:; DWEii Organic • Paid BENCHMARK Compare your average pertormance over time. Organic Paid 100 0 Total Views By Section Total Views 13 0 Jul 2 Jul 5 Jul 9 Jul 13 Jul 16 Jul 20 Jul 24 Jul 27 Jul 31 Aug 4 Published Post Type Targeting Reach Engagement 08/19/2021 The Steering Committe Meeting (5 $ "' 44 I 0 I 11.21 AM pm) and Board of Directors Meeting 2 I 08/19/2021 The Results are In! California •Ill 114 • 19 -9:23AM Association of Sanitation Agencies 13 - 08/17/2021 As part of our infrastructure r• 107 I 3 I 8:19AM improvement efforts exploratory work 3 I 08/15/2021 An OC San Virtual Tour is coming up •Ill 65 I 3 I 9:00AM on Wednesday, August 25 at 2 pm. 3 I 08/13/2021 Its #FridayThe13th and something r• 118 • 0 I 2:02 PM that scares us is seeing 4 I 08/11/2021 Clean Water is the best water. When •Ill 96 I 6 • 9:00AM water leaves your house from the 5 • 08/09/2021 Ever wondered what a sunrise at OC r• 126 • 1 I 9:00AM San looks like? No worries, we'll 6 • 08/07/2021 We love coffee more than we'd like to r• 235 -22 -9:00AM ---admit. Wondering what you should do 7 • Published Post Type Targeting Reach Engagement 08/05/2021 d Be part of the solution. With 0 I 0 9.00AM -~ #WaterQualityMonth here, we •• 44 3 0 08/03/2021 How do you keep a sewer system ra 221 -10 I 3:48 PM working in tip-top shape? You 12 • 08/03/2021 The spotlight on wastewater. ro 100 • 4 9:00AM Recently senators proposed 2 08/01/2021 Today is National Sister Day and ... 142 • 4 I 10:18AM what better way to celebrate than 12 • 07/30/2021 Construction Alert for ro 221 -5 I 1.59 PM @city_of_anaheim-State College 7 I 07/29/2021 We learn as much from our interns as ra 211 -7 I 9:03AM they learn from us. #lnternDay is here 11 • Will selfies go out of style? We don't -07/27/2021 ro 362 32 2:06 PM think so. Especially when it's of an 30 - 07/25/2021 ~;::,;"=":". What do you do to keep the beaches ra 130 • 1 I 9:00AM ' clean? At oc San we monitor the 8 I 07/23/2021 Let's throw it back to OC Fair in the ro 221 1111 7 I 9:00AM 90s! OC San used to join the 18 • 07/22/2021 ~ This might not be your everyday ... 92 I 5 I 4:00 PM conversation but OC San #pottytalk is 6 I 07/22/2021 Don't forget to join us on Wednesday, 6 76 I 1 3:28 PM July 28 for the Steering Committee 2 07/19/2021 Maybe it's time for a change? OC ra 106 • 2 11:07AM San has openings that may be that 2 07/17/2021 #SharkWeek is coming to an end but ra 178 -0 I 9:00AM we couldn't let it pass without giving 9 I 07/16/2021 ' OC San successfully sold $134 • 5 I 9:03AM million of Wastewater Refunding ro 157 7 I 07/15/2021 Being recognized two times is better •• 109 • 7 I 11:24AM than one. NACWA recognized OC 10 I 07/14/2021 Where's Wanda? She's working hard ro 326 -75 9:41 AM in the middle of our treatment plant. 17 • 07/12/2021 • Join is this Wednesday, July 14 at 5 6 75 I 0 9:01AM pm for the Administration Committee 2 07/12/2021 Summertime is a great time to grill. ro 187 Ill 7 I 9:00AM But cleanup time is not so great, 12 • 07/10/2021 An oc San Team Member Snagged ra 181 -1 I 9:00AM '! the Pumps & Systems Front Cover 8 I 07/08/2021 It doesn't get better than a 'AAA.' OC IEJ 104 • 3 I 9:00AM San receives highest credit rating 8 I 07/07/2021 :) Five years later and OC San is back IEJ 100 • 3 900AM at it again gaining the National 4 07/06/2021 As we start #CleanBeachesWeek IEJ 178 -7 I 9:00AM let's remember that it is all of our 11 I 07/06/2021 The Legislative and Public Affairs 74 I 1 7:41 AM Meeting is happening next week on 1 07/04/2021 Happy #4thofJuly . Today we IEJ 96 • 0 9:00AM celebrate our Nation's Independence 2 07/02/2021 • The OC San administrative offices IEJ 73 I 0 11:12AM will be closed on Monday, July 5 in 1 07/01/2021 • Join us for our Operations Committee $ 64 I 1 12:16 PM Meeting next week on Wednesday, 1 06/30/2021 As if we didn't already know. The IEJ 139 • 3 9:20AM L-annual Heal The Bay Report Card is 4 06/29/2021 Construction Alert for r• 114 • 9 I 11:27 AM @city _of_anaheim -over the next 3 I 06/28/2021 ;,J OC San is all about protecting public •• 6 I 9:00AM :.21 health and the environment. 76 6 I 06/27/2021 .. FOG goes in the trash! Our video •• 119 • 6 I 9:00AM contest winner, Aminah, knows that. 10 I Twitter Posts July- August 2021 I "JI Analytics HOO'M! Tw:eets More v Orange County Sanitation District "oc~w111ct 28 day summary with change eve, pre\llOU~ pet'lod Twr•r1o;; Twl•r1S11r,r-.r..n~ 14 +?6.3% 7,599 +50.3% Aug 2021 • :,:> tl,"IYf. •,o IM lWLLI 111(..,!IUU•ll'.ll Top Tweet ea.med G31 1mpresa1ons Ever wondered what a sunrise at OC San looks like? No worries, we'll show you. Leave us a comment tellling us about your favorite sunrise spot. pic.twitter.com/satHliv54O View Tweet aetlvlly View alt Twoet aet,vicy Top Follower ro11owu<111y 46 people Alexandra Davenport ,tt,AJexm10avenport F"ou.ows vou ila)Chitf)IHfllllU ~.,urlenr, IOffllt.."( @oci::umon ff'l)()tl~I, i!.l)volcnoroc t,1.t1cl.-,:n1 mt:>(ha Prnfllf.~1-. 364 +l-1.6% 4 +?0.0% Top mention eamed !i afl1:jagemenl5 #VXNews Summer Preview. @ OCSanDisttiet New Board Chair John Wuhers; HR:&A LA's Andrea Batista Schlesinger: @ AltaSeaOrg's @limmcosker & @PortofLA's Mike Galvin Read on: ma1lch1.mp/verd@xchange/v. __ plc.twltter.com/93Pc6meZBO •• ""h ~• ,. \, .... ~ .... -u.~• -1.•-.... -\\ .. ._ ... , .. .-,_,..,,., iii~~ ---"'--•-- ~£00 View Tweet Top media Tweet ,n1rnml 5211mprttSSIOflS As part of our infrastructure improvement efforts exploratory work will be done on Denni St, Moody St, O range Ave. anr1 Bloomfield S1 In the cities ot Cypress. Los Alamitos and La Palma as part of a futun~ proJect. Work will take place over the next 2 weeks from 9 am -3:30pm. pic.twltter.com/3ubjGphR0e ---·.:--:·• ~-~. PREPARING FOR INFRASTRUCTURE IMPROVEMENTS ..,l •.1 View Tweet activity View nll Tweel ac:tMly oc sewers v ..-v s,,on .. p f,u Tw.it.-., Ai.I.,, rnJJl'IW{'r•. 1,7 20 1'7 Get your 'Tweets in front of more people Promote(! TweP,t.,": ,tH'ld coment opP.n up your rP.3Ch on Tw111er to mOfe 1,eop1e. 85\lhP.M AtJI.""; ;,,nn C:IJMMARV 11 5 ,127 113 4 4 I Jul 2021 • 31 days TWEET HIGHLIGHTS Top Tweet earned 1,112 impressions Will selfies go out of style? We don't think so. Especially when it's of an OC San team member showing off what he wears to keep himself and others safe. A virtual high five to this member of our maintenance team. #OCSanFamily p,c.twitter.com/1HwTb8xFgV t.."12 • View Tweet activity View all Tweet activity Top Follower followed by 1,496 people Brandon @Br ridonCcl.lJdl FOi.LOWS YOU Parent. Veteran. Pseudo-Techie. Recovering Floridian. t:MaskPlusVax Vtewprofi~ Top mention earned 14 engagements CWEA C"A.EA .__cw,a 22 weather looks perfect for a paddle out into Orange County's Back Bay. A nice shot for #swimmableCA, thanks to the 10,000 CWEA members across CA on the front lines protecting #cleanwater. Photos by Earle K from @OCSanDistrict, entries in our #WatersWorthlt photo contest. pic.twitter.com/d3Z3PUHvSg -- ~-=-~~ ~-- ViewTwee1 Top media Tweet earned 1,141 impressions Being recognized two times is better than one. NACWA recognized OC Son with the Platinum Peak Performance Award and the Gold Recognition in Excellence Management. To learn more visit ocsan.gov @NACWA pic.twitter.com/slSWgSixLE t.•.1 ., View Tweet activity View all Tweet activity JUL 2021 SUMMARY Tweet nnpresSJOns 19 14.8K 580 5 6 Instagram Posts July- August 2021 I ocsandistrict ~-~ 0 ()l;.~01~ lhe0(;.$f!l'i1'll,l(ll"'0~9,-.'!; .. ~~"'-'"~.lnd•~,C. tpr;:J'Ql<,e ,.,.01"1~•oen1r..i1il!l()fft>Qlflo,Qe~ -- I OraQ&e Coalty be:Khes an .,.,. the bell 111 p C; lilon, 1a ~ OC Sllln R,cr-J11111P.S ' - HAPPY FOURTH ·:· i OF JULY! N IGHTWORK STAT{ '~It·""'""" ·•"-•• ~•n J ··•-·.. .. ...... . . ,,_,. .. . ADAY A~SOIJIICE .,VltlD :\:~ASTE ltmeteVOTU ·• J OAYIUffl YeH.,I ... ~ .. NI !611)=~ .. =-.. LinkedIn Posts July- August 2021 I Analytics Last 30 day activity 203 Unique visitors Share trending articles 32 New followers 3.3K Post impressions 21 Custom button clicks Orange County Sanitation District ~SAN 3 270 followers 4d ·~ •32% 0% • 51% y 8% The Results are In! California Associat ion of Sanitation Agencies has awarded OC San the Organizational Excellence award for our Asset Management Program. We are so happy to receive this recognition, we work very hard to monitor ... see more I Orange County Sanitation District 3,270 followers 3w -~ Today is National Sister Day and what better way to celebrate than g iving a shoutout to our sister agency the @OCWD, Together we've partnered on the Groundwater Replenishment System (GWRS) which is currently underg ... see more Orange County Sanitation District C~ 3,271 folower~ 3Vt ·® V\.1e learn as: much from our interns. as. they learn trcm us. . .tfnternDay is. .,.Gre and we want to give them a shoutout for being a huge as5et to OC San and being as committed to waste wa~e•r trco;;trnent a!. we a,c. Here we have Emmarv .. -;cc mor<- Orange County Sanitation District ~ 3,270 followers 1rro • ($) Being recognized two times is better than one. NACWA recognized OC San with the Platinum Peak Performance Award and the Gold Recognition in Excellence Manageme1t. To learn more visit ocsan.gov OC SAN RECEIVES THE PLATINUM PEAK PERFORMANCE AWARD AND THE GOLD RECOGNITION IN EXCELLENCE MANAGEMENT r l -UI~ i~,,~. \ '("-, , . ,v \ -( f ~ . . I ~ .. Orange County Sanitation District _!....~ 3,270 followers 1mo • ($) Five years later and OC San is back at it again gaining the National Pollutant Discharge Elimination System Permit. To learn more go to ocsan.gov Orange County Sanitation District ~~~l!! 3,270 followers lmo •® Happy #4thofJuly . Today we celebrate our Nation's Independence Day with the 3 F's family, food and fireworks. ******** HAPPY FOURTH OF JULY! ******** Orange County Sanitation District --6~ 3,270 followers lmo•® iill ~ ::::~ ~.)~ = ,, •. L...j. I \ I \ II 1111 A ....... JI ~ = ~ = I I As if we didn"t already know. The annual Heal The Bay Report Card is in and Orange County Beaches are amongst the best in California. Visit ocsan.gov to learn how we help make this happen. Orange County beaches are among the best in California Article Date Resource Link Southern California beaches score high on summer water quality 29-Jun-21 LA Daily News https://www.dailynews.com/2021/06/29/southern-california- beaches-score-high-on-summer-water-quality/ OC Gets Good Marks for Clean Beaches 29-Jun-21 OC Register https://www.ocregister.com/2021/06/29/water-off-orange- county-cleaner-than-in-much-of-the-state-particularly-in- summer/ Fitch Rates Orange County Sanitation District, CA Rev Obligations 'AAA'; Outlook Stable 1-Jul-21 Fitch Ratings https://www.fitchratings.com/research/us-public-finance/fitch- rates-orange-county-sanitation-district-ca-rev-obligations-aaa- outlook-stable-01-07-2021 Moody's assigns Aaa to Orange County Sanitation District, CA's Wastewater Refunding Rev. Ob., Series 2021A; outlook stable 1-Jul-21 Moody's https://www.moodys.com/research/Moodys-assigns-Aaa-to- Orange-County-Sanitation-District-CAs-Wastewater-- PR_907205728?cid=7QFRKQSZE021 Orange County Water Quality: How Clean Are OC's Beaches?1-Jul-21 OC Patch https://patch.com/california/orange-county/orange-county- water-quality-how-clean-are-ocs-beaches Orange County launches first water plant to remove PFAS toxins 6-Jul-21 OC Register https://www.ocregister.com/2021/07/06/orange-county- launches-first-water-plant-to-remove-pfas-toxins/ 17-million-gallon sewage spill prompts closure of beaches north of El Segundo 12-Jul-21 Spectrum News 1 https://spectrumnews1.com/ca/orange-county/public- safety/2021/07/12/sewage-spill-prompts-closure-of-beaches- north-of-el-segundo Sewage spill was kept from public for hours 14-Jul-21 LA Tmes https://enewspaper.latimes.com/infinity/article_share.aspx?gui d=63516b55-99f5-4bcf-900b-16e5ec7e3b92 Secure California’s future water supply and invest in recycled water 19-Jul-21 CAL Matters https://calmatters.org/commentary/2021/07/secure-californias- future-water-supply-and-invest-in-recycled-water/ Congress Members Lowenthal, McClain, Introduce Legislation To Create National Labeling Standard For Non-flushable Wet Wipes 21-Jul-21 Congressman Lowenthal Newsletter https://lowenthal.house.gov/media/press-releases/congress- members-lowenthal-mcclain-introduce-legislation-create- national Senators propose more money for water sources 24-Jul-21 Santa Barbara Newspress https://newspress.com/senators-propose-more-money-for- water-sources/ Western water ​experts are working to not only conserve water, but to also reuse as much wastewater as possible​,​ including ​through direct potable reuse​.​3-Aug-21 Ensia.com https://ensia.com/features/in-an-arid-u-s-west-water-agencies- look-to-delive%E2%80%8Br%E2%80%8B-purified-wastewater- directly-to-customers-faucets%E2%80%8B-despite-yuck-factor/ California Invests in Recycled Water as Droughts Take a Toll 4-Aug-21 Governing.com https://www.governing.com/next/california-invests-in-recycled- water-as-droughts-take-a-toll State report raises fresh alarms over sea- level rise 28-Aug-21 OC Register https://www.ocregister.com/2021/08/27/state-report-raises- fresh-alarms-over-sea-level-rise/ 9/1/2021 1 Public Affairs Update July and August 2021 Presented by: Daisy Covarrubias,  Pr. Public Affairs Spec.   Legislative and  Public Affairs  Committee September 13, 2021 • Plant Nos. 1 and 2 Newsletters • Factsheets • Media Relations • Employee Communication • Construction Outreach • Los Alamitos Sewer • Orange-Western Sewer • Westminster Blvd. Sewer • Headquarters Project • State College Sewer What We Did Tours 5 tours / 61 guests 3 speaking engagements Social Media Twitter: 27 tweets / 19.4k reached Facebook: 35 posts / 4.9k reach Instagram: 28 posts / 5k likes LinkedIn: 7 posts/ 5.3k reached 2 1 2 9/1/2021 2 What We Are Doing 3 •Annual Report •Employee Celebrations  •Volunteer Incentive Program  recognition  •Outreach Toolkit  •Construction Updates •Internal Communication •Social Media  National Procurement Award from the National Procurement Institute. OC San is 1 of only 182 agencies in the U.S. and Canada, and 1 of only 36 special districts to receive this award. Awards 4 Organizational Excellence- Large Agency award for Asset Management Program 3 4 L':°• National (flpl Procurement Institute ~A SA ~ SAN SharePoint ·-·-·'· ... ,._u, ..!...I •••••• .1 ... ~BOX LEGISLATIVE AND PUBLIC AFFAIRS COMMITTEE Agenda Report Administration Building 10844 Ellis Avenue Fountain Valley, CA 92708 (714) 593-7433 File #:2021-1798 Agenda Date:9/13/2021 Agenda Item No:5. FROM:James D. Herberg, General Manager SUBJECT: LEGISLATIVE AFFAIRS UPDATE FOR THE MONTHS OF JULY/AUGUST 2021 GENERAL MANAGER'S RECOMMENDATION RECOMMENDATION: Recommend to the Board of Directors to: Receive and file the Legislative Affairs Update for the month of July and August 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 9/3/2021Page 1 of 2 powered by Legistar™ OC6SAN ORANGE COUNTY SANITATION DISTRICT File #:2021-1798 Agenda Date:9/13/2021 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 In response to the pandemic,Governor Newsom issued an Executive Order granting boards and agencies modified Brown Act requirements.After a previous extension of the original order,it is scheduled to expire September 30,2021.The surge in cases resulting from the Delta Variant highlights the need for the continuation of Brown Act flexibility.As of now,there are two avenues to pursue an extension: ·A new gubernatorial executive order or a re-extension of the existing executive order; or ·The passage of legislation such as AB 361 (Rivas)which,if passed,would grant local agencies approval to transition to remote meetings under modified Brown Act requirements without having to rely on a gubernatorial executive order.AB 361 is in the final stretch of the legislative process, requiring consideration from the Senate. On April 12, 2021, OC San submitted a letter of support for Assembly Bill (AB) 361. 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 9/3/2021Page 2 of 2 powered by Legistar™ Page 1 TO: Rebecca Long FROM: Eric Sapirstein DATE: August 22, 2021 SUBJECT: Washington Update Congress was on its summer recess for the past month and will remain on recess until mid-September except for a three-day return to work for the House to address the pending fiscal year 2022 budget resolution. When Congress returns to work, it faces a substantial must do list of legislation that includes finalizing an infrastructure bill, considering a $3.5 trillion reconciliation package to address “soft” infrastructure, debt ceiling increase and finalization of the annual spending bills. Given the balkanized nature of House Democrats (centrists versus progressives) each of these priorities face a huge headwind to secure passage. Like past years, it is a given that Congress will need to pass a stopgap spending bill to maintain governmental operations. For now, it appears that Congress will work on these issues well into November and possibly into December to reach compromises on each of these matters within the House, Senate and the two chambers. The following summarizes the outlook for congressional activities in the coming months. Infrastructure Legislation Key Focus It now appears all but certain that the Senate-passed bipartisan infrastructure bill, the Infrastructure Investment and Jobs Act (H.R. 3684), will be considered by the House without amendments later in the fall. Speaker Pelosi continues to be in a stand-off with approximately nine House moderates. These Members have indicated that they will not vote on the budget resolution that sets overall spending limits for the $3.5 trillion soft infrastructure legislation, before voting on the Senate infrastructure bill that they support. Conversely, Pelosi has made it clear that the House will not vote on the infrastructure package until such time as the Senate approves its reconciliation legislation that specifies how the $3.5 trillion authorized by the resolution will be appropriated. As a result of this situation, when the House returns to Washington on August 23, it is expected to vote only on a rule setting the parameters of floor debate on the budget resolution and delay action on an actual vote on the budget resolution and the infrastructure bill until late September at the earliest. ------=-:.-=.. : -----= = ~•:=. :=.. ' --~---... --------------• , 1,u ...... -------------- .LJ.L .. ..., ~ Page 2 However, it is important to note that all indications point to the Senate-passed H.R. 3684 being approved in the House, setting the stage for enactment. Once enacted the previously reported funding levels for wastewater projects will become available over five years. For California, this means that the State should receive, based upon the Clean Water Act’s allocation formula, almost $1 billion in clean water SRF assistance. An important aspect of the infrastructure funding is the fact that a state must use 49 percent of the assistance to provide either loan forgiveness or 100 percent grants assistance to disadvantaged communities. Last, the funding would be in addition to annual appropriations Congress provides for the State Revolving Fund (SRF) and other water-related programs. Soft Infrastructure Package Taking Shape Both the Senate and House are taking steps to finalize each chamber’s priorities for the reconciliation package. This package would fund the soft or “human” infrastructure package that the Biden Administration is seeking. Congressional committees have been directed by leadership to deliver recommendations on how to allocate the overall $3.5 trillion spending package. The House Committee on Transportation & Infrastructure Chairman Peter DeFazio (D-OR), has stated that he intends to pursue the reconciliation process to boost funding for wastewater infrastructure needs. DeFazio criticized the Senate infrastructure bill as lacking in sufficient funding for wastewater programs. In addition to developing funding recommendations, an effort to roll back the elimination of state and local tax deductions is under consideration. If a rollback is included in the reconciliation packaged and adopted, it would reinstate the ability of taxpayers to deduct from their federal tax liability, the taxes paid to states and local governments. Reconciliation only requires a simple majority in the Senate of 51 votes. This avoids the need to secure sixty votes to avoid a filibuster. Because the Senate is evenly divided, it makes the outcome uncertain. All Democratic Senators would have to vote to approve the $3.5 trillion spending level. Due to concerns about the impacts of such spending on the national debt and inflation, Senators Joe Manchin (D-WV) and Kristen Synema (D-AZ) have stated they hold deep concerns over the proposed spending, complicating passage of reconciliation. A similar circumstance exists in the House where moderate Democrats have signaled doubts about supporting the spending. Therefore, action on any final reconciliation package will not be seen until November at the earliest according to congressional staff. Page 3 Fiscal Year 2022 Appropriations The House and Senate must finalize spending for fiscal year 2022 by October 1, 2021, when the fiscal year begins. The House has approved the United States Environmental Protection Agency (USEPA) spending bill, providing $1.8 billion for the clean water SRF program and other water resources programs such as water recycling. The Senate Committee on Appropriations has not released its proposed SRF spending level. It is expected to approve the spending measure in September or October. As has been the case in past years, Congress is unlikely to finalize all twelve appropriations bills by the end of September, triggering the need to pass a stopgap spending bill to continue governmental operations most likely through November. Title Infrastructure Investment and Jobs Act Description Investing in a New Vision for the Environment and Surface Transportation in America Act or the INVEST in America Act This bill addresses provisions related to federal-aid highway, transit, highway safety, motor carrier, research, hazardous materials, and rail programs of the Department of Transportation (DOT). Among other provisions, the bill * extends FY2021 enacted levels through FY2022 for federal-aid highway, transit, and safety programs; * reauthorizes for FY2023-FY2026 several surface transportation programs, including the federal-aid highway program, transit programs, highway safety, motor carrier safety, and rail programs; * addresses climate change, including strategies to reduce the climate change impacts of the surface transportation system and a vulnerability assessment to identify opportunities to enhance the resilience of the surface transportation system and ensure the efficient use of federal resources; * revises Buy America procurement requirements for highways, mass transit, and rail; * establishes a rebuild rural bridges program to improve the safety and state of good repair of bridges in rural communities; * implements new safety requirements across all transportation modes; and * directs DOT to establish a pilot program to demonstrate a national motor vehicle per-mile user fee to restore and maintain the long-term solvency of the Highway Trust Fund and achieve and maintain a state of good repair in the surface transportation system. Bill Summary: Last edited by Sarah Sapirstein at Aug 23, 2021, 4:13 PM Comprehensive infrastructure investment package that provides the biggest infusion of U.S. federal spending on infrastructure in decades, including $55 billion for water infrastructure. The bill also includes a Western Water Infrastructure Title to address U.S. Bureau of Reclamation water infrastructure funding programs. Introduction Date: 2021-06-04 Federal Legislative Report - August 2021 Last Updated: August 23, 2021 Bills by Issue Priority: High (13) Bill Number HR 3684 Last Action Message On Senate Action Sent To The House 2021 08 16 Status Passed Senate Position None Priority High OC ~SAN ORANGE COUNTY SANITATION DISTRICT Title PFAS Action Act of 2021 Description PFAS Action Act of 2021 This bill establishes requirements and incentives to limit the use of perfluoroalkyl and polyfluoroalkyl substances, commonly referred to as PFAS, and remediate PFAS in the environment. PFAS are man-made and may have adverse human health effects. A variety of products contain PFAS, such as nonstick cookware or weatherproof clothing. The bill directs the Environmental Protection Agency (EPA) to designate the PFAS perfluorooctanoic acid (PFOA) and perfluorooctanesulfonic acid (PFOS) as a hazardous substances under the Comprehensive Environmental Response, Compensation, and Liability Act of 1980, thereby requiring remediation of releases of those PFAS into the environment. Within five years, the EPA must determine whether the remaining PFAS should be designated as hazardous substances. The EPA must also determine whether PFAS should be designated as toxic pollutants under the Clean Water Act. If PFAS are designated as toxic, then the EPA must establish standards to limit discharges of PFAS from industrial sources into waters of the United States. In addition, the EPA must issue a national primary drinking water regulation for PFAS that, at a minimum, includes standards for PFOA and PFOS. Among other requirements, the EPA must also issue a final rule adding PFOA and PFOS to the list of hazardous air pollutants, test all PFAS for toxicity to human health, and regulate the disposal of materials containing PFAS. Finally, the bill provides incentives to address PFAS, such as grants to help community water systems treat water contaminated by PFAS. 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 Bill Number HR 2467 Last Action Received In The Senate And Read Twice And Referred To The Committee On Environment And Public Works 2021 07 22 Status In Senate Position Monitor Priority High Title WIPPES Act Bill Summary: Last edited by Sarah Sapirstein at Aug 23, 2021, 5:53 PM Pulled out of the Break Free From Plastic Pollution Act. Not later than 2 years after enactment, directs FTC, with consultation from U.S. Environmental Protection Agency (USEPA), to require manufacturers of single-use wet wipes print a "Do Not Flush" label notice on wipes product packaging. Below is a summary of the WIPPES Act's key provisions: - Not later than 2 years after date of enactment, the Federal Trade Commission (FTC), in consultation with USEPA, will issue regulations to require wipes manufacturers to print clear and visible "Do Not Flush" label notices on non-flushable wet wipes product packaging. - Prohibition on the representation or marketing of flushable attributes, performance, or efficacy benefits for non-flushable wipes products. - FTC may bring penalty fines of not more than $2,500 for each day a manufacturer fails to comply with labeling requirements. Total fine amount may not exceed $100,000 for a single violation. - FTC will develop guidance for manufacturers to conduct education and outreach campaigns on new labeling requirements and provide consumers with the following information: presence of the new label notice on product packaging, what products have the new label notice, intended effects of label notice on consumer behavior regarding the disposal of the products, and outreach may not promote, advocate, or depict wipes other than the wipes products defined by legislation. Introduction Date: 2021-07-21 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 4602 Last Action Referred To The House Committee On Energy And Commerce 2021 07 21 Status In House Position Support Priority High Bill Number HR 1915 Last Action Placed On The Union Calendar Calendar No 48 2021 06 22 Status In House Position Support Priority High 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 Title Clean Water Standards for PFAS Act of 2021 Bill Summary: Last edited by Sarah Sapirstein at Aug 23, 2021, 6:01 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. 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. Introduction Date: 2021-05-28 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 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 Title Clean Water Standards for PFAS Act of 2021 Bill Summary: Last edited by Sarah Sapirstein at Aug 23, 2021, 5:59 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. 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. Introduction Date: 2021-05-27 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 Title FUTURE Western Water Infrastructure and Drought Resiliency Act Bill Summary: Last edited by Sarah Sapirstein at Aug 23, 2021, 5:56 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. Among the provisions, the legislation includes provisions from 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. - 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: 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. Introduction Date: 2021-05-20 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 HR 3404 Last Action Referred To The Subcommittee On Water Resources And Environment 2021 05 21 Status In House Position Support Priority High 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 Title Break Free From Plastic Pollution Act of 2021 Bill Summary: Last edited by Sarah Sapirstein at Aug 23, 2021, 6:03 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. 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 addresses 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. Introduction Date: 2021-03-26 Bill Number HR 2238 Last Action Referred To The Subcommittee On Environment And Climate Change 2021 03 29 Status In House Position Support Priority High Title Break Free From Plastic Pollution Act of 2021 Bill Summary: Last edited by Sarah Sapirstein at Aug 23, 2021, 6:03 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. 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 addresses 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. 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 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 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 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 1015 Last Action Referred To The Subcommittee On Water Oceans And Wildlife 2021 03 15 Status In House Position Support Priority High Priority: Medium (1) Bill Number HR 1352 Last Action Referred To The Subcommittee On Conservation And Forestry 2021 04 05 Status In House Position Monitor Priority Medium Priority: None (2) Title COMPOST Act Bill Summary: Last edited by Sarah Sapirstein at Aug 23, 2021, 6:07 PM Creates a new Environmental Protection Agency (EPA) administered grant program for state, local, tribal, and territorial governments and for nonprofits, which would offer three types of grants: planning grants, measurement grants, and reduction grants. Program would be authorized at $200 million for each of the fiscal years 2021-2031. Introduction Date: 2021-07-16 Title CLEAN Future Act Description Climate Leadership and Environmental Action for our Nation’s Future Act or the CLEAN Future Act This bill creates requirements and incentives to reduce emissions of greenhouse gases. The bill establishes an interim goal to reduce greenhouse gas emissions to at least 50% below 2005 levels by 2030 as well as a national goal to achieve net-zero greenhouse gas emissions by 2050. Each federal agency must develop a plan to achieve the goals. Beginning in 2023, retail electricity suppliers must provide an increasing percentage of electricity that is generated without the release of greenhouse gases into the atmosphere (zero-emission electricity). By 2035, the suppliers must provide 100% zero-emission electricity or demonstrate alternative means of compliance. For example, the suppliers may buy credits under a trading program that allows entities to buy, sell, and trade credits to demonstrate compliance. The bill also establishes a variety of requirements, programs, and incentives to reduce or eliminate greenhouse gas emissions by * modernizing the electric grid and supporting clean energy microgrids; * increasing the use of renewable energy and advanced nuclear power technologies; * increasing energy efficiency in buildings, homes, and appliances; * supporting clean transportation, including electric vehicles and related charging infrastructure; * issuing greenhouse gas standards for certain vehicles, engines, and aircraft; * promoting manufacturing and industrial decarbonization, including through buy-clean programs; * supporting environmental justice efforts; and * reducing methane, plastics, and super pollutants. 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 4443 Last Action Referred To The Subcommittee On Conservation And Forestry 2021 08 11 Status In House Position None Priority None Bill Number HR 1512 Last Action Referred To The Subcommittee On Environment And Climate Change 2021 03 03 Status In House Position None Priority None Powered by FiscalNote M E M O R A N D U M To: Orange County Sanitation District From: Townsend Public Affairs Date: August 22, 2021 Subject: Monthly Legislative Report State Legislative Update The Legislature reconvened from summer recess on Monday, August 16. Since then, policy and fiscal committees have continued to meet and consider bills in order to meet deadline constraints. Of note is the appropriations deadline on August 27, which marks the last day for fiscal committees to meet and report bills. With the appropriations deadline comes the second house’s “appropriations suspense file” hearing, where bills determined to have a significant fiscal impact are placed on “suspense” and either progress to the second house’s floor for consideration or are held in committee and under submission. The suspense file hearing is expected to filter out active bills from progressing further in the legislative process. With only three remaining weeks of the 2021 legislative session, there are a number of outstanding issues that are of interest to local governments. These include, but are not limited to: Extension of Brown Act Flexibility In response to the pandemic and the necessity of remote meetings to promote social distancing, Governor Newsom issued an Executive Order granting boards and agencies modified Brown Act requirements. After a previous extension of the original order, it is scheduled to expire September 30, 2021. The surge in cases resulting from the Delta Variant highlights the need for the continuation of Brown Act Flexibility. As of now, there are two avenues to pursue an extension: • A new gubernatorial executive order or a re-extension of the existing executive order or; • The passage of legislation such as AB 361 (Rivas) which, if passed, would grant local agencies approval to transition to remote meetings under modified Brown Act requirements without having to rely on a gubernatorial executive order. AB 361 is in the final stretch of the legislative process, requiring consideration from the Senate. The Release of Key Budget Details Despite the release of funding plans and implementing language for much of the State’s Budget, there still remain a few pending Budget details. These include the cap-and-trade expenditure plan, which is expected to direct funding toward projects related to wildfire mitigation, forest management, and community hardening. Additionally, numerous transportation programs included in the State Budget are contingent on the passage of additional legislation to specify how funds are allocated. T WNSEND PUBL C AFFAIRS EST TPA 19 8 2 In addition, several water agencies, led by Metropolitan Water District, are pushing for increased state investments for water use efficiency, local supply, and groundwater storage projects. Metropolitan is leading a coalition effort to request an additional $1.3 billion in funding. That funding request includes: • Water Use Efficiency: o $200 million for rebates for leak detection, turf replacement, and commercial equipment • Local Supply Projects: o $650 million for water reuse and recycling o $100 million for stormwater capture o $100 million for groundwater remediation and wellhead treatment for PFAS • Groundwater Storage o $250 million for groundwater storage Broadband Infrastructure Deployment The Governor has signed SB 156, a trailer bill to implement the $6 billion included in the original budget for broadband infrastructure construction, with priority given to underserved rural and urban communities throughout the State. The bill’s major provisions include: $2 billion for last- mile infrastructure to increase connectivity and affordability in underserved rural and urban areas, $3.25 billion for statewide, open-access middle-mile network, and $750 million to establish a new loan loss reserve account to provide collateral to local governments issuing bonds for municipal broadband deployment. In the final weeks of session, the passage of two important broadband infrastructure measures AB 14, (Aguiar-Curry) and SB 4 (Gonzalez), will help prioritize the deployment of broadband infrastructure in unserved and underserved communities throughout California through the ongoing collection of the California Advanced Services Fund surcharge. These bills also expand the definition of “unserved” communities to include areas with speeds slightly faster than dial up, which is now an outdated benchmark for determining access speeds. AB 14 has been placed on the Senate appropriations suspense file. SB 4 is expected to be considered by the Assembly Appropriations Committee next week. Housing Reform Policies This legislative session has featured a focus on housing reform policies. Numerous housing and land use reform bills have made their way through the legislative process further than similar bills have in previous sessions. For example, SB 9 (Atkins), which would require cities and counties to permit ministerially either a housing development of up to two units, or the subdivision of a parcel into two equal parcels, has passed through both house’s policy committees will move to the Assembly Floor for consideration. Another bill of interest, AB 215 (Chiu), which would have created a new, mid-cycle housing needs progress determination process between HCD and underperforming jurisdictions, has now been significantly amended to remove the mid-cycle review process with HCD while enhancing the legal enforcement tools of the agency. AB 215 is expected to be considered by the Senate Appropriations Committee next week. In addition to these priority items being discussed by the Legislature, there are several other COVID related items that are still a high priority in Sacramento. 3 Governor Announces Testing and Proof of Vaccination Mandate Governor Newsom announced a new mandate requiring all state and healthcare workers to provide proof of vaccination or be tested at least once per week. In addition, the Governor hopes to encourage all local governments and other employers to adopt a similar protocol. Beginning August 2, all state employees will be required to show proof of vaccination or begin mandatory COVID testing once per week. Beginning August 9, all healthcare and congregate facility workers will adopt the same protocol and must be in full compliance by August 23. Those operating in acute care facilities may be required to be tested twice per week. Implementation of this new mandate will be accomplished via public health order. State Rental Assistance Metrics The Governor announced that the California Rent Relief program continues to build momentum with over $1 billion in rental assistance requested through the state-administered program and increasing rates of application and disbursement. The State’s rental assistance program allows tenants to access rental funds directly if their landlord chooses not to participate and ensures landlords can receive compensation even if their otherwise income-qualified tenants have already vacated a unit. The Program provides a total of $5.2 billion to now cover 100 percent of back-rent and all prospective rent for several months into the future for income-qualified tenants. The Program also includes $2 billion for past-due water and utility bills and more money than ever for tenant legal assistance. This new supportive funding adds to the recent extension of the State’s eviction moratorium. COVID Impact on Access to State Capitol Building California has reinstated a mask mandate for all lawmakers and employees at the state Capitol, regardless of vaccination status, following an outbreak of coronavirus cases in the building. All individuals who contracted the coronavirus were staff, four of whom were fully vaccinated. The announcement from the Secretary of the Senate and the Assembly Chief Administrative Officer was followed by a letter from Legislative Leadership to Senate and Assembly staff. 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: Watch) AB 339 was 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. 4 Status: AB 339 Currently on the Senate Floor. AB 361 (Rivas) – Open meetings: local agencies: teleconferences (OC San: Support) 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. The bill would sunset on January 1, 2024. Status: AB 361 Currently on the Senate Floor. 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: Support) 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 Currently on the Senate Floor. 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. 5 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. 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 on Senate Floor 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 on Senate Floor Watch 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. Currently on Senate Floor 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 Senate Appropriations 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 on Senate Floor 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 on Senate Floor 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]Current 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 Concurrence pending amendments from the Assembly 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 on Assembly Floor 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 Assembly Appropriations 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 Proposition 1 IRWM Grant 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; and Improving regional water self-reliance, while reducing reliance on Sacramento-San Joaquin Delta. with $7.18 Million from this total designated for North and Central Orange County.TBD TBD TBD No Projects Currently Identified We will review the possible funding opportunity to determine if it is a fit for the Sanitation District. TBD Notice will become officially available October 2021 Water TBD Organics Grant Program (CalRecycle) The grant program is to lower overall greenhouse gas emissions by expanding existing capacity or establishing new facilities in California to reduce the amount of California- generated green materials, food materials, and/or Alternative Daily Cover being sent to landfills. 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 Assisting water infrastructure systems adapt to climate change;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 Providing incentives throughout each watershed to collaborate in managing the region's water resources and setting regional priorities for water infrastructure; and $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 Improving regional water self-reliance, while reducing reliance on Sacramento-San Joaquin Delta.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 STATE Updated 8/23/2021 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 Economic Development Administration Funding provided under the American Rescue Act of 2021. The available funding will help communities and regions devise and implement long-term economic recovery strategies through a variety of non-construction and construction projects to assist communities and regions impacted by the coronavirus pandemic. $5 million for construction and non-construction related activities related to COVID-19.TBD TBD. We have not identified any available projects at this time TBD We will apply if this grant comes to fruition and if we meet the eligibility TBD 3/1/2022 COVID-19 TBD 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 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.Match Cost Share 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 FEDERAL Updated 8/23/2021 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 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 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 8/23/2021 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.