HomeMy WebLinkAboutAgenda Item 6(B)(i)Z> I tt H I NU UUMM b/Z61U0
AGENDA ITEM 600)
SCOPE OF WORK
OPERATIONS AND MAINTENANCE RESOURCE NEEDS ANALYSIS
Background:
The Orange County Sanitation District (OCSD) serves a population of
approximately 2.5 million people in north and central Orange County, CA.
through 26 satellite collection systems. The service area is approximately 470
square miles. The District owns, operates and maintains the regional collection
system, two wastewater treatment plants that treat approximately 240 million
gallons per day (MGD), and two of the 26 satellite collection systems.
OCSD also provides service to agencies in neighboring counties through sewer
service contracts.
Current replacement value of the collection system and treatment plants per the
2005 OCSD Asset Management Plan is $5.38 Billion. The two 100 acre plant
sites also contain various infrastructure support buildings administrative offices
and facilities including repair shops, mobile equipment, central laboratory, and
grounds. Mobile equipment also includes an ocean monitoring vessel. OCSD
also owns farm property in Kern County for biosolids management.
In 1995, a total of 353 O&M positions were authorized to support facilities owned
at that time. OCSD took an aggressive approach to be more competitive with the
private sector, implementing plant process automation and the District's
Assessment and Reinvention Team (DART). Total O&M (Treatment Plant and
Collection System) staffing now stands at 285 authorized positions fiscal for year
2005-06, which is 68 positions less than 10 years ago. A significant amount of
service and repair work was also outsourced or deferred at that time.
Since completing a new Strategic Plan in 1999, OCSD has made significant
commitments to increasing its level of service, and has come under more
stringent requirements for treated wastewater quality, air quality, biosolids
management, workplace health and safety, and collection system management
standards, including:
• The decision in 2002 to implement Full Secondary Treatment standards
by Dec 31, 2012,
• Start-up of the Groundwater Replenishment System in 2007,
• Implementation of effluent disinfection in 2002,
• Implementation of more stringent engine emissions controls for onsite
power generation at both treatment plants,
• Implementation of collection system Waste Discharge Requirements
Order covering the planning, design, construction, maintenance, and
operations.
In light of these commitments and the corresponding $3 Billion capital
improvement program (CIP), OCSD is studying long term O&M resource needs.
Design, construction, and commissioning of capital projects require a significant
effort on the part of O&M staff. New facilities, such as the expanded secondary
treatment process, will require additional O&M resources in the long term. It is
also anticipated that deferral of capital improvements to reduce short term CIP
expenditures will increase maintenance requirements over the next 5 to 10 years.
An O&M staffing study was completed in May 2006 recommending an increase
of 16.75 FTE in the treatment plant and 14.5 FTE for the collection system by
2011, taking the CIP and future levels of service into account. The study
developed "top down" staffing estimates using industry benchmarks, and
recommended further study to refine these estimates.
This study will build on the May 2006 O&M Staffing Study by providing a more
detailed "bottom up" analysis to provide assurance that our present and planned
staffing and contracted services levels are appropriate. This analysis should
include a thorough review of OCSD O&M workload and business practices to
form the basis of the staffing and resource recommendations.
Scope of Work:
OCSD strives to remain competitive and to continually improve our ability to
deliver a high level of service, at the lowest lifecycle cost, with an acceptable
level of risk. OCSD wishes to retain a consultant to conduct an analysis of the
workload, efficiency and effectiveness of the RA&S and O&M departments, and
to determine whether some or all of the future resource needs can be offset by
efficiency improvements, organizational changes, or other means. The
deliverables will identify recommended improvements with an implementation
plan, and recommended staffing levels by job title for each plant, the collection
system, and support functions.
1. Develop a project charter and form an OCSD staff team: Identify key
stakeholders from the RA&S and O&M Departments and develop a
team charter for the study. This team should consist of management,
supervision, professionals and field technical staff. The process is
intended to provide a realistic picture of current reality, and to get buy -
in and input on future recommendations.
2. Information gathering: Review existing documentation, CMMS data,
and conduct interviews and field observations necessary to evaluate
present and projected staffing levels, organizational structure, and
work practices. Readily available information sources include:
0 May 2006 O&M Staffing Study
o A
• May 2006 Draft Collection System Maintenance Task Analysis
• Sewer System Management Plan (SSMP) of Sept. 2005
developed for WDR compliance
• 2005 Asset Management Plan, 2005 AMIP Overall Roadmap,
and AMIP 2005/06 Projects
• OCSD FY 06/07 Budget Book with Level of Service
Commitments
• DART Report and current work flow processes
• O&M Annual Reports
• Current OCSD Job Descriptions
• Memoranda of Understanding for OCSD Employee Bargaining
Groups
• OCSD O&M Standard Operating Procedures
• Human Resources and other OCSD Policies and Procedures
• Goals and Mission Statements
• 2002 Interim Strategic Plan Executive Summary
• Staffing History starting in 1995
• Computerized Maintenance Management System (CMMS)
History
• CIP Schedule and Project Descriptions
• Existing GIS Sewer Maps
3. Summarize performance measures and define industry best practices
that are applicable to the OCSD O&M and RA &S Departments:
Describe conditions and requirements that are unique to OCSD.
Performance measures and best practices should be based upon
meeting our level of service commitments with an acceptable level of
business risk and deferred maintenance.
4. Evaluate the workload, efficiency, and effectiveness of OCSD O&M
Divisions: Analyze present O&M business practices, external drivers
and causes of inefficiency, and gather information on how OCSD O&M
staff performs their daily job functions. Estimate the present and future
(2013) O&M workload for the treatment plants, support facilities and
systems, and collection system. The analysis should include routine
O&M functions and O&M involvement in the planning, designing,
constructing, inspecting, and commissioning of new CIP projects. It is
envisioned that this information will be gathered from field
observations, detailed staff interviews, documented work processes,
CMMS time records, and management interviews. Make
recommendations for means of improving efficiency, and identify areas
where OCSD staffing levels and work practices can be improved.
Develop recommended staffing levels for 2006-07 through 2012-13.
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5. Evaluate the effectiveness of the existing organizational structure of
the Regional Assets & Services and O&M Departments: Develop
recommendations to improve efficiency and effectiveness and cite
current obstacles to improved success. Examine O&M functions that
are not directly related to the core operation and maintenance and
determine the cost-effectiveness of continuing to maintain in-house
capability to perform these functions or to out -source peripheral work
where skilled and reliable service providers or contractors exist. The
evaluation should include the support costs for additional staff such as
transportation needs, tools, and technical training in addition to labor
and benefit costs.
-Facilitate communication with O&M Staff. Conduct three information
sessions with O&M staff and management: The first meeting should
be held soon after the team charter is developed to explain how the
analysis will be accomplished. A separate project status information
meeting will be held during the analysis phase, and a third meeting to
discuss the recommendations should be held at the end of the project.
6.
Deliverables:
The first deliverable will be the project team charter and communication plan,
including a detailed project schedule. The final work product will be a study
report with conclusions, recommendations and a discussion of the analysis
that led to the recommendations. The analysis should describe the current
and future workload, current efficiency and effectiveness, and the cost
effectiveness of alternatives for accomplishing the workload. Include backup
data in an appendix. The executive summary should include major
conclusions, recommended FTE counts, corresponding job titles and
organizational charts for all Divisions in the RA&S and O&M Departments.
Any recommendations for contracting out peripheral work should also be
listed.
The consultant shall provide 10 bound copies of the draft and final reports
with electronic files in Microsoft Word and Excel format.
Schedule:
The draft project report is due on November 30, 2006. OCSD will review the
draft report and provide comments within 2 weeks of receipt of the draft report.
The final report will be due by December 31, 2006.
I cmocuments and Settingslherberglstaffstudyrinal.dcc
STEERING COMM 6/28/06
AGENDA ITEM 6(BA0
CIP INDEPENDENT REVIEW
Background:
The Orange County Sanitation District (ODSD) is currently in the process of
planning, designing, and constructing a Capital Improvement Program (CIP) with
144 projects totaling over $2.5 billion. To finance these projects as currently
proposed, OCSD is projecting multiple, successive year rate increases up to
15%. There are a number of key infrastructure challenges facing OCSD that
have necessitated undertaking such a significant CIP, including:
• Conversion to Full Secondary Treatment and Implementing a
Groundwater Replenishment System:
In July 2002, the OCSD Board of Directors decided to not pursue OCSD's
waiver allowing the ocean discharge of effluent treated to "advanced
primary" levels. The Board is now committed to installing new facilities to
treat flows to "secondary treatment" levels stipulated by the new discharge
permit. In addition, OCSD's contribution to the Groundwater
Replenishment System, a jointly funded project developed with the
Orange County Water District, is being pursued to avoid upsizing and
replacement of OCSD's primary ocean outfall.
• Replacement Projects - Treatment In addition to the upgrades required
for OCSD's treatment facilities in Fountain Valley and Huntington Beach to
meet secondary treatment standards, OCSD is simultaneously faced with
a number of projects at these sites to replace aging treatment plant
infrastructure. OCSD staff has identified numerous new projects in its CIP
to replace treatment plant components.
• Replacement Projects - Collections: OCSD staff is recommending the
replacement and/or rehabilitation of trunk sewers and appurtenant
collection system facilities throughout the district. The Board, with the
support of the regulatory agencies, environmental community, and the
public, is supportive of a strategy to minimize sewer spills, and has
directed staff to determine the vulnerabilities in the collection system and
implement replacements before failures occur. District staff has utilized
asset management and replacement modeling techniques to identify and
prioritize facilities for inclusion in the CIP.
There are two interrelated concerns with the CIP: the number and financial
magnitude of both upgrade projects, and refurbishment and replacement
projects; and a proposed schedule that calls for the near -term (within the next
five to seven years) implementation of many of these projects simultaneously.
The simultaneous implementation of the projects is triggering the need for
substantial rate increases in the near -term, with relatively modest rate increases
forecast in the future once the bulk of the projects have been completed.
Scope of Work:
OCSD wishes to retain a consultant who is currently not associated with the
planning, design or construction of the CIP. The consultant will review the
District's CIP to determine if the CIP is adequately described, planned and
justified based on risks and operational needs, as well as to determine if there
are opportunities to reduce the cost of projects or the program as a whole. The
CIP should be assessed in three areas: CIP planning, prioritization and
scheduling; cost management and control; and program performance.
1. Evaluate the CIP planning and development process: Review the long-
term strategic planning documentation; focused planning studies, the
annual CIP validation processes and procedures; the application of asset
management principles and procedures; and other miscellaneous
background information that supports the CIP; identify deficiencies and
recommend modifications to the planning procedures or additional studies
which may better define and communicate the capital needs of the District.
2. Evaluate the current CIP portfolio: Review individual project descriptions,
justifications, and priorities listed in the capital program to determine if
projects are adequately described and justified; make recommendations
for modifications to scope to reduce expenditures or to lessen impacts to
the proposed rate increases.
3. Evaluate basis of project budgets and schedules: Review the processes
and procedures utilized to establish the individual project budgets and
schedules. Review the basis of resource planning methodology and
determine if adequate, reasonable and justified. Make recommendations
for modifications to individual budgets or schedules as appropriate.
4. Evaluate the CIP for projects that can be delayed or discretionary projects
that can be canceled: Review all of the treatment and collections
rehabilitation and replacement projects and determine if adequate
justification exists to complete the projects as currently scheduled. Make
recommendations and describe the resulting cost implications and risks.
5. Evaluate alternate CIP strategies: Based on the District vision and mission
and level of service determine if the correct projects are being planned.
Review project profiles to determine if adequately described and justified.
Make recommendations for alternative capital approaches and non -capital
alternatives for management of risks. Describe the resulting cost
implications and risks.
6. Evaluate the adequacy and appropriateness of the District's design
standards and guidelines, and standard specifications for effective
execution of the CIP and evaluate their consistent application. Make
recommendations for changes and modifications to improve efficiency of
design or to realize cost savings.
7. Evaluate the project delivery process: Review Project Management and
PMo procedures and actual practice to determine if the projects are being
efficiently executed. Make recommendations to modify or eliminate
procedures that do not add value or that can reduce costs.
8. Evaluate the current performance of the CIP execution: Review schedule
and budget compliance on completed projects, evaluate change order
management plan and current performance. Make recommendations for
to improve effectiveness of CIP project delivery and program
management.
Deliverables:
Prepare an executive summary report summarizing the key findings and
recommendations. Backup information and data should be attached as an
appendix. The primary reviewer may be asked to present findings to the Board of
Directors.
Schedule:
The report should be completed within 4 months of notice to proceed.
STEERING COMM 6/28/06
AGENDA ITEM 6(b)(i)
ORANGE COUNTY SANITATION DISTRICT
OPERATIONS AND MAINTENANCE
STAFFING STUDY
} SPRING 2006
OCSD Staffing Study
�a
Table of Contents
sm
1W
1.
Executive Summary ..............................................................................1
2.
Current Conditions................................................................................
3
2.1
Level of Service....................................................................................
3
2.1.1
Division 410—Regional Assets and Services Administration ................
3
2.1.2
Division 420—Collection Facilities Operation and Maintenance ...........
4
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2.1.3
Division 430—Facilities Maintenance Services.....................................4
2.1.4
Division 810—Operations and Maintenance Administration .................4
2.1.5
Division 820—O&M Process and Maintenance Engineering ................4
2.1.6
Division 830—Operations Plant 1.........................................................4
2.1.7
Division 840—Operations Plant 2.........................................................
5
2.1.8
Division 850—Mechanical Maintenance and Power Production ...........
5
2.1.9
Division 860—Electrical and Instrumentation Maintenance ..................
5
2.2
Staffing Level........................................................................................5
2.2.1
Division 410..........................................................................................6
2.2.2
Division 420..........................................................................................6
2.2.3
Division 430
2.2.4
Division 810..........................................................................................8
2.2.5
Division 820..........................................................................................8
2.2.6
Division 830..........................................................................................8
2.2.7
Division 840..........................................................................................9
2.2.8
Division 850..........................................................................................9
2.2.9
Division 860........................................................................................10
3.
Level of Service Goals 2006/7 — 2010/11...........................................10
3.1
Division 410........................................................................................10
3.2
Division 420........................................................................................11
3.3
Division 430........................................................................................11
3.4
Division 810........................................................................................12
3.5
Division 820 .........12
...............................................................................
3.6
Division 830........................................................................................13
3.7
Division 840........................................................................................14
3.8
Division 850........................................................................................14
3.9
Division 860........................................................................................15
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OCSD Staffing Study
Table of Contents
4.
Planned Capital Projects Impacts.......................................................15
4.1
Design.................................................................................................16
4.2
Construction........................................................................................16
4.3
Commissioning and Startup................................................................16
4.4
Operation............................................................................................16
'A
4.5
Lock-out/Tag-out.......................................... ..................16
.....................
5.
Staffing Observations and Recommendations....................................16
5.1
Staffing Observations..........................................................................17
5.1.1
Facility Staffing Benchmarks...............................................................17
5.1.2
Workforce Attrition..............................................................................18
5.1.3
Retaining Institutional Knowledge.......................................................19
5.1.4
Employee Recruitment........................................................................20
5.1.5
Staff Training......................................................................................20
5.1.6
Staffing Metrics...................................................................................
21
5.1.6.1
Operations..........................................................................................
21
5.1.6.2
Maintenance.......................................................................................
22
5.2
Staffing Recommendations.................................................................22
5.2.1
Division 410........................................................................................22
5.2.2
Division 420........................................................................................23
5.2.3
Division 430........................................................................................25
5.2.4
Division 810........................................................................................27
5.2.5
Division 820........................................................................................28
5.2.6
...............................................................................
Division 830 .........30
5.2.7
Division 840
5.2.8
Division 850........................................................................................33
5.2.9
Division 860........................................................................................
35
5.2.10
Staffing Summary ...............................................................................
38
ram
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OCSD Staffing Study
1. Executive Summary
aw The Orange County Sanitation District (OCSD) serves a population of approximately
2.4 million people through 26 satellite collection systems. The District takes care of all
regional collections systems, 2 wastewater treatment plants that treat approximately
Bak 280 million gallons per day (mgd) of sewage, and two local collections systems. In 1995,
a total of 353 positions were authorized. The District took an aggressive approach to be
more competitive in operating and maintenance (O&M) with the private sector; and with
,m help from a private consultant trimmed down to the current authorized 260 positions.
During the past ten years environmental regulations governing ocean discharge of
treated wastewater and collection system management have become stringent and the
OR public has become more interested in increasing water quality. These strengthened
regulations and the public's interest in improving ocean water quality have forced OCSD
to upgrade the Fountain Valley and Huntington Beach treatment plants to full secondary
am treatment. The District has also implemented effluent disinfection and is implementing
facility upgrades and rehabilitation projects for aging infrastructure. The upgrades are
being performed under the $3.0 billion dollar Capital Improvement Program (CIP), the
size and schedule of which stresses the limits of the District's staff resources. To
respond to the broad and changing needs of this program, the District has brought on
board the Integrated Program Management Consultants (IPMC). IPMC is made up of a
team of experienced Project Managers, Project Engineers, Resident Engineers,
Inspectors, Schedulers, and other Project and Administrative Support staff. The
advantages to the District include the elimination of the need to add resources for short
term assignments, rapid mobilization, staffing flexibility, and a single point of
responsibility for IPMC staff. IPMC staff are currently co -located and fully integrated with
District staff and assists in the following areas of CIP planning and execution:
Milk Planning—CIP validation, special studies
• Project/program management
• Design management —special reviews
' • Construction management —inspection, engineering
• Project commissioning and startup
• O&M process engineering
The massive amount of construction being undertaken to upgrade the treatment plants
and collection system will enable the District to meet typical Clean Water Act secondary
standards. New equipment is being installed and new facilities are being constructed
that have significant short-term and long-term impacts on the District' operation and
maintenance staffs. In the short-term, during the construction phase, O&M staffs must
` work with engineers and contractors to accommodate their need for design reviews,
isolations, shutdowns, and lock-out/tag-outs. In the long-term, after construction is
completed, operations and maintenance staffs must be prepared and have the
resources to take responsibility for operation and maintenance of new equipment
and facilities.
In order to mitigate the short-term and long-term impacts of the facilities upgrades on
operations and maintenance staffs, the District commissioned this staffing study under
the auspices of the IPMC. The study was performed by Mr. Mike Re and Mr. Gary
Shreve. Mr. Re and Mr. Shreve are Senior Operations and Maintenance Specialists
am employed by Operations Management International, Inc. (OMI) who bring more than
50 years of operations and maintenance experience in the public and private sectors to
the study.
fm
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OCSD Staffing Study
The study's objective was to provide confidence to the O&M divisions that their staffing
plans were "on -track". Because of time constraints on the duration of the staffing study, it
is a high-level overview looking at industry benchmarks in context of the way OCSD
conducts business.
The study examines the staffing levels in OCSD Divisions 410, 420, 430, 810, 820, 830,
840, 850, and 860. Divisions 410, 420, and 430 primary responsibilities are facilities and
collection system maintenance. Division 810 provides O&M administration and Division
820 provides O&M process support. Divisions 830, 840, 850, and 860 are the core O&M
'M
divisions charged with operating and maintaining the treatment plants.
This study compares current staffing with the need for additional staff to accommodate
QA
the construction phase of the CIP program and when the District assumes responsibility
for the new collection, treatment, and non -process facilities. Recommended staffing
levels for each O&M Division in the District are provided in the study.
Staffing information for this study was garnered from information provided by OCSD'
O&M Divisions and interviews with division Directors, Managers, Supervisors and Staff.
Staffing recommendations presented in this study also draw on published industry
benchmarks and the perspective of an independent contract operations and
maintenance firm.
The Staffing Study is comprised of five major sections. These sections include:
cool
• Executive Summary
• Current Conditions
• Level of Service Goals 2006/07 — 2010/11
• Planned Capital Projects Impacts
• Staffing Observations and Recommendations
The Executive Summary provides a brief description of the purpose, scope, and goals
for the study. The Current Conditions section presents a description of each O&M
Division's responsibilities and the current division staffing levels. Level of Service Goals
2006/07 — 2010/11 presents the major service goals and challenges facing each
division, as articulated during staff interviews, along with lists of the additional staff that
division managers and field staffs believe are needed to achieve the service goals. The
Planned Capital Projects Impacts discusses the impacts of the Capital Projects during
design, construction, commissioning and startup may have on O&M staffing from the
Consultant's perspective. Finally, the Staffing Observations and Recommendations
section presents the Consultant's staffing observations and concerns common to all
O&M divisions along with specific staffing recommendations.
Since this study was first envisioned some six months ago, Staff and the Board of
Directors have been working together to review the District's Capital Improvement
Program and Operational costs to identify savings that can help minimize the planned
rate increases over the next several years. The General Manager has also implemented
a hiring freeze, and is requiring a detailed justification prior to authorizing any vacant
positions to be filled. The current focus on minimizing expenditures to reduce the need
for rate increases raises the question of how to "do more with less". To answer this
critical question we recommend a detailed business process analysis to review, in more
detail, all aspects of how OCSD conducts O&M business.
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OCSD Staffing Study
2. Current Conditions
QM The objective of this study is to establish recommended five year staffing levels for each
of the Divisions in the Operations and Maintenance Department and the Regional Assets
and Services Department. The Divisions included are listed below.
• 410—Regional Assets and Services Administration
• 420—Collection Facilities O&M
• 430—Facilities Maintenance Services
• 810—Operations and Maintenance Administration
• 820—O&M Process and Maintenance Engineering
• 830—Operations Plant 1
• 840—Operations Plant 2
• 850—Mechanical Maintenance and Power Production
+� • 860—Electrical and Instrumentation Maintenance
The amount and complexity of the assets being operated and maintained by the District
are increasing significantly as a result of the capital improvement program. The staffing
levels of the divisions included in this study are impacted by the support required to
design, build, and commission the projects as well as by the need to operate and
maintain the new assets.
Staffing levels are also being challenged by a relatively high number of retiring
employees and the difficulty in hiring technically trained replacements. There are
ha legitimate concerns that a significant amount of job knowledge is leaving through
retirements and this knowledge is not captured or passed on to new staff.
omw The timing and quantity of staffing changes are determined by the following items:
• Level of service desired
Amount of support required for ongoing technical and construction support
• Additional staff required for new facilities
• Staff required to support new operating and maintenance initiatives such as:
- Condition monitoring programs (thermography, vibration monitoring, etc.)
- Reliability Centered Maintenance
- Collection System Condition Assessment Program
- Asset Management
2.1 Level of Service
The following subsections present a brief description of the current level of services
provided by each O&M division.
2.1.1 Division 410—Regional Assets and Services Administration
The Regional Assets and Services Administration Division provides support to several
divisions including Collection System O&M Division 420; Facilities Maintenance Services
Division 430; Services for Dig Alerts; Engineering Service Support for OSCD programs;
and coordinates with satellite collection systems on operating, maintenance, and
regulatory issues. Specific tasks provided with the division include technical assistance
and review of CIP tasks, technical support during construction and startup of new
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facilities, field service support and system analysis of the CIP process for O&M support,
ab and managing several contracts.
2.1.2 Division 420—Collection Facilities Operation and Maintenance
me The purpose of the Collection Facilities division is to provide safe, cost-effective,
compliant and reliable collection and transportation of wastewater, and operation and
maintenance of the 470 square mile regional systems' piping, pump stations and other
assets. Staff performs planned, predictive, preventive and emergency maintenance of
the collection system and the 17 pump stations. The division is responsible for odor
mitigation, regional spill response, sewer cleaning, reinvention, public outreach and
regional sewerage studies. The Division is structured as one business unit at this time.
2.1.3 Division 430—Facilities Maintenance Services
The purpose of the Facilities Maintenance Service division is to provide cost-effective,
quality -focused asset management with staff or contractors in the following areas:
Landscaping, janitorial, painting, signage, fleet services, mechanical
rebuild/weld/fabrication, and structure maintenance including appurtenances. The
Division is structured as three unique business units.
2.1.4 Division 810—Operations and Maintenance Administration
O&M Administration oversees the cost-effective, safe, reliable, and compliant operation
and maintenance of the District's two wastewater treatment plants, cogeneration power
plants, and the collections system. The Director sets departmental goals and objectives,
provides personnel and technical oversight, provides oversight for research and project
development goals, oversees the biosolids production program, the odor mitigation
program, the energy management systems, benchmarking and process measure
development, facilities management of the auto shop, painting, building and
landscaping, janitorial services, the collection system operation and maintenance, and
special services such as leases, and electric and CNG stations.
2.1.5 Division 820—O&M Process and Maintenance Engineering
The O&M Process Engineering division provides technical analysis, calculations and
information for plant process optimization; troubleshoots plant process concerns;
manages service contracts; coordinates contingency plans; coordinates capital and
facilities rehabilitation, expansion, and improvement projects; and plans for short and
long term strategies for meeting NPDES requirements. The Division is responsible for
optimizing treatment plant facilities, managing the treatment plant corrosion program,
and supporting predictive maintenance activities. The Division is also responsible for the
departmental budget for power, chemicals, and water. This Division is organized into
three business units: process engineering, maintenance engineering, and capital and
maintenance projects.
2.1.6 Division 830—Operations Plant 1
The Plant No. 1 Operations division is responsible for the compliant, and safe
reliable day-to-day operation of the wastewater treatment processes at the Fountain
Valley facility. This includes wastewater treatment biosolids production and disposal,
and power generation activities to ensure compliance with air, water, solids and
energy permits. Additional responsibilities include management of odor reduction
operations, records maintenance, staff training, and providing operational input to the
engineering department.
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OCSD Staffing Study
r
2.1.7 Division 840-0perations Plant 2
r
The Plant No. 2 Operations division is responsible for the safe and compliant day-to-day
operation of the wastewater treatment processes and biosolids disposal activities at the
Huntington Beach treatment facility to ensure compliance with air, water, solids and
energy permits. Additional responsibilities include management of odor reduction
operations, record maintenance, staff training, and providing operational input to the
engineering department.
..
2.1.8 Division 850—Mechanical Maintenance and Power Production
The Mechanical Maintenance division provides reliable safe and cost-effective
maintenance of the facilities by performing predictive, preventive and corrective
maintenance of all mechanical equipment in the treatment plants in a timely manner.
The division also assists with capital projects and maintains financial and work -related
maintenance history for compliance and planning requirements.
The purpose of the Central Generation (Cen-Gen) department is to operate and maintain
the power generation facilities efficiently, safely, and effectively in compliance with
federal, state, and local regulatory requirements and the District's and division's policies
and procedures.
2.1.9 Division 860—Electrical and Instrumentation Maintenance
The purpose of the Electrical/Instrumentation division is to provide safe and cost-
effective maintenance of the facilities by performing predictive, preventive, and
corrective maintenance on all instrumentation and electrical equipment, both in the
.�
plants and in outlying pump stations. The division assists with capital projects, maintains
electrical equipment in the administrative buildings, HVAC systems, fiber optic systems
and analytical safety equipment. The division maintains financial and work -related
history for maintenance activities to meet compliance and planning requirements.
2.2 Staffing Levels
i
Current staffing levels for all operations and maintenance divisions are shown in the
chart and table below. A breakdown of staffing within each division is described in the
following subsections.
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OCSD Staffing Study
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Current Division Staff
ffim
Division
FTE
Division 410—Regional Assets and Services Administration
8.0
Division 420—Collection Facilities Operation and Maintenance
24.0
no
Division 430—Facilities Maintenance
30.0
Division 810—Operations and Maintenance Administration
5.0
Division 820—O&M Process and Maintenance Engineering
15.5
MAP. Division 830—Plant 1 Operations
42.25
Division 840—Plant 2 Operations
47.5
Division 850—Mechanical Maintenance and Power Generation
58.5
Division 860—Instrumentation and Electrical Maintenance
54.5
Total O&M Staff
285.25
me 2.2.1 Division 410
The Regional Assets and Services Administration is currently staffed with the following
no positions and FTE.
Regional Assets & Services Administration
Position Title
FTE
Director of Regional Assets and Services
1.0
Administrative Assistant
1.0
Pr. Financial Analyst
1.0
Pr. Staff Analyst
1.0
Engineer Supervisor
1.0
Sr. Engineering Associate
1.0
Sr. Engineer
1.0
Engineer
1.0
*A- Total FTE 8.0
2.2.2 Division 420
ma
The Collection Facilities Operations and Maintenance Division is currently staffed with
the following positions and FTE.
Collection Facilities Operations and Maintenance
Position Title
FTE
�a
Sr. Maintenance Supervisor
1.0
Maintenance Supervisor
2.0
CMMS Technician II
1.0
KA Lead Mechanic
4.0
Sr. Mechanic
6.0
Mechanic
1.0
Maintenance Worker
9.0
oNq
Total FTE
24.0
Am
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2.2.3 Division 430
Facilities Maintenance Services which includes Fleet Maintenance, Facility Services,
and the Rebuild Shop is currently staffed with the following positions and FTE. (These
positions are for Plant 1 and Plant 2.)
Fleet Services
Position Title
FTE
Senior Supervisor
0.33
Supervisor
1.0
Lead Technician
1.0
Sr. Technician
3.0
Equipment Operator
3.0
Auto/Equipment Assistant
1.0
Total FTE
9.33
Facility Services
Position Title
FTE
Senior Supervisor
0.33
Supervisor
1.0
Lead Facilities Worker
2.0
Facilities Worker - Irrigation
1.0
Facilities Worker - Painter
2.0
Facilities Worker - Builder
2.0
CMMS Technician II
1.0
Maintenance Specialist
2.0
Total FTE 11.33
Re -Build Shop
Position Title
FTE
Senior Supervisor
0.33
Supervisor
1.0
Lead Mechanic
1.0
Lead Weld/Fabricator
1.0
Sr. Mechanic
3.0
Machinist
1.0
Weld/Fabricator
2.0
Total FTE
9.33
Total Division FTE
30.0
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2.2.4 Division 810
,W The Operations and Maintenance Administration Division consists of the following
positions and FTE.
Operations and Maintenance Administration
Position Title FTE
Director of Operations and Maintenance 1.0
Executive Assistant 1.0
Utilities Management Specialist 1.0
Environmental Supervisor 1.0
Pr. Financial Analyst 1.0
ow Total FTE 6.0
2.2.5 Division 820
The Operations and Maintenance Process Division is currently staffed with the following
positions and FTE.
Operations and Maintenance Process Division
Position Title
FTE
Engineering Manager
1.0
Engineering Supervisor
1.0
Administrative Assistant
1.0
Sr. Engineer
3.0
Engineer
5.0
Sr. Environmental Specialist
1.0
Associate Engineer III
2.0
Intern
1.0
Sr. Scientist
0.5
Total FTE
15.5
2.2.6 Division 830
Operations staffing level at Plant 1 is listed in the following table. This is the total staffing
provided for Plant 1 on a 7 day 24 hour operation.
Plant 1 Operations
Position Title
FTE
Operations Manager
0.5
Chief Operator
1.0
Administrative Assistant
0.75
"a'
Operations Supervisor
7.0
Senior Operator
15.0
Plant Operator
15.0
M,
Control Center Technician
3.0
Total FTE
42.25
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,R 2.2.7 Division 840
Operations staffing level at Plant 2 is listed in the following table. This is the total staffing
provided for Plant 2 on a 7 day 24 hour operation.
oft
Plant 2 Operations
no
Position Title
FTE
Operations Manager
0.5
Chief Operator
1.0
Administrative Assistant
1.0
Operations Supervisor
8.0
Senior Plant Operator
11.0
Plant Operator
24.0
Control Center Technician
1.0
Truck Loading Operator
1.0
Total FTE
47.5
2.2.8 Division 850
The Mechanical Maintenance and Power Production
staffing organization is comprised
of the following positions and FTE.
Mechanical Maintenance and Power Production
,M
Position Title
FTE
Maintenance Manager
0.5
Sr. Maintenance Supervisor
1.0
Maintenance Supervisor
5.0
Engineering Asst. 1
1.0
Reliability Maintenance Coordinator
1.0
CMMS Tech II
2.0
Administrative Assistant
1.0
Maintenance Specialist
3.0
Lead Power Plant Operator
1.0
Power Plant Operator II
9.0
Lead Mechanic
3.0
Sr. Mechanic
30.0
Sr. Maintenance Worker
1.0
Total FTE
58.5
RM
am
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too 2.2.9 Division 860
,W The Electrical and Instrumentation Maintenance Division staffing organization is
comprised of the following positions and FTE.
Electrical and Instrumentation Maintenance
Position Title FTE
Maintenance Manager 0.5
Administrative Assistant 1.0
Office Assistant 1.0
Sr. Maintenance Supervisor 1.0
Maintenance Supervisor 6.0
Maintenance Specialist 3.0
�*
CMMS Technician II 2.0
Lead Electrical Technician 2.0
Lead Instrumentation Technician 2.0
Electrical Technician II 14.0
Electrical Technician 1 1.0
Instrumentation Technician II 20.0
Instrumentation Technician 1 1.0
Total FTE 64.6
3. Level of Service Goals 200617 — 2010/11
As part of this study, personal interviews were conducted with OCSD O&M Division
managers and supervisors to ascertain their perspective on level of service goals and
appropriate staffing levels to meet those goals for the next 5 years. The following
subsections summarize from the interviews the Division' services goals, perceived
challenges to meeting those goals, and staffing levels managers and supervisors believe
are needed to reach the goals.
3.1 Division 410
The Regional Assets and Services Division will continue to see an increased level of
work for the next 5 years. The CIP program is impacting the ability of the Division to
keep up with pump station and pipeline projects and the parts of the treatment process
and non -process facilities that are its responsibility.
This Division's major challenges and service goals currently and for the next 5 years
include the following:
w
• Acquiring historical records for projects (i.e. as —built drawings, paperwork)
Lack of time for thorough design review (Sufficient time must be allowed for staff to
thoroughly review design drawings and specifications to ensure that there are no
errors or omissions that would adversely impact operation and maintenance of new
facilities and equipment)
Communicating design and submittal mistakes and corrections to other divisions
• Pump Station Projects
Participating in Engineering Standard development
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In order to achieve these goals and overcome these challenges division field staff is
requesting additional engineering services staff. The engineering services staff
me requested include the following:
• 1 FTE—Pump Stations
• 1 FTE—Pipelines
• 1 FTE—Dig Alerts
1 FTE—For Departmental Issues
3.2 Division 420
�-° The Collection Facilities O&M Division maintains the District's collection system and two
other cities collection systems outside the District. There are several ongoing CIP
Projects that take many hours for traffic control, confined space entry, and other
requests that typically come up on short notice. This will continue for the next 5 years.
This Division's major service goals and challenges currently and for the next 5 years
include the following:
Om
• Meeting customer expectations with current staffing
Am • Implementing a line cleaning and manhole inspection schedules
• Scheduling predictive maintenance
• Updating data in the collection facilities database from field notebooks
a. In order to achieve these goals and overcome these challenges, division field staff is
requesting the addition of several field crews and supervisory positions over the next
5 years. The field crew and supervisory positions requested include the following:
Am
• 8 FTE—Line Cleaning Crews
• 4 FTE—Pump Station O&M Crew
Om • 3 FTE—Dedicated Manhole Inspection Crew
• 2 FTE—Field Crew Supervisor
• 2 FTE—Dig Alert Crew
°•0 • 4 FTE—Flush Truck Crews
• 3 FTE—Construction Assistance Crew
• 1 FTE—Senior Collection System O&M Supervisor
3.3 Division 430
This division is responsible for Fleet Services, Facilities Services, and the Re -Build shop.
(Note: The Re -Build shop is being transferred back to Division 850 on July 1, 2006.)The
division provides a high level of service to it's customers that is expected to increase as
it assumes responsibility for new construction provided by the CIP program.
This Division's major service goals challenges currently and for the next 5 years include
the following:
• High customer expectations
am • Maintenance responsibility for newly constructed buildings
• Managing an increasing number of vendor contracts
=a
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In order to achieve these goals and overcome these challenges, division field staff
is requesting additional staff within the next 5 years. The position requests include
the following:
• 2 FTE—Senior Technician
• 2 FTE—Facilities Services Lead Workers
pa� 3.4 Division 810
This division is responsible for O&M administration of the wastewater treatment
„r facilities, collection system and power generation plants. Over the past 10 years, there
has been a 30% reduction in staff. The reduction was the result of the OSCD becoming
more efficient in a competitive environment with the private sector. However, through
process upgrades due to environmental regulations, OSCD has had to increase its
' level of Operations and Maintenance service. Challenges facing this division are the
upgrading of the wastewater treatment plants to full secondary treatment with
disinfection, an aging workforce, and retaining the institutional knowledge that will be
lost through staff retirement.
This Division's major service goals and challenges currently and for the next 5 years
include the following:
"" • Hiring qualified staff to replace retiring staff
• Creating an Apprenticeship Training program for skilled trades
• Developing standard operating procedures (SOPs) for all new equipment and tasks
Upgrading existing plant SOP's
• Implementing a process to track work hours for better accountability for
staff increases
3.5 Division 820
The O&M Process and Maintenance Engineering Division supports all plant O&M
activities. This group provides engineering and troubleshooting expertise for problem
solving technical O&M issues. This division is planning to increase the level of service it
provides by implementing a Corrosion Control Program to protect OCSD infrastructure
and a civil engineering program aimed at providing solutions to OCSD roadway and
structures maintenance. In addition, the division plans to increase the level of treatment
process analysis support. There is currently a process Engineer who is staffed in a half
time position as a Scientist. This position needs to be a full time Scientist position which
would free up an Engineer in the Process Engineering group.
This Division's major service goals and challenges currently and for the next 5 years
include the following:
Reducing the backlog of operational repairs and maintenance capital
replacement projects
• Implementing a Corrosion Control Program
• Increasing communication between division staff and operations staff
• Increasing the level of process analysis support
• Focusing attention on operations and maintenance issues of the existing plants
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• Reorganizing the division
• Restructuring the purchasing limit for bids on small projects to a higher limit
In order to achieve these goals and overcome these challenges, division staff is
requesting additional staff. The positions requested include the following:
• 0.5 FTE to elevate the current part-time Scientist to a full-time position (This would
free up a process engineer that is now being used as a part time scientist)
• 1 FTE—Civil Engineer to provide engineering support for roadway, structures, and
water system programs
3 FTE—One Corrosion Control Engineer and two corrosion technicians to implement
the Corrosion Control Program and conduct facility assessments
ON
3.6 Division 830
Plant 1 is being upgraded to full secondary treatment. At the conclusion of the Capital
Improvement Program the facility will be capable of providing full secondary treatment
for flows ranging to 200 mgd. While the upgrade is in progress, Plant Operators are
performing equipment isolations and shutdowns for contractors, in addition to their
routine duties. Division management believes the plant is staffed with the correct number
of personnel. However, they are being stretched to accomplish normal tasks and assist
contractors and maintenance personnel. As with other divisions, this division will lose
staff to retirement during the next 3 to 5 years.
Service goals and challenges for this division currently and for the next 5 years are
the following:
go
• Coordinating equipment isolations and shutdowns for construction and maintenance
am without disrupting the treatment processes
• Compliance with future air and water quality regulations
• Preparing and executing Lock-out/tag-out (LOTO) procedures (LOTO procedures
average 3 hours per event)
oft Mitigating treatment plant odors
• Reviewing CIP project designs for operability
• Maintaining emergency response preparedness
am • Updating SOPs for existing equipment and creating new procedures for
new equipment
• Sharing responsibility for Groundwater Replenishment System (GWRS) operations
An with the Orange County Water District
In order to achieve these goals and overcome these challenAM ges, division staff is
requesting additional staff within the next 5 years. The position requests include
the following:
�' • 1 FTE—Full-time training coordinator position to coordinate CIP training and
technical training
• 2 FTE—Senior Operators to prepare and update SOPs
1 FTE—Truck Loading Operator
• 0.25 FTE—Administrative Assistant to the Chief Operator to prepare documentation
and reports
A.
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,e 3.7 Division 840
Plant 2 is also undergoing major upgrades that will continue for the next 5 years. With
the major CIP Projects taking place, Plant Operators are stretched to complete routine
am tasks and assist contractors and maintenance personnel with equipment isolations and
shutdowns. Retirement for many of the division's employees will take place within the
timeframe of the CIP program. This will have a major impact on the transfer of
no institutional knowledge from retiring staff to replacement staff.
Service goals and challenges for this division currently and for the next 5 years are
the following:
ON
• Reviewing CIP Project designs for operability
,M 0 Updating SOPs for existing equipment and creating new procedures for
new equipment
• Coordinating isolations and shutdowns with contractors and maintenance personnel
a Hiring qualified personnel to replace retiring personnel
• Preparing and LOTO procedures (LOTO procedures average 3 hours per event)
• Training entry level staff
• Compliance with future air and water quality regulations
In order to achieve these goals and overcome these challenges, division staff is
on requesting additional staff within the next 5 years. The position requests include
the following:
• 2 FTE—Senior Operators to update SOPs and Operational procedures
• 6 FTE—After completion of the CIP Projects to operate new equipment and facilities
3.8 Division 850
The Mechanical Maintenance and Power Production Division is organized in three
business units; Power Production (Cen-Gen), Mechanical Maintenance, and the soon to
be transferred Re -Build Shop. This division has hired only 3 FTEs in the past 5 years.
The additional staffing was increased to reduce work order backlog to industry
standards. With the installation of new equipment under the CIP program during the next
five years, additional qualified staff will be required to maintain and service new
equipment. Retirement in the next 3 to 5 years will adversely impact the division as
experienced technicians leave the work force; taking with them the institutional
knowledge gained while working for OCSD
Service goals and challenges for this division currently and for the next 5 years include:
• Reducing Overtime to 5% or less
�+ • Reducing Work Order backlog to 4 to 6 weeks
• Implementing a training plan to transfer institutional knowledge from retiring
employees to new employees
• Implementing new maintenance practices based on air quality requirements for Cen-
Gen operations
• Expanding the Reliability Maintenance Program
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Im In order to achieve these goals and overcome these challenges, division staff is
requesting additional staff within the next 5 years. The position requests include
the following:
Ia
• 4 FTE—Senior Maintenance Worker to decrease work order backlog and overtime
3.9 Division 860
The Instrumentation and Electrical Division maintains all instrumentation in the treatment
plants and pump stations; HVAC equipment, and all electrical equipment including the
12KV distribution systems. This division also provides CMMS and maintenance planning
support. This division is currently understaffed for qualified personnel to work with 12KV
equipment and it is expected that several key staff will leave the division for retirement
within the next 3 to 5 years. This division has implemented an aggressive infrared
predictive maintenance program to reduce preventive maintenance tasks. They will
continue to concentrate on predictive maintenance in an effort to reduce overall
preventive and corrective maintenance.
Service goals and challenges for this division currently and for the next 5 years include:
• Hiring qualified personnel (12KV and Instrumentation)
• Maintaining and expanding monitoring and control systems in pump stations
• Implementing a training plan to transfer institutional knowledge from retiring
employees to new employees
Providing incentives for specialized skills
• Obtaining better equipment
• Streamlining paperwork and recordkeeping
• Obtaining better warehouse support
In order to achieve these goals overcome these challenges, division staff is requesting
the following additional staff:
,.e • HVAC Crew—(1 FTE—Lead, 4 FTE—Technicians)
• 3 FTE—Electricians
• 3 FTE—I&C Specialists
2 FTE—CMMS and Maintenance Planning Support Specialists
4. Planned Capital Projects Impacts
OCSD has embarked on a $3.0 billion dollar Capital Improvement Program to upgrade
the Fountain Valley and Huntington Beach treatment plants to full secondary treatment
and rehabilitate aging infrastructure. As part of this program, new equipment is being
installed and new facilities are being constructed. These activities have measurable
short-term and long-term impacts on the District' operation and maintenance staffs. In
the short-term, during the construction phase, operation and maintenance staffs must
work with engineers and contractors to accommodate their need for design reviews,
isolations, shutdowns, and LOTOs. In the long-term, after construction is completed,
operations and maintenance staffs must be prepared and have the resources to take
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responsibility for commissioning/startup, operation, and maintenance of the new
equipment and facilities. The following subsections discuss impacts the Capital Projects
will have on the operations and maintenance divisions from the Consultant's
perspective.
4.1 Design
Design drawings and specifications must undergo a thorough staff review to avoid costly
or critical mistakes that would adversely effect operation and maintenance of the
facilities. Design reviews require a significant time commitment by operation and
maintenance staffs, above and beyond routine duties. Staffs at supervisory and
managerial levels are expected to perform the reviews, in addition to their other duties.
Supervisors and managers must be made aware of the importance of their operations
and maintenance expertise in performing the reviews and that the return on time
invested in the reviews is well worth the effort.
4.2 Construction
During the construction phase isolations, shutdowns, tie-ins, and other related activities
will require labor and coordination from all divisions. It is this phase of the CIP program
that is most labor intensive and time consuming. LOTO, and Confined Space Entry are
exercised often, and take much coordination from all OCSD divisions.
4.3 Commissioning and Startup
Commissioning and startup of new treatment processes is typically a two -week task in
which staff must be dedicated to monitoring and operating the new process. In addition,
troubleshooting problems and optimizing the operation may take months of extra effort
and staff time. This reduces the available time for performing routine tasks that
operations and maintenance personnel currently perform. In the next five years, new
processes will be commissioned for startup. Included in these startups is the normal
LOTO, and confined space entry procedures.
4.4 Operation
After commissioning and startup, routine operation of the process is turned over to the
OCSD operations and maintenance staff. Operations personnel must include the
additional process, equipment, checks, etc into their schedule. Likewise, the
maintenance requirements for all of the new equipment, i.e. general predictive and
preventive maintenance tasks, must be entered into the CMMS.
,..
4.5 Lock-out/Tag-out
LOTO procedures for routine operation and maintenance require a significant amount of
time by district staff. Additional LOTO procedures are required to accommodate
construction activity for the CIP program. Because the purpose for the LOTO procedures
is to safeguard life and property the preparation and execution of the procedures must
not be compromised. It is the responsibility of CIP contractors to communicate as early
►,�
as possible the need for LOTO procedures to accommodate construction activity.
Likewise, it is the responsibility of district staff to prepare and execute the procedures in
a timely manner to avoid causing costly construction delays.
5. Staffing Observations and Recommendations
This section presents observations regarding OCSD O&M staffing, in general, and
staffing level recommendations for YR 05/06 through YR 10/11. The observations
highlight general concerns regarding staffing that apply to all O&M Divisions. Primarily,
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these concerns focus on how OCSD O&M staffing compares to national benchmarks;
how O&M employee retirement will impact OCSD; the need to recruit and train new
"° employees; and the need to develop solid metrics for determining future staffing. Staffing
level recommendations are the product of this Consultants O&M experience with the
public sector, tempered by the level of service goals and concerns expressed through
OCSD staff interviews.
5.1 Staffing Observations
The following subsections describe general observations regarding OCSD O&M staffing
made during the course of this study. The observations include:
• Facility Staffing Benchmarks
• Workforce Attrition
• Retaining Institutional Knowledge
• Employee Recruitment
• Staff Training
0 Staffing Metrics
5. 1. 9 Facility Staffing Benchmarks
MR Primary benchmarks for O&M staffing have been established through surveys conducted
by the Water Environment Federation (WEF), Association of Metropolitan Sewage
Agencies (AMSA), HDR Engineering, and others.
Generally, these industry benchmarks evaluate operations and maintenance staffing on
the basis of plant capacity, complexity and economy of scale. The benchmarks primarily
a. consider only staff directly involved operations and maintenance of the wastewater
treatment facilities. Administrative, bio-solids handling, collection system, and
engineering staffs are not included in the benchmarks.
Staffing benchmarks for facilities of the rated capacity, complexity, and economy of scale
that OCSD operates are shown in the following table. The FTE/mgd values shown in the
table are for treatment facilities providing secondary treatment with rated capacity and
economy of scale of 100 mgd or greater.
P"
Wastewater Facility Staffing Benchmarks
AMSA FTE/mgd
Operations and Maintenance 0.87
HDR Engineering
Operations 0.40
Maintenance 0.45
WEF
Operations & Maintenance 0.70
If we consider the total plant (Fountain Valley plus Huntington Beach) capacity of
approximately 280 mgd, the AMSA benchmark would estimate 245 FTE are required to
operate and maintain the facilities. In comparison, HDR and WEF would estimate that
respectively, 238 FTE and 196 FTE are required to operate and maintain the facilities.
Divisions 830 and 840 currently have a combined operations staff of 89.75 FTE,
equating to 0.32 FTE per mgd. Divisions 850 and 860 currently have a combined
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maintenance staff of 113 FTE, equating to 0.40 FTE per mgd. Looking at the entire O&M
staff (Divisions 830, 840, 850, and 860); there are currently 202.75 FTE or 0.72 FTE per
mgd operating and maintaining the facilities. Staffing at this level, falls comfortably within
the benchmarks established by AMSA and HDR Engineering and only marginally
exceeds the WEF benchmark.
Staffing numbers for Divisions 410, 420, 430, 810, and 820 are not included in the
benchmark comparisons because their impact on operation and maintenance of the
treatment process is indirect.
5.1.2 Workforce Attrition
The exodus of the "Baby Boomer" generation (those born between 1946 and 1964) from
ow the workforce through retirement, death, or disability has been identified as one of the
Top 10 Mega Trends that will impact public utilities over the next 20 years. The exodus'
impact will be a double-edged sword as utilities lose skilled staff and at the same time
FM must compete in the open market with other industries for new job applicants from the
shrinking labor pool. It is projected that during the 25 years from 2000 to 2025 that the
growth rate of the labor force will fall from 12% to 0.2%.
MW Further aggravating the competition for new job applicants, the U.S. Bureau of Labor
Statistics reports that increased regulatory requirements will drive increased employment
in water and wastewater utilities. Employment at "water and liquid waste treatment
�► plants" is expected to grow at 10 — 20% from 2000 through 2010, while "water supply
and sanitary services" overall can expect 45% employment growth. Increasing demand
and decreasing supply of available new employees is projected to create a
10 million employee gap by 2015.
OCSD is not immune from the effects of the "Baby Boomer" exodus and the consequent
"fierce" competition with other industries and utilities for new employees that will ensue.
FM As shown in the following table, OCSD's O&M workforce is rapidly aging. The overall
median age for the O&M workforce is 48.8 years.
FW
Median Age of Employees in Each O&M Division
on Division Median Age
410 53
420 38
ow 430 47
810 53
820 53
830 49
FM 840 49
850 47
860 50
ow
Average Workforce Age 48.8
Employees within OCSD are eligible to retire at 50 years of age or older and 10 years of
service. Over the course of the next 5 years, up to 144 operations and maintenance staff
will meet these criteria. The following table shows the cumulative number of staff within
-- each operations and maintenance division who will be eligible to retire during the next
5 years.
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FM
Cumulative Number of Employees Eligible to Retire With Benefits
me
Division
YR 06107
YR 07108
YR 08109
YR 09110
YR 10111
410
4
4
5
5
5
FM 420
4
4
4
6
6
430
9
10
12
16
16
810
3
3
3
3
3
820
0
1
2
2
3
830
5
7
10
14
17
840
7
13
19
22
27
850
12
15
28
30
31
,., 860
8
12
24
32
36
Cumulative Total
52
69
107
130
144
Percentage of Staff
18%
24%
37%
45%
60%
While not all employees who are eligible to retire will retire during a given year, the
district must be prepared to replace staff that chooses retirement with qualified new
employees. It is the Consultant' opinion that new employees hired to replace retiring
employees should be brought into the division no later than 6 months before a retiring
employee's last day of work. This will ensure sufficient time for the new employee to
pass the probationary period and integrate into the division. While hiring new employees
before retiring employees leave the division will temporarily increase staff size, the
benefits of having the new employee fully -functional within the division outweighs the
staff overage. The benefits include:
Division productivity is maintained —No staff vacancy between the time a retiree
leaves and the new employee is brought on board and trained
• Overtime is reduced
• Institutional knowledge is transferred to the new employee before a retiree leaves
5.1.3 Retaining Institutional Knowledge
Institutional or Corporate Knowledge is the knowledge each employee gains by on-the-
job experience. Institutional knowledge in operations and maintenance is specific
am to the equipment and processes within a facility. Some examples of institutional
knowledge are:
• The location of a valve or pipeline
• How far a valve should be opened or closed
Ma • The look and feel of a piece of equipment when it is operating properly or improperly
• How a piece of equipment or process will respond to adjustment
Institutional knowledge is the critical operational know-how required to do a particular
job. When experienced staff retires, they take this vital knowledge with them. Without
having a process in place to capture this knowledge and transfer it to new employees, it
becomes lost forever.
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Two general methods for retaining institutional knowledge are:
Assign soon -to -be retirees the task of documenting the critical know-how required to
do a particular job.
• Assign new employees with soon -to -be retirees in an apprenticeship or mentoring
relationship. In this case, an agreement should be reached stipulating their goals,
areas to develop, and specific activities to pursue.
Whatever method is selected to capture and retain institutional knowledge from soon -to -
be retirees, more than likely will be perceived as a burden, just when they thought they
could start to relax. Consequently, we recommend that the District develop a means to
incentivize the process. The incentive could be something as direct as a percentage pay
increase or something more creative.
5.1.4 Employee Recruitment
The District' Human Resources Division recruits for job openings by first posting the
opening internally for two weeks. If the opening is not filled after internal posting, it is
then posted externally until it is filled.
Job openings in the crafts and maintenance divisions are typically filled by job seekers
responding to the postings or by employees within the Divisions personally soliciting
persons whom they know may be interested in working for the District. Many of the
persons hired in the crafts and maintenance divisions come from private sector
contractors or are ex -military personnel. All new hires have previous experience in either
mechanical, electrical, instrumentation, or general maintenance.
Job openings in the operations divisions are usually filled by job seekers responding to
the external postings. Prospective employees typically are hired from other wastewater
agencies and usually already have some level of operator certification.
Throughout interviews with supervisors and managers, a common lament was the
difficulty finding qualified new employees to fill job vacancies. Given the current job -
market situation and lack of ex -military personnel because of the Global War on Terror, it
FM is not unusual for job opening in the operations and maintenance divisions to go unfilled
for weeks and months. Unfilled job openings result in the divisions being understaffed, in
turn causing backlog and overtime to increase.
Over the next 5 years, understaffing may worsen not only as new positions remain
unfilled, but also because of unfilled vacancies resulting from staff retirements. The
District cannot allow this situation to persist for long. We strongly suggest that the
District take an aggressive and creative approach, beyond print media and District
website posting of job openings, to recruiting O&M staff. Our suggestions include:
• Booths/Presentations
- City and County Job Fairs
- Career Days at Trade/Technical Schools and Community Colleges
- Local High School Trade Classes
• Direct Postings at Regional Militarow y Bases
5.1.5 Staff Training
- OCSD' Human Resources Department provides staff training for Safety, First Aid, CPR,
etc., but does not provide technical training. A recurrent lament from supervisors and
field staff was that the District lacks technical training programs for entry-level staff.
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on
Because the district must hire new staff during the next 5 years to operate and maintain
equipment installed under the CIP program and replace staff that will retire, the District
Mmust evaluate developing its own technical training programs for new employees.
Currently, the district relies on new employees bringing with them technical knowledge
from previous work experiences. New employees then learn on-the-job specifics that
no apply to the district' equipment and processes by assigning them to work with
experienced staff for 4 — 6 months.
While this method for training and integrating new employees is typical for wastewater
organizations, it is not necessarily the best or most efficient means for the District to
develop qualified staff. As an alternative, we recommend creating the position of
Technical Training Coordinator within Division 820. The purpose for the position would
be to coordinate technical training for staff in Divisions 830, 840, 850 and 860. The
Technical Training Coordinator' role would be to establish programs of study for new,
entry-level employees to ensure that they receive training in the Key Knowledge areas
needed for their job.
For example, OCSD class specifications require entry-level employees in Divisions 830,
840, 850, and 860 to have knowledge of operations, services, and activities of a
"' wastewater program. Unless they have worked for another agency, new employees
generally will not have this knowledge. In this case, the Technical Training Coordinator
would coordinate the employees attending basic wastewater courses at a local
MM community college or other institution. The Technical Training Coordinator would be the
staff training resource, directing them to the learning resources that would enhance their
job -related skills.
a' During the CIP program, the Technical Training Coordinator would also coordinate
Vendor Training with division staff. The Training Coordinator would work with the
vendors and division staff to establish training schedules and target audiences
(Operations Training for Divisions 830 and 840, Maintenance Training for Divisions
850 and 860); verify that the training was presented; and among other duties maintain
a library of the training programs presented by vendors.
5.1.6 Staffing Metrics
The following subsections present the Consultant's thoughts on staffing metrics for the
O&M divisions.
5.1.6.1 Operations
Currently, Divisions 830 and 840 lack quantitative metrics to determine the number of
operators required to operate the treatment plants. Industry benchmarks can be used to
set upper bounds for the number of operators required, but quantitative measures must
be developed to more precisely determine the number of operators needed to staff
FMthe facilities.
The simplest means to reach this objective is to undertake a time/motion study, whereby
M, the tasks operators perform are timed. The time required to perform the task is multiplied
by the number of times the task is performed during a shift to determine the total task
time. Total task times for all the duties operators perform during a shift are summed and
compared with the available time operators have during a shift to determine the number
of operators needed to operate the facility.
The time/motion study will provide the hard numbers needed to determine the number of
operators required to staff the treatment plants. The study will also uncover inefficiencies
and provide insight on how the operations staff can effectively perform their duties.
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5.1.6.2 Maintenance
o, Quantitative metrics may be used to evaluate the number of staff required to maintain
the treatment plants, pump stations, and collection system in Divisions 420, 430, 850
and 860. These metrics include:
am
Maintenance Organization Metric
• Work Order Backlog 0 Estimated Service Hours per
Equipment Item
• Unscheduled Overtime • Miles of Collection System per
Maintenance Staff
• Annual Work Orders per • Lift Stations per Maintenance Staff
Maintenance Staff
• Pieces of Equipment per • Manhole Inspections per Year
Maintenance Staff
• Wrench Time 0 Maintenance Staff per mgd
rM
The metrics can be used to evaluate the number of staff required to maintain plant
equipment and compare the Division' performance against other maintenance
organizations using industry benchmarks.
In general, we find that highly -motivated and properly staffed maintenance organizations
meet or exceed the following benchmarks.
Parameter
Typical Maintenance Organization Benchmarks
Benchmark
Work Order Backlog 7 -18 days
Unscheduled Overtime 1.2 - 3.3%
Annual Work Orders per Maintenance Staff 124 - 244
Wrench Time > 1,800 hrs/year
Pieces of Equipment per Maintenance Staff 73 -125
Miles of Collection System per Maintenance Staff 75
Lift Stations per Maintenance Staff 4
Maintenance Staff per mgd 0.40 - 0.45
5.2 Staffing Recommendations
Staffing recommendations for YR 05/06 through YR 10/11 are described in the following
subsections. Staffing recommendations/requests by each division's staff are presented
for reference. Our recommendations, as an independent third -party, are presented as
the Consultant's Opinion.
5.2.1 Division 410
Regional Assets and Services Administration responsibilities have grown with the
additional work within the collections systems and pump stations. The CIP program has
initiated several Pump Station and Collection System line replacements, and will
continue for several more years. With the additional work load, engineering staff must
have the resources to accommodate design reviews and change order requests. Design
reviews take time; however, engineering personnel must expedite the process, which
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Am
creates opportunities for errors. With additional staff, the division anticipates seeing
fewer change orders and better operating facilities.
am
This division responds to approximately 13,500 Dig Alert requests per year. Many of
these require an engineer at the site. Responding to these requests has taken much
FM time from design reviews and other job duties.
Division staff is requesting 2 FTEs as Engineers, one for Pump Stations, one for Pipe
Lines (CIP Issues) for design reviews and other duties in starting in YR 06/07. Another
1 FTE as Engineer will be required in YR 07/08 for Dig Alerts.
Based on the current and projected work load for the next five years, Division staff is
requesting the staffing level shown in the table below.
�e
Division 410 YR 05106 YR 06107 YR 07108 YR 08109 YR09110 YR 10111
`m Position Title
Director RA & S 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
am Pr. Financial Analyst 1.0 1.0 1.0 1.0 1.0 1.0
Pr. Staff Analyst 1.0 1.0 1.0 1.0 1.0 1.0
Engineer Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Sr. Engineering Assoc. 1.0 1.0 1.0 1.0 1.0 1.0
M° Sr. Engineer 1.0 1.0 1.0 1.0 1.0 1.0
Engineer 1.0 3.0 4.0 4.0 4.0 4.0
Division Total FTE 8.0 10.0 11.0 11.0 11.0 11.0
Consultants Opinion:
In our opinion, the requested staff increases are reasonable, considering the number of
tasks this division performs. The addition of 2 FTE in YR 06/07for design reviews and
other duties will increase the time available for reviews of pump station and collection
system replacements and reduce the number of change orders associated with hasty
reviews. We also endorse the addition of 1 FTE in YR 07/08 to respond to Dig Alerts.
This will increase the Division' responsiveness to this task and also provide additional
time for design reviews.
Retirement of senior staff in the next 5 years will have a significant impact on this
division. Over the next 5 years it is anticipated that up to 5 vacancies will be created
MA through retirement. It is essential that trained personnel be available to fill the vacancies
created when senior staff retires. The division must anticipate the vacancies retirement
will create and hire replacement staff to fill the voids. Further, the District and division
must be prepared for short-term staff increases, above the norm, so that new employees
can be trained to fill retirement vacancies. For example, if a senior employee is planning
to retire in the coming year, the division should hire a replacement no later than six
months before the retirees last day on the job. This applies whether or not the retiree's
position is filled by a lateral or vertical move by an existing employee within the
organization or the replacement is a direct hire.
5.2.2 Division 420
Collections Operations and Maintenance responsibilities continue to increase as a result
of CIP projects while maintaining its expected level of service.
CIP involvement draws heavily on the current staff as personnel must accompany
engineers and contractors to sites and provide confined space entry for engineer and
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contractor inspections. This involvement is usually on short notice. Personnel are also
required to conduct traffic control for surveying crews. There are several new pipe line
installations and pump station re -habilitations being performed that require support from
this division. Division managers estimate that 3 FTE are involved with CIP Projects
each day.
Over the next 5 years, Division staff is requesting 14 FTE for line cleaning and flushing
tasks; 5 FTE for construction assistance and Dig Alert response; 4 FTE for pump station
O&M; and 1 FTE as a Sr. Collections System Supervisor.
rw
Proposed staffing based on Division staff requests is shown in the following table.
Division 420 YR 05106 YR 06107 YR 07108 YR 08109 YRO9110 YR 10111
Position Title
Sr. Collections Sup. NA 1.0 1.0 1.0 1.0 1.0
Sr. Maintenance Sup. 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Supervisor 2.0 2.0 2.0 2.0 2.0 2.0
CMMS Technician II 1.0 1.0 1.0 1.0 1.0 1.0
Lead Mechanic 4.0 4.0 4.0 4.0 4.0 4.0
Sr. Mechanic 6.0 6.0 6.0 6.0 6.0 6.0
Mechanic 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 9.0 9.0 9.0 9.0 9.0 9.0
Line Cleaning Crew NA 14.0 14.0 14.0 14.0 14.0
Const. Assist. Crew NA 5.0 5.0 5.0 5.0 5.0
Pump Stat. O&M Crew NA 4.0 4.0 4.0 4.0 4.0
Division Total FTE 24.0 48.0 48.0 48.0 48.0 48.0
Consultants Opinion:
The division has out -sourced small -diameter line cleaning and flushing to contractors
that specialize in these activities. We endorse fully out -sourcing all line cleaning and
flushing activities, in lieu of hiring additional staff to perform these tasks. Therefore we
do not support hiring 14 FTE this task as the Division has requested. However we do
support hiring 1-2 FTE as Maintenance Supervisors to manage contractors performing
line cleaning and flushing tasks. We also support the division retaining its current staff
rM
that is responsible for overflow and spill cleanup.
Throughout the CIP program, it appears that the program' impact on the collection
system pump stations is rehabilitation and replacement. No new pump stations are being
�"
added to the system. Because the existing stations will be improved by rehabilitation or
replacement the level of effort required by the division to maintain the stations may
decrease. Consequently, we cannot, at this time, support hiring an additional 4 FTE for
FM
pump station O&M.
The division is requesting 5 FTE for construction assistance; 3 FTE for traffic control
duties and performing confined space entry procedures for inspections; and 2 FTE for
Rio
Dig Alert assistance. Dig Alert assistance is typically 500 - 600 line staking requests per
year that are referred to this division from Division 410. We endorse the request for
2 FTE to provide Dig Alert assistance based on the number of support requests per
F"
year. The request for 3 FTE for construction assistance is valid during the duration of the
CIP program, but must be conditioned on absorbing these positions at the completion of
the program. In this case, we recommend that the 3 FTE for construction assistance be
absorbed over a period of time into positions vacated within the division as a result of
employee retirement.
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Our recommended staffing for the Division is shown in the following table.
Division 420 YR 05106 YR 06107 YR 07108 YR 08109 YRO9110 YR 10111
Position Title
Sr. Collections Sup. NA 1.0 1.0 1.0 1.0 1.0
Sr. Maintenance Sup. 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Supervisor 2.0 3.0 3.0 3.0 3.0 3.0
CMMS Technician II 1.0 1.0 1.0 1.0 1.0 1.0
Lead Mechanic 4.0 4.0 4.0 4.0 4.0 4.0
Sr. Mechanic 6.0 6.0 6.0 6.0 6.0 6.0
Mechanic 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Worker 9.0 9.0 9.0 9.0 9.0 9.0
Line Cleaning Crew NA NA NA NA NA NA
Const. Assist. Crew NA 5.0 5.0 5.0 5.0 5.0
�+
Pump Stat. O&M Crew NA NA NA NA NA NA
Division Total FTE 24.0 31.0 31.0 31.0 31.0 31.0
Retirement of senior staff in the next 5 years will have a significant impact on this
division. Over the next 5 years it is anticipated that up to 6 vacancies will be created
through retirement. It is essential that trained personnel be available to fill the vacancies
created when senior staff retires. The division must anticipate the vacancies retirement
will create and hire replacement staff to fill the voids. Further, the District and division
must be prepared for short-term staff increases, above the norm, so that new employees
can be trained to fill retirement vacancies. For example, if a senior employee is planning
to retire in the coming year, the division should hire a replacement no later than six
months before the retirees last day on the job. This applies whether or not the retiree's
position is filled by a lateral or vertical move by an existing employee within the
organization or the replacement is a direct hire.
5.2.3 Division 430
Facilities Maintenance Services responsibilities will increase when new buildings under
construction as part of the CIP program are turned over to OCSD. At this time, Division
staff thinks staffing is adequate to care for existing structures; however at the end of the
current CIP program additional personnel will be required.
Based on current job requirements and the projected requirements for new structures,
Division management is requesting 1 FTE as Sr. Technician in Fleet Services and
1 FTE as Lead facility Worker in Facility Services for YR 07/08, and the same again in
YR 10/11.
Division requested staffing is shown in the following table:
Division 430 YR 06106 YR 06107 YR 07108 YR 08109 YRO9110 YR 10111
Fleet Services
Position Title
Senior Supervisor 0.33 0.5 0.5 0.5 0.5 0.5
Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Lead Technician 1.0 1.0 1.0 1.0 1.0 1.0
Sr. Technician 3.0 3.0 4.0 4.0 4.0 5.0
Equipment Operator 3.0 3.0 3.0 3.0 3.0 3.0
Auto/Equip. Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Subtotal 9.33 9.5 10.6 10.6 10.6 11.5
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a..
Division 430
YR 05/06
YR 06107 YR 07108
YR 08109
YR09110
YR 10111
Facility Services
Position Title
Senior Supervisor
0.33
0.5 0.5
0.5
0.5
0.5
Supervisor
1.0
1.0 1.0
1.0
1.0
1.0
Lead Facil. Worker
2.0
2.0 3.0
3.0
3.0
4.0
Facil. Worker-Irrigat.
1.0
1.0 1.0
1.0
1.0
1.0
Facil. Worker -Painter
2.0
2.0 2.0
2.0
2.0
2.0
Facil. Worker -Builder
2.0
2.0 2.0
2.0
2.0
2.0
CMMS Technician II
1.0
1.0 1.0
1.0
1.0
1.0
Maint. Specialist
2.0
2.0 2.0
2.0
2.0
2.0
Subtotal
11.33
11.5 12.5
12.5
12.6
13.5
Re -Build Shop*
Position Title
Senior Supervisor
0.33
NA NA
NA
NA
NA
Supervisor
1.0
NA NA
NA
NA
NA
Lead Mechanic
1.0
NA NA
NA
NA
NA
Lead Weld/Fabricator
1.0
NA NA
NA
NA
NA
Sr. Mechanic
3.0
NA NA
NA
NA
NA
Machinist
1.0
NA NA
NA
NA
NA
Weld/Fabricator
2.0
NA NA
NA
NA
NA
Subtotal
9.33
NA NA
NA
NA
NA
Division Total FTE
30.0
21.0 23.0
23.0
23.0
26.0
* The Re -Build Shop is being transferred to Division 850 in YR 05/06
Consultants Opinion:
'
Division 430 will assume responsibility for maintaining new buildings and equipment at
the conclusion of the CIP program in YR 10/11. We agree with the
Division' staff that two
(2) FTE as Sr. Technicians are required for these additional responsibilities. We also
agree that an additional 2 FTE as a Lead Facilities Worker is also required for
coordination and oversight of outside contracts, such as
landscaping, building cleaning,
etc. to ensure that vendors are providing value in their services.
Of
Our recommended staffing for Division 430 is identical with the Division'
staff requested
staffing level and is shown
in the
following table.
R.
Division 430
YR 05/06
YR 06/07 YR 07108
YR 08109
YR09110
YR 10111
Fleet Services
Position Title
Senior Supervisor
0.33
0.5 0.5
0.5
0.5
0.5
Supervisor
1.0
1.0 1.0
1.0
1.0
1.0
Lead Technician
1.0
1.0 1.0
1.0
1.0
1.0
Sr. Technician
3.0
3.0 4.0
4.0
4.0
5.0
Equipment Operator
3.0
3.0 3.0
3.0
3.0
3.0
Auto/Equip. Assistant
1.0
1.0 1.0
1.0
1.0
1.0
Subtotal
9.33
9.5 10.6
10.5
10.6
11.6
on
am
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Division 430 YR 05106 YR 06107 YR 07108 YR 08109 YR09110 YR 10111
fm
Facility Services
Position Title
,m
Senior Supervisor 0.33 0.5 0.5 0.5 0.5 0.5
Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Lead Facil. Worker 2.0 2.0 3.0 3.0 3.0 4.0
Facil. Worker-Irrigat. 1.0 1.0 1.0 1.0 1.0 1.0
ME4
Facil. Worker -Painter 2.0 2.0 2.0 2.0 2.0 2.0
Facil. Worker -Builder 2.0 2.0 2.0 2.0 2.0 2.0
CMMS Technician II 1.0 1.0 1.0 1.0 1.0 1.0
RM
Maint. Specialist 2.0 2.0 2.0 2.0 2.0 2.0
Subtotal 11.33 11.6 12.5 12.5 12.6 13.5
Re -Build Shop*
Position Title
Senior Supervisor 0.33 NA NA NA NA NA
Supervisor 1.0 NA NA NA NA NA
Lead Mechanic 1.0 NA NA NA NA NA
Lead Weld/Fabricator 1.0 NA NA NA NA NA
Sr. Mechanic 3.0 NA NA NA NA NA
Machinist 1.0 NA NA NA NA NA
Weld/Fabricator 2.0 NA NA NA NA NA
Subtotal 9.33 NA NA NA NA NA
Division Total FTE 30.0 21.0 23.0 23.0 23.0 26.0
* The Re -Build Shop is being transferred to Division 850 in YR 05/06
M''
Retirement of senior staff in the next 5 years will have a significant impact on this
division. Over the next 5 years it is anticipated that up to 16 vacancies will be created
through retirement. It is essential that trained personnel be available to fill the vacancies
MM
created when senior staff retires. The division must anticipate the vacancies retirement
will create and hire replacement staff to fill the voids. Further, the District and division
must be prepared for short-term staff increases, above the norm, so that new employees
aw
can be trained to fill retirement vacancies. For example, if a senior employee is planning
to retire in the coming year, the division should hire a replacement no later than six
months before the retirees last day on the job. This applies whether or not the retiree's
position is filled by a lateral or vertical move by an existing employee within the
organization or the replacement is a direct hire.
5.2. 4 Division 810
This division has overall responsibility for all O&M intenance functions. In 1995, there
were 353 authorized positions within the Operations and Maintenance Divisions. In
2005, there are 260 authorized positions available. With the current CIP schedule and
possibility of 25 to 30% of the workforce retiring in the next 5 years, there is concern
over recruiting and training qualified employees to replace staff that will be lost through
rw
retirement. The administration division has a total of 5 FTE and is not requesting
additional staff; however, there is the concern for all of the other divisions.
,M
Staffing levels proposed by the Division' staff for the next 5 years is shown in the
following table.
a,
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Division 810 YR 06106 YR 06107 YR 07108 YR 08109 YR09110 YR 10111
Position Title
Director of O&M 1.0 1.0 1.0 1.0 1.0 1.0
cm
Executive Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Utilities Mgt Specialist 1.0 1.0 1.0 1.0 1.0 1.0
Environmental Sup. 1.0 1.0 1.0 1.0 1.0 1.0
Pr. Financial Analyst 1.0 1.0 1.0 1.0 1.0 1.0
ME
Division Total FTE 6.0 6.0 6.0 6.0 5.0 6.0
no
Consultants Opinion:
At this time, no staffing level changes in Division 810 are recommended during the next
FM
five years.
Retirement of senior staff in the next 5 years will have a significant impact on this
division. Over the next 5 years it is anticipated that up to 3 vacancies will be created
No
through retirement. It is essential that trained personnel be available to fill the vacancies
created when senior staff retires. The division must anticipate the vacancies retirement
will create and hire replacement staff to fill the voids. Further, the District and division
must be prepared for short-term staff increases, above the norm, so that new employees
can be trained to fill retirement vacancies. For example, if a senior employee is planning
to retire in the coming year, the division should hire a replacement no later than six
months before the retirees last day on the job. This applies whether or not the retiree's
position is filled by a lateral or vertical move by an existing employee within the
organization or the replacement is a direct hire.
5.2.5 Division 820
This division provides operations and maintenance technical support for process
optimization, troubleshooting, developing operational contingency plans, and providing
CIP support. The division plans to increase service goals during the next five years by
implementing a corrosion control program, providing full-time process analysis, and civil
engineering support. The division is requesting a staff increase of 4.5 FTE to achieve
these goals.
we Division management staffing recommendations for the next 5 years are given below:
Division 820
YR 05106
YR 06107
YR 07108
YR 08109
YR09110
YR 10111
cm
Position Title
Engineering Manager
1.0
1.0
1.0
1.0
1.0
1.0
Engineering Supervisor
1.0
2.0
2.0
2.0
2.0
2.0
'e Administrative Assistant
1.0
1.0
1.0
1.0
1.0
1.0
Sr. Engineer
3.0
3.0
3.0
3.0
3.0
3.0
Corrosion Engineer
1.0
3.0
4.0
4.0
4.0
4.0
Engineer
4.0
5.0
5.0
5.0
5.0
5.0
eta
Sr. Environmental Spec.
1.0
1.0
1.0
1.0
1.0
1.0
Associate Engineer III
2.0
2.0
2.0
2.0
2.0
2.0
Intern
1.0
1.0
1.0
1.0
1.0
1.0
ON Sr. Scientist
0.5
1.0
1.0
1.0
1.0
1.0
Division Total FTE
16.6
20.0
21.0
21.0
21.0
21.0
OR
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Consultants Opinion:
Implementation of a corrosion control program will require 3.0 FTE as to support the
work activity. An additional 0.5 FTE is also required to increase process analysis from
part-time to full-time by expanding the part-time Scientist position to a full-time position.
This will free up 0.5 FTE of process engineer time that is currently supporting process
analysis tasks. In keeping with the goal of increasing level of service, the division also
requires 1 FTE as a Civil Engineer to provide technical support to the Facilities Services
division for maintenance of paved areas, roadways, structures and the water system.
We agree with increased level of staffing requested by the Division and the increased
level of service it will provide the District.
Operations and maintenance personnel in Divisions 830, 840, 850, and 860 have
expressed a critical need for on -going technical training. This need, coupled with the
,e large amount of equipment and process specific training provided under the CIP
program, requires a Training Coordinator to ensure that it is properly scheduled and
delivered to the appropriate staff. Because technical training coordination is a support
rM function for the O&M divisions, we recommend that the District transfer this function
to Division 820. In our opinion, centralizing technical training coordination would
eliminate the duplication of training services that occurs when each O&M division
provides for its own technical training. In order to carry out this function, we recommend
`m increasing the division staff with 1 FTE as a Training Coordinator and 0.5 FTE as an
Administrative Assistant.
fto
Our recommended staffing for Division 820 is shown in the following table.
Fxl� Division 820 YR 05106 YR 06107 YR 07108 YR 08109 YR09110 YR 10111
Position Title
Engineering Manager 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Supervisor 1.0 2.0 2.0 2.0 2.0 2.0
Administrative Assistant 1.0 1.5 1.5 1.5 1.5 1.5
Sr. Engineer 3.0 3.0 3.0 3.0 3.0 3.0
Corrosion Engineer 1.0 3.0 4.0 4.0 4.0 4.0
Engineer 4.0 5.0 5.0 5.0 5.0 5.0
Sr. Environmental Spec. 1.0 1.0 1.0 1.0 1.0 1.0
Associate Engineer III 2.0 2.0 2.0 2.0 2.0 2.0
Tech. Training Coord. NA 1.0 1.0 1.0 1.0 1.0
Intern 1.0 1.0 1.0 1.0 1.0 1.0
Sr. Scientist 0.5 1.0 1.0 1.0 1.0 1.0
Division Total FTE 15.6 21.6 22.5 22.6 22.5 22.6
Retirement of senior staff in the next 5 years will have a significant impact on this
division. Over the next 5 years it is anticipated that up to 3 vacancies will be created
through retirement. It is essential that trained personnel be available to fill the vacancies
created when senior staff retires. The division must anticipate the vacancies retirement
will create and hire replacement staff to fill the voids. Further, the District and division
must be prepared for short-term staff increases, above the norm, so that new employees
can be trained to fill retirement vacancies. For example, if a senior employee is planning
to retire in the coming year, the division should hire a replacement no later than six
months before the retirees last day on the job. This applies whether or not the retiree's
am
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OCSD Staffing Study
position is filled by a lateral or vertical move by an existing employee within the
organization or the replacement is a direct hire.
5.2.6 Division 830
This division is currently staffed at 42.25 FTE. Division management sees the division as
adequately staffed for routine operation. However, division staff cites a number of tasks
that are falling behind. These tasks include gate and valve exercising; updating existing
operating procedures; and developing SOPs for new equipment installed under the CIP
program. The division management and staff are requesting a staff increase of 2 FTE as
Senior Operators to prepare SOPs, 1 FTE as a Training Coordinator, 1 FTE as a Truck
Loading Operator and 0.25 Administrative Assistant to assist with paperwork.
Staffing, as requested by the Division, for the next five years is shown in the
following table.
Division 830 YR 05106 YR 06107 YR 07108 YR 08109 YR09110 YR 10111
Position Title
Operations Manager 0.5 0.5 0.5 0.5 0.5 0.5
Chief Operator 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 0.75 1.0 1.0 1.0 1.0 1.0
Operations Supervisor 7.0 7.0 7.0 7.0 7.0 7.0
Senior Operator 15.0 17.0 17.0 17.0 17.0 17.0
Training Coordinator NA 1.0 1.0 1.0 1.0 1.0
Plant Operator 15.0 15.0 15.0 15.0 15.0 15.0
Truck Loading Operator NA 1.0 1.0 1.0 1.0 1.0
Control Center Tech. 3.0 3.0 3.0 3.0 3.0 3.0
Division Total FTE 42.26 46.5 46.5 46.5 46.5 46.5
The requested staff increase raises the current staffing from 42.25 FTE to 46.5 FTE.
Using industry staffing benchmarks for a facility of this size and complexity, we would
normally expect an operations staff of 39 FTE to 50 FTE. Therefore, the proposed staff
increase is well within industry standards.
Consultant's Opinion:
,.,
While the current staffing is adequate for routine operations, the division is behind in
meeting its responsibilities for gate and valve exercising and its goals for updating and
revising operating procedures. The division is requesting a staff increase to accomplish
these tasks.
While there is a real need to not let gate and valve exercising fall behind and to keep
operating procedures up to date, adding 2 FTE Senior Operators to the staff is not the
only means to reach these objectives. As an alternative, we recommend that the division
explore adding 2 FTE in the Plant Operator classification to perform gate and valve
exercising and out -sourcing the writing of operating procedures to a technical writer with
a plant operations background. A skilled technical writer will be able to update and
develop new operating procedures more quickly and proficiently than Operations staff.
Operations staff will still fill the critical role of field verifying the procedures and providing
feedback to the writer.
The division is requesting 1 FTE as a full-time Training Coordinator to coordinate
technical and CIP program vendor training. Training is currently coordinated through
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OCSD's Human Resources Employee Development department. The division believes
that a full-time Training Coordinator directly involved with Operations, would increase the
level of technical training that is needed by the Operations staff.
Technical and CIP program vendor training is applicable to both the Operations and
Maintenance divisions. Because it applies to the majority of the O&M staff, not only
Divisions 830, we recommend that this function be centrally coordinated instead of
separately coordinated by each division. As an alternative, we recommend centralizing
an O&M Training Coordinator under Division 820. Because technical training will
become a critical issue within the next 5 years, as senior O&M staff retires and is
replaced with entry level staff, we further recommend that Division 820 explore creating
a fully functional O&M training support element.
The division is also requesting 0.25 FTE as Administrative Assistant to assist the
FM Chief Operator with preparing documents and reports. We agree with the need for
additional administrative support to assist the Chief Operator with document and
report preparation.
Im Our recommended staffing for Division 830 for the next five years is shown in the
following table.
a*
Division 830 YR 05106 YR 06107 YR 07108 YR 08109 YR09110 YR 10111
Position Title
Operations Manager
0.5
0.5
0.5
0.5
0.5
0.5
Chief Operator
1.0
1.0
1.0
1.0
1.0
1.0
Administrative Assistant
0.75
1.0
1.0
1.0
1.0
1.0
Operations Supervisor
7.0
7.0
7.0
7.0
7.0
7.0
Senior Operator
15.0
15.0
15.0
15.0
15.0
15.0
Training Coordinator
NA
NA
NA
NA
NA
NA
Plant Operator
15.0
17.0
17.0
17.0
17.0
17.0
Truck Loading Operator
NA
1.0
1.0
1.0
1.0
1.0
Control Center Tech.
3.0
3.0
3.0
3.0
3.0
3.0
am Division Total FTE 42.26 46.5 46.6 46.6 46.6 45.6
The recommended staff increase raises the current staffing from 42.25 FTE to 45.5 FTE.
a. Using industry staffing benchmarks for a facility of this size and complexity, we would
normally expect an operations staff of 39 FTE to 50 FTE. Therefore, the proposed staff
increase is well within industry standards.
Retirement of senior staff in the next 5 years will have a significant impact on this
division. Over the next 5 years it is anticipated that up to 17 vacancies will be created
through retirement. It is essential that trained personnel be available to fill the vacancies
created when senior staff retires. The division must anticipate the vacancies retirement
will create and hire replacement staff to fill the voids. Further, the District and division
must be prepared for short-term staff increases, above the norm, so that new employees
can be trained to fill retirement vacancies. For example, if a senior employee is planning
to retire in the coming year, the division should hire a replacement no later than six
months before the retirees last day on the job. This applies whether or not the retiree's
position is filled by a lateral or vertical move by an existing employee within the
organization or the replacement is a direct hire.
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5.2.7 Division 840
�►
This division is currently staffed at 47.5 FTE. Division management sees this division as
adequately staffed for routine operations. However like division 830, it is falling behind
with the same tasks. These tasks include gate and valve exercising, updating existing
operating procedures, and developing SOPs for new equipment installed under the
CIP program.
Division staff is requesting the addition of 2 FTE as Senior Operator to develop SOPs
and 6 FTE as Plant Operator to operate new equipment at the completion of the CIP
program. In contrast, Division management is requesting the addition of 1 FTE as a
Senior Operator for these tasks and 1 FTE as a Training Coordinator to the division staff.
The following table shows the staffing requested by Division management for the next
five years. Note: The addition of 6 FTE as requested by Division staff is not included in
the table because this increase would occur in YR 11/12.
Division 840 YR 05106 YR 06107 YR 07108 YR 08/09 YRO9110 YR 10111
Position Title
Operations Manager 0.5 0.5 0.5 0.5 0.5 0.5
Chief Operator 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Operations Supervisor 8.0 8.0 8.0 8.0 8.0 8.0
Senior Operator 11.0 12.0 12.0 12.0 12.0 12.0
Training Coordinator NA 1.0 1.0 1.0 1.0 1.0
Plant Operator 24.0 24.0 24.0 24.0 24.0 24.0
Truck Loading Op. 1.0 1.0 1.0 1.0 1.0 1.0
Control Center Tech. 1.0 1.0 1.0 1.0 1.0 1.0
Division Total FTE 47.6 49.5 49.5 49.5 49.5 49.5
Consultant's Opinion:
Although the current staffing is adequate for routine operations, the division is behind in
meeting its responsibilities for gate and valve exercising and its goals for updating and
revising operating procedures.
While there is a real need to not let gate and valve exercising tasks fall behind and to
keep operating procedures up to date, adding 1 FTE Senior Operator to the staff is not
the only means to reach these objectives. As an alternative, we recommend that the
division explore adding 1 FTE in the Plant Operator classification to perform gate and
valve exercising tasks and out -sourcing the writing of operating procedures to a
technical writer with a plant operations background. A skilled technical writer will be able
to update and develop new operating procedures more quickly and proficiently than
Operations staff. Operations staff will still fill the critical role of field verifying the
procedures and providing feedback to the writer.
The division is requesting 1 FTE as a full-time Training Coordinator to coordinate
technical and CIP program vendor training. Training is currently coordinated through
OCSD's Human Resources Employee Development department. The division believes
that a full-time Training Coordinator directly involved with Operations, would increase the
level of technical training that is needed by the Operations staff.
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Technical and CIP program vendor training is applicable to both the Operations and
Maintenance divisions. Because it applies to the majority of the O&M staff, not only
am Division 840, we recommend that this function be centrally coordinated instead of
separately coordinated by each division. As an alternative, we recommend centralizing
an O&M Training Coordinator under Division 820. Because technical training will
so become a critical issue within the next 5 years, as senior O&M staff retires and is
replaced with entry level staff, we further recommend that Division 820 explore creating
a fully functional O&M training support element.
" Our recommended staffing for Division 840 for the next five years is shown in the
following table.
Division 840 YR 05106 YR 06107 YR 07108 YR 08109 YR09110 YR 10111
Position Title
Operations Manager 0.5 0.5 0.5 0.5 0.5 0.5
Chief Operator 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Operations Supervisor 8.0 8.0 8.0 8.0 8.0 8.0
Senior Operator 11.0 11.0 11.0 11.0 11.0 11.0
Training Coordinator NA NA NA NA NA NA
Plant Operator 24.0 25.0 25.0 25.0 25.0 25.0
Truck Loading Op. 1.0 1.0 1.0 1.0 1.0 1.0
Control Center Tech. 1.0 1.0 1.0 1.0 1.0 1.0
Division Total FTE 47.6 48.6 48.5 48.5 48.5 48.5
Im
The recommended staff increase raises the current staffing from 47.5 FTE to 48.5 FTE.
Using industry staffing benchmarks for a facility of this size and complexity, we would
'f" normally expect an operations staff of 39 FTE to 50 FTE. Therefore, the proposed staff
increase is well within industry standards.
Retirement of senior staff in the next 5 years will have a significant impact on this
division. Over the next 5 years it is anticipated that up to 27 vacancies will be created
through retirement. It is essential that trained personnel be available to fill the vacancies
created when senior staff retires. The division must anticipate the vacancies retirement
will create and hire replacement staff to fill the voids. Further, the District and division
must be prepared for short-term staff increases, above the norm, so that new employees
can be trained to fill retirement vacancies. For example, if a senior employee is planning
to retire in the coming year, the division should hire a replacement no later than six
months before the retirees last day on the job. This applies whether or not the retiree's
position is filled by a lateral or vertical move by an existing employee within the
organization or the replacement is a direct hire.
5.2.8 Division 850
This division, particularly the mechanical maintenance department, will see a significant
increase in the number of pieces of new equipment requiring predictive, preventive, and
corrective maintenance added through the CIP program. Currently, overtime in this
division is 11 %, and work order backlog is currently 6 weeks.
In order to reduce backlog, overtime, and take on responsibility for maintaining new
equipment; Division management is requesting the addition of 4 FTE as Senior
Maintenance Worker in YR 06/07.
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me
Division management is not requesting any increase in power production (Cen-Gen)
staffing at this time. However, if air quality limits and regulations change, warranting an
increase in monitoring, then there could potentially be a need to increase power
production staff. Overtime is generally low.
�. Division management is requesting staffing levels shown in the following table for the
next five years:
Division 850 YR 05106 YR 06107 YR 07108 YR 08109 YR09110 YR 10111
Position Title
Maintenance Manager
0.5
0.5
0.5
0.5
0.5
0.5
Sr. Maintenance Sup
1.0
1.0
1.0
1.0
1.0
1.0
Maintenance Supervisor
5.0
5.0
5.0
5.0
5.0
5.0
Engineering Asst. 1
1.0
1.0
1.0
1.0
1.0
1.0
RCM Coordinator
1.0
1.0
1.0
1.0
1.0
1.0
CMMS Tech II
2.0
2.0
2.0
2.0
2.0
2.0
Administrative Assistant
1.0
1.0
1.0
1.0
1.0
1.0
Maintenance Specialist
3.0
3.0
3.0
3.0
3.0
3.0
Lead Power Plant Op
1.0
1.0
1.0
1.0
1.0
1.0
Power Plant Operator II
9.0
9.0
9.0
9.0
9.0
9.0
Lead Mechanic
3.0
3.0
3.0
3.0
3.0
3.0
Sr. Mechanic
30.0
30.0
30.0
30.0
30.0
30.0
Sr. Maintenance Worker
1.0
5.0
5.0
5.0
5.0
5.0
Subtotal
68.6
62.6
62.6
62.6
62.6
62.6
Re -Build Shop
Position Title
Supervisor
NA
1.0
1.0
1.0
1.0
1.0
Lead Mechanic
NA
1.0
1.0
1.0
1.0
1.0
Lead Weld/Fabricator
NA
1.0
1.0
1.0
1.0
1.0
Sr. Mechanic
NA
3.0
3.0
3.0
3.0
3.0
Machinist
NA
1.0
1.0
1.0
1.0
1.0
Weld/Fabricator
NA
2.0
2.0
2.0
2.0
2.0
Subtotal
9.0
9.0
9.0
9.0
9.0
Division Total FTE
68.6
71.6
71.6
71.6
71.6
71.6
em
Consultant's Opinion:
The division is currently staffed with 41 FTE associated with mechanical maintenance,
10 FTE associated with power production (Cen-Gen) functions and 7.5 FTE associated
with CMMS and administrative functions. The division has work order backlogs and
overtime rates higher than industry norms. Division management is requesting adding
4 FTE entry-level positions (Senior Maintenance Workers) to the staff. This will increase
the division staff dedicated to mechanical maintenance to 45 FTE.
■" Using industry staffing benchmarks for facilities of this size and complexity, we would
normally expect a combined maintenance staff (Divisions 850 and 860) of 78 FTE to
113 FTE. If we assume that maintenance work is 45% mechanical and 55%
electrical/instrumentation, then the mechanical maintenance staff should number 35 FTE
to 51 FTE. Therefore, the proposed staff increase to 45 FTE dedicated to mechanical
maintenance is within industry standards.
In our opinion Division management's requested staff increase is modest and is well
within the norm for facilities of this size and complexity. We also concur with the increase
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(M
Am
being made at entry-level positions which will allow the Division to train the new
employees for senior positions as they become available.
Our recommended staffing for Division 840 for the next five years is shown in the
following table.
Division 850 YR 06106 YR 06107 YR 07108 YR 08109 YR09110 YR 1Oil 1
Position Title
Maintenance Manager 0.5 0.5 0.5 0.5 0.5 0.5
Sr. Maintenance Sup 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Supervisor 5.0 5.0 5.0 5.0 5.0 5.0
Engineering Asst. 1 1.0 1.0 1.0 1.0 1.0 1.0
RCM Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
CMMS Tech II 2.0 2.0 2.0 2.0 2.0 2.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Specialist 3.0 3.0 3.0 3.0 3.0 3.0
Lead Power Plant Op 1.0 1.0 1.0 1.0 1.0 1.0
Power Plant Operator II 9.0 9.0 9.0 9.0 9.0 9.0
Lead Mechanic 3.0 3.0 3.0 3.0 3.0 3.0
Sr. Mechanic 30.0 30.0 30.0 30.0 30.0 30.0
Sr. Maintenance Worker 1.0 5.0 5.0 5.0 5.0 5.0
Subtotal 58.6 62.5 62.5 62.6 62.5 62.5
Re -Build Shop
Position Title
Supervisor NA 1.0 1.0 1.0 1.0 1.0
Lead Mechanic NA 1.0 1.0 1.0 1.0 1.0
Lead Weld/Fabricator NA 1.0 1.0 1.0 1.0 1.0
Sr. Mechanic NA 3.0 3.0 3.0 3.0 3.0
Machinist NA 1.0 1.0 1.0 1.0 1.0
Weld/Fabricator NA 2.0 2.0 2.0 2.0 2.0
Subtotal 9.0 9.0 9.0 9.0 9.0
Division Total FTE 58.5 71.5 71.6 71.5 71.6 71.5
Retirement of senior staff in the next 5 years will have a significant impact on this
division. Over the next 5 years it is anticipated that up to 31 vacancies will be created
through retirement. It is essential that trained personnel be available to fill the vacancies
created when senior staff retires. The division must anticipate the vacancies retirement
will create and hire replacement staff to fill the voids. Further, the District and division
must be prepared for short-term staff increases, above the norm, so that new employees
,m.
can be trained to fill retirement vacancies. For example, if a senior employee is planning
to retire in the coming year, the division should hire a replacement no later than six
months before the retirees last day on the job. This applies whether or not the retiree's
position is filled by a lateral or vertical move by an existing employee within the
organization or the replacement is a direct hire.
5.2.9 Division 860
New equipment and instrumentation installed during the CIP program will increase this
division' workload and demand additional maintenance support. Electrical and
instrumentation controls in each major process under construction will require predictive,
preventive and corrective maintenance. Automation of existing and new processes
requires accurate and timely calibration of remote sensors for these systems to function
as designed. In the past, this division' aggressive infrared and vibration testing program
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have off -set the need for additional staff. However, the increase in new equipment and
instrumentation will require additional personnel maintain it at
peak performance.
Division staff is requesting the addition of 1 HVAC Crew (1 FTE-Lead Electrical Tech,
,�.
4 FTE-Electrical Technician 1), 3 FTE-Electrician 11, 3 FTE-Instrument
Technician 11,
and 2 FTE-CMMS and Maintenance Planning Support Specialists to maintain existing
and new equipment over the next five years. In contrast, Division management is
requesting a staff increase of 1 FTE as Electrical Technician I
and 1 FTE as Instrument
Technician I during YR 06/07. The Electrical and Instrument Technician I positions are
entry-level positions which will allow the division to train the new employees for senior
positions as they become available.
Staffing, at the level requested by Division staff, for the next five
years is shown in the
following table.
Division 860 YR 05/06 YR 06107 YR 07108
YR 08109 YR09110 YR 10111
Electrical/Instrumentation
Position Title
Maintenance Manager 0.5 0.5 0.5
0.5 0.5 0.5
Administrative Assistant 1.0 1.0 1.0
1.0 1.0 1.0
Office Assistant 1.0 1.0 1.0
1.0 1.0 1.0
Sr. Maintenance Sup 1.0 1.0 1.0
1.0 1.0 1.0
Maintenance Supervisor 6.0 6.0 6.0
6.0 6.0 6.0
Maintenance Specialist 3.0 4.0 4.0
4.0 4.0 4.0
CMMS Technician II 2.0 3.0 3.0
3.0 3.0 3.0
Lead Electrical Tech 2.0 3.0 3.0
3.0 3.0 3.0
Lead Instrumentation Tech 2.0 2.0 2.0
2.0 2.0 2.0
Electrical Technician II 14.0 17.0 17.0
17.0 17.0 17.0
Electrical Technician 1 1.0 5.0 5.0
5.0 5.0 5.0
Instrumentation Technician II 20.0 23.0 23.0
23.0 23.0 23.0
Instrumentation Technician 1 1.0 1.0 1.0
1.0 1.0 1.0
Division Total FTE 64.5 67.5 67.5
67.6 67.6 67.5
Contrasting the request by Division staff, the staffing requested by Division management
for the next five years is shown in the following table.
Division 860 YR 05106 YR 06107 YR 07108
YR 08109 YRO9110 YR 10111
Electricallinstrumentation
Position Title
Maintenance Manager 0.5 0.5 0.5
0.5 0.5 0.5
Administrative Assistant 1.0 1.0 1.0
1.0 1.0 1.0
Office Assistant 1.0 1.0 1.0
1.0 1.0 1.0
Sr. Maintenance Sup 1.0 1.0 1.0
1.0 1.0 1.0
Maintenance Supervisor 6.0 6.0 6.0
6.0 6.0 6.0
Maintenance Specialist 3.0 3.0 3.0
3.0 3.0 3.0
CMMS Technician II 2.0 2.0 2.0
2.0 2.0 2.0
Lead Electrical Tech 2.0 2.0 2.0
2.0 2.0 2.0
Lead Instrumentation Tech 2.0 2.0 2.0
2.0 2.0 2.0
Electrical Technician 11 14.0 14.0 14.0
14.0 14.0 14.0
Electrical Technician 1 1.0 2.0 2.0
2.0 2.0 2.0
Instrumentation Technician II 20.0 20.0 20.0
20.0 20.0 20.0
Instrumentation Technician 1 1.0 2.0 2.0
2.0 2.0 2.0
Division Total FTE 54.5 56.5 56.5
56.5 66.5 56.5
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Consultant's Opinion:
The division is currently staffed with 54.5 FTE associated with electrical and
instrumentation maintenance. The division has work order backlogs and overtime rates
higher than industry norms. Division staff is requesting the addition of 13 FTE for various
positions within the Division. However, Division management is requesting adding 2 FTE
entry-level positions to the staff.
The staffing requested by Division staff will increase the Division to 67.5 FTE. Using
industry staffing benchmarks for facilities of this size and complexity, we would normally
expect a combined maintenance staff (Divisions 850 and 860) of 78 FTE to 113 FTE.
,..
If we assume that maintenance work is 45% mechanical and 55% electrical/
instrumentation, then the electrical/instrumentation maintenance staff would number
43 FTE to 62 FTE. The proposed staff increase to 67.5 FTE is above industry
benchmarks. In comparison, the staffing requested by Division management increases
the division to 56.5 FTE and is within industry benchmarks.
We concur with the modest staff increase requested by Division management. The
increase makes an effort toward providing additional staff to handle the anticipated
workload increase without pushing the staffing level above industry benchmarks. Our
recommended staffing for the Division, for the next five years, mirrors the staffing
requested by Division management and is shown in the following table.
Division 860 YR 05106 YR 06107 YR 07108 YR 08109 YRO9110 YR 10111
Electricallinstrumentation
Position Title
Maintenance Manager 0.5 0.5 0.5 0.5 0.5 0.5
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Office Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Sr. Maintenance Sup 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Supervisor 6.0 6.0 6.0 6.0 6.0 6.0
Maintenance Specialist 3.0 3.0 3.0 3.0 3.0 3.0
CMMS Technician II 2.0 2.0 2.0 2.0 2.0 2.0
Lead Electrical Tech 2.0 2.0 2.0 2.0 2.0 2.0
Lead Instrumentation Tech 2.0 2.0 2.0 2.0 2.0 2.0
Electrical Technician II 14.0 14.0 14.0 14.0 14.0 14.0
Electrical Technician 1 1.0 2.0 2.0 2.0 2.0 2.0
Instrumentation Technician II 20.0 20.0 20.0 20.0 20.0 20.0
Instrumentation Technician 1 1.0 2.0 2.0 2.0 2.0 2.0
Division Total FTE 64.6 66.5 56.6 56.5 56.5 56.5
nm
The Electrical Maintenance group has seen a decline in the number of personnel
qualified to maintain the 12KV distribution system. At one time, 7 FTE were qualified for
this work. Qualified staff has fallen to 4 "medium voltage" personnel, in part as a result of
retirement. Although there are employees within the division that would like training to do
this work, there currently is no incentive for them to shoulder the risk associated with
working on this system. The District and division must carefully consider whether or not it
is in the best interest to continue to maintain in-house capability to service the 12 KV
systems. We suggest that the District evaluate the cost versus benefits of maintaining in-
house capability to service the 12 KV equipment and out -sourcing this work and its
associated risk to qualified contractors.
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The District' HVAC equipment is currently maintained by this division. (Note: The HVAC
maintenance program will be transferred to Division 850 in July, 2006.) Field staff has
requested adding an HVAC crew consisting of a Lead Electrical Technician and four
(4) Electrical Technicians to the division staff. It is our recommendation that the District
evaluate the cost benefits of out -sourcing HVAC maintenance to a qualified contractor.
We further recommend that the District consider transferring management of the HVAC
contractor to Division 430.
Senior staff retirement in the next 5 years will have a significant impact on this division.
Over the next 5 years it is anticipated that up to 36 vacancies will be created through
retirement. It is essential that trained personnel be available to fill the vacancies created
when senior staff retires. The division must anticipate the vacancies retirement will
create and hire replacement staff to fill the voids. Further, the District and division must
be prepared for short-term staff increases, above the norm, so that new employees can
be trained to fill retiree vacancies. For example, if a senior employee is planning to retire
in the coming year, the division should hire a replacement no later than six months
before the retirees last day on the job. This applies whether or not the retirees' position
is filled by a lateral or vertical move by an existing employee within the organization or
the replacement is a direct hire.
5.2.10 Staffing Summary
The following tables present the Division' requested staffing and the Consultants'
FM recommended staffing for the next five years. Generally the FTE requested by the
divisions and the Consultants' recommended FTE for each division is in close
agreement. The exception to this generally close agreement is the difference between
ow the requested and recommended staff for Division 420.
MM Division' Requested Staffing Summary
Division YR 05106 YR 06107 YR 07108 YR 08109 YR09110 YR 10111
'M 410 8.0 10.0 11.0 11.0 11.0 11.0
420 24.0 48.0 48.0 48.0 48.0 48.0
430 30.0 21.0 23.0 23.0 23.0 25.0
„a 810 5.0 5.0 5.0 5.0 5.0 5.0
820 15.5 20.0 21.0 21.0 21.0 21.0
830 42.25 46.5 46.5 46.5 46.5 46.5
840 47.5 49.5 49.5 49.5 49.5 49.5
rM 850 58.5 71.5 71.5 71.5 71.5 71.5
860 54.5 56.5 56.5 56.5 56.5 56.5
FM
FM
Total FTE 285.25 328.0 332.0 332.0 332.0 334.0
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OCSD Staffing Study
Consultant's Recommended Staffing Summary
Division
YR 05106
YR 06/07
YR 07/08
YR 08/09
YRO9110
YR 10/11
410
8.0
10.0
11.0
11.0
11.0
11.0
420
24.0
31.0
31.0
31.0
31.0
31.0
430
30.0
21.0
23.0
23.0
23.0
25.0
810
5.0
5.0
5.0
5.0
5.0
5.0
820
15.5
21.5
22.5
22.5
22.5
22.5
830
42.25
45.5
45.5
45.5
45.5
45.5
840
47.5
48.5
48.5
48.5
48.5
48.5
850
58.5
71.5
71.5
71.5
71.5
71.5
860
54.5
56.5
56.5
56.5
56.5
56.5
Total FTE
285.25
310.5
314.5
314.5
314.5
316.5
Staffing increases over the next five years will only minimally change O&M benchmark
values for OCSD. Using the Consultant's recommended staffing for Divisions 830 and
840, operations staff will increase from 89.75 FTE to 94.0 FTE. Assuming a rated plant
capacity of 280 mgd, this increase equates to 0.34 FTE/mgd in YR 2010/11. Likewise,
using the Consultant's recommended staffing for Divisions 850 and 860, maintenance
staff will increase from 113.0 FTE to 128.0 FTE. This increase equates to 0.47 FTE/mgd.
(Note: A significant portion of the staff increase in Division 850 is the result of
transferring the Re -Build Shop from Division 430 to Division 850.) Looking at the entire
operations and maintenance staff (Divisions 830, 840, 850, and 860); total FTE would
increase from 202.75 FTE in YR 05/06 to 222 FTE in YR 10/11. This increases the total
staffing benchmark for operations and maintenance to 0.79 FTE/mgd by YR 10/11.
While this value is still within the AMSA and HDR Engineering benchmarks future staff
increases will need to be given careful consideration.
O&M staffing has shown a steady increase since 2000, when the District reached its
goal to reduce staff by 15% to remain competitive. As shown in the following chart, staff
has increased from 240 FTE, at that time, to its current level of 285.25 FTE. As projected
by our recommendations for the next five years, staff will further increase to 316.5 FTE
by YR 10/11.
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OCSD Staffing Study
In order to continue to remain competitive and avoid raising rates, the District must
examine its current O&M business practices to discover new ways to do more with
less. OCSD's core business is wastewater collection and treatment. We strongly
recommend that the District examine O&M functions that are not directly related to the
core business to determine the cost-effectiveness of continuing to maintain in-house
capability to perform these functions or to out -source peripheral work to competent,
qualified private contractors.
W
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