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Home My WebLink About1997-10-08-L.t D In the Offic.e of the Secreta County Sanitation ~istrict{~ a ,d No(s) £, ;J,'3,,-S; /,, Z /4. J /-17 OCT 221997 DRAFT County Sanitation Districts of Orange County, California P.O. Box 8127 • 10844 Ellis Avenue Fountain Valley, CA 92728-8127 Telephone: (714) 962-2411 By £.f . MINUTES OF FINANCE, ADMINISTRATION AND HUMAN RESOURCES COMMITTEE Wednesday, October 81 1997, 5:30 P.M. A meeting of the Finance, Administration and Human Resources Committee of the County Sanitation Districts Nos. 1, 2, 3, 5, 6, 7, 11, 13 and 14 of Orange County, California was held on Wednesday, October 8, 1997, at 5:30 p.m., at the Districts' Administrative Offices. ROLL CALL The roll was called and a quorum declared present, as follows: Committee Directors Present: George Brown, Chair John J. Collins, Joint Chair Jan Debay Barry Denes Norman Z. Eckenrode Mark Leyes Thomas R. Saltarelli Mark Schwing Peer Swan, Vice Joint Chair Committee Directors Absent : Mark A Murphy William G. Steiner Other Directors Present: None APPOINTMENT OF A CHAIR PRO TEM No appointment was necessary. PUBLIC COMMENTS No comments were made. APPROVAL OF MINUTES Staff Present: Blake Anderson, Assistant General Manager Gary Streed, Director of Finance Mike Peterman, Director of Human Resources Nancy Wheatley, Director of Technical Services Michelle Tuchman, Director of Communications Gregg Mathews, Principal Administrative Analyst Mike White, Controller Marc Dubois, Contracts/Purchasing Manager Nick Arhontes, Maintenance Manager Doug Stewart, Engineering Manager Lisa Lorey, Human Resources Manager Ed Torres, Engineering Supervisor Adriana Renescu, Permit & Enforcement Supervisor Lenora Crane, Committee Secretary Others Present: Tom Woodruff, General Counsel The minutes of the September 10, 1997 meeting of the Finance, Administration and Human Resources Committee were approved as drafted. Minutes of Finance, Admin. and Human Resources Committee Page2 ) October 8, 1997 REPORT OF THE COMMITTEE CHAIR The Committee Chair had no report. REPORT OF THE GENERAL MANAGER The General Manager had no report. REPORT OF ASSISTANT GENERAL MANAGER • The Assistant General Manager reported that attempts to get funding from the Bureau of Reclamation for the Orange County Regional Reclamation Project for federal fiscal year 97/98 were unsuccessful, despite recent meetings with California political leaders. We were attempting to obtain an initial funding of $500,000. The project is expected to cost up to $200 million. The funds have already been authorized, but it has been difficult to actually get them appropriated. Mr. Anderson advised that he will be working with Nancy Wheatley and the Water Districts to develop a strategy for the next fiscal year. He advised, the good news is that the level of spending currently occurring is relatively minor between the Sanitation Districts and the Water District. • Regarding the Orange County Regional Reclamation Project, Mr. Anderson advised that focus group sessions were conducted Monday and Tuesday of last week and Monday and Tuesday of this week. Mr. Anderson noted that he and several staff members, that included Nancy Wheatley, Michelle Tuchman and Director Swan, attended some of the sessions. The discussion group consisted of 12 people and a facilitator and was observed by staff and Adler Communications over the two-week period to watch the public's reaction to reclaimed water issues. From these sessions, the word "reverse osmosis" was identified as a key word in understanding how this project works. It was also learned that the public must be confident that the technology will work, and in who will make sure it works. They also learned that it is important that the message we send is clear and supersedes any negativity. One of the tapes used in group sessions was a tape made by KFI Radio and is available to anyone wishing to listen to it. • The Rate Advisory Committee will be meeting tomorrow for their ninth and closing meeting. The Directors were invited to attend. REPORT OF THE DIRECTOR OF FINANCE • Mr. Streed advised the Committee that the monthly Treasurer's Report was distributed prior to the meeting in accordance with policy. There was a small decrease in the cash on hand - down to $360 million. • The unrealized loss reported last month has been turned around and we had a small unrealized gain at the end of September. • We expect to receive property tax apportionments the latter part of November and early part of December which will be a combination of user fees and property taxes. We expect to receive about $8 million in November and $32 million in December. • Since the property tax bills have been mailed, over the last couple of weeks we have received over 200 phone calls from taxpayers. This usually occurs when the property tax bills are received and again when the taxpayers make their payments. The number of calls received is not significantly more that than we usually receive during this time of year. Minutes of Finance, Admin. and Human Resources Committee Page 3 ~ October 8, 1997 REPORT OF THE DIRECTOR OF HUMAN RESOURCES The Director of Human Resources had no report. REPORT OF THE DIRECTOR OF COMMUNICATIONS • The Director of Communications advised the Committee that the first meeting with the City of Los Angeles and the County of Los Angeles on a public outreach program to conserve water during rainstorms resulted in an article in the Times. National Public Radio picked up the story and interviewed someone from County of LA. Good Morning America did some filming in the City of LA. The message is getting out. We will be meeting again with the two agencies on November 4th to discuss a joint press conference. • The Orange County Water District and the MWDOC have requested the formation of combined water conservation program in Orange County. REPORT OF GENERAL COUNSEL General Counsel Tom Woodruff updated the Committee on the Ventura County court case ruling regarding the California Employee's Retirement System Act of 1937. Mr. Woodruff handed out a memo which he felt would be helpful to the Directors in their respective cities. He advised that those cities with fire and police services would be hardest hit. CONSENT CALENDAR ITEMS (1 -9) 1. FAHR97-64: 2. FAHR97-65: 3. FAHR97-66: RECEIVE AND FILE TREASURER'S REPORT FOR THE MONTH OF SEPTEMBER 1997 AND FORWARD TO THE JOINT BOARDS: The Treasurer's Report was handed out at the FAHR Committee meeting in accordance with the Board-approved Investment Policy, and in conformance to the Government Code requirement to have monthly reports reviewed within 30 days of month end. RECEIVE AND FILE CERTIFICATES OF PARTICIPATION (COP) REPORT RECEIVE AND FILE EMPLOYMENT STATUS REPORT: Total head count at the Districts as of September 17, 1997 MOTION: Moved, seconded and carried to approve the recommended actions for items specified as 1 through 3 under "Consent Calendar." ACTION ITEMS (Nos. 1 O -11) 4. FAHR97-67: ADOPT RESOLUTION NO. 97-XX, DELEGATING AUTHORITY TO THE GENERAL MANAGER AND STAFF RE EXPENDITURE OF DISTRICTS' FUNDS AND PERSONNEL ISSUES. COMMITTEE DISCUSSION: Assistant General Manager Blake Anderson advised that last year we started looking at delegation of authority as it applies to two areas: Administrative procedures within the agency, which was being addressed tonight; and how we procure contracts and Minutes of Finance, Admin. and Human Resources Committee Page4 ) October 8, 1997 5. FAHR97-68: consultant services for the capital improvement program, which the PDC Committee will address for the first time in November. Doug Stewart, Ed Torres and Marc Dubois were assigned to streamline the administrative procedures. Four areas will be affected by the changes in the delegation of authority: Procurement and Contracts; Travel and Training; Hiring, Promotions, Disciplinary Action and Performance Evaluation; Time Cards and Overtime. Mr. Anderson gave an overview of the history of the Districts' current Delegation of Authority, reviewed some of the limitations of Resolution No. 95-62, the capital project approvals process, the administrative approvals process, the purpose of delegating GM authority, administrative controls, checks and balances in place, the procurement process. He reviewed the current delegation levels and proposed delegation of authority levels for budgeted and unbudgeted procurements and contracts. There will be training for those employees who are given new levels of authority. Marc Dubois reviewed the Purchasing Divisions' reporting process, requisition process for budgeted and unbudgeted items, internal bidding policies, sole sourcing policies and the competitive bid process. He also advised that unbudgeted items require a budget transfer which must be approved by the Department Head and Director of Finance. The Districts does have an inventory control program to protect, monitor and track inventory. Mr. Anderson advised that even when an unbudgeted item is approved by the Department Head, the Department Head must still work within the overall budget approved for his department. Gary Streed advised that whenever there is a request for an unbudgeted item, we have to trade that for other items in the budget to equal out. This is one of the Districts' Budget Assumptions. Mr. Anderson advised that trades between budgets such as personnel and equipment are not allowed. The Committee was concerned about possible areas of abuse, especially unbudgeted procurements, professional contracts and personal service agreements, the number of times a supervisor can tap into his level of authority. There was discussion on whether there should be a column for Committee approvals on items pointed out during the budget process. MOTION: Moved, seconded and approved to direct staff to bring this item back to the Committee next month after reconsidering some of the areas relating to Procurement and Contracts such as: Delegated limits and unbudgeted delegations, especially as they relate to service contracts and professional services; and consideration as to what level Committees should get involved in the process. ADOPT RESOLUTION NO. 97-XX, IMPLEMENTING THE DISTRICT'S HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL. COMMITTEE DISCUSSION: Human Resources Director Mike Peterman advised the Committee that there are currently eight separate policy documents, including Memoranda of Understanding (MOU), Resolution 95-105 -Classification and Other Terms, Conditions, Rules and Regulations of Employment, the employee handbook, and the "Redbook" which is a summary of the Districts' Human Resources Policies and Procedures. The proposed handbook combines all of these documents into one manual, incorporating all Human Resources' policies and Minutes of Finance, Admin. and Human Resources Committee Page 5 ) October 8, 1997 procedures which management can use to consistently implement Districts' policy. He further advised that adoption of the Resolution will not add or significantly change any policies and/or procedures already adopted by the Boards. Mr. Peterman reviewed the benefits of combining all policies and procedures into one manual. He further advised that the document will be distributed to all supervisors and will be placed into an "Intranet" form on their computers. Mr. Peterman stated that the Resolution staff is recommending would authorize the General Manager to make and implement procedural changes to the Human Resources Policies and Procedures Manual without having to change the Resolution each time one is made. The recommended action is to approve the Resolution. The FAHR Committee and Boards of Directors would approve salary ranges, changes affecting assignment of a job classification to a salary range, or any provision within a MOU within the Districts' unions. A semi-annual report will be made to the FAHR Committee in October and April of each year, reflecting the redline/strikeout version of any policy that was changed, edited or added during the previous six months. The Committee pointed out that the language on page 3 of the AIT should be corrected to read, " ... would authorize the General Manager to make and implement procedural changes to the Human Resources Policies ... " Also, on page 1 of Section A, under "Call-Back Pay," the word "Supervisor'' should be inserted on line two after the words, "to work by the ... " MOTION: Moved, seconded and carried to recommend that the Joint Boards adopt Resolution No. 97-XX, implementing the Districts' Human Resources Policies and Procedures Manual. INFORMATIONAL PRESENTATIONS 6. FAHR97-69: COMMUNICATIONS' AUDIT RESULTS AND EXTERNAL COMMUNICATIONS PROGRAM AND STRATEGIES COMMITTEE DISCUSSION: Communications Director Michelle Tuchman reviewed the results of the third Communications audit conducted at the end of May and beginning of June, which primarily targeted the Department's internal customers. There was a 34% response rate with 191 employees responding. Since the department was established in fiscal year 1995-96, emphasis has been given to establishing a strong internal communications program . The employee newsletter has been expanded, a bulletin board program has been established, and the General Manager conducts regular meetings with employee groups. Other special programs have also been established. The results of the current audit reflects continued anxiety over a changing culture, as well as the aftermath of last year's workforce investigation. The rapid pace of change and the workplace investigation were the two most cited events/issues mentioned by employees. It is anticipated that morale will improve over time as the impact of the workforce investigation fades. However, continued anxiety over changes in the organization is expected. Minutes of Finance, Admin. and Human Resources Committee , _____ Page 6 '. October 8, 1997 Mrs. Tuchman also gave an overview of the Districts' External Communications Program which is one of the critical goals for the agency. Some of the strategies that have begun include such activities as Plant tours, Legislators' Day, presentations to community groups and schools, hosting on-site meetings, RAC, PAC, OCR Project, and working with the news media. 7. OMTS97-015: REGIONAL COLLECTION SYSTEM DISTRICTS-WIDE POLICIES REGARDING SYSTEM MANAGEMENT (ALL DISTRICTS) PROPOSED BY TECHNICAL SERVICES AND GENERAL SERVICES ADMINISTRATION DEPARTMENTS IN COOPERATION WITH THE DISTRICTS' BOARD OF DIRECTORS AND LOCAL AUTHORITIES (CITIES) CLOSED SESSION COMMITTEE DISCUSSION: Maintenance Manager Nick Arhontes gave a slide presentation and overview of the regional collection system, stakeholder issues, and the Districts' Strategic Plan. He and his staff have been visiting all of the cities in the northern and western part of the county to collect information and help them understand the issues. Districts' staff was well received and are getting collaboration on the issues. Permit and Enforcement Supervisor Adriana Renescu reported that for the past two years, a federal advisory committee, sponsored by the US EPA, comprised of members from sewerage agencies, regulatory agencies, municipalities and environmental groups, was formed to review regulatory oversight of sewer spills around the country, and to develop a consistent national policy for abatement. Nancy Wheatley, Director of Technical Services, is on the Committee. The advisory committee has indicated they would like to see better management of collection systems, particularly smaller systems and those which discharge to regional wastewater treatment plants. Ms. Renescu briefly described the purpose of the maintenance and operation program, the policies proposed by the Technical Services and General Services departments in order to comply with expected EPA and state regulatory requirements, and the necessity to form a partnership with local municipalities to resolve regional collection system management issues. There was no closed session. OTHER BUSINESS, COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY None. MATTERS WHICH A DIRECTOR WOULD LIKE STAFF TO REPORT ON AT A SUBSEQUENT MEETING None. MATTERS WHICH A DIRECTOR MAY WISH TO PLACE ON A FUTURE AGENDA FOR . ' Minutes of Finance, Admin. and Human Resources Committee Page 7 ') October 8, 1997 ACTION AND STAFF REPORT None. FUTURE MEETING DATES The next Finance, Administration and Human Resources Committee Meeting is scheduled for Wednesday, November 12, 1997, at 5:30 p.m. ADJOURNMENT The meeting was adjourned at 7:25 p.m. Submitted by: ~~~ Finance, Administration and Human Resources Committee Secretary H:\WP .OTA \Fl N\221 O\CRAN E\FAHR\FAHR.97\OCT\MIN10-97.DOC STATE OF CALIFORNIA ) ) ss. COUNTY OF ORANGE ) Pursuant to California Government Code Section 54954.2, I hereby certify that the Notice and the Agenda for the Finance, Administration and Human Resources meeting held on October 8, 1997, was duly posted for public inspection in the main lobby of the Districts' offices on October 1, 1997. IN WITNESS WHEREOF, I have hereunto set my hand this 8th day of October 1997. o the Boards of Directors of 1, 2, 3, 5, 6, 7, 11, 13 & 14 Posted: _thr, __ ._I _____ , 1997,/0:1r-~1P.M. By: ~ IL~ d ) ~ ~/~ ----='-------'------- H :\wp,dta\fin\2210\crane\FAHR\FAHR.97\SEPTICERTP07 97 ,doc DISTRIBUTION FAHR COMMITTEE MEETING PACKAGE Full Agenda Package Committee 16 & Mailing List Donald F. McIntyre 1 Blake P. Anderson 1 Dan Dillon 1 Marc Dubois 1 Linda Eisman 1 Jeff Esber 1 Ed Hodges 1 Steve Kozak 1 Penny Kyle 2 David Ludwin 1 Greg Mathews 1 Chris Dahl 1 Bob Ooten 1 Mike Peterman 1 Gary Streed 1 Michelle Tuchman 1 Terri Josway 1 Dan Tunnicliff (H.R.) 1 Nancy Wheatley 1 Mike White 1 Ed Torres 1 Laurie Arnold 1 Lisa Lorey 1 Nick Arhontes 1 Adriana Renescu 1 Gail Cain 1 Bob Geggie 1 Corina Chaudhry 1 Lenora Crane 1 File 1 Extras 3 Notices and Agenda 13 Posting 1 Jean Tappan (include Mins) 1 Angela Holden 1 Frankie Woodside 1 Patricia Magnante 1 Janet Gray 1 Fawn Elizondo 1 Debra Lecuna 1 Guard Shack (Ed Hodges) 1 Extras 3 (3-hole punched) (3-hole punched) (3-hole punched) (3-hole punched) Ron Zenk, Dist. 14 Treasurer's Report Only le H:\WP.DTA\FIN\2210\CRANE\FAHR\DISTLST.97 phone: [714) 962'24'11 meiUng address: RO. Bo~ 8127 R:Juntain Valley, CA 92728-8~27 streell address: 1 •a44 8 /ls Avenue Fountain Vall~. ·W.. 92708-7018 Member Ag!!nJ;ies • Cltles Anaheim Brea . Buens-Ptwk Cyp/;E/.;s Faunr:am llelley Fullerton HunrJn§CfJII Bf]aa_h ll'vine La Hebre L~ Palma, Los AlamRos Newport Beach f:ll'Bnge -Placantla Sam:s Ana Seal Beach Sranwn Tustin Ville Parle Yorpa Unda County of Orange Sanitary Districts Cas~a Mesa &Pden Grove MidwEQGicy Weter Dis~icts Jrvlne Ehinc/1 COUNTY Ll1TATION DISTRICTS OF •RA']E COUNTY, CALIFORNIA October 1, 1997 NOTICE OF MEETING FINANCE, ADMINISTRATION AND HUMAN RESOURCES COMMITTEE COUNTY SANITATION DISTRICTS NOS. 1, 2; 3, 5, 6, 7, 11, 13 AND 14 OF ORANGE COUNTY, CALIFORNIA WEDNESDAY, OCTOBER 81 1997 -5:30 P.M. DISTRICTS' ADMINISTRATIVE OFFICES 10844 ELLIS AVENUE FOUNTAIN VALLEY, CALIFORNIA 92708 A regular meeting of the Finance, Administration and Human Resources Committee of the Joint Boards of Directors of County Sanitation Districts Nos. 1 , 2, 3, 5, 6, 7, 11, 13 and 14 of Orange County, California, will be held at the above location, time and date. A Public Wastewater and Environmental Management Agency Committed to Protecting the Environment Since 1854 FINANCE, ADMINISTRATION AND HUMAN RESOURCES COMMITTEE TENTATIVELY SCHEDULED MEETING DATES FAHR Committee Joint Board Month Meetings Meetings October October 8, 1997 October 22, 1997 November November 12, 1997 November 19, 1997 December December10,1997 December 17, 1997 January January 14, 1998 January 28, 1998 February February 11, 1998 February 25, 1998 March March 11, 1998 March 25, 1998 April April 8, 1998 April 22, 1998 May May 13, 1998 May 27, 1998 June June 10, 1998 June 24, 1998 July July 8, 1998 July 29, 1998 August NONE SCHEDULED August 26, 1998 September September 9, 1998 September 30, 1998 October October 14, 1998 October 28, 1998 AGENDA REGULAR MEETING OF THE FINANCE, ADMINISTRATION AND HUMAN RESOURCES COMMITTEE COUNTY SANITATION DISTRICTS NOS. 1, 2, 3, 5, 6, 7, 11, 13AND 14 OF ORANGE COUNTY, CALIFORNIA WEDNESDAY, OCTOBER 8, 1997 AT 5:30 P.M. ROLL CALL ADMINISTRATIVE OFFICES 10844 Ellis Avenue Fountain Valley, California 92708 APPOINTMENT OF CHALR PRO TEM, IF NECESSARY AGENDA In accordance with the requirements of California Government Code Section 54954.2, this agenda has been posted in the main lobby of the Districts' Administrative Offices not less than 72 hours prior to the meeting date and time above. All written materials relating to each agenda item are available for public inspection in the Office of the Board Secretary. In the event any matter not listed on this agenda is proposed to be submitted to the Committee for discussion and/or action, it will be done in compliance with Section 54954.2(b) as an emergency item or that there is a need to take immediate action which need came to the attention of the Committee subsequent to the posting of the agenda, or as set forth on a supplemental agenda posted in the manner as above, not less than 72 hours prior to the meeting date. PUBLIC COMMENTS All persons wishing to address the Finance, Administration and Human Resources Committee on specific agenda items or matters of general interest should do so at this time. As determined by the Chair, speakers may be deferred until the specific item is taken for discussion and remarks may be limited to five minutes. Matters of interest addressed by a member of the public and not listed on this agenda cannot have action taken by the Committee except as authorized by Section 54954.2(b). October 8, 1997 RECEIVE, FILEANDAPPROVE MINUTES OF PREVIOUS MEETING Recommended Action: Consideration of motion to receive, file and approve draft minutes of the September 10, 1997, Finance, Administration and Human Resources Committee meeting. REPORT OF COMMITTEE CHAIR REPORT C.O F GENERALMANAGER REPORT OF ASSISTANT GENERAL MANAG5 R REPORT ®F DIRECTOR OF FINANCE REPORT OF DIRECTOR OF HIJMAN RES0 URCES REPORT OF DIRECTOR OF COMMUNICATIONS REPORT OF GENERAL COUNSEL CONSENT CALENDAR ITEMS jAII matters placed on the consent calend.ar are e<msidered as not requiring discussion~-orfurtti"e-r -ex-p~la-n-at,.,...lo_n_a_n..,..d~·-~-~-·······-····1 1unless any particular item is requested to be removed from the consent calendar by a Director, staff member or i i member of the public in attendance, there will be no separate discussion of these items. All items on the consent i calendar will be enacted by one action approving all motions, and casting a unanimous ballot for resolutions included f ~~;i~:;~nsent calendar. All items removed from the consent calendar shall be considered in the regular order of ~ Members of the public who wish to remove an item from the consent calendar shall, upon recognition by the: chair, jstate their name, address and designate by number the item to be removed from the consent calendar. i F he Chair will determine if any items are to be deleted from the consent calendar. ···-··--················~-~-~-----~ ···-·-,.·••1••········-.......... 1 ________ ----c,.,......,-----· Consideration of motion to approve all agenda items appearing on the Consent Calendar not specifically removed from same, as follows: 1. FAHR97-64: Receive and file Treasurer's Report for the month of September 1997: The Treasurer's Report will be handed out at the FAHR Committee meeting in accordance with the Board-approved Investment Policy, and in conformance to the Government Code requirement to have monthly reports reviewed within 30 days of month end. 2. FAHR97-65: Receive and file Certificates of Participation (COP) Report 3. FAHR97-66: Receive and file Employment Status Report: Total head count at the Districts as of September 17, 1997. -2- f [ ~ October 8, 1997 END OF CONSENT CALENDAR Consideration of items deleted from Consent Calendar, if any. ACTION ITEMS 4. FAHR97-67: Adopt Resolution No. 97-XX, Delegating Authority to the General Manager and Staff re Expenditure of Districts' Funds and Personnel Issues. (Ed Torres/Marc Dubois -10 minutes) 5. FAHR97-68: Adopt Resolution No. 97-XX, implementing the District's Human Resources Policies and Procedures Manual. (Mike Peterman -10 minutes) INFORMATIONAL PRESENTATIONS 6. FAHR97-69: Communications' Audit Results and External Communications Program and Strategies (Michelle Tuchman -15 minutes) 7. OMTS97-015: Regional Collection System Districts-wide Policies regarding System Management (all Districts) proposed by Technical Services and General Services Administration Departments in cooperation with the Districts' Board of Directors and local authorities (cities) (Adriana Renescu/Nick Arhontes -15 minutes) CLOSED SESSION 1o·urir,g the.cou·;:;;-;;; of conducting the busin;s~·-·set'Tortti""ci'~"i'hf;agenda as a regular me~goffue Committee, the 1 jChair may convene the Committee in closed session to consider matters of pending real estate negotiations, pending l j or potential litigation, or personnel matters, pursuant to Government Code Sections 54956.8, 54956.9, 54957 or 1 J54957.6, as noted. i J 1 !Reports relating to (a) purchase and sale of real property;'(,b) matters of pending or potential litigation; (c) employee i ]actions or negotiations with employee representatives; or which are exempt from public disclosure under the 1 l California Public Records Act, may be reviewed by the Committee during a permitted closed session and are not ! I available for public inspection. At such time as final actions are taken by the Committee on any of these subjects, the l ·i minutes will reflect all re.quired disclo_sures of information. ., ... " .... ..,, ... ~-----·-.. -·~ ! -3- October 8, 1997 12. Convene in closed session. a. Confer with Districts' Negotiator re Pending MOU Labor Negotiations (Government Code Section 54957.6). b. Reconvene in regular session. c. Consideration of action, if any, on matters considered in closed session. OTHER BUSINESS, COMMUNICATIONS OR SUPPLEMENTAL AGENDA lTEMS, IF ANY MATTERS WHICH A DIRECTOR WOULD LIKE STAFF TO REPORT ON AT A SUBSEQUENT MEETING MATTERS WHICH A DIRECTOR MAY WISH TO PLACE ON A FUTURE AGENDA FOR ACTION AND STAFF REPORT FUTURE MEETING DATES The next Finance, Administration and Human Resources Committee Meeting is scheduled for November 12, 1997. NOTICE TO COMMITTEE MEMBERS ·~-~ ••••••• ~ ••••••• ..:u ............. ----------~ If you have any questions on the agenda or wish to place any items on the agenda, Committee members should contact the Committee Chair or Secretary ten days in advance of the Committee meeting. Committee Chair: George Brown (562) 431-2185 j 1comm. Secretary: Lenora Crane (714) 962-2411, Ext. 2501 ~--,----,.--~ ,••-··-,-,··-·-·---------......,_(:7 ..... ,1 .... 4 )~,9_6_2-~~~51 (Ft.,X_·· .,,.l .,.._..c.----'------· ~ ........... _J le H:\WP .DTA\FIN\221 0\CRANE\FAHR\FAHR.97\OCn1 0AGENDA.DOC -4- ROLL CALL FINANCE, ADMINISTRATION AND HUMAN RESOURCES COMMITTEE MEETING DATE: October 81 1997 TIME: 5:30 P.M. ADJOURN: P.M. COMMITTEE MEMBERS GEORGE BROWN (CHAIR) .......................................................... . JOHN J. COLLINS (JC) ................................................................. . JAN DEBAY .................................................................................. . BARRY DENES ............................................................................. . NORMAN ECKENRODE ............................................................... . MARK LEYES ............................................................................... . MARK MURPHY ........................................................................... . THOMAS SALTARELLI ................................................................ . MARK SCHWING .......................................................................... . WILLIAM STEINER ....................................................................... . PEER SWAN ••..•............................................................................. STAFF DON MCINTYRE, General Manager ............•.••................................ __ BLAKE ANDERSON, Assistant General Manager .......................... __ CHRIS DAHL, Director of Information Technology ......................... __ ED HODGES, Director of General Services Administration •.......... __ DAVID LUDWIN, Director of Engineering ...•.•...•............................. __ BOB OOTEN, Director of Operations & Maintenance ..................... __ MIKE PETERMAN, Director of Human Resources .......................... __ GARY STREED, Director of Finance ............................................... __ MICHELLE TUCHMAN, Director of Communications ..................... __ NANCY WHEATLEY, Director of Technical Services ..................... __ STEVE KOZAK, Financial Manager ......•......................................... __ MIKE WHITE, Controller ..........•..•..••....••....•.•................................... __ GREG MATHEWS, Principal Administrative Analyst ...................... __ MARC DUBOIS, Contracts/Purchasing Manager ............................ __ ED TORRES, Engineering Supervisor ••.....•.................................... __ LINDA EISMAN, Training Manager ................................................. __ TERRI JOSWAY, Safety & Emergency Response Mgr ................... __ NICK ARHONTES, Maintenance Manager ...................................... __ ADRIANA RENESCU, Permit & Enforcement Supervisor ............... __ LISA LOREY, Human Resources Manager ..................................... __ LENORA CRANE, Committee Secretary ......................................... __ OTHERS TOM WOODRUFF, General Counsel ............•••................................ __ c: Penny Kyle Debra Lecuna \ J DRAFT MINUTES OF FINANCE, County Sanitation Districts of Orange County, California P.O. Box 8127 • 10844 Ellis Avenue Fountain Valley, CA 92728-8127 Telephone: (714) 962-2411 ADMINISTRATION AND HUMAN RESOURCES COMMITTEE Wednesday, September 10, 1997, 5:30 P.M. A meeting of the Finance, Administration and Human Resources Committee of the County Sanitation Districts Nos. 1, 2, 3, 5, 6, 7, 11, 13 and 14 of Orange County, California was held on Wednesday, September 10, 1997, at 5:30 p.m., at the Districts' Administrative Offices. ROLL CALL The roll was called and a quorum declared present, as follows: Committee Directors Present: George Brown, Chair John J. Collins, Joint Chair Jan Debay Barry Denes Norman Z. Eckenrode Mark Leyes Mark A. Murphy Thomas R. Saltarelli Mark Schwing Peer Swan, Vice Joint Chair Committee Directors Absent : William G. Steiner Other Directors Present: James Ferryman Chris Norby Margie Rice Charles Sylvia Staff Present: Gary Streed, Director of Finance Mike Peterman, Director of Human Resources Ed Hodges, Director of General Services Administration Bob Ooten, Director of Operations & Maintenance Chris Dahl, Director of Information Technology Michelle Tuchman, Director of Communications Gregg Mathews, Principal Administrative Analyst Mike White, Controller Steve Kozak, Financial Manager Marc Dubois, Contracts/Purchasing Manager Lisa Lorey, Human Resources Manager Terri Josway, Safety & Emergency Response Manager Lenora Crane, Committee Secretary Others Present: Tom Woodruff, General Counsel Rita Seymour, PIMCO Jeff Stone, Budget Manager, City of Anaheim Charlene Jung, Treasurer, City of Anaheim APPOINTMENT OF A CHAIR PRO TEM No appointment was necessary. PUBLIC COMMENTS No comments were made. APPROVAL OF MINUTES The minutes of the July 9, 1997 meeting of the Finance, Administration and Human Resources Committee were approved as drafted. Minutes of Finance, Admi nd Human Resources Committee Page 2 September 10, 1997 REPORT OF THE COMMITTEE CHAIR The Committee Chair had no report. REPORT OF THE GENERAL MANAGER In his absence, General Manager Don McIntyre requested that Gregg Mathews report to the Committee on the following items: • Item No. 6: FY 96/97 Year-End Performance Obiective and Workplan Report: Mr. Mathews reported that the General Manager found this to be a very interesting report. It is a culmination of several quarterly reports provided to the FAHR Committee over the course of the last fiscal year. It includes all of the data and results of the data that appeared in last year's budget and workplan. One noteworthy component is that, based on last year's results, the Districts completed and met 82% of its internal performance objectives and 87% of its workplan items. Mr. Mathews stated that staff continues to struggle with the format and presentation of this material, in an effort to make it user-friendly to staff and the Directors, and any suggestions on how to improve in this area are welcome. • Item 9: Districts' Assessment and Reinvention Team (DART) Phase Ill Status Report: Mr. Mathews advised that the Districts is spending a significant amount of effort re- engineering our operation with employee-driven committees. The Phase Ill report basically summarizes our progress to date, as well as future plans for the DART Committee. REPORT OF ASSISTANT GENERAL MANAGER The Assistant General Manager had no report. REPORT OF THE DIRECTOR OF FINANCE • Finance Director Gary Streed introduced Rita Seymour of Pacific Investment Co. (PIMCO), the Districts' external money manager, who was present to answer any questions concerning the quarterly investment management report or the investment policy. Jeff Stone, Budget Manager, City of Anaheim, and Charlene Jung, Treasurer, City of Anaheim, were present at the request of Director Zemel who was unable to attend. Mr. Streed advised that the monthly Treasurer's report, the quarterly investment report, and the annual investment report would all be discussed this evening, and was a good opportunity for anyone wishing to learn more about the Districts' financial program. • Mr. Streed advised the Committee that the monthly Treasurer's Report was distributed prior to the meeting in accordance with policy. The unrealized gains or losses included in the report is a new reporting requirement. The current report shows a loss which will be absorbed because of the "hold to maturity'' policy. REPORT OF THE DIRECTOR OF HUMAN RESOURCES Mike Peterman, Director of Human Resources, reported on three issues: • The Districts passed the AQMD audit on the rideshare program, even after some incentives originally in the plan were removed during the meet and confer process. It appears that the ~ Minutes of Finance, Adm1. Jnd Human Resources Committee Page 3 September 10, 1997 AQMD is backing off on some of their stricter requirements. As a result, the Districts is doing a great job. • The Districts formed a labor management committee consisting of all three unions to discuss the broadbanding issue. A second meeting was held today. Mr. Peterman advised that broadbanding eliminates the current seniority or step system and replaces it with a system based on pay for skills and performance. Broadbanding would also eliminate a number of classifications, creating a more generalized workforce instead of a specialized one. Agreement has been reached with the committee to work through the issues as a team. A formal report will be presented to the Committee in October. • The computer loan program, implemented one month ago to issue loans to employees to purchase computers at 5% interest, has been very successful. We have already met our $150,000.00 limit. Out of 550 employees, 60 employees have taken advantage of the program, and it is expected another 60 will apply for a loan over the next year or two. Loans are to be paid back through payroll deductions. In July, the Committee directed staff to return when the $150,000 cap was reached. Mr. Peterman requested the Committee's guidance in order to increase the program by an additional $150,000, and questioned whether the Committee could act on the request tonight or should it wait until the next Committee or Joint Boards meeting. Mr. Peterman stated that this is the most cost-effective computer training program the Districts has, since employees are given an incentive to learn new computer skills and programs on their own time. After a brief discussion, the Committee advised that since this item was not on the Agenda, it could not be acted on tonight, but it should be brought before the Steering Committee at its meeting of September 24. Mr. Peterman was directed to prepare a proposal with several alternatives. The Steering Committee will then be able to make a recommendation to the Joint Boards. . REPORT OF THE DIRECTOR OF GENERAL SERVICES ADMINISTRATION Ed Hodges, Director of General Services Administration, reported that Item No. 8, Notification of Award of Contract for Sewer Line Cleaning, appearing on the Consent Calendar, is a receive and file item and concerns District No. 7. Mr. Hodges stated he will be contacting the District 7 Directors during the week to discuss this item, since it will appear on the Joint Boards agenda for District 7 to vote on. REPORT OF THE DIRECTOR OF COMMUNICATIONS Michelle Tuchman, Communications Director reported on the following: • The Districts is going to be the lead agency of a tri-agency project with Los Angeles County Sanitation Districts and the City of Los Angeles, to develop public awareness for water conservation during major rainstorms such as El Nino. The first meeting is scheduled for next Tuesday. Media attention has been given to the fact that three major agencies are working together on a project on a regional basis. The three agencies will be sharing staff and monetary resources. Minutes of Finance, Admi .nd Human Resources Committee Page 4 September 10, 1997 • A new program to train employees as tour guides has been developed. In the past, the Districts has been inundated with requests for Plant tours, especially during the school season. The Districts sometimes schedule up to six tours a week, with only two employees giving the tours, which normally last one-and-one-half hours. Those employees interested in giving one tour a month were requested to sign up for training after first obtaining their supervisor's approval. About 40 employees have indicated an interest, and 20 employees have already started training. There is a two-part training program, and we are currently in the second phase. • Our wastewater primer has been updated which describes what goes on at the Districts' plants. A copy is available for any Directors interested. REPORT OF GENERAL COUNSEL General Counsel Tom Woodruff reported that the California Supreme Court handed down an ominous decision regarding the California Employees' Retirement System Act of 1937, as a result of a case filed in Ventura County. The essence of the decision was that it was determined that certain benefits afforded to employees must be added to the dollar value of their salary compensation so as to determine the net final compensation. This final compensation is the basis for paying the retirement benefits. The decision will affect all 1937 Act public employee retirement systems, and all member public agencies. The agencies will be affected by being required to make additional payments to the retirement systems. A full report will be given at the next FAHR Committee meeting. There will be no impact in the next 30 days. CONSENT CALENDAR ITEMS (1 -9) 1. FAHR97-54: 2. FAHR97-55: 3. FAHR97-56: 4. FAHR97-57: RECEIVE AND FILE TREASURER'S REPORT FOR THE MONTH OF AUGUST 1997 (All Districts): The Treasurer's Report was handed out at the FAHR Committee meeting in accordance with the Board-approved Investment Policy, and in conformance to the Government Code requirement to have monthly reports reviewed within 30 days of month end. RECOMMENDED ACTION: Receive and file Treasurer's Report for the month of August 1997 and forward to the Joint Boards. CERTIFICATES OF PARTICIPATION (COP) REPORT (All Districts): RECOMMENDED ACTION: Receive and file this information-only item. EMPLOYMENT STATUS REPORT (AH Districts): Tota~ head count at the Districts as of August 20, 1997 RECOMMENDED ACTION: Receive and file this information-only item. INVESTMENT MANAGEMENT PROGRAM REPORT FOR THE PERIOD APRIL 1 THROUGH JUNE 30, 1997 (All Districts) RECOMMENDED ACTION: Receive and file this information-only report. Minutes of Finance, Adm.'~nd Human Resources Committee ) Page 5 September 1 O, 1997 5. F AHR97-58: 6. FAHR97-59: 7. FAHR97-60: 8. FAHR97-61: 9. FAHR97-62: COST AVOIDANCE AS A RESULT OF THE DISTRICTS' INDUSTRIAL HYGIENE PROGRAM (All Districts) RECOMMENDED ACTION: Receive and file this information-only status report. FY 96/97 YEAR-END PERFORMANCE OBJECTIVE AND WORKPLAN REPORT COVERING THE PERIOD ENDED JUNE 30, 1997 (All Districts) RECOMMENDED ACTION: Review, approve and forward the 1996-97 Year-End Report for the period ended June 30, 1997, to the Joint Boards. REPORT ON NEGOTIATED CHEMICAL PURCHASES AND COST REDUCTIONS (All Districts) RECOMMENDED ACTION: Receive and file this information-only report. NOTIFICATION OF AWARD OF CONTRACT FOR SEWER LINE CLEANING OF THE 8 THRU 12 INCH DIAMETER LOCAL SEWERS IN THE IRVINE BUSINESS COMPLEX-SPECIFICATION NO. 9798-3 (District 7) RECOMMENDED ACTION: Receive and file this information-only report. DISTRICTS' ASSESSMENT AND REINVENTION TEAM (DART) PHASE Ill STATUS REPORT (All Districts): The Executive Summary for Phase Ill Status Report was prepared to update the Directors on the status of Phase Ill tasks. RECOMMENDED ACTION: Receive and file this information-only report. MOTION: Moved, seconded and carried to approve the recommended actions for items specified as 1 through 9 under "Consent Calendar." ACTION ITEMS (Nos. 10 -11) 10. FAHR97-63: SECURITY SERVICES-SPECIFICATION NO. P-177 (All Districts): COMMITTEE DISCUSSION: Ed Hodges, Director of General Services Administration, gave the presentation and answered questions from the Committee. He advised that for the past six years the rnstricts has out sourced the security at the Plants. For the past four years, Wakenhut has been the security contractor. The bid received for our current proposal is for security to cover both plants on a 24-hour basis . One guard will be stationed at Plant 1 between the hours of 5:30 a.m. and 5:30 p.m., Monday through Friday. There will be one period in the morning and afternoon when the guard shack will be vacant and the guard will make complete rounds of both plants. Between the hours of 5:30 p.m. and 5:30 a.m., and all day Saturday and Sunday, the guard service will provide continual rounds of both treatment plants. Minutes of Finance, Adm' ,nd Human Resources Committee Page 6 September 10, 1997 11. F AHR97-48: During discussion, Mr. Hodges and Operations and Maintenance Director Bob Ooten, described past incidents of theft at the Plants and past nuisance incidents at Plant 2. General Counsel reviewed some provisions in the Districts' Purchasing Resolution, internal bidding policies and the authority of the Purchasing/Contracts Administrator, in order to provide the Committee with some alternatives. After lengthy discussion, the Committee felt that it would be a better insurance measure to retain a guard at each plant, since we have hundreds of millions of dollars in Plant assets, and, therefore, it would not be prudent to reduce security to such a low level. Mr. Hodges pointed out that two full-time guards would require an increase in the budget for these services. MOTION: Moved, seconded and carried to: 1) Authorize the Purchasing/Contracts Administrator to renegotiate the proposed contract with Wakenhut Corporation for the services of two security guards, for a one-year period beginning September 16, 1997, with the provisions for four (4) one-year extensions, in an amount not to exceed the estimated annual cost of $200,000, and 2) Leave it to the discretion of the Purchasing/Contracts Administrator to rebid the project, if necessary ANNUAL REVIEW OF THE DISTRICTS' INVESTMENT POLICY STATEMENT AND DELEGATION OF INVESTMENT AUTHORITY TO THE DIRECTOR OF FINANCE/TREASURER (All Districts) COMMITTEE DISCUSSION: Director of Finance Gary Streed provided the Committee with an overview and history of the Districts' investment program. This item was considered by the Joint Boards at their meeting of July 30. The Directors sent the proposed policy back to the FAHR Committee for further study and consideration, to be brought back to the Boards in September, and placed a moratorium on investing in reverse repurchase agreements until they consider approving the final policy. The Committee was reminded that at the Board meeting, Director Spitzer and others expressed concern regarding the appropriateness of using reverse repurchase agreements in our policy. Mr. Streed advised that many of the Boards' questions have been answered in the staff report. Mr. Streed further advised the Committee that a limited number of copies of the publication, "An Elected Official's Guide to Investing," published by the GFOA, are available to the Directors, upon request, and were originally distributed to them several months ago. The Committee took considerable time to review the Districts' Investment Policy document and investing mechanisms such as reverse repurchase agreements. Mr. Streed, Mr. Kozak, Rita Seymour of PIMCO, and General Counsel Tom Woodruff, answered questions from the Committee and representatives from the City of Anaheim, in detail regarding the Districts' investment policies and defined investment terms. The Committee briefly discussed PIMCO's credentials as one of the country's top financial investment firms, their investment strategies relating to public clients such as the Sanitation Districts, and their function in making the actual investment decisions in accordance with the Boards' policy. ') ,--) Minutes of Finance, Admi. ..tnd Human Resources Committee Page 7 September 10, 1997 MOTION: Moved, seconded and carried with 6 Ayes and 3 Nos. to: 1. Approve the Districts' Investment Policy Statement, including the revisions recommended in the staff report. 2. Renew the delegation of investment authority to the Districts' Director of Finance/Treasurer for 1997-98. 3. Recommend that the Joint Boards of Directors adopt Resolution No. 97-XX for adoption of the Districts' Investment Policy Statement, and renewal of investment authority for 1997-98. 4. The Districts may enter into short-term (90-day) reverse repurchase agreements upon the recommendation of our external money managers, with a report back to the Committee; and 5. The Districts may not enter into long-term reverse repurchase agreements without approval of the Joint Boards of Directors. INFORMATIONAL PRESENTATIONS None. CLOSED SESSION None. OTHER BUSINESS, COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY None. MATTERS WHICH A DIRECTOR WOULD LIKE STAFF TO REPORT ON AT A SUBSEQUENT MEETING None. MATTERS WHICH A DIRECTOR MAY WISH TO PLACE ON A FUTURE AGENDA FOR ACTION AND STAFF REPORT None. FUTURE MEETING DATES The next Finance, Administration and Human Resources Committee Meeting is scheduled for Wednesday, October 8, 1997, at 5:30 p.m. -, Minutes of Finance, Adm )nd Human Resources Committee Page 8 September 10, 1997 ADJOURNMENT The meeting was adjourned at 7:35 p.m. Submitted by: ora Crane Fi ance, Administration and Human Resources Committee Secretary H:\WP.OTA\FIN\2210\CRANE\FAHR\FAHR.97\SEPT\MIN9-97.DOC ~ I I ) I I . , RECOMMENDED ACTION(S): AGEN11.,A ITEM TRANSMITTAL c:Z. CONTACT FOR INFORMATION (Originator) 210, Gary G. Streed, Ext. 2500 Division No., Name, and Extension 1. RECEIVE AND FILE CERTIFICATES OF PARTICIPATION (COP) REPORT CEQA REVIEW: Project is Exempt: NOT APPLICABLE Date Notice of Exemption Filed: Negative Declaration Approved on Final EIR Approved on_ and Notice of Determination filed on_ CURRENT BUDGET/COST CURRENT YEAR INFORMATION BUDGET AMOUNT TOTAL BUDGETED AMT.: $ SOURCE: CORF JO DISTRICTS Schedule/Line Items: AMOUNT OF TRANSFER: Schedule/Line Item: TOTAL PROJECT BUDGET INFORMATION First Year in Budget: Master Plan Estimate: Year of First Costs: THIS AITNENDOR/PROJECT COST INFORMATION N/A ORIGINAL BUDGET TOTAL N/A ORIGINAL BID, PO, CONTRACT AMOUNT N/A WILL PROJECT REQUIRE ADDITIONAL PERSONNEL? NO If YES, state number: _ Permanent _ Limited Term Revised 09/03/97 H:\WP .OTA \FIN\221 0\CRANE\FAHR\FAHR.97\OCT\FAHR97-65.DOC DATE OF MOST RECENT BOARD ACTION ON THIS SPECIFIC ITEM: CURRENT YEAR- TO-OATE EXPENDITURES N/A PREVIOUS BUDGET CHANGES N/A CHANGE ORDERS, FUNDS PREV. APPROVED N/A N/A YEAR-TO-DATE BUDGET BALANCE N/A BUDGET CHANGE THISAIT N/A AMOUNT REQUESTED THIS AIT N/A REVISED BUDGET TOTAL (Total Budget plus Transfers) N/A REVISED TOTAL PROJECT BUDGET $0.00 AMENDED PROJECT AMOUNT $0.00 REQUIRES BOARD POLICY ACTION? NOT APPLICABLE If YES, explain in ADDITIONAL INFORMATION section Page 1 of2 Originator CONCURRENCES: Date Signature Date Assistant General Manager (Or Designee) ADDITIONAL INFORMATION (Background and/or Summary) ATTACHMENTS TO COMMITTEE AGENDA (List): 1. Graph -COP Rate Histroy Report ATTACHMENTS TO JOINT BOARDS AGENDA (List) 1. Since June 1995, the daily rate COP program remarketing agents have been PaineWebber for the Series "A" and the 1993 Refunding COPs, and J.P. Morgan for the Series "C" COPs. Most fixed rate Series "8" COPs have been refunded and the 1992 Refunding COPs have always been remarketed by PaineWebber in a weekly mode. The attached graph shows the variable interest rates on each of the daily rate COPs since the last report, and the effective fixed rate for the two refunding issues which are covered by an interest rate exchange agreement commonly called a "swap." Variable rates historically rise at the end of each calendar quarter, and especially at year-end, because of business taxes and statements. The rates decline to prior levels immediately in the following month. Staff will maintain our continuous rate monitoring and ongoing dialog with the remarketing agents and rating agencies to keep the Committee fully informed about developments in the program as they occur and at each meeting. GGS:lc Attachment c: Department Head A GM-Operations General Manager Revised 09/03/97 H:\WP. DT A \FIN\221 0\CRANE\F AH R\F AHR.97\OCT\FAHR97-65.DOC Page 2 of2 -~ G> ;.:--C fii )> X -t (") m m ~ .,, 02-Jan-97 z )> z (") ~ 16-Jan-97 0 ~ ~ 30-Jan-97 ~ m ::I: 13-Feb-97 cii :-i <O -..J 27-Feb-97 13-Mar-97 ++ 27-Mar-97 )>"U 1 0-Apr-97 -w G)-· ::i (/)CD :E~ Ill CD 24-Apr-97 "Cl C'" C'" CD .., 08-May-97 ++ 22-May-97 05-Jun-97 cnr-o· C') :-0 G)s:: <t>o 19-Jun-97 ::i.., mg ~::, "Cl 03-Jul-97 17-Jul-97 31-Jul-97 14-Aug-97 28-Aug-97 11-Sep-97 25-Sep-97 \ ' 0 b 0 -0 0 N 0 0 RATE(%) w 0 0 ~ 0 0 ~ ; !.II 0 0 a, 0 0 (") 0 "'D Cl) ~ m -t ~m m :::c :s::-a, Cl) m -t :::a 0 -~ ~ :::a """"m "'D 0 :::a -t l I I For Bd. Sec, '~!!.ti'. @ AGEN'~-~ • COMM. INFO. ITEM ·"' ITEM ,. • .:. COMM. ACTION ITEM • JT. BOS. CONSENT TRANSMI TTAL ~~ • JT. BOS. DISCUSSION (NON-CONSENT) ~NO~~•·~ • PUBLIC HEARING JT. BOS. MEETING DATE JT. BOS. AGENDA ITEM NO. 3. MEETING DATE COMM. ID. NO. DISTRICT NO. CONTACT FOR INFORMATION OMTS: OMTS (Originator) PDC: PDC FAH.R: 1018197 FAHR !J-~~ 2520, Mike Peterman, Ext. 2105 EXEC: EXEC All Division J 001me, and Extension STEER: STEER JT.BDS: AGENDA WORDING AND RECOMMENDED ACTION(S): Agenda Wording: EMPLOYMENT STATUS REPORT: Total headcount at the Districts as of September 17, 1997. Recommended Action(s): 1. Receive and file the Employment Status Report. CEQA REVIEW: Project is Exempt: NOT APPLICABLE DATE OF MOST RECENT BOARQ ACTION ON THIS SPECIFIC Date Notice of Exemption Filed: ITEM: Negative Declaration Approved on Final EIR Approved on _ and Notice of Determination filed on_ NIA CURRENT BUDGET/COST CURRENT YEAR CURRENT YEAR-YEAR-TO-DATE REVISED BUDGET INFORMATION BUDGET AMOUNT TO-DATE BUDGET BALANCE TOTAL EXPENDITURES (Total Budget plus Transfers) TOTAL BUDGETED AMT.:$ NIA NIA NIA NIA SOURCE: CORF JO DISTRICTS Schedule/Line Items: AMOUNT OF TRANSFER: Schedule/Line Item: TOTAL PROJECT BUDGET ORIGINAL PREVIOUS BUDGET BUDGET CHANGE REVISED TOTAL INFORMATION BUDGET TOT AL CHANGES THIS AIT PROJECT BUDGET First Year in Budget: NIA NIA NIA $0.00 Master Plan Estimate: Year of First Costs: THIS AITNENDOR/PROJECT COST ORIGINAL BID, CHANGE ORDERS, AMOUNT AMENDED INFORMATION PO, CONTRACT FUNDS PREV. REQUESTED THIS PROJECT AMOUNT APPROVED AIT AMOUNT NIA NIA NIA $0.00 WILL PROJECT REQUIRE ADDITIONAL PERSONNEL? NO REQUIRES BOARD POLICY ACTION? NOT APPLICABLE If YES, state number: _ Permanent -Limited Term If YES, explain in ADDITIONAL INFORMATION section Revised 05/14/97 H:\WP.DTA\HR\2520\STEEVES\Aln1097 .AIT Page 1 of 2 CSDOC • P.O. Box 8127 • Fountain Valley. CA 92728-8127 • (714) 962-2411 Date CONCURRENCES: 1 [vvvvuv'-J 1-If -cl 7 -1-------'---"''--lr-'"---"------'<-,,r--"---l,......_-'-"'------- Date D ate ----r-'1,'-~-+----rfl~::..=.._,"'-----?'__,__---1 '7 -o/ l Signature Date Assistant General Manager (Or Designee) ADDITIONAL INFORMATION (Background and/or Summary) ATTACHMENTS TO -""MMITTEE AGENDA (List): 1. September 17, • Employment Status Report. 2. Performance to o-iear Staffing Plan ATTACHMENTS TO JOINT BOARDS AGENDA (List) 1. The Districts have a Full-Time Equivalent (FTE) headcount of 546 as of September 17, 1997. The actual body count is 556. The current FTE headcount is equivalent to a 2.5% reduction from the budgeted 559.75 positions. The one-month turnover rate for September 1997 was . 72%. l' There were three full-time external hires during the month of September. A Purchasing/Contracts Supervisor for Division 230 -Purchasing & Warehousing, an Associate Engineer Ill for Division 490 -Plant Automation, and an Engineer for Division 730 -Construction Management. There was also a part-time external hire for an Intern for Division 880 -Air Quality & special Projects. Internal or external recruitment is in process for seven full-time and two part-time positions. The Districts are currently seeking internal or external candidates for the following replacement positions: Programmer Analyst (Programming, Data Base & Comm.), Information Technology Technician Ill (End User Support), Senior Engineer (Design Engineering), Warehouse Supervisor (Purchasing & Warehouse), Operations Supervisor (Plant 1 Operations), Foreman (Electrical & Instrumentation Mtce), Secretary (Mechanical Mtce), and two intern positions (Safety, O&M Process Support). It is projected that after filling these positions, the Districts FTE headcount will be 549. /ps c: Department Head AGM-Administration AGM-Operations General Manager Revised 05/14/97 H :\WP. DTA \HR\2520\STEEVES\AIT\ 1097 .AIT Page 2 of 2 Employment Status Report Run Date: 17-Sep-97 Regular Regular Total Regular Part-time Part-time FTE Vacant FTE FTE Full-time 20hours 30hours Conttact Intern LOA Count Positions -97-98 98-99 11 O -General Management Administration 5 0 0 0 0 0 5 1 6 5.5 Total General Management 5 0 0 0 0 0 5 1 6 5.5 210 -Finance Administration 4 0 0 0 0 0 4 0 4 4 220 -Accounting 18 0 0 0 0 1 19 0 19 18 230 -Purchasing & Warehousing 12 0.5 0 0 0 1 13.5 2.5 16 16 Total Finance 34 0.5 0 0 0 2 36.5 2.5 39 38 310 -Communications 9 0 0.75 0 0 0 9.75 0 9.75 9.75 Total Communications 9 0 0.75 0 0 0 9.75 0 9.75 9.75 41 O -General Services Administration 4 0 0 0 0.5 1 5.5 1 4 4 420 -Collection Facilities Maintenance 16.5 0 0 0 0 0 16.5 1 17.5 18.5 430 -Plant Maintenance 39.5 0 0 0 0 0 39.5 1 40.5 38.5 460 -End Users Support 8 0 0 1 0 0 9 0 9 11 470 -Programming, Data Base & Comm. 8 0 0 0 0 0 8 2 10 11 490 -Plant Automation 7 0 0 0 0 0 7 0 7 7 Total General Services Admin. 83 0 0 1 0.5 1 85.5 5 88 90 510 -Human Resources Administration 5 0.5 0.75 0 0 0.5 6.75 0 6.75 6.75 520 -Education & Training 5 0 0.75 0 0 0 5.75 0.25 6 6 530 -Safety & Emergency Response 5 0 0 0 0 0 5 0.5 5.5 5.5 Total Human Resources 15 0.5 1.5 0 0 0.5 17.5 0.75 18.25 18.25 610 -Technical Services Administration 4 0 0 0 0.5 0 4.5 .0.5 5 6 620 -Environmental Compliance & Monitoring 15 0 0.75 1 1 3 20.75 0.5 21 .25 21.5 630 -Environmental Sciences Laboratory 31 1 0 0 0.5 1 33.5 1.5 35 30 640 -Source Control 37 0 0.75 0 0 0 37.75 1 38.75 37.75 Total Technical Services 87 1 1.5 1 2 4 96.5 3.5 100 95.25 710 -Engineering Administration 2 0 0 0 0 0 2 1 3 3 720 -Planning & Design Engineering 26 0 1.5 0 0.5 1 29 2 31 31 730 -Construction Management 34 0 0 1 0.5 0 35.5 2 37.5 38 Total Engineering 62 0 1.5 1 1 1 66.5 5 71.5 72 810 -0 & M Administration 2 0 0 0 0 0 2 0 2 2 820 -0 & M Process Support 12 0 0 0.75 0 0 12.75 0.5 12.25 11 .25 830 -Plant 1 Operations 36 0 0 0 0 2 38 1 37 37 840 -Plant 2 Operations 43 0 0 0 0 0 43 0 42 40 850 -Mechanical Mtce 53.5 0 0 0 0 0 53.5 1 54.5 50.5 860 -Electrical & Instrumentation Mice 58.5 0 0 0 0 0 58.5 0 58.5 58.5 870 -Cogeneration 13 0 0 0 0 0 13 0 13 13 880 -Air Quality & Special Projects 7 0 0 0 1 0 8 0.5 8 8 Total Operations & Maintenance 225 0 0 0.75 1 2 228.75 3 227.25 220.25 Total Staffing 520 2 5.25 3.75 4.5 10.5 546 20.75 559.75 549 H:lexcel.etalhrlsteeves\empdiva.xls Performance to 5-Y ear Staffmg Plan 640 ,----------------------- 6201111,---------------i======== 600 1--·• ,t. ~ I-+-FTE Headcount I 580. ~--I \ --.__ . -. 560 -• -• -• -• --------. -.. 540 ~~ -• -• ---• -• 520 1 ______________________ __J 500 ,----------------------__J 480 -r---r---r---r--r-----r-----.----r----r--.--.--r----,------,------,---~-.--.------,-.-.--------.--.------.-_J JASON DJ FM AM J i J AS ON DJ FM AM J I FY 96-971 I FY 97-98 I _) J )> 0 -I -0 z --I m s: en Foi"BdecSea. Use Only • COMM. INFO. ITEM • COMM: ACTION ITEM • JT. BOS. CONSENT • ·JT: BOS. DISCUSSION (NON-CONSENT) • PUBLIC HEARING ____ JT. BOS. MEETING DATE ____ JT. BOS. AGENDA ITEM NO. MEETING DATE OMTS: PDC: FAHR: 10/8/97 EXEC: STEER: JT.BDS: COMM. ID. NO. QMTS ____ _ PDC'-----...-----.--= FAHR 91-,1 EXE'e ____ _ STEER ___ _ RECOMMENDED ACTION(S): DISTRICT NO. AGENDI-\ ITEM TRANSMITTAL '+. CONTACT FOR INFORMATION (Originator) 110 Blake Anderson ex. 2020 Division No., Name, and Extension 1. ADOPT RESOLUTION NO. 97-__ , DELEGATING AUTHORITY TO THE GENERAL MANAGER AND STAFF RE EXPENDITURE OF DISTRICTS FUNDS AND PERSONNEL ISSUES CEQA REVIEW: Project Is Exempt: YES NO NOT APPLICABLE Date Notice of Exemption Filed: Negative Declaration Approved on Final EIR Approved on_ and Notice of Determination filed on_ CURRENT BUDGET/COST CURRENT YEAR INFORMATION BUDGET AMOUNT TOTAL BUDGETED AMT.: $ SOURCE: CORF JO DISTRICTS Schedule/Line Items: AMOUNT OF TRANSFER: Schedule/Line Item: TOTAL PROJECT BUDGET INFORMATION First Year in Budget: Master Plan Estimate: Year of First Costs: THIS AITNENDOR/PROJECT COST INFORMATION N/A ORIGINAL BUDGET TOTAL $0.00 ORIGINAL BIO, PO, CONTRACT AMOUNT $0.00 WILL PROJECT REQUIRE ADDITIONAL PERSONNEL 7 NO If YES, state number: Permanent Limited Term CONCURRENCES: q'-J,..~""-, 7 __ ..__--'-...._ ______ '---JCC.~~----- Date C(-2)-7] -¥---,<---='-"----1,c'o-"---'1:-;,-----------::Date 9-2 r-<J--; ---1':-"'--=--"---l---""--........ ,:;._.c-,7'-----'---:: Signa ure Date Assistant General Manager (Or Designee) DATE OF MOST RECENT BOARD ACTION ON THIS SPECIFIC ITEM: 2/8/95 CURRENT YEAR-TO- DATE EXPENDITURES N/A PREVIOUS BUDGET CHANGES $0.00 CHANGE ORDERS, FUNDS PREV. APPROVED $0.00 YEAR-TO-DATE BUDGET BALANCE N/A BUDGET CHANGE THISAIT $0.00 AMOUNT REQUESTED THIS AIT $0.00 REQUIRES BOARD POLICY ACTION? YES If YES, explain in ADDITIONAL INFORMATION section ATTACHMENTS TO COMMITTEE AGENDA (List): 1. Resolution ATTACHMENTS TO JOINT BOARDS AGENDA (List) 1. Resolution REVISED BUDGET TOTAL (Total Budget plus Transfers) NIA REVISED TOTt.[ PROJECT BUDGET $0.00 AMENDED PROJECT AMOUNT $0.00 Revised 09/03/97 Page 1 of 2 H:\WP .OT A \OM\34101 TORRES\DELGAUTHIAIT. DOA.DOC ADDITIONAL INFORMATION (Backt nd and/or Summary) Resolution No. 95-62 was adopted by the Joint Boards at their June 28, 1995 meeting. This resolution provided the General Manager and staff with delegated authority in the areas of contracts and purchases, training and travel, employee time keeping and human relations issues related to hiring, firing and disciplinary actions. The resolution was very prescriptive on how the General Manager's authority could be delegated into the organization. With the Districts' ongoing reinvention efforts, the General Manager recognizes the need to further delegate his and Executive Management's authority down into the organization. Routine administrative approvals are continuing to be brought to both the General Manager and Executive Management staff. These requests require significant Executive Management time to review and understand the request and most often result in delays waiting for the signatures to be obtained. Examples include travel, training and meeting requests to commonly attended conferences (e.g., California Water Environment Federation, Tri-State Training Conference and Water Environment Federation Annual Conference), purchase orders for materials and equipment that are budgeted within the respective Divisions, and budgeted hiring and promotional documentation. The General Manager will be developing policies and procedures for implementing this delegated authority, which will include staff training and monitoring. The General Manager believes that several benefits will be realized by a further incremental delegation of some of his authority. These benefits include the following: 1. Reduced delays in obtaining materials and services due to fewer approvals being required. Currently, Operations and Maintenance staff have limited ability to procure materials and equipment required for the daily operation of the treatment plants. A minor request to purchase a valve, fitting or electronic component can result in hours or possibly days being spent to obtain the necessary supervisor and management approvals. With approximately 15-20 purchase requisitions per day being prepared by staff, the overall impact on productivity from these delays can be significant. 2. Cost savings associated with fewer staff reviewing and approving requisitions. Considerable time is being spent obtaining supervisory approval as well as the time spent by the supervisors reviewing these requests. This all costs money. Many of these approvals should more appropriately be handled at lower levels and can thus save money and allow supervisors to spend more time planning and managing their organizations. 3. Improved response to short-term needs associated with operating or maintaining the facilities . Operating two large and complex treatment plants requires daily preventive and corrective maintenance. Parts are needed every day to ensure reliable operation. Oftentimes these parts are not stock items and must be procured outside. The ability to procure these parts as quickly and efficiently as possible is critical to safe and compliant operation of the two plants. With each additional approval signature that is required to procure the part, the return to service process is delayed and we increase the risk of treatment process upset and potential problems with regulatory compliance or safety. In conjunction with the proposed new delegated authority, all affected staff will receive training on Districts' policy and procedures and implementation requirements prior to receiving the delegated authority. All relevant Districts' policies and procedures will be followed. The attached resolution appeals Resolution 95-62 and authorizes the General Manager to establish and implement policies and procedures to delegate to staff authority for: (1) signature authority to initiate contracts or purchase orders to acquire services, supplies and materials, and for minor construction projects: (2) employee timekeeping records and overtime authorizations; (3) personnel issues relating to hiring, promotions, performance reviews and disciplinary action; and (4) travel and training polices and expenditures. BA:hh/pjm c: Department Head AGM-Operations General Manager Revised 09/03/97 H:IWP.DTAIFIN\2210\CRANEIFAHRIFAHR.97\OCTIAIT.DOA.DOC Page 2 of 2 •· ' RESOLUTION NO. 97-_ DELEGATING AUTHORITY TO THE GENERAL MANAGER ANO STAFF RE EXPENDITURE OF DISTRICTS FUNDS AND PERSONNEL ISSUES A JOINT RESOLUTION OF THE BOARDS OF DIRECTORS OF COUNTY SANITATION DISTRICTS NOS. 1, 2, 3, 5, 6, 7, 11, 13, AND 14 OF ORANGE COUNTY, CALIFORNIA AUTHORIZING THE DISTRICTS' GENERAL MANAGER TO ESTABLISH POLICIES AND PROCEDURES FOR DELEGATION OF HIS AUTHORITY, AND REPEALING RESOLUTION NO. 95-62 ••••••••••••••• WHEREAS, the General Manager has submitted comprehensive management reports to each of the standing Committees of the Boards of Directors, recommending increased responsibility throughout the various levels of the employee organization; and, WHEREAS, the standing Committees of the Boards of the Directors have determined that an effective, comprehensive organization needs an administrative structure with support procedures that are understood by the Directors, management and the Districts' employees to enable timely and responsive performance of duties; and, WHEREAS, the Boards of Directors have determined that a delegation of authority structure provides for better training of employees which will result in improved efficiency and effectiveness of the Districts' operations; and, WHEREAS, the standing Committees of the Boards of Directors have determined that four major areas for delegation of authority and responsibility, as recommended by the General Manager, should appropriately be delegated to the General Manager and Staff for implementation; and, NOW, THEREFORE, the Boards of Directors of County Sanitation Districts Nos. 1,2, 3, 5, 6, 7, 11, 13, and 14 of Orange County, California, DO HEREBY RESOLVE, DETERMINE AND ORDER: Section 1: That the General Manager of the Districts is hereby authorized to establish and implement policies and procedures to delegate to staff authority for four major areas consisting of: (1) signature authority to initiate contracts or purchase orders to acquire services, supplies and materials, and for minor construction projects; (2) employee timekeeping records and overtime authorizations; (3) personnel issues relating to hiring, promotions, performance reviews and disciplinary action; and (4) travel and training polices and expenditures. Section 2: That Resolution No. 95-62 is hereby repealed effective immediately. PASSED AND ADOPTED at a regular meeting held October 22, 1997. COMM. ACTION ITEM JT. BOS. CONSENT • JT. BOS. DISCUSSION (NON-CONSENl) • PUBLIC HEARING ---:=---JT. BOS. MEETING DATE ____ JT. BOS. AGENDA ITEM NO. MEETING DATE OMTS: PDC: FAHR: 9/10/97 EXEC: STEER: JT.BDS: COMM. ID. NO. OMTS ___ _ PO[:·=-----FAHR _(/1-1,, EXEC. ___ _ STEER._. ___ _ DISTRICT NO. All AGENDA WORDING AND RECOMMENDED ACTION{S): Agenda Wording: AGENL . ITEM TRANSMITTAL CONTACT FOR INFORMATION (Orginator) 510, Mike Peterman, 2105 Division No., Name, and Extension HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL: Request for the approval of the consolidated Human Resources Policies and Procedures Manual. Recommended Ac.tion(s): 1. Adopt Resolution 97-xx implementing the Districts' Human Resources Policies and Procedures Manual. CEQA REVIEW: Project is Exempt: YES NO NOT APPLICABLE DATE OF MOST RECENT BOARD ACTION ON THIS SPECIFIC ITEM: Date Notice of Exemption Filed: Negative Declaration Approved on October 25, 1995 ' . CURRENT BUDGET/COST CURRENT YEAR CURRENT YEAR-YEAR-TO-DATE REVISED BUDGET INFORMATION BUDGET AMOUNT TO-DATE BUDGET BALANCE TOTAL EXPENDITURES (Total Budget plus Transfers) TOTAL BUDGETED AMT.: $ N/A N/A N/A N/A SOURCE: CORF JO DISTRICTS Schedule/Line Items: AMOUNT OF TRANSFER: Schedule/Line Item: TOTAL PROJECT BUDGET ORIGINAL PREVIOUS BUDGET BUDGET CHANGE REVISED TOTAL INFORMATION BUDGET TOTAL CHANGES THIS AIT PROJECT BUDGET First Year in Budget: $0.00 Master Plan Estimate: Year of First Costs: THIS AITNENDOR/PROJECT COST ORIGINAL BID, PO, CHANGE ORDERS, AMOUNT AMENDED INFORMATION CONTRACT FUNDS PREV. REQUESTED THIS PROJECT AUl"\ll~IT A~~~~\le,I"\ AIT 11.IUlnllPJT $0.00 D\DAT A2\WP. OT A \HR\2520\PETERMAN\F AHR\HRP&PRESfilOJrlim.51::@ 11 NOYES 'l--Z.'l-'i7 Date CONCURRENCES: Signature Date ;trta~ s;gnatu.. m Dep~rtm~~ Signature J Date Assistant General Manager (Or Designee) ADDITIONAL INFORMATION (Background and/or Summary) Background ATTACHMENTS TO COMMITTEE AGENDA (List): 1. ATTACHMENTS TO JOINT BOARDS AGENDA (List) 1. The Districts currently have eight separate policy documents including, Memoranda of Understanding (MOU), Resolution 95-105: Compensation, Classification and Other Terms, Conditions, Rules and Regulations of Employment, the employee handbook, and the "Redbook" -a summary of the Districts' Human Resources Policies and Procedures. Summary One of the primary goals in last year's labor negotiations was to obtain policy consistency within the five MOUs. The goal was achieved with the exception of some benefits that apply only to the supervisors and professionals. In addition to the MOUs, Human Resources' staff and General Counsel have worked for the last eight months to prepare a policy and procedures manual that provides language consistency with the Boards' adopted Resolution 95-105 and the two other internal policy references, the Employee Handbook and the Redbook. The purpose is to have one manual incorporating all Human Resources' policies and procedures that management can use to consistently implement policy. The manual will be a guideline. If there are any conflicts between the Manual and the MOUs, the MOUs take precedence. This comprehensive manual replaces all other inconsistent resolutions pertaining to Human Resources' policies and procedure. The adoption of this Resol ution does not add or significantly change any policies and/or procedures that the Boards has already adopted. An obvious benefit to the Districts' is the consistent implementation of policy and procedures. A policy manual is a tool. It is a single source of information about what the organization expects of employees and what employees can expect from the organization. The current system with eight separate policy references, many of which conflict with each other, is difficult to administer on a day-to-day basis. The new manual eases administration in three ways. First, it consists of a three-ring binder. As a policy is updated, the old policy will be substituted with the new without reprinting the entire manual. Secondly, the individual policies contain both the effective date and the policy it supercedes to facilitate the tracking of changes over time. Thirdly, the format of this manual will allow the General Manager to make changes in policy and procedures that can be implemented immediately. In Resolution 95-105, the General Manager has been authorized to: ... develop and administer written Human Resources policies and procedures in order to augment, clarify or otherwise provide for the proper implementation of the provisions of this resolution, and to authorize special adjustments to avoid or eliminate inconsistencies which may result from a strict application of the provisions of D\DATA2\WP .DTA\HR\2520\PETERMAN\FAHR\HRP&PRESOLUTIOr2ooc this resolution. \ Currently, in order to add or clarify any provision in Resolution 95-105, no matter how inconsequential, it must be brought to the full Boards for adoption as a Resolution. The Resolution that staff is recommending to the Boards would authorize the General Manager to make and implement changes to the Human Resources Policies and Procedures Manual within the following parameters: 1. The Finance, Administration and Human Resources Committee and the Boards of Directors must approve salary ranges, changes affecting assignment of a job classification to a salary range, or any provision within a Memorandum of Understanding with the Districts' unions. 2. A semi-annual report will be made to the Finance, Administration and Human Resources Committee in October and April of each year reflecting the redline/strikeout version of any policy that was changed, edited or added during the previous six months. ATTACHMENT c: Department Head AGM-Administration AGM-Operations General Manager D\DATA2\WP.DTA\HR\2520\PETERMAN\FAHR\HRP&PRESOLUTIO~DOC ., RESOLUTION NO. 97- ADOPTING A HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL PROVIDING FOR CLASSIFICATION, COMPENSATION AND OTHER TERMS, CONDITIONS, POLICIES AND PROCEDURES GOVERNING DISTRICTS EMPLOYMENT A JOINT RESOLUTION OF THE BOARDS OF DIRECTORS OF COUNTY SANITATION DISTRICT NOS. 1, 2, 3, 5, 6, 7, 11, 13 AND 14 OF ORANGE COUNTY, CALIFORNIA, ADOPTING A HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL PROVIDING FOR CLASSIFICATION, COMPENSATION AND OTHER TERMS, CONDITIONS, POLICIES AND PROCEDURES GOVERNING EMPLOYMENT OF DISTRICTS' EMPLOYEES AND REPEALING RESOLUTION NO. 95-105 AND ANY OTHER RESOLUTIONS INCONSISTENT HEREWITH *************** The Boards of Directors of County Sanitation Districts Nos. 1, 2, 3, 5, 6, 7, 11, 13 and 14 of Orange County, California, DO HEREBY RESOLVE, DETERMINE AND ORDER: 1. That the attached Human Resources Policies and Procedures Manual be adopted; 2. That any change in the policies set forth in the Human Resources Policies and Procedures Manual must be approved by the Boards of Directors; 3. That the General Manager, or his or her designee, is authorized to develop, administer, modify and amend written Human Resources procedures in order to augment, clarify or otherwise provide for the proper implementation of the Human Resources policies, adopted by the Boards of Directors and set forth in the Human Resources Policies and Procedures Manual, and to authorize special adjustments to avoid or eliminate inconsistencies which may result from a strict application of the Human Resources policies. 4. That the General Manager is directed to report to the Finance, Administration and Human Resources Committee in October and April of each year concerning any additions, deletions or modifications to the written procedures contained in the Human Resources Policies and Procedures Manual during the preceding six months. PASSED AND ADOPTED at regular meeting held \\lead\data2\wp.dta\hr\open\FORMS\Resolution -HRPolicies & Procedures Manual.doc INF.ORM1ATIONA-L PRE·SENlA·TIONS I Fori'BifL.Sep, Use Only • COMM. INFO. ITEM • COMM. ACTION ITEM • JT. BOS. CONSENT • JT. BOS. DISCUSSION (NON-CONSENn • PUBLIC HEARING JT. BOS. MEETING DATE . JT. BOS. AGENDA ITEM NO. -MEETING DATE COMM. ID. NO. DISTRICT NO. OMTS: OMTS PDC: PDG ALL FAHR: Oct. 8, 1997 FAHR iz-,i EXEC: EXEC STEER: SrEE~ I JT.BDS: RECOMMENDED ACTION(S): 1. An information item only. CEQA REVIEW: Project is Exempt: NOT APPLICABLE Date Notice of Exemption Filed: Negative Declaration Approved on Final EIR Approved on _ and Notice of Determination filed on - CURRENTBUDGETICOST CURRENT YEAR INFORMATION BUDGET AMOUNT TOTAL BUDGETED AMT.:$ SOURCE: CORF JO DISTRICTS N/A Schedule/Line Items: AMOUNT OF TRANSFER: Schedule/Line Item: TOTAL PROJECT BUDGET ORIGINAL INFORMATION BUDGET TOTAL First Year in Budget: Master Plan Estimate: N/A Year of First Costs: THIS AITNENDOR/PROJECT COST ORIGINAL BID, INFORMATION PO,CONTRACT AMOUNT N/A WILL PROJECT REQUIRE ADDITIONAL PERSONNEL? NO If YES, state number: Revised 09/03/97 A:\FAHR100897.DOC -Permanent Limited Term - AGENL -,-~ I l ~ -~ ITEM ' " ~ TRANSMITTAL ~=. '<!!!!ti _M:M• •- to. CONTACT FOR INFORMATION (Originator) 310, Michelle Tuchman, ext. 2050 Division No., Name, and Extension DATE OF MOST RECENT BOARD ACTION ON THIS SPECIFIC ITEM: N/A CURRENT YEAR-YEAR-TO-DATE REVISED BUDGET TO-DATE BUDGET BALANCE TOTAL EXPENDITURES (Tolal Budget plus Transfers) N/A N/A N/A PREVIOUS BUDGET BUDGET CHANGE REVISED TOTAL CHANGES THIS AIT PROJECT BUDGET N/A N/A $0.00 CHANGE ORDERS, AMOUNT AMENDED FUNDS PREV. REQUESTED THIS PROJECT APPROVED AIT AMOUNT N/A N/A $0.00 REQUIRES BOARD POLICY ACTION? NOT APPLICABLE If YES, explain in ADDITIONAL INFORMATION section Page 1 of 3 Originator CONCURRENCES: Signature A:n ~er (Or Designee) ~It~ Signature Depart Sig ature Assistant General Mana er (Or Designee) Date Date ADDITIONAL INFORMATION (Background and/or Summary) ) ATTACHMENTS TL .JMMITTEE AGENDA (List): 1. Copy of Internal Communications Audit 2. Results of Internal Communications Audit 3. External Communications Workplan ATTACHMENTS TO JOINT BOARDS AGENDA (List) 1. Since the Communications Department was established in Fiscal Year 1995-96, emphasis has been given to establishing a strong internal communications program. With the Districts undergoing a major cultural change, improving communications with our employees was a high priority. To that end, we expanded our employee newsletter, established a bulletin board program, the General Manager now conducts regular meetings with employees, and other special programs have been developed. Internal Communications Audits have been administered regularly to help us gauge the effectiveness of these programs. The results of the last Internal Communications Audit, which was conducted in May, reflect to a greater extent employees' continued anxiety over a changing culture as well as the aftermath of last year's workforce investigation and contract negotiations. In fact, the rapid pace of change and the workplace investigation were the two most cited events/issues mentioned by employees. "Districts are going through a period of change and it is taking a toll," wrote one employee. "Coupled with the investigation, it is not a good time." "Too much negativism here that is rubbing off on everyone," wrote another employee. "There is great concern about what the future holds at the Districts and a lot of questions. This causes low morale." Even with the discouraging results of the Audit, 83 percent of those responding agree to some extent that the Districts is a good place to work. Some 80 percent said they pursue answers to their questions with their supervisors. And, 76 percent agree that the Districts is clearly communicating its mission, goals and objectives. While these percentages have decreased since our first Internal Communications Audit in January 1996, they are still positive. (see attached questionnaire and survey results) We anticipate morale will increase over time as the impact of the workforce investigation fades. However, we fully anticipate a continued high degree of anxiety among employees as change continues within the organization. With the major components of our Internal Communications Program in place, our focus is now moving to External Communications. In fact, "External Communications" is one of the agency's seven critical goals for Fiscal Year 1997-98. Our external communications strategy is comprised of an array of activities, some of which are currently underway. Others will be initiated as a result of the implementation of this plan, which employs a multi-faceted approach to reaching the specific needs and concerns of our different target audiences. (see attached workplan) Revised 09/03/97 A:\FAHR100897.DOC Page 2 of 3 \ For example, to reach local offici, iwe have made our conference room~ .1ailable for regional meetings sponsored by the Council of Governments, the City Managers' Association and LAFCO. Environmental groups, like the Surfriders, are also encouraged to use our conference rooms for meetings. Outreach to our legislators was initiated last May with Legislators' Day, which will again be held during the fourth quarter of the current fiscal year. Engaging external stakeholders in our Strategic Plan required establishing the Rate Advisory Committee (RAC) and the Planning Advisory Committee (PAC). Outreach to schools includes classroom presentations and plant tours. We average five tours a week during the school year and recently established a Tour Guide Training Program to enlist the assistance of employees in touring outside groups through the plant. We are also called on regularly to speak before civic and volunteer organizations, and will be developing a Speakers Bureau to more effectively handle those requests. The Joint Boards of Directors are an important audience. Since the formation of the Communications Department, there has been a Districts-wide effort to improve the quality of presentations made by employees to Board Committees. While progress has been made in this area, it continues to be a top priority for the Communications Department and an ongoing effort by all staff. Media relations is a critical component of our External Communications Program, and the Communications Department has worked diligently over the past two years to build a strong working relationship with reporters. All media inquiries are answered within one hour, or sooner, if the reporter is on deadline. In addition, reporters who we work with frequently are provided 24-hour access to the Director of Communications via pager and home phone number, both of which have been used. This was done to show the Districts' willingness to work with reporters and provide the information they require to meet their deadlines. Whether our communications tasks are straightforward or complex, it is the integration of all our activities that will effectively communicate the Districts' message to our many diverse audiences. And, while our formal communications activities are primarily carried out by two staff members, there are 560 employees in our communications network. c: Department Head A GM-Operations General Manager Revised 09103/97 A:\FAHR100897.DOC Page 3 of 3 ,, . ! : ' ,. Communications Action Team Audit May 1997 Your responses to the following questions are important to track the progress of communications at the Districts. The results of this survey information will be shared with the Board, with your fellow employees and with the Communications Department to gauge the effectiveness of our communications programs. As always, your responses to this Communications Action Team internal audit will be kept confidential. And, thank you in advance for taking the time to complete the survey. Please return your s1:1rvey by Tuesday, June 5, to Communications Action Team members Bob Michna at Plant 2 or Angie Holden at Plant 1. What department do you work in? O Human Resources O Communications O Technical Services O Engineering O General Management 0 Finance O General Services Administration 0 Operations and Maintenance Over the past year, I think things have generally improved at the Districts. O strongly agree · 0 agree O somewhat agree O disagree O strongly disagree Please comment My morale is improving. 0 strongly agree O agree O somewhat agree D disagree O strongly disagree Please comment I believe morale at the Districts is improving. D strongly agree O agree O somewhat agree O disagree O strongly disagree Please comment Communications at the Districts is improving. 0 strongly agree O agree O somewhat agree O disagree O strongly disagree Please comment Communications in my department/division is improving. 0 strongly agree O agree O somewhat agree O disagree O strongly disagree Please comment The Districts cares about me and what I think. O strongly agree O agree O somewhat agree D disagree O strongly disagree Communications Action Team Audit Page2 If I have a question about a policy or procedure, I know where to get the right answer. D strongly agree D agree D somewhat agree D disagree • strongly disagree If I have a problem or question that I can't resolve myself, I pursue it with my supervisor. D Yes D No Please comment The Districts' mission, goals and objectives have been clearly communicated to me. • strongly agree • agree D somewhat agree D disagree • strongly disagree The Districts is a good place to work. • strongly agree D agree D somewhat agree • disagree D strongly disagree Please rank your most common sources of information. (rank 1-12 with 1 being your first source of information.) My supervisor/manager Department/division meetings The News Pipeline Special Edition Pipeline Newspapers ( external) Employee committees The grapevine My fellow employees Changing Times The NEWS Line Memos Other ------ I would rather receive information about the Districts from: (please rank 1-12 with 1 being the most preferred) My supervisor/manager Department/division meetings The News Pipeline Special Edition Pipeline Newspapers (external) Employee committees The grapevine My fellow employees Changing Times The NEWS Line Memos Other ------ ../ Communications Action Team Audit Page 3 The amount of information I receive on the following topics is ... Too Just Too Much Right Little Districts' future plans Districts' policies/procedures Management philosophy Job-related responsibilities Job advancement opportunities News of other departments/divisions Districts' stand on current issues (Consolidation, Assembly bills, regulatory issues) Districts' community involvement Personnel changes/promotions Human interest news on co-workers General Districts' news How would you rate the overall content of The News Pipeline? O Excellent O Good O Fair O Poor How would you rate the overall content of The Special Edition Pipeline? 0 Excellent O Good O Fair O Poor How would you rate the overall content of Changing Times? O Excellent O Good· 0 Fair O Poor How frequently do you call the NEWS Line? O once a week O every other week O once a month 0 never 0 only when there is a Voice Mail directing us to Communications Action Team Audit Page4 Did you attend last summer's Family Day? • Yes • No • No, Because---------------- Did you attend last summer's Employee Picnic? • Yes • No • No, Because--------------- Did you attend the Employee Holiday Party? • Yes D No • No, Because --------------- Did your children participate in "Bring Your Son/Daughter to Work Day?" • Yes D No • No, Because --------------- Would you like to see more events like Family Day? D Yes • No • Yes, Suggestions ------------- Thank you again for taking the time to complete this survey! August 22, 1997 MEMORANDUM TO: All Employees FROM: Communications Action Team SUBJECT: Internal Communications Audit Attached are the results of the Internal Communications Audit, which was conducted in late May/ early June. Some 191 employees responded to the survey, a 34% response rate. Unlike previous Communications Audits, which were conducted person-to-person, this survey was distributed in paycheck envelopes. Here are some noteworthy points: -The workplace investigation and the rapid pace of change within the organization were the two most cited events/issues of the past year. -When compared to results of previous surveys, communications agency-wide is declining ... although over 70% know where to get answers to their questions. -The Districts' mission, goals and objectives are being clearly communicated, although the number who agree with that statement is down to 76% from 85%. -80% of those responding pursue answers to their questions with their supervisors. -83% say the Districts is a good place to work. -Overall, morale is declining. -Pipeline received favorable ratings; the Special Edition Pipeline is very popular. -Employees still rate supervisors/managers as the preferred sources of information; department/division meetings are second. -However, the most common sources of information are fellow employees. Results of the audit will be used by the Communications Action Team to develop new programs and to identify areas where communications can be improved. If you would like a copy of the survey results, please contact the Communications Department, extension 2051. On behalf of the Communications Action Team, thank you to all those employees who took the time to complete a survey form and write comments. H:\WP .DTA\ADMIN\2190\TUCHMAN\FAHR997.WPD ] 'f Internal Communications Audit May 1997 Results Comparison to Previous Audits Over the past year, I think things have generally improved at the Districts Jan. 96 Strongly agree 6% Agree 33% Somewhat agree 38% Disagree 19% Strongly disagree 4% Morale at the Districts is improving Strongly agree Agree Somewhat agree Disagree Strongly disagree My morale is improving Strongly agree Agree Somewhat agree Disagree Strongly disagree Jan. 96 1% 17% 40% 35% 7% Jan, 96 July 96 6% 18% 33% 29% 14% July 96 1% 11% 24% 45% 18% July 96 May97 5% 12% 23% 34% 26% May97 2% 6% 14% 45% 33% May97 3% 12% 18% 38% 29% Communications at the Districts is improving Strongly agree Agree Somewhat agree Disagree Strongly disagree Jan.96 7% 28% 42% 21% 2% July 96 10% 32%. 36% 13% 9% May97 5% 21% 36% 26% 12% Communications in my department/division is improving Strongly agree Agree Somewhat agree Disagree Strongly disagree Jan.96 July 96 The Districts cares about me and what I think Jan.96 July 96 Strongly agree 4% 5% Agree 23% 15% Somewhat agree 39% 37% Disagree 28% 26% Strongly disagree 6% 16% May97 4% 22% 28% 30% 16% May97 4% 14% 20% 33% 29% If I have a question about a policy or procedure, I know where to get an answer Jan.96 July 96 May97 Strongly agree 6% 8% 6% Agree 44% 37% 36% Somewhat agree 34% 32% 29% Disagree 14% 14% 19% Strongly disagree 2% 9% 10% ·., If I have a problem or question that I can't solve myself, I pursue it with my supervisor Yes 80% No 20% The Districts' mission, goals and objectives have been clearly communicated to me Jan. 96 Strongly agree 9% Agree 42% Somewhat agree 34% Disagree 13% Strongly disagree 2% The Districts is a good place to work Jan. 96 Strongly agree Agree Somewhat agree Disagree Strongly disagree 24% 49% 23% 4% 3% July 96 July 96 May97 11% 42% 23% 17% 7% May97 16% 28% 39% 11% 6% The amount of information I receive on the following topics is ... Districts' future plans Jan.96 July 96 May97 Too much 4% 4% 10% Just right 38% 41% 43% Too little 54% 43% 47% No Answer 4% Districts' policies and procedures Too much Just right Too little No Answer Management philosophy Too much Just right Too little No Answer Job-related information Too much Just right Too little No Answer Jan. 96 6% 35% 54% 4% Jan.96 11% 26% 50% 13% Jan.96 1% 43% 50% 6% Job-advancement opportunities Jan.96 Too much Just right Too little No Answer 0% 37% 53% 10% News of other departments Jan, 96 Too much 2% Just right 25% Too little 64% No Answer 9% July 96 6% 42% 39% July 96 11% 30% 37% July 96 July 96 July 96 5% 45% 39% May97 13% 44% 43% May97 20% 30% 50% May97 6% 55% 39% May97 2% 35% 63% May~7 2% 33% 65% ., , Districts' stand on current issues Jan.96 Too much 0% Just right 26% Too little 64% No Answer 10% Districts' community involvement Jan.96 Too much 1% Just right 37% Too little 51% No Answer 11% Personnel changes/promotions Jan.96 Too much 2% Just right 59% Too little 35% No Answer 4% Human interest news on co-workers Too much Just right Too little No Answer General Districts' news Too much Just right Too little No Answer Jan.96 3% 55% 33% 9% Jan,96 2% 53% 41% 4% July ~6 July 96 J!..!IY 96 July 96 July 96 May~Z 6% 39% 55% May9Z 6% 52% 42% May97 2% 57% 41% May97 6% 64% 30% May9Z 5% 58% 37% How would you rate the overall content of The News Pipeline? Jan. 96 July 96 May97 Excellent 18% 13% Good 61% 52% Fair 19% 30% Poor 2% 5% How would you rate the overall content of the Special Edition Pipeline? Excellent Good Fair Poor Jan. 96 July 96 May97 11% 49% 33% 7% How would you rate the overall content of Changing Times? Excellent Good Fair Poor Jan,96 July 96 How frequently do you call the NEWSLine? Jan.96 July 96 Once a week 11% Every other week 6% Once a month 41% Never 42% Only when directed Did you attend last summer's family day? Yes No Jan.96 29% 71% July 96 May97 10% 43% 38% 9% May97 6% 3% 11% 33% 47% May97 18% 82% Did you attend last summer's employee picnic? Jan. 96 July 96 May 97 Yes No 16% 84% Did you attend the employee holiday party? Yes No Jan. 96 July 96 18% 82% 19% 81% May97 10% 90% Would you like to see more events like family day? Yes No Jan. 96 July 96 May 97 63% 37% 42% 58% Did you children participate in "Bring Your Son/Daughter to Work Day?" Yes 20% No 80% Number of employees responding Jan. 96 July 96 260 203 Percentage of employees responding Jan.96 July 96 42% 34% Department Breakdown: HR Comm. Fin. GSA TS Eng. 4 3 10 20 41 26 H:\WP .OTA \ADMIN\2190\TUCHMAN\FAHR997.WPD May97 191 May97 35% O&M 70 GM No Answer 4 13 r-, ) COMMUNICATIONS AUDIT COMMENTS MAY 1997 What Department do you work in. H.R. I COMM. I FIN. GSA T.S. ENG. O&M G.M. 4 I 3 I 10 20 41 26 70 4 Over the past year, I think things have generally improved at the Districts. STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY AGREE AGREE DISAGREE -9 23 44 63 49 5% 12% 23% 34% 26% OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS ARE WHAT THE COMMUNICATIONS ACTION TEAM FEELS SUMMARIZES THIS SECTION: Districts are going through a period of change and it is taking a toll. Coupled with the "investigation" it is not a good time. Training has increased-good! Districts still seem to have a lack of direction. Management seems to know where it wants to be, but individual managers and supervisors don't know how to get there. Too much change without knowing the purpose of it. Management has tost sight of what our purpose is. Too many committees that take people away from doing their Core jobs. I believe in Don and his philosophy; however I don't think many of his Division /Dept. Heads do -in other words, they parrot what he says, but they don't demonstrate it! How the investigation was conducted. 1 THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: I think the reorganization (ECM) represented an improvement at the Districts. The trend against specialization (O&M) is a positive development from the cross-training effort. Higher workloads, more uncertainty, no trust of top management, higher stress, how can anyone think its improved!!! We continue to hear about the need for improvements without substantiation of the claim and verification of our improvement. Are we running from an invisible enemy? Improved at what? People are just more frightened to speak openly. Not much staff people, not enough skilled managers in wastewater treatment or people to do work. I think people are more hostile towards management. I have become more confused and my job doesn't seem to be that important to the Districts' mission. More than before, I know where I stand, what my obligations and opportunities are. Drug investigation, walking the defendants into the Control Center so that other employees could see who was being investigated, secrecy of Lou Sangermano case, non-base building raises, big to _do about nothing issues such as the dead ducklings, down sizing of "workers" yet upsizing managerial staffing. Information sharing does not seem to be a philosophy here. One has to go to several people to try to get answers. About the same, some things got better some things got worse. Everyone seems to be touchy and sensitive about issues that shouldn't take precedence over our work. Districts saved a lot on insurance and we got more insurance problems. Downsizing means more work and broadbanding will mean doing it for less money or being Y-rated. A lot of back stabbing over the past year. After the investigation things are going down hill. The only thing that's improved in my dept is that we have had people retire and die. 2 • ) Training and continuing education money or approval are difficult to get and downsizing is hitting our area hard! A lot of shuffling around to maintain the status quo. Things in my area don't look any better, so I don't feel I can agree on things improving at the Districts, when my immediate world is crumbling down. Improvement was moving forward until the investigation last October which destroyed all forward movement and caused distrust in management. Breakdown of respect between management and employees. I can honestly say that the military treated me better. We have not been called in and investigated yet. People I've talked to are very unhappy. The morale is very low. Management is trying to break us down. Stationary -things seem not to change. Training OPS have improved. Things have stayed the same. If you people need to ask, then you need more training. I have been at the Districts for 5 ½ yrs and each year it gets worse. Management says one thing, then does as they please. New 5-year plan makes me very uneasy. Are you kidding? They started to improve, but then the investigation took place and almost every guiding value was violated. The investigation has lowered morale. I have less than 1 year of service. Morale is worse! It seems like 2 steps forward, 3 steps back. We get something automated but it must be run manually while we wait for a new part. We get new software but no one knows how to use it (Lotus-Excel). We end up paying a guy we fired for sexual harassment. 3 I think the investigation could have been handled differently. The Districts are going through a period of change and it is taking a toll. Coupled with the "investigation" it is not a good time. I don't think the loss of all the employees has improved the Districts. Whomever believes this is completely ignoring what has and is going on right now. + Fewer "silos", -too many mgmt "fads" Morale is very low. Now with downsizing 5 yr plan -there is a sense of fear/frustration. I believe morale is still low, some staff still do not trust management, and are fearful of their jobs. Things are worse than they have ever been. This is chaos, created deliberately as a management technique. I have only been employed at the Districts for nine months and don't feel that I can answer this question. Lots of changes appear to be merely stirring the pot -change is not necessarily improvement. We're still in the bureaucratic box. There seems to be much more tension and anxiety about people losing their jobs or having to do more for less pay (i.e., broadbanding). The investigation really devastated the Districts. Upper management thinks so, but no body else does throughout both plants. It has improved for the worse. Field personnel don't trust management, all hiring is white collar all investigation casualties are blue collar. More work less people to do it We are not seeing the Honest, non-hidden agenda. We were told was going to happen in Management. Look@ H.R. in the present bargaining with employees. Training has increased-good! Districts still seem to have a lack of direction. Management seems to know where it wants to be, but individual managers and supervisors don't know how to get there. Morale is at an all time low and no trust in management. 4 Too much change without knowing the purpose of it. Management has lost sight of what our purpose is. Too many committees that take people away from doing their Core jobs. WHAT Improvement ? We have more waste now than ever! The EMT does not have a firm grip on what we need or do. No, with jobs going out the door or with the distrust, I think working hear is BAD. Incompetence in management ranks is increasing. Respect for the individual is still non- existence. Personnel Dept is a pawn of management. The AGM heading the " Values" committee is not trusted at all by the employees. The Management says one thing and does another. All they care about is THEIR raises and bonuses, they DO NOT care about employees. The Guiding Principles are a joke. We sign a contract with management just so management can violate it as they wish. NO ETHICS! I guess it all depends on your point of view & what department you work in. Districts appears to be in a state of major turmoil. The Districts shoot-first-and-ask-questions-later policy on the investigation was a disgraceful thinly disguised downsizing effort. I think the investigation, downsizing and more "busy" work have made things worse as far as morale is concerned. With the new administration has come more "administrative tracking" work. This hasn't helped morale. I have seen no improvements here. Seems to be on a down hill run. There are more tools being utilized to communicate quicker. However, the real issues are not communicated up-front. Seems like the hot issues are heard through the grapevine and sometimes more thorough than what management releases. More work, less people to do it. Moving forward with re-engineering of the Districts. I believe in Don and his philosophy; however I don't think many of his Division /Dept. Heads do -in other words, they parrot what he says, but they don't demonstrate it! 5 ' My morale is improving. STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY AGREE AGREE DISAGREE 6 22 34 70 53 3% 12% 18% 38% 29% OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS ARE WHAT THE COMMUNICATIONS ACTION TEAM FEELS SUMMARIZES THIS SECTION: Management, first line and upper management, seem very unavailable [too busy in meetings, "what if causes immobilization"] to assist employees and when I have asked for assistance I have often received no answers. Too much negativism here that is rubbing off on everyone. It makes it hard to be positive. I want to have good morale and want to do my best. No trust in executive management. Executive management don't trust one another or respect each other. Their examples of respect to others is a poor example to set for others when we look to them to model ourselves or to trust them with issues. THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: Though my workload has increased, l"ve been encouraged by the GM because I believe him to be a honest man. Also we have now a Human Resources Dept Manager who is a "regular" nice guy, and a better HR Department. This is good. The way the investigation was handled has permanently destroyed morale. We are working harder with little to no hope of a merit reward ala MPRP system that is to say a 1 % bonus is little incentive and working to keep a "meets expectation" is draining. I always have had good morale but your friendly attitude makes it easier. Morale at the Districts is at the bottom. Districts say one thing do another. I'm looking for a job elsewhere. No training, no overtime -fewer people to do the work with no help. My morale remains hi no matter what the Districts does or does not do. 6 Sometimes I feel like I'm spinning my wheels and running up against a wall trying to get things done at the Districts. I was let down when the statement "There will be no layoffs" was changed to "There will be no layoffs for three years." Agree: More tangible support by management for my efforts. Disagree: Continued severe problems with staff. My morale is/was good. Also better, no worse. It was pretty good to begin with. I'm thankful I get to do work I enjoy and thank God I get paid for it. Also, I also enjoyed doing volunteer work where I didn't get paid). This is a plus. The G.M. has a new contract but the cleaning crew is out in 2.5 years. Who is next? The morale in the plant has gone out o the window. I don't have a morale and neither does McIntyre. I'm short of staff, I'm overworked, I'm under paid, I'm just happy to be here. Promotion position posted, three qualified, no interviews. Position eliminated, thanks for the opportunity to advance. My morale has always been good. I anticipate seeking employment elsewhere with a reputable firm. I'm not under my old lead man now. This is not a healthy place to work. N/A My morale is fine it doesn't need to improve. Stationary-my morale is about the same. Not increasing or decreasing. Hasn't changed. From what I see, morale is low and people are unmotivated. I just received my '97 Memorandum of Understanding, morale took another dive. I'm afraid we are heading for a more regimented work force, less human, more like cogs in a machine. 7 .. .. Not a problem . The way they treated people during the interrogation really upset me and all other fellow workers! According to 5-year plan, if no one leaves or transfers from my division by 1999-2000, I'm out of a job! Not when I'm told I have a job Not a career quote Ms. J.A. Wilson The tuition reimbursement is appreciated. Staff are still not treated uniformly or fairly. Being negative doesn't get me anywhere -I've made up my mind to be positive in order to keep from going crazy. I do things to keep my morale up instead of waiting fro the Districts to take care of me. I am somewhat satisfied with my current situation. When the Districts officials lie and violate my civil rights my morale goes down. How can any human expect morale to improve when management treats everyone like slave labor! Fear of privatization, fear of staff reductions to prevent privatization Frustrated! I like my Job but have a few negative staff to deal with that makes it difficult. I use to be proud to work here, but now I'm ashamed. Weak management pushing politics to lower levels extreme concern with image is unpleasant fraud. Management, first line and upper management, seem very unavailable to assist employees and when I have asked for assistance I have often received no answers. With some truth it should I hope!! How could my morale improve when "downsizing" looms overhead. Field personnel don't trust management, all hiring is white collar all investigation casualties are blue collar. 8 When there are people who do less work and have less knowledge (plant knowledge) getting paid more (higher position) for doing less and I and others are doing 2 to 3 times the amount of work we were one year ago and the increase of work does not seem to end. This affects morale. My morale has always been good. I am getting frustrated. No one seem to care or reward hard work. Just empty promises. I see the same problems we have had for years just different players. In some instances mgmt. has continued the oppression of certain people and protection of others. Morale is at an all time low and no trust in management. Too much negativism here that is rubbing off on everyone. It makes it hard to be positive. I want to have good morale and want to do my best. Now who is kidding who here. This is the lowest point at the Districts in ten years. How can my morale improve with alt this talk of downsizing. What Morale!!!! My chain of command is staffed by cheats, liars, incompetents, *&@-kissers etc. Bosses don't trust employees It is extremely low now, but management does not care. By their ACTIONS they are judged, not their words. Employees are NOT behind management, and management can expect this to worsen during the next 5 years. In this dept we are working in 1950 as far a~ management is concerned. The new saying in Operations is" If you don't like it here, there are many exits out of this plant." Why would my morale improve when mgt says "no layoffs" but finds sleazy ways of cutting staff like the "investigation" & all we seem to hear anymore from various sources is that "we only have 2 more years"? Since going to 6 PM -6 AM I feel a lot better. I have a different outlook and I don't have to put up with most of the bosses on day shift, yea! Who's in charge? Lots of people in Training Dept, but no training on important equipment coming on line. What morale? What training? 9 .. • Morale seems to be at an all time low. I don't see it improving soon. Taking away "base building merit raises", and the "quota system" for merit bonuses are two major culprits? The investigation didn't help. My morale is not existent here. I do for myself and fellow workers, not the Districts. No trust in executive management. Executive management don't trust one another or respect each other. Their examples of respect to others is a poor example to set for others when we look to them to model ourselves or to trust them with issues. I am being transferred. My morale is improving because my personal situation is improving. But I like the work that I do and I work with great people in my immediate environment, so these things sustain me. 10 I believe morale at the Districts is improving. STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY AGREE AGREE DISAGREE I 3 I 11 I 27 I 84 I 61 I 2% 6% 14% 45% 29% OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS ARE WHAT THE COMMUNICATIONS ACTION TEAM FEELS SUMMARIZES THIS SECTION: Until management can figure out the direction we are heading in, morale will be low- Broadbanding is just an apprentice type program -great for lower ranking people -what about the others? There is great concern about what the future holds at the Districts and a lot of questions. This causes low morale. Some divisions are being severely impacted by loss of staff, yet expectations are not reduced and usually increased responsibilities come hand-in-hand with loss of staff. [Downsizing] THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: Middle managers, supervisors and their few goslings continue to twist or put spins on what Don or Judy say and to try to create false "realities" about things/information to pit employees against upper management. Front line employees just aren't dumb enough to fall for this, these days, it's insulting. I would like to think it is. People have to be responsible for improving their own morale not relying on districts only. The current top management cannot drag out of the hole they created with the poorly managed investigation. There are always negative people no matter how good the organization. Districts do not see the writing on the wall. Districts manipulate for their own not employee. How can morale improve when you look at the reductions in employment over the next few years!! 11 Bringing outside people in, leaving no room for advancement already here. There remains an undercurrent of disgust among some workers. However, I see work performances dropping at the Districts. Staff is still convinced that they are victims of the process. I don't think that Districts morale was "bad" People seem to carry old philosophies still, and resist seeing changes. As new people get hired and replenish the old employee staff only then can the culture begin to change. Personally I don't see it. People I talk to are quite negative. Drug investigation was unfair to many. People knew who had been interviewed. Proposed drug policy punishes the great majority for the actions of a few. The Districts will never be happy with any number they have. How can you improve the morale when you have to watch your back. We are short of staff, we are overworked, we are underpaid, we're just happy to be here, can't you tell! Not from what I hear -no trust -rules change to meet upper management needs. There still seems to be a lack of trust of management, of which much is unwarranted. Untrust in upper management is widespread in the rank and file employees. The message is clear -Blue collars are expendable!, white collars are not! Only an idiot, sitting on their butt in the Admin Bldg could possibly see improvement. Nobody is being investigated now. Morale is still going down. Need better and effective management. Most people lately seem questionable. Too much uncertainty surrounds us. The District is in a slump. I see no change in the morale. 12 ) Some people need to open their eyes around here, most don't care. They cash their $100,000 paycheck and try to ruin a lot of life's around here. People like Mike Peterman do not treat people very well. There is NO morale to improve -even employees who tell you it is improving say it is not when not around management for fear of reprisal. Mixed messages from management, NO layoffs, however, 5 year plan shows significant decrease of staff at end of current 3 year contracts. No one trusts anyone. There is still bitterness because of the investigation. Before the investigation things were very good. However, after the investigation things are low. Staff are still not treated uniformly or fairly. Don't know -some people are happy, some are very disappointed, lots of people complain but that doesn't mean their morale is low. Overall, morale is negative, and in some cases, very negative. These are difficult times with the recent 5 year plan where our division is cut 20% over the next 3 years with all of it coming from bench analysts. Also, there have been staff cuts and people feel overloaded in comparison with previous years. Morale could have improved if benefits and perks weren't systematically removed. The people I have spoken to all agree with the above statement (How can any human expect morale to improve when management treats everyone like slave labor.) No trust. Broad banding and 5-year staffing plan has caused some staff to be even more fearful and see their chance for advancement diminishing. I have never seen any group of people with lower morale. Again, I feel I can not realistically answer this question based on my nine months of employment. Upheaval and uncertainty generating fear. 13 The Human Resources Department, a department that should be there to provide answers and assistance, has made it clear that they want employees to resolve their own problems. When I have asked questions, the answers were given to my supervisors, not me. Doesn't make sense. Only with GODS help, Really!! Field personnel don't trust management, all hiring is white collar all investigation casualties are blue collar. Until management can figure out the direction we are heading in, morale will be low- Broadbanding is just an apprentice type program -great for lower ranking people -what about the others? There is great concern about what the future holds at the Districts and a lot of questions. This causes low morale. No one cares in O&M anymore. What Morale!!!! Promotion still based on go along, get along B.S. Everyone I talk to KNOWS the low morale level. But nothing will be done about it, forget employee recognitions, etc., just MEAN what you SAY and DO what you say. It's disgusting the way it is now. Again we keep losing workers in Ops & Maintenance but Management grows, Engineering grows, The Professional Group grows. It looks like eliminate 2 blue collar, hire 1 white collar. Lack of trust and faith in Districts' management teams. O&M people are not consulted or properly trained on manned station changes like truck loading at Plant 2. Middle management has a plan, if you raise questions about "the plan", you are the problem. Bring back some incentive for base building merit raises or just go to a step system + cost of living. If all we get is a COLA ... there is no incentive to improve or work harder. How can it improve when management keeps getting more money and promotions? Telling workers not doing enough, cut back on any chances to promote ... Some divisions are being severely impacted by loss of staff, yet expectations are not reduced and usually increased responsibilities come hand-in-hand with loss of staff. There is a lot of distrust of management's intentions -blue collar is being cut back but white is increasing in ranks, the hiring of engineers and other white collar, while positions are being cut. 14 ,--) '\ ! Less room for advancement. Let the department leads help improve the morale. It is very difficult to improve morale when everyone sees janitorial staff told that they are being replaced at end of current contracts & that bulk of savings is through downsizing of blue collar ranks. Negotiations, the investigation and a lack of uniform policy implementation are hllrting morale. Most are unhappy about broadbanding. Within T ecti Services, morale has never been lower; there are zero promotional opportunities and people are stagnating; we receive no outside technical training. Morale: couldn't be lower than the bottom of the Pacific Ocean. There is a lot of distrust of management's intentions. Blue collar is being cut back but white is increasing in ranks. The hiring of engineers and other white collar, while positions are being cut. Let the Department Heads improve the morale. 15 Communications at the Districts is improving. STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY AGREE AGREE DISAGREE 10 39 69 50 22 5% 21% 36% 26% 12% OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS ARE WHAT THE COMMUNICATIONS ACTION TEAM FEELS SUMMARIZES THIS SECTION: There is still a sense that the whole truth is not being told, that secret agendas exist. We get our memos and information too late. There are more tools being utilized to communicate quicker. However, the real issues are not communicated up-front. Seems like the hot issues are heard through grapevine and sometimes more thorough than what management releases. However, does communication only come from Communications Dept? How about the GM or AGMs or Dept Heads doing the same thing? [Tools are good, don't like message timeliness] THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: There is talk now about which are the bogus -do nothing jobs, the low effort-high paying jobs, and about which ones work to create problems where non exist. Inventing "crisis" to make it appear their job is justified. But wastes time and money. P2 appears to be further along with interpersonal communication that Pit. 1. Still seems to be a lot of fear at P2 which ultimately blocks real communications. Where is the Pipeline, where did it go, please post Board agendas more than one or two days before the meeting. More or less same. Too many meetings, no one listening, our input is not valued because of the responses received, and the work back log grows. How can it not, with 3 different Pipelines. 16 I've even missed training classes because of supervision's lack of telling me. Keepitup!Goodjob? Most items one has to hear through grapevine. Executive Adm don't always share necessary information to clerical staff. There seems to be mixed messages. Upper management is saying something and it comes out totally different in practice. The Districts tells us one thing and then does something different. Still lying. Bad communication is improving. In our section or dept, information is filtered! The working class sticks together more now than before the inquisition. What have they done lately. We only hear what they want us to hear. More paperwork and E-mail. Need to get with the technology (Intranet) I see no change. Sure -what are the ducks in the main office pond doing lately. Memos and or E-mail should be sent out well before the dates they are to be acted on. Memo (5/19) from Michael White could have come out before the problem developed Upper management like to lie to the blue collar worker. Employees updated on events -reviewed and discussed in my division. However, very often there is no one in the Communications Division when I need to see or talk to someone. We are told what management wants us to hear. Efforts are being made. The need for more communication with Department Heads is needed. Communication at Plant #2 is inadequate. 17 ~ Mechanisms are better, content is not. Lots of people are talking -this doesn't mean communication is getting better though. It just means that information is being spread and feelings are getting expressed, as oppo~ed to none at all. There is still a sense that the whole truth is not being told, that secret agendas exist. (strongly agree) Pipeline, Special Edition, Pipeline bulletin boards, Dept meetings, presentations on 5 year plan We get our memos and information too late Communications with my leadman and foreman are improving, but not anywhere above that. Would like to receive information prior to Newspaper articles -sewer fees. What are we doing with the public besides RAC/PAC etc? What is the Districts doing with the public. I feel like I'm "in the dark" so much of the time. The products do seem to be circulating better. Lots of information, if you know how to read between the lines, otherwise none (that you can trust). Excellent publications, good newsline, e-mail. I suppose we have more general information, but communications between departments does not appear to have gotten better. In fact, I see some departments pitted against each other. Communications is, but the truth would HELP when communicating ( No trust!! None.) Honest communications is not improving. B.S. is. Pipeline & Special Edition Pipelines are good -I would like to see more communications though. Too much misinformation. It is getting better. More information is available to the rank and file. Mail, memos and verbal communications are extremely slow. I get memos 2 weeks late in Dept. 60. It's better then 3 years ago. At least Management will talk to us. 18 More words, words, words. More talk, talk, talk. More meetings, more groups, more paper, more lies. This is NOT true communication. There is no true listening going on. They MAY hear, but do not listen. Management is great at telling us how things are, but refuse to listen to anything. Communication flows only one way -DOWN! Too many chiefs -not so many Indians. Don McIntyre came into the Districts on a campaign of B.S., smoke and mirrors. This remains management practice 2 years later. This does not constitute communication, merely prop. We still read things in the paper before we hear them at work. We never know when the newsletter is coming out.. Dead ducks were more important than deceased colleagues! They got more press. Why does it take so long for memos to get to Plant 2? Usually we hear info after the fact. There are more tools being utilized to communicate quicker. However, the real issues are not communicated up-front. Seems like the hot issues are heard through grapevine and sometimes more thorough than what management releases. However, does communication only come from Communications Dept? How about the GM or AGMs or Dept Heads doing the same thing? We hear more from the GM & AGMs. We hear less from our supervisor and division managers. It is one way only -top > down. More needs to be done for the off shifts. We need to get all off shift operators into the E-mail system. There is a lot of rhetoric and everything is given a positive spin, bottom line; actions speak louder than words. 19 ) Communications in my department/division is improving. STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY AGREE AGREE DISAGREE 7 41 53 57 29 4% 22% 28% 30% 16% OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS ARE WHAT THE COMMUNICATION ACTION TEAM FEELS SUMMARIZES THIS SECTION: Manager is a very good communicator. There are times when information is still withheld and times when it is distorted. Usually not everyone gets the same information. People don't feel included, part of the dept/div team. I rarely hear my managers speak of what direction they would like the dept. to head towards or their goals of getting us there. Our manager is doing a great job to help the communication in our department to improve. THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: This is only due to help from other departments ESPECIALLY HR and some from the GM's office. We have no group (division) meetings unless we have a crisis. Still poor. We get information through the grapevine faster than we get it from the boss. Only with other divisions, but not within our whole department. I do agree that avenues are open for employees inquiries. What's going on? Dept. managers and supervisors are frequently too busy for sufficient communication/feedback, and some may need training. 20 Communications in Technical Services is already good. If I had said it is improving that would have implied that it was bad. Prior communications was adequate. No change to speak of. We hardly communicate with upper management. There is no such thing as an open door policy which.-we had before. We are usually pretty up-front with each other. With my new foreman it is. Our division head thinks our areas morale has improved but only the division head and manager supervisors talk. Of course they give themselves good marks in communication. Answers concerning the Districts are usually general and seldom direct. Amongst the blue collar ranks, we generally agree. Our meetings are a waste of time, nothing is being done no promotions. Management is bad. More paperwork and E-mail Not bad, but it could improve. Often seems we work at cross purposes or without complete information. No change. Only in my division. Division Manager keeps staff updated on events, etc. We met with our Dept Head to discuss the 5 year staffing plan and they only gave us a copy of the general plan, not the specifics of our dept. They said if we need a copy of the detailed plan we would have to call Frankie. Manager is a very good communicator. Mechanisms are better, content is not. There are times when information is still withheld and times when it is distorted. Usually not everyone gets the same information. People don't feel included, part of the dept/div team. 21 ) There is still a sense that the whole truth is not being told, that secret agendas exist. Our foreman and leadman keep us updated as best they can. Still need to strengthen relations between Design and Construction Divisions. All communication is one-way. People who speak out get bad performance reviews. Management isolated from lower levels. NQ... Management is always in meetings, meetings that we don't hear anything about. Why so secretive? Is it bad news for us? It takes forever to get an answer from higher level personnel. They're afraid to make decision or unsure and too lazy to find out any answer. Yeah Right! I rarely hear my managers speak of what direction they would like the dept. to head towards or their goals of getting us there. Only with Foreman, Supervisors and co-workers, not DART Team. Our manager is doing a great job to help the communication in our department to improve. Mail, memos and verbal communications are extremely slow. I get memos 2 weeks late in Dept. 60. No communication in 3450 has always been GREAT! Informal communications is good. We all talk about how rotten the Districts are. This is the general consensus. Chief operator lives in the 50's one day shift supervisor ( who truly believes he does a good job) feels that doing his job is doing a personal favor. He makes the simplest of things almost impossible. I feel like we are operating this plant by the seat of our pants. God help us all. Middle managers are not communicating at Plant 2. They are issuing edicts from the fuhrer bunker. Why does it take so long for memos to get to Plant 2? Usually hear info after the fact. More information is offered but it is old hat by the time we hear it. We hear more from the GM & AGMs. We hear less from our supervisor & division manager. 22 ) We never have entire staff meetings w/in the lab; we have general Tech Services meetings and group meetings, but never "Lab" meetings (entire lab). Ed at least lets us know when we are losing people in G.S.A. Communications is on the upward swing. We are getting more info, only sometimes I get the impression that it is just more B.S. 23 ) The Districts cares about me and what I think. STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY AGREE AGREE DISAGREE I 8 I 26 I 38 I 61 I 54 I 4% .· 14% 20% 33% 29% OUT OF AI..L COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS ARE WHAT THE COMMUNICATIONS ACTION TEAM FEELS SUMMARIZES THIS SECTION: The "bottom line" being competitive, is the only thing the Districts seems to be concerned with. I believe we have lost focus on how to be an effective team. The Districts is undergoing too much turmoil and yet must maintain its primary duty of treating wastewater. With this much chaos and stress everyone can only look out for him/herself. THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: Thanks for the extra life insurance recently! So they say. Only to the extent that it benefits the Districts. I have, over the years and also even now asked for "update" on the new Autocall 13 and no one cares (we had Auto 12 before and I became quite proficient on it and would like to get a brief overview of the changes on the new software. If it did, the Districts would really hire and promote from within. I'll never forget wondering if I would be called in and interrogated over some missing paper clips or paint brushes. Where was the Communications Dept while that was going on? They don't care just get the employee numbers down only. Management has their own hidden agenda and what the employees think is meaningless to them. They do not take action in my favor. 24 The "bottom line" being competitive, is the only thing the Districts seems to be concerned with. I believe we have lost focus on how to be an effective team. A person should not be reprimanded for commenting on another department. I am a number Not a human being. The Districts is undergoing too much turmoil and yet must maintain its primary duty of treating wastewater. With this much chaos and stress everyone can only look out for him/herself. The "bottom line" comes first. Individuals will be sacrificed for the "good of the Districts" They care if I can make them look good. If they did, I wouldn't have such bitter feelings right now! Nothing is more degrading than expressing an idea or a suggestion and having managers treat you with no respect and completely ignore you! This form doesn't seem applicable to the actual Communications Dept -but rather Communications at Districts as a whole. I believe they value what I think but I'm not sure if that is what most people think. Blake Anderson cares. No one else cares about anything but their own resume. No response. When I answer these surveys it's only a way that I can express some of the things I observe. don't do it because I expect any changes to be made. I've seen far too much evidence to the contrary. I used to think so (not any more). During the townhall meetings suggestions are made and management says "Good idea I'll make a note of it" or "Good point, will look in to it." Bottom line, nothing is ever done. 25 ) If I have a question about a po li cy or procedure, I ·know where to get the right answer. STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY AGREE AGREE DISAGREE 12 67 55 34 19 6% 36% 29% 19% 10% OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS ARE WHAT THE COMMUNICATION ACTION TEAM FEELS SUMMARIZES THIS SECTION: I know sometimes where to get the answers, yet getting the correct info from designated channels isn't always correct and one has to go on a wild goose chase usually to the top to get answers. An answer may be provided, but it is usually an interpretation by the person giving the answer, then a different answer can be had somewhere else. Sometimes. My supervisor is many times unavailable for days. I usually make a judgement call to either forget it -nobody really cares, or let my supervisor be aware. Usually I have to follow through for an answer. After so many attempts, many times I'll just give up. THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: Still experience duty interpretation deferral.."That's not my Dept" way of thinking. PAG has trouble making authoritative decisions. This is a joke. Coworkers first, if appropriate, don't like to bother supervisor, very busy. All these issues that come up in memos, where are they printed. How can Dept Heads make up their own rules and no one else has to. May P&Ps are outdated, not useful, or in revision -especially technical P&Ps. I know sometimes where to get the answers, yet getting the correct info from designated channels isn't always correct and one has to go on a wild goose chase usually to the top to get answers. Mostly because of my tenacity and resourcefulness. 26 Because I have been here long enough. I've gotten two different answers from two people that said they knew. The Human Resources Department still needs work! Everyone lies (Managers on down) The Districts does not have a policy book. An answer may be provided, but it is usually an interpretation by the person giving the answer, then a different answer can be had somewhere else. I can't get a straight answer from H.R. Usually the policy or procedure has not been developed or approved at that time. California Penal Code, U.S. Constitution Where is the comment line here? There hasn't been a manager here above foreman that has been able to answer any question that I have asked. He probably doesn't know either. Because we work as a team. It is rare that we would have to go to a supervisor for an answer, normally our supervisor answers the technical questions -Not Districts-related problem type questions. One person who I trust. Retaliation, fear tactics are widely used with the Ed Hodges, [and supervisors] region. Generally fruitless answers varies depending upon whom you ask. The word here should have been" my superior." Many of us do not have or need a supervisor. Only to talk; my supervisor is as frustrated as I am. More or less--Depends on what it is. My supervisor is helpful. But even when pursuing an issue, upper management often seems to not care, or even worse ... Lies!! About issues to not look bad or to save face. But lately management is not being very free with information. 27 ) Sometimes. My supervisor is many times unavailable for days. I usually make a judgement call to either forget it -nobody really cares, or let my supervisor be aware. Usually I have to follow through for an answer. After so many attempts, many times I'll just give up. It depends on the nature of the problem; if it is technical, I usually go to a coworker. If it concerns an analysis failure I go to my supervisor. My manager is an excellent problem solver. I try "chain of command" first. 28 ,) If I have a problem or question that I can't resolve myself, I pursue it with my supervisor. I YES I NO I I 147 I 37 I 80% 20% OUT OF ALL COMMENTS RECEIVED ON THIS QUESTION, THE FOLLOWING COMMENTS ARE WHAT THE COMMUNICATION ACTION TEAM FEELS SUMMARIZES THIS SECTION: Both of my immediate supervisors are open and willing for all types of discussions. But my supervisor has instructed me not to go to him with certain problems, therefore closing the door to getting sensitive issues resolved that normally a supervisor would assist in. Foreman or head man only. Sorry to say, I don't think that the upper management is very trustworthy! Foreman or Lead only. THE FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: I resolve problems myself. Sometimes I consult the opinion of my coworkers if it is a difficult case. I do work cooperatively with Supervisors and do use them as a resource for information and opinions to resolve problems myself by informed decision. I don't need a "higher authority" to do my job well. The chain of command procedure works well at P2. In my opinion -I always find a suitable resolve when I focus on and discuss the real problem and not just the complaint. My supervisor is great and communicates very effectively. I think that my supervisor only wants to deal with the "easy" ones. Both of my immediate supervisors are open and willing for all types of discussions. I don't have any "warm-fuzzy" feelings in regards to my supervisor (I don't trust him ... ) My supervisor knows less than I do! 29 I tell him 2-3 times a week how I'm doing on project and what's slowing me down Immediate supervisory only. Beyond that is hopeless. All lead or foreman only -above that is a waste of time. When I am able to find him. But most of the time the result doesn't satisfy or helpful My supervisor always goes to someone else for the answer, see question #4 She has no time for it. Poor. A lot of times they are the problem. Example: late for work, fueling rumors, no straight answers, no support in Districts goals, leaving early, inconsistencies, allowing and reading pornographic material on Districts property, horse playing. Although I pursue it with my supervisor, many times my supervisor doesn't pursue the question and I don't get an answer. When necessary. But my supervisor has instructed me not to go to him with certain problem, therefore closing the door to getting sensitive issues resolved that normally a supervisor would assist in. Very rarely. It is important to go through the chain of command. It is his supervisor we have problems with. My immediate supervisor is not the problem. Then I go elsewhere. I have always been supported by my supervisor, except that sometimes I feel my supervisor's actions are restricted by the Section's manager. It would be foolish to approach supervision. The less they know about reality in the workplace, the easier it is to keep the plant running efficiently. I asked about promotions and got no real answer. Sometimes. Depends on the problem. Personal or work related? 30 Foreman or head man only. Sorry to say, I don't think that the upper management is very trust worthy! Foreman or Lead only. My supervisor is a far better person than the Districts wants him to be. There still needs to be improvement in the written policies, that is, there has to be a Districts- wide policy and it must be enforced by Human Resources on all Dept Managers and their departments. Supervisor is efficient in resolving issues. I have to, otherwise I'm insubordinate and seen as a threat who goes over people's heads. Luckily I haven't had any major problems (like violence, safety hazards or harassment). Who may or may not be able to help. Still too much micro mgmt. Sometimes difficult because supervisor may put a "spin on it" I will not get a straight answer from my supervisor. Don't feel as if it does any good though. I do not find it difficult to go any level to get a problem resolved. I can usually get them solved by asking a co-worker. All issues where I think supervisor might have any concern. He's too busy and spends most of his time in meetings. Sometimes. 31 ) The Districts' mission, goals and objectives have been clearly communicated to me. STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY AGREE AGREE DISAGREE 21 79 43 31 13 11% 42% 23% 17% 7% FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: Don't understand hiring a lot of people over the years, then eliminating them to meet goals. Why hire so many in the first place? Some objective methods still appear self-defeating. But not done! Lay off. Fire, layoffs and reduce at the bottom and hire and create more top positions. Also, privatize, privatize, privatize. Down sizing. What's the point? All employees know their job maybe management needs to clarify theirs. Yes, to reduce O&M and increase Admin staffing. Too wordy. I am expendable. I don't agree with them completely, but I know and understand them. 32 ) The Districts is a good place to work. STRONGLY AGREE SOMEWHAT DISAGREE STRONGLY AGREE AGREE DISAGREE I 29 I 52 I 72 I 21 I 12 I 16% 28% 39% 11 6% FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: Always room for improvement, but the Districts have provided a strong base for me in many areas of my life. It is better than being out of work. Could be. If you can ignore the old corporate culture and some staff members that aren't team sharing players. Yes, I agree. But workers are being phased out. No job security sub-contractors taking over. It used to be. But it appears to be going in the negative direction. The job itself is great, however, administration makes it less appealing. Maybe we need to reorganize administration, make it more effective with less personnel. So far, yes. With coming changes?? Too much stress and fear. In spite of its various reputations, there are still lots to learn and to experience here. Checks don't bounce. It has always been "strongly agree" until recently. I'm uneasy about the future. 33 It was a great place to work (hopefully some day soon it will be again). 34 I ) Please rank your most common sources of information. (Rank 1-12 with 1 being your first source of information.) SOURCES I 1 I 2 I 3 I 4 I 5 I 6 I 7 I 8 I 9 I 10 I 11 My supervisor/manager 38 24 23 23 9 7 8 7 3 5 7 Department/division. meeting 17 22 19 16 28 9 8 12 6 1 10 The News Pipeline 7 13 18 24 24 23 13 9 7 2 3 Special Edition Pipeline 2 3 10 13 16 24 21 17 12 18 4 Newspapers ( external) 4 6 7 8 13 14 11 11 16 22 25 Employee committees 2 4 10 11 10 16 12 17 18 18 10 The grapevine 28 43 18 16 13 3 2 10 5 12 10 My fellow employees 62 47 23 9 8 3 4 2 3 1 1 Changing Times 1 2 2 8 9 14 19 16 22 19 13 The NEWS Line 1 2 6 3 6 9 13 17 18 17 29 Memos 4 10 29 16 17 19 15 6 10 9 4 Other 5 2 1 5 2 1 2 1 2 7 3 FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: GM is most honest and reliable source. Spin doctor supervisor, special (hidden) agenda manager. This is too common very unreliable source I cannot trust. (Other) E-mail. Etectronjc MaH. My foreman #1 (Other) Supervisor's mail, E-mail and voice messages. (Other) Bulletin Boards (NEWS Line) still in use? 35 I 12 I 5 5 2 5 9 8 4 1 4 9 6 34 (Other) Internet & books (Other) E-mail (Other) mail (sorting through) (The grapevine and My fellow employees) Not a good thing in corporate America. I really couldn't rank. No one source ranked the highest because it gave me the most. Each source gives me "different" info, so was hard to compare them. I use and benefit from them all. (Other) E-mail (Other) E-mail (Other) Plant 2 (Other) Keeping my eyes and ears open (Other) Rumors (Other) Prof. Subscriptions (The News Pipeline) old news (Special Edition Pipeline) gripe sheet (Other) voice mail (Changing Times) What is this? (Other) E-mail (Other) Posted E-mails, Voice Mail (Other) E-mail (The NEWS line) just because no news lately (rated it 11) (Other) Don's meetings (Newspapers external) on occasion (Other) E-mail (Other) E-mail (Other) E-mail 36 I ) ✓~ ) I would rather receive information about the Districts from: (please rank 1-12 with 1 being the most preferred) SOURCES I 1 I 2 I 3 I 4 I 5 I 6 I 7 My supervisor/manager 62 29 10 7 3 5 0 Department/division meeting 25 71 20 11 7 2 4 The News Pipeline 9 10 21 30 29 16 12 Special Edition Pipeline 2 9 6 20 21 27 11 Newspapers ( external) 5 1 2 3 5 7 8 Employee committees 0 0 16 16 12 16 11 The grapevine 3 6 7 3 8 7 7 My fellow employees 12 10 23 18 14 12 11 Changing Times 1 1 4 7 16 16 24 The NEWS Line 4 4 8 6 11 8 14 Memos 5 21 31 13 14 10 5 Other 5 3 6 2 1 1 0 FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: GM-Don, Judy ok, Blake not included. (My supervisor/manager) Verbal is preferred. ( Memos) Usually too late. (Other #2) E-mail (The grapevine) Never! (Newspapers external) Never (Other) Bulletin Boards (Other) E-mail/voice mail I 8 I 9 I 1 1 0 1 5 2 12 7 10 16 18 6 9 14 18 17 18 17 13 18 8 10 2 2 (Other) Electronic meetings -would require video/sound capable work stations. (Other) Sludgeline 37 10 I 11 2 0 3 1 1 0 3 1 25 30 23 17 31 23 5 1 11 2 17 13 8 9 4 5 I 12 I 4 3 3 3 14 6 13 2 5 5 6 29 (Other) Distribution list Exec Mgmt Team and other distributions. (Newspaper external) Typically useless always negative. (The NEWS Line) Forget to use unless the call is coming to me then good info. Again, I think each source has it's own purpose and I wouldn't expect my supv. To give me kind of info I get from a committee or visa versa as an example. (Other) E-mail (Other) Plant 2 (Other) Intranet From someone who is honest and truthful, not political. (Other) voice mail (Other) E-mail (Other) verbal first, written supporting what is said. (Other) E-mail (Other) Don's Meeting #1 Too much transpires here at the Districts for Pipeline and memos which are usually after the fact. (Changing Times) This is something positive. (Other) E-mail or Voice Mail (Other) E-mail (Other) E-mail 38 ) ~} The amount of information I receive on the following topics is: I DISTRICTS' INFORMATION I Too MUCH I JusT RIGHT I Too LITTLE I Districts' future plans 13 52 54 Districts' policies/procedures 15 53 51 Management philosophy 24 35 59 Job-related responsibilities 7 67 47 Job advancement opportunities 2 42 75 News of other departments/divisions 3 40 80 Districts' stand on current issues 7 43 62 (Consolidation, Assembly bills, regulatory issues) Districts' community involvement 7 63 52 Personnel changes/promotions 2 68 50 Human interest news on co-workers 7 77 36 General Districts' news 6 69 45 FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: Way too much twist and spin by Division Managers and Supervisors. Thanks Don for management philosophy! Should be in understandable language -i.e. Strategic Plan is too complicated for some of us in dept. Way too much on ducks. Not every Div/Dept receives at the same time. Grapevine mail hits first on many occasions. (Job advancement opportunities.)None (Job advancement opportunities.) None (Districts' policies/procedures) Not consistent. Sometimes we receive updates, sometimes we do not. (General Districts' news) Not timely or consistent. 39 (Districts' policies/procedures) Vague (Districts' stand on current issues) Vague (Districts' policies/procedures) Change too much (Management philosophy) change too much (Job-related responsibilities) Change too much (Personnel changes/promotions) Need to have an updated list of employee changes, i.e. who's Division Head, who is not -this could be helpful. Enough equates to: I don't typically get info personally but I know where to go dig it up if I care enough. (Job advancement opportunities) Advancement removed after being posted, nice more, no trust. What management wants us to know. (Districts' future plans) not trusted (Management philosophy) the real one -too little (Districts' policies/procedures) too little procedures 40 How would you rate the overall content of The News Pipeline? I EXCELLENT I GOOD I FAIR I POOR I I 23 I 95 I 54 I 10 I 13% 52% 30% 5% FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: Too rosy, life here is not as great all the time. The information looks like its written to make us sound good all the time, this is not reality. I would like to see a section where rumors are addressed and cleared up. Maybe just simply titled "Rumors" Propaganda. Waste, I throw them away, have better things to read. Filtered news. 41 How would you rate the overall content of The Special Edition PipeJine? I EXCELLENT I GOOD I FAIR I POOR I I 19 I 88 I 59 I 14 I 11 Ofo 49% 33% 7% FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: Excellent concept but questions are becoming unprofessional -I believe the unprofessional questions are coming from a minority of staff. They may feel they are putting someone on the "hot seat" but they are showing disrespect and make themselves look childish. I believe we need to stop printing questions that are not pertaining to the Div/Dept role at the Districts. It should be used to answer questions that others may not know, not a "gotcha"! Waste, I throw them away, have better things to read. 42 How would you rate the overall content of Changing Times? I EXCELLENT I GOOD I FAIR I 16 I 68 I 60 10% 43% 38% FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: What's this? Don't recall it. Waste, I throw them away, have better things to read. Don't know what it is. Not applicable Unknown. I don't know about this publication. 43 I POOR I I 15 I 9% How frequently do you call the NEWS Line? ONCE A EVERY ONCE A NEVER WHEN WEEK OTHER WEEK MONTH DIRECTED I 11 I 5 I 20 I 59 I 83 I 6% 3% 11% 33% 47% FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: Usually the message is old news. Most Operations staff don't have voice mail and aren't allowed to use the phone longer than a few minutes. We are disciplined for too much phone time. Occasionally. 44 Did you attend last summer's Family Day? I YES I NO I I 33 I 150 I 18% 82% FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: Had to make repairs at a relative's house. In previous years my wife and kids wanted to do something else on the days on which the events are scheduled. Even if I strongly want to go to a Districts' sponsored event, I do not believe in forcing my will upon my family against their wishes. Nevertheless, I do think that these types of events are a GOOD thing. No motivation. (3 with same comment) I was working (2 with same comment) It's not important. Weekends are too busy for me. I don't feel like I'm a "part" of the Districts. Studying for final I didn't know. (12 with same comment) Conflict of plans. Water & oil don't mix, this was the Last Supper. (3 with same comment) Not interested Not convenient (5 with same comment) Out of town (3 with same comment) On vacation (2 with same comment) Conflict with kids sports 45 (2 with same comment) It was at Plant #2 and I work at Plant #1. Daughter was not home. Yes, it was before the investigation. Didn't have the kids. Only the pe.ople in the click talk to each other. Wasn't here. (3 with same comment) No time. I work on the weekend to make up for the difference in the cost of living. Attended first one. Work to make up the difference between raises and the cost of living. Some call it the Last Supper. Haven't been interested. Did not work here. (4 with same comment) No family. The Districts is where I work -I do not socialize with people I work with -this is based on Experience and observation of past events. Recovering from operation, but went last year and really enjoyed it. But I went the year before (no) It would not be comfortable to try and be nice to managers I do not like. Things are worse than they have ever been. This is chaos, created deliberately as a management technique. I used to be proud to work here, but now I'm ashamed. I never saw any group of people with lower morale. Lots of information, if you know how to read between the lines, otherwise none (that you can trust). All communication is one-way. People who speak out get bad performance reviews. Blake Anderson cares. No one else cares about anything but their own resume. New employee in August 1996. Family commitment. 46 LAST SUPPER? Almost. I dislike work parties. I work 2 jobs to support family 47 ) ) Did you attend last summer's Employee Picnic? I YES I NO I 35 I 150 19% 81%, -FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: Wedding same day. (2 with same comment) No motivation. (3 with same comment) I was working. (7 with same comment) Out of town. Vacation conflict. (8 with same comment) Another commitment. I I I hate picnics -but are great for those who like them and don't have pressing weekend errands. don't feel like I'm a part of the Districts. Conflict with spouse's work schedule (2 with same comment) Too far away, too much sun (no shade). Not since investigation. (2 with same comment) Wasn't here (2 with same comment) Didn't have time. (4 with same comment) Family commitments Not convenient Not a high priority Very boring! Spread out too much 48 Not interested, I have been to them in the past, but its hard to associate with others because of the silos between white collar and blue collar workers. (4 with same comment) Not interested. I like to use my personal time for my own interests. This doesn't mean that I'm anti-social or do not like my fellow employees. I socialize with my coworkers/friends at lunch time. Scheduling conflict. (2 with same comment) Too long of a drive, parking problems. Mile Square should be much more convenient for me. Have a lot of extended family activities(birthday parties then). Yes, it was before the investigation. Out of town: why can't some of Districts funds support picnic? (2 with same comment) On vacation. None of my co-workers was going. Location. I work on the weekend to make up for the difference in the cost of living. Work to make up the difference between raises and the cost of living. Did not work here. I had a prior commitment out of state. The Districts is where I work -I do not socialize with people I work with -this is based on experience and observation of past events. I never saw any group of people with lower morale. Blake Anderson cares. No one else cares about anything but their own resume. New employee in August 1996. I see people at work enough. Timing, distance I work 2 jobs to support family 49 Did you attend the Employee Holiday Party? I -YES I NO I 18 I 167 10%, 90% FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: Couldn't find a reliable babysitter. No motivation. At night -need a sitter. I like the idea of a holiday lunch! Too expensive and spouse doesn't care for these events. I I Timing, poor advance notice need more than two weeks. Spouses parties and child care arrang~ments need to be made. This holiday is sacred to me. (2 with same comment) Do not care for format. (2 with same comment) Too busy. I don't feel like I'm a part of the District, and too expensive. (9 with same comment) Too expensive Conflict with school Did not want to be around kisses Out of town. Kiss ass wanna be. (9 with same comment) Conflict with personal life. There is no holiday at OCSD Because of what happened during month of October 50 (5 with same comment) Not interested Not convenient Husband out of town Not a high priority On vacation Don't like this Employee X-mas party and we have to pay!! Not interested, I have been to them in the past, but its hard to associate with others because of the silos between white collar and blue collar workers. I like to use my personal time for my own interests. This doesn't mean that I'm anti-social or do not like my fellow employees. I socialize with my coworkers/friends at lunch time. Don't like to party with supervisors, luncheon sounds like a great idea. The atmosphere at the Districts was pretty negative at that time and I didn't want my morale to go down -I would rather enjoy the holiday and look forward to work. Always extremely busy at home and at work at that time. Too many ba_ck stabbers. Other plans: why can't some of Districts funds support picnic? They don't celebrate the Reason for the season! (3 with same comment) Location (4 with same comment) Too far I work on the weekend to make up for the difference in the cost of living. Cost, distance, location (no self-respecting native southern California goes to Long Beach for any reason these days). Work to make up the difference between raises and the cost of living. Investigation. No interest. 51 I was sick. The Districts is where I work -I do not socialize with people I work with -this is based on experience and observation of past events. Cost and midweek evening. I think having it at lunch is an excellent idea. It's bad enough having to cater to all the whiners at work. I don't want to see management on my time off! I hate getting that dressed up! I used to be proud to work here, but now I'm ashamed. Blake Anderson cares. No one else cares about anything but their own resume. My spouse could not attend. Made to feel unimportant don't enjoy being around most management. More of an office/white collar get together. Did not look like fun. I don't Brown-nose It's to "clickish" Shift worker working 52 ) Did your children participate in "Bring your Son/Daughter to Work Day?" I YES I NO I 36 I 147 20% 80% FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: When was bring your "son" to work day? No motivation. (2 with same comment) not interested. (9 with same comment) Too old. (4 with same comment) Children too young Didn't hear abut it till the day of the event. (3 with same comment) My children are in school. I have two adult children working full-time jobs. (2 with same comment) I'm too busy at work. Did not want to subject my kids to all the *&@ here. (3 with same comment) None at home (16 with same comment) I don't have any children None living in area, but great idea. Had to work Notice too short Impact on work schedule 53 I I Special school function at same time Great day, but GM and AGMs should have introduced themselves. Conflict with required state testing. I was away at a conference. Needed more notice. Couldn't get daughter that day. Schedule conflict. Son's schedule was already set. No family. The Districts is where I work -I do not socialize with people I work with -this is based on experience and observation of past events. School. I used to be proud to work here, but now I'm ashamed. My daughter was at sitters (she is two). 54 ) ) Would you like to see more events like Family Day? I YES I NO I I 70 I 96 I 42% 58% FOLLOWING ARE ALL THE COMMENTS STAFF SUBMITTED: I really think it is wrong to use attendance at these kinds of events as a measure of employee morale (if that is what someone in your division believes the case to be). Some families have a lot of demands on their private lives and available time outside of work! Department tours of other departments that would be encouraged to attend during work hours. Presentations etc. by all levels of employees. I think we should focus more on the Employees while they are here -i.e. Holiday lunch, Health Fair. One is enough. Once a year is good, else it will lose novelty and become same old .. I think the suggestion to have a luncheon paid by Districts for holiday around X-mas is a great idea. Some of us cannot always get family members to participate in these work-socials, but alone it is great during day. I think a lunch picnic would be great for employees on a workday afternoon, also if family members can make it, great. Maybe. The annual picnic is like Family Day (2 with same comment) Waste of time. Sucks Annually is too often. It's a lot of work and money and should be held infrequently enough that there is good turn out. Every 3 yrs would be enough. Career development or Career Opportunity Day -for employees to "buddy" with another employee to actually see what that position is like -benefits would be many (encourages cross- training or career opportunity growth, greater respect for coworkers positions). 55 Family Christmas Party with Santa Claus Don't gear it towards little ones though, they don't understand anyway. Bring your son/daughter to work day is a great idea! (2 with same comment) I tliink the Districts has enough special events. Get to know other divisions/dept. Day. To see exactly what LAB does or Source Control etc. Line cleaning, Adm, Board. Not necessarily more but hopefully keep what you have, great job! Bring your son to work day. Something to bring team work in each department. I would rather see the money spent on employee benefits (better insurance etc.) The - Communications Dept should stop trying to get employees from other departments (volunteers) to do their work (plant tour guides, switchboard, receptionist). We all have been downsized to the point that we have trouble getting our own work done and are already under a lot of stress. What there is is fine. Division/Dept activities. Replace expensive Christmas party. More son/daughter days. Do not care. Better things to do on days off. Family not interested in our product. Don't change anything, maybe more chicken instead of meat. Community Day -get local families to visit both plants. Also get plants cleaned up (potholes filled in, etc) and set up area for activities like volleyball court or B-ball diamond. The Districts is where I work -I do not socialize with people I work with -this is based on experience and observation of past events. Pay me my share of the cost. (2) I don't care. Don't know. Wasn't there to see how it went. 56 .. This Last Supper was quite enough. Employee's Day Not right away ... Two open houses in two years is plenty for now. Lets wait awhile. I do not choose to attend those functions but, I think they are good for Employee morale. Save the money. Communications should convey their needs/wants to the E.A.C. Committee. Give it a rest. SURE, WHY NOT 57 _,..,. Goal 1.1 Issue press releases and other information pieces routinely to keep the media and the public aware of matters of interest and importance. 1.2 Proactively work with media on upcoming stories/events. 1.3 Continue Communications' policy of a one- 2.1 Organize and host the Second Annual Legislators' Day for the Orange County delegation, CSDOC Board Members and local city officials. 2.2 Continue to host City Managers' meetings and distribute information as appropriate. 2.3 Develop regularly distributed information pieces and brochures for city officials, state legislators, including the facilities brochure. H:\WP.DTA\ADMIN\2190\ATKINSON\EXTERNAL\2PLAN.SAM External Communications FY '97 -'98 WORK PLAN X X 4th Qtr X X X X X X Page 1 of6 Responsible Board Tuchman/ Atkinson Tuchman/ Atkinson Tuchman/ Atkinson Atkinson/ Tuchman Tuchman/ Atkinson Tuchman/ Atkinson Goal 3.1 Determine potential audiences and define multi-lingual component. 3.2 Create computerized database. 3.3 Conduct Speaker's Bureau Training . 3.4 Develop, implement marketing program. 3.5 Develoo survev to assess effectiveness. 4.1 Complete Tour Guide Training. 4.2 Implement use of agency-wide Tour Guides. 4.3 Develop & implement survey to assess effectiveness & quality of presentations. 4.4 Develoo/imolement marketino orooram. 5.1 Continue to seek guidance from Rate Advisory Committee Members through the Strategic Planning Process. H:\WP .OTA \ADMIN\2190\A TKINSON\EXTERNAL\2PLAN.SAM 4th Qtr X X X X X X X X X X X Page 2 of6 Responsible Atkinson Atkinson Atkinson Atkinson Atkinson Atkinson Atkinson Atkinson Atkinson Strategic Planning Team/ Tuchman Board Goal 5.2 Conduct a mass mailing per Proposition 218 to ratepayers. 6.1 Host meetings of regional bodies to promote awareness and involvement of CSDOC. 6.2 Sponsor workshops to inform member cities and special districts of regional issues related to CSDOC. 6.3 Coordinate communications efforts of regional issues specific to wastewater. 7.1 Provide support on communications to Joint Coordinating Committee and CSDOC Joint Boards. 7.2 Actively work with Public Relations consultant to effect external public relations. 7.3 Provide ongoing information to CSDOC staff regarding OCR Project. H:\WP .DTA \ADMIN\2190\A TKINSON\EXTERNAL \2PLAN.SAM 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr On- Going X X X X X X X Page 3 of6 Responsible Tuchman/ Streed/ Atkinson Atkinson All Staff/ Tuchman/ Atkinson All Staff/ Tuchman/ Atkinson Tuchman/ Atkinson Tuchman/ Atkinson Tuchman/ Atkinson Board Goal 4th Qtr Responsible Board 8.1 Provide communications support to the X Atkinson/ community, other governmental agencies Tuchman and regulatory bodies regarding consolidation. 8.2 Review, revise and coordinate all name, X Atkinson/ logo, and letterhead changes related to Tuchman consolidation. 8.3 Review, revise and coordinate Atkinson/ policies/procedures changes related to Tuchman/ consolidation. Streed 8.4 Provide ongoing information to CSDOC staff X Atkinson/ Tuchman 9.1 Plan and coordinate quarterly Board X Strategic Workshops, including preparation of slide Planning Team/ presentations. Tuchman 9.2 Provide support to continue external X Strategic stakeholders consultation process. Planning Team/ Tuchman 9.3 Develop briefing mechanisms for external X Strategic audiences as needed. Planning Team/ Tuchman H:\WP .OTA \ADMIN\2190\A TKINSON\EXTERNAL \2PLAN .SAM Page 4 of6 · Goal 9.4 Support consultants in public outreach efforts (Rate Advisory Committee, Policy Advisory Committee). 9.5 10.1 Work with Source Control to develop wide range of "business-friendly" publications. 10.2 Help coordinate on-site seminars, workshops and other programs for business community. 11.1 Conduct ongoing treatment plant tours. 11.2 Participate in school sponsored community events and career days. H:\WP.DTA\ADMIN\2190\ATKINSON\EXTERNAL\2PLAN.SAM 1st Qtr 2nd Qtr 3rd Qtr X X 4th Qtr On- Going X X X X Page 5 of6 Responsible Strategic Planning Team/ Tuchman Strategic Planning Team/ Tuchman Technical Services/ Graphics Technical Services/ Communications Atkinson Atkinson Board Goal 11.3 Participate with local jurisdictions, water districts and the County in progress towards development of a water-based curriculum unit. 11.4 Continue as a dues paying member of the Think Earth Foundation. H:\WP .DTA\ADMIN\2190\A TKINSON\EXTERNAL\2PLAN.SAM 1st Qtr 2nd Qtr 3rd Qtr X 4th Qtr On-Responsible Board Going Atkinson X Atkinson Page 6 of6 I • OMTS: 7/2197 PDC: FAHR: EXEC: STEER: 6/25/97 JT.BDS: 7/30/97 All AGENDA WORDING AND RECOMMENDED ACTION($): Agenda Wording: AGENuA ITEM TRANSMITTAL CONTACT FOR INFORMATION (Originator) 3590, Adriana Renescu, 3828 2450, Nick Arhontes, 3011 Division No., Name, and Extension Regional Collection System Districts-wide Policies Regarding System Management (All Districts) proposed by Technical Services and General Services Administration Departments in cooperation with the Districts' Board of Directors and local authorities (cities). Recommended Action(s): Information only CEQA REVIEW: Project Is Exempt: NOT APPLICABLE Date Notice of Exemption Filed: Negative Declaration Approved on Final EIR Approved on _ and Notice of Detennination filed on _ CURRENT BUDGET/COST INFORMATION TOTAL BUDGETED AMT.: $NA SOURCE: CORF JO DISTRICTS Schedule/Line Items: AMOUNT OF TRANSFER: Schedule/Line Item: TOTAL PROJECT BUDGET INFORMATION First Year in Budget: Master Plan Estimate: Year of First Costs: THIS AITNENDOR/PROJECT COST INFORMATION CURRENT YEAR BUDGET AMOUNT NIA ORIGINAL BUDGET TOTAL NIA ORIGINAL BID, PO,CONTRACT AMOUNT NIA WILL PROJECT REQUIRE ADDITIONAL PERSONNEL? NO If YES, state number: _ Pennanent _ Limited Tenn DATE OF MOST RECENT BOARD ACTION ON THIS SPECIFIC ITEM: CURRENT YEAR- TO-DATE EXPENDITURES NIA PREVIOUS BUDGET CHANGES NIA CHANGE ORDERS, FUNDS PREV. APPROVED NIA YEAR-TO-DATE REVISED BUDGET BUDGET BALANCE TOTAL (Total Budget plus Transfers) NIA NIA BUDGET CHANGE REVISED TOTAL THISAIT PROJECT BUDGET NIA $0.00 AMOUNT AMENDED REQUESTED THIS PROJECT AIT AMOUNT NIA $0.00 REQUIRES BOARD POLICY ACTION? YES If YES, explain in ADDITIONAL INFORMATION section Revised 05/14/97 A:\AIT.3 Page 1 of 3 ',q 7 Date 11r 0;;0;11 r Signature Date D · · n Manager (Or Designee) t~/,P 4' 7 Signature Date Assistant General Manager (Or Designee) ADDITIONAL INFORMATION (Background and/or Summary) ATTACHMENTS TO r ~ITTEE AGENDA (List): 1. ATTACHMENTS TO JOINT BOARDS AGENDA (List) 1. Sanitary sewers are enclosed underground collection systems that convey domestic and industrial wastewater to treatment facilities for processing and disposal, an essential part of protection of public health and the environment. In addition to operating the regional treatment system, the Districts also operates and maintains the main sewer (trunk) lines, and regional pump stations, as well as some smaller and subsidiary lines in District 7. Under the federal Clean Water Act and California's Porter-Cologne Act, the Districts' legal responsibilities, which are defined in our ocean discharge permit, include proper operation and maintenance of all our facilities. For the past two years, US EPA has sponsored a federal advisory committee, with members from sewerage agencies, regulatory agencies, municipalities, and environmental groups, to review regulatory oversight of sewer spills around the country and to develop a consistent national policy for abatement. Nancy Wheatley, Director of Technical Services, is a member of this advisory committee. Committee discussions have indicated that regulators would like to see better management of collection systems, particularly smaller systems and those which discharge to regional wastewater treatment plants. Potential components of a national policy could include more stringent monitoring and reporting requirements than are generally applicable, and swifter correction of chronic sewer spill problems. In return, EPA had supported a policy which would allow an affirmative defense for spills which were unavoidable and clearly beyond the reasonable control of the system operator. The main purpose of the-maintenance and operation program, which includes line cleaning, flow diversion, flow monitoring, trouble spot maintenance, inspections, minor repairs and pump station preventive maintenance, is to ensure the reliable flow of wastewater through the system, prevent odor and corrosion of the sewer lines and prevent spills. The Districts is currently responsible for the maintenance of trunk lines and regional pumping plants. The cities are responsible for the operation and maintenance of the small lines and their pump stations (except in part of District 7 as noted above). All spills must be reported to the Regional Water Quality Control Board and, if there is a potential to affect public health, to the appropriate health care agency as well. Spills from the Districts' system are a violation of the Districts' ocean discharge permit, and spills from city- owned systems may also be a violation of federal and state law under the theory that a spill discharges pollutants into the environment without a permit Stoppages in sewers may be caused by roots, grease, rags, collapsed pipes, sand, grit and a variety of other small obstructions. A review of spill data indicates that, in small lines, grease accumulation is the prevalent issue, and requires both preventive maintenance and measures to mitigate the discharge of grease in order to reduce and minimize the line maintenance requirements and spills. EPA and the state regulatory officials have also indicated a desire to have more oversight of systems which discharge to regional wastewater treatment agencies because these systems do not generally have either federal or state permits under the Clean Water Act or under state statutes such as Porter-Cologne. Because the regional agencies are responsible for wastewater treatment for the communities that discharge to the regional system, EPA and the states are looking to the regional agencies for leadership in managing these local systems. There has been discussion of how -not whether -the regional agencies can be required to provide regulatory oversight for these smaller systems. While it is uncertain just how and when EPA might attempt to impose this requirement on regional agencies, it is clear that EPA and the state regulatory agencies favor this regulatory approach. Revised 05114/97 A:\AIT.3 Page 2 of3 ~, To meet regulatory expectations, tt· -~maller collections systems must be mana'-'Over the long-term. Many cities have had long-term programs for collections._ Jm repair, replacement and rehabilitation. but others have not yet had to address this problem. For some, the collection system performance has recently begun to deteriorate, and the cities have realized that the cost of long-term system maintenance will be a significant liability. Short-term collection system operations and maintenance, such as the line cleaning discussed, can also carry with it a significant annual cost. Issues posed by these responsibilities include how and by whom these very substantial financial requirements will be funded, as well as whether the present ownership structure for the collections systems, where the cities own the majority of the small collection system, makes sense for the long-term. On February 26, 1997, the Districts' Board of Directors adopted a motion for Alternative Delivery of Collection System O&M Services (FAHR97-14). This item addressed organization of the Collection Division, and management plans for maintenance of both Districts and smaller lines. In order to improve the performance of the smaller lines, Item 3 of the Board decision directed the Districts to establish a Districts-wide grease mitigation ordinance in cooperation with the cities and the Districts' Source Control Division. Following this directive by the Board and based on the issues presented in the FAHR report accompanying this Board agenda item, Districts' staff is proceeding with developing a procedure and mechanism to initiate the development of a proposed ordinance. Because of the region-wide impact of such an ordinance, staff is evaluating recommending the formation of a group of the partners, which might include members appointed by the Board of Directors. The control of grease in the collection system is just one aspect of system maintenance. Districts' staff believe that a partnership between the Districts and the cities could significantly improve collection system performance by providing a regionally consistent collection systems management program. If such a program were in place, it would also decrease the need for, and therefore, the potential for, a management requirement imposed by EPA on the Districts, as the regional treatment agency. Such a program will have several elements of regional concern, one of which is a model ordinance to reduce and mitigate the discharges of grease to the sewer. The local collection system management programs should identify and address the local problems and issues, while recognizing the Districts' ocean discharge permit and its requirements, as well as trends in the EPA program and regulations, and overall watershed management goals. Therefore, the development of the program and its application need to be accomplished in partnership with the Districts' Board of Directors and the cities or responsible local authorities. In addition, the Strategic Plan is considering new approaches to manage the flow of waste, including a comprehensive, 'holistic' evaluation of the entire collection system. As part of the comprehensive evaluation, staff is looking at the collective issue of infiltration and inflow, which in turn would require a re-evaluation of the collection maintenance, repair and replacement program. As a result of the conclusions in the Strategic Plan, the Districts will be looking to developing cooperative solutions with local sewerage entities such as the cities. The Strategic Plan collections system issues can be taken up by the partnership developed for the model ordinance, which will provide a ready forum and mechanism to develop cooperative solutions. AR:NA:lvw c: Department Head AGM-Administration AGM-Operations General Manager Revised 05/14/97 A:\AIT.3 Page 3 of 3 FAHR ·COMMITTEE CALENDAR October 8, 1997 Nov. Adoption of Comprehensive Annual Financial Report Action Reserves and Replacement Study Action RFP for Selection of Financing Team Action First Quarter Financial and Performance Report Information Revised Deferred Compensation Plan Action Worker's Comp. Report -First Quarter Information Dec. Geographical Information System Action 1998-99 Joint Works Capital Budget Preview Information Industry-Standards Benchmark Report Information Jan. NO MEETING SCHEDULED 1 Consideration of Performance-Based Budget Action 1998-99 Budget Assumptions Action Selection of Financing Team Action Feb. Second-Quarter Financial & Performance Report Information Consideration of Rate Advisory Committee Items Action Renewal of Boiler & Machinery Insurance Action CSDOC e P.O. Box 8127 e Fountain Valley, CA 92728-8127 e (714) 962-2411