Departments

Board of Directors

The Directors invite the public to attend Board meetings and Board Committee meetings. Board meetings are held on the first and third Tuesday of each month at 3:00 p.m. in the District Administration Building. Board Committee meetings are held at various times. A tentative listing of dates and times are available here.

The Board of Directors makes all policy determinations through the enactment of ordinances and resolutions, and has final authority in the implementation of these policies. The Board determines how the District will obtain and spend funds, and reviews and approves the District’s Operating and Capital Budget. The Board also appoints the General Manager and Legal Counsel, as well as the members of the District’s five standing committees. As a part of its policy foundation, the Board and staff collaborated to establish the following Ten-Year Vision for the District.

 

Ten-Year Vision of Oro Loma Sanitary District

Safety is paramount. We will maintain a safety program, safety culture, safe work habits and safe work record to reflect our practice of proactive risk identification and mitigation, and commitment to safely completing our work.

Our staff remains our key asset. Despite anticipated attrition, we will practice deliberate knowledge transfer, keep the selection of extraordinary team players as our norm, foster an environment to promote professional development, and offer an appropriate compensation package.

Shaping and responding to new regulation gives us a competitive advantage. We will perform sound planning, engage with the regulatory community, and innovate as we select on optimal response to significant emerging regulations.

  • Not all new technologies are worth our investment. We will scrutinize available technologies and implement only those that increase our standard for operational resiliency while meeting our high standards for investment of public funds.
  • Measured risk taking is a part of sound management. We will continue to take prudent business risks that improve the District’s ability to respond to future challenges while maintaining our fiscal strength.
  • The public expects us to manage with the long term in mind. We will maintain a comprehensive understanding of our service and infrastructure needs and provide proper funding to manage their ongoing renewal.
  • Proactive communication is essential to providing the best service. We will identify issues of public concern and communicate our approach to addressing these issues well in advance of any requirement for significant immediate action.
  • Excellence over average performance. We will set the standard for operational resiliency, regulatory compliance, and cost efficient operations among sanitary agencies in the State.

Administration Department

Mission Statement

“Providing excellent service with a positive attitude.”

 

Department Description and Purpose

The Administration Department provides administrative support to the Board of Directors, Board Committees and all departments, and undertakes overall general management of the District. Core functions include: accounting, budgeting, investing, human resources, labor relations, information technology, workers’ compensation, public information, performance management, risk management, safety and training, general administration, and representation at various regulatory agencies. The Administration Department also oversees and administers a long-term agreement with Waste Management of Alameda County, for providing solid waste and recycling services to District customers.

 

Staffing

Six authorized positions for FY 2016-17.

 

10 Years Strategic Goals

    • Zero lost time accidents in all years and injuries (3 out of 10 years).
    • Maintain lowest residential sewer service charge in Alameda County and among the lowest 5% in the State.
    • Timely, accurate, transparent, and useful financial reports.
    • Develop and maintain cross training for key admin/finance functions.
    • Provide live, knowledgeable customer service point of contact for all incoming calls.
    • Identify and communicate required funding needs for operations and projected infrastructure needs.
    • Update Strategic Plan every two years with the Budget document.

 

Performance Measures and Results

  • Prepare Board agenda packets, and deliver and post on the Friday before the Board meeting.
  • Process payroll and accounts payable, and complete monthly financial statements on time, 100% of the time, and error free at least 99.5 % of the time.
  • Publish three to four issues of the “Oro Loma News” newsletter each year.
  • Publish the award-winning Comprehensive Annual Financial Report by December 31 each year.
  • Coordinate and successfully complete the annual Earth Day Poster Contest for schools (K-12) located in the District’s jurisdiction.
  • Manage department expenses within budget.

Collections Department

Mission Statement

“Treat every customer like family.”

 

Department Description and Purpose

The primary responsibility of the Collections Department is to maintain the integrity of the District’s collection system, which consists of approximately 273 miles of sanitary sewer lines, 6,015 manholes, more than 60 special structures, 14 pump stations, and several inverted siphons. The Collections crew cleans and video inspects over 2 million feet of sewer lines each year, and maintains records of sewer line condition. The crew partners with Engineering to establish repair and replacement priorities, and handling investigation, regulatory reporting, and claims for sewer overflows.

 

Staffing

Six authorized positions for FY 2016-17.

 

10 Years Strategic Goals

    • Zero lost time accidents in all years and zero “reportable injury” years (3 out 10 years).
    • Zero collection system overflows.
    • Maintain compliance with all SSMP and CIWQS reporting requirements.
    • Develop “watch list” of emerging regulations, key regulatory contacts.
    • Build field GIS infrastructure, provide GIS access to key collection personnel.
    • Measure customer satisfaction and identify areas for improvement.

 

Performance Measures and Results

Through continuous sewer line cleaning and digital video inspections, the Collections Department achieved:

  • Further reduction of collection system service calls – 260 calls in 2000 to 118 calls in 2015.
  • Further reduction of stoppages – 15 stoppages in 2000 to 3 stoppages in 2015.
  • Continue to maintain high performing system with a spill rate of less than one per 100 miles per year.
  • Prestigious awards from California Water Environment Association (CWEA) – “Collections System of the Year – San Francisco Bay Section” in the 250-500 miles category (1997, 1998, 1999, 2000, 2004, 2010 and 2013), and “Collections Supervisor of the Year” (2005). In 2000, 2004, 2010 and 2013 the Department also received the CWEA State-wide “Collections System of the Year” award.
  • Manage departmental expenses within budget.

Engineering Department

Mission Statement

“Friendly customer service with quality engineering and project management.”

 

Department Description and Purpose

The Engineering Department oversees the design, bidding and construction of projects in the District’s Renewal and Replacement (R&R) and Capital Improvement Program (CIP). The department also manages capital facilities planning and budgeting; performs annual updates of the database for revenues collected for District services; inspects the installation of all collection system improvements of private developments and construction projects; collects and interprets data through flow-monitoring devices; reviews plans submitted by public agencies and private companies; issues permits to contractors and/or developers for construction, repairs, or encroachments; processes annexations to the District; and, maintains records of engineering drawings and the District’s mapping system.

 

Staffing

Six authorized positions for FY 2016-17.

 

10 Years Strategic Goals

    • Zero lost time accidents in all years and zero reportable injury years (3 out 10 years).
    • Maintain Ten-Year Capital Planning Document for all District assets.
    • Build GIS ino central reference source for all District assets and customer service issues.
    • Implement Asset Management Program for all District assets by 2023.
    • Replace a minimum of 20 miles of collection system pipe by 2023.

 

Performance Measures and Results

  • Ensure that the department’s expenses are managed within the adopted budget.
  • Execute planned work in a timely manner (Minimum of 85% of funds budgeted to be spent in given budget year).
  • Minimize construction change order costs (for projects closing out during the current fiscal year) to no greater than 5% of the original contract amount.
  • Prepare and maintain quality as-built drawings, maps and engineering records.
  • Deliver courteous and timely response to customer calls and “over the counter” services.
  • Manage departmental expenses within budget.

Maintenance Department

Mission Statement

“We are here for you.”

 

Department Description and Purpose

The Maintenance Department provides equipment repair and maintenance services, including electrical instrumentation, process control, and mechanical & electrical services for treatment plant operations, collection system lift stations facilities, vehicles, buildings, and a 720 kilowatt cogeneration and emergency generator facilities. Additionally, the department maintains an on-site pump station and recycled water facility owned by East Bay Dischargers Authority. The Maintenance Department also manages and/or builds small capital improvement projects.

 

Staffing

Ten authorized positions for FY 2016-17.

 

10 Years Strategic Goals

    • Zero lost time accidents in all years and zero reportable injury years (3 out 10 years).
    • Zero lift station overflows.
    • Zero permit violations due to equipment failures.
    • Maintain average monthly backlog to under 25% of the current month’s output.
    • Maintain 95% annual uptime on cogeneration system.
    • Maintain lift station contingency plan and provide training to allow 90 minute response and bypass at all remote sites.

 

Performance Measures and Results

  • Maintain zero lift station overflows or effluent violations due to equipment or instrumentation failures.
  • Ensure that department expenses do not exceed the adopted budget.
  • Manage departmental expenses within budget.

Operations Department

Mission Statement

“Safe and cost effective wastewater treatment in compliance with all regulatory requirements.”

 

Department Description and Purpose

The Operations Department is responsible for the 24/7 operation of the District’s sewage treatment plant and biosolids disposal. The plant has an average dry weather flow of 12.2 MGD, with a design flow of 20 MGD. The treatment plant is jointly owned by Oro Loma Sanitary District (75%) and Castro Valley Sanitary District (CVSD) (25%). Under long term mutual agreements, CVSD reimburses the District for operations and maintenance costs for wastewater treatment, based on its actual contributory sewage flows (approximately 27%), and 25% for capital costs, based on its ownership interest. In addition to operating the plant, staff is involved in the operation and maintenance of the East Bay Dischargers Authority pump station, Skywest Golf Course water reclamation facilities, laboratory services, pretreatment activities, and compliance with numerous governmental regulations regarding treatment and disposal of wastewater and its byproducts.

 

Staffing

Thirteen authorized positions for FY 2016-17.

 

10 Years Strategic Goals

    • Protect public health and the environment.
    • Zero lost time accidents in all years and zero “reportable injury” years (3 out of 10 years).
    • Zero effluent violations
    • Develop written operator training program for all areas of the plant.
    • Develop annual “watch list” of emerging regulations, key regulatory contacts, and participate when warranted.
    • Renegotiate EBDA agreement to reduce/eliminate District responsibility for replacement of conveyance system it does not use.
    • Build video library of critical situation response; use video for debrief and future training.
    • Optimize plant energy and chemical use through ongoing process control and evaluation.
    • Track ongoing discussion of nutrient regulations and potential technical responses.

 

Performance Measures and Results

  • Performance Measures and Results:
  • Achieve 100% regulatory compliance with local, state and federal requirements.
  • Ensure that department expenses are managed within the limits of the adopted budget.
  • Manage departmental expenses within budget.