Letter from General Manager
I am pleased to present Oro Loma Sanitary District’s 2021-2031 Strategic Plan. It is the product of input from staﬀ, management team, and the Board of Directors. The Plan reﬂects our desire to renew our existing sewer infrastructure, partner with the community to advance beautification efforts, and move forward with a unified vision for our future.
The Plan addresses several strategic challenges we face. First, despite our award winning Collection System performance, the backlog of identified repairs has reached over $100,000,000. To ensure that our performance remains strong, the District will invest at least $60M over the next ten years to reduce the backlog of severe defects. It also seeks to address growing concerns about litter and dumping within the community by committing to consider alternatives and expand resources to address these issues in partnership with other agencies.
The plan builds upon significant achievements identified in prior plans. In FY 2017/18, the District replaced over five miles of collection system pipe – a record. With planned borrowing from Federal and State sources, the record annual pace will likely be exceeded in each of the next four years. In 2018, the District obtained a discharge permit for flows above 30 mgd and renegotiated its agreement with EBDA to significantly reduce replacement liabilities for portions of the system it does not use. The District has also developed a competency-based Operator Training Program to provide on-demand training with computerized assessments. These accomplishments were all first identified and approved by the Board in the Strategic Plan.
Our vision is to develop a workplace that is welcoming to all people, to send a generation of employees into retirement without injury, proactively communicate with the public, manage for the highest long-term value, and achieve excellence in our industry. The Strategic Plan serves to align the resources and actions of our team to achieve the goals.
The Plan anticipates growing challenges on the solid waste and recycling fronts. Waste characterization studies show that customers are placing too much trash in the recycling carts – which contaminate otherwise quality recyclable materials. The plan seeks to reduce this problem by at least 25%. The District will also replace all of its existing trash, recycling, and organics carts (at a cost of $6M) to achieving compliance with Senate Bill 1383 and to help simplify messaging around ‘What material goes where?’.
The plan continues to include measurements of customer service, improving our existing safety culture and performance, and maintaining award-winning transparency and long-term cost eﬀectiveness.
This document is the fifth update of the ten-year strategic goals. Staﬀ executed well on prior plans, in some cases achieving ten-year goals within a two-year span. Given our changing environment, the strategic goals document will be updated again in 2024 (3 years) to better balance staff workload between budget and non-budget years.
I appreciate the Board, management team, and our staﬀ, whose contributions made this a better document. I look forward to working with our team to make the vision a reality.
Jason Warner, General Manager