10-YEAR STRATEGIC GOAL

INTERMEDIATE

Oro Loma will provide high value to the ratepayers today and in the future. High value includes making efficient and sustainable decisions while paying for needed infrastructure and maintaining rates within the lowest 50 percentile in Alameda County. (2021)

Perform annual sewer service charges survey for Alameda County jurisdictions and report the District’s ranking within the County.

Maintain solid waste rates among the lowest in Alameda County. (2015).

Perform annual solid waste rates survey for Alameda County jurisdictions and report the District’s ranking within the County.

Identify and communicate to the Board and to the public future funding needs for operations and projected regulatory/infrastructure upgrades. (2013)

Update and report to the Board the cash flow & investment timeline once per quarter. Perform 5-year cash flow projections at least once per year.  Develop Prop. 218 notice explaining the rate increase and associated needs in the District. The updated sewer service charges shall include funding of Capital projects.

Build Capital Asset Program funding into rate structure by 2029.

Raise sewer service charges at a minimum of 7.5% per year in the next rate setting process (FYs 21/22-25/26).  Any portion of rate increase above inflation to be used to fund the capital program.

Continue to explore alternatives for the beneficial reuse of biosolids. (2015)

Continue to land apply biosolids and monitor industry trends.  Develop potential biosolids disposal options for Board consideration.

Produce timely, accurate, transparent, and useful financial reports. (2013)

Issue monthly financials by the 10th of the following month. Develop real-time management access to financial data.

Update “10-year Strategic Vision and Goals” document every three years. (2021)

Next update scheduled for April 2027.

Zero lost time accidents. (2013)

Continue existing high-level of safety training (minimum 20 training sessions per year).

Maintain High Performing Safety Culture (2013)

Maintain  average time for correction of safety work orders at or under 30 days (excludes work orders where alternate, safe methods of work are available). Hold monthly Safety Committee meetings and distribute minutes to all staff. Perform written management safety audits, a minimum of four times per year.

Survey Oro Loma Safety Culture every two years and maintain a minimum of 90% positive responses in the aggregate. (2015)

Perform Safety Culture survey in Fall of 2024 and present findings to the management team. Identify action plan for any areas in need of improvement.

Maintain safety policies and procedures by auditing, updating, and training on policies at least every three years. (2013)

Review all safety procedures in 2025 and update as needed.

Maintain training standards and video-based operator training program for all areas of the plant.  (2013)

Audit operating training materials annually or as-needed when a new process is introduced.

Maintain Collections training program including Target Solutions Training System, embedded video, critical situation response, and/or multimedia options.  Link videos to Geographic Information System (GIS). (2017)

Audit Collections training materials annually or as-needed when a new process is introduced.

Conduct critical incident response debriefing sessions and document lessons learned for future training. (2013)

Perform debrief sessions as events dictate. Maintain an internal archive of lessons learned.

As a District, we will provide financial support and encourage any employee with a plan and desire to improve knowledge, skills, and/or abilities. (2017)

Promote the availability of the educational reimbursement program to all staff two times per year.

Conduct annual management development training (commit to a minimum of two training topics per year). (2017)

Coordinate annual management training and develop program for existing management team.  Management team to identify potential training needs and agree on the highest priority items for group training.

Develop and continue to commit to a high functioning Board. Invest in training of Board members and seek ways to improve efficiency of existing Committees.

Provide training opportunities to new Board members and refreshers to existing Board members.

Zero collection system overflows. (2013)

Meet cleaning and inspection goals annually. Perform video inspections of repair work within 48 hours of notification by Engineering.

Zero lift station overflows. (2013)

Continue to perform annual asset management analysis with Engineering. Continue to update critical equipment list and response action plans.

Zero effluent violations. (2013)

Provide annual training on NPDES Permit Conditions. Identify and include in the 10-year Capital Plan projects to improve effluent quality during storm events.

Zero permit violations due to equipment failures.  Maintain a level of reliability so that ≤ 12 off hours (5:30 p.m.to 7:00 a.m.) trouble calls are made for plant equipment per year. (2013)

In order to limit unnecessary callouts, develop a matrix detailing key equipment and allowable time to dispatch for use by operations when assessing equipment failures (i.e. if a process can wait until Monday at 7am, wait until then to address).

Maintain compliance with all SSMP and CIWQS reporting requirements. (2013)

Certify monthly “no spill” reports where applicable. Certify all spill reports as they occur. Update SSMP at least once every six years (last revised in 2019).

Develop “watch list” of emerging regulations, key regulatory contacts, and participate when warranted. (2013)

Review BACWA Regulatory Issues Summary with Operations Committee as needed.

Maintain lift station contingency plan and provide training to allow an average remote site response in 90 minutes at all remote sites.  (2013)

Update contingency plan annually.  Perform a minimum of two timed, scenario-based emergency response launches per year (i.e. measure time to select, hitch, and exit plant with appropriate tow vehicle and equipment).

Maintain policies and procedures within guidelines of “industry best”. (2013)

Audit procedures annually.  Perform update on any policy or procedure older than three years.

Continue to meet requirements of County and State solid waste requirements, including SB 1383. (2021)

Continue outreach and education to all customers and monitor compliance with all aspects of the law.

Reduce residential recycling contamination by 35% by 2025.  (2019-50% by 2024; 2021-35%
by 2025)

Implement Smart Truck Technology to monitor contamination. Track progress through KPIs and provide additional education to customers as needed.

Maintain 100% participation in organics recycling in schools. (2019)

Continue outreach and education to schools.

Be carbon free for indirect GHG emissions by 2040; achieve a 50% reduction in direct GHG emissions by 2040 (compared with Year 2000 levels).  (2019)

Provide update on Oro Loma Climate Action Plan in FY24/25.

The District will produce as much electricity as it uses on an annual basis by 2030.  For the period between 2021 and 2030, the District will focus on reducing electrical consumption.  In 2030, the new Cogeneration System will be designed to provide 100% of District electricity to 2050. (2021)

Evaluate energy producing technologies and explore partnership opportunities to assist with providing 100% of District electricity.

Measure customer satisfaction related to sewer, solid waste, and recycling activities every two years. Identify areas for improvement. (2013)

Administer customer satisfaction survey every two years (Summer 2024) and present results to the Board.

Measure Collections customer satisfaction and identify areas for improvement by written surveys. (2017)

Present annual findings to the Board in August of each year.

Research and establish vision for Administration & Finance office of the future. (2021)

Modernize administrative practices – investigate options for paperless A/P, and remote work policy.  Identify and implement practices to increase customer service via computer-based interfaces.

Increase the call-to-action messaging for the public, with emphasis on its role in protecting the environment. (2021)

Implement the direction established in the Communications Plan – recycle right and 3Ps.

Manage maintenance needs of the District with existing workforce and outside assistance as needed.  Maintain maintenance backlog to below 125 work orders at least two months each year. (2021)

Maintain compliance with the 10-year standard each year.

Maintain 95% annual uptime on cogeneration system. (2015)

Maintain compliance with the 10-year standard each year. (Planned outages for engine rebuilds to be excluded from measurement).

Cooperate with the County in its efforts to address illegal dumping and litter in the District.  Take a meaningful step beyond current efforts to beautify the community. (2019)

Continue outreach on bulky waste pick-ups and evaluate multi-family bulky waste collection.   

Maintain a Communications Plan for District outreach efforts.  Update the plan every five years. (2019).

Update existing plan in FY 2025/26.  Review plan with Board at least every two years.

10-Year Capital Planning Document for all District Assets (Update Monthly). (2013)

Report monthly to Construction Committee and update 10-year plan as new information becomes available.

Improve the condition of the collection system by approximately 3% each year for the next 10 years. Existing baseline includes 76 miles with a defect score of 3 or greater.  The goal is to reduce the value from 76 to 57 miles by 2029.  (2019)

Design and perform pipe replacements and spot repairs within total two-year budget amount of $19.5M (includes line replacement plus $1.25M/year for spot repairs).

Replace a minimum of 40 miles of collection system pipe between 2019 and 2029 (increase miles of HDPE from 32.7 (10/31/18) to 72.7).  As of June, 2023, there are 55 miles of HDPE pipe in the collection system. (2019)

Replace a minimum of 4 miles of pipe every year until goal is reached.

Manage line replacement program to limit high-frequency footage (an indicator of system health) at or below 10% of the District’s system (27 miles).  As of June 2023, 10.% (28.7 miles) of the collection system is on the high frequency cleaning schedule.  (2017)   

Continue to monitor improvements to high-frequency footage gained from line replacement program.   Communicate progress to Board on a monthly basis.

Build GIS into central reference source for all District Assets and customer service issues. (2013)

Continue to maintain minimum 10 District staff capable to use GIS for customer service response.  Perform refresher training annually.

Maintain Asset Management Program for all District assets by 2026. (2013)

Evaluate resources required to maintain asset managment program. Present to Board and seek direction to provide additional resources by 2026.

In response to ongoing climate change trends
- do no new harm - all new construction to take into account sea level rise projections. (2015)

Continue to build all new infrastructure above the 100-year sea rise projections.  Develop long term plan to mitigate sea level rise due to climate change.

Zero overflows due to capacity limitations. (2013)

Perform source detection analysis on the main trunks feeding the Grant Avenue and Lewelling Blvd. interceptors and update hydraulic model in FY 2025/26.

Conduct treatment plant electrical load study and implement identified improvements prior to planned cogeneration system replacement in 2027. (2013)

Present findings of Plant Electrical Load study to the Board and communicate resources required to implement plan in FY 23/24.

Maintain lift stations with a level of reliability so that we receive no more than 10 off-hours lift station maintenance calls per year. (2013)

Continue annual analysis of trouble calls related to lift stations.