A FIVE-YEAR STRATEGIC PLAN - Bureau of Sanitation

A FIVE-YEARSTRATEGIC PLANFiscal Years 2006/07 - 2010/11Issued: June 2006L

City of Los AngelesDepartment of Public WorksBureau of SanitationA Five-Year Strategic Plan(FISCAL YEARS 2006/07 – 2010/11)Issued: June 2006

2006/07-2010/11 Bureau of Sanitation Strategic PlanTable of ContentsTABLE OF CONTENTS.......................................................................................................... 1I. EXECUTIVE SUMMARY .............................................................................................. 3ACKNOWLEDGEMENT ......................................................................................................... 8LIST OF CONTRIBUTORS ........................................................................................................................................ 9DEFINITIONS........................................................................................................................ 12II. WHO WE ARE & WHAT WE DO ............................................................................... 14WASTEWATER MANAGEMENT PROGRAM .............................................................................................................. 15SOLID RESOURCES, COLLECTION, RECYCLING & DISPOSAL PROGRAM .................................................................. 15WATERSHED PROTECTION PROGRAM................................................................................................................... 16ESSENTIAL SERVICES DIVISIONS.......................................................................................................................... 16III. OUR MISSION............................................................................................................ 17IV. OUR VISION............................................................................................................... 18V. OUR MOTTO.............................................................................................................. 18VI. VALUES WE CHERISH ............................................................................................. 18VII. OUR CURRENT CHALLENGES................................................................................ 19VIII. THE FUTURE ............................................................................................................. 20IX. HOW WE GET THERE............................................................................................... 21X. OUR KEY RESULT AREAS (KRAS) ......................................................................... 22XI. OUR 05/06 ACHIEVEMENTS .................................................................................... 23XII. BUREAU’S 06/07 GOALS (DIRECTOR GOALS)...................................................... 26GOAL MATRIX ..................................................................................................................................................... 29XIII. GOAL IMPLEMENTATION PLANS ........................................................................... 30GOAL 1 – IMPLEMENT PHASE I OF THE SOLID WASTE INTEGRATED RESOURCES PLAN............................................ 30GOAL 2 – ACHIEVE OVERALL CITY DIVERSION OF 70% BY 2015 BY INCREASING RECYCLING EFFORTS AND A FOCUS ONPUBLIC EDUCATION AND OUTREACH ...................................................................................................................... 31GOAL 3 – DIVERSIFY BIOSOLIDS MANAGEMENT PROGRAM .................................................................................... 32GOAL 4 – CONTINUE THE PLANNING, DEVELOPMENT, AND IMPLEMENTATION OF THE ALTERNATIVE FUEL PROGRAM FORSYSTEM-WIDE COMPLETION BY 2010 .................................................................................................................... 33GOAL 5 – BEGIN CITYWIDE IMPLEMENTATION OF RECYCLING IN APARTMENTS AND IN COMMERCIAL SECTORS ........... 36GOAL 6 – ACHIEVE COMPLIANCE WITH ALL PROVISIONS OF THE COLLECTION SYSTEM SETTLEMENT AGREEMENT(CSSA) AND CEASE & DESIST ORDER (CDO)...................................................................................................... 38GOAL 7 – LEAD THE DEVELOPMENT OF SCIENTIFICALLY BASED TOTAL MAXIMUM DAILY LOADS (TMDLS)................. 41GOAL 8 – PREPARE A KNOWLEDGE MANAGEMENT (KM) PLAN AND COMPLETE BUREAU’S FIRST PROJECTMANAGEMENT GUIDELINE MANUAL ...................................................................................................................... 42GOAL 9 – IMPROVE SECURITY MEASURES AND EMERGENCY RESPONSE AT BUREAU FACILITIES................................ 44GOAL 10 – IDENTIFY AND DEVELOP PROJECTS FOR GRANT FUNDING IN WASTEWATER, STORMWATER AND SOLIDRESOURCES THAT ENHANCE THE BUREAU’S ABILITY TO LEVERAGE EXISTING RESOURCES AND CONFORM TO LEGALMANDATES .......................................................................................................................................................... 46GOAL 11 – INCREASE PUBLIC AWARENESS OF ENVIRONMENTAL STEWARDSHIP THROUGH COMMUNICATION ANDOUTREACH TO SCHOOLS, BUSINESSES, THE GENERAL COMMUNITY, AND THE CITY FAMILY ....................................... 47Issued: June 2006 - 1 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanGOAL 12 – IMPLEMENT BUREAU-WIDE DOCUMENT MANAGEMENT SYSTEM TO REALIZE BUSINESS EFFICIENCY........... 51XIV. YEARLY SCHEDULE................................................................................................. 52STRATEGIC PLANNING CYCLE .............................................................................................................................. 52STRATEGIC EXECUTION AND REVIEW CYCLE ........................................................................................................ 53XV. STRATEGIC PLANS BY DIVISIONS / PROGRAM ................................................... 54ADMINISTRATION DIVISION ................................................................................................................................... 55FINANCIAL MANAGEMENT DIVISION ...................................................................................................................... 58WASTEWATER COLLECTION SYSTEMS DIVISION.................................................................................................... 61WATERSHED PROTECTION DIVISION..................................................................................................................... 64WATER RECLAMATION DIVISION........................................................................................................................... 67HYPERION TREATMENT DIVISION.......................................................................................................................... 71ENVIRONMENTAL MONITORING DIVISION............................................................................................................... 74HUMAN RESOURCES DEVELOPMENT DIVISION ...................................................................................................... 77INDUSTRIAL WASTE MANAGEMENT DIVISION......................................................................................................... 81WASTEWATER ENGINEERING SERVICES DIVISION ................................................................................................. 84REGULATORY AFFAIRS DIVISION .......................................................................................................................... 87INFORMATION AND CONTROL SYSTEMS DIVISION .................................................................................................. 90SOLID RESOURCES CITYWIDE RECYCLING DIVISION.............................................................................................. 94SOLID RESOURCES PROCESSING & CONSTRUCTION DIVISION............................................................................... 99SOLID RESOURCES SOUTH COLLECTION DIVISION .............................................................................................. 102SOLID RESOURCES SUPPORT SERVICES DIVISION .............................................................................................. 104SOLID RESOURCES VALLEY COLLECTION DIVISION ............................................................................................. 107TERMINAL ISLAND TREATMENT PLANT ................................................................................................................ 109AUTOMATION PROGRAM .................................................................................................................................... 111XVI. ORGANIZATION CHARTS BY DIVISION / PROGRAM .......................................... 114EXECUTIVE MANAGEMENT ................................................................................................................................. 114ADMINISTRATION DIVISION ................................................................................................................................. 115FINANCIAL MANAGEMENT DIVISION .................................................................................................................... 116WASTEWATER COLLECTIONS SERVICES DIVISION ............................................................................................... 117WATERSHED PROTECTION DIVISION................................................................................................................... 117WASTEWATER RECLAMATION DIVISION............................................................................................................... 119HYPERION TREATMENT DIVISION........................................................................................................................ 120ENVIRONMENTAL MONITORING DIVISION............................................................................................................. 121HUMAN RESOURCES DEVELOPMENT DIVISION .................................................................................................... 122INDUSTRIAL WASTE MANAGEMENT DIVISION....................................................................................................... 123WASTEWATER ENGINEERING SERVICES DIVISION ............................................................................................... 123REGULATORY AFFAIRS DIVISION ........................................................................................................................ 125INFORMATION CONTROL SYSTEMS DIVISION ....................................................................................................... 126SOLID RESOURCES CITYWIDE RECYCLING DIVISION............................................................................................ 127SOLID RESOURCES PROCESSING AND CONSTRUCTION DIVISION ......................................................................... 127SOLID RESOURCES SOUTH COLLECTION DIVISION .............................................................................................. 128SOLID RESOURCES VALLEY COLLECTION DIVISION ............................................................................................. 131TERMINAL ISLAND TREATMENT DIVISION............................................................................................................. 132AUTOMATION EXECUTIVE STEERING COMMITTEE ................................................................................................ 133Issued: June 2006 - 2 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanI. Executive SummaryWHO WE AREThe Bureau of Sanitation is the largest Bureau under the direction of the Board of PublicWorks of the City of Los Angeles. It has primary responsibility to collect clean and recyclesolid and liquid waste generated by residential, commercial, and industrial users in the City.In the case of wastewater treatment, it also services 29 contract cities in the greater LosAngeles region. With more than 2,800 employees and a budget of $239.5 M in FY 2006-07,its primary responsibility is to plan and administer these three programs:1. Wastewater collection, conveyance, treatment, and disposal;2. Watershed Protection; and3. Solid resources collection, recycling, and disposal.WASTEWATER PROGRAMThe City’s wastewater system serves over 4 million people in the greater Los Angeles areawith approximately 6,500 miles of pipeline. Two wastewater treatment plants, Hyperion andTerminal Island, process 370 MGD of flow per day, providing full secondary treatment whichresults in Class A biosolids products that are beneficially land applied at a farm owned by theBureau in Kern County.The Donald C. Tillman and Los Angeles-Glendale Reclamation Plants process 75 MGD ofsewage to provide 16 MGD of specially treated reclaimed water that is used by a number ofcontract users.WATERSHED PROTECTIONThe Watershed Protection Division develops and plans stormwater abatement projects tocomply with the City’s federal permit which is designed to eliminate polluted discharges to thestorm drain system and local coastal waters.SOLID RESOURCESThe Bureau is responsible for the following services:• The collection, recycling, and disposal of solid waste, green waste, bulky items andother special solid resources materials to single family residents and small apartmentcomplexes citywide.• Contracted recycling programs to apartments, commercial and industrial businessesthrough fee supported programs.• Provision for the proper recycling and disposal of household hazardous waste toresidential dwellers and small businesses citywide.• The planning and development of long-term alternatives to landfill disposal and forclean fuel programs related to solid waste.Issued: June 2006 - 3 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanEARLY STRATEGIC PLANNING PROCESSIn conjunction with the establishment of joint labor management committees for both thewastewater and solid resources programs in the early 1990’s, the Bureau performed a majorbenchmarking study for each program that resulted in strategic plans geared toward costreduction and process streamlining of the major programs to become more cost competitivewith other municipalities and similar privatized programs. Joint labor teams in every divisiondeveloped workplans with the intent to reduce costs, streamline processes and producebudget efficiency proposals.NEW STRATEGIC PLAN APPROACH: EXECUTIVE PLANNINGThe current strategic planning process begins with the Executive Management team, whoworks together to build consensus on a number of strategic areas including an assessment ofthe organization’s internal and external environment; the assessment of the organization’smission, vision, and organizational values; current challenges; definition of the compellingfuture; a general description of how to navigate towards this compelling future; and the keyresult areas (KRAs) needed to concentrate our combined energy to overcome thesechallenges. The plan is updated on a yearly basis and always projects a five-year period.The plan’s main focus is the first-year workplan, consisting of specific goals that are criticalsteps needed to obtain the 5-year vision. However, under the heading “How we get there,”major steps, goals, or milestones that are needed from years 2 through 5 of the plan areidentified to navigate towards our 5-year vision.The plan has layers of detail that can be utilized by a variety of individuals: an overview forpolicy makers; an organizational chart for stakeholders and government officials; and specificdivisional goals for internal staff task direction.STAFF TEAM INPUT ON GOALSOnce the executive management team establishes the broad-based vision of theorganization, its long-term challenges and long-term key result areas, joint labor managementteams representing the entire employee spectrum draft more specific goals for each keyresult area.These goals meet the following criteria: they are specific, measurable, attainable, realistic,and time dependent. In preparation process of this strategic plan, over 150 goals were initiallysuggested for fiscal year 2006-07.These goals were then refined and consolidated at a large workshop consisting of arepresentative number of staff from all divisions. Experienced facilitators guided the teams,representing each key result area, to synergize, collaborate, consolidate and prioritize thesegoals to a manageable number – no more than twenty-four.After seeking input and validation from the Mayor’s Office and the Board of Public WorksCommissioners, a second workshop, consisting only of the executive management team,pared the number of goals to twelve synergic and overarching Bureau level goals for fiscalIssued: June 2006 - 4 -

2006/07-2010/11 Bureau of Sanitation Strategic Planyear 2006-07. The balance was adopted by the divisions and listed in their divisional strategicplans.IMPLEMENTATION PLANSDivisional leads as well as participants from other relevant divisions are assigned to eachgoal. A template for reporting was established both to outline quarterly tasks and to measureprogress on a quarterly basis. Presentations on progress are made to the Director on aquarterly basis in order that problems and roadblocks that arise can be discussed andassistance provided at the executive level, if needed.Posters are posted throughout the Bureau as constant reminders of our broad-basedorganizational mission, vision, motto, values and our more immediate annual goals.2005-06 ACHIEVEMENTSIn 05-06, the Bureau achieved 11 major goals in 6 key result areas:KRA 1 – Environmental Leadership1. RECLAIMED WATER: Baseline studies related to flows, supply/demand, programconstraints, and chloride concentration levels in reclaimed water, were completed. AnMOU with the Department of Water and Power regarding its role in the program wasdrafted and implementation plans for both Donald C. Tillman and Los Angeles-Glendale plants were forwarded to the State Board for consideration.2. SOLID WASTE INTEGRATED RESOURCES PLAN: Internal project staff were hired,the contracting process to hire a consultant for the project was completed, and aschedule of planned activities and a stakeholders’ list was finalized.KRA 2 – Legal Mandates3. SETTLEMENT AGREEMENTS: All ongoing conditions of the Settlement Agreementfor the wastewater program related to reports, data tracking of incidents, requiredcleaning and inspections were met, and special projects (SEPs) required by theagreement were developed.4. TMDL DEVELOPMENT: In collaboration with regulatory agencies, staff developedworkplans for the Los Angeles River and Ballona Creek Bacterial TMDLs; staff alsodeveloped monitoring and implementation plans and completed the MOUs for costsharingresponsibilities for those two TMDLs.5. CLEAN FUEL PROGRAMS: Construction of all LNG refueling facilities for the solidresources fleet is in progress, with completion of all stations planned for the firstquarter of FY 2006-07.KRA 3 – Developing People6. TRAINING: Staff conducted two series of LEAD courses, which had been revisedbased on participant feedback. Using focus meetings, a consultant identified 10 areasof knowledge vulnerabilities based on future retirements.Issued: June 2006 - 5 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanKRA 4 – Security and Safety7. EMERGENCY RESPONSE: Staff conducted annual drills at all work locations,updated all major disaster scenario plans, and completed the Wastewater PlantThreats and Vulnerability Assessment (TVA) study.KRA 5 – Financial8. BOND RATING: The Bureau maintained a high bond rating for both the sewerservice charge and sanitation equipment charge.9. CIP PROCESS: A standardized review and approval process for capital programsfunded in the wastewater, stormwater, and solid waste programs were instituted toimprove the use of available funds and to prioritize their use.KRA 6 – Organizational Leadership10. COMMUNICATION AND OUTREACH: Staff performed a variety of outreachevents for all programs; developed effective brochures for new recycling programs;conducted a number of outreach events, science contests, and blue bin recyclingprograms in LAUSD schools; maintained stakeholder meeting minutes and informationfor a number of programs, especially IRPs; and surveyed households and businesseson recycling habits and potential needs. The Bureau organized a centralized outreachcommittee to coordinate all common outreach activities bureau-wide in order to moreefficiently deploy staff and maximize the flow of information about all programs.11. AUTOMATION AND INFORMATION TECHNOLOGY: The Bureau chose a consultantto develop a model for the purchase and implementation of a uniform control systemfor the wastewater plants. User requirements for the Documentum file system wascompleted; a system to certify proper access levels was implemented; and pilot use ofit was begun in all divisions. A consultant was also chosen to develop a plan tointegrate a number of stand-alone systems in the Bureau to create greater access toinformation.STRATEGIC ALIGNMENT WITH MAYORAL & BUDGET PRIORITIESOver time, the Strategic Plan’s planning cycle is being aligned with the budget planning sothat Mayoral and budget priorities of the Bureau are reflected in key result areas of our longtermstrategic plan and incorporated as goals.For instance, in our updated Strategic Plan for 2006-07, the Mayor’s priority on increasedrecycling and cost efficiencies and full cost recovery of services has resulted in four newgoals:• Achieve 70% diversion by 2015: and• Continue the planning, development, and implementation of the Alternative Fuel Programfor system-wide completion by 2010.• Begin citywide implementation of recycling in apartments and commercial sectors.Issued: June 2006 - 6 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan• Identify and develop projects for granting funding in wastewater, stormwater, and solidresources that enhance the Bureau’s ability leverage existing resources and conform tolegal mandates.ANNUAL RE-EVALUATIONThe Executive Team initially evaluated current goals and determined which ones will beretained. Six of our goals from FY 2005-06 remain because they are multiyear projectswhose tasks will evolve from one phase to the next.Workshops were then conducted, with labor-management teams developing new or relatedgoals to reflect changes in priorities.In the areas of Training, Security and Automation, goals have changed annually as theBureau’s programs in these areas develop and evolve.Thus, the current Strategic Plan process, as implemented, has the ability to establish ablueprint for long-term planning while providing for annual adaptations as new mandates andpriorities arise.Issued: June 2006 - 7 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanAcknowledgementThe preparation of this Strategic Plan has been a combined effort of many individualsthroughout the Bureau of Sanitation’s great organization. Input from divisional StrategicPlanning Teams (SPT) and Process Action Teams (PAT) has been reflected throughout thisdocument. The Bureau Executive Management is immensely grateful for the valuablecontributions from the employees in our SPTs, PATs, union representatives, as well as alldivision managers, assistant division managers, group leaders, and consultants whoparticipated enthusiastically in the guidance and creation of this document. Special thanks goto the Mayor’s Office, Deputy Mayor Nancy Sutley, Associate Director Romel Pascual, Boardof Public Works President Cynthia Ruiz and Commissioner Paula Daniels who provided uswith guidance and valuable input and have continually encouraged us in the preparation ofthis document. By endorsing this document, the Executive Management Team of this Bureaucommits to the path set forth in this strategic plan.Rita L. Robinson – DirectorVarouj S. Abkian – Assistant DirectorTraci J. Minamide – Assistant DirectorEnrique C. Zaldivar – Assistant DirectorMichele McManus – Administrative Services ManagerRobert Tanowitz – Chief Financial OfficerIssued: June 2006 - 8 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanList of ContributorsAbdulsamad DanishwarAbhai BhatiaAdel HagekhalilAlex HelouAllen WangAmeer FaquirAndrea AngelesAndy MoralesAnh HoagAnn DalkeyAnthony GafareArnel AguilarArt RajoyArt RichardsonAsseged TeshomeAyman JabbouriBa VuBarry BerggrenBellete YohannesBen NovidaBelinda FreethBernie RogersBhupendra PatelBill RaggioBill SchaferBob IrvinBobby PerryBrent LorscheiderBruce MokBryan JeterCarl L. HaaseCarlton BeckfordCarmelo MartinezCarmen Hayes-WalkerCase SpencerCecilia EscarcegaCharles LeeCharles TurhollowChokri BenSaidChris JohnsonChris NelsonChristina GomezCristine VilloranteCindy KovacsClayton YoshidaConnie SanchezCorrina ReynaCurtis CashCynthia PerezDale BurgoyneDan DeneringDan HolzhauerDan LuceroDan MeyersDaniel VillaoDariush DejamDarren McGuireDave BunjacDave GumaerDavid CheungDavid MelloDavid F. PruittDavid Thomas (retired)Debbie PhamDeborah McCraneyDesai VijayDiana XuDirk BevingDon SmithDonna Toy ChenDoug BohlmannDoug WaltersDouglas GalbreathDouglas HoyDwayne AllenDwight RileyEd LozonEfrain GonzalezElenor MondokEmmanuel AllohEmeverto ChengEnrique ZaldivarErika GutierrezFarhana MohamedFarouk OssmanFarsheed FarhangFayelease KenolyFelipe PenicheFernando GonzalezFrankie WongFrancisco BerberabeFroylan CornejoGary XiaoGary WhitneyGeorge RaymondGeorge ZuccoGerald WatsonGerry McGowenGlenn MorikawaGraciela LermaGus DembegiotesHarold FikeHasson RadHeidi HarmonHenry AyalaHerriberto RamirezHiddo NettoHolly LawsonHossein JamshidiniaHoward KernesHua CheHuong Ton NUHuyen NguyenHyginus MmejeJaime LozanoJamal SharifJames TomlinJawahar ShahJeff BellerJeff CampbellJeff CarteuJeff ShirleyJesse ChavezJesse NovoaJesse NunoJim GlassJim HeuringJim KurzJim LangleyJim MarcheseJoe MaturinoJoe MundineJoe PascuJoe WojslawJohn BuckleyIssued: June 2006 - 9 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanJohnny MorrisJon BallJorge SantiestebanJose OrnelasJose OrozcoJosie LaiJoyce Neal AmaroJung Soo LimKaren CocaKaren IngaliaKarl BreitensteinKay YamamotoKelly GhariosKelly ScrivensKen KinseyKen ReddKen RodriguezKenneth BrownKent CarlsonKevin SnavelyKim J. TranKioumars PourkazemiKurt ReschkeLance VincentLarry CuaresmaLaurel BroylesLee HuangLeonor GarciaLeticia InesLin ThierryLinda JetersLisa MoweryLisette OrillaLonnie AyersLoudmilla VertanessianMagdi HannaMahesh PujariManuel GomezMaria GomezMario DimzonMark CrisanMark FernandezMark StarrMartha LuceroMarvin SchoberMaryam AzarbayjaniMasahiro DojiriMatthew ZornesMatthias HoldenMeherwan IraniMichael CraneMichael CrossleyMichael DiniusMichael GaganMichael LydayMichael PugaMichelle GarciaMichelle McManusMihran SarkisianMike SimpsonMilagros UmilMinh NguyenMo EnglishMohsen MoayediMorad SedrakMostafa DabzadehNancy AguasNancy ChungNancy LollNancy PriceNasir EmamiNeil GuglielmoNick TerrellNoel WilliamsNorm SatoOctave BarreauOmar MoghaddamOscar AmaroPatricia BrownPatricia CruizPaul BlasmanPaul BlountPaul CassidyPaul DrakePaul LebelPaul TeensmaPaulaGoldfeldPauline NguyenPeggy UmphresPenny WeiandPete PerciavallePete RobinsonPhil OttQueenie Wong-TerryRachel BreslinRandy RileyRay RenteriaRea CrinklawRefugio RodriguezReina PereiraReynaldo SisonRichard MylesRichard L. SlotkinRichard VeigaRita RobinsonRobert Brown, Sr.Robert IrvinRobert LinRobert PerezRobert SawyerRobert TanowitzRobert VegaRobin JacksonRoddye DavisRoger AustinRoshan AflakiRoyston JohnsonRuey HuangSal MirandaSam AmirScott HareSergio PerezShahram KharaghaniSherrill BondSoun ChanjamsriSquire MorganStan AsatoSteve FanSteve FortuneSteve NikadoSteve PedersonSteve PetrichSteve TorresSteven JewSumi Roy-BurmanSunday OwairuSusan ChangSusan RochaSylvia SyTaneda JordanTanya GoldfieldTerrence MontgomeryThomas OwsleyThomas PuchalskiTim McNamaraTimeyin DafetaTina NavarroIssued: June 2006 - 10 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanTom HarveyTony PulidoTony WilliamsTraci MinamideTri TranTuyen NguyenVarouj AbkianVeretta EverheartVlad LorenzoVince BozinWarren HuangWayland MarzettWes StoddardWing TamWoon LeeWortham F. BriscoeYelena AltshulerYi LeeYukari IwaiZohrab ShrikianIssued: June 2006 - 11 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanDefinitionsThe following terminology is used in this document:Mission Statement: A description of what our organization is here to do. It is the means toachieve its vision.Vision Statement: A description of what an organization would like to be.Motto: A brief statement or short expression of an organization used to express its guidingprinciples.Values: Abstract qualities or standards that the organization adheres to. Values guidedecisions and behavior on a day-to-day basis.Key Result Areas (KRAs): Critical areas our organization must focus on that are inalignment with our vision. Goals are grouped under KRAs.Goal: A desired result or outcome that is specific, measurable, achievable, realistic, and timedependent and must be achieved through appropriate course of actions (implementationplans) in order to get our organization closer to our vision and the compelling future.Goal Implementation Plan: A plan that shows in detail who will deliver what by when inorder to make the goal a reality. Deliverables and measurement of progress are alsodescribed in the implementation plan. Sequences of various actions or events are detailed inthe plan by each quarter.Deliverable/Measure: Deliverables and measures are included in the Goal ImplementationPlan that specifically identifies what must be delivered and how progress will be measuredthrough the goal execution process.Work Plan: The Work Plan is a part of the Goal Implementation Plan that shows variousactions and events in a sequential manner by each quarter.Actions: These are tasks or projects that must be achieved in a timely fashion in order tomake the goal or the mega project a reality. It is important to know that the most importantthing in strategic management is taking action.Organizational Strategy: These are courses of action chosen by organizations as thecorrect approach to achieving its goals and ensuring successful performance.SPOC: Strategic Planning Oversight Coordinator. He or she coordinates and broadcastsprogress in achieving our goals to the entire organization.Strategic Management: It is a management that bases all actions, activities and decisionson what is most likely to ensure successful performance. Strategic Management consists oftwo interrelated activities (a) Strategic Planning and (b) Strategic Execution.Issued: June 2006 - 12 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanStrategic Plan: Organizational strategies are typically set forth in a comprehensivedocument called the Strategic Plan. The plan answers questions such as: Who are we?Where are we going? What do we hope to accomplish?Strategic Execution: It involves implementing strategies set forth in strategic planning,monitoring progress towards their achievement, and adjusting as necessary.Issued: June 2006 - 13 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanII.Who We Are & What We DoThe Department of Public Works is the City’s third largest Department. It is responsible forconstruction, renovation, and operation of many of the City’s facilities and infrastructure.Directors of the Department’s five Bureaus report to the Board of Public Works consisting offive Board Members who oversee administration, operations, finance, and contracting for theDepartment.The Bureau of Sanitation is under the direction of the Board of Public Works and worksclosely with Board members, as well as the Office of the Mayor, the City Council, and thepublic to accomplish its primary responsibilities.The primary responsibility of the Bureau of Sanitation is to collect, clean, and recycle solidand liquid waste generated by residential, commercial, and industrial users in the City ofLos Angles and surrounding communities. With approximately 2,800 dedicated professional,technical, administrative, craft, clerical, and service personnel, the Bureau protects publichealth and the environment and enhances the quality of life in the City of Los Angeles’neighborhoods.The Bureau of Sanitation carries out its responsibilities by the management andadministration of three primary programs:I. Wastewater Collection, Conveyance, Treatment, and DisposalII. Watershed ProtectionIII. Solid Resources, Collection, Recycling, and DisposalThe budget for the Bureau of Sanitation in fiscal year 2006-07 totals $239.5 million. Thisamount is funded through several funding sources (General Fund - $80.8M, SewerConstruction & Maintenance Fund - $98.6M, Solid Waste Resources Revenue Fund – 33.7Mand the Stormwater Pollution Abatement Fund - $12.8M, Various $13.6M) and is allocated tothe following four budgetary programs.2006-07 Direct Operating BudgetGeneralAdministration andSupport Program$7,769,1783%WastewaterProgram$94,097,72239%Solid ResourcesProgram$125,262,81653%WatershedProtection(Stormwater)Program$12,409,5575%Issued: June 2006 - 14 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanIn addition, Bureau staff is responsible for administering three separate capital improvementprograms: Wastewater ($273.8M), Stormwater ($3.6M) and Solids ($12.8M).Wastewater Management ProgramThe City’s wastewater system serves over four million people in the City of Los Angeles and29 contract cities. It is comprised of a service area of approximately 600 square miles, 6,500miles of sewer pipelines, and four wastewater treatment plants that process approximately450 million gallons of flow each day. Program responsibilities are divided among thefollowing divisions:Hyperion Treatment Plant: The Hyperion Treatment Plant Division is responsible for thetreatment of an average of 350 million gallons per day (MGD) of wastewater. The Divisionalso manages a farm in Kern County where biosolids are used in a beneficial manner on cropproduction.Water Reclamation Division: The Water Reclamation Division is comprised of the DonaldC. Tillman (DCT), Los Angeles-Glendale (LAG) Reclamation Plants, and the JapaneseGardens. The Division is responsible for treating approximately 80 MGD of wastewater. As aresult of the high degree of specialized treatment, approximately 16 MGD is recycled andused at LAG by a myriad of contract users.Terminal Island Treatment Plant: The Terminal Island Treatment Plant Division providesfull secondary and tertiary treatment to approximately 17.5 MGD of wastewater. The Divisionalso operates the Advanced Water Treatment Facility, which has the ability to deliver up to 5MGD for beneficial use and currently delivers water to the Dominguez Gap seawater barriersystem.Wastewater Collection Division: The Wastewater Collection Systems Division isresponsible for maintenance and repair of all sewers, maintenance holes, pumping plants,and other structures or equipment necessary to collect and convey wastewater in the City ofLos Angeles.Industrial Waste Management Division: The Industrial Waste Management Division isresponsible for implementing an effective program for source control of pollutants bymonitoring and regulating industrial wastewater discharges into the City’s wastewatercollection and treatment system.Wastewater Engineering Services Division: The Wastewater Engineering ServicesDivision provides wastewater-related planning and engineering support services that meetcurrent and future needs while maintaining a close partnership with valued stakeholders.Solid Resources, Collection, Recycling & Disposal ProgramThe Bureau of Sanitation has responsibility for the collection, disposal, and recycling of over1.7 million tons per year of solid waste for the residents of the City of Los Angeles. Programresponsibilities are divided among the following divisions:Issued: June 2006 - 15 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSolid Resources South Collection Division/Solid Resources Valley Collection Division:The Solid Resources Collection Divisions provide waste collection and recycling services for750,000 residential households in the City of Los Angeles. The Divisions operate five majorcollection Waste Sheds throughout the City. Approximately 100 crews are dispatched fromeach Waste Shed to collect household refuse, recyclables, yard trimmings, bulky items, anddead animals.Solid Resources Processing and Construction Division: The Solid ResourcesProcessing and Construction Division is composed of two groups with complementaryresponsibilities. The Technical Support Group provides specialized engineering and projectmanagement services such as the development of City-owned and operated solid resourcemanagement facilities including material recovery facilities, transfer stations, etc. TheOperations Group provides specialized service by operating transfer stations, green materialmulching and composting facilities and performing landfill closure activities.Solid Resources Support Services Division: The Solid Resources Support ServicesDivision provides administrative, technical, and planning support to the Solids Divisions andtheir customers. The Division accomplishes this function through the study and evaluation ofadvanced technology of alternative disposal methods for solid waste, operation of thecustomer call center, management of the refuse collection container program, and theimplementation of alternative fuel program for the Bureau of Sanitation refuse collection fleet.Solid Resources Citywide Recycling Division: The Solid Resources Citywide RecyclingDivision is responsible for citywide planning and reporting to the State on AB939 diversionrequirements. The Division also administers the Private Hauler Fee Ordinance, the SpecialResidential Materials Program (includes the operation of the SAFE Collection Centers) andother grants which promote recycling and anti-litter activities.Watershed Protection ProgramWatershed Protection Division: The Watershed Protection Division is responsible formanaging the development and implementation of stormwater pollution abatement projects tocomply with stormwater regulatory requirements. The Division is charged with thisresponsibility under the legal mandate of the Federal Clean Water Act. Each county andmunicipality throughout the nation is issued a National Pollutant Discharge EliminationSystem (NPDES) Municipal Stormwater Permit. The goal of the permit is to improve thequality of the receiving water bodies and coastal waters. The maintenance of the City’sstormwater facilities is performed by the Wastewater Collection Systems Division.Essential Services DivisionsIn addition to program divisions, there are divisions that provide technical, financial, andadministrative services to all operational units within the Bureau. These services are dividedamong the following divisions:Issued: June 2006 - 16 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanFinancial Management Division: The Financial Management Division is responsible for themanagement of the Bureau of Sanitation’s funding and expenditures. It is comprised of fourmain sections with a wide variety of functions including preparation of the Bureau’s budget,financial analysis, cost recovery, preparation and management of the Wastewater CapitalImprovement Program, commercial and residential sewer service charges, contractnegotiations with other agencies and monitoring of the Stormwater Capital ImprovementProgram.Environmental Monitoring Division: The Environmental Monitoring Division providestesting services primarily to the Industrial Waste Management Division, wastewater treatmentand reclamation facilities, landfill operations, and for the receiving waters in and around LosAngeles. Much of the Division’s work is legally mandated compliance testing to ensure thatthe Bureau meets all permit and other requirements.Regulatory Affairs Division: The Regulatory Affairs Division identifies, analyzes, andresponds to existing, emerging, and evolving environmental issues, policies, regulations, andlegislation. The Division partners with regulators, the environmental community, and otheraffected stakeholders to ensure that proposed regulations and legislation are reasonablyachievable and scientifically based.Information Control Systems Division: The Information and Control Systems Division isresponsible for all automation and computer technology in the Bureau of Sanitation. TheDivision’s services include network design and management, GIS support, installation, andsupport for over 1,500 personal computers, strategic planning related to computer systemsand automation, as well as managing several major enterprise projects/systems that are usedby the Bureau.Human Resources Development Division: The Human Resources Development Divisionis responsible for preparing employees to safely and effectively perform their roles inprotecting the public and the environment. The Division is divided into four sections whichprovide the following support services: training design, development and delivery; a full rangeof occupational safety and industrial hygiene support, hazardous materials management andemergency preparedness planning and coordination.Administration Division: The Administration Division is responsible for providingadministrative support to all other divisions within the Bureau. This support includes activitiesrelated to payroll and timekeeping, purchasing, budget preparation and tracking, personnel,contracts, clerical assistance, inventory control coordination and special projects.III.Our MissionA variety of activities and services are provided to the residents of Los Angeles on acontinuous basis. What is shared among us is a strong sense of mission that bringsapproximately 3,000 employees together.“Our mission is to protect public health and the environment”Issued: June 2006 - 17 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanIV.Our VisionA common vision shared by all employees is necessary to drive us towards a compellingfuture that is to the benefit of our residents. We are:“An organization that sets the benchmark for outstanding service andresponds to the challenges of tomorrow”V. Our MottoFor our organization, a motto gives us a sense of identity. Our motto reads:“Quality People + Dedication = Outstanding Services”We are proud to have top quality and expert professionals who are dedicated to constantly goout of their way to provide outstanding service to our customers.VI.Values We CherishIn order to walk our talk, we must commit to values that guide how we live our mission. Thesevalues are the foundation of our organization. Every strategic decision and our daily actionsmust be in total alignment with our guiding values. Our values are:1. TRUST & INTEGRITY – We adhere to the organization’s values and behave in anhonest, ethical, professional, and respectful manner with each other and ourcustomers. Our values guide us in every aspect of the work we do, decisions we makeand actions we take.2. LEADERSHIP – We strive to be at the forefront in all aspects of our operations and toset an example others will wish to follow. We strongly believe in personal leadership atall levels of the organization.3. QUALITY – We commit to achieving excellence and the highest quality of work in all ofour activities.4. TEAMWORK – We promote unity and cooperation among staff, as well as ourcustomers and stakeholders in order to meet the common purpose of achieving themission, vision, and work of the Bureau.5. CUSTOMER SATISFACTION – We commit to providing the highest level of customerservice in order to exceed our customers’ expectations and create positive value.Issued: June 2006 - 18 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan6. CONSTANT & NEVER-ENDING IMPROVEMENTS – We remain flexible andresponsive to change and commit to Constant and Never-Ending Improvements inevery aspect of our work.VII. Our Current ChallengesThe Bureau continues to enhance its programs to meet new challenges and mandates.Water reclamation and treatment plants continue to meet permit requirements. However, atDonald C. Tillman and Los Angeles-Glendale, our current challenge is to meet ammonia andnitrogen limits through construction of nitrification and denitrification facilities. We are alsoworking with the Regional Board on revised Water Recycling Requirements to provide relieffrom chlorides limits and thus allow use of recycled water for irrigation purposes. Otherchallenges at Donald C. Tillman include providing a means of flow equalization for wetweatherconditions and increasing filtration capacity. We are also pursuing the renewal ofNPDES permits for Los Angles-Glendale, and Donald C. Tillman. At Terminal IslandTreatment Plant, our challenge is to determine the best future use of the plant and approachto ceasing discharge into Los Angeles Harbor. In addition to land application operations atour farm in Kern County, we are also challenged to find regional solutions and implementother biosolids management options in order to diversify our program.Another major challenge facing the Bureau is successful implementation of the collectionsystem settlement agreement through the effective management and systematic upgrade ofour sewer system while continuing to reduce sewer overflows, provide system capacity, andcontrol sewer odors through an effective preventive maintenance and inspection program.Development of comprehensive discharge standards for regulating over 12,000 industrialusers is yet another challenge to our collection system.Upon the completion of the Integrated Resources Plan (IRP), the challenge will be the timelyimplementation of the necessary system improvements and upgrades based on actualtriggers and needs.Our Bureau is also challenged with the development and successful implementation of TotalMaximum Daily Loads (TMDLs) for numerous pollutants in each watershed. New dischargelimits must be established for the rivers and storm control channels that empty into SantaMonica Bay and Los Angeles and Long Beach Harbors. The Bureau must provide meaningfulinput must be provided to the agencies responsible for the establishment of more than sixtyof these documents by the year 2012. The Bureau must also ensure that funds provided forthese endeavors are spent wisely to protect the environment and improve the quality of life.Recycling and resource recovery is the paradigm that now guides the Bureau’s managementof the City’s solid waste. We are challenged with the task to significantly, if not fully, eliminateour dependency on landfilling as a waste management practice. This entails the developmentof a stakeholder-driven road map, embodied in the Solid Waste Integrated Resources Plan(SWIRP) which will, with direct input from the city residents and other stakeholders, chart outa strategy for the future. That strategy will include the infrastructure components such asmaterial recovery facilities, transfer stations, intermodal rail-haul facilities, and resourcerecovery facilities. SWIRP will address the “universe” of solid waste in the City, from how itIssued: June 2006 - 19 -

2006/07-2010/11 Bureau of Sanitation Strategic Plangets generated to how it can be recovered, and explore conceptual notions like “zero waste”and greater consumer/manufacturer responsibility in the process.Another area expected to challenge the Bureau is the recruitment and retention of ourprofessional work force. This will entail development of effective training programs designedto enhance professional expertise and prepare employees for promotional opportunitieswithin the organization.We need to create an integrated framework of various information systems and a holisticdelivery model (a vision) for procurement and implementation of the Bureau’s various controlsystems. Within the next couple of years, we will be challenged with the automation of theentire Bureau’s document management system.VIII. The FutureIf today was in the year 2011, the following paragraphs would be the success story we wouldlike to tell. As a Bureau, we will focus our collective energy to create a compelling future thataligns every divisional strategic plan and its associated goals with the following definition ofsuccess:We pride ourselves on ENVIRONMENTAL LEADERSHIP. We deliver quality services for afair price as indicated by various benchmarks. In our decade long effort, we havesuccessfully completed the wastewater IRP and have nearly completed the solid waste IRP,charting out a clear strategy for managing the City’s solid resources. We continue to recycle100% of our green waste and our water reuse is approaching a maximum as it has growncontinuously every year aided by a comprehensive City policy that mandates maximumreuse. In addition, we now have regional solutions with more innovative biosolids usealternatives. We have also made progress to implementing our plan to cease effluentdischarge into Los Angeles Harbor.We are responsibly meeting every LEGAL & REGULATORY MANDATE and allrequirements of the Wastewater Collection System Settlement Agreement with the SantaMonica Baykeeper, the RWQCB, and the U.S. EPA have been met successfully. We aresuccessfully implementing several fully funded TMDLs.In our organization, DEVELOPING PEOPLE is an important responsibility. While we areconstantly challenged to provide resources for new services, we are blessed with highlyresourceful employees who quickly devise creative ways to meet our needs. We have anorganization that focuses on customers and is totally purpose driven, outcome oriented,and committed to delivering value to our customers. Teamwork, communication, andcollaboration between employees and management could not be better.Being an operating bureau, SECURITY AND SAFETY have always been key focal point. Wehave safe and secure Bureau facilities that protect employees, equipment, and infrastructurefrom potential danger. Bureau staff and management are well prepared to respond to anyemergency, whether natural or man-made.Issued: June 2006 - 20 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanThrough fiscally responsible planning and operations, we have maintained the highest bondrating. Our FINANCIAL MANAGEMENT has resulted in full cost recovery in most of ourcost centers.Finally, we stand for ORGANIZATIONAL LEADERSHIP in all aspects of our operations. Westrive to be a “Full-Service Provider” and have considerably increased the number andscope of services to meet the needs of our customers. We have an organization withleadership at all levels. Managers are essentially “one-minute managers” dedicating theirefforts to what matters most for the organization and continually developing and empoweringtheir employees. Employees enjoy coming to work and constantly perform aboveexpectations. Our staff is more developed, well rounded, and motivated than ever before.Our relationships and partnerships with our stakeholders, including environmentalorganizations and regulators, are at their best. As a direct result of automation andtechnology, we are now more effective and efficient in what we do - providing essentialpublic services to the people of the City of Los Angeles.IX. How We Get ThereTo excel in ENVIRONMENTAL LEADERSHIP, the Bureau will continue the development ofthe first phase of the Solid Waste Integrated Resources Plan (SWIRP) by completing thestakeholder participation phase of the SWIRP. Furthermore, we will complete thedevelopment and certification of the Final EIR, its financial plan, and implementation plan forthe Wastewater Integrated Resources Plan (IRP). Along with compliance with the generalstormwater permit, we will develop a new goal for water reclamation. In line with the Mayor’sinitiatives, we will increase solid waste recycling awareness in the commercial sector and inthe public sector by starting education in elementary schools, expanding multi-familyrecycling to over 500,000 families, and recycling food and organic wastes. We will develop acentralized data system to track the recycling activities in the City in order to meet the City’slegal requirements. In order to diversify the management of biosolids at a reasonable cost,we will explore and develop alternatives to land application for the reuse of biosolids, identifyand assess emerging technologies, develop regional solutions, prepare a concept report foruse of thermal conversion technologies, as well as implement the first phase of the biosolidsdeep-well injection project at TITP.The Bureau will continue to meet its LEGAL & REGULATORY MANDATE. In years twothrough five of this strategic plan, the Bureau will cooperate with regulatory agencies tocomply with all legal mandates. We will lead and assist the development of legal mandatesthrough a stakeholder-driven process to protect public health and safety and to improve theenvironment and quality of life for the residents of Los Angeles.In DEVELOPING PEOPLE, we believe every employee should have a roadmap on what heor she needs to do to enjoy a successful career with the City. This needs to include thedevelopment of an Employee Development Action Plan that covers all aspects of anemployee’s career. The plan should lay out what education, training, mentoring, andexperience an employee needs in order to do his or her job well, as well as identify paths toupward mobility in the Bureau.Issued: June 2006 - 21 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanThe Bureau needs to standardize many job tasks via Standard Operating Procedures(SOP’s) for all job classifications, develop a Training Program to support SOPs, havestandardized and accessible Mentoring for all employees, complete an EducationalStrategies to support career development, and develop Succession Plans for all middle andupper level positions.In 05/06, general SECURITY AND SAFETY concerns were identified through a “Threat andVulnerability Study” and input from the stakeholders through the Bureau. The task for 06/07will be to specifically breakout and prioritize the recommendations, assess possible solutions,identify and secure funding, and apply for appropriate grants. Beyond 06/07, we will requirecontinual re-evaluation of needs to meet the threats, and the racking of projects andexpenditures to insure project completion, while maintaining financial accountability.The Bureau’s FINANCIAL MANAGEMENT goals for the next five years will solidify theBureau’s financial health. The Bureau will have standardized formats and processes forcontracts, centralized record keeping for contracts and staff devoted for this purpose.Additionally, the fees for bonds and services will go through the Proposition 218 process.This ensures community outreach and participation. The Bureau will also have processes toproject future C.I.P. and Operations and Maintenance cost in the Wastewater, Stormwaterand Solid resource programs. The Bureau’s additional processing of solid waste material willrequire community and regulatory acceptance. The Bureau will need to develop additionalmarkets for the byproducts of the mulching/composting of solid waste resources.In maintaining our ORGANIZATIONAL LEADERSHIP, the Bureau will develop andimplement an annual state of the environment forum showcasing its environmental leadershipand accomplishments, while at the same time initiate a stakeholders’ feedback system that isable to assess services and leadership, and to provide recognition through a newsletter. Wewill improve on the trust of the community by tying fees to services and results, and willenhance our cross-section of leadership staff by establishing a well-rounded base ofknowledge and expertise.X. Our Key Result Areas (KRAs)There are many commonalities among the statements made in the previous two sections ofthis Strategic Plan. These are critical areas our organization must focus on that are inalignment with our vision and the future. By definition, these critical areas are our Key ResultAreas (KRAs) where we must concentrate most of our energy. Goals are grouped underKRAs.1. ENVIRONMENTAL LEADERSHIP – We take pride in our environmental leadership.Over the past several decades, the Bureau has successfully implemented programsthat have established us as the environmental leaders.2. LEGAL & REGULATORY MANDATES – The Bureau is committed to meet all of itsmandated permits and has established an unmatched track record.Issued: June 2006 - 22 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan3. DEVELOPING PEOPLE – Our most precious resource is our talented and resourcefulpeople. We are totally committed to their growth and believe in leadership at all levels.4. SECURITY AND SAFETY – With a heightened state of awareness and sensitivity, weare committed to make all of our facilities secure and safe. Safe and secure facilitieswill result in protecting the public health and the environment as well as ouremployees.5. FINANCIAL MANAGEMENT – We are fiscally responsible and have continuallysought ways to build efficiencies within our business processes to reduce cost whileincreasing the level of service delivered to our customers.6. ORGANIZATIONAL LEADERSHIP – We are a full-service provider. While learningfrom the past, we plan for the future. We consider our organization a model for anygovernmental organization to follow. We continually walk our talk.XI.Our 05/06 AchievementsAs a result of the synergistic efforts among all divisions, in 05/06 the Bureau achieved all ofits 11 Bureau-level goals, which contained 47 substantial deliverables or outcomes. Thefollowing paragraphs within this section summarize these achievements.In addition, in 05/06, our divisions achieved 79 additional goals that were established toimprove their operations and delivery of services. A summary of these divisionalachievements, which are as impressive as the Bureau goals, are captured under divisionalstrategic plans.Bureau-level achievements were:Key Result Area (KRA) 1 – ENVIRONMENTAL LEADERSHIPGoal 1 – Implement water reclamation in a collaborative effort with DWP• Reports on baseline flows available for water reclamation, baseline reclaimed water supplyand demand, present water reclamation constraints, and effects of treatment on chlorideconcentration were prepared by DCT staff and approved by Bureau Management.• MOUs with DWP concerning reclaimed water operation and maintenance issues at DCT,LAG and TITP were developed.• Draft DCT and LAG reclaimed water WRR and WDR were submitted to the RWQCB andnegotiations are ongoing.Goal 2 – Develop and implement a Solid Waste Integrated Resources Plan (SW-IRP)• Gathering and updating existing solid waste documents, hiring staff, identifying the scopeof work, preparing the schedule identifying stakeholders and preparing a RFP forstakeholder services were all completed.Issued: June 2006 - 23 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanKRA 2 – LEGAL MANDATESGoal 3 – Bureau will achieve compliance with all provisions of the Collection SystemSettlement Agreement (CSSA) and Cease and Desist Order (CDO)Collection System Settlement Agreement:• The following Settlement Agreement required reports were submitted by their respectivedeadlines:o FY 04/05 Annual Progress Report was presented to the BPW, the Energy andEnvironment Committee, and the City Council.o Oral progress reports to BPW were made quarterly.o Quarterly reports to the Odor Advisory Board were submitted on schedule andposted on the internet.o Quarterly Sanitary Sewer Overflow (SSO) Reports were submitted onschedule.• Monthly Settlement Agreement Committee (SAC) meetings were successfully held.• Draft work plans for the North Atwater Creek and the Hazard Creek SupplementalEnvironmental Projects (SEPs) were submitted to the Regional Board.• The Sewer Capacity Plan and the Sewer Rehab/Replacement Plan were prepared.• Sewer cleaning, root control chemical applications, CCTV inspection, and assessmentsproceeded ahead of schedule.• Inspection of permitted FSEs proceeded ahead of schedule.Cease & Desist Order:• The semiannual reports and public hearings were held on schedule.• Eagle Rock Interceptor Sewer construction was completed ahead of the CDO due date.Goal 4 – Lead and assist in the development of scientifically based Total MaximumDaily Loads (TMDLs)• The Ballona Creek and Los Angeles River Bacteria TMDL development work plans werefinalized.• Language for the implementation and monitoring sections of the Ballona Creek BacteriaTMDL and for cost sharing in support of Los Angeles River and Ballona Creek bacteriaTMDLs was developed.• The decision making process for stakeholder groups was developed.• EPA grant project and technical memorandum leading to language for Los Angeles RiverTMDL were developed.Goal 5 – Complete the planning, development, and implementation of the AlternativeFuel Program at all Solid Resources facilities as mandated by AQMD• The construction contract was awarded and construction began on the South Los AngelesLNG/CNG refueling facility.• Work began on the North Central Yard LNG/CNG Master Plan.• A 6,000-gallon LNG storage tank was installed at the Harbor yard; employee training wasconducted and operations commenced.Issued: June 2006 - 24 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan• Acquisition of 80 additional alternative fuel vehicles is underway. Deliveries commencedbut were not complete by the end FY2005-06.• LNG safety and operational training for drivers, fuelers, and other employees at SolidResources facilities commenced but was not completed by the end FY2005-06.• Emissions testing, (Nox, PM, CO, etc), to assess the benefits from natural gas poweredsolid waste collection vehicles started with the delivery of alternative vehicles and will beon-going for approximately two years.KRA 3 – DEVELOPING PEOPLEGoal 6 – Prepare the next generation of leaders• LEAD course material was revised and streamlined and one of the two LEAD courses (at aclass size of 25) for new division managers and assistant division managers wascompleted as scheduled. The second LEAD course will be held during the first part ofFY2006-07.• Options to retain executive level personnel to provide coaching and mentoring to BOSManagers were listed and evaluated.• A list of the top ten areas of knowledge retention was developed.• New Division Managers and Asst. Division Managers attended “Dealing with the Media”training.KRA 4 – SECURITY AND SAFETYGoal 7 – Prepare for quick response and recovery in event of emergencies anddisasters• The required evacuation drill was conducted.• An updated emergency response plan with off-site evacuation plans for the Bureau’sDivisions was developed.• Six 12-member BOC teams were formed and trained.• The Wet Weather Plan was updated, appropriate staff was trained, and improved interagencycommunication was investigated.• PWB disaster response plan was developed and the Threat and Vulnerability Analysis(TVA) Protective Measures study was completed.• Emergency Response (First Aid, CPR, and CERT) training were provided by the AmericanRed Cross on a routine basis.KRA 5 – FINANCIALGoal 8 – Upgrade and maintain highest possible bond rating for Wastewater andSanitation Equipment Charge• The SCM, SPA, and SEC CIPs were updated.• Official Statements for new SCM, SPA, and SEC bonds were updated.Issued: June 2006 - 25 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan• Bond ratings were received from S&P, Moody’s and Fitch for the SCM and SPA funds. TheSEC bond rating deliverables were not completed contingent upon the CAO issuing SECBonds during the current fiscal year.Goal 9 – Standardize the review process for all capital projects• All SCM, SPA, and SEC projects have been entered into the FMD CIP database.• Wastewater, Stormwater, and Solid Resources projects have been recorded in theU.P.R.S. Training for SPA and SEC project personnel on the use of the U.P.R.S. wascompleted as scheduled.• Project Review Committee (P.R.C.) procedures were reviewed and updated. In addition tothe general update, P.R.C. procedures were updated to include Solid Resources projects.KRA 6 – ORGANIZATIONAL LEADERSHIPGoal 10 – Enhance the Bureau's organizational leadership through communication andoutreach to the City family and the community• Surveys of business recycling practices were completed ahead of schedule.• Business outreach efforts were completed ahead of schedule.• Residential outreach efforts specified in deliverables 4 and 5 were completed on schedule.• School outreach efforts were completed on schedule.• Stakeholder outreach efforts were completed ahead of schedule.• Efforts to revamp the BOS website and to generate education materials on BOS-relatedwastewater, stormwater, and solid resources activities were completed according toschedule.• All outreach activities were completed ahead of schedule.Goal 11 – Develop a Bureau-wide plan to realize business efficiency throughautomation, document management, and Information Technology• The Automation and Information Technology deliverables were completed according toschedule.• Implementation of the BOS Document Management System was begun on schedule.XII. Bureau’s 06/07 Goals (Director Goals)As a result of discussions in divisional strategic planning teams, a total of 160 goals weredefined that were focused on the definition of success, which is described in “The Future”(section VIII). In a workshop consisting of various division representatives that were teamedup in six KRAs, these goals were combined and presented in a list of 23 goals for the Bureau.Each KRA team identified lead and support divisions in charge of achieving these goals. Thelist was further consolidated by the Bureau Executive Team into the following 12 goals.During this consolidation process, various members of the Executive Team volunteered toassist goal leaders in the formulation of the implementation plans in order to ensure that theessence of these goals would not be lost through the consolidation process. A few of theseIssued: June 2006 - 26 -

2006/07-2010/11 Bureau of Sanitation Strategic Plangoals were initially developed as part of the 05/06 Strategic Plan and may continue into thefuture. Similarly, it may take more than one year to achieve new goals developed this year.Key Result Area 1 – ENVIRONMENTAL LEADERSHIPGoal 1 – Implement Phase I of the Solid Waste Integrated Resources PlanLead: SRSSDPartners: SRCRD, SRPCD, SRVCD, SRSCD, WESDGoal 2 – Achieve overall City diversion of 70% by 2015 by increasing recycling effortsand a focus on public education and outreachLead: SRCRDPartners: SRSSD, SRVCD, SRSCD, ICSDGoal 3 – Diversify Biosolids Management ProgramLead: HTDPartners: RAD, TITPGoal 4 – Continue the planning, development, and implementation of the AlternativeFuel Program for system-wide completion by 2010Lead: SRSSDPartners: RAD, FMD, HRDD, SRSCD, SRVCDGoal 5 – Begin citywide implementation of recycling in apartments and in commercialsectorsLead: SRCRDPartners: SRSCD, SRVCD, SRPCD, SRSSDKey Result Area 2 – LEGAL & REGULATORY MANDATESGoal 6 – Achieve compliance with all provisions of the Collection System SettlementAgreement (CSSA) and Cease & Desist Order (CDO)Lead: WESDPartners: ICSD, IWMD, WCSD, WPD, FMDGoal 7 – Lead the development of scientifically based Total Maximum Daily Loads(TMDLs)Lead: WPDPartners: EMD, ICSD, RAD, IWMD, FMDKey Result Area 3 – DEVELOPING PEOPLEGoal 8 – Prepare a Knowledge Management (KM) plan and complete Bureau’s firstProject Management Guideline ManualLead: HRDDPartners: All DivisionsIssued: June 2006 - 27 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanKey Result Area 4 – SECURITY AND SAFETYGoal 9 – Improve security measures and emergency response at Bureau facilitiesLead: HTDPartners: All DivisionsKey Result Area 5 – FINANCIAL MANAGEMENTGoal 10 – Identify and develop projects for grant funding in wastewater, stormwaterand solid resources that enhance the Bureau’s ability to leverage existing resourcesand conform to legal mandatesLead: FMDPartners: All DivisionsKey Result Area 6 – ORGANIZATIONAL LEADERSHIPGoal 11 – Increase public awareness of environmental stewardship throughcommunication and outreach to schools, businesses, the general community, and theCity familyLead: WESDPartners: RAD, WCSD, HRDD, ICSD, SRPCD, SRVCD, SRCRD, IWMD, ADMINGoal 12 – Implement Bureau-wide document management system to realize businessefficiencyLead: ICSDPartners: All DivisionsIssued: June 2006 - 28 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanGoal MatrixThe following matrix summarizes the divisional synergetic cooperation in achieving the Bureau’s goals:1. ADMN2. FMD3. WCSD4. WPD5. WRD6. HTD7. EMD8. HRDD9. IWMD10. WESD11. RAD12. ICSD13. SRCRD14. SRPCD15. SRSCD16. SRSSD17. SRVCD18. TITP19. AUTOKRA 1 – ENVIRONMENTAL LEADERSHIPGoal 1 – SWIRP S S S L SGoal 2 – 70% Rec. S L S S SGoal 3 – Biosolids L S SGoal 4 – Alt. Fuel S S S S L SGoal 5 – Recycling L S S S SKRA 2 – LEGAL & REGULATORY MANDATESGoal 6 – CSSA S S S S L SGoal 7 – TMDLs S S L S S S SKRA 3 – DEVELOPING PEOPLEGoal 8 – KM & PM S S S S S S S L S S S S S S S S S S SKRA 4 – SECURITY AND SAFETYGoal 9 – Emr. Resp. S S S S S L S S S S S S S S S S S S SKRA 5 – FINANCIAL MANAGEMENTGoal 10 – Grants S L S S S S S S S S S S S S S S S S SKRA 6 – ORGANIZATIONAL LEADERSHIPGoal 11 – Outreach S S S S L S S S S SGoal 12 – Doc. Mgt S S S S S S S S S S S L S S S S S S SLEGEND: S = Support L = LeadIssued: June 2006 - 29 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanXIII. Goal Implementation PlansThe following Goal Implementation Plan shows in detail who will deliver what by when inorder to make the goal a reality. The deliverables and how to measure their progress arealso described in the Implementation Plan. Sequences of various actions or events aredetailed in the Plan by each quarter.Key Result Area 1 – ENVIRONMENTAL LEADERSHIPGoal 1 – Implement Phase I of the Solid Waste Integrated Resources PlanA. Division Goal / Project: Complete the development of the first phase of the SolidWaste Integrated Resources Plan (SWIRP) by identification of the stakeholders andthe development of the guiding principles.B. Purpose: To develop a stakeholder driven set of Guiding Principles for the 20-yearsolid waste integrated Resources Plan that will be environmentally, socially, andeconomically acceptable and feasible.C. Person(s) Responsible:Lead: SRSSD: Alex Helou / Reina PereiraPartners: SRCRD, SRPCD, SRVCD, SRSCD, WESDD. Deliverables / Measures:1. Develop stakeholder database through existing databases, additional outreachand briefings to Council and Mayor’s Office (SRSSD, SRCRD, SRPCD, SRVCD,SRSCD, and WESD).2. Hire five positions to assist in the development of SWIRP Phase I (SRSSD).3. Execute contract with selected SWIRP consultant (SRSSD).4. Conduct approximately ten workshops and various Citywide community meetingsto get stakeholder input (SRSSD, SRCRD, SRPCD, SRVCD, SRSCD).5. Identify all solid resources/solid waste options and alternatives (SRSSD, SRCRD,SRPCD, SRVCD, and SRSCD).6. Develop stakeholder driven Guiding Principles.E. Target Completion Date:September 2007 for completion of Phase IF. Work Plan:First Quarter Tasks (Jul – Sept)1. Hire all SWIRP positions to assist in the development of SWIRP Phase I (SRSSD).2. Solicit input from Mayor, Council, WESD, and other City departments (SRSSD,WESD).3. Execute contract with selected SWIRP consultant (SRSSD).Issued: June 2006 - 30 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSecond Quarter Tasks (Oct – Dec)4. Finalize stakeholder participation at various levels, and schedule up to twoworkshops and at least six community meetings (SRSSD).5. Determine and Evaluate Needs (SRSSD, SRCRD, SRPCD, SRVCD, SRSCD).6. Identify various solid resources/solid waste options and alternatives (SRSSD,SRCRD, SRPCD, SRVCD, and SRSCD).Third Quarter Tasks (Jan – Mar)7. Conduct at least two stakeholder workshops and at least six community meetings(SRSSD).8. Continue presenting various solid resources/solid waste options (SRSSD, SRCRD,SRPCD, SRVCD, and SRSCD).9. Identify pertinent regulatory requirements and key policy issues (SRSSD, SRCRD,and SRPCD).Fourth Quarter (Apr – Jun)10. Conduct at least two stakeholder workshops and at least six community meetings(SRSSD).11. Finalize identification of solid resources/solid waste options and alternatives (SRSSD,SRCRD, SRPCD, SRVCD, and SRSCD).12. Identify SWIRP stakeholder Guiding Principles (SRSSD).Goal 2 – Achieve overall City diversion of 70% by 2015 by increasing recycling effortsand a focus on public education and outreachA. Division Goal/Project: Develop tools to measure progress to 70% as new recyclingprograms are implemented.B. Purpose: To create a structure by which the City can measure individual progress to70% diversion from the approved 62% rate certified by the California IntegratedWaste Management Board (CIWMB).C. Person(s) Responsible:Lead: SRCRD: Karen CocaPartners: SRSSD, SRVCD, SRSCD, and ICSDD. Deliverables / Measures:1. Contract with firm to develop database system to manage diversion and disposaldata from multiple sources.2. Project plan and timeline for completion of database system.3. Report estimating impact of existing/new diversion programs on diversion rate.E. Target Completion Date:June 30, 2007F. Work Plan:Issued: June 2006 - 31 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanFirst Quarter Tasks (Jul – Sept)1. RFP evaluation of database system development proposals.2. Draft outline of Impact Report using existing Base year data and current programinformation.3. Negotiation of contract for database system development.Second Quarter Tasks (Oct – Dec)4. Draft database system development contract and Board Report.5. Board of Public Works review/approval.6. Meet with support team to evaluate current progress to 70% with existing programs.7. Begin discussion of additional actions and studies needed.Third Quarter Tasks (Jan – Mar)8. Contract execution/database consultant begins work.9. Continue meetings with support team to address further recommendations orstudies/conduct technical studies if needed.Fourth Quarter Tasks (Apr – Jun)10. Database contractor continues work.11. Draft report to support team for review.12. Finalize report and submit to Bureau management.Goal 3 – Diversify Biosolids Management ProgramA. Division Goal / Project: Diversify beneficial use and disposal of City of Los Angeles’biosolids to ensure stability.B. Purpose: To develop cost-effective and environmentally sound biosolids beneficialuse/disposal options for the City’s Biosolids Management Program.C. Person(s) Responsible:Lead: HTPPartners: TITP and RADD. Deliverables / Measures:1. Technical Memorandum #1 – Thermal Drying Evaluation2. Technical Memorandum #2 – Thermal Drying Evaluation3. Technical Memorandum – Composting Options Evaluation4. Concept Plan for Long-term Regional Solutions (RAD)5. New Custom Farming Services Contract 2007 – 2010E. Target Completion Date:June 30, 2007F. Work Plan:First Quarter Tasks (Jul-Sept)1. Implement Solid Solutions contract to haul biosolids to Arizona.2. Develop Phase 1 of TIRE project (50 wet tons per day).Issued: June 2006 - 32 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan3. Review biosolids drying technology assessment (Technical Memorandum #1)prepared by Carollo Engineering Consultants.4. Evaluate available biosolids composting options with emphasis on in-vesselcomposting.5. Prepare and advertise the Request for Proposals (RFP) for new custom farmingservices contract.6. Conduct meetings as necessary to develop long-term regional solutions.Second Quarter Tasks (Oct – Dec)7. Implement Phase 1 of TIRE project (50 wet tons per day).8. Review biosolids drying project development (Technical Memorandum #2) preparedby Carollo Engineers.9. Prepare a Technical Memorandum for the evaluation of composting options.10. Work with Responsible Biosolids Management to implement/utilize existing contractoptions/alternatives other than land application at Green Acres Farm.11. Evaluate proposals received for new custom farming services contract.Third Quarter Tasks (Jan – Mar)12. Continue implementation of TIRE for Phase I (50 wet tons per day).13. Prepare recommendations to Bureau of Sanitation management on biosolids thermaldrying.14. Prepare recommendations to Bureau of Sanitation management on biosolidscomposting.15. Prepare recommendations to Bureau of Sanitation management on ResponsibleBiosolids Management’s proposed options.16. Recommend award of new custom farming services contract.Fourth Quarter Tasks (Apr – Jun)17. Continue implementation of TIRE project for Phase I. (50 wet tons per day).18. Contingent on Third Quarter recommendations, prepare Request For Proposal forcomposting.19. Contingent on Third Quarter recommendations, prepare Request For Proposal forthermal drying.20. Implement new custom farming services contract at Green Acres Farm.21. Prepare a concept plan for long-term regional solutions.Goal 4 – Continue the planning, development, and implementation of the AlternativeFuel Program for system-wide completion by 2010A. Division Goal / Project: Continue the planning, development, and implementation ofthe Alternative Fuel Program at all Solid Resources facilities as mandated by AQMD.B. Purpose: To operate a solid waste collection fleet with clean fuel vehicles to reduceair toxics and pollutants emissions and to meet the Mayor’s directive to convert theentire solid waste collection fleet to Clean Fuel vehicles by 2010.Issued: June 2006 - 33 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanC. Person(s) Responsible:Lead: SRSSD: Alex E. Helou / Kim TranPartners: SRSCD, SRVCD, FMD, HRDD, and RADD. Deliverables / Measures:1. Complete the construction of the South Los Angeles LNG/CNG refueling facility(SRSSD by 8/06).2. Conduct the training and start the refueling operation at the South Los AngelesLNG/CNG facility (SRSSD, HRDD, and SRSCD by 9/06).3. Operate clean fuel solid waste collection vehicles at South Los Angeles District(SRSSD and SRSCD by 9/06).4. Receive and deploy new dedicated LNG solid waste collection vehicles (FMD,SRSSD, SRVCD, and SRSCD by 9/06).5. Complete the preliminary Master Plan for the LNG/CNG refueling station at NorthCentral District Yard (SRSSD, SRSCD, and FMD by 9/06).6. Continue design and begin environmental document preparation for theLNG/CNG refueling station at North Central District Yard (SRSSD, SRSCD, andFMD by 10/06).7. Conduct detailed tailpipe emissions testing (PM, NOx, CO, etc.) on solid wastecollection vehicles (SRSSD, SRVCD, SRSCD, and FMD by 12/06).8. Acquire land for the new West Los Angeles District Yard (SRSSD and FMD by12/06).9. Begin design for the new West Los Angeles District Yard (SRSSD, SRSCD, andFMD by 1/07).10. Prepare progress reports for submission to and seek reimbursements fromexternal agencies funding the Alternative Fuel Program (alternative fuel vehiclesand refueling infrastructure, SRSSD, SRVCD, SRSCD, and FMD by 6/07).11. Seek additional external funding support to offset the costs related to purchase ofalternative fuel vehicles and construction of LNG/CNG refueling station (SRSSDand FMD by 6/07).12. Conduct refresher LNG training for drivers, fuelers, and other employees at SolidResources facilities (SRSSD, SRSCD, SRVCD, and HRDD by 6/07).13. Establish written standard operation and maintenance procedures for all existingLNG/CNG refueling stations (SRSSD, SRVCD, SRSCD, and HRDD by 6/07).14. Study the feasibility of hydrogen and other clean fuels for applications in heavydutysolid waste collection vehicles (SRSSD, SRVCD, and SRSCD by 6/07).E. Target Completion Date:December 2010F. Work Plan:First Quarter Tasks (Jul – Sept)1. Hire five fuelers for South Los Angeles LNG refueling station (SRSSD).2. Secure all required permits for operation of LNG refueling facility at the South LosAngeles Yard (SRSSD).3. Conduct LNG safety and operational training for drivers, supervisors, and supportstaff at South Los Angeles Yard (SRSSD, SRVCD, and HRDD).4. Start up the LNG refueling operation at South Los Angeles Yard (SRSSD, SRSCD).Issued: June 2006 - 34 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan5. Deploy clean fuel vehicles at South Los Angeles Collection District (SRSSD,SRSCD).6. Receive and test prototypes of new dedicated LNG solid waste collection vehicles(SRSSD, SRSCD, SRVCD, and HRDD).7. Conduct training for drivers on the new dedicated LNG solid waste collection vehicles(SRSSD, SRSCD, SRVCD, and HRDD).8. Receive and deploy new dedicated LNG solid waste collection vehicles (SRSSD,SRSCD, SRVCD, and HRDD).9. Monitor the performance of new dedicated LNG solid waste collection vehicles(SRSSD, SRSCD, SRVCD, and HRDD).10. Complete the preliminary Master Plan for LNG/CNG refueling station at North CentralDistrict (SRSSD, SRSCD, and FMD).11. Continue design for North Central LNG/CNG refueling station (SRSSD, SRSCD, andFMD).12. Complete the siting and start the land acquisition process for the new West LosAngeles District Yard (SRSSD, SRSCD, and FMD).13. Execute a contract to perform emissions testing on solid waste collection vehiclesoperating on different fuel types (SRSSD, SRVCD, SRSCD, FMD, and DGS).14. Draft written standard operation and maintenance procedures for LNG/CNG refuelingstations at East Valley, West Valley, Harbor, and South Los Angeles District Yards(SRSSD, SRSCD, SRVCD, and HRDD).15. Prepare and submit progress and final report for external funding for the constructionof LNG/CNG refueling station at South Los Angeles yard (SRSSD).16. Prepare and submit progress and final report for external funding to offset the cost topurchase alternative fuel vehicles (SRSSD).17. Seek funding reimbursement from an external agency for the South Los AngelesLNG/CNG refueling station (SRSSD).18. Continue to seek additional external funding for the construction of alternative fuelrefueling stations and/or the purchase of alternative fuel vehicles (SRSSD).19. Continue an on-going study on the feasibility of hydrogen and other clean fuels forapplications in heavy-duty solid waste collection vehicles (SRSSD, SRVCD, andSRSCD).Second Quarter Tasks (Oct – Dec)20. Begin environmental document preparation for North Central LNG/CNG refuelingstation (SRSSD, SRSCD, and FMD).21. Conduct emissions testing on solid waste collection vehicles operating on differentfuel types (SRSSD, SRVCD, SRSCD, and FMD).22. Continue receiving and deployment of new alternative fuel vehicles (SRSSD,SRVCD, and SRSCD).23. Continue to monitor performance of the new dedicated LNG solid waste collectionvehicles (SRSSD, SRSCD, SRVCD, and HRDD).24. Continue to assess the performance of LNG refueling stations at East Valley, WestValley, Harbor, and South Los Angeles district yards (SRSSD).25. Continue investigating hydrogen and other clean fuels for application in heavy-dutysolid waste collection vehicles (SRSSD).26. Review and update written standard operation and maintenance procedures forLNG/CNG refueling stations at East Valley, West Valley, Harbor, and South LosAngeles District Yards (SRSSD, SRSCD, SRVCD, and HRDD).Issued: June 2006 - 35 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan27. Continue to seek additional external funding for Alternative Fuel Program (SRSSD).Third Quarter Tasks (Jan – Mar)28. Complete land acquisition process for the new West Los Angeles District Yard(SRSSD, SRSCD, and FMD).29. Begin the design for an LNG/CNG refueling station at the new West Los AngelesDistrict Yard (SRSSD, SRSCD, and FMD).30. Begin environmental document review process for North Central LNG/CNG refuelingstation (SRSSD, SRSCD, and FMD).31. Continue receiving and deployment of new alternative fuel vehicles (SRSSD,SRVCD, and SRSCD).32. Continue to monitor performance of the new dedicated LNG solid waste collectionvehicles (SRSSD, SRSCD, SRVCD, and HRDD).33. Conduct LNG refresher training at East Valley and West Valley Yards (SRSSD,SRVCD, and HRDD).34. Continue investigating hydrogen and other clean fuels for application in heavy-dutysolid waste collection vehicles (SRSSD).35. Continue to seek additional external funding for Alternative Fuel Program (SRSSD).Fourth Quarter Tasks (Apr – Jun)36. Continue the design for an LNG/CNG refueling station at the new West Los AngelesDistrict Yard (SRSSD, SRSCD, and FMD).37. Continue environmental document review process for North Central LNG/CNGrefueling station (SRSSD, SRSCD, and FMD).38. Continue to monitor performance of the new dedicated LNG solid waste collectionvehicles (SRSSD, SRSCD, SRVCD, and HRDD).39. Finalize written standard operation and maintenance procedures for LNG/CNGrefueling stations at East Valley, West Valley, Harbor, and South Los Angeles DistrictYards (SRSSD, SRSCD, SRVCD, and HRDD).40. Complete a detailed report on investigating the feasibility of hydrogen and otherclean fuels for applications in heavy-duty solid waste collection vehicles (SRSSD,SRVCD, and SRSCD).41. Conduct LNG refresher training at Harbor and South Los Angeles Yards (SRSSD,SRSCD, and HRDD).Goal 5 – Begin citywide implementation of recycling in apartments and in commercialsectorsA. Division Goal / Project: Begin rollout of citywide apartment recycling program; seekapproval of Commercial Recycling plan by Mayor and Council.B. Purpose: To implement programs that increase waste diversion and recycling in theprivate sector, as well as to educate the public on the environmental benefits ofwaste reduction programs.C. Person(s) Responsible:Lead: SRCRD: Mike Crossley / Joe MaturinoPartners: SRSCD, SRVCD, SRPCD, and SRSSDIssued: June 2006 - 36 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanD. Deliverables / Measures:1. Evaluation of RFPs received to implement apartment recycling programs.2. Begin meeting with project team to discuss recommendations in draft CommercialRecycling report.3. Draft report briefings with Mayor’s Office, Board of Public Works, and key Councilcommittee members.4. Finalize report and recommendations for Commercial Recycling and present toBoard of Public Works, Mayor and City Council.5. Prepare and process contracts for implementation of apartment recyclingprogram.E. Target Completion Date:June 30, 2007F. Work Plan:First Quarter Tasks (Jul – Sept)1. Receive RFPs for apartment recycling.2. Initial meeting of evaluation team, distribute RFP’s.3. Evaluation of proposals.4. Begin negotiation with selected contractor(s).5. Present Commercial Recycling plan in draft form to Bureau management.6. Begin Board Report and briefings with Board and Mayor’s Office.7. Initial meeting of project team for Commercial Recycling implementation.Second Quarter Tasks (Oct – Dec)8. Prepare contracts and Board report for apartment recycling.9. Schedule for Board of Public Works.10. Modify Commercial Recycling Report as needed and finalize.11. Seek Board Action on Commercial Report.12. Seek Mayor’s Action on Commercial Report.Third Quarter Tasks (Jan – Mar)13. Council committee review of Commercial Report.14. Project team for Commercial Recycling continues to meet to address any issuesraised by Board, Mayor and Council.Fourth Quarter Tasks (Apr – Jun)15. Contracts executed for permanent Multifamily Recycling Program.16. Commercial Recycling Report and recommendations approved by City Council withMayor’s concurrence.17. Begin implementation of Commercial Recycling Report recommendations.Issued: June 2006 - 37 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanKey Result Area 2 – LEGAL & REGULATORY MANDATESGoal 6 – Achieve compliance with all provisions of the Collection System SettlementAgreement (CSSA) and Cease & Desist Order (CDO)A. Division Goal / Project: Provide overall management and coordination for the City’sCollection System Settlement Agreement (CSSA) and Cease & Desist Order (CDO)compliance programs.B. Purpose: To achieve full compliance with the CSSA and CDO requirements andcommunicate these achievements to stakeholders.C. Person(s) Responsible:Lead: WESD: Adel Hagekhalil / Farsheed FarhangPartners: WCSD: Barry Berggren / Carmelo MartinezIWMD: Tim Dafeta / Sam AmirWPD: Shahram Kharaghani / Donna Toy ChenFMD: Robert Tanowitz / Lisa MoweryICSD: Robert Irvin / Yelena AltshulerD. Deliverables / Measures:1. FY 05/06 CSSA Annual Progress Report (WESD by 9/1/06).2. FY 05/06 CSSA Annual Progress Meeting (WESD by 9/28/06).3. Settlement Agreement Committee (SAC) meetings agenda, minutes, andprogress tracking reports - (WESD by 7/19/06, 10/18/06, 1/17/07, 4/18/07).4. Quarterly oral progress reports to BPW (WESD by 8/14/06, 11/13/06, 2/12/07,5/14/07).5. Condition assessment of a minimum of 600 miles of sewers (WESD by 6/30/07)6. CDO Semi-annual Report to RWQCB (WESD by 7/31/06).7. CDO Semi-annual Public Hearing (WESD by 8/24/06).8. CDO Maintenance and Surveillance Report to RWQCB (WESD by 6/30/07).9. Quarterly reports on hydrogen sulfide removal levels at ATFs to Odor AdvisoryBoard and posting of the same on the odor hotline web site (WCSD by 7/30/06,10/30/06, 1/30/07, 4/30/07).10. Odor control measures summary data report to Odor Advisory Board (WCSD by9/1/06).11. Quarterly Sanitary Sewer Overflow (SSO) Reports (WCSD by 7/30/06, 10/30/06,1/30/07, 4/30/07).12. Cleaning of a minimum of 60,000 sewer pipe reaches (WCSD by 6/30/07)13. Three-year rolling average cleaning of 65,000 sewer pipe reaches (WCSD by6/30/07).14. CCTV inspection of a minimum of 600 miles of sewers (WCSD by 6/30/07).15. Chemical Root Control Report (WCSD by 9/30/06).16. Draft Work Plan for the South Los Angeles Stormwater Treatment SupplementalEnvironmental Project to RWQCB (WPD by 5/30/07).Issued: June 2006 - 38 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan17. Submittal of project scope, schedule, and budget for the North Atwater CreekRestoration Supplemental Environmental Project to PRC/SAC for approval (WPDby 11/30/06).18. Submittal of project scope, schedule, and budget for the Hazard Creek andWetlands Restoration Supplemental Environmental Project to PRC/SAC forapproval (WPD by 4/30/07).19. Inspection of all permitted FSEs - (IWMD by 6/30/07).20. Online Document Management Pilot (ICSD-WESD by 6/30/07).21. Coordination with BOE to ensure timely completion of 16 CIP projects (WESD byOngoing).E. Target Completion Date:June 30, 2007F. Work Plan:First Quarter Deliverables (Jul – Sept)1. FY 05/06 CSSA Annual Progress Report (WESD by 9/1/06).2. FY 05/06 CSSA Annual Progress Meeting (WESD by 9/28/06).3. Settlement Agreement Committee (SAC) meeting agenda, minutes, and progresstracking reports (WESD by 7/19/06).4. Quarterly oral progress report to BPW (WESD by 8/14/06).5. Condition assessment of a minimum of 150 miles of sewers (WESD by 9/30/06).6. CDO Semi-annual Report to RWQCB (WESD by 7/31/06).7. CDO Semi-Annual Public Hearing (WESD by 8/24/06).8. Quarterly report on hydrogen sulfide removal levels to Odor Advisory Board andposting of the same on the odor hotline web site (WCSD by 7/30/06).9. Odor control measures summary data report to Odor Advisory Board (WCSD by9/1/06).10. Quarterly Sanitary Sewer Overflow (SSO) Report (WCSD by 7/30/06).11. Cleaning of a minimum of 15,000 sewer pipe reaches (WCSD by 9/30/06).12. CCTV inspection of a minimum of 150 miles of sewers (WCSD by 9/30/06).13. Chemical Root Control Report (WCSD by 9/30/06).14. Inspection of 25% of permitted FSEs (IWMD by 9/30/06).Second Quarter Tasks (Oct – Dec)15. Settlement Agreement Committee (SAC) meeting agenda, minutes and progresstracking reports (WESD by 10/18/06).16. Quarterly oral progress report to BPW (WESD by 11/13/06).17. Condition assessment of a minimum total of 300 miles of sewers including milesassessed in the First Quarter (WESD by 12/30/06).18. Quarterly reports on hydrogen sulfide removal levels at ATFs to Odor Advisory Boardand posting of the same on the odor hotline web site (WCSD by 10/30/06).19. Quarterly Sanitary Sewer Overflow (SSO) Report (WCSD by 10/30/06).20. Cleaning of a minimum total of 30,000 sewer pipe reaches including reaches cleanedin the First Quarter (WCSD by 12/30/06).21. CCTV inspection of a minimum total of 300 miles of sewers including miles inspectedin the First Quarter (WCSD by 12/30/06).Issued: June 2006 - 39 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan22. Submittal of project scope, schedule, and budget for the North Atwater CreekRestoration Supplemental Environmental Project to PRC/SAC for approval (WPD by11/30/06).23. Inspection of 25% of permitted FSEs (IWMD by 12/30/06).24. Coordination with BOE to ensure timely completion of 10 CIP projects (WESD byOngoing).Third Quarter Tasks (Jan – Mar)25. Settlement Agreement Committee (SAC) meeting agenda, minutes, and progresstracking reports (WESD by 1/17/07).26. Quarterly oral progress report to BPW (WESD by 2/12/07).27. Condition assessment of a minimum total of 450 miles of sewers in the FY to date(WESD by 3/30/07).28. Quarterly reports on hydrogen sulfide removal levels at ATFs to Odor Advisory Boardand posting of the same on the odor hotline web site (WCSD by 1/30/07).29. Quarterly Sanitary Sewer Overflow (SSO) Report (WCSD by 1/30/07).30. Cleaning of a minimum total of 45,000 sewer pipe reaches in the FY to date (WCSDby 3/30/07).31. CCTV inspection of a minimum total of 450 miles of sewers in the FY to date (WCSDby 3/30/07).32. Inspection of 25% of permitted FSEs (IWMD by 3/30/07).33. Create a plan for a pilot program to migrate the CSSA electronic records to theBureau’s online document system (3/30/07).34. Coordination with BOE to ensure timely completion of 3 CIP projects (WESD byOngoing).Fourth Quarter Tasks (Apr – Jun)35. Settlement Agreement Committee (SAC) meeting agenda, minutes, and progresstracking reports (WESD by 4/18/07).36. Present Quarterly oral progress report to BPW (WESD by 5/14/07).37. Condition assessment of a minimum total of 600 miles of sewers for the FY (WESDby 6/30/07).38. CDO Maintenance and Surveillance Report to RWQCB (WESD by 6/30/07).39. Quarterly reports on hydrogen sulfide removal levels at ATFs to Odor Advisory Boardand posting of the same on the odor hotline web site (WCSD by 4/30/07).40. Quarterly Sanitary Sewer Overflow (SSO) Reports (WCSD by 4/30/07).41. Cleaning of a minimum total of 60,000 sewer pipe reaches for the FY (WCSD by6/30/07).42. Three-year rolling average cleaning of 65,000 sewer pipe reaches (WCSD by6/30/07).43. CCTV inspection of a minimum total of 600 miles of sewers for the FY (WCSD by6/30/07).44. Draft Work Plan for the South Los Angeles Stormwater Treatment SupplementalEnvironmental Project to RWQCB (WPD by 5/30/07).45. Submittal of project scope, schedule, and budget for the Hazard Creek and WetlandsRestoration Supplemental Environmental Project to PRC/SAC for approval (WPD by4/30/07).46. Inspection of 25% of permitted FSEs (IWMD by 6/30/07).Issued: June 2006 - 40 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan47. Implement the pilot for the migration of the CSSA electronic records to the Bureau’sonline document management system (ICSD by 6/30/07).48. Coordination with BOE to ensure timely completion of 3 CIP projects (WESD byOngoing).Goal 7 – Lead the development of scientifically based Total Maximum Daily Loads(TMDLs)A. Division Goal / Project: In collaboration with the Regional Water Quality ControlBoard, Los Angeles Region, U.S. Environmental Protection Agency, nongovernmental organizations, municipalities, and other government agencies, theBureau will continue to lead and assist in the development of scientifically basedbacteria TMDL for the Los Angeles River through a stakeholder led process.B. Purpose: To provide information for scientifically based, reasonable, and achievableTMDLs to clean the City’s waterways.C. Person (s) Responsible:Lead: WPD: Shahram KharaghaniPartners: RAD, EMD, ICSD, FMD, IWMDD. Deliverables/ Measures:1. Complete Technical Summary of relevant studies (WPD, EMD, RAD, FMD, andIWMD by 9/30/06).2. Draft database framework and management protocol (WPD, ICSD by 12/30/06).3. Complete Technical Memorandum on data analysis (WPD, EMD, RAD, andIWMD by 3/30/07).4. Complete Bacteria Source Identification Analysis (WPD, EMD, RAD by 6/30/07)5. Organize and hold monthly, or as needed, Technical Committee meetings (WPDby monthly 7/30/06 – 6/30/07).6. Organize and hold quarterly Steering Committee meetings (WPD by 9/30/06,12/30/06, 3/30/07, and 6/30/07).E. Target Completion Date:June 30, 2007F. Work Plan:First Quarter Tasks (Jul-Sept)1. Review and complete Technical Summary of relevant studies (WPD, EMD, RAD,FMD, and IWMD by 9/30/06).2. Solicit committees for new bacteria data (WPD, EMD by 6/30/07).3. Organize and hold monthly, or as needed, Technical Committee meetings (WPD by7/30/06, 8/30/06, and 9/30/06).4. Organize and hold quarterly Steering Committee meeting (WPD by 9/30/06).Second Quarter Tasks (Oct-Dec)5. Establish framework for data storage (WPD, ICSD by 12/30/06).Issued: June 2006 - 41 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan6. Review and evaluate draft database framework for data storage (WPD, ICSD by12/30/06).7. Continue soliciting committees for new bacteria data (WPD, EMD by 6/30/07).8. Organize and hold monthly, or as needed, Technical Committee meetings (WPD by10/30/06, 11/30/06, and 12/30/06).9. Organize and hold quarterly Steering Committee meeting (WPD by 12/30/06).Third Quarter Tasks (Jan-Mar)10. Establish data analysis protocol (WPD, EMD, RAD, and IWMD by 3/30/07).11. Review and complete draft technical memorandum on data analysis (WPD, EMD,RAD, IWMD by 3/30/07).12. Continue soliciting committees for new bacteria data (WPD, EMD by 6/30/07).13. Organize and hold monthly, or as needed, Technical Committee meetings (WPD by1/30/07, 2/28/07, 3/30/07) .14. Organize and hold quarterly Steering Committee meeting (WPD by 3/30/07).Fourth Quarter Tasks (Apr-Jun)15. Evaluate bacteria sources information (WPD, EMD by 6/30/07).16. Review and complete draft Technical Memorandum for Source Identification (WPD,EMD by 6/30/07).17. Organize and hold monthly, or as needed, Technical Committee meetings (WPD by4/30/07, 5/30/07, 6/30/07).18. Organize and hold quarterly Steering Committee meeting (WPD by 6/30/07).Key Result Area 3 – DEVELOPING PEOPLEGoal 8 – Prepare a Knowledge Management (KM) plan and complete Bureau’s firstProject Management Guideline ManualA. Division Goal / Project: Develop methods and tools to manage the knowledgetransfer to the next generation of Bureau staff.B. Purpose: Pass existing institutional knowledge from current generation of Bureaustaff to the next generation of staff to maintain high efficiency and productivity.C. Person(s) Responsible:Lead: HRDDPartners: All DivisionsD. Deliverables / Measures:1. Develop and Use Employee Retirement Date-Predicting Database for all BureauEmployees (HRDD with all divisions supporting by 06/07).2. Develop and Evaluate Knowledge Retention Planning (HRDD with all divisionssupporting by 06/07).3. Determine how to keep Reverse-Engineering Skills in Maintenance Sections(HRDD with all divisions supporting by 06/07).Issued: June 2006 - 42 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan4. Survey next 10 years of concerns of management on emerging/future issues(TMDL, Endocrine Disruptors, etc.) to aid in staff selection, training anddevelopment (HRDD with all divisions supporting by 06/07).5. Train new and existing staff on supervisory skills via training classes. (HRDD withall divisions supporting by 06/07).6. Investigate developing master database to track legal/compliance/ regulatoryreports prepared Bureau-wide (HRDD with all divisions supporting by 06/07).7. Investigate ways to assemble and store key operational and construction recordsin a long-term technical library and archive, (HRDD with all divisions supporting by06/07).E. Target Completion Date:June 30, 2007F. Work Plan:First Quarter Tasks (Jul-Sept)1. Complete draft employee retirement/service database and circulate for review andcomment (Sharif, All Divisions).2. Investigate how to retain knowledge (Halverson, All Divisions).3. Survey EMPAC to determine service life of spare parts (Halverson, HTP, WRD, andTITP).4. Send staff to HRDD supervisory skills classes. (Halverson, All Divisions) .5. Refer to SRCRD consultant for compliance report tracking.6. Survey next 10 years of areas of future concern (TMDL, PCP, etc.) (Halverson, AllDivisions).7. Investigate ways to capture BOS changes to plant facilities (Halverson, All Divisions).Second Quarter Tasks (Oct-Dec)8. Finalize database & update annually (Halverson, All Divisions).9. Brainstorm ways to retain knowledge (Halverson, All Divisions).10. Determine long-term needs of manufacturing own spare parts (via HTP MachineShop) (Halverson, HTP, WRD, TITP).11. Evaluate desk manual for key positions (Halverson, All Divisions).12. Assess usefulness of existing desk manuals (Halverson, All Divisions).13. Review EMD Master Program for legal reporting to determine what pieces can beused to help other divisions catalog all compliance reports (Halverson, All Divisions).14. Send staff to HRDD supervisory skills classes (Halverson, All Divisions).15. Work with BOE EED to determine methods to pass BOS changes to EED forincorporation into BOE Database (Halverson, All Divisions).Third Quarter Tasks (Jan-Mar)16. Implement methods to retain knowledge (Halverson, All Divisions).17. Review existing desk manuals & compare to job specs (Halverson, All Divisions).18. Investigate historical retention of major documents in a technical library & conductfeasibility study (See Parking Lot).19. Evaluate methods to retain knowledge of consultant work. (Halverson, All Divisions).20. Circulate future concern/survey. (Halverson, All Divisions).21. Send staff to HRDD supervisory skills classes (Halverson, All Divisions).Issued: June 2006 - 43 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan22. Work on ways to orient/train staff on how BOE technical drawing database how canbe accessed by BOS staff (Halverson, All Divisions).Fourth Quarter Tasks (Apr-Jun)23. Evaluate knowledge retention. (Halverson, All Divisions).24. Prepare new/update old desk manuals & develop template (Halverson, All Divisions).25. Compile list in each division of all compliance reports (Halverson, All Divisions).26. Send staff to HRDD supervisory skills classes (Halverson, All Divisions).27. Begin orientation and staff training on the use of BOE technical drawing database(Halverson, All Divisions).Key Result Area 4 – SECURITY AND SAFETYGoal 9 – Improve security measures and emergency response at Bureau facilitiesA. Division Goal / Project: Prepare for quick response and recovery in event ofemergencies and disasters; improve security measures at Bureau facilities.B. Purpose: to improve employee safety and to protect Bureau facilities.C. Person(s) Responsible:Lead: HTDPartners: All DivisionsD. Deliverables / Measures:1. Updated Emergency Response Plans for all divisions (HRDD with all divisionssupporting by 2/07).2. List of all Security Improvement Programs (HRDD & ICSD with all divisionssupporting by 6/07).E. Target Completion Date:June 30, 2007F. Workplan:First Quarter Tasks (Jul-Sept)1. Identify divisional representatives to participate in development of bureau-widesecurity improvement programs (HTP by 7/06).2. Collect all existing Emergency Response Plan(s) from each division (HRDD with alldivisions supporting by 8/06).3. Collect all existing security plan(s) from each division (HRDD with all divisionssupporting by 8/06).4. Review collected Emergency Response and Security Plans to begin extrapolation ofrelevant data.5. Seek outside expertise to help perform security assessment for each Bureau facility,excluding treatment plants and WCSD (HRDD with all divisions supporting by 8/06).Issued: June 2006 - 44 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan6. Tabulate data and compile suggestions for development of bureau-wide securityimprovement programs (HRDD by 9/06).7. Request and coordinate with GSD to begin hiring process for one Principal SpecialOfficer, two Senior Security Officers, and 25 Security Officers (HTP, WRD, TITP by8/06).8. Complete a draft transition plan for smooth transition of outside security service toCity security service; submit the draft plan for approval by Bureau ExecutiveManagement (HTP, WRD, and TITP by 9/06).9. Begin developing Bureau-wide Video Security Plan; determine scope of project;create statement of work; submit statement of work to Bureau rotating contractors(ICSD by 8/06).Second Quarter Tasks (Oct-Dec)10. Develop drafts of short-term (1year quick fix) security improvement programs (HRDDwith all divisions supporting by 10/06).11. Brainstorm ways to implement short-term security improvement programs (HRDD &HTP with all divisions supporting by 10/06).12. Finalize transition plan for smooth transition of outside security service to Citysecurity service (HTO, WRD, and TITP by 10/06).13. Develop implementation schedule for short-term security improvements (HRDD by11/06).14. Present short-term security improvements to Executive Management for adoption(HRDD by 11/06).15. Begin draft of medium (1-2 years) and long-term (2+ years) security improvementprograms (HRDD with all divisions supporting by 11/06).16. Continue updating all Emergency Response Plans (HRDD by 12/06).17. Select and hire security consultant for development of the Bureau-wide VideoSecurity Plan; conduct consultant site visits and needs evaluation; review consultantfindings and recommendations based on site visits (ICSD by 12/06).Third Quarter Tasks (Jan-Mar)18. Begin implementing short-term security improvements (HRDD with all divisionssupporting by 1/07).19. Complete updating all Emergency Response Plans (HRDD with all divisionssupporting by 2/07).20. Begin implementation of the transition plan. (HTP by 2/07).21. Identify resources needed for implementation of all medium-term and long-termsecurity improvement programs (HRDD & HTP with all divisions supporting by 1/07).22. Have outside consultants assess draft medium-term and long-term securityimprovement programs (HRDD by 2/07).23. Finalize draft of medium-term and long-term security improvement programs forExecutive Management input (HRDD by 3/07).24. Conduct final consultant site visit and needs evaluation for the Bureau-wide VideoSecurity Plan; review consultant findings and recommendations based on site visits(ICSD by 3/07).Fourth Quarter Tasks (Apr-June)25. Complete at least 50% of all short-term security improvements.(HRDD with alldivisions supporting by 6/07).Issued: June 2006 - 45 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan26. Complete transition from outside security service to City security service. (HTP,WRD, TITP by 5/07).27. Modify medium-term and long-term security improvement programs based onExecutive Management input (HRDD with all divisions supporting by 4/07).28. Finalize all medium-term, long-term security improvement programs and brainstormways to implement these programs, including identifying resources needed forcompleting these programs (HRDD with all divisions supporting by 5/07).29. Develop list of milestones and timetables associated with long-term securityimprovement programs (HRDD by 5/07).30. Summarize all Security Improvement Programs (HRDD by 6/07).31. Draft Bureau-wide Video Security Plan; review, comments, and revise plan; finalizeBureau-wide Video Security Plan (ICSD by 05/07).Key Result Area 5 – FINANCIAL MANAGEMENTGoal 10 – Identify and develop projects for grant funding in wastewater, stormwaterand solid resources that enhance the Bureau’s ability to leverage existing resourcesand conform to legal mandatesA. Division Goal / Project: Compile a list of projects suitable for grant funding basedon submissions from each division in the Bureau.B. Purpose: Use the list as a mechanism to seek grant funding specific to each projectwithin the division.C. Person(s) Responsible:Lead: FMDPartners: All DivisionsD. Deliverables / Measures:1. Enter projects into the FMD grant database (FMD by 11/06).2. Report back semi-annually on status of divisional grant research (FMD by 11/06and FMD by 5/07).3. Review and update Bureau grant policy (FMD by 2/07).4. Provide updated grants training to appropriate divisional staff (FMD by 6/07).E. Target Completion Date:June 30, 2007F. Work Plan:First Quarter Tasks (July – September)1. Create a grant project submittal form (FMD).2. Distribute form to all divisions and requesting divisions to use the form to submit eachof their its grant projects (FMD, All Division).Issued: June 2006 - 46 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSecond Quarter Tasks (October – December)3. Compile information received from divisions into Cost Recovery database (FMD).4. Develop a master list of projects for grants by division (FMD).5. Research grantor funding for grant projects (FMD).6. Review and revise procedures for securing grant funding (FMD).7. Develop a grants policy and distribute to all divisions for feedback (FMD, AllDivisions).8. Report any grant findings in the Semi-Annual Grants Report to the Board of PublicWorks (FMD).Third Quarter Tasks (January – March)9. Finalize grant policy (FMD).10. Conduct training for each division on the grants process using project informationsubmitted by them (FMD, All Divisions).11. Research grantor funding for grant projects (FMD).Fourth Quarter Tasks (April – June)12. Conduct training for each division on the grants process using project informationsubmitted by them (FMD, All Divisions).13. Research grantor funding for grant projects (FMD).14. Report any grant findings in the Semi-Annual Grants Report to the Board of PublicWorks (FMD).Key Result Area 6 – ORGANIZATIONAL LEADERSHIPGoal 11 – Increase public awareness of environmental stewardship throughcommunication and outreach to schools, businesses, the general community, andthe City familyA. Division Goal / Project: In collaboration with our internal and external stakeholders,increase public awareness of the Bureau’s environmental stewardship andorganizational leadership through communication and outreach to schools,businesses, the community and the City family.B. Purpose: Communicate Bureau services and programs in order to provide qualityservices to the community and to get community input, support, participation, trustand partnership in developing and implementing programs that protect and improvepublic health and safety. Communicate Bureau programs, issues, needs andchallenges to City officials to gain their financial and political support and to fostercoordinated City outreach to constituents.C. Person(s) Responsible:Lead: WESD: Adel Hagekhalil / Hyginus MmejePartners: SRPCD, IWMD, ADMIN, SRVCD, WPD, SRCRD, WCSD, HRDD,ICSD, RADIssued: June 2006 - 47 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanD. Deliverables / Measures:1. Plan and conduct - Environmental Stewardship Program- Sewer Science in 2community colleges and 20 middle/high schools to reach 2500 students. Alsoperform one annual Sewer Science contest (IWMD).a. Plan and conduct Sewer Science in 2 community colleges, meet with LAUSDScience Centers to discuss how to provide teacher and mentor training, andupdate student workbook and include a section on Biosolids by September2006.b. Conduct 5 Sewer Science (SS) programs and reach 600 students, andparticipate in WEF as a SS trainer for Dallas areas teachers by December2006.c. Conduct 10 Sewer Science programs and reach 1250 students by March2007.d. Conduct 5 Sewer Science programs and reach 650 students, and deliver theSewer Science contest by June 2007.2. Conduct one IRP stakeholder workshop, four IRP MAC meetings, two IRPWorkshop follow-up meetings, four Odor Advisory Board meetings, oneOWTS/Septic Tanks Survey, upon request conduct Council IRP briefings,distribute 2500 odor hotline flyers and 300 odor hotline magnets to 10 CityCouncil Districts, and send out outreach materials to properties within 1000 feetradius of FOG related sewage spills (WESD).a. Conduct one MAC meeting, one Odor Advisory Board meeting, Council IRPbriefings that may be requested, distribute 750 odor hotline flyers and 90 odorhotline magnets to 3 City Council Offices, and send outreach materials toproperties within 1000 feet radius of FOG related sewage spills by September2006.b. Conduct one MAC meeting, one Odor Advisory Board meeting, one workshopfollow-up meeting, distribute 750 odor hotline flyers and 90 odor hotlinemagnets to 3 City Council Offices, and send outreach materials to propertieswithin 1000 feet radius of FOG related sewage spills by December 2006c. Conduct one MAC meeting, one Odor Advisory Board meeting, distribute 750odor hotline flyers and 90 odor hotline magnets to 3 City Council Offices, andsend outreach materials to properties within 1000 feet radius of FOG relatedsewage spills by March 2007.d. Conduct one MAC meeting, one Odor Advisory Board meeting, one workshopfollow-up meeting, one OWTS/Septic Tanks Survey, distribute 250 odorhotline flyers and 30 odor hotline magnets to 3 City Council Offices, and sendoutreach materials to properties within 1000 feet radius of FOG relatedsewage spills by June 2007.3. Increase public awareness of the Bureau of Sanitation mulch and compostprogram resulting in greater demand for the products (SRPCD).a. Participate in at least two Council District environmental fairs or BOS openhouses and establish a BOS web site for the mulch program by September2006.b. Participate in at least two Council District environmental fairs or BOS openhouses, purchase a bagging machine to bag mulch and compost products,and coordinate with the City cable Channel 35 to produce a segment on themulch program by Dec 2006.Issued: June 2006 - 48 -

2006/07-2010/11 Bureau of Sanitation Strategic Planc. Participate in at least two Council District environmental fairs or BOS openhouses, increase give-away mulch production, and coordinate with DWP togive away bags of mulch with DWPs shade tree give-away program by March2007.d. Participate in at least two Council District environmental fairs or Bureau openhouses, establish one additional mulch give-away site, survey NeighborhoodCouncils and Council Offices for their input regarding the program, andevaluate results and modify program if needed by June 2007.4. Participate in 100 local Stormwater and Used Oil Recycling public/communityoutreach activities, events, fairs, festivals, or cleanups meetings (WPD).a. Participate in 25 community events/festivals; handle 62,500 website hits and500 hotline calls by September 2006.b. Participate in 25 community events/festivals; handle 62,500 website hits and500 hotline calls by December 2006.c. Participate in 25 community events/festivals; handle 62,500 website hits and500 hotline calls by March 2007.d. Participate in 25 community events/festivals; handle 62,500 website hits and500 hotline calls by June 2007.5. Continue to implement and expand the Bureau wide solid resources facility openhouses by increasing community participation through review of 05/06 data(SRVCD lead with WCSD participating).a. Establish an oversight committee to assure that time schedules and allnecessary resources are in place by September 2006.b. Establish an event master plan for all 6 district/divisions to ensure awarenessand responsibility for yearly events by December, 2006.c. Notify our Outreach parties/stakeholders, and implement distribution by March2007.d. Assemble the Oversight Committee to review Quarter 1,2,3, and prepare forthe implementation stage by June 2007.6. Increase public awareness of the Bureau of Sanitation Private Sewerlaterals Program (WESD), Develop FAQ sheets, PowerPointpresentations, and websites (9/30/06).a. Identify “hotspot” areas of root related spills by City blocks, NeighborhoodCouncils, and Council Districts (11/30/06).b. Brief the BPW, Mayor, and Council Offices about the current status (2/28/07).c. Present the Program to Neighborhood Councils (5/30/07).d. Establish an event master calendar to provide workshops to local citizens,contractors, and property owners; perform outreach at community events andtrade association meetings to encourage participation in the Program.(6/30/07).E. Target Completion Date:June 30, 2007Issued: June 2006 - 49 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanF. Work Plan:First Quarter Tasks:1. Plan and conduct Sewer Science in two community colleges, meet with LAUSDScience Centers to discuss how to provide teacher and mentor training, and updatestudent workbook and include a section on Biosolids.2. Conduct one MAC meeting, one Odor Advisory Board meeting, Council IRP briefingsthat may be requested, distribute 750 odor hotline flyers and 90 odor hotline magnetsto three City Council Offices, and send out outreach materials to properties within1,000 feet radius of FOG related sewage spills.3. Participate in at least two Council District environmental fairs or BOS open housesand establish a BOS web site for the mulch program.4. Participate in 25 community events/festivals; handle 62,500 website hits and 500hotline calls.5. Establish an oversight committee to assure time schedules and all necessaryresources are in place.6. Private Laterals Renewal Program: Develop FAQ sheets, PowerPoint presentation,and website.Second Quarter Tasks:1. Conduct five Sewer Science (SS) programs and reach 600 students, and participatein WEF as a SS trainer for Dallas area teachers.2. Conduct one MAC meeting, one Odor Advisory Board meeting, one workshop followupmeeting, distribute 750 odor hotline flyers and 90 odor hotline magnets to 3 CityCouncil Offices, and send outreach materials to properties within 1,000 feet radius ofFOG related sewage spills by December 2006.3. Participate in at least two Council District environmental fairs or BOS open houses,purchase a bagging machine to bag mulch and compost products, and coordinatewith the City cable Channel 35 to produce a segment on the mulch program.4. Participate in 25 community events/festivals; handle 62,500 website hits and 500hotline calls.5. Establish an event master plan for all six district/divisions to ensure awareness andresponsibility for yearly events.6. Identify “hotspot” areas of root related spills by blocks, Neighborhood Council, andCouncil District; initiate the update of the Neighborhood Councils and Council Officeson the Private Laterals Renewal Program.Third Quarter Tasks:1. Conduct 10 Sewer Science program and reach 1,250 students.2. Conduct one MAC meeting, one Odor Advisory Board meeting, distribute 750 odorhotline flyers and 90 odor hotline magnets to three City Council Offices, and sendoutreach materials to properties within 1,000 feet radius of FOG related sewage spillsby March 2007.3. Participate in at least two Council District environmental fairs or BOS open houses,increase give-away mulch production, and coordinate with DWP to give away bags ofmulch with DWP’s shade tree give-away program.4. Participate in 25 community events/festivals; handle 62,500 website hits and 500hotline calls.5. Notify our Outreach parties/stakeholders, and implement distribution.Issued: June 2006 - 50 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan6. Continue to update Neighborhood Councils and Council offices of the PrivateLaterals Renewal Program. Private Laterals Renewal Program.Fourth Quarter Tasks:1. Conduct five Sewer Science programs and reach 650 students, and deliver theSewer Science contest.2. Conduct one MAC meeting, one Odor Advisory Board meeting, one workshop followupmeeting, one OWTS/Septic Tanks Survey, distribute 250 odor hotline flyers and30 odor hotline magnets to three City Council Offices, and send outreach materials toproperties within 1,000 feet radius of FOG related sewage spills by June 2007.3. Participate in at least two Council District environmental fairs or Bureau open houses,establish one additional mulch give-away site, survey Neighborhood Councils andCouncil Offices for their input regarding the program, and evaluate results and modifyprogram if needed.4. Participate in 25 community events/festivals; handle 62,500 website hits and 500hotline calls.5. Assemble the Oversight Committee to review Quarter 1,2,3, and prepare for theimplementation stage.6. Establish an event master Calendar to provide workshops to educate local citizens,contractors, and property owners of the benefits of the Private Laterals RenewalProgram; perform outreach at community events, association meetings, and festivalsto encourage participation in the Private Laterals Renewal Program.Goal 12 – Implement Bureau-wide document management system to realize businessefficiencyA. Division Goal / Project: In partnership with all divisions, ICSD will continue todevelop and implement the second phase roll-out of a Bureau-wide documentmanagement system.B. Purpose: To continue with the Bureau-wide document management roll-out andprovide divisions with an interface to the Bureau’s document management system inorder to improve business efficiencies.C. Person(s) Responsible:Lead: ICSD: Robert Irvin / Frankie Wong / Glenn MorikawaPartners: All DivisionsD. Deliverables / Measures:1. Solution Design Document (12/1/06)2. Roll-out Group 1 Divisions (02/26/07)3. Roll-out Group 2 Divisions (03/26/07)4. Roll-out Group 3 Divisions (04/23/07)5. Roll-out Group 4 Divisions (05/29/07)6. Roll-out all others left to be implemented (6/25/07)E. Target Completion Date:June 29, 2007Issued: June 2006 - 51 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanF. Work Plan:First Quarter Deliverables (Jul – Sept)1. Develop Statement of Work (SOW) with Documentum Services to validate phase onefunctional requirements and business processes (08/13/06).Second Quarter Deliverables (Oct – Dec)2. Meet with divisions to identify additional requirements not covered in initial FunctionalRequirements and Solution Design Document (11/05/06).3. Complete supplemental Solution Design Document (12/1/06).Third Quarter Deliverables (Jan – Mar)4. Complete training plan (01/08/07).5. Train Divisions (TBD)-Group 1 (02/5/07).6. Roll-out Divisions-Group 1 (02/26/07).7. Train Divisions (TBD)-Group 2 (03/5/07).8. Roll-out Divisions-Group 2 (03/26/07).Fourth Quarter Deliverables (Apr – Jun)9. Train Divisions (TBD)-Group 3 (4/2/07).10. Roll-out Divisions-Group 3 (4/23/07).11. Train Divisions (TBD)-Group 4 (5/7/07).12. Roll-out Divisions-Group 4 (5/29/07).13. Train all others (6/4/07).14. Roll-out others (6/25/07).XIV. Yearly ScheduleTo ensure that our 5-year vision is realized, the Bureau continually reviews and assesses itsplan on a yearly cycle (planning cycle). Throughout the year, each goal is monitored andprogress is assessed (execution and review cycle). The following shows the StrategicPlanning and Execution cycle yearly schedule.Strategic Planning CycleSeptember – December 2006Executive Management assesses the internal and externalenvironment (SWOTs), develops the definition of successor the “Future” in year 5 (by 2012), develops KRAs, andassesses organization mission and vision.Issued: June 2006 - 52 -All division SPTs are to assess their SWOTs. Special focuswill be placed on trends as they impact our business andcontinuing to partner with our stakeholders and customersin the development process of our goals.

2006/07-2010/11 Bureau of Sanitation Strategic PlanJanuary 2007January – February 2007February 2007March 2007May 2007June 2007Executive Management releases draft plan in a letterfollowed by a workshop to all divisions giving themguidelines to start work on their goals (5 to 10 goals aimedat making the "Defining Success" story a reality in 5 years.Goals must be organized under each KRA. However, noimplementation plans for these goals need to be written atthis time.Teams develop Specific, Measurable, Attainable, Realistic,and Time dependent (SMART) goals.In a second workshop, these goals are assessed,combined, and identified as to which division to lead, andwhich to support. These goals are then assembled into 10to 15 complex goals for the Director. The balance of thegoals that were originally developed by SPTs but notassembled into the Director goals will become internalgoals for the division. Obviously, the latter will be aimed toimprove customer focus, processes, people and data ascategorized under each KRA.Executive Management meets with Commissioners andthe Mayor's staff and gets their input/concurrence on ourplan, and provides feedback to all.During this month, Goal Implementation Plans areprepared as well as divisional Strategic Plans whichbecome a part of this document.The Strategic Plan is compiled and finalized. New goalswithin the plan drive 2008-2009 budget.The Strategic Plan is issued to all with a letter from theDirector.Strategic Execution and Review CycleStrategic execution involves implementing strategies set forth in the Strategic Plan,monitoring progress towards their achievement, and adjusting as necessary. To ensure thatour 5-year vision is realized, the Bureau is committed to follow through on every deliverablelisted within each Bureau goal with the use of Balanced Score Boards (BSB). The StrategicPlanning Oversight Coordinator (SPOC) coordinates progress status and posts the BSB onthe Intranet, which makes the progress transparent to all employees of the Bureau. Inaddition, division managers meet executive management on a quarterly basis to assessprogress. We anticipate following this time line in the review of our strategic goals.Issued: June 2006 - 53 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanOctober 11, 2006January 10, 2007April 11, 2007July 11, 20071 st assessment of the 06/07 Strategic Plan – Lead DivisionHead will personally report progress on Director Goal forwhich he or she is responsible and accountable fordelivery. SPOC distributes a summarized progress report.2 nd assessment of the 06/07 Strategic Plan – Lead DivisionHead will personally report progress on Director Goal forwhich he or she is responsible and accountable fordelivery. SPOC distributes a summarized progress report.3 rd assessment of the 06/07 Strategic Plan – Lead DivisionHead will personally report progress on Director Goal forwhich he or she is responsible and accountable fordelivery. SPOC distributes a summarized progress report.4 th assessment of the 06/07 Strategic Plan – Lead DivisionHead will personally report progress on Director Goal forwhich he or she is responsible and accountable fordelivery. SPOC distributes a summarized progress report.By June 30, 2007, SPOC coordinates preparation of the 2006-2007 “Year at a Glance”document.XV. Strategic Plans by Divisions / ProgramThe Bureau of Sanitation consists of 18 divisions in various functional areas as described inSection I of this document. In addition to the Bureau Goals, each division has adoptedseveral goals in order to improve its or the Bureau’s overall operations. Similar to the Bureaugoals, divisional goals are also listed under the same Key Result Areas. The AutomationExecutive Committee oversees the Automation Program which spans over every division inthe Bureau.In order to preserve the identity of our divisions, each division has adopted a mission, avision, and a strategic direction in line with that of the Bureau. The following Sections discussin detail strategic plans for each division and the Automation Program.Issued: June 2006 - 54 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanAdministration DivisionVISION: Through teamwork, innovation, employee development, and self-evaluations, theAdministration Division works in partnership with divisions in the Bureau and central servicedepartments outside the Bureau to provide quality services in the administrative area.MISSION: The mission of Administration Division is to provide administrative support, withinestablished City and Department of Public Works policies and procedures, in order toaccomplish Bureau of Sanitation mandates.OVERVIEW: The Administration Division is responsible for providing administrative supportfor all divisions within the Bureau of Sanitation at worksites located throughout the City of LosAngeles and centralized services in these areas: purchasing, payroll, personnel, and specificcentralized expense areas. The Division is composed of 182 professional and clerical staffdivided among three Service Areas: Service Area One, Service Area Two andPersonnel/Central Services.Service Areas One and Two provide general administrative support to 18 operating divisions.This includes: preparation of the divisional budgets, monitoring of expenditures, handling ofprocurement and payables functions, preparation of personnel and timekeeping documents,development of routine and special reports and memorandums, coordination of training,tracking of worker’s compensation documents and light duty assignments, conductingdisciplinary investigations, and handling special projects as needed.Service Area One – Service Area One provides support to the Wastewater Treatment Plants(Hyperion, Terminal Island, and the Donald C. Tillman and Los Angeles/GlendaleReclamation Plants), the Environmental Monitoring Division and the Human ResourcesDevelopment Division.Service Area One also has the responsibility for coordinating the purchasing activities(through the Purchasing Section) for the entire Bureau of Sanitation. This includesreviewing, monitoring and processing the majority of the Bureau’s purchasing documents.The Section also reviews and approves all Supply Management System (SMS) procurementtransactions as the designated Departmental Purchasing Expert (DPE) and Chief AccountingEmployee (CAE). The Purchasing Section maintains expenditure data in the SanitationNon-labor Information System (SNIMS), and serves as the Bureau’s chief liaison with otherDepartments on matters related to purchasing and accounts payable.Service Area Two – Service Area Two provides support to the Wastewater CollectionDivision, the Industrial Waste Management Division, the Watershed Protection Division, theWastewater Engineering Services Division, Solid Resources Citywide Recycling Division, theInformation Control and Systems Division, the Solid Resources Processing and ConstructionDivision, the Solid Resources South and Valley Collection Divisions, the Solid ResourcesSupport Services Division, Administration Division and Executive Division.Issued: June 2006 - 55 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanService Area Two through the Liaison Services Section also has the responsibility forcoordinating several centralized Bureau functions such as communication requests (cellphones, TELECODE, pagers, ITA requests), travel requests, mileage authorities, andinventory control.Personnel and Central Services Area - The Personnel and Central Services Area iscomposed of three sections: Personnel, Payroll, and Administrative Support.The Personnel Section is responsible for all personnel administration activities. Thisincludes: position control activities, coordinating all hiring, administration of the Return toWork and Workers’ Compensation programs, handling transfer issues and leave requests,performing Equal Employment Opportunity functions including discrimination complaints,conducting discipline and grievance investigations, coordination of unfreezes and DivisionLiaison Assignments. This Section is also the Bureau’s chief liaison with the CAO, PersonnelDepartment and City Attorney’s Office on labor relations, hiring, EEO, workers’ compensationand other related activities.The Payroll Section administers the Bureau of Sanitation payroll for approximately 2,800 fulltimepositions and ensures that all payroll records and supporting documentation accuratelyreflects an employee’s activities and is prepared in accordance with the policies andprocedures prescribed by City of Los Angeles and other laws governing employment.The Administrative Support Section provides centralized clerical support for theAdministration Division and the Bureau. Responsibilities include: processing and tracking allBoard Reports for the Bureau, management of the Records Retention Schedule, maintainingauthorized signature lists, handling the Bureau’s DMV program and tracking evaluations.AD’s 05/06 ACHIEVEMENTS1. Improve efficiency through consolidation of personnel systems.The Administration Division is completing a project to standardize the Bureau ofSanitation’s organizational charts. The completion of this project will bring the Bureauinto compliance with City of Los Angeles standards as prescribed by the CityAdministrative Officer, eliminate duplicate divisional organization chart databases, andmodify the current personnel position control system to include required CAO information.2. Improve communication through in-service workshops.The Administration Division hosted several in-service workshops during the current fiscalyear. The topics covered include the following:• Overview of the requirements of personal services contract related ordinances (EqualBenefits Ordinance, Living Wage Ordinance, Contractor Responsibility Ordinance,Outreach requirements, etc.)• Review of the uses of Procurement Cards and Controller-mandated documentation.• Overview of the various City of Los Angeles authorities used to procure goods andservices to meet the operational needs of the Bureau of Sanitation.• Summary of personnel administrative procedures for staff: Family Medical Leaves,medical accommodation, position control and hiring practices.3. Improve communication through the intranet website.Issued: June 2006 - 56 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanThe Administration Division is participating in the development of the Project ManagementGuidelines. This is a comprehensive manual that details the process of projectmanagement. Administration staff is authoring the chapters on procurement processes.This manual will be posted and updated on the intranet.AD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIPDivisional goal under this KRA is included within the Bureau goals.Key Result Area 2 – LEGAL & REGULATORY MANDATESDivisional goal under this KRA is included within the Bureau goals.Key Result Area 3 – DEVELOPING PEOPLEDivisional goal under this KRA is included within the Bureau goals.Key Result Area 4 – SECURITY AND SAFETYDivisional goal under this KRA is included within the Bureau goals.Key Result Area 5 – FINANCIAL MANAGEMENT1. Contract SectionEstablish a Contract Section to develop and implement Bureau-wide Personal Servicecontracts.Key Result Area 6 – ORGANIZATIONAL LEADERSHIP2. Engineer Recruitment ProgramDevelop a comprehensive engineer campus recruitment program and student engineerprogram.3. Improved communication through in-service workshopsProvide bi-monthly in-service workshops on specific administrative functions (budgeting,personnel, purchasing, contracts, etc) to Administrative Lead Analysts, Division Managersand other key personnel.4. Improved communication through the intranet websiteAssess, review and update as necessary the existing Administration Division intranet webpage to enhance major responsibility areas of the Division to include procedures, formsand contact information.Issued: June 2006 - 57 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanFinancial Management DivisionVISION: “Earning public trust through financial responsibility and exceptional customerservice”MISSION: “To safeguard public funds and ensure financial stability of the Bureau’senvironmental programs”OVERVIEW: Established in 1997, FMD provides a wide range of services related to trackingand reporting of expenditures to various regulatory agencies for the Bureau of Sanitation’s$298 million annual operating budget and $248 million capital improvement program. TheBureau’s ability to provide a multitude of services to residents of the City is directly related tothe support efforts of 73 FMD professionals assigned to five main sections:• Financial Services –Manages and directs the Bureau’s budget, providing technical andfinancial assistance to the Bureau’s divisions, accounting and reporting on Bureauexpenditures, and recovering program costs through grants and billings.• Capital Improvement Program – Prepares and manages the Wastewater, Stormwater andSolid Resources capital improvement programs by providing financial services in theareas of monitoring expenditures, analysis and reporting on financial models, providingprogram oversight, analyzing financing needs for current and future bond projects, andbenchmarking.• Agency Contracts – Negotiates and administers service agreements with 29 contractagencies and cost-sharing agreements with several other agencies and City departments,and provides financial research and support for litigation and special projects.• Commercial and Residential Customer Support – Reviews and processes over 5,000commercial and residential Sewer Service Charge (SSC) adjustment requests annually,in addition to Stormwater Pollution Abatement Charge (SPAC) adjustments andSewerage Facility Charge (SFC) claims for refunds; proactively audits and investigatescustomer accounts resulting in 2,000+ billing error corrections, provides communityoutreach and public education regarding the SSC.• Solid Waste Financial Support – Manages several special funds for the City’s solid wasteprogram, including tracking revenues, expenditures and fund balances; reviewsexpenditures and initiates transactions in the funds; develops financial reporting systems;manages the preparation of solid waste disposal contracts; and provides financialanalyses for the program.Issued: June 2006 - 58 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanFMD’S 05/06 ACHIEVEMENTS1. Work with the Mayor’s Office to identify specific line items in future statewide propositionsaffecting the Bureau of Sanitation’s ability to conform to legal mandates.Financial Management Division staff has been working with the Deputy Mayor for Energyof the Environment, city consultants, Recreation and Parks, and Department of Water andPower to position the City of Los Angeles for an earmark in the next round of StatewideBond measures.2. Develop a separate industrial waste contract with the Contract Agencies or other legalmechanism within the next five years to ensure their compliance with federal wastewaterpretreatment regulations.Initial discussions with the Contract Agencies have begun. Staff is looking into the newrequirement of individual agencies receiving their own Wastewater DischargeRequirement (WDR) permit. This may take the place of any additional contract with theagencies.3. Publish a quarterly Training Information Management System (TIMS) tracking system touse as a guide for FMD supervisors to ensure that employees receive training on aquarterly basis.This goal is completed and quarterly reports are given to supervisors.4. Conduct training sessions on a quarterly basis relating to Sanitation issues and careerdevelopment for FMD employees.This goal is completed and training continues on an ongoing basis.5. Annually develop and implement an action plan through EDAP for each individualemployee of FMD to create core areas for employee development.This goal has been completed and EDAP continues to be a process of employeedevelopment.6. Develop an annual non-technical Financial Summaries Report, by program, beginningwith FY 2005-2006 and distribute to all employees.Staff is working on the outline for this report. The actual report will be released after thefiscal year has been completed and all the accounts closed. The report will be ready fordistribution by September 2006.7. Annually maintain and evaluate an active list of 36 pre-approved projects for grantopportunities on an annual basis.This goal has been completed. Staff met with various divisions to discuss what type ofgrants they would be interested in pursuing. FMD now maintains a list of 36 projects.FMD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIPDivisional goal under this KRA is included within the Bureau goals.Issued: June 2006 - 59 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanKey Result Area 2 – LEGAL & REGULATORY MANDATESDivisional goal under this KRA is included within the Bureau goals.Key Result Area 3 – DEVELOPING PEOPLE1. Publish a quarterly Training Information Management System (TIMS) trackingsystem to use as a guide for FMD supervisors in ensuring employees arereceiving training on a quarterly basis.2. Conduct training sessions on a quarterly basis relating to Sanitation issues andcareer development for FMD employees.3. Develop and implement an action plan through EDAP for each individualemployee of FMD on an annual basis to create core areas for employeedevelopment.Key Result Area 4 – SECURITY AND SAFETYDivisional goal under this KRA is included within the Bureau goals.Key Result Area 5 – FINANCIAL MANAGEMENT4. Develop an annual non-technical Financial Summaries Report, by program,and distribute to all Bureau employees on an annual basis.5. Review and recommend fee structures for the Wastewater, Stormwater andSolid Resources programs to support full cost recovery.6. Maintain current bond ratings for the Wastewater and Solid Resources Funds.Key Result Area 6 – ORGANIZATIONAL LEADERSHIPDivisional goal under this KRA is included within the Bureau goals.Issued: June 2006 - 60 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanWastewater Collection Systems DivisionVision: “To be the model by which all other wastewater collection systems will be measured”Mission: “To operate the wastewater collection systems in a safe, efficient, and costeffective manner; with an emphasis on protecting the environment and public health,recognizing the public as our primary customer deserving of courteous and expeditiousservice, and recognizing our employees as our most valuable asset”Overview: The Wastewater Collection Systems Division operates and maintains the largestwastewater collection system in the nation, serving over 4 million people within a 550 squaremile service area. The City’s collection system consists of over 6,500 miles of sewers,140,000 maintenance structures, 100 diversion structures and 47 sewage pumping plants.The City system also provides wastewater conveyance and treatment services to 27 contractagencies under contractual agreements but is not responsible for the operation ormaintenance of these satellite agency–owned systems. The diameter of the City systemranges from 6 to 150 inches and approximately fifty percent of the system is more than 50years old. The continuing success of the system is attributed to an excellent preventive andproactive operation and maintenance program. This maintenance program is based onestablished goals, which are consistent with the proposed Capacity, Management, Operationand Maintenance (CMOM) regulations.Additionally the Wastewater Collection Systems Division is responsible for the operation andmaintenance of the City’s stormwater conveyance system, which is separate from thewastewater conveyance system. The Stormwater system includes 1,200 miles of stormdrains, 11 pumping plants, 38,000 catch basins and 10 flood control channels. As with thewastewater system, the success of the stormwater system is attributed to an excellentpreventive maintenance program designed to protect streets from flooding and our localwaterways from many pollution sources.In order to meet the regulatory requirements and established goals, there are a total of 353employees, which are divided into five sections. These sections are categorized asCollection Systems, Stormwater Systems, Mechanical Maintenance and Operations,Administration and Engineering Support. The functions performed by each of these sectionsfocus on supporting our maintenance management program, the capital improvementprogram and financial management programs.WCSD’S 05/06 ACHIEVEMENTS1. Increase employee participation in the various environmental organizations such asCWEA and WEF to provide an opportunity to optimize the operation and maintenanceefforts of all agencies.The Wastewater Collection Systems Division has increased employee participation inenvironmental organizations such as the California Water Environment Association,SCAP and the California Collaborative Benchmarking Group. In addition, WCSD ispreparing to host an operator Workshop in July 2006.Issued: June 2006 - 61 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan2. Achieve compliance with all Stormwater TMDL’s and all provisions of the CollectionSystem Settlement Agreement.WCSD has achieved compliance with all applicable provisions of the Collection SystemSettlement Agreement, Cease and Desist Order 00-128, and the Stormwater TMDLs.3. Develop a sustainable training program for all employees. In conjunction with the City ofLos Angeles Personnel Department and Office of Management–Employee Services, anew supervisory/management/employee development program has been implemented.This program will focus on developing future leaders for the Wastewater CollectionSystems Division.4. Improve asset and inventory control systems.WCSD has implemented a local warehouse at its largest facility and is working with theDepartment of General Services to resolve supply issues through a Joint Labor ManagementCommittee (JLMC) group.5. Improve customer service.WCSD has increased participation in the Bureau’s Open House program and othercommunity events. In addition, a night shift has been implemented at several yards, whichhas resulted in improved customer service during wet-weather events.WCSD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIP1. To continue working with regulators, environmental groups and other stakeholders todevelop strategies for environmental protection and enhancement.2. To increase employee participation in various environmental groups/organizations suchas the Collaborative Benchmarking Group, CWEA, WEF to provide an opportunity tooptimize operation and maintenance efforts.Key Result Area 2 – LEGAL & REGULATORY MANDATES1. To achieve compliance with all Stormwater Total Maximum Daily Load (TMDL)requirements.2. To achieve compliance with all provisions of the Collection System Settlement Agreementand new Waste Discharge Requirements.Key Result Area 3 – DEVELOPING PEOPLE3. Establish a supervisory/management program to increase promotional opportunities.4. Implement an internal certification program for all employees.Issued: June 2006 - 62 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan5. Develop a sustainable training program for all employees, including a skills based trainingprogram.6. Assist in the preparation of a Knowledge Management (KM) plan.Key Result Area 4 – SECURITY AND SAFETY7. To improve asset and inventory control procedures.8. To begin implementation of the Security assessment study.9. To improve safety awareness of all employees through continued implementation of theDivision’s Injury and Illness Prevention program.Key Result Area 5 – FINANCIAL MANAGEMENT10. To develop a long term financial plan for WCSD activities.Key Result Area 6 – ORGANIZATIONAL LEADERSHIP11. To increase public awareness of environmental stewardship through communication andoutreach to schools, businesses, the general community and the City family.12. To participate in various benchmarking efforts.13. To continue automation enhancements to improve efficiencies, to insure compliance, toprovide quality customer service and to improve communication.Issued: June 2006 - 63 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanWatershed Protection DivisionVISION: “To be the leader in protecting our watersheds and the beneficial uses of our Rivers,Lakes, and Ocean through sound and sustainable environmental practices.”MISSION: “To preserve and enhance our water bodies through public outreach, engineering,enforcement, and monitoring.”OVERVIEW: The Stormwater Program consists of pollution abatement and flood control. Floodcontrol is essential to protect people and property, while the pollution abatement is necessary tocomply with Federal regulations and protect the receiving water bodies.The Street and Stormwater group of the Bureau of Engineering is handling the Flood Controlcomponent of the program. The Watershed Protection Division of the Bureau of Sanitation leads thepollution abatement element of the program and also oversees the activities of BOE regarding floodcontrol issues. WPD also coordinates all City departments’ stormwater activities to ensurecompliance with the National Pollutant Discharge Elimination System (NPDES) Municipal Stormwaterpermit. Activities aim to control and eliminate stormwater pollution through compliance with theNPDES municipal stormwater permit. This permit is issued to the County of Los Angeles, and theCity is a co-permittee along with 83 other cities.Regulatory emphasis in the permit is on implementing Best Management Practices (BMPs), whichare practical ways to reduce or prevent pollutants from entering the storm drain system. Some keyBMPs in the City’s program include public and municipal employee education on ways to preventstormwater pollution, good housekeeping practices for vehicle maintenance yards and garages,street sweeping, and regular cleaning of catch basins and storm drain pipes. Another criticaloperational BMP is the Stormwater Hotline (1-800-974-9794) where callers report spills andabandoned wastes on the public right-of-way or in the storm drain system. WPD inspectors quicklyrespond to these reports by conducting investigations, identifying waste materials, and arranging forproper cleanups and disposal of these wastes. There are five model programs in the permit that theCity has been implementing. They are the Development Planning, Development Construction, PublicEducation/Outreach, Public Agencies, and Illicit Connection /Illicit Discharge programs. In addition,the new permit requires the City to implement Total Maximum Daily Load (TMDL) of pollutants ofconcern for the City’s impaired water bodies. The new permit also requires WPD inspectors toconduct inspection of commercial and industrial facilities throughout the City.The WPD is also proactive in the development of TMDLs by providing technical and City policycomments to regulatory agencies on drafts, providing scientific and engineering support information,and taking a stakeholder lead to develop TMDLs that will improve water quality for the City.Details of the Stormwater Program are available at its website: www.LAstormwater.org.WPD’S 05/06 ACHIEVEMENTS1. Establish and foster trust with the Measure O Oversight Committees to manage theMeasure O Project Implementation Plan effectively.WPD successfully developed the Proposition O bylaws and processed them through theCity Council for adoption. WPD developed the following items: (1) project selectioncriteria, (2) governance structure, and (3) an instruction manual. Round one “Call forProjects” was successfully implemented and the City received 50 projects that wereIssued: June 2006 - 64 -

2006/07-2010/11 Bureau of Sanitation Strategic Planevaluated and processed thru the Proposition O oversight committees. WPD is currentlypreparing concept reports for 15 of the projects.2. Continue and expand the City’s inland waters monitoring program.Inland water monitoring plans were developed and executed to analyze more pollutants ofconcern such as metals, etc.3. Improve relations with regulators and environmental organizations.Quarterly meetings with environmental organizations and regulators were held that helpedfoster more cooperation and partnerships between the City and those organizations onprojects.4. Participate to develop a sound NPDES Stormwater Permit for 2006 permit cycle renewal.In cooperation with the County of Los Angeles and 84 other cities in the LA County, acomprehensive Report of Waste Discharge (ROWD) has been prepared for submission tothe Regional Water Quality Control Board that establishes the tone for the next stormwater permit requirements.5. Improve training and develop succession planning strategies.A training schedule was developed and implemented to ensure that all employeesreceived proper training in their respective fields and their trainings were documentedunder the employees’ names in a database.6. Improve customer service.Customer service offices were established in Van Nuys City Hall and Figueroa Buildingand assigned staff is currently performing a plan check for the stormwater permitrequirements at the one-stop public counter in the Figueroa Building.WPD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIP1. Develop concept reports to implement the Proposition O Round One projects.WPD will develop concept reports to implement the Proposition O Round One projectsadopted by the City Council, the Mayor’s office, and the two Proposition O oversightcommittees for funding through Proposition O bond proceeds.2. Identify special studies for the metals TMDLs.WPD will identify special studies for the metals TMDLs re-openers for Ballona Creek andLos Angeles River through a stakeholder process and establish a fair and equitable costsharing mechanism to perform these special studies.Key Result Area 2 – LEGAL & REGULATORY MANDATES3. Lead the development of scientifically based Total Maximum Daily Loads (TMDLs).In collaboration with the Regional Water Quality Control Board, Los Angeles Region, U.S.Environmental Protection Agency, nongovernmental organizations, municipalities, andother government agencies, the Bureau will continue to lead and assist in theIssued: June 2006 - 65 -

2006/07-2010/11 Bureau of Sanitation Strategic Plandevelopment of scientifically based bacteria TMDL for the Los Angeles River through astakeholder led process.4. Comply with Trash and Bacteria TMDL milestones.The WPD will comply with Los Angeles River and Ballona Creek Trash and Santa MonicaBay Bacteria TMDL milestones; initiate the development of monitoring andimplementation plans for the Ballona Creek and Los Angeles metals TMDLs through astakeholder process.5. Participate to develop a sound NPDES Stormwater Permit for 2006.Pursue (as a member of the negotiation team) a countywide 2006 National PollutantDischarge Elimination System (NPDES) Municipal Stormwater Permit that incorporatesadopted TMDL requirements, utilizes adaptive management with an iterative BMPprocess and consolidates all monitoring and inspections programs to improve local waterquality.Key Result Area 3 – DEVELOPING PEOPLE6. Improve training and develop succession planning strategies.WPD will advance the City of Los Angeles’ role as a leader and resource in watershedprotection by expanding staff participation in regional and national conferences andincreasing expertise through additional technical watershed management training.Key Result Area 4 – SECURITY AND SAFETY7. Improve public awareness of stormwater programs.The WPD will improve public awareness of stormwater programs through outreach,LAStormwater.org website communication and participation in community eventsKey Result Area 5 – FINANCIAL MANAGEMENTDivisional goal under this KRA is included within the Bureau goals.Key Result Area 6 – ORGANIZATIONAL LEADERSHIP8. Assist in developing the Integrated Regional Water Management Plan (IRWMP).WPD will assist the Los Angeles County Flood Control District to develop acomprehensive IRWMP to meet Proposition 50-Chapter 8 Grant requirements thatimproves water quality, increases water supply and enhances local waterbody beneficialuses through a stakeholder driven process.Issued: June 2006 - 66 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanWater Reclamation DivisionVISION: To achieve world class standards for wastewater treatment while maximizingbeneficial recycled water use.MISSION: To provide continuous and cost effective operations, meeting all permit standards,achieving a zero accident rate, maximizing recycled water availability and delivery tocustomers, and providing for public education and outreach.OVERVIEW: The Water Reclamation Division is comprised of the Donald C. Tillman WaterReclamation Plant and the Los Angeles Glendale Water Reclamation Plant. The Division’smain function is to treat the wastewater generated in the City of Los Angeles’ Western andCentral San Fernando Valley communities and contract agencies such as Glendale andBurbank. The Valley is part of the City’s wastewater treatment service area, comprised of a6,500-mile network of sewers that collect the wastewater from homes, businesses, andindustry and transports it to the treatment plants.The Water Reclamation Division’s primary responsibility is to protect public health and theenvironment through wastewater treatment. Furthermore, as a result of the high degree ofspecialized treatment, water recycling and re-use are added benefits.Our effluent quality is regulated through the National Pollutant Discharge Elimination System(NPDES), which is administered by the California Regional Water Quality Control Board(RWQCB).Dedicated in June 1984, The Donald C. Tillman Water Reclamation Plant (DCT) is located ona 90-acre site leased to the City by the Army Corps of Engineers. The plant has a designcapacity to treat approximately 80 million gallons of incoming wastewater per day and a wetweather flow capacity of 120 million gallons per day. Wet weather capacity is importantduring rain events to provide upstream relief to the sewer system and to protect downstreaminfrastructure as well as treatment plants.The Japanese Garden at DCT provides an opportunity for visitors to experience the beautyand tranquility of another culture while learning more about wastewater treatment and reuse.The six and one-half acre garden was designed by noted environmental designer, Dr. KoichiKawana. A tea house, Shoin building, lake, bridges and variety of ornamental trees, shrubsand flowers grace the grounds. The uniqueness of the garden is that it is authentic in everydetail, but at the same time, every effort has been made to assimilate it to contemporarybuildings nearby as well as to the Sepulveda Basin environment.Since the main theme of the garden is to show the public how recycled water can be used,water is depicted in three states. The lake shows it in its static or calm state, the stream isnoted for its horizontal movement and the waterfall for its vertical movement. The garden iscurrently ranked 10th by ‘The Roth Journal of Japanese Gardens’ out of more than 300Japanese Gardens in the United States for its design, beauty and upkeep.Issued: June 2006 - 67 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanPlaced on line in 1975, The Los Angeles Glendale Water Reclamation Plant (LAG) is locatedjust east of Griffith Park, serves the Glendale/Burbank area and treats flows that bypass theTillman Plant. The plant has a design capacity of 30 million gallons per day, treats onaverage approximately 16 million gallons per day and has a wet weather flow capacity of 30million gallons per day. Recycled water is used for park, golf course and green area irrigationand also for industrial cooling water at a local steam generating plant. As with DCT, recycledwater in excess of reuse needs is diverted to the Los Angeles River.How do we do our job? Wastewater is treated utilizing processes that are both physicaland biological in nature. These processes successively remove solids and pollutants until theresulting water meets a quality as specified by regulatory agencies. The NPDES permitdefines both effluent and receiving water limitations. Effluent limitations address the nature ofthe treated water discharged from the plant. Permit limits also regulate constituents such asBiochemical Oxygen Demand (BOD), suspended solids, dissolved solids, nutrients, heavymetals, and pesticides. Receiving water limitations restrict the effects of discharges onreceiving waters such as the Los Angeles River, Lake Balboa and the Wildlife Lake.Examples of these limitations include residual chlorine, pH, temperature, and dissolvedoxygen.Monthly reports are sent to the Environmental Protection Agency through the RWQCB toshow influent and effluent wastewater characteristics as well as receiving water observations.What are the biggest challenges facing our division? Over the next few years, theDivision will face more restrictive regulations and legislation intended to reduce toxic nitrogenand ammonia compounds. The new regulations or requirements for Nitrification/-Denitrification (NdeN) and Total Maximum Daily Loading (TMDL), as a result ofimplementation of the basin plan, will be the biggest challenges facing the Division for thenext few years. Additionally, increasing the amount of recycled water delivered and elevatingits re-use value to the communities served will be another goal for the Division.In line with the Bureau of Sanitation’s Strategic Plan as well as the Director’s Goals, theWater Reclamation Division has developed goals for 06/07 in key areas of our operations.The goals are presented as Key Results Areas (KRA’s) to be completed as part of our workplan for 06/07.WRD’S 05/06 ACHIEVEMENTS1. Work in conjunction with the Regulatory Affairs Division on new Permit language andnegotiable limits, continue to meet all legal mandates and attain all permit limits forexisting permits.WRD worked with RAD to help draft new Permit language and negotiated limits and metall legal requirements.2. Implement a complete training program for Wastewater Treatment Operators andestablish written Standard Operating Procedures (SOP’s) for critical operating posts andprocess scenarios.A comprehensive training program for the Operators has been developed andimplemented and SOPs for critical operating posts and process scenarios have beenprepared.Issued: June 2006 - 68 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan3. In line with new Homeland Security-driven requirements, implement site access andparking control, complete Threats and Vulnerabilities Assessments for both DCT andLAG, implement Phase I of the DCT video surveillance project.Site access and parking control have been implemented; Threats and VulnerabilityAssessments for both WRD plants have been completed; and Phase 1 of the videosurveillance project has been implemented.4. Complete substantial unification of DCT/LAG into the Water Reclamation Division throughfull use of shared resources, operations staffing and training, implementation ofStandardized Administrative Procedures (SAP’s), and development of safe workprocedures and Division-related plant procedural protocols.The unification of DCT/LAG into a single division has been completed relative to the taskslisted in the goal.WRD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIP1. Complete construction, startup, and optimization of Phase II of the DCT NdeN projectin conventional mode of operation.2. Complete Startup and optimization of LAG in NdeN mode.3. Complete construction, startup, and optimization of new disk filters at DCT.4. Assist with completion of the Odor Control Study Project for WRD.Key Result Area 2 – LEGAL & REGULATORY MANDATES5. Continue working on completion of the training program for Waste Water TreatmentOperators at DCT & LAG.6. Complete written Standardized Operating Procedures (SOP’s) for critical operatingposts and process scenarios at DCT & LAG.7. Complete cross training program for Maintenance Personnel at DCT & LAG.Key Result Area 3 – DEVELOPING PEOPLEDivisional goal under this KRA is included within the Bureau goals.Key Result Area 4 – SECURITY AND SAFETYDivisional goal under this KRA is included within the Bureau goals.Issued: June 2006 - 69 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanKey Result Area 5 – FINANCIAL MANAGEMENT8. Decrease chemical usage by 10% in the Division.9. Replace oil system on Phase I screw pumps to reduce maintenance costs.Key Result Area 6 – ORGANIZATIONAL LEADERSHIPDivisional goal under this KRA is included within the Bureau goals.Issued: June 2006 - 70 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanHyperion Treatment DivisionVISION: To continuously strive to ensure excellence in wastewater treatment.MISSION: To operate and maintain the Hyperion Treatment Plant effectively, efficiently andsafely.OVERVIEW: Hyperion Treatment Plant is the oldest and largest of the four wastewatertreatment and reclamation plants operated by the Bureau of Sanitation. It rests on 144 acresbetween El Segundo Dunes and Santa Monica Bay, and serves over 600 square miles. Overfour million residents and thousands of businesses and industries rely on the plant to cleantheir wastewater while protecting public health, air quality and Santa Monica Bay waterquality. 6500 miles of sewer lines collect wastewater and convey it to the plan. A peak wetweatherflow as high as one billion gallons per day can be handled. However, under theusual dry-weather conditions, the capacity is 450 million gallons per day, and the averageflow is 340 million.The history of Hyperion goes back to the construction of raw sewage discharge point in 1894,but the first modern facility on the site was completed in 1948. On November 23, 1998, afterover 15 years of construction, costing $1.4 billion, Hyperion became a full secondarytreatment facility, making it one of the premier coastal sewage treatment plants in thecountry.We strive for excellence in everything we do. The quality of our services is our number onepriority. More than 600 employees who work at Hyperion have dedicated themselves to thattask. Our maintenance staff, engineers, plant operators, scientists and administrative teamwork cooperatively to explore and utilize the most promising ideas to maximize plantperformance, create a safe work environment and improve customer satisfaction.HTD’S 05/06 ACHIEVEMENTS1. Explore additional viable options for beneficial use and disposal of the City’s biosolids toensure stability.The team has searched for additional viable options for the Biosolids ManagementProgram to make beneficial use of biosolids. Internet searches, vendor presentations andbenchmarking with other municipalities were used, and the team reviewed severalbiosolids proposals and reports, such as the Wastewater Integrated Resource Plan(WIRP). The team has recommended a study on thermal drying of biosolids as a longtermoption to diversity the Biosolids Management Program. HTP hired CarolloConsulting Engineers to conduct a study for further evaluation of thermal dryingaccompanied by pelletization, gasification, or similar technologies. Selection criteria areexpected to be formulated from this study, and eventually incorporated into a futureRequest for Proposal (RFP).2. Develop a method to track and monitor all mandated effluent (water, land, air) regulatorycompliance permits. This will be achieved by using a database to track and report allmandated permit compliance actions.Issued: June 2006 - 71 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanAll mandated regulatory compliance permits have been identified and the database isbeing developed.3. Develop a general job description for all job classifications that will include specific tasksfor each unique job function and a descriptive procedure for each task.HTD has listed all common and unique tasks for the Maintenance Section’s managersand supervisors. The information is in an Access database. The Operations andEngineering Sections have provided information on their tasks for the database.4. Continue to improve its current security and safety programs.After reviewing the Security Vulnerability Assessment Study and Plant safety and securityin general, HTD made several recommendations. Therese were: improving andupgrading perimeter fencing; installing card readers to control access to important securityareas of the plant, such as the main electrical switch yard; and instituting easily identifiedvisitor passes for all visitors to the Plant. Grant monies were approved from HomelandSecurity for the fencing and card readers. The perimeter fencing upgrades have beencompleted with the installation of barbed wire along the top of all perimeter fencing. Thecard readers are in the process of being installed, and this work should be completed ontime. The visitor pass procedure has also been implemented.5. Provide options and identify recommendations to be considered in the design of the newprocess control system.HTD has been participating in the planning and designing of the new Hyperion DistributedControl System. HTD has held several operating strategic meetings and joined in fourvendor presentation events. EED is currently working on a concept report. Also, aconsultant (CH 2 MHILL) has been hired to assist the EED project engineers in thedevelopment of the new DCS System.HTD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIPDivisional Goal under this KRA is included within the Bureau goal.Key Result Area 2 – LEGAL & REGULATORY MANDATES1. Ensure ComplianceHTD will improve efficiency to meet all regulatory compliance requirements in regards tothe maintenance and operation of the Gas Handling Facility.Lead Person: Mickael RuizKey Result Area 3 – DEVELOPING PEOPLE2. Develop Job Descriptions for All Job ClassificationsHTD will develop a general job description for all job classifications that will include specific tasksfor each unique job function and a descriptive procedure for each task.Issued: June 2006 - 72 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanWe will provide uniform procedures for current staff, training for promotional opportunitiesand a guide for newly hired employees. The first year Management and Supervisor JobDescriptions will be developed, and by the second year, it will include staff level positions.Lead Person: Mihran SarkisianKey Result Area 4 – SECURITY AND SAFETYDivisional goal under this KRA is included within the Bureau goals.Key Result Area 5 – FINANCIAL MANAGEMENT3. Chemical Cost ControlChemical costs have dramatically increased within the past year due to natural disasters(hurricane Katrina) and the increase in the price of petroleum products. The increasedcost of petroleum is predicted to have a long-term fiscal impact on the production andtransportation of chemicals used for process control. HTP will develop a new group withinthe process engineering section that will specifically focus on plant automation, utilities,chemicals, and air pollution control activities. Part of the responsibilities of an SEA I/IIposition will be the following: chemical use monitoring and tracking; performing semiannualchemical cost comparisons with other agencies to assure HTP receives fair marketpricing on all chemicals purchased and used throughout the plant; and maintaining thedata produced by these activities. In addition, this position will evaluate chemical use(type and concentration) throughout the plant to assess efficiency and performance.Key Result Area 6 – ORGANIZATIONAL LEADERSHIP6. Develop Plant Process Control SystemHTD will continue to participate in the planning and designing of the new HyperionDistributed Control System while providing options and identifying recommendations to beconsidered in the design of the new process control system.Lead Person: Steve FanIssued: June 2006 - 73 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanEnvironmental Monitoring DivisionVISION: To set the standard for excellence in environmental monitoring and assessmentwith a total commitment to continuous improvement.MISSION: To provide quality and cost-effective environmental data, research, andassessment in support of the Bureau's operation, compliance, and source control activities toprotect public health and the environment.OVERVIEW: The health of our planet is directly related to the quality of the water and landthat surround us and the air that we breathe. Improving the environmental quality of the LosAngeles region begins with observing how our activities affect the region's natural resources,taking responsibility for those activities, and implementing improvements that benefit theenvironment. The Bureau of Sanitation provides advanced systems for wastewater collection,treatment and disposal of wastes for the residents of the City and many nearby communities.Along with providing these public services, the Bureau has an independent program toevaluate the quality and the impact of our operations to ensure maximum protection of theenvironment.The City's Environmental Monitoring Division (EMD) shoulders this responsibility ofenvironmental protection by maintaining and utilizing a staff of trained and skilled scientists.Over 100 scientists and technicians, many with advanced degrees in diverse disciplines,employ state-of-the-art procedures and equipment in laboratories located at the HyperionTreatment Plant (HTP), Terminal Island Treatment Plant (TITP), Donald C. Tillman and LosAngeles-Glendale Water Reclamation Plants (DCTWRP and LAGWRP).The Division alsoprovides laboratory services for Toyon and Lopez Canyon and other inactive landfills,Wastewater Collection System Division, Industrial Waste Division, and Storm WaterManagement. Since July 2001, a consolidated EMD laboratory facility has been located in thenew Harry Pregerson Technical Support Facility (HPTSF) at HTP. The EMD laboratory isorganized into five sections and one Laboratory Information Management Group. The fivesections are Biology, Instrumental Chemistry, Conventional Chemistry, Data and SampleManagement, and Client Support Services that includes Quality Assurance / Quality Control(QA/QC) and Safety. The new facility at HPTSF provides approximately 78,000 square feetof laboratory space. The Division's staff performs extensive testing and assessments in thefields of microbiology, marine biology, toxicity testing, wastewater and marine chemistry, solidwaste and air quality monitoring, process control, and industrial waste pretreatment analysis.Daily testing of wastewater from all treatment processes is routinely provided at each facilityto ensure compliance with operating permits. Plant engineers and operators immediately usetest results to fine tune the processes that treat a combined flow of approximately 450 milliongallons of wastewater each day. This valuable information is used to provide the best wastemanagement services to the public while protecting the air, land, and water fromanthropogenic input.EMD’S 05/06 ACHIEVEMENTS1. Increase public outreach and communication.EMD worked with staff from Harris and Company to successfully develop the SantaMonica Bay Status Report. A Public Outreach Committee was established and worked onIssued: June 2006 - 74 -

2006/07-2010/11 Bureau of Sanitation Strategic Planhaving an EMD web page included in the BOS Internet Website, as well as developedconcepts for posters and brochures. The division also participated in public outreachevents including Earth Day at the Cabrillo Marine Science Museum.2. Improve data quality, data management, and reporting.EMD successfully completed its California Environmental Laboratory AccreditationProgram (ELAP) audits at HTP and LAG. No deficiencies were noted by the auditor ateither location. In addition, EMD successfully passed its Arizona ELAP accreditationprocess for analyses required for biosolids certification and became the first Californiagovernmental agency to pass Arizona accreditation. Also, the division successfullyupdated its Standard Operating Procedures (SOPs) and Method Detection Limits (MDLs).3. Improve customer service.EMD successfully completed Customer Service interviews with its major internal clients.Overall, clients felt that EMD has done an excellent job in supporting them, hadconfidence in the data produced by EMD, and felt that EMD staff treated them in aprofessional, timely, and courteous manner. Areas of improvements, noted in theinterviews, have been tabulated and are being addressed.EMD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIPNone.Key Result Area 2 – LEGAL & REGULATORY MANDATES1. Improve and maintain high data qualityImprove and maintain high data quality through qualified staff, up-to-date methodology,proper documentation, vigilant QA Unit, and sophisticated laboratory equipment.Key Result Area 3 – DEVELOPING PEOPLE2. Identify Career Opportunities and Establish a Divisional Career Development ProgramEnhance career development opportunities through technical, supervisory, andmanagerial skills training. Establish a work group to better explore career opportunitiesand career development. Investigate what is available in the City for people with ascience background. Make the opportunities known; communicate the requirements forthose positions and the possible career paths. Encourage the formation of study groupsto help people prepare for civil service exams and interviews. Disseminate pertinent jobrelatedinformation at periodic short meetings. Arrange for speakers to come in to letpeople know about jobs in other areas.3. Investigate, Develop, and Establish a Cross Training ProgramProvide intersectional cross training opportunities for Laboratory Technicians, especiallyto learn operation of instruments. Encourage and establish intersectional seminars sothat staff of one section is educated on the monitoring programs of other EMD Sections.Issued: June 2006 - 75 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanInvestigate the value and possibility of developing an interdivisional cross-trainingprogram.Key Result Area 4 – SECURITY AND SAFETY4. Identify and Resolve Divisional Safety IssuesIdentify and address safety concerns within the division. For example, there is concernabout staff safety during hours when most lab staff do not work, specifically evenings andweekends. Develop a work group with representatives from labs at each plant; this workgroup would be charged with identifying the problem(s) at each lab and potentialsolutions.Key Result Area 5 – FINANCIAL MANAGEMENTDivisional goal under this KRA is included within the Bureau goals.Key Result Area 6 – ORGANIZATIONAL LEADERSHIP5. Identify Divisional Organizational/Personnel Issues and Reorganize as NecessaryForm a work group to carefully examine the current organization of the Division, and howit might be reorganized. All job classes will be studied and scrutinized. The duties shallbe examined. Are they current? Are they what the staff in those positions really do?Should we have additional job classifications such as Environmental Specialist or paygrade IIIs? People from each job class will be interviewed to get their input. A system torepeat this periodically will be established to keep the lab organization current as EMD'srole evolves and to keep the job descriptions current.Issued: June 2006 - 76 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanHuman Resources Development DivisionVISION: To help create and maintain a safe, efficient, and effective work environment for allBureau of Sanitation employees.MISSION: Preparing employees to safely and effectively perform their roles in protecting thepublic and the environment.OVERVIEW: The Training Section provides design, development, delivery, and coordinationservices for both knowledge and performance-based training in the following areas:• Safety and regulatory compliance• Leadership development• Supervisory and employee development• Treatment plant process equipment and process control• Emergency preparedness• Technical skills• Biosolids Environmental Management System (BEMS)• Bureau Orientation• Workplace and Domestic Violence Prevention• Equal Employment Opportunity (EEO)The Safety Section provides a full range of Occupational Safety and Industrial Hygienesupport for the Bureau to ensure regulatory compliance. Activities include:• Workplace inspection• Accident Investigation• Safety consultation• Best Management Practices• Monitoring and removal of environmental hazardsThe Hazardous Waste Management Section provides guidance for on-site accumulation andfinal disposition of hazardous waste (HW) at Bureau’s generating facilities by providing:• Technical consultation• Site assessment• Annual Refresher training for HW handlers• Reports to regulatory agencies• Best Management Practices• Treatment, Storage, Disposal Facility auditsThe Emergency Preparedness Section provides employees with the knowledge and skills torespond to and recover from major emergencies and disaster. Activities include:• Emergency and Contingency Planning• Table-top and full-scale exercises• Bureau Emergency Operations Center• Emergency supplies and equipment• Consulting on hazard mitigation• Emergency Response Team ProgramIssued: June 2006 - 77 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanThe Solid Resources Safety & Training Group provides Occupational Safety and Trainingsupport to Solid Resources divisions on:• Refuse collection driver training• Accident Investigation• Workplace inspection• Class “B” license testing• Safety consultation• Administration of the DOT Drug & Alcohol Testing Program• Accident and Injury PanelsThe WCSD Training Group provides technical classroom and field-based training to WCSDpersonnel on sewer and storm drain operations and maintenance activities.The Media Production Group produces, writes, videographs and edits training, informationaland educational programs for the Bureau and provides photographic services for training,presentations and publications. HRDD’s recently completed Production and Post-ProductionStudio Facility will enhance HRDD’s capability to document and produce training andinformational videos. In 2001, HRDD produced a video entitled, “Suiho En: Garden of Water& Fragrance” which was nominated for a Los Angeles area Emmy.The Training Information Management System (TIMS) group manages and coordinates thetraining scheduling and record keeping database for over 2500 Sanitation employees; trainsdivision training coordinators to use TIMS, and coordinates Personnel Department and O-MES training offerings. The TIMS group also partners with ICSD to better utilize technologyto optimize our training programs.HRDD’S 05/06 ACHIEVEMENTS1. Reinforce and enhance our organization’s culture to continue to value training.Additional resources were provided to maintain and increase training. Special ProjectManagement training for the Bureau’s project managers and Workplace and DomesticViolence Training for all supervisors were conducted in addition to the regular classes forsafety and training. Staff worked on a Bureau-wide team to begin developing a ProjectManagement Guideline Manual to help train new staff on the in’s and out’s of ProjectManagement2. Prepare the next generation of Sanitation leaders.HRDD led a Bureau effort to examine setting up a mentoring program for new senior staff.Staff worked with Cal St. Northridge (CSUN) to revise and conduct additional LEADtraining classes. Training classes were held for new senior staff on how to handle themedia. Ten key knowledge retention areas were identified by soliciting input from alldivisions.3. Increase employee’s access to Training.Staff worked on updating the Technical Information Management System (TIMS) on-linecatalog of classes, and created a training video for Division Training Coordinators to helptrain them to optimize their employee’s accessibility to training opportunities andinformation.Issued: June 2006 - 78 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan4. Create a secure work environment and safe work areas protecting from internal andexternal hazards and threats.HRDD worked with a consultant to finalize Threat and Vulnerability Area (TVA) Reportson key Bureau facilities that will lead to improved security. HRDD also began tocontinually monitor United States Homeland Security Threat Levels during the year toensure that the bureau would adjust security to appropriate response measures at keyfacilities.5. Ensure the Bureau is prepared to respond to and recover from emergencies anddisasters.HRDD expanded the Automatic External Defibrillator (AED) Program so that almost allSanitation facilities are now equipped with AEDs and designated employees properlytrained. HRDD incorporated tsunami response into the Bureau’s Emergency Plans. Also,Bureau Operations Center (BOC) staffing lists were reviewed and reorganized, and atraining program was conducted for BOC staff.6. Maintain and enhance our organization’s hazardous waste (HW) generating facilitiesfulfilling “cradle-to-grave” regulatory requirements.HRDD staff participated with other agencies in conducting Treatment, Storage andDisposal Facility (TSDF) audits to reduce potential liabilities. HRDD staff providedregulatory-required training to employees who handle HW.HRDD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIPDivisional goal under this KRA is included within the Bureau goals.Key Result Area 2 – LEGAL & REGULATORY MANDATESDivisional goal under this KRA is included within the Bureau goals.Key Result Area 3 – DEVELOPING PEOPLE1. Reinforce and enhance our organization’s culture to continue to value training.Optimize the value that employees, supervisors and managers assign to training. Promotea “culture of learning”. Ensure resources are provided to maintain and increase training.Continue to publish monthly Supervisory and Safety Compliance Reports.2. Enhance our environmental expertise.Provide regular technology transfer opportunities for engineering, operations, andmaintenance staff to learn about regulatory, design & construction, and O&M trends inwastewater, stormwater, biosolids, and solid resources collection, treatment, recycling,and disposal.3. Prepare the next generation of Sanitation leaders.Issued: June 2006 - 79 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanProvide mentoring, educational, and training opportunities to prepare tomorrow’s leaders.Set up mentoring program for BOS Managers. Evaluate setting up mentoring programsfor new middle managers, supervisors and new-hired employees. Provide ProjectManagement Training for Bureau’s staff that manage or may manage projects. Conductadditional LEAD courses. Work on the team that is developing the PMGM.4. Increase employee’s access to Training.Optimize employee’s accessibility to training opportunities and information.Key Result Area 4 – SECURITY AND SAFETY5. Create a secure work environment and safe work areas protecting from internal andexternal hazards and threats.HRDD will work with the key divisions to develop a Security Plan for the Bureau thataddresses critical assets, evaluates existing security measures, minimizes vulnerabilities,and implements a consistent policy for all facilities.6. Ensure the Bureau is prepared to respond to and recover from emergencies anddisasters.HRDD will continue to expand the Automatic External Defibrillator (AED) Program so thatall Sanitation facilities will be equipped with AEDs and designated employees properlytrained. HRDD will continue training staff on the new National Incident Command System(NIMS) that is replacing the State Emergency Management System (SEMS). Conductexercises and drills throughout the year to train staff on how to better handle emergencysituations.7. Maintain and enhance our organization’s hazardous waste (HW) generating facilitiesfulfilling “cradle-to-grave” regulatory requirements.Participate with other agencies in conducting Treatment, Storage and Disposal Facility(TSDF) audits to reduce potential liabilities. Provide regulatory-required training toemployees who handle HW.Key Result Area 5 – FINANCIAL MANAGEMENTDivisional goal under this KRA is included within the Bureau goals.Key Result Area 6 – ORGANIZATIONAL LEADERSHIPDivisional goal under this KRA is included within the Bureau goals.Issued: June 2006 - 80 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanIndustrial Waste Management DivisionVISION: To be the national leader in ensuring clean water discharge from industry.MISSION: To protect public health and the environment by regulating industrial wastewater.OVERVIEW: The Industrial Waste Management Division (IWMD) administers the EPAapprovedPretreatment Program in accordance with the City's Industrial Waste ControlOrdinance. The Program regulates, monitors, and controls the discharges of industrial users(IUs) into the City's publicly owned treatment works (POTW). The Program’s objectives includethe health and safety of the public and protection of the POTW by controlling toxic pollutantsfrom passing through the POTW to receiving waters and into recovered biosolids.The program is managed through numerous functional elements including:Inventory: Ensure a complete, up-to-date, and accurate inventory of all IUs in the City.Permitting: Issue permits establishing discharge limitations and identifying responsibilities andobligations of industrial dischargers.Inspection, Sampling, and Monitoring: Ensure IU compliance with permit conditions anddischarge standards. Collect samples for laboratory analysis. Process self-monitoring reports forcompliance.Enforcement: Administer the approved Enforcement Response Plan to ensure IU compliancewith discharge standards. Follow progressive administrative actions from Notice of Violation upto Revocation of Permit and Court actions. (IWMD is a member of Los Angeles DistrictAttorney's Environmental Crimes Strike Force.)Fats, Oils, and Grease (FOG) Control Program: Minimize FOG related sanitary seweroverflows by educating, permitting, and monitoring food service establishments in the City.Local Limits: Develop and update technically-based industrial wastewater dischargestandards based on regulatory requirements and other constraints on the POTW.Treatment Plan Response: Investigate, identify, and control the industrial sources ofpollutants that cause plant upsets.Contract Cities: Oversee the pretreatment programs of 27 contract agencies, includingeight contract cities.Information Systems Development: Coordinate with the Information Control SystemsDivision to ensure development, upgrade, and maintenance of computer software andhardware to meet the needs of the Division and its customers.Reporting: Prepare Pretreatment Program compliance status reports for submittal to theRegional Water Quality Control Board and U.S. EPA.Issued: June 2006 - 81 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanRevenue and Billing: Determine industrial waste fees and rate structure. Oversee billingoperations to ensure adequate, fair, and equitable cost recovery.Private Sewage Disposal Systems (PSDS): Enforce connection of PSDS to the Citysewers when available.Septage Disposal Control Program: Monitor and control waste haulers that dischargeseptage to the City’s POTW at designated disposal stations.IWMD’S 05/06 ACHIEVEMENTS1. Inspect 200 dental establishments to ensure compliance with EMS requirements.IWMD inspected over 370 dental establishments to ensure compliance with EMSrequirements.2. Inspect all permitted FSEs annually, as required by the terms of the Collection SystemsSettlement Agreement.IWMD inspected all permitted FSEs as required by the terms of the Collection SystemsSettlement Agreement.3. Evaluate whether pretreatment local limits are adequate, as required by the HyperionTreatment Plant’s NPDES Permit.IWMD completed its evaluation on whether the pretreatment local limits are adequate asrequired by the Hyperion Treatment Plant NPDES Permit and submitted the evaluationreport to the Regional Water Quality Control Board on December 1, 2005. Thepretreatment local limits evaluation for the Hyperion Treatment System indicates that newlocal limits should be developed for Boron, Bis(2-ethylhexyl)phthalate, Copper, Cyanide,Fluoride, Indeno[1,2,3-cd]pyrene, Lead, Mercury, Nitrite (as Nitrogen), Oil and Grease,and Selenium.4. Evaluate whether pretreatment local limits are adequate, as required by the TerminalIsland Treatment Plant’s NPDES Permit.IWMD completed its evaluation on whether the pretreatment local limits are adequate asrequired by the Terminal Island Treatment Plant NPDES Permit and submitted theevaluation report to the Regional Water Quality Control Board on September 23, 2005.The pretreatment local limits evaluation for the Terminal Island Treatment System indicatethat new local limits should be developed for Total Ammonia, Copper, Mercury, Silver,Cyanide, MBAS, Dieldrin, and Oil and Grease.5. Implement conditional waivers for FSE, as required by the terms of the CollectionSystems Settlement Agreement.IWMD implemented Conditional Waivers for FSEs as required by the terms of theCollection Systems Settlement Agreement.6. Develop individualized career plans for all IWMD employees.IWMD developed flow charts showing career advancement pathways and the applicablerequirements and qualifications. This goal will continue into fiscal year 2006-07.Issued: June 2006 - 82 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanIWMD’S 06/07 STRATEGIC PLAN GOALSDuring Fiscal Year 2006-07, the division will focus on the implementation of the Bureau levelstrategic planning goals, in addition to the divisional goals listed herein in various Key ResultAreas. The division will also address 2006 pretreatment compliance inspectionrecommendations, Pretreatment Information Management System (PIMS) enhancements indeveloping a new billing module, implement EPA’s Streamlining Rule, implement hospitalBMPs, and continue to work on the “No Drug Down The Drain” campaign.Key Result Area 1 – ENVIRONMENTAL LEADERSHIP1. Inspect 400 dental establishments to ensure compliance with biosolids EnvironmentalManagement System (EMS) requirements.Key Result Area 2 – LEGAL & REGULATORY MANDATES2. Inspect all permitted FSEs annually as required by the terms of the Collection SystemsSettlement Agreement.3. Implement Conditional Waivers for FSEs as required by the terms of the CollectionSystems Settlement Agreement.4. Develop Pretreatment Local Limits for the Hyperion Treatment Plant Service Area forapproval by the Regional Water Quality Control Board.5. Develop Pretreatment Local Limits for the Terminal Island Treatment Plant Service Areafor approval by the Regional Water Quality Control Board.Key Result Area 3 – DEVELOPING PEOPLE6. Continue development and implementation of individualized career plans for all IWMDemployees.Key Result Area 4 – SECURITY AND SAFETY7. Achieve 100% compliance with safety training requirements.Key Result Area 5 – FINANCIAL MANAGEMENTDivisional goal under this KRA is included within the Bureau goals.Key Result Area 6 – ORGANIZATIONAL LEADERSHIP8. Implement recommendations from the Regional Water Quality Control Board and surveysof over 3,100 customers.9. Enhance the effectiveness of the City’s pretreatment program through public outreach.Issued: June 2006 - 83 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanWastewater Engineering Services DivisionVISION: An organization that sets the example for professionalism, quality service,innovation, respect and community trust.MISSION: Our mission is to provide quality, innovative and customer-oriented planning andengineering services.OVERVIEW: The Wastewater Engineering Services Division (WESD) provides qualitywastewater related planning and engineering services in a responsive and cost effectivemanner while maintaining close partnership with our valued stakeholders and customers.WESD conducts long range planning of our wastewater collection and treatment systems,ensuring that the future needs are identified and come on-line in an efficient and costeffective manner. One of the major activities is the development and the implementation ofan Integrated Resources Plan (IRP), which addresses the City’s needs for wastewater,stormwater and recycled water over the next 20 years in an integrated manner with focus onmaximizing beneficial reuse.WESD provides engineering, operations support, and planning for the collection system. Thisincludes implementing a 20-year plan for systematically identifying and addressing thedeficiencies and needs, both current and future, for the sewer system including sewercondition assessment, flow projections, hydraulic modeling, and preparation of master plansand concept reports.WESD manages implementation, compliance and coordination of the Collection SystemSettlement Agreement. A comprehensive program of cleaning, upgrading and repair of itssewer system will benefit the entire City and neighborhoods throughout Los Angeles andmarks an historic collaboration between the City, environmental advocates, communitygroups, the state and federal governments.WESD provides sewer odor control master planning and coordination to proactively andsystematically identify and address potential sewer odor problems. It also supports odorcontrol efforts through the collaborative partnership with the stakeholders as part of the OdorAdvisory Board.WESD provides public outreach activities to the community with focus on the IntegratedResources Plan (IRP), the residential fats, oils and grease (FOG) control program, the sewerodor control program and the Collection System Settlement Agreement.WESD manages and coordinates the Bureau facilities’ compliance, training and reportingassociated with the General Industrial Stormwater Permit (GISP), the Municipal StormwaterPermit and the required municipal facilities’ Stormwater Pollution Prevention Plans. Inaddition, WESD leads the implementation of the MOU with the RWQCB for the effectivemanagement and operation of the privately owned onsite wastewater treatment systems(OWTS) (a.k.a. septic tanks).WESD participates in benchmarking efforts mainly in the area of the collection system andparticipates in local, state and national professional organizations to provide recognition toour programs and to receive information on new advances that can forward our mission. Italso trains, prepares and develops staff through providing ongoing professional, technical,developmental and safety training.Issued: June 2006 - 84 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanWESD’S 05/06 ACHIEVEMENTS1. Complete the final EIR, the financial plan, and the implementation plan for the IntegratedResources Plan (IRP).WESD completed the preparation, distribution, public outreach, and review of the DraftEIR for the IRP.2. Complete master planning for five primary sewer areas and 10 secondary sewer basins.WESD completed master planning for five primary sewer areas and 20 secondary sewerbasins, including the condition assessment of approximately 800 miles of sewers. It alsocompleted a system-wide sewer odor control master plan, sewer capacity assurance plan,and sewer rehabilitation and replacement plan.3. Initiate the implementation of the MOU with the RWQCB for the effective managementand operation of the privately owned onsite wastewater treatment systems (OWTS)(a.k.a.septic tanks).WESD completed the first year requirements mandated in the MOU with the RWQCB forthe effective management and operation of the privately owned wastewater treatmentsystems (OWTS).4. Achieve full compliance with supervisory and mandatory safety requirements andcourses.WESD achieved full compliance with all safety and supervisory training requirements.5. Implement the standardized personal services contract (PSC) invoice tracking and reviewprocedures and pay at least 90% of PSC invoices within 30 days from receipt of accurateinvoices.WESD implemented standardized personal services contract (PSC) invoice tracking andreview procedures and improved payment of the majority of PSC invoices to within 30days from receipt of accurate invoices.WESD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIP1. Complete the development and certification of the Final EIR, the financial plan and theimplementation plan for the Integrated Resources Plan (IRP).2. Complete master plan for six primary sewer areas and ten secondary sewer basins(including the review and assessment of a minimum of 600 sewer miles.3. Support all operating facilities to comply with the requirements of the Stormwater GeneralIndustrial Stormwater Permit (GISP) and the Municipal Stormwater Permit.4. Work with the Department of Building and Safety and the Board of Public Works to codifyand facilitate the implementation of stream definition as it relates to water qualityprotection and permitting of septic tanks.Issued: June 2006 - 85 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan5. Complete the dry weather MIKE URBAN hydraulic modeling for 15 primary sewer basinsand initiate a 2-year focused wet weather sewer monitoring and inflow & infiltrationanalysis.Key Result Area 2 – LEGAL & REGULATORY MANDATES6. Lead the implementation of the MOU with the RWQCB for the effective management andoperation of the privately owned onsite wastewater treatment systems (OWTS) (a.k.a.septic tanks). Review the MOU in light of new statewide operation and permitrequirements for septic tanks.7. Lead the implementation of Bureau Goal No. 6.Key Result Area 3 – DEVELOPING PEOPLE8. Achieve full compliance with supervisory training requirements.9. Provide cross training and staff development to enhance professional expertise.Implement a process to develop individual annual goals for staff as part of annualevaluation process.Key Result Area 4 – SECURITY AND SAFETYDivisional goal under this KRA is included within the Bureau goals.Key Result Area 5 – FINANCIAL MANAGEMENT10. Establish a Personal Services on-call Contract for the Bureau to provide engineeringplanning and technical support.11. Pay at least 90% of PSC invoices within 30 days from receipt of accurate invoices.Key Result Area 6 – ORGANIZATIONAL LEADERSHIP12. Lead implementation of Bureau Goal No. 11.13. Implement centralized environmental documentation review process.14. Participate in local, state and national technical meetings and conferences mainly in thearea of sewer system regulations, benchmarking and asset management. Initiate abenchmarking effort focused on collection system planning parameters and practicesIssued: June 2006 - 86 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanRegulatory Affairs DivisionVISION: To be a leading technical and regulatory resource that provides strategic andeffective guidance for the protection of public health and the environment while balancingsocio-economic considerations with City and community needs and aspirations.MISSION: To assist the Bureau in identifying, understanding, and responding to existing,emerging and evolving environmental issues, policies, legislation, and regulations to ensurethat they are reasonably achievable, and scientifically based, while partnering with regulatoryagencies, environmental groups, City offices, and other affected stakeholders.OVERVIEW: The Bureau’s infrastructure and treatment facilities are subject to local, state,and federal legislation and regulations intended to protect public health and the environment.The legislative and regulatory challenges are extensive and in a continuous state ofdevelopment and revision. The City must have a mechanism to assess legislation andregulatory requirements and to develop strategies and appropriate response policies in atimely manner.RAD’S 05/06 ACHIEVEMENTS1. Assist the Bureau Executive management in the development of short-term, mid-term,and long-term biosolids management diversification strategy.RAD worked with U.S. EPA Region IX staff to finalize the Final Draft Class V Permit forthe Terminal Island Renewable Energy Project. RAD also secured the Terralog Contractfor design and construction of the injection wells and system for placement of biosolidsinto subsurface oil and gas formations.RAD also secured the Carollo Engineers Contract to evaluate long-term biosolids reusealternatives.2. Conduct a series of critical wastewater discharge studies in support of regulatorydevelopment.RAD, with the aid of its consultant, Larry Walker and Associates, completed andsubmitted workplans for three studies required for the Nitrogen TMDL. Sampling event fortwo of the studies have been completed. Results of the study will be used to aid in thedevelopment of permit limits for LAG and DCT.RAD, with the aid of its consultant, finalized the workplan for the Copper Water EffectsRatio Study, held two Stakeholder Coordinating meetings, and completed sampling forthree dry-weather and 2 wet-weather sampling events. The results of the study will beused to develop copper effluent limits for the LAG and DCT that are reasonable andprotective of the environment.RAD prepared and submitted Bureau comments and datasheets to the State WaterResources Control Board to assist in the development of the Draft CWA 303(d)Waterbodies List.Issued: June 2006 - 87 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan3. Participate in permit negotiations and compliance development.RAD prepared and submitted comments to the Regional Water Quality Control Board(Regional Board) on the Draft Water Recycling/Waste Discharge Requirements forLAG/DCT, which resulted in major revisions to the draft permit.RAD provided briefings and fact sheets regarding the California Supreme Court’s remandto the Los Angeles Superior Court of the 1998 NPDES Permit Appeal for LAG and DCT.RAD coordinated the Bureau’s submittal on compliance documents and legislation,including AQMD’s Rule 1470, Diesel Engine Rule, and SB 1208, Children’s Breathing Act.4. Develop a leadership program.RAD staff completed specialized training for development of presentation skills, mediacommunications, project management training, and LEAD training.5. Ensure efficient management of permits and other legal and regulatory correspondence.RAD has participated in several site visits and planning sessions for ICSD’s deploymentof a Document Management System. RAD will pilot ICSD’s Documentum Project toimprove its management of documents and establish its permit database.6. Enhance public outreach and communication.RAD met with a number of environmental stakeholders including Heal The Bay, WaterReplenishment District, Santa Monica Bay Restoration Commission and NeighborhoodCouncils regarding the Terminal Island Renewable Energy (TIRE) project.RAD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIPArea 1 – ENVIRONMENTAL LEADERSHIP1. In support of Director Goal #3 to develop short-term, mid-term, and long-term biosolidsmanagement diversification strategyRAD will facilitate workshops to assist in the development of biosolids management plansincluding innovative and cost effective resource recovery options for biosolids andbiomass management that may include emerging technologies, co-processing of biomassand biogas, thermal treatment, Regional Solutions with an emphasis on renewable energyand horticulture, and implementation of phase 1 of the Terminal Island Renewable Energy(TIRE) Project.2. Conduct a series of critical wastewater discharge studies in support of regulatorydevelopmentRAD will oversee studies for the Stakeholder-led Copper Water Effects Ratio (WER)Study, Los Angeles River Nitrogen TMDL Studies for Seasonality, Receiving WatersMonitoring Point, and Groundwater Loading, and, other new scientific studies to supportpermit compliance at DCT, LAG, and TITP and the development of future TMDLs.Key Result Area 2 – LEGAL MANDATESResult Area 2 – LEGAL MANDATES3. Participate in permit negotiations and compliance developmentIssued: June 2006 - 88 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanRAD will work with the Regional Water Quality Control Board, the United StatesEnvironmental Protection Agency, and other stakeholders for National Pollutant DischargeElimination System (NPDES) permit negotiations for the Donald C. Tillman (DCT) and LosAngeles-Glendale (LAG) Water Reclamation Plants. RAD will also work with the RegionalBoard to negotiate the renewal of Water Recycling Requirements for LAG and DCT. Thisgoal may also include air quality and other permits issued to the solid resources andstormwater programs.Key Result Area 3 – DEVELOPING PEOPLEKey Result Area 3 – DEVELOPING PEOPLE4. Leadership trainingRAD will continue training the staff in persuasion and negotiations, public speaking,project management, and media advisory skills.Key Result Area 4 – SECURITY AND SAFETYDivisional goal under this KRA is included within the Bureau goals.Key Result Area 5 – FINANCIALDivisional goal under this KRA is included within the Bureau goals.Key Result Area 6 – ORGANIZATIONAL LEADERSHIP5. Ensure efficient management of permits and other legal and regulatory correspondenceRAD will participate in collaboration with ICSD in the development of a web-based,comprehensive electronic document management system that will include a Bureau-wideenvironmental permit and regulatory database and an electronic archiving system thatdocuments over 140 air quality permits, biosolids land application permits, landfill wastedischarge requirement permits, and stormwater management permits in addition to theNPDES and water reclamation permits for our wastewater treatment facilities, andintegrate the permit archiving system into the existing facilities’ GIS system to locate thesubject equipment geographically. RAD will also obtain necessary scanning equipment topilot ICSD’s project.6. Video Conferencing CapabilityRAD will develop video conferencing capability at its office in the Steve HarringtonBuilding.7. Streamlining the Regulatory Commenting ProcessDevelop a Bureau-wide process for determining whether comments on proposedregulations are considered “technical” or “policy.” This determination is important indeciding whether comment letters must be processed through the City formal processincluding Council and Mayor approval.Issued: June 2006 - 89 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanInformation and Control Systems DivisionVISION: To provide the Bureau of Sanitation with effective, reliable and easy to usetechnology.MISSION: The Division will employ technology to improve the Bureau’s functions, protectthe data assets and support the achievement of Bureau goals.OVERVIEW: The Information and Control Systems Division (ICSD) is responsible forautomation and computer technology in the Bureau of Sanitation. ICSD’s staff is distributedamong the L.A. Civic Center, Hyperion Wastewater Treatment Facility, Media Center, andother city locations to enhance our services. Our services include network design andmanagement, GIS support, control systems support and management, and support for over1800 PCs in use throughout the Bureau. ICSD is responsible for managing system projectsincluding contracting for consulting services and staffing for ongoing support of the enterprisesystems relied on by the Bureau of Sanitation. ICSD manages numerous contracts used toprovide computer service, software, and equipment. We also develop computer systemstandards, and provide liaison services with the City’s Information Technology Agency andother agencies. Finally, we are responsible for securing and managing the data used by theBureau on a daily basis and for the long term strategic planning related to computer systemsand automation.ICSD’S 05/06 ACHIEVEMENTS1. Monitor TMDL requirements and update legal reporting system.Modifications made to LIMS and WISARD database systems to accommodate SMBBTMDL data entry and reporting are completely implemented and are currently inproduction.ICSD met with WPD and completely reviewed the TMDL Status and Trends Programs todetermine the requirements. Currently, ICSD is in the development phase of the datareporting to satisfy these requirements.2. Improve data management to meet legal requirements.ICSD developed a statement of work and hired a consultant that completed a DataManagement Plan (DMP) for SRCRD. The DMP provides the user requirements andimplementation plan for AB939 compliance, Private Hauler application, and theResidential Special Material (RSM) system. The DMP is now being included in a RFP thatwould be used to hire consulting services to implement the plan. A board report has beenprepared for permission to use the automation master contract rotating list to do suchwork. The board report is going through the Sanitation's approval process.ICSD prepared a statement of work and hired a consultant to conduct an audit of its sewerand stormwater collection systems data sources, applications, and repositories and toassess the level of risk the current data architecture presents to the Bureau. Oncecompleted, the audit results were analyzed for the purpose of providing data architecturerecommendations to ensure reliable reporting from consistent data. The results of theIssued: June 2006 - 90 -

2006/07-2010/11 Bureau of Sanitation Strategic Planaudit and recommendations were summarized in The Sewer and StormwaterInfrastructure Data Audit document, which is being reviewed by IWMD, WCSD, WESD,WPD, and ICSD team members. A meeting will be held to discuss the recommendationsand to develop implementation planNew NPDES self-monitoring reports compliant with current NPDES permits have beenimplemented and in production for HTP and TITP.ICSD has evaluated eSMR EDF data file formats and data transfer requirements and hasdetermined the methodology for producing EDF files for inclusion into eSMR database(CIWCS). ICSD is currently making necessary modifications to the WISARD databaseand developing EDF transfer file creation and transfer protocols. Initial stages of eSMRtraining and implementation are underway in collaboration with the State Board andRegional Board. The tasks of reviewing and revising eSMR data submission and reportsand completing the transition from paper NPDES reports to eSMR electronic reportsubmission will be carried forward to FY 06-07.3. Web content quality management.ICSD used Harris & Co. to revise the entire Bureau Internet website and created the newLASewers.org website; the division also developed guidelines and procedures for Internetand Intranet for divisions to use when developing and posting web pages.4. Automation for field personnel.ICSD developed a field automation application for IWMD and WPD inspectors, whichutilizes mobile computing technology, to improve field operation efficiency. The applicationwill facilitate inspectors of both divisions to track and manage field data in a more timelyand accurate manner. A joint ICSD, IWMD, and WPD team evaluated various tablet PCsand selected three models for field pilot test. The pilot prototype of Automated InspectionMobile System (AIMS) was purchased and configured. The interface with PIMS was buildfor the pilot test. The pilot test started on April 25 and will continue through the end ofMay. ICSD will evaluate the pilot test results and develop implementation plan.5. Network infrastructure facility.The Patchlink automated software patching system was fully deployed and utilized toupdate Microsoft operating systems on the Bureau’s PC’s. This provides ongoingprotection against Internet Worms and Viruses that might otherwise exploit softwareweaknesses and bugs to cause damage to the Bureau’s computer systems. Patchlinkwas also utilized to distribute other software packages such as Dtime.A new Microsoft network architecture (Active Directory) implementation was completed inJune 2006. This modernized our network and allows more advanced and betterintegrated software applications to be used for the benefit of the Bureau.Advanced Fiber Optic network cabling through DWP has reached Hyperion and MediaCenter locations. These Fiber optic connections will greatly enhance our site-to-sitenetwork speeds as they come on line late in the fiscal year and in FY 06-07.6. On-demand virtual meetingIssued: June 2006 - 91 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanUtilize advanced networking technologies to provide on-demand virtual meetings betweenBureau staff located at geographically dispersed locations. The next four productionvideoconferencing rooms have been installed and will be fully operational by the end ofthe fiscal year making a total of six fully functional video conferencing rooms on-line.ICSD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIP1. Monitoring TMDL requirements and updating legal reporting systemDevelop systems that will accommodate emerging TMDL data management and reportingrequirements; reengineer methodologies for NPDES reporting systems and integrateelectronic reporting procedures.2. Landfill Environmental Monitoring Information System (LEMIS)Develop a system that will meet the AQMD and the Regional Water Quality Board legalrequirements for the six closed landfills that are maintained by SRPCD. This system willdevelop inspection schedule for the landfill inspectors and make the data more accessibleto all staff.Key Result Area 2 – LEGAL & REGULATORY MANDATES3. Improve data management to meet legal requirementsBring a consultant on board to implement the Data Management Plan (DMP) for SRCRD.The DMP was developed last year and it recommends the implementation of a centralizedsystem that would meet the compliance needs of the AB939 program and all the relateddatabases that are needed in SRCRD.Begin implementation of recommendations of Sewer and Stormwater Asset Inventory DataAudit by following the transition plan for using the Master Inventory as a single source ofinventory data for all applicationsKey Result Area 3 – DEVELOPING PEOPLEDivisional goal under this KRA is included within the Bureau goals.Key Result Area 4 – SECURITY AND SAFETYDivisional goal under this KRA is included within the Bureau goals.Key Result Area 5 – FINANCIAL MANAGEMENTDivisional goal under this KRA is included within the Bureau goals.Key Result Area 6 – ORGANIZATIONAL LEADERSHIPIssued: June 2006 - 92 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanDivision is the lead in Bureau Goal 12 (Implement Bureau-wide document managementsystem to realize business efficiency). In addition, the division will accomplish the followinggoals under this KRA:4. Automation for field personnelUtilize mobile computing technology to deliver the right information where and when it isneeded to optimize business processes. Enhance Field Automation for Sanitation Trucks(FAST) system to include customer service dispatching. Implement mobile inspectionmodule for IWMD and WPD inspectors. Expand usage of the existing applications toimprove additional business processes.5. Network infrastructure facilityKeep the Bureau’s network computing technology viable, current, and forward-looking.Some of the major projects supporting this goal are DWP Fiber WAN connections (FY2006-07), Gigabit Ethernet to the desktop (phased in over several years), Windowsterminal device pilot (FY 2006-2007), Enhanced automated remote desktop management(FY 2006-07).6. Collection Information System (CIS) Upgrade:The Collection Information System (CIS), that serves all Refuse Collection Districts, hasgone through many revisions and enhancements over the past 5 years. In order to meetthe current and future needs of the Solid Resources, CIS needs to be redesigned utilizingnewer software tools. This will make the system more efficient, friendly, and maintainablefor the coming years.Issued: June 2006 - 93 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSolid Resources Citywide Recycling DivisionVISION: To provide environmental planning and leadership in the areas of solid resourcesdiversion and the recycling and proper disposal of household hazardous waste.MISSION: To encourage and promote source reduction, reuse, recycling, and buy recycledstrategies in both the public and private sectors throughout the City while meeting theprovisions of AB939 and the Mayor and City Council’s goal of 70% by 2015; and to providesafe and convenient permanent centers for the public to bring household hazardous waste forproper disposal/recycling.OVERVIEW: The Solid Resources Citywide Recycling Division is the planning unit forcitywide solid resources recycling efforts and administers the City’s household hazardouswaste program.The Division is responsible for citywide planning and reporting to the State on AB939diversion requirements. It is responsible for the following duties: preparing and retaining alldocumentations on the annual AB939 Report to the State; liaison to City Departmentsregarding recycling programs; administering grants including the SB332 grant to expandbeverage recycling and anti-litter activities in City public venues and in community settings;provision of recycling education and outreach and recycling collection services to LosAngeles Unified School District (LAUSD) schools within the City; and administering theCalifornia Integrated Waste Management Board - designated Recycling Market DevelopmentZone.The Division also administers the $16 million annual Private Hauler Fee Ordinance, whichrequires non-exclusive permitting of private haulers who operate in the City and collects feesfrom those haulers who collect more than 1,000 tons annually from City customers. With thisrevenue source, staff administers a number of private sector contracted programs whichinclude the following: multifamily recycling services for those serviced by private haulers;commercial recycling pilot programs; funding of reuse agencies receiving corporatedonations, such as LA Shares; a rebate incentive program to encourage private haulers torecycle mixed refuse and mixed construction and debris loads; and commercial food wasterecycling for restaurants.Having specialized environmental expertise, the staff performs and supervises specialstudies that provide information on present and future disposal capacity needs of the region,infrastructure needs to process regional tonnage, and other long-term industry solidresources issues.The Division administers the Household Hazardous Waste (HHW) Program for the City,which includes the operation of five permanent Solvents, Automotives, Flammables, andElectronics (SAFE) Collection Centers, which are open two to three days per week, andwhere residents can properly dispose of household chemicals and electronic waste notallowed in Class III landfills. Three additional centers are in various phases of siting, designand construction, which when completed will provide full City coverage. It also sponsorsmobile HAZWASTE events which rotate monthly throughout the City where there is no SAFEIssued: June 2006 - 94 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanCenter conveniently located. As an adjunct to this program, staff administers the Used OilState grant program which provides for the recruitment of automotive parts and maintenanceretail establishments to accept used oil from residents and properly dispose of it on theirbehalf and gives those businesses a cash incentive on verified quantities of properly recycledused oil.Most importantly, the Division works with other City Departments and Council offices todevelop City policies and ordinances to encourage recycling in the areas such as thefollowing: buying recycled content products; construction and debris recycling in Cityconstruction projects; electronic waste take-back policies for retail establishments; andpackaging and plastic reduction through education and other means. Staff also provideslegislative review on all local, State, and federal legislation and regulations that may have animpact on City diversion programs, or on its household hazardous waste program.SRCRD’S 05/06 ACHIEVEMENTS1. Continue to increase the City’s diversion toward 70% on an annual basis, from its 2000diversion rate of 60%.The City continues to progress to 70% diversion through actions of the SRCRD. Thecurrent diversion rate, as certified by the California Integrated Waste Management Board,was 62% in 2002. Since that time, the SRCRD has implemented the AB939 Compliancefee to fund programs that increase waste diversion in the private sector. Ongoingprograms include items such as outreach through the internet, phone and local andcommunity events, home composting bin sales and workshops, and joint projects withneighboring cities to get the message out and recognize outstanding recycling bybusinesses. During FY 05-06, several major steps were taken:a. Approval for the implementation of the permanent Citywide Multifamily RecyclingProgram, with an existing pilot program serving over 70,000 apartment units and antarget implementation date of summer 2008;b. Expansion of the food waste recycling pilot program for restaurants;c. Preparation of a Commercial Recycling report with recommendations for increasingwaste diversion in the private sector;d. Expansion of the LAUSD blue container recycling program to over 50 schools, withplans to incorporate all elementary and primary LAUSD schools;e. Increased outreach to schools, businesses, and City residents regarding recycling andwaste diversion.2. Operate eight permanent Solvents, Automotive, Flammables, and Electronics (SAFE)Centers with secure funding to properly dispose of household hazardous waste.SRCRD currently operates five SAFE centers in various areas of the City of Los Angeles.An additional three SAFE collection centers are planned. They are to be located at theLos Angeles/Glendale Treatment Plan, Roscoe Pl. SAFE center, and South LA SAFEcenter. During FY 05-06, the following steps were taken:a. Began construction of a permanent facility for the Hyperion SAFE center.b. Upgraded the SAFE centers at Washington, Gaffey, and Randall by constructing anumber of improvements.c. Became a certified electronic equipment collector by the State of California under theElectronic Waste Recycling Act.Issued: June 2006 - 95 -

2006/07-2010/11 Bureau of Sanitation Strategic Pland. Obtained funds from the State of California under the Electronic Waste Recycling Actto help offset the cost of electronic waste.e. Completed design and equipment procurement for the Los Angeles/GlendaleTreatment Plant SAFE center.3. Proactively review potential legislation/regulations to moderate any potentiallaws/regulations that could negatively impact City diversion programs or the householdhazardous waste (HHW) program and to foster laws that would encourage/fund recyclingand HHW programs.SRCRD closely follows state and federal legislation and regulations and reviews them fortheir impact on Bureau services. During FY 05-06, SRCRD began circulation of alegislative summary to all Solid Resources divisions, and prepared positions on legislativeitems such as AB 2845, which would increase funding to the City from the Department ofConservation. When the Mayor and City Council have adopted a position on proposedlegislation, SRCRD works with other agencies to coordinate responses to questions orconcerns.SRCRD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIP1. Expand the Bureau’s successful Solvents, Automotive, Flammables, & Electronics (SAFE)Collection Center Program from six to eight permanent collection centers Citywide.Five SAFE Centers are currently operational in the East Valley, East/Central Los Angeles,Harbor, Westchester/El Segundo, and West Los Angeles areas where residents can taketheir household hazardous waste, electronic waste and universal waste on a weeklybasis. Three more SAFE Centers need to be designed and constructed in order toprovide citywide coverage. The three SAFE Centers would be located to serve residentsin the West Valley, Atwater, and South Los Angeles service areas.In addition to these three regions, there are three locations – East/Central Los Angeles,Harbor, and Westchester/El Segundo, with only interim facilities. Permanent constructionfor these three interim operations plus the three sites yet to be finalized is a five-year goal.The current budget for the HHW program is stable, but static, with revenue of $2.8M to$3M annually. With five SAFE Centers currently operating, the current budget is fullycommitted. A five-year goal is to identify additional annual funding to ensure theoperation of eight permanent SAFE Centers two days per week, without disruption ofservice due to lack of funding.2. Expand recycling awareness and participation in the commercial and industrial sectors toinclude an Annual Business and Environment Forum to showcase recycled products andwaste reduction/recycling activities, as well as to formally recognize businesses that havedemonstrated excellent environmental stewardship.The division will develop and implement an Annual Business and Environment Forum asa means of increasing recycling and waste diversion awareness and participation withinthe commercial sector. This annual event will also showcase recycled products and themarkets for recyclable materials both for public and private sector agencies. As theIssued: June 2006 - 96 -

2006/07-2010/11 Bureau of Sanitation Strategic Planlargest city in the State, the City of Los Angeles by hosting this annual event can bringtogether both waste reduction and recycling, along with overall environmentalstewardship, into the spotlight for everyone.The target date for the first event will coincide with Earth Day 2007. While costs will beongoing, in-kind donations, donated materials, sponsorships, and other factors will assistin reducing costs to the City.3. Implement a citywide program for the recycling of food and organic waste fromrestaurants in Los Angeles based on availability of funding.The division will expand the current pilot restaurant food and organic waste recyclingprogram citywide. While there are 120 restaurants participating in the pilot program,expansion of this program will allow for participation of 1,200 or more restaurants. Thefood and organic materials collected from the restaurants will be mixed with yardtrimmings and other green materials and composted. This nutrient-rich compost will thenbe land applied for the benefit of the California agricultural community.4. Continue with the phased implementation of a Construction and Demolition (C&D) debrisrecycling policy.The division has developed and implemented a C&D waste recycling program within theDepartment of Public Works. The first phase of this program was to reinforce the City’sexisting mandatory reporting requirements for City contracted work by the Department ofPublic Works and establish minimum diversion rates. The division will now embark on thesecond phase of this program which will evaluate the Department of Public Work’sparticipation and success in this program, as well as to expand a successful C&D wasterecycling program to all City departments and agencies.5. Expand the current pilot recycling program in cooperation with the Los Angeles UnifiedSchool District (LAUSD) to provide Blue Bin recycling and environmental awarenesspresentations to LAUSD schools within the City of Los Angeles.To provide uniformity in recycling methods and public outreach and education, as well asto increase the public’s successful participation in the City recycling programs, the Bureauwill expand the joint LAUSD-City of Los Angeles blue bin recycling program. While morethan 50 LAUSD elementary and primary schools are participating in this pilot program,there are over 400 LAUSD elementary schools within the City. The division will focus onrecruitment, education and outreach, and curbside blue bin recycling/collection servicesfor the remaining LAUSD elementary schools. As the LAUSD elementary schoolsparticipate in this program, the recycling participation will be evaluated and used to planfor the future recruitment of all LAUSD schools within the City.Key Result Area 2 – LEGAL & REGULATORY MANDATESDivisional goal under this KRA is included within the Bureau goals.Key Result Area 3 – DEVELOPING PEOPLE6. Develop and provide lunch-time training seminars and discussion forums open to alldivision employees covering a range of different areas of responsibility, such asIssued: June 2006 - 97 -

2006/07-2010/11 Bureau of Sanitation Strategic Planadministration, financial management, contracting, purchasing, operations, planning andother areas as requested by staff and for the purposes of staff development.Through the Bureau’s joint labor-management process, all personnel within the divisionwill be encouraged to participate in these informational, training seminars and discussionforums. The focus of these efforts will be to foster a “culture of learning” within thedivision to ensure that all personnel are provided opportunities to broaden their knowledgeand experience, as well as to prepare them for promotional opportunities.Key Result Area 4 – SECURITY AND SAFETYDivisional goal under this KRA is included within the Bureau goals.Key Result Area 5 – FINANCIAL MANAGEMENTDivisional goal under this KRA is included within the Bureau goals.Key Result Area 6 – ORGANIZATIONAL LEADERSHIPDivisional goal under this KRA is included within the Bureau goals.Issued: June 2006 - 98 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSolid Resources Processing & Construction DivisionVISION: To control future contractual costs by creating a network of City-owned andoperated solid waste infrastructure.MISSION: Our mission is to serve the public and protect the environment by operation oftransfer stations and yard trimming processing facilities, and through the beneficial use andmanagement of City-owned landfills.OVERVIEW: The Solid Resources Processing and Construction Division (SRPCD) began asan organization that operated and maintained the City’s solid waste landfills. When itsprimary function of refuse disposal ceased, SRPCD core activities evolved and now includethe final capping of inactive landfills to allow potential beneficial reuse of the sites, yardtrimming processing, transfer station operation, continued maintenance of several landfills,and construction services outreach to other City agencies. The division is divided into twogroups with distinctly different but complementary responsibilities: the Technical SupportGroup and the Operations Group.The Technical Support Group provides specialized engineering and environmental monitoringservices for the Solid Resources Program. It is responsible for the planning and design,environmental monitoring, and project management related to landfill construction andmaintenance activities, yard trimmings processing facilities, transfer station operation, andnew infrastructure projects, such as transfer stations or material recovery facilities. TheTechnical Support Group will continue to plan and oversee development of City-owned andoperated solid resource management facilities, such as material recovery facilities, transferstations, and yard trimming processing facilities. Strategies are geared toward self-sufficiencyby creating a network of City-owned and operated infrastructure to control future contractcosts.A team of industrial waste inspectors in the Technical Support Group is responsible forenvironmental monitoring of the Division’s facilities and activities. They ensure that thefacilities are operated and maintained in compliance with various regulatory requirements.The Operations Group provides specialized service by operating transfer stations and greenmaterial mulching and composting facilities, performing landfill closure activities at inactiveCity landfills, and performing construction activities for this and other City departments. Inaddition, this group is responsible for the mandated long-term maintenance of closed Cityownedlandfills. After successfully closing several landfills for implementation of park-likefacilities and recreational activities, the Operations Group will build on this success by closingremaining landfills to allow beneficial reuse. They will also expand their specialized servicesin the operation of green material processing facilities, transfer stations, and other solidresource management facilities, and will continue to market their construction servicescapability to other City Departments and governmental agencies.Issued: June 2006 - 99 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSRPCD’S 05/06 ACHIEVEMENTS1. By 2010, Develop City-owned transfer stations in West Los Angeles and the SanFernando Valley to efficiently manage collected solid waste within those areas.Preliminary discussions are underway with Los Angeles World Airports for a site near LAXthat could potentially contain a transfer station and a new West LA collection yard,including LNG fueling. Both the Mayor’s Office and CD 11 are also in the discussions. Anexcavated gravel pit in Sun Valley, currently on the market, could satisfy severalSanitation needs, including stormwater management, recreation and wetlands habitat,and solid waste management (transfer station). The Mayor’s Office and CD 2 have beenbriefed.2. SRPCD will continue to provide post-closure maintenance at City-owned landfills fordrainage, slope stability, and landfill gas emission control.SRPCD has been able to maintain fairly low vacancy levels, thus ensuring adequate staffavailability for maintenance purposes. The drainage systems at all landfill sites were wellprepared for the recently concluded wet-weather season, resulting in only minor,insignificant issues at the sites. The landfill gas emission control systems are operatingsatisfactorily, and in some cases are being upgraded as closure construction continues.3. SRPCD will develop and implement a comprehensive Heavy Duty Truck Operator andEquipment Operator training program by 2007 for the purpose of preparing Divisionemployees for promotional opportunities and daily work assignments.Several experienced employees have attended train-the-trainer programs, and now serveas course instructors. One EO and two HDTO training sessions of 8 weeks each havebeen successfully conducted this FY. With proper credentials, personnel from other SolidResources divisions are given an opportunity to enroll in the programs.4. SRPCD will increase the processing of City-collected yard trimmings through Sanitationoperatedmulching and composting facilities from the current 25% to 50% by 2010,resulting in additional tip fee savings and revenue generation.Plans are underway to increase through-put at the Lopez Canyon mulching facility in2007. Also, full composting operation should begin at Lopez next year. A baggingmachine will be purchased soon enabling the bagging of compost for sale to the public.SRPCD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIP1. Closure of the Lopez Canyon LandfillSRPCD will complete closure of both the Lopez Canyon Landfill and Toyon CanyonLandfill to the 60% level by July 2007.2. Complete closure of the Sheldon-Arleta LandfillSRPCD will complete closure construction at the Sheldon-Arleta Landfill by 2010 tofacilitate beneficial reuse with park-like recreational facilities.Issued: June 2006 - 100 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan3. Develop additional City-owned transfer stationsBy 2010, SRPCD will develop City-owned transfer stations in West Los Angeles and theSan Fernando Valley to efficiently manage collected solid waste within those areas.4. Implement rail-haul capability at Central Los Angeles Transfer StationBy 2011, SRPCD will implement a rail-haul capability at CLARTS.Key Result Area 2 – LEGAL & REGULATORY MANDATES5. Provide post-closure maintenance and environmental monitoring at City-owned LandfillsSRPCD will continue to provide post-closure maintenance and environmental monitoringat City-owned landfills for drainage, slope stability, landfill gas emission control, andground water monitoring.Key Result Area 3 – DEVELOPING PEOPLE6. Develop training programs for operators and technical support personnelSRPCD will implement comprehensive Heavy Duty Truck Operator, Equipment Operator,and technical training programs by 2007 for the purpose of preparing Division employeesfor promotional opportunities and daily work assignments.Key Result Area 4 – SECURITY AND SAFETYDivisional goal under this KRA is included within the Bureau goals.Key Result Area 5 – FINANCIAL MANAGEMENT7. Increase yard trimming processingBy 2010, SRPCD will increase the processing of yard trimmings through Sanitationoperatedmulching and composting facilities from the current 22% of the total Citycollected to 50%, resulting in additional tip fee savings and revenue generation.Key Result Area 6 – ORGANIZATIONAL LEADERSHIP8. Develop Additional Mulch Give-Away SitesBy 2008, SRPCD will increase the number of mulch give-away sites from the current threeto a total of seven.Issued: June 2006 - 101 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSolid Resources South Collection DivisionVISION: Provide a highly professional service with the ultimate goal of improving the qualityof life for the residents of the City of Los Angeles through the use of state of the arttechnology, continuing development of collection technique and education of the public to theprograms and services we provide.MISSION: The efficient collection, recycling and disposal of solid resource materials, to beprovided through the adoption of cutting edge technology and efficient execution guided by aphilosophy of expected excellence in performance. By so doing, we will provide a high levelof service to all residents while meeting or exceeding mandated requirements for diversion ofrecyclable materials from the refuse stream.OVERVIEW: The Solid Resources Collection Division consists of the Valley CollectionDivision (SRVCD) and the South Collection Division (SRSCD). It is the agency charged withthe responsibility of one for the most critical operations faced by every municipality: thecollection and disposal of solid waste. The South Collection Division serves the Los Angelesincorporated areas south of Mulholland Drive. Because of the increasing complexities ofurban life, the function of solid waste collection has expanded to include recycling of refuse,ever more efficient methods of collection, and reduction of air, ground and groundwaterpollution due to our operations. We provide collection of household refuse, yard trimmings,recyclables, dead animals and bulky items. We have begun to phase out our diesel poweredcollection vehicles and replace them with low polluting Liquid Natural Gas (LNG) rolling stock.We are part of one of the largest municipal solid resource collectors and recyclers in theUnited States, currently employing 418 personnel, of whom 356 are truck operators assignedto our primary mission of collection. With this complement of personnel more than 1,023,153tons were collected in calendar year 2004. Of that total, 400,011 tons were recycled, yieldinga diversion rate of over 39%.Besides the normal complement of solid waste collectors, truck operators, maintenancelaborers and their supervisory staff, we employ an extensive variety of skills and professions.Personnel with bookkeeping, accounting and economics backgrounds, management analysts,senior management personnel plus skilled clerical and secretarial support all combine topresent a highly sophisticated organization. In addition, all operations are supported by themost up to date computer technology.The SRSCD serves a population of approximately 444,456 residences in an area of 207.3square miles which is divided into two districts (waste sheds).SRSCD’S 05/06 ACHIEVEMENTS1. Develop and implement a Bureau-wide program that will reduce the frequency ofaccidents involving City of Los Angeles refuse collection truck operators engaged in thecollection and disposal of residential solid waste.The SRSCD established an Ad-Hoc committee, completed a joint study regardingfrequency, causes, and circumstances of accidents, and forwarded the information toHRDD.Issued: June 2006 - 102 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan2. Expand the services provided by SRSCD to residential and to other City departments.SRSCD completed the Multi-family Bulky Item Study Program for residential complexesand established the following service contracts: Harbor Recycling & Refuse collection atthe Port of Los Angeles, El Pueblo, Convention Center, PWB, and LAX.SRSCD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIP1. Service Efficiency ImprovementIdentify areas of increasing responsibility such as community clean up campaigns, bulky itemcollection and illegal dumping. Identify methods, procedures and equipment for more efficientand effective response to these areas.Key Result Area 2 – LEGAL & REGULATORY MANDATESDivisional goal under this KRA is included within the Bureau goals.Key Result Area 3 – DEVELOPING PEOPLEDivisional goal under this KRA is included within the Bureau goals.Key Result Area 4 – SECURITY AND SAFETYDivisional goal under this KRA is included within the Bureau goals.Key Result Area 5 – FINANCIAL MANAGEMENTDivisional goal under this KRA is included within the Bureau goals.Key Result Area 6 – ORGANIZATIONAL LEADERSHIP2. Knowledge Base RetentionDevelop a detailed manual for division wide use, which clearly defines and describes thecritical path of divisional projects and programs. This would include, but not be limited to:a. Christmas Tree Programb. Hiring Processc. Career Development Programd. Open House Programe. Tracking of Disciplinary Cases and Grievancesf. Injury and Light Duty Tracking.Issued: June 2006 - 103 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSolid Resources Support Services DivisionVISION: To achieve and maintain a standard of excellence in technical support and planningthat will enable the Bureau of Sanitation Solid Resources collection operations to providetimely, efficient, and cost-effective collection, recycling and disposal services to the residentsof the City of Los Angeles.MISSION: It is the stated mission of the Support Services Division to provide professional,dynamic, reliable, and creative support to the Bureau of Sanitation collection operationsthrough the continued evaluation and application of advanced technologies, bestmanagement practices, alternative methods for the collection, recycling and disposal of solidwaste, customer outreach and education, and sound environmental practice and policy.OVERVIEW: The Solid Resources Support Services Division (SRSSD) comprisesapproximately 224 technical, professional, and operations staff. SRSSD provides critical andon-going technical, planning and supportive operations to the Bureau of Sanitation refuse,recyclable materials, and yard trimmings collection and disposal services. In addition, theSRSSD provides a wide range of information regarding collection and disposal policies andpractices to residents and continually promotes efforts to improve customer relations and thelevel of service provided on a day-to day basis. In order to accomplish this function, theSRSSD studies and evaluates numerous advanced technologies, evaluates alternativedisposal methods for solid waste, improves data management, develops and implementscustomer relation programs, operates a customer service call center, develops andimplements a variety of safety and training programs for solid collection truck operators andother employees, manages the systematic collection container distribution and containerreplacement programs, directs the evaluation and implementation of the alternative fuelprogram for the Bureau of Sanitation 700 vehicle collection fleet and initiates improvementsto and replacement of existing collection yards.SRSSD’S 05/06 ACHIEVEMENTS1. Develop and implement a Solid Waste Integrated Resources Plan (SWIRP).The Solid Resources Planning Background Report was completed at the end of January2006. A Sanitary Engineer was hired in November 2005 and began work on the SolidWaste Integrated Resources Plan. The scope of work has been identified, completed bythe Sanitary Engineer, and is under review by division management. A project schedulehas been drafted and specifies Phases I-V of the Solid Waste Integrated Resource Plan.A Request for Proposals for the SWIRP was developed and distributed. Three proposalswere received and are being evaluated prior to final selection and execution of a contractwith the highest rated consultant.2. Complete the planning, development, and implementation of the Alternative Fuel Programat all Solid Resource facilities as mandated by AQMD.A contract has been awarded and construction has begun on the South Los AngelesLNG/CNG refueling facility. A consultant has begun work on the master plan for LNG/CNGrefueling for the North Central facility. The installation of a 6,000 gallon LNG storage tankat the Harbor yard has been completed with the Harbor fueling station becoming fullyIssued: June 2006 - 104 -

2006/07-2010/11 Bureau of Sanitation Strategic Planoperational in December 2005. Training of staff has been completed. The acquisition of80 alternative fuel vehicles is underway; the purchase orders are being finalized, and it isanticipated that the delivery of the alternative fuel vehicles will be underway within threemonths. Additional safety and operational training will commence in June 2006 andemissions testing designed to measure the emissions benefits of the alternative fuelvehicles will also commence in June 2006.SRSSD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIP1. Complete the development of the first phase of the Solid Waste Integrated ResourcesPlan (SWIRP) by identification of the stakeholders and the development of the guidingprinciples. (Bureau of Sanitation goal)2. Continue the Implementation of the Recycle for Dollars Pilot Program (R4D) for 2006.Evaluate the R4D program and report to the Board of Public Works on program resultsand recommendations regarding the continuation of the program.3. Conduct pilot testing of residential food waste collection.4. Evaluate and develop recommendations addressing proposed alternative methods for thedisposal of residential solid waste.5. Provide every household in the City of Los Angeles with state-of-the art refuse, recyclablematerials, and yard trimming collection containers to enable the efficient and timelycollection of residential solid waste. Improve the accuracy and timeliness of datareporting and establish standards to maintain the integrity of data collected so that theoverall level of service provided to the residents of the City of Los Angeles by the Bureauof Sanitation will be improved.6. Continually analyze and improve the operations of the Customer Service Call Center toprovide timely and dependable service to the residents of the City of Los Angeles.Key Result Area 2 – LEGAL & REGULATORY MANDATES7. Continue the planning, development, and implementation of the Alternative Fuel Programat all Solid Resources facilities as mandated by AQMD. (Bureau of Sanitation goal)Key Result Area 3 – DEVELOPING PEOPLEDivisional goal under this KRA is included within the Bureau goals.Key Result Area 4 – SECURITY AND SAFETYDivisional goal under this KRA is included within the Bureau goals.Issued: June 2006 - 105 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanKey Result Area 5 – FINANCIAL MANAGEMENTDivisional goal under this KRA is included within the Bureau goals.Key Result Area 6 – ORGANIZATIONAL LEADERSHIPDivisional goal under this KRA is included within the Bureau goals.Issued: June 2006 - 106 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSolid Resources Valley Collection DivisionVISION: Provide a highly professional service with the ultimate goal of improving the qualityof life for the residents of the City of Los Angeles through the use of state of the arttechnology, continuing development of collection technique and education of the public to theprograms and services we provide.MISSION: The efficient collection, recycling and disposal of solid resource materials, to beprovided through the adoption of cutting edge technology and efficient execution guided by aphilosophy of expected excellence in performance. By so doing, we will provide a high levelof service to all residents while meeting or exceeding mandated requirements for diversion ofrecyclable materials from the refuse stream.OVERVIEW: The Solid Resources Valley Collection Division (SRVCD) is the agencycharged with the responsibility of one of the most critical operations faced by everymunicipality: the collection and disposal of solid waste. The Valley Collection Division servesthe Los Angeles incorporated areas of the San Fernando Valley north of Mulholland Drive.Because of the increasing complexities of urban life, the function of solid waste collection hasexpanded to include recycling of refuse, ever more efficient methods of collection, andreduction of air, ground and groundwater pollution due to our operations. We providecollection of household refuse, yard trimmings, recyclables, dead animals and bulky items.The Valley Division is the first to have completed the process of phasing out our dieselpowered collection vehicles and replacing them with low polluting Liquid Natural Gas (LNG)rolling stock.We are part of one of the largest municipal solid resource collectors and recyclers in theUnited States currently employing 287 personnel, of whom 251 are truck operators assignedto our primary mission of collection. With this complement of personnel more than 812,239tons were collected in calendar year 2005. Of that total, 440,454 tons were recycled, yielding adiversion rate of just over 54%.Besides the normal complement of solid waste collectors, truck operators, maintenancelaborers and their supervisory staff, we employ an extensive variety of skills and professions.Personnel with bookkeeping, accounting and economics backgrounds, management analysts,senior management personnel plus skilled clerical and secretarial support all combine topresent a highly sophisticated organization. In addition, all operations are supported by themost up to date computer technology.The SRVCD serves a population of 243,645 residences in an area of 228 square miles whichis divided into two districts (waste sheds).SRVCD’S 05/06 ACHIEVEMENTS1. Develop and implement a Bureau-wide program that will reduce the occurrence ofoverloads laced in the Bureau of Sanitation refuse collection vehicles during routinecollection and disposal of residential solid waste.Issued: June 2006 - 107 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanThe SRVCD completed a Bureau-wide Pilot Program; secured participation of fourvendors: Vulcan, SI Technologies, Cleral, and Trans-Data; and is collecting and compilingempirical data.2. Develop and implement an in-depth training program designed primarily to enhance theability of SRVCD staff to promote through the ranks while enhancing the ability of SRVCDstaff to provide exemplary service to our customers.The SRVCD established a Career Development Program for Drivers, MaintenanceLaborers, and Clerical personnel; developed a pool of qualified candidates; increased itsstaff educational level by providing in-house classes, encouraged staff to enroll in classesat local universities and community colleges, and improve better customer service to all ofour stakeholders.SRVCD’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIP1. Implement a Universal Citywide Bulky Item Collection System by determining economicfeasibility and establishing a Residential Billing System.Key Result Area 2 – LEGAL & REGULATORY MANDATESDivisional goal under this KRA is included within the Bureau goals.Key Result Area 3 – DEVELOPING PEOPLE2. Implement a Solid Resources Valley Collection Division training program for SolidResources Truck Operators. This includes:a. Defensive Drivingb. Safe Drivingc. Accident Preventiond. Public EducationKey Result Area 4 – SECURITY AND SAFETYDivisional goal under this KRA is included within the Bureau goals.Key Result Area 5 – FINANCIAL MANAGEMENTDivisional goal under this KRA is included within the Bureau goals.Key Result Area 6 – ORGANIZATIONAL LEADERSHIPDivisional goal under this KRA is included within the Bureau goals.Issued: June 2006 - 108 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanTerminal Island Treatment PlantVISION: To continue to set the standard for excellence in wastewater programs with totalcommitment to continuous improvement through labor and management cooperation.MISSION: To maintain an effective working relationship between labor and management, toimprove morale, and to ensure ongoing communication, continuous process improvementand cost competitiveness at Terminal Island Treatment Plant (TITP).OVERVIEW: TTITP services the San Pedro and Port of Los Angeles areas, has a designcapacity of 30 million gallons per day (mgd) and treats municipal and industrial inflows. TITPhas an assigned staff of 64 individuals and support staff from Administration, EnvironmentalMonitoring Divisions and General Services.TITP provides full secondary and tertiary treatment to the entire inflow averaging 17.5 mgdand has the ability to deliver up to 5 mgd for beneficial reuse from its Advanced WastewaterTreatment Filter Facility (a joint venture project with the Department of Water and Power.)TITP continually produces “world class effluent” to protect public health and the environment.TITP continues to meet the high standards of Wastewater Treatment Compliance of heavyindustrial inflow by working closely with the Industrial Waste Management and EnvironmentalMonitoring Divisions to allow the correct treatment to ensure that TITP continues to meet andsurpass the permit requirements.TITP continues to develop ways to produce reusable water and biosolids to eliminatedischarge into the Los Angeles/Long Beach Harbors. This effort is in no small part related tothe cooperative team environment and dedicated staff from all disciplines at TITP.TITP works with other agencies such as the Department of Water and Power in fuel celldevelopment and utilizes the strategic planning team concept to improve trust,communication, identify problem areas, and cost saving possibilities.TITP, along with other divisions and departments, is studying the possible deep Earthinjection of biosolids (TIRE Project) and future utilization and cost reduction strategies forTITP.TITP’S 05/06 ACHIEVEMENTS1. Develop, prioritize, and implement a plan to identify realistic plant and process needs toensure our ability to safely meet our mandated limits in a cost effective manner.A joint EED and TITP team was formed, a prioritized needs list was developed, andproject initiation requests have been submitted.2. Solve the remaining operational issues regarding the Advanced Water Treatment Facilityto maximize the delivery of usable water to customers.The AWTF Plant is operational and delivering water to the Dominguez Gap.Issued: June 2006 - 109 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan3. Finalize, understand, and meet the NPDES Permit requirements to protect public healthand the environment.With the help of EMD, RAD, EED, and TITP staff, the NPDES Permit was finalized andimplemented. Studies will be developed to work on future needs.4. Work with the City of Los Angeles DWP to ensure dependable and reliable power supplyto the plant to reduce the possibility of violations to our permit.Internal changes at DWP switching have minimized power interruptions and our inabilityto secure test equipment has delayed the needed analysis of the power dips. This goalwill be carried forward to 06/07.TITP’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIP1. TITP will select an administrator of the NPDES Permit to enter the permit and calendar ofevents of the “T” drive, check incoming correspondence against the calendar, update thecalendar as needed, and remind the responsible parties of impending assignments.Key Result Area 2 – LEGAL & REGULATORY MANDATES2. TITP will investigate all plant operations and contributing factors to eliminate ToxicityAccedence’s from plant related causes.3. TITP will work with the Department of Water and Power and EED to reduce theincidences of plant electrical equipment tripping off line, due to dips in the power supply.Key Result Area 3 – DEVELOPING PEOPLE4. TITP will develop and implement Wastewater Treatment Operator and Advanced WaterTreatment training program.Key Result Area 4 – SECURITY AND SAFETYDivisional goal under this KRA is included within the Bureau goals.Key Result Area 5 – FINANCIAL MANAGEMENTDivisional goal under this KRA is included within the Bureau goals.Key Result Area 6 – ORGANIZATIONAL LEADERSHIPDivisional goal under this KRA is included within the Bureau goals.Issued: June 2006 - 110 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanAutomation ProgramVISION: We will set the standard for automation and technology with a focus on benefits andcost reduction.MISSION: Our mission is to provide the most effective means and methods of applyingautomation and related technology.STEERING COMMITTEE OVERVIEW: The Automation Executive Steering Committee isresponsible for development of the Bureau of Sanitation’s Automation Strategic Plan. ThisPlan will identify the policies and goals for the application of automation and computertechnology in the Bureau. The committee represents all divisions of the Bureau: WastewaterCollections, the Wastewater Treatment Facilities, Solid Resources and Essential Services.The committee was established in July 2004. Members meet regularly to discuss issuesregarding the application of computers and technology to Bureau activities. Members bringsuggestions relevant to their respective division and work with other committee members toidentify themes and goals to achieve optimal benefit to the Bureau.In 2006/2007 the automation goals are a combination of individual division goals and actionsrequired to support the Director’s Goals. The Executive Committee will continue to providegovernance to oversee implementation of these strategic goals.AEC’S 05/06 ACHIEVEMENTS1. Capture, maintain and increase institutional knowledge through automation technologyUsing a variety of methods including focus groups, interviews with key staff andmanagement, critical knowledge at risk of being lost by the Bureau was identified andcatalogued. Then a knowledge retention framework based on the following four pointswas developed:• Human resource policies and procedures• Knowledge transfer practices• Information technology applications to capture, store, and share knowledge• Knowledge recovery initiatives2. Provide secure and safe automation systemsSecurity recommendations, requirements, and policies from national standardsorganizations, Department of Homeland Security and peer organizations were comparedto the Bureau’s cyber security program in place. From this a gap analysis was developedthat will be used to develop a road map for improving the cyber security in place in theBureau.3. Set up management system for all automation projects using UPRSAll Bureau projects over $25,000 were set up and are being maintained in UPRS. Thisprovides a single common system to help manage the budget, schedule, and track projectexpenditures on the portfolio of automation/IT projects managed in the Bureau.Issued: June 2006 - 111 -

2006/07-2010/11 Bureau of Sanitation Strategic Plan4. Complete Automation Strategic PlanAn Automation Strategic Plan was developed for the 06-07 fiscal year. It will set thecourse for Bureau-wide automation plans and thereby introduce greater efficiency indecision-making.5. Prepare Automation Executive Steering Committee Management Model White PaperA white paper was developed that describes the governance structure and the roles andresponsibilities of the Automation Steering Committee. It will be used to help the Bureauin future decisions regarding Bureau-wide automation and related information technologyand will afford the Bureau a greater degree of standardization of technology in the future.AEC’S 06/07 STRATEGIC PLAN GOALSKey Result Area 1 – ENVIRONMENTAL LEADERSHIPNoneKey Result Area 2 – LEGAL & REGULATORY MANDATESNoneKey Result Area 3 – DEVELOPING PEOPLE1. Conduct a training needs assessment and delivery plan for computer software andautomation systems. Include recommended delivery methods with a focus on web-basedand off-the-shelf packages.Lead: ICSDPartners: HRDD, all other DivisionsKey Result Area 4 – SECURITY AND SAFETY2. Evaluate and implement recommendations from the Cyber Security Plan developed in2005/2006.Lead: ICSDPartners: ITAKey Result Area 5 – FINANCIAL MANAGEMENTNoneKey Result Area 6 – ORGANIZATIONAL LEADERSHIP3. Conduct a needs assessment and prioritization of real time data needs across allDivisions of the Bureau (GIS, Financial, Process, UPRS, etc.)Issued: June 2006 - 112 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanLead:Partners:ICSDAll other Divisions4. Plan the holistic delivery model for procurement and implementation of control systemtechnologies developed in 2005/2006.Lead: ICSD5. Plan and begin implementation of the integration framework plan developed in 2005/2006.Lead: ICSDIssued: June 2006 - 113 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanXVI. Organization Charts by Division / ProgramExecutive ManagementRita L. RobinsonDirector(213) 473-7999RRobinson@san.lacity.orgCorina ReynaExecutive Secretary III(213) 485-2210corina.reyna@lacity.orgAdministration DivisionMichele McManusChief Management Analyst(213) 485-2974michele.mcmanus@lacity.orgFinancial Management DivisionRobert TanowitzChief Management Analyst(213) 485-2374robert.tanowitz@lacity.orgExecutive OfficerVacantAssistant DirectorTechnical ServicesVarouj AbkianAssistant Director(213) 485-2210varouj.abkian@lacity.orgWastewater OperationsTraci MinamideAssistant Director(213) 485-2210traci.minamide@lacity.orgSolid ResourcesEnrique C. ZaldivarAssistant Director(213) 485-2210enrique.zadivar@lacity.orgLin ThierryExecutive Admin. Asst. II(213) 485-2210lin.thierry@lacity.orgHolly LawsonExecutive Admin. Asst. II(213) 485-2210holly.lawson@lacity.orgChristina GomezExecutive Admin. Asst. II(213) 485-2210christina.gomez@lacity.orgCynthia PerezExecutive Admin. Asst. II(213) 485-2210cynthia.perez@lacity.orgWASTEWATER COLLECTION SYSTEMWATERSHED PROTECTIONENVIRONMENTAL MONITORINGHUMAN RESOURCE DEVELOPMENTINDUSTRIAL WASTE MANAGEMENTWASTEWATER ENGINEERING SERVICESREGULATORY AFFAIRSINFORMATION CONTROL SYSTEMSIssued: June 2006 - 114 -WATER RECLAMATIONHYPERION TREATMENT PLANTTERMINAL ISLAND TREATMENT PLANTSOLID RESOURCES CITYWIDE RECYCLINGSOLID RESOURCES PROCESSING & CONST.SOLID RESOURCES SOUTH COLLECTIONSOLID RESOURCES SUPPORT SERVICESSOLID RESOURCES VALLEY COLLECTION

2006/07-2010/11 Bureau of Sanitation Strategic PlanAdministration DivisionMichele McManusDivision Manager(213) 485-2974michele.mcmanus@lacity.orgAnnie KwakSecretary(213) 485-2845annie.kwak@lacity.orgService Area INoel D. WilliamsSr. Management Analyst II(310) 648-5230noel.williams@lacity.orgService Area IIPaul B. DrakeSr. Management Analyst II(213) 485-2847paul.drake@lacity.orgCentral ServicesMark A. CrisanSr. Personnel Analyst II(213) 485-2668mark.crisan@lacity.orgHyperion Treatment PlantVeretta J. EverheartSr. Management Analyst I(310) 648-5355veretta.everheart@lacity.orgEnvironmental MonitoringVacantSr. Management Analyst IService Area I - DisciplineDirk BevingSr. Management Analyst I(310) 648-5245dirk.beving@lacity.orgPurchasingRobert N. MoralesSr. Management Analyst I(310) 648-5370robert.morales@lacity.orgWater Relcamation DivisionTerminal Island Treatment PlantHuman Resources DivisionICSD Purchasing UnitPWB SupportSolid Resources Support Svs.Linda De Castro SantosSr. Management Analyst I(213) 473-7862rosalinda.santos@lacity.orgPWB SupportArmando BolivarSr. Management Analyst I(213) 485-2842armando.bolivar@lacity.orgSolid Resources P&CTodd BoueySr. Management Analyst I(213) 485-3014todd.bouey@lacity.orgInformation & Control SystemsCitywide RecyclingWatershed Protection/EngineeringMedia Center SupportWW Collection SystemsLaurel BroylesSr. Management Analyst I(323) 342-6020laurel.broyles@lacity.orgMedia Center SupportKate Reyes-MooreSr. Management Analyst I(323) 342-6049kate.reyes-moore@lacity.orgIndustrial WasteWatershed Protection/InvestigationWastewater Engineering ServicesBureau-Wide Personnel Svs.Rafael V. PorterSr. Personnel Analyst I(213) 473-7983RPorter@san.lacity.orgDisciplinary/Employee Rel.Susan S. PetersSr. Personnel Analyst I(310) 648-5223susan.peters@lacity.orgDisciplinary/Employee Rel.Francois GardereSr. Personnel Analyst I(323) 342-6003francois.gardere@lacity.orgPayrollSteve A. KlitzkySr. Management Analyst I(213) 485-2495steve.klitzky@lacity.orgReturn to Work ProgramOliver D. QuiranteSr. Personnel Analyst I(213) 485-2656oliver.quirante@lacity.orgSpecialProjectsLynette HowlettSr. Management Analyst I(213) 485-4047lynette.howlett@lacity.orgCentral Clerical ServicesIssued: June 2006 - 115 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanFinancial Management DivisionRobert TanowitzDivision Manager(213) 485-2374robert.tanowitz@lacity.orgMichelle GarciaSecretary(213) 485-2368michelle.garcia@lacity.orgSolids CIPDale BurgoyneFinance Specialist IV(213) 485-2302dale.burgoyne@lacity.orgStormwater CIPDavid CheungSenior Sanitary Engineer(213) 485-2423david.cheung@lacity.orgWastewater CIPLisa MowerySenior Civil Engineer(213) 485-2379lisa.mowery@lacity.orgFinancial ServicesBill RaggioSr. Management Analyst II(213) 485-2336william.raggio@lacity.orgContract AgenciesSusan RochaSanitary Engineer(213) 485-2328susan.rocha@lacity.orgResidential SSCAlex VazquezCivil Engineer(213) 485-2422alexander.vazquez@lacity.orgWCIP/PRC/CSSCAugustine NnuroSanitary Engineer(213) 485-2384agustine.nnuro@lacity.orgBureau BudgetMyo ThedarSr. Management Analyst I(213) 485-2371myo.thedar@lacity.orgSolids/Disaster GrantsDenise PlatoSr. Management Analyst II(213) 485-3058denise.plato@lacity.orgFinancial AnalysisJeff ShirleySr. Management Analyst I(213) 485-2358jeff.shirley@lacity.orgSolids Fiscal MonitoringEva SungSr. Management Analyst I(213) 485-3227eva.sung@lacity.orgCost RecoveryArnel AguilarSr. Management Analyst I(213) 485-2365arnel.aguilar@lacity.orgIssued: June 2006 - 116 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanWastewater Collections Services DivisionBarry BerggrenDivision Manager(323) 342-6002barry.berggren@lacity.orgAdministrationLaurel BroylesSr. Management Analyst I(323) 342-6020laurel.broyles@lacity.orgCristine VilloranteSecretary(323) 342-6007cris.villorante@lacity.orgVacantSanitation WW Mgr. IIRoshanak AflakiSanitation WW Mgr. II(213) 485-5893roshanank.aflaki@lacity.orgCarmelo MartinezSenior Civil Engineer(323) 342-6040carmelo.martinez@lacity.orgVacantSanitation WW Mgr. IVacantSanitation WW Mgr. IBernard RogersSanitation WW Mgr. I(323) 342-6004BXRogers@san.lacity.orgKaren IngallaSanitation WW Mgr. I(213) 485-5892karen.ingalla@lacity.orgPaul BlasmanSanitation WW Mgr. I(213) 485-5891paul.blasman@lacity.orgTi Mai WangSanitary Engineer(323) 342-6039ti-mai.wang@lacity.orgVlad LorenzoSan. Engr. Assoc. IV(323) 342-6038vlad.lorenzo@lacity.orgBa T. VuCivil Engr. Assoc. IV(323) 342-6037ba.vu@lacity.orgIssued: June 2006 - 117 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanWatershed Protection DivisionShahram KharaghaniDivision Manager(213) 485-0587shahram.kharaghani@lacity.orgElizabeth GutierrezManagement Analyst II(213) 485-3993elizabeth.gutierrez@lacity.orgLisa LaFranceExecutive Admin. Asst. II(213) 482-6709lisa.lafrance@lacity.orgMorad SedrakSenior Civil Engineer(213) 485-3951morad.sedrak@lacity.orgRobert VegaSenior Sanitary Engineer(213) 485-3991robert.vega@lacity.orgDonna Toy ChenEnvironmental Affairs Officer(213) 485-3928donna.toy.chen@lacity.orgTMDL ImplementationWing TamCivil Engineer(213) 485-3985wing.tam@lacity.orgProgram ComplianceSteve NikaidoCivil Engineer(213) 485-0578steven.nikaido@lacity.orgTMDL DevelopmentSheila BriceSanitary Engineering Associate IV(213) 485-3923sheila.brice@lacity.orgProgram SupportJoyce Neal AmaroSenior Management Analyst I(323) 342-1570JNeal@san.lacity.orgTMDL ImplementationAlfredo MagallanesSanitary Engineer(213) 485-3958alfredo.magallanes@lacity.orgPlanning & EngineeringKosta KaporisSanitary Engineer(213) 485-0586kosta.kaporis@lacity.orgPollution AssessmentVivian MarquezEnvironmental Supervisor I(323) 342-1556vivian.marquez@lacity.orgGraphics SupportOscar AmaroGraphics Designer III(323) 342-1504oscar.amaro@lacity.orgTMDL ImplementationPenny WeiandSanitary Engineering Associate IV(213) 485-3954penny.weiand@lacity.orgStd. Urban Stormwater MitigationAmmar EltawilCivil Engineering Associate IV(213) 485-0576ammar.eltawil@lacity.orgTMDL DevelopmentCharlie YuSenior Chemist(213) 485-3929charlie.yu@lacity.orgGreen SolutionsVacantLandscape Architect IEnforcementSteve PedersenChief Industrial Waste Inspector I(323) 342-1571steven.pedersen@lacity.orgPropsition ODoug WaltersSanitary Engineer(213) 485-0577doug.walters@lacity.orgChing PengSr. Industrial Waste Inspector(323) 342-1523ching.peng@lacity.orgTri TranSr. Industrial Waste Inspector(323) 342-1524tri.tran@lacity.orgJoseph FortalezaSr. Industrial Waste Inspector(323) 342-1526joseph.fortaleza@lacity.orgIssued: June 2006 - 118 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanWastewater Reclamation DivisionHiddo D. NettoDivision ManagerDCT: (818) 778-4120LAG: (213) 972-1321hiddo.netto@lacity.orgAdministration, LAGDawn JimenezManagement Analyst II(818) 778-4245dawn.jimenez@lacity.orgWRD MaintenanceEdward C. LozonSanitation WW Mgr. II(818) 778-4151edward.lozon@lacity.orgWRD OperationsMichael M. BellShift Supt. WWT II(818) 778-4108michael.bell@lacity.orgHuman ResourcesRoger RamsaySafety Engineer(818) 778-4228roger.ramsay@lacity.orgWRD MaintenanceVacantSanitation WW Mgr. IMechanic ShopPritpal JhajWWT Mech. Supv.(818) 778-4156pritpal.jhaj@lacity.orgElectric ShopWayne GaudetWWT Elec. Supv.(818) 778-4148wayne.gaudet@lacity.orgInstrument ShopTerry SchwarzInst. Mech. Supv. II(818) 778-4149terry.schwarz@lacity.orgDCT OperationsJames FeelySr. WWTO(818) 778-4165james.feely@lacity.orgDCT OperationsJoseph CervantesSr. WWTO(818) 778-4127joseph.cervantes@lacity.orgLAG OperationsDavid BianchiSr. WWTO(213) 972-1324david.bianchi@lacity.orgConstruction ProjectsJohn MaysSan. Engr. Assoc. III(818) 778-4138john.mays@lacity.orgLandscape ServicesGene GreeneLndscpe. Arch. Assoc. III(818) 778-4134gene.greene@lacity.orgEMD, Process LaboratoryMei YuSenior Chemist(818) 778-4210mei.yu@lacity.orgICSD, WRDDon PhuContrl. Sys. Engr. Assoc. III(213) 972-1323don.phu@lacity.orgICSD, DCTVincent KwokContrl. Sys. Engr. Assoc. II(818) 778-4162vincent.kwok@lacity.orgGeneral Services Dept.Alvin GoyaStorekeeper II(310) 732-4743alvin.goya@lacity.orgFacility ServicesSteve LacinaBuild. Repair Supv.(818) 778-4155steve.lacina@lacity.orgIssued: June 2006 - 119 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanHyperion Treatment DivisionSteve FanPlant Manager(310) 648-5168steve.fan@lacity.orgAdministration DivisionNoel WilliamsSr. Management Analyst II(310) 648-5230noel.williams@lacity.orgLaSonia SmithSr. Clerk Typist(310) 648-5515lasonia.smith@lacity.orgProcess Engineering SectionMark StarrSr. Sanitary Engineer(310) 648-5801mark.starr@lacity.orgMaintenance SectionMihran SarkisianSanitation Wastewater Manager III(310) 648-5433mihran.sarkisian@lacity.orgOperations SectionDouglas BohlmannShift Super. W/W Treatment II(310) 648-5380doug.bohlmann@lacity.orgLiquid ProcessHi Sang KimSanitary Engineer(310) 648-5507hi-sang.kim@lacity.orgProcess & Facility MaintenanceAmeer FaquirSanitation Wastewater Mgr. II(310) 648-5442ameer.faquir@lacity.orgMaintenance ManagementAntonio PulidoSanitation W/W Mgr. II (acting)(310) 648-5183antonio.pulido@lacity.orgDay OperationsJoaquin ChamberlainShift Super. W/W Treatment I(310) 648-5579joaquin.chamberlain@lacity.orgBiosolidsEmmanuel AllohSanitary Engineer(310) 648-5emmanuel.alloh@lacity.orgSolid ProcessHansong LeeSanitary Engineer(310) 648-5327hansong.lee@lacity.orgAPC / AutomationVacantSanitaryEngineerProcess AEfrain GonzalezSanitation Wastewater Mgr. I(310) 648-5912efrain.gonzalez@lacity.orgProcess BBahram RoshanianSanitation Wastewater Mgr. I(310) 648-5178bahram.roshanian@lacity.orgFacilitiesMichael ElderConstruction & Maint. Mgr. I(310) 648-5008michael.elder@lacity.orgEMPACReza IranpourSanitation Wastewater Mgr. I(310) 648-5280reza.iranpour@lacity.orgMaintenance EngineersVacantBuilding Electrical Engineer IDay OperationsKerry ChildersShift Super. W/W Treatment I(310) 648-5338kerry.childers@lacity.orgDay OperationsJordan SiplonShift Super. W/W Treatment I(310) 648-5446jordan.siplon@lacity.orgNight OperationsVacantShift Super. W/W Treatment INight OperationsLaMond MansellShift Super. W/W Treatment I(310) 648-5347lamond.mansell@lacity.orgNight OperationsLionel CainesShift Super. W/W Treatment I(310) 648-5560lionel.caines@lacity.orgProcess ControlMichael RuizShift Super. W/W Treatment I(310) 648-5328michael.ruiz@lacity.orgIssued: June 2006 - 120 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanEnvironmental Monitoring DivisionMasahiro DojiriDivision Manager(310) 648- 5610mas.dojiri@lacity.orgIrene IzumidaSecretary(310) 648-5716irene.izumida@lacity.orgAdministrative Services Area ILinda JeterManagement Analyst II(310) 648-5717linda.jeter@lacity.orgJeffrey BellerAssistant Division Manager(310) 648-5262jeffrey.beller@san.lacity.ogLAG/DCTMei YuSr. Chemist(818) 778-4217mei.yu@lacity.orgTITPAden LeonardSr. Chemist(310) 732-4713aden.leonard@lacity.orgData Sample ManagementSumitra Roy-BurmanLaboratory Manager I(310) 648-5293sumitra.roy-burman@lacity.orgInstrumental ChemistryLee HuangLaboratory Manager I(310) 648-5830lee.huang@lacity.orgConventional ChemistryFarhana MohamedLaboratory Manager I(310) 648-5923farhana.mohamed@lacity.orgBiologyGerald McGowenLaboratory Manager I(310) 648-5611gerald.mcgowen@lacity.orgData Sample ManagementSusan ChangSr. Chemist(310) 648-5607susan.chang@lacity.orgVolatile OrganicRuey HuangSr. Chemist(310) 648-5247ruey.huang@lacity.orgWet ChemistryJames KimSr. Chemist(310) 648-5846james.kim@lacity.orgOcean AssessmentAnn DalkeyWater Biologist III(310) 648-5544ann.dalkey@lacity.orgLegal ReportingKay YamamotoWater Biologist III(310) 648-5727kay.yamamoto@lacity.orgSemi Volatile OrganicHelen LawSr. Chemist(310) 648-5835helen.law@lacity.orgProcess ControlParvaneh ShojaSr. Chemist(310) 648-5316pari.shoja-chaghe@lacity.orgToxicity/MicrobiologyStanford AsatoWater Biologist III(310) 648-5194stan.asato@lacity.orgQA/QCMahesh PujariSr. Chemist(310) 648-5836mahesh.pujari@lacity.orgMetalsSoun ChanjamsriSr. Chemist(310) 648-5838soun.chanjamsri@lacity.orgLaboratoryLaboratoryLaboratoryLaboratoryIssued: June 2006 - 121 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanHuman Resources Development DivisionCharles TurhollowDivision Manager(310) 648-5928charles.turhollow@lacity.orgAdministrationConnie SanchezManagement Analyst II(310) 648-5074connie.sanchez@lacity.orgRegina JohnsonSr. Clerk Typist(310) 648-5100regina.johnson@lacity.orgSolid Resources SafetyRobert SawyerSafety Engineer(310) 648-5402robert.sawyer@lacity.orgTraining ManagerVacantSanitary EngineerOperations Field TrainingJoe PascuShift Superintendent I(310) 648-5046joe.pascu@lacity.orgWCSD TrainingRandy RileySaintation Wastewater Mgr. I(310) 648-5337randy.riley@lacity.orgSolids Resource TrainingRick VeigaSR Superintendent(818) 752-5720rick.veiga@lacity.orgWastewater SafetyCase SpencerSanitary Engineer(310) 648-5103case.spencer@lacity.orgEmergency PreparednessMohsen MoayediEmerg. Prep. Coord. II(310) 684-5942mohsen.moayedi@lacity.orgEmergency PreparednessCindy KovacsSanitary Engineer(310)648-5400cindy.kovacs@lacity.orgHazardous WasteBruce MokSanitary Engineer(310)648-5138bruce.mok@lacity.orgIssued: June 2006 - 122 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanIndustrial Waste Management DivisionTimeyin DafetaDivision Manager(323) 342-6048timeyin.dafeta@lacity.orgKate Reyes-MooreSenior Management Analyst I(323) 342-6049kate.reyes-moore@lacity.orgLori RivadeneiraSecretary(323) 342-6054lori.rivadeneira@lacity.orgMichael SimpsonSenior Sanitary Engineer(323) 342-6047michael.simpson@lacity.orgSam AmirSenior Sanitary Engineer(323) 342-6045sam.amir@lacity.orgBellete Wolde-YohannesChief Industrial Waste Inspector II(323) 342-6046bwyohann@san.lacity.orgEngineering Group ILonnie AyersSanitary Engineer(323) 342-6098lonnie.ayers@lacity.orgEngineering Group 2Loudmilla VertanessianSanitary Engineer(323) 342-6084loudmilla.vertanessian@lacity.orgProgram DevelopmentRonald MayuyuSanitary Engineering Associate IV(323) 342-6085ronald.mayuyu@lacity.orgEngineering Group 3Francisco BerberabeSanitary Engineer(323) 342-6087francisco.berberabe@lacity.orgEngineering Group 4Sherrill BondSanitary Engineer(323) 342-6102sherrill.bond@lacity.orgFOG InspectionJohnny MorrisChief Industrial Waste Insp. I(323) 342-6101johnny.morris@lacity.orgAdmin/Harbor/South DistrictsPamela La BeauChief Industrial Waste Inspector I(323) 342-6189pamela.labeau@lacity.orgDistrict Operation North AreaSunday OwairuChief Industrial Waste Inspector I(323) 342-6044sunday.owairu@lacity.orgSIU ProgramMike LeeChief Industrial Waste Inspector I(323) 342-6190mike.mik.lee@lacity.orgCitywide Septage ProgramsBhupendra PatelChief Industrial Waste Inspector I(323) 342-6172bhupendra.patel@lacity.orgIssued: June 2006 - 123 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanWastewater Engineering Services DivisionAdel HagekhalilDivision Manager(323) 342-6225adel.hagekhalil@lacity.orgAdministrationEnrico LopezManagement Analyst II(323) 342-6235enrico.lopez@lacity.orgTina NavarroSecretary(323) 342-6242tina.navarro@lacity.orgCollection Systems Planning SupportBrent LorscheiderSenior Sanitary Engineer(323) 342-6236brent.lorscheider@lacity.orgMajor Facilities & Technical SupportDebbie PhamSenior Sanitary Engineer(323) 342-6256debbie.pham@lacity.orgWater Quality & Systemwide IssuesHyginus MmejeSanitation Wastewater Manager I(323) 342-6241hyginus.mmeje@lacity.orgCollection System Secondary PlanningVacantCivil EngineerSewer Condition AssessmentAbdul DanishwarSanitary Engineer(323) 342-6220abdulsamad.danishwar@lacity.orgOffice Engineering Tech Supv.Fathima BahardeenOffice Engr. Tech. III(323) 342-6251fathima.bahardeen@lacity.orgStormwater Permit / Strategic Plan / Spec. Proj.Jawahar P. ShahSanitary Engineer(323) 342-6253jahawar.shah@lacity.orgMajor Facilities PlanningPatricia CruzSanitary Engineer(323) 342-6220patricia.cruz@lacity.orgOdor ControlScott HareSanitary Engineer(323) 342-6231share@san.lacity.orgPrimary Sewer PlanningFernando GonzalezCivil Engineer(323) 342-6267fernando.gonzalez@lacity.orgRegulatory Compliance & Tech. SupportFarsheed FarhangSanitary Engineer(323) 342-6223farsheed.farhang@lacity.orgCollection Sys. Tech & GIS SupportBetty DongGeog. Info. Sys. Supv. I(323) 342-6222betty.dong@lacity.orgIssued: June 2006 - 124 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanRegulatory Affairs DivisionH.R. (Omar) MoghaddamDivision Manager(213) 473-8541(310) 648-5423omar.moghaddam@lacity.orgGraciela LermaManagement Analyst I(310) 648-5380graciela.lerma@lacity.orgValerie NettlesSecretary(310) 648-5668valerie.nettles@lacity.orgWarren HuangSenior Sanitary Engineer(310) 648-5258warren.huang@lacity.orgGus DembegiotesSenior Sanitary Engineer(310) 648-5493gus.dembegiotes@lacity.orgAir QualityDipak PatelSanitary Engineering Associate II(310) 648-5420dxp@san.lacity.orgBiosolidsDiane Gilbert JonesSanitary Engineering Associate IV(310) 648-5248diane.gilbert@lacity.orgLegislativeAnant MokashiSanitary Engineer(310) 648-5385anant.mokashi@lacity.orgWater QualityJim MarcheseEnvironmental Supervisor II(310) 648-5421jim.marchese@lacity.orgPermittingShahrouzeh SaneieSanitary Engineer(310) 648-5239shahrouzeh.saneie@lacity.orgSpecial ProjectsProceso OrdinarioSanitary Engineer(310) 648-5495proceso.ordinario@lacity.orgIssued: June 2006 - 125 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanInformation Control Systems DivisionRobert IrvinDivision Manager(213) 485-2238robert.irvin@lacity.orgArmando BolivarSenior Management Analyst I(213) 485-2842armando.bolivar@lacity.orgBella CabulongSecretary(213) 485-2208bcabulong@san.lacity.orgWW OperationsStephen PetrichSenior Systems Analyst II(310) 648-5205stephen.petrich@lacity.orgWW ApplicationsYelena AltshulerSenior Systems Analyst II(323) 342-6281yelena.altshuler@lacity.orgSolids & GISMostafa DabzadehSenior Systems Analyst II(213) 485-2202mostafa.dabzadeh@acity.orgAdministration / Financial Svcs.Frankie WongSenior Systems Analyst II(213) 485-2239frankie.wong@lacity.orgSystems & NetworkKen KinseySystems Programmer III(310) 648-5225ken.kinsey@lacity.orgIssued: June 2006 - 126 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSolid Resources Citywide Recycling DivisionNeil GuglielmoDivision Manager(213) 485-3905neil.guglielmo@lacity.orgKim TranManagement Analyst II(213) 485-3645kim.tran@lacity.orgErika Gutierrez-AscencioSecretary(213) 485-3644erika.gutierrez@lacity.orgJorge SantiestebanSenior Sanitary Engineer(213) 485-3825jorge.santiesteban@lacity.orgThomas PuchalskiSenior Management Analyst II(213) 485-3693thomas.puchalski@lacity.orgKaren CocaEnvironmental Affairs Officer(213) 485-3698karen.coca@lacity.orgOrganics/Waste Haulers/C&DDan MeyersCivil Engineer(213) 485-3774dan.meyers@lacity.orgSpecial Materials ManagementFarouk OssmanSanitary Engineer(213) 485-3791farouk.ossman@lacity.orgFinancial & Support ServicesVacantSenior Management Analyst ICommerercial/Multi-Family Units RecyclingMike CrossleySenior Management Analyst I(213) 485-3719michael.crossley@lacity.orgAB939 Compliance/LA Regional AgencyJoe MaturinoEnvironmental Supervisor II(213) 485-3676joe.maturino@lacity.orgIssued: June 2006 - 127 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSolid Resources Processing and Construction DivisionStephen FortuneDivision Manager(213) 485-3023steve.fortune@lacity.orgAdministrationTodd BoueySenior Management Analyst I(213) 485-3014todd.bouey@lacity.orgMartha LuceroSecretary(213) 485-3016martha.lucero@lacity.orgKelly GhariosSenior Sanitary Engineer(213) 485-3002kelly.gharios@lacity.orgPaul C. BlountSolids Resource Manager I(213) 485-3025 or (818) 834-5125paul.blount@lacity.orgEngineering & MonitoringRosalio RojoSanitary Engineer(818) 834-5111rosalio.rojo@lacity.orgProject Management & Technical SupportJavier PolancoSanitary Engineer(213) 485-3062javier.polanco@lacity.orgLandfill Manager & Greenwaste ProcessingKurt ReschkeSolid Waste Disposal Superintendent II(818) 834-5128kurt.reschke@lacity.orgCentral LA Recycling & Transfer StationJim KurzSolid Waste Disposal Superintendent II(213) 763-1918jim.kurz@lacity.orgIssued: June 2006 - 128 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSolid Resources South Collection DivisionChris JohnsonDivision Manager(213) 485-3087chris.johnson@lacity.orgAdministrationLinda de Castro SantosSr. Management Analyst I(213) 485-3224rosalinda.santos@lacity.orgMarissa GonzalezClerk Typist(213) 485-3112marissa.gonzalez@lacity.orgVacantSanitation Solids Resource Mngr. I(213) 485-3087North Central SRSCDLeo MartinezSolids Resource Superintendent(323) 277-7343leo.martinez@lacity.orgSouth LA SRSCDRobert PotterSolids Resource Superintendent(818) 756-8716robert.potter@lacity.orgWest LA SRSCDLloyd GainesSolids Resources Superintendent(310) 575-8393lloyd.gaines@lacity.orgIssued: June 2006 - 129 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSolid Resources Support Services DivisionAlex E. HelouDivision Manager(213) 473-7926alex.helou@lacity.orgAdministrationLinda de Castro SantosSenior Management Analyst I(213) 473-7862rosalinda.santos@lacity.orgLaurette OwensSecretary(213) 473-7930laurette.owens@lacity.orgRichard WozniakSanitation Solids Resources Mngr. I(213) 473-7948richard.wozniak@lacity.orgCommunity Affairs LiaisonSteven BelhumeurCommunity Affairs Advocate(213) 485-3024steve.belhumeur@lacity.orgCarl HaaseSenior Sanitary Engineer(213) 473-7859carl.haase@lacity.orgCall CenterJose Pepe GarciaSolids Resource Superintendent(310) 473-2766jose.garcia@lacity.orgContainer ServicesVictor T. OroscoSolids Resource Superintendent(818) 752-5752victor.orosco@lacity.orgContainer RolloutRick SpangSolids Resource Superintendent(818) 982-0302 (xt. 123)charles.spang@lacity.orgFacilities PlanningJohn A. MooreSanitary Engineer(213) 473-7864john.moore@lacity.orgProgram DevelopmentJonathan B. ZariSanitary Engineer(213) 473-7923jonathan.zari@lacity.orgSWIRPReina P PereiraSanitary Engineer(213) 485-3296reina.pereira@lacity.orgOperations AnalysisSal AguilarSanitary Engineering Associate IV(213) 473-7924sal.aguilar@lacity.orgAdvanced TechnologyKim J. TranEnvironmental Supervisor II(213) 473-7928kim.j.tran@lacity.orgIssued: June 2006 - 130 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanSolid Resources Valley Collection DivisionRichard MylesDivision Manager(213) 485-3076richard.myles@lacity.orgAdministrationLinda de Castro SantosSr. Management Analyst I(213) 485-3224rosalinda.santos@lacity.orgMarissa GonzalezClerk Typist(213) 485-3112marissa.gonzalez@lacity.orgSalvador MirandaSanitation Solids Resource Mngr. I(818) 752-5730salvador.miranda@lacity.orgWest Valley SRVCDVacantSolids Resource SuperintendentEast Valley SRVCDJoel ZunigaSolids Resource Superintendent(818) 752-5730joel.zuniga@lacity.orgIssued: June 2006 - 131 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanTerminal Island Treatment DivisionGeorge RaymondDivision Manager(310) 732-4705george.raymond@lacity.orgAdministrationLance ThibodeauxManagement Assistant(310) 732-4701lance.thibodeaux@lacity.orgFayelease KenolySecretary(310) 732-4707fayelease.kenoly@lacity.orgOperationsDavid GumaerShift Supt WW Trmt II(310) 732-4706dave.gumaer@lacity.orgOperations SupervisionTerrence MontgomerySenior WWTO(310) 732-4708terrence.montgomery@lacity.orgOperations SupervisionMichael EldridgeSenior WWTO(310) 732-4709michael.eldridge@lacity.orgEngineering SupportHassan RadSan Engr Assoc IV(310) 732-4715hassan.rad@lacity.orgMaintenanceLance VincentSan WW Mgr I(310) 732-4746lance.vincent@lacity.orgElectric ShopRaymond RenteriaWW Trmt Elect Supv(310) 732-4740raymond.renteria@lacity.orgInstrument ShopJeffrey CampbellInstr Mech Supv(310) 732-4735jeffrey.campbell@lacity.orgMechanic ShopKarl BreitensteinWW Trmt Mech Supv(310) 732-4737karl.breitenstein@lacity.orgFacility ServicesAnthony GafareBldg Repair Supv(310) 732-4806anthony.gafare@lacity.orgHRDDVacantEMDAden LeonardChemist II(310) 732-4713aden.leonard@lacity.orgGSDAlvin GoyaStorekeeper II(310) 732-4743alvin.goya@lacity.orgIssued: June 2006 - 132 -

2006/07-2010/11 Bureau of Sanitation Strategic PlanAutomation Executive Steering CommitteeICSDBob IrvinDiv Manager(213) 485-2238robert.irvin@lacity.orEXECVarouj AbkianAssistant Director(213) 485-2210varouj.abkian@lacity.orgEXECVacantAssistantDirector/Exec OfficerFMDLisa MoweryAsst Div Manager(213) 485-2379lisa.mowery@lacity.orgWRDHiddo NettoDivision Manager(818) 778-4120hiddo.netto@lacity.orEXECEnrique ZaldivarAssistant Director(213) 485-2210enrique.zaldivar@lacity.orAutomationExecutive CommitteeTITPGeorge A. RaymondDivision Manager(310) 732-4705george.raymond@lacity.orgEnvironmentalEngineeringKen Redd(310) 648-6174kredd@eng.lacity.orgHTDSteve FanDivision Manager(310)648-5168steve.fan@lacity.orgSRCDSalvador MirandaAssistant Div Manager(818) 752-5702salvador.miranda@lacity.orSRSSDAlex HelouDivision Manager(213)485-3637alex.helou@lacity.orgWCSDBarry BerggrenDivision Manager(323) 342-6002barry.berggren@lacity.orgEXECTraci MinamideAssistant Director(213) 485-2210traci.minamide@lacity.orgSRVCDRichard MylesDivision Manager(213) 485-3076richard.myles@lacity.orgIssued: June 2006 - 133 -