HomeMy WebLinkAboutED Annual Report 21.22 CLAY COUNTY UTILITY AUTHORITY
Executive Director's
Annual Report
Fiscal Year 2021-2022
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Jeremy D. Johnston, MBA, PE
TABLE OF CONTENTS
NOTE FROM THE EXECUTIVE DIRECTOR 3
VISION & MISSION STATEMENT 4
EXECUTIVE DIRECTORS ANNUAL REPORT 5
PERFORMANCE EVALUATION, CRITERIA AND SCHEDULE 53
PROPOSED EVALUATION FORM 57
EXECUTIVE DIRECTOR SALARY SURVEY 63
APPENDIX 65
APPENDIX A-CUSTOMER SURVEY RESULTS 66
APPENDIX B-ORGANIZATION CHART 81
APPENDIX C-EMPLOYEE ENGAGEMENT SURVEY RESULTS 86
APPENDIX D-EMPLOYEE DEMOGRAPHIC DATA 88
APPENDIX E-EMPLOYEE RECOGNITIONS 90
APPENDIX F-KEY PERFORMANCE INDICATORS 92
NOTE FROM THE
EXECUTIVE DIRECTOR
The Clay County Utility Authority (CCUA) encountered several unique challenges over the past
fiscal year. We persevered through the waves of COVID-19, inflationary pressures, and supply chain
issues.
We continue to adapt to the ever-changing environment. We remain focused on our public health and
safety mission to ensure our customers receive the essential services they need.
I offer my sincere appreciation and gratitude to the entire CCUA team for their dedication and continuing
efforts serving the Clay County community. The team demonstrates a high level of
professionalism and dedication navigating challenging issues while continuing to advance several key
initiatives. I believe the Board of Supervisors will see the CCUA team has accomplished a lot over the
past year.
Consistent with direction provided by the Board of Supervisors, I enclosed my annual self-evaluation
in this annual report for Fiscal Year (FY) 2021/2022. I established a timeline for the evaluation process
which is listed below for you to reference.
• August 16, 2022—Self Evaluation delivered to the Board of Supervisors
• September 6, 2022 — Members of the Board of Supervisors are invited to attend
the Personnel Committee Meeting beginning promptly at 1:00 PM. Re: Discussion
regarding the annual evaluation, and goals for the upcoming FY 2022/2023
• September 9, 2022 — All members of the Board of Supervisors will complete and
return the enclosed evaluation form to Grady Williams using the self-addressed
envelope provided
• September 20, 2022 - Board of Supervisors Attorney computes and provides composite
evaluation results to the Board. Based on the average score, The Board shall approve a
merit increase to the Executive Directors annual salary accordingly:
95%to 100% = 3%
90%to 94% =2%
85%to 89% = 1%
I appreciate and value your comments, insights, and input.
3
VISION & MISSION
STATEMENT
Vision Statement
Provide long term sustainable value to our customers by conserving
and protecting natural resources while providing clean, safe, and
economical water, wastewater, and reclaimed water services.
Mission Statement
Our mission is to develop an environmentally and economically
sustainable utility that is focused on protecting the public health,
safety, and general welfare by providing clean and safe potable
water, wastewater, and reclaimed water services through
conservation of natural resources, diversification of the water supply
portfolio, and development of a highly trained professional staff
prepared for tomorrow's challenges.
4
EXECUTIVE DIRECTORS
ANNUAL REPORT
Introduction:
The Clay County Utility Authority (CCUA) team continues to make significant progress
transitioning from a medium-sized utility to an efficient large utility. We made investments
in the addition of professionals in key areas. These professionals made a great deal of progress in
developing the long-term plans for their respective depai tnients. We continued efforts to invest in
the development and training of CCUA's staff. Also, the investment in upgrading and expanding
capital infrastructure has become very visible at CCUA facilities. We are beginning to reap the
benefits of these investments in organizational moral, recruiting and retention, operational
efficiency, transparency, regulatory compliance as well as maintaining and improving customer
service.
Small Utility Medium Utility Large Utility
• Population served is less • Population served is • Population served is over
than 50,000 people. between 50,000 and 100,000 people.
100,000 people. Requires hi h levels of
• Can be driven by q g
individuals. 1'. • Requires standardization __N., teamwork up,down,and
of processes,procedures, across the organization.
• Minimal standards. and protocols.
• Processes,procedures,
• Minimal structure. • Organizational structure protocols must be highly
• Less revenue compared to becomes essential. standardized.
capital investment. • Growing need for • Specialized areas of
specialized areas of knowledge and expertise
knowledge and expertise. become essential.
Like many other organizations, CCUA has encountered challenges associated to the current
economic environment. The team has provided regular reports to the Board of Supervisors
regarding inflationary price pressures, supply chain shortages, and service issues with contractors
and vendors as they navigate the same environment. We are also navigating a hot job market as we
compete to attract,train, and retain qualified professionals.
I intend this report to give the Board of Supervisors and interested stakeholders indepth insight
into the performance of CCUA in addition to goals for the upcoming fiscal year.
5
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Customer Engagement:Ensures timely and effective communication as well as quality products
and services.
Customer engagement and customer service are central to CCUA's mission to provide long-term
value as well as protect public health and safety. To further our commitment, we defined the
development and implementation of a customer satisfaction survey as a goal for FY 2021/2022. I
am very pleased to report the CCUA team accomplished that objective.
In March 2022, our Public and
Government Affairs Liaison, Dennis "
Ragosta, developed and implemented the ,- f
y
Customer Satisfaction Surve The gin;_ _ ► - T=—
survey encompasses 42,000 customers. tri ✓ _ 41)
To date 1,372 responses have been
received, of which 80% regarded CCUA
services "positively". "Negative"
customer responses were less than 10% I `-
1`
and the remaining10/o were neutral in
their responses. Customer Service Department
Brie Macaluso,Lisa Christian,Andrew Mitchell,Annecia Asberry,
Marla Champion,Katie Ferguson,Claire Smith,Katherine Newton
The results from the survey indicated our
customers are interested in ease of use
regarding customer platforms, including CCUA's website and implementation of a mobile
application to access their information.
In addition to the Customer Satisfaction
Survey, we also implented a survey
10 ` i I specifically for stakeholders to engage
NE. Ili t those who do business with CCUA.While
the survey is ongoing, the results received
-at it to date have provided a positive outlook.
Billing Department
Ingrid Rodriguez,Amy Levita,Shannon Jenkins,Freida Brown,
Jamie Cribbs,Tammy Spaid,Dawn Green,DeeDee Strickland
Conserving Clay, Customer Outreach, and Water Conservation Assessments
The Conserving Clay Leak Detection program continues to provide significant savings to our
customers by providing advance notification of possible leaks. The CCUA Billing Department, in
coordination with the Distribution and Collections, Field Service team review and flag customer
accounts when three(3)days of continuous water use is observed through our Advanced Metering
Infrastructure (AMI) system. CCUA staff works quickly to notify these customers to mitigate
additional loss of precious resources prior to receiving a large bill.
6
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
This fiscal year we revised the Conserving Clay performance report from a total water conserved
and financial savings to a monthly comparison year over year. The graphs below provide the
monthly performance data by month for the past 4 years through May of this year.
Number of Customer Contacts by Fiscal Year
600 - -
500 -
400
300
210000III0 I _ I 1 iI.__II di I 11
cw�ro6. � yet �ro6- // IO4G � Q w�
■2018/19 ■2019/20 ■2020/21 ■2021/22
Average Customer Savings Per Month
$250.00 — -
$200.00
$150.00
$100.00 - 101
$So.- Iii I I iiil IIII IIII IIiI hi di di III
■2018/19 ■2019/20 ■2020/21 ■2021/22
During this fiscal year, the CCUA team has contacted 2,658 customers through our Conserving
Clay Leak Detection Outreach Program. We have conducted and processed 468 Water
Conservation Assessments (WCA's), free of charge. So far this year,this program has enabled our
customers to save 42.1 million gallons (MG) in water loss due to a leak. Overall, customers have
saved at total of 300.1 MG since the program was established in December 2014.
Customer Assistance
CCUA continues working with the Catholic Charities Bureau on the Lend-A-Helping Hand
program. CCUA customers have donated $2,940.29 to this program this fiscal year. We have
distributed$5,181.83 to customers in need.We currently show a balance of$289.53 in the program
account.
7
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Key Performance Indicators (KPIs)
The Customer Service and Billing Department have done an excellent job in preparing and
monitoring KPIs. We provided this information Appendix F.
Fiscal Year 2022/2023 Goal(s):
1. Staff will continue development and reporting of customer satisfaction surveys aimed
at providing statistically relevant feedback to improve customer service, operations,
training, etc.
8
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Risk Management: Identifies risk and recommends and implements appropriate policies and
procedures to mitigate the overall risk to CCUA and its employees.
We have continued development of our Risk Management program over the last fiscal year. Lynn
Valentin was promoted to the Risk & Safety Manager position in October 2021. Since accepting
the position, she has focused her energy on completing a comprehensive revision and update to
CCUA's safety policies, reporting procedures, and launching a Hazard Identification and Risk
Assessment project.
Hazard : coth
Identification &
Risk Assessment
(H I RA) 4au1O���'
Clay County Utility Authority
Health & Safety Manual
Incident 1st Edition
Safety Policies Reporting, honor).2022
& Manuals Policies,
Procedures &
Forms
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Lynn completed her review of the existing CCUA
Health and Safety Manual in January 2022. Her proposed revisions were presented to the internal
safety committee and ultimately adopted in April 2022
We consider the update to the Health and Safety Manual a significant accomplishment. The manual
reinforces our commitment to safe operations. CCUA's previous manual had been in place for
over 20 years. Going forward it will be reviewed annually to ensure the information remains
current and relevant as part of our commitment to safety and safe operations.
Lynn has worked diligently formalizing processes and procedures related to employee safety while
maintaining open communication with the department leaders to ensure their buy-in and support.
She conducted an in-depth risk mitigation presentation during the February 2022, Department
Leadership Team meeting. She discussed the importance of accurate documentation and how these
efforts relate to protecting our staff and CCUA.
9
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Lynn began a Hazard Identification and Risk
v 1 Assessment(HIRA)project this fiscal year. The
.' . HIRA project aims to take a proactive approach
to identifying potential hazards in advance, and
" I • "` ' prior to potential injuries and/or costly
liabilities. She began working with each
11— department leader to see, learn,understand, and
evaluate risks in each department. The HIRA
project will result in improvements to
Lynn Valentin leading a safety meeting with the support of operations, the CCUA Health and Safety
Leslie Hess Manual, and potentially improved insurance
coverages.
The three (3) legal cases that were on-going last fiscal year are not
yet resolved. The cases have been itemized below:
• Clay County Utility Authority v. Beach Construction, DRMP,
and William Smoot, PE
• BBI Construction Management, Inc. v. Clay County Utility -
Authority
• Andrew Leopard and Jimmy Wilson v. Clay County Utility
Authority
Two of the three cases are currently scheduled for trial in 2023, CCUA and its legal counsel
continue to work toward settlement,through mediation in all three(3)cases.Mediation is currently
scheduled for two of the ongoing cases this fall.
In addition to the risk management efforts described above, CCUA initiated the use of the
Lighthouse Ethics and Safety Hotline in May 2021.This hotline allows staff to anonymously report
ethics and/or safety issues within the organization. Since we began using the hotline, we have not
received any notifications or complaints.
Fiscal Year 2022/2023 Goal(s):
1. Provide the Board of Supervisors an update regarding the Hazard Identification and
Risk Assessment Project.
2. Work to find a mediated settlement in the case Clay County Utility Authority v.
Beach Construction, DRMP, and William Smoot, PE.
3. Work to find a mediated settlement in the case BBI Construction Management,Inc.
v. Clay County Utility Authority.
4. Work to find a mediated settlement in the case Andrew Leopard and Jimmy Wilson
v. Clay County Utility Authority.
10
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Safety: Ensures CCUA facilities and employees operate in accordance with OSHA standards
by allocating sufficient resources and modifying or establishing applicable policies and
procedures.
I noted in the previous section CCUA's commitment to safety. The CCUA team keeps our duty to
public health and safety at the forefront of daily operations. Lynn Valentin's efforts in the HIRA
project will continue to promote and reinforce CCUA's commitment to safety while identifying
and mitigating risks. While we are advancing the HIRA project, we continue to monitor both the
Recordable Incident Rate (RIR)and the workers compensation Experience Modification Factor or
Mod.
The Occupational Safety and Health Administration (OSHA) uses RIR as a standard calculation
to compare safety performance of companies within a particular industry. In fiscal year 2021/2022,
CCUA experienced two (2) claims reported. Both claims met OSHA's definition as reportable.
Recordable Incident Rate (RIR)
By Fiscal Year
3
2.5
2
1.5 —
1
0.5
0
2018-19 2019-20 2020-21 2021-22
RIR —National Avg.
Next, we monitor the workers compensation Mod Factor. Experience shows strong safety
programs, measures, and compliance result in fewer injuries and fewer reportable incidents. A
lower Mod Factors represent fewer injuries and lower claim costs. Mod Factors can range from
0.7 to 1.5. A Mod Factor below 1 represents excellent performance of the Workers Compensation
program typically resulting in a credit on the premiums. We consider the continued trend Mod
Factors below 1 as representation of our organizational culture and commitment to safety.
11
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
CCUA's Mod Factor Trend
Mod. Factor
by Fiscal Year
1.2
1 -
o 0.8
U
w 0.6
0
0.4
0.2
0
2018-19 2019-20 2020-21 2021-22
Mod.Factor -Target
-"� 1
6 t,
it - -...
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Wastewater Treatment Department
Safety Meeting and Safe Operations
Fiscal Year 2022/2023 Goal(s):
1. Maintain MOD of< 1.0
2. Maintain RIR<2.8
12
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Administration:Develops an overall strategic plan and ensures the CCUA Board of Supervisors
remains adequately informed on information pertaining to the overall health and performance of
the organization.
The CCUA team continued their strategic planning efforts that began last fiscal year. We defined
the goal for fiscal year 2021/2022for demonstration significant progress on a Strategic Plan,
Integrated Water Resource Plan(IWRP),and completing a Rate Study.We have made significant
progress.
The Strategic Plan was divided into two phases. The CCUA and CDM Smith teams used the
Effective Utility Management (EUM) guide from the Environmental Protection Agency (EPA),
American Water Works Association (AWWA), Water Environment Federation (WEF), and the
Water Environment and Reuse Foundation (WERF) to name a few contributing organizations.
CCUA and CDM Smith teams reported to the Board of Supervisors the results of the Phase I
effort in February 2022.
From the Phase I Strategic Planning effort, we presented the key to success listed below.
Organizational Develop and Implement
Re alignment Enterprise Processes and
Internal Controls
Commitment to Water Supply Security
CCUA Growth Vision
Develop Uniform Regulatory Compliance
Standards of Practice
Staff Development of Commitment to
and Investment New Technology
Realign Resources Long-term Financial Resiliency
We were pleased to report to the Board of Supervisors in February that most of the recommended
steps were already in motion. The remaining steps were items we were aware of and plan to
address in the future.
We completed an organizational re-alignment from the leadership transition beginning in 2020.
We organized the utility into four(4) operational groups: Operations, Finance, Engineering, and
Human Resources/Risk Management. We identified the departments within the operational
groups in the Organizational Charts included in Appendix B.
CCUA's leadership regularly refers to the Vision and Mission statement in discussions and
business decisions to maintain focus on our customers,public health, and safety. We are focused
on the development of CCUA's infrastructure, systems, and professional staff to serve Clay
County's growing population.
13
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
We see development of uniform standards of practice as key
Start Here to CCUA's growth and long-term success. Our Chief
Operations Officer, Teri Shoemaker, worked with leadership
from the Distribution and Collection Department along with
—10 No one of our consulting engineering firms to update our
standards and details for our wastewater collection pump
Decision 1 stations. Additionally, Chief Engineer, Paul Steinbrecher,
initiated an effort to evaluate and update CCUA's standard
No details and approved materials manual.
Step
• Complementing the effort associated with the standards, we
initiated process mapping training for staff. While this effort
originated through the Enterprise Asset Management (EAM)
system development. Staff's development of standard process
maps will serve as key elements in updating CCUA's Standard
De,L11u11 2 Operating Procedures (SOPs), efficient alignment of process
and resources, updating our internal controls, and
implementation of new technology.
The CCUA IWRP and presented that summary at the August
2nd board meeting. This plan looks at CCUA's available water resources for potable and
reclaimed water over a 20-year planning horizon. CCUA and CDM Smith worked through
population growth projections, Demand Side Management (DSM) options, and water supply
options.
IV
� 0 ta see
Ir.
Deliver Utility Provide Cost- Protect the Natural Maximize Offer Community
System Reliability Effective Solutions Environment Implementation Benefits
The IWRP strategy will be aligned with CCUA's legislative act and strategic mission,
meet all regulations for water and wastewater operations, and be based on a
diversified portfolio of conservation measures and water supply programs.
A i 111
The population growth projections prepared by CDM Smith were similar to the analysis prepared
by CCUA and CHA Consulting, Inc. The analysis performed were based on information from
our Service Availability Department and the University of Florida's Bureau of Economic and
Business Research(BEBR).As previously reported,the similarity in results gives us a high level
of confidence in the population forecasts over the planning horizon.
14
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
The IWRP serves as a central guidance document in the overall strategy aimed at water supply
security and sustainability as well as regulatory compliance. A key element of the strategy
discussed in the IWRP will focus on a portion of CCUA's efforts and resources on DSM. DSM
programs aim to incentivize customers to replace aging equipment with modern water efficient
appliances or to change policy approaches to embed conservation within the community by
evaluating practices such as landscape irrigation ordinances at the County level. Within the DSM
programs, we will continue efforts to develop on-line customer portals to empower customers to
manage their water use. The DSM incentives will effectively improve water conservation,
thereby sustaining available water supplies. We will bring DSM program proposals to the Board
of Supervisors for consideration in fiscal year 2022/2023.
Along with the DSM programs identified in the IWRP, CCUA and the CDM Smith team
evaluated new water or expanded water supply options. The recommendations remained
consistent with CCUA's AWS efforts in reclaimed water system expansion, stormwater
harvesting,and potable reclaimed water. The CCUA team will incorporate recommendations into
the Capital Improvement Program(CIP)budget next fiscal year.
We initiated the Rate Study with the engagement of the CDM Smith team in December 2021.
This effort supports our strategic initiative aimed at long-term financial resiliency. It will provide
guidance on potential paths forward regarding future revenue requirements to support operational
and capital expenditures over the planning horizon. The first phase of the Rate Study involved
the evaluation of CCUA's existing rate structure and policy considerations for the Board of
Supervisors. The Rate Study workshop held with the Board of Supervisors in April 2022 brought
the first phase to a conclusion.
CCUA and the CDM Smith teams continue
to progress with the second phase of the rate , f
study. We held meetings discussing growth /
r
projections, customer classes, capital needs,
etc., for future financial forecasts. We \ r a ' . 44.
anticipate a draft document by either the end
of the summer or early fall 2022. We will be v,
presenting options and recommendations
derived from the completion of the
document.
Building on the Strategic Planning Phase I effort, the IWRP, and the Rate Study, we initiated
Phase II of the Strategic Planning effort. We engaged the support of the CDM Smith team in
April 2022, to continue building on the work completed with Phase I. The planning efforts
developed over the past year will be included in a cohesive Strategic Plan. The plan encompasses
a 20-year planning horizon and will include key objectives for the Board of Supervisors,
management and staff as well as a plan to effectively achieve those objectives. This Strategic
Plan will also establish review periods for re-evaluation, updates, and potential changes due to
changing circumstances, economic conditions, regulations, etc. We anticipate presenting the
Strategic Plan to the Board of Supervisors in 2023.
15
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Our consultant for the Biennial Engineering Evaluation
Report, Mittauer and Associates, Inc., completed their
evaluation this fiscal year. The Biennial Engineering
Evaluation Report is required by Section 5.14 of the BIENNIAL ENGINEERING
Clay County, Florida Utility System Revenue Bond EVALUATION&REPORT
Resolution adopted on December 14, 1993. Mittauer F s`a Years zozo and 2021
for
and Associates, Inc., presented their findings to the
CLAY COUNTY UTILITY AUTHORITY
Board of Supervisors in February 2022. Their findings
consisted of the five points listed below. cou
co„., Nl�
1. The water, wastewater, and reclaimed systems
are properly maintained and are in good t'ryAY-n o*
condition.
2. CCUA is complying with required State and Prepared by.
MITTAUCR&ACGCCIATCG.I NC.
Federal regulations governingthe operation of °�Na°�rIN�9,NOINEEas
b" Y Orange Park,Florida
the utilities. ProjJa^Naery 2t2-45-5
3. CCUA continues to meet the tests for debt
service coverage specified in the Bond
Resolution.
4. The financial stability of CCUA continues to
improve due, in part, to properly funding the capital improvements, consolidation of
systems, and the implementation of water, wastewater, and reclaimed system programs.
5. Based on a review of the Capital Projects Plan (CPP), it appears that CCUA has properly
funded the improvements and will continue to implement the recommendations outlined in
the annually updated CPP in order to meet future customer growth and enhance CCUA's
infrastructure.
We consider milestones reached in the Strategic Plan, IWRP, and Rate Study demonstrate
successful progress on these objectives. We also consider the Biennial Engineering Evaluation &
Report as a strong indicator of the Executive Director's and Senior Leadership Team's
management of CCUA.
Fiscal Year 2022/2023 Goals:
1. Complete and present the rate study to the Board of Supervisors
2. Complete and present the Strategic Plan to the Board of Supervisors
3. Prepare and present DSM program options for consideration in FY 2022/2023
16
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Human Resources:Ensures an environment, which encourages employee retention, development,
equitable compensation, and communicates in a way that promotes a positive and cooperative
organizational culture.
Recruitment, training, development, and retainment of qualified staff remain key to CCUA's
mission. We continue to conduct the annual Employee Engagement Survey,which has proven to
be an excellent source of information. Although the survey data showed improvement in five(5)
of the six (6) sections (career engagement, work engagement, safety, relationship management,
benefits, and work environment). We observed opportunities for growth and improvement
including communication, compensation, and professional development.
Communication
The Human Resources Team led efforts in developing and implementing a monthly employee
newsletter, The Pipeline. The newsletter spotlights individual departments within CCUA
highlights staff, their professional accomplishments, as well as any personal accomplishments
they wish to share with their fellow colleagues. We also communicate upcoming events such as
various wellness initiatives, including but not limited to kickball, yoga, etc.
We continue to maintain the monthly Department Leadership
Team meetings.We aim to highlight a different department at each
meeting to effectively communicate and demonstrate how each
department depends on the other to be successful. We consider this
IIOW GREAT LEADERS INSPIRE
I.
effort to be a key element as we continue to foster communication. LFRI \OI.t0 TAAL ACTION
We also use the Department Leadership Team meetings to WITH
facilitate discussion regarding the organization, our mission and sIMON sINEK�
vision, as well as our culture. The Department Leaders received a
copy of Simon Sinek's book Start with Why. As an organization,
we focus a lot on what and how we do things. The discussion about
why we do things was beneficial to focus on our public health and
safety mission serving our customers in Clay County.
Next fiscal year, we intend to expand on the Employee Engagement Survey results. We have
begun discussions on how to engage and improve perceptions of communication with staff We
have already identified the need to maintain important efforts like SOPs as well as equipment
and material standards. We also think there are opportunities to engage staff in an advisory
manner with semi-annual meetings regarding the retirement plan. We are considering the
development of staff committees in these areas. These committees would provide staff a greater
voice in considerations that affect their jobs as well as improve communication related to those
decisions.
17
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Professional Development and Training
We stated the development of a Professional Development and Training Program "PDTP" was
an objective in last year's Annual Report. Our team invested a significant amount of time
developing this program. After months of research and coordination between the Human
Resources Department and Department Leadership, we presented the the initial PDTP to the
Board of Supervisors in June 2022. The PDTP objectives are as follows:
• Empower participants to be active in their professional and career development
• Foster a culture of ongoing competency, skill, and knowledge development
• Foster a learning community committed to collective development and support
• Provide the tools to help participants develop their professional identity and leadership
skills
The approved PDTP will target our most critical needs and hardest positions to retain, train, and
develop. The PDTP provides participants in eligible positions with opportunities for continued
professional growth and development consistent with CCUA's mission and strategic goals.
Eligible positions are as follows: �s, y yryTi,
• Utility Mechanic :�
• Lead Utility Mechanic , ' ;
• New Installations Foreman e),
„k. •
• Repairs Foreman lL S' A,
• Water Operator, Trainee
• Wastewater Operator, Trainee
• Water Operator
• Wastewater Operator The Human Resources/Risk Mgmt.Group
Lynn Valentin,Kimberly Richardson,Susan Alexander
The Board of Supervisors approved CCUA's
revitalized High School Internship Program in May 2022. Historically, CCUA's internship
program existed as an informal effort with no adopted policies or documentation. Due to the
COVID pandemic, this program went dormant. With the growth CCUA is experiencing, the
competitiveness in the workforce, and the general lack of public knowledge of the opportunities
at CCUA, we identified the revitalization of this program as a key objective for this fiscal year.
Through our collaborative effort between the Clay County District Schools "CCDS" and
CCUA, we will hire a maximum of five (5) student interns each school year. Students from
CCDS should demonstrate an interest in learning and developing skills in applied
environmental sciences, water treatment, wastewater treatment, engineering sciences,
geographical information systems (GIS), information technology (IT), or general business.
Students will apply the skills learned in jobs that support and sustain the local community
through CCUA's mission as a public water supply utility. We see this program as a means to
grow and train the future workforce right here in Clay County.
18
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
The CCUA team successfully completed 4,159 hours of training this fiscal year. We identified
maintaining staff training hours per employee at or above the National Industry Median as
published by the American Water Works Association (AWWA) as a goal for this year. We
provided below a breakdown of CCUA staff training hours. Our staff completed roughly 22.9
hours of training per employee compared to the published AWWA median of 10.4 (AWWA
Utility Benchmarking 2020). Our staff successfully met this training goal.
• Safety Related: 1,386
• General Development: 237
• Technical: 2,536
Alternative Work Schedules
As a public utility, we have core advertised hours for our customers that must be maintained
Monday through Friday, 8 a.m. to 5 p.m. We also have demands and challenges that can occur
twenty-four(24)hours a day, seven(7) days a week. With CCUA's mission at the forefront, the
departmental leadership teams were empowered to explore alternative work schedules within
their respective depai linents. If they deemed an alternative schedule appropriate for their
department, they were required to prepare and submit proposals to the Senior Leadership Team
(SLT) for approval. The proposals required achievement of the following objectives:
• Assisting in recruiting efforts
• Enhancing worker morale
• Managing employee attendance and reducing absenteeism
• Improving retention of good workers
• Boosting productivity
• Creating a better work/life balance for staff
• Allowing for business continuity during emergency circumstances such as a weather
disaster or pandemic
We provided the Department Leadership guidelines the alternative work schedules had to meet.
The guidelines are itemized below:
• All proposals must be in writing
• Staff from departments must be available to serve customer needs during the published
regular working hours
• Staff from departments must be available to serve internal customer needs (e.g. other
departments) during the published regular working hours
• Demonstrate coordination and endorsement between department leadership
• The benefits to CCUA must be identified
• Proposals shall not increase costs (e.g. overtime)
• Identify the performance measures that will be used to demonstrate the success of the
proposal
• Our business processes must be capable to support remote work being contemplated
19
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
We approved proposals for two (2) departments, Water Treatment and Distribution and
Collection. We are monitoring the performance of these alternative work schedules to ensure we
are meeting the objectives within the defined guidelines and as proposed.
Wellness Program
We continue to emphasize offerings through CCUA's Wellness Program. The CCUA Wellness
Program received the Gold Worksite Wellness Award for 2022. Although CCUA has received the
Gold award for the 7th consecutive year, this year was more rewarding due to COVID and the
many challenges it presented.
As COVID cases resurfaced and surged from August 2021 through October 2021 many of the
wellness initiatives such as onsite yoga and wellness screenings were canceled. However,
employees were still encouraged to maintain their personal wellness goals by continuing to offer
incentives and reimbursements for wellness related activity. The corporate wellness platform,
WellRight, was instrumental in maintaining engagement, and supporting employees in their
wellness journey. WellRight offers over 400 unique wellness activities in addition to creative
challenges that focus on an employee's overall wellbeing including physical,mental, and financial
wellness. Employees accrue points for providing proof of wellness physician visits, dental
cleanings, vision appointments, participation in community runs and wellness challenges, etc.
Employees who earn 350 points or more annually are rewarded with 8 hours of wellness PTO.
We appreciate the fact we are moving beyond the COVID restrictions so staff can participate in
more offerings. This year, we resumed the yoga offering on Thursday evenings. In addition, the
CCUA Wellness Committee hosted the first annual kickball event at the Foxmeadow Community
Park. The turnout was amazing and better than anyone could have hoped for. Over 50 employees
and their families joined a fun-filled afternoon which included kickball, games for children,
refreshments, and healthy snacks.
The CCUA Wellness Program and all the offerings would not be possible without the coordination
of the Wellness Committee members Lisa Christian, Tammy Spaid, Susan Alexander, and Lynn
Valentin.
Employee Retention
We continue to work toward improving the employee turnover rate. We saw positive trends from
the beginning of the fiscal year to June 2022. We saw four (4) employees depart in July 2022
which impacted the employee turnover rate. CCUA's current 12 month rolling employee
turnover rate as of the end of July stands at 15.08%. We provided a graph on the next page
showing the employee turnover trends comparing fiscal years.
In evaluating the employee turnover data,we saw three(3)employees retire within the last twelve
months. We also experienced the death of two (2) employees. These two categories account for
five (5) or 18.5% of the 27 departures over the last twelve months.
20
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
The most significant issue shown in the data exists within the Wastewater Treatment Department.
We have experienced nine(9)or 33.3%departures within the last twelve months.Looking further
into the data, seven(7) of the nine (9) departures or 77.8% of those departures were within their
probationary period.
Employee Turnover by Fiscal Year/Month
4.5
4
3.5
t 3 -
• 2.5
o• 2
• 1.5
0.5 I ■ I I _ ■ I ■
■ I I Imo • I ■ I
Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June July Aug. Sept.
■2020-2021 ■2021-2022
We have identified two contributing factors to the increase in turnover: the applicant evaluation
and interview process and limited schedule flexibility due to staff size. As such, the FY
2022/2023 budget includes additional staff for the Wastewater Treatment Department.The added
staff will provide greater flexibility in scheduling and greater work/life balance for staff.
We looked at industry data from the U.S.Bureau of Labor Statistics,August 2,2022. The number
of job openings in the utility and government sectors exceeds the number of job seekers. In
addition, the data suggests a general increasing trend in separations compared with new hires.
Last year,we stated we would continue efforts to reduce employee turnover toward the National
Industry Median as published by AWWA. We remain committed to this effort. We believe the
implementation of the Professional Development and Training Program, alternative work
schedules, and wellness offerings essential tools to attract and retain talent.
Fiscal Year 2022/2023 Goal(s):
1. Maintain staff training hours per employee at or above the National Industry
Median as published by AWWA.
2. Continue efforts aimed at reducing employee turnover toward the National Industry
Median as published by AWWA.
3. Report on the implementation and progress of the PDTP.
21
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Regulatory Compliance: Ensures compliance with federal state and local agencies.
Environmental Compliance Department
Last year, we increased CCUA's regulatory compliance capabilities by adding an Environmental
Compliance Department. Heather Webber joined the CCUA team in June 2021 as the
Environmental Compliance Manager. With Heather's leadership, CCUA continues to shift
administrative regulatory compliance reporting efforts away from operations staff allowing them
to focus on operating the systems within permit limits and maintaining those systems. We have
also expanded the capabilities and services to include the Industrial Pre-treatment Program.
9‘40111 - w CCUA must comply with Resolution 2021/2022-
•` 0, 05 updating our Pretreatment Program. This
program establishes requirements for CCUA
customers to avoid introduction of pollutants that
_---_ will interfere or possibly interrupt with our
collection, transmission, and treatment operations.
•
To execute this program,Heather hired Nick Smith
r _ as the Pretreatment Coordinator and Barry Cole as
Pretreatment Inspector. Both Nick and Barry are
certified operators that transferred from the
Wastewater Treatment Department. Nick and
- " - - 4. Barry offer a wealth of knowledge including plant
operations, an understanding of the impacts the
Environmental Compliance Department collection system pollutants can have on a
Nick Smith,Heather Webber,Barry Cole wastewater treatment plant, as well as excellent
communication and customer service skills.
The Pretreatment Program and the Fats, Oils, and Grease (FOG)Program are expected to develop
quickly as Nick and Barry share their regulatory knowledge and best management practices with
the food service establishments and industrial users in the CCUA service area. Department goals
for Fiscal Year 2022/2023 include reducing the amount of FOG that reaches CCUA's wastewater
treatment plants and capturing grease interceptor inspection metrics through use of the FOGBMP
platform.
Beyond the Pretreatment Program, we established the three (3) primary functions, listed below,
for the Environmental Compliance Department over the past year.
1. Assist the Water and Wastewater Departments through onsite compliance assistance visits.
2. Develop and coordinate correspondence with regulatory agencies such as the Florida
Department of Environment Protection(FDEP)and the St.Johns River Water Management
District(SJRWMD).
3. Assist in identifying and correcting areas where CCUA's past practices were unknowingly
out of compliance or marginally compliant.
22
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
The Environmental Compliance Department continues to enjoy a strong relationship with FDEP.
We engage with FDEP staff almost daily to exchange information and gain insight on existing and
upcoming rule development.
The Environmental Compliance Department's primary goal is to maintain compliance with
environmental rules and regulations. This is frequently accomplished through the submittal of
reports. In FY 2021/2022,42 required compliance reports,listed in Table 1,below,were submitted
timely.
Table 1: Environmental Compliance Reports
5 NPDES Stormwater NOIs 4 Senate Bill 64 Plans
4 Annual Disinfectant Residual Reports 24 Quarterly Disinfectant Residuals Reports
4 EN-50s ERP Stormwater Inspection Report
CUP 416 Annual Wetland Report Cross Connection Control Program Annual Report
CUP 416 Major Ion Suite Report CUP 431 Major Ion Suite Report
Preventing environmental incidents such as sanitary sewer overflows (SSO) is another top goal of
the Environmental Compliance Department. Table 2 shows the number of CCUA environmental
incidents over the past three fiscal years.
Table 2: Environmental Incidents
Environmental Incidents
16
14
12
10
8
6
4
2
0
FY 2019/2020 FY 2020/2021 FY 2021/2022*
•Untreated Sewage •Reclaimed Discharge •Other
*Through June 15,2022
23
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
To date, CCUA has experienced fewer environmental incidents this fiscal year than the previous
year.
Regulatory agencies evaluate violations based on the type and severity of the violation. CCUA's
Environmental Compliance Manager suggested the following definition of`violation' for internal
purposes of tracking and establishing a baseline number of violations: Environmental Compliance
violations are violations documented in writing as such by a regulatory agency and that require a
response or corrective action to return to compliance. There were 6 such violations in FY
2021/2022, as shown in Table 3 below.
Table 3 Violations
Geneva Lake Estates—missing well sample
Ravines—missing distribution sample
SWO 2022-298—sanitary sewer overflow
SWO 2021-62 —sanitary sewer overflow
SWO 2021-4309- sanitary sewer overflow
SWO 2021-4479 sanitary sewer overflow
While we have designated these events as violations, CCUA has not been subject to a regulatory
enforcement action this fiscal year. We have received three (3) Compliance Assistance Offer
Letters and two (2)Warning Letters from the FDEP. One Warning Letter was for two (2) sanitary
sewer overflows in the previous fiscal year. The second Warning Letter and one of the Compliance
Assistance Offer Letters were for three (3) sanitary sewer overflows caused by third party
contractors. We responded in writing to those letters from FDEP. To date, we have not received
any other correspondence from the FDEP on those issues.
A goal for FY 2022/2023 is to reduce the number of CCUA identified violations by at least 10%.
The Environmental Compliance Department is developing plans for a water and wastewater
database to assist all areas of CCUA in the storage, organization, and retrieval of data. Currently,
the lack of a database hinders this and other Department's productivity. A useful database is one
of the Environmental Compliance Department's biggest opportunities as we struggle to manage
the enormous volume of sampling data generated every year. A database will help with
organization and efficiency throughout CCUA.
The Environmental Compliance Department is also developing plans to establish an on-site
microbiology laboratory, which would make CCUA less dependent on contract labs for water
system bacteriological testing. Having a CCUA-owned and staffed lab would allow CCUA to
collect and process samples quicker and, potentially, outside of normal business hours. Faster
processing of bacteriological samples could decrease the amount of time customers spend under
24
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
boil water notices. Additionally, CCUA has been disappointed with the reliability of the data
delivery and quality from the contract laboratories. Having more oversight of the sample analysis
procedures could resolve some of these issues.
The Environmental Compliance Department has not yet developed all its SOPs. However, over
the past year, the Environmental Compliance Manager evaluated many existing CCUA
environmental compliance procedures, policies, and reports, and made improvements where
possible. Additional changes will be suggested in FY 2022/2023 as warranted. Another
Department goal for FY 2022/2023 is to continue to identify opportunities to increase efficiencies,
decrease costs, and improve compliance with environmental regulations, and capture those
changes in updated SOPs.
Consumptive Use Permit Renewal
We engaged the services of the CHA Consulting, Inc., team in August 2021 for the preparation
and submission of CCUA's Consumptive Use Permit (CUP) number 416 renewal. We developed
the CUP renewal application consistent with the existing and future water use contemplated in the
cost participation agreement between CCUA and the St. Johns River Water Management District
(SJRWMD) for the Black Creek Water Resource Development Project. The CCUA and CHA
teams held several meetings with the SJRWMD staff via Microsoft Teams. Based upon
information the SJRWMD staff conveyed to the CHA team,we have temporarily paused the CUP
renewal effort to develop a path forward to obtain issuance of a standard twenty (20) year permit
with sufficient allocation to provide for CCUA's long-term projected water demands.
Since the current LSFIR MFLs were adopted on an interim basis,their associated recovery strategy
does not address long-term solutions for MFL compliance by water users, including CCUA. As
described on the next page, CCUA intends to continue our active participation in this process.
Additionally,we understand to address CCUA's proportional impacts as currently modeled by the
two water management districts CCUA has a few options listed on the next page.
• Treat and return all water withdrawn from the Florida Aquifer in equal or slightly greater
quantity and quality via aquifer injection
• Eliminate ground water withdrawals
• Participate financially in a regional water resource development project
We do not see the first two (2) options as technically or economically feasible. We initiated
discussions with other stakeholders to see if there are potential regional water resource
development projects CCUA could potentially financially participate in. These are active and on-
going discussions. We will inform the Board of Supervisors of developments from these
discussions.
Participation in Regulation Development
CCUA continues participating in the development of rules and regulations. We are actively
engaged with the North Florida Utility Coordination Group (NFUCG)as well as the Florida Water
25
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Environmental Association (FWEA) Utility Council. Both organizations are very active in public
policy discussions, identifying new rules and regulations under considerations, as well as
coordinating and vocalizing the perspectives and concerns raised by public water supply utilities.
1. CCUA and the NFUCG remain actively engaged in
both the update to the LSFIRS MFL and the North
, �;"" Florida Regional Water Supply Plan (NFRWSP).
1 We have provided comments to both the SJRWMD
r J and SRWMD pertaining to baseline information,
technical modeling issues, statistical results, and
consistency with the originating state statutes.
CCUA provided information to the SJRWMD
11111
�"',;�*► regarding our planning efforts and the
developments currently being considered. The
information provided related to planned developments and related population growth over the next
twenty (20) year planning horizon. The information we provided was reflected in the latest
NFRWSP update from the SJRWMD.
Regarding the LSFIRS MFL, CCUA and other NFUCG members participated in meetings with
the SJRWMD, SRWMD, FDEP. The purpose of these meetings was to discuss the recovery
strategy the regulatory agencies were considering. At this time, we understand the regulatory
agencies do not have regional water supply projects identified or conceptually developed to
address the LSFIRS MFL for a recovery strategy.We consider the identification of sufficient water
resources and water supply projects of critical importance for any MFL recovery strategy
demonstration how existing and future water needs are to be met, to bring the MFLs into
compliance, and to identify the funding sources for all such projects.
CCUA participated in a similar approach through the Black Creek Water Resource Development
Project (Black Creek Project) We understand mitigating an impact to a MFL can be achieved
economically achieved by constructing projects close to the impacted MFL — in this case, near
springs in the Suwannee District. We have voiced support for development of projects for this
purpose in the Suwannee region and continue to encourage this at the water management district
level. The Black Creek project is an example of mitigating impacts caused across a very wide
region with a single project providing water very close to the Keystone Heights Lakes. We would
recommend the FDEP and water management districts develop a similar approach Suwanee MFLs.
As previously noted, CCUA remains engaged with the regulatory agencies. We continue to seek
equitable allocation of responsibility and encourage regional water supply projects CCUA could
participate in financially to address the utilities proportionate share of MFL impacts. These are
active and on-going discussions. We will continue to update the Board of Supervisors of
developments from these discussions.
26
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Fiscal Year 2022/2023 Goal(s):
1. Continue actively identifying, mitigating, and addressing potential regulatory
compliance issues to achieve no adverse regulatory actions.
2. Continue to actively pursue an early CUP renewal with the SJRWMD.
3. Continue to actively engage with the SJRWMD, SRWMD, and FDEP on the
LSFIRS MFL's.
4. Reduce violations by 10%.
5. Complete a plan to implement a sampling database.
6. Complete a plan to implement an on-site microbiology laboratory.
7. Continue development of Environmental Compliance SOPs.
27
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Financial Performance:Prepares a balanced budget to provide services at a level directed by
the Board of Supervisors, ensuring actions and decisions reflect an appropriate level of
responsibility for financial planning,performance, and accountability.
CCUA's Finance Team is led by our
Chief Financial Officer, Jeff Wesselman.
c y Jeff's team includes Assistant Chief
Pk
j•,off R„**4 Financial Officer, Karen Osborne,
o = £* Financial Assistant, Cara Clark, and
iTy Financial Assistant, Accounts Payable,
I Ashley Taliaferro.
CCUA continues to maintain a strong
financial position. The Finance group
provides the Board of Supervisors
updates on the Financial Key
Finance Department Performance Indicators (KPIs) on a
Karen Osborne,Jeff Wesselman,Ashley Taliaferro,Cara Clark quarterly basis. This fiscal year we also
presented to the Board of Supervisors
projected cash flows for CIP projects moving forward. The KPIs and CIP cash flows will present
key decision points in the future as we continue with the construction and implementation of
projects in the CIP.
First, CCUA's operating ratio remained consistent since the last annual report. We budgeted an
operating ratio of 68.3% for the current fiscal year. We continue to perform at an operation ratio
of 65%. Next year, we are budgeting an operation ratio of 72%. We will look to perform within
the budgeted operating ratio next fiscal year.
Next,historically we have maintained a current ratio over 4. In May 2022, CCUA's current ratio
stood at 4.51, which is a good indicator of financial health. Our target current ratio stood at an
accepted industry standard of 2.The current ratio reflects the available cash and short-term assets.
As we will discuss in the following paragraphs, we expect the current ratio will begin to trend
toward our target over time. The trend toward target will reflect the reduction of cash due to
capital spending.
As of May 31,2022,CCUA had nearly$73 million of undesignated cash on-hand.This translates
to roughly 758 days of cash-on-hand when accounting for daily operating expenses. The amount
of cash-on-hand stands at not quite double the industry benchmark as indicated by the American
Water Works Association (AWWA). Per AWWA's 2020 Utility Benchmarking Survey for
combined water and wastewater utilities, the median nationally for days cash-on-hand stood at
432 days. While we currently stand in a strong position with days of cash-on-hand, we are
proceeding with several large capital projects that will require drawing this cash down.
CCUA currently reports over$102 million in total liabilities as of May 31,2022.When compared
with CCUA's total assets of nearly$405 million,we maintain a debt ratio of 25%.
28
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
We have not taken on any additional debt since 2019. Last year we defined a target debt ratio of
43%, which was the AWWA median for water utilities nationally.
We do not intend on taking on any additional debt in the next fiscal year. However, we will
accept additional assets for operation and maintenance in Fiscal Year 2022/2023. The increase
in total assets will decrease the corresponding debt ratio. Based upon timelines and costs of
capital project delivery, we will evaluate cash flows and needs for financial capital for those
projects. Our evaluation next fiscal year with the support of the rate study will provide guidance
for a target debt ratio in the future.
We presented to the Board of Supervisors in May 2022 the estimated cost of projects currently
in motion. We continue to track the progress of projects moving through design and construction
toward implementation for operations. The progression of projects will increase spending and
draw down the cash on-hand. CCUA continues to see positive cash flows from operations.
However, based upon the pace of capital expenditures, we currently anticipate the need for
additional debt in roughly eighteen (18) to twenty-four (24) months. We will provide the Board
of Supervisors greater detail and guidance on those decisions next fiscal year.
Next, we identified the development of a standardized Procurement Manual as an objective in
last year's Annual Report. Our Procurement Manager, Angelia Wilson, completed the initial
Procurement Manual during the end of 2021. While we completed the defined objective, we
consider the development of the Procurement Manual a work in progress as we develop and
implement our processes and systems.
Finally, we stated a goal of implementing the use of P-Cards through the organization. Angelia,
presented, and the Board of Supervisors approved the use of a government contract for P-Card
services in October 2021. The approved government contract allowed CCUA to use Bank of
America for P-Card services. Our procurement team began implementing the use of P-Cards
shortly after engaging Bank of America.
We consider the use of P-Cards an important step forward in staff's ability to operate efficiently
while still being responsive to reporting transactions in nearly real-time. Our Procurement
Manager evaluated CCUA's previous procurement process of obtaining POs for every over-the-
counter transaction. CCUA's labor cost to prepare, process, approve, and then follow with the
Accounts Payable (AP)process amounted to roughly $150 per transaction.
Beyond the costs involved, CCUA experienced delays from when an PO issued for an over-the-
counter transaction until when receipts were submitted for payment. These reporting delays held
the potential to create issues with our vendors.
Our use of P-Cards offers greater transparency, reporting, in addition to the significant cost
savings in labor.With the implementation of the use of P-Cards,we accomplished the stated goal
for this fiscal year.
29
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
In addition to meeting the financial performance measures and goals noted, we received another
clean audit from James Moore and Associates, Inc. We presented the audited results to the Board
of Supervisors in January 2022.
With the development of the rate study and the movement of CIP projects moving into
construction,we will develop and provide recommendation to the Board of Supervisors regarding
future capital financing.We also anticipate the need to provide the Board of Supervisors guidance
on potential financial management policies as part of the Strategic Planning process. We
anticipate presenting both issues next fiscal year.
Fiscal Year 2022/2023 Goals:
1. Maintain our Operating Ratio within the planned budgeted ratios (72% or better).
2. Maintain our Current Ratio at 2.0 or better.
3. Maintain our Debt Ratio at better than National Industry Median(43% or better).
4. Present guidance and recommendations to the Board of Supervisors regarding
future cash flows and anticipated financing for CIP projects.
5. Present in the strategic planning process guidance to the Board of Supervisors
regarding potential financial management policies.
30
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Organizational Operational Performance: Ensures adequate forecasting,planning, maintenance,
and management to provide continuous utility service with minimal service interruptions and prepare to
expand and provide services consistent with the community's growth.
CCUA continues to advance the development and training of the people who make up the team of
CCUA professionals. While we advance in many areas of the utility, we face challenges in two
areas where we will continue to invest time, energy, and resources to advance those necessary
efforts. Regardless of challenges,we are pleased to report that we are making progress in most of
the areas. For example, we completed an operational assessment in the Water Treatment
Department yielding very positive results and recommendations. Our team also made significant
progress in improving the support available for routine and required maintenance efforts by
engaging contractors through continuing contracts. Our team also made dramatic progress in
advancing many projects in the CIP.
Information Technology(IT)
CCUA's information systems remain a key element
to CCUA's success. We continue to struggle with
Information Technology(IT)/Information Systems
(IS) to provide adequate information and analytical
tools. Most of the analysis for decision making r% '' `
remains in spreadsheets and word documents. We "
placed significant effort in identifying Key -At ell
Performance Indicators (KPI's) in the organization
to support decision making and performance
management. Our team vocalized the challenges to
maintainingthis effort due to the time involved in IT Department
Katie Trice,Kaleena German,Jonelle Cramer,Dale
collecting the information and maintaining the data Shoenfelt,Matt Pence,and Andrew Robertson
in spreadsheets and word documents.
Last year's Annual Report included a statement that CCUA's information systems were considered
the biggest risk factor to the organization. Our IT team is doing the best they can with an antiquated
and out of date system for delivery of information to our end users. We cannot report significant
progress with regards to changing that status. Our Customer Information System(CIS)and billing
systems remain in a custom-built FileMaker system and heavily dependent upon human processes.
Our IT Department continues to remain focused on improving underlying virtual infrastructure.
However,these efforts do not translate to functional and efficient systems for staff to use in running
their business units and in serving our customers. The fact our systems are custom-built makes
CCUA susceptible to significant issues ranging to failure of the data systems to drags on
operational efficiency and decision making.
At the end of last fiscal year, we realigned the IT Department from the Operations Group to the
Financial Group under the leadership of Jeff Wesselman, Chief Financial Officer. We aligned the
IT Department's primary efforts in supporting FileMaker systems which largely supports the
Customer Service and Billing Departments. This decision also balanced the supervisory duties of
the Chief Financial Officer and the Chief Operations Officer, Teri Shoemaker.
31
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
We set forth the goal last year to have professional consultants engaged in the areas of Network
Administration and Security, Application Programming, and Implementation, as well as System
and Application Integration. We advertised one Request for Qualification (RFQ) this fiscal year
for network support. We requested the Board of Supervisors reject the RFQ response in February
2022 due to the single response not being qualified per the RFQ specifications.
While we have not made progress in engaging consultants to continuing contracts through CCUA's
procurement process, we engaged CDW through a state government contract this fiscal year. We
were able to use CDW to replace antiquated equipment that had been identified as a risk factor in
the CCUA Business Intelligence and Information Systems Plan presented by EMA in July 2020.
Our team re-engaged Softwink, Inc., DBA Quadrant Information Security(Quadrant) in February
2022. Quadrant provides passive monitoring of network traffic as part of CCUA's security
measures. Quadrant also provides periodic testing of CCUA's security measures to ensure there
are no obvious gaps in network security.
Due to the continued and increasing issues with data analysis and delivery as well as regular
reporting of information,I directed Jeff,to begin the process of finding a qualified IT/IS consultant
to support our efforts to transition the custom-built FileMaker platform to a modern Enterprise
Resource Platform (ERP). I also directed Jeff to begin formally planning this effort to identify
needed resources, expected ERP performance criteria,potential schedules, and financial resources
necessary.
We expect this ERP transition to require expertise beyond the capabilities of our existing five
person IT team. The ERP transition will directly involve our CIS, Billing, Financial Management
(standard financial reporting as well as operations and CIP management), and Human Resources
(applications, employee management,payroll, time, and attendance, etc.). We expect this effort to
require professional experts to evaluate and provide recommended improvements to our network
hardware (on-premises versus cloud based), network architecture, data structure, database
structure and interfaces, as well as software integrations. We anticipate the ERP transition to be a
monumental change in direction for CCUA's IT and IS aimed at improving operations and levels
of customer service.
Operations Technology(OT)
John McCleary joined the CCUA team in January 2022 as the Supervisory Controls and Data
Acquisition (SCADA) Manager. John leads our effort to modernize CCUA's out-of-date manual
controls that are very labor intensive and susceptible to miscommunications. John began planning
the effort to transition to a SCADA system across CCUA's service area. The planning effort will
identify the human resources needed, the technology requirements, planning schedules, and
financial resources necessary. John will develop this SCADA plan over the upcoming fiscal year
anticipating implementation in future fiscal years.
32
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
The CCUA team held workshops
regarding network segmentation and
- responsibilities between IT and OT
_ systems. To be compliant with
'I ' developing regulations in the realm
* - of network security,we will segment
_ the IT (Business Operations)
systems from the OT (Field
Operations) systems. This
SCADA Department and Administration segmentation will include different
John McCleary,Teri Shoemaker,Jeremy Johnston,Alicia Baker sets of servers, switches, and other
communication equipment. We
intend to implement a network architecture consistent with the Perdue Model and supporting
industry standards.
John initiated and completed a network health check in June 2022 as part of an initial assessment
of our existing operational network capabilities. With EESCO being a sole source vendor for the
equipment at the water treatment and reclamation facilities,we used EESCO to complete the health
check. EESCO completed a thorough review of our existing systems and provided valuable
information regarding existing vulnerabilities as well as recommendations to move forward.
Our team has either addressed or initiated addressing the existing vulnerabilities for network
security. John also began incorporating the EESCO recommendations into the development of the
SCADA system standards and development plan. We are coordinating these SCADA standards
with the teams currently designing CCUA's new facilities at the Peter's Creek Water Reclamation
Facility(WRF).
Water Treatment
The Water Treatment Depaitiuent made significant advances on several fronts this fiscal year. We
were able to begin routine reporting on water demand, conservation, and operational performance.
We saw a transition of some staff in the department. This transition opened opportunities for some
talented individuals to step into leadership roles that have benefited the team. In addition to
professional growth of the staff, we completed both the electrical and operational assessments.
Both proved beneficial.
33
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
"' I� .- This fiscal year, we re-initiated the regular
�� ,, I monthly reporting of Customer Water
oi - iill j 1 / Demand and Water Conservation. This
Imm v
II1
information provides the baseline information
—�l I on the delivery of potable water to customers,
1_15.;� _-1 y=, 44- - the difference between customer tiers, and
conservation effectiveness. In addition to
A ,,,�; `Aiiit ^ `,1` I water demand and conservation, we began
•_r f ,�,f , reporting on the monthly water treatment cost
— r 1 all n Thi r i th Bar f pe ,000 g o s. s p ov des e o d o
Water Treatment Department Supervisors a transparent metric in how
Jason Mclain,Mike Rapp,Jonathan Stanley,Bryan Nall,Nick
Jourdan,Chris Nazworth,Daniel Dawson,Ben Hash,Nate efficient we in our water treatment
Knepper,Dwight Garth,Cedric Bodway,Nick Griffin,Kyle operations. We provided a graph on this
Morris,James Byrnes,and Ross Bland performance measure in Appendix F.
The CCUA team continues to advance several capital projects that upgrade and modernize the
electrical controls. The improvements at the Ridgecrest and Meadow Lakes Water Treatment
Facilities (WTFs) are progressing through construction. The Water Treatment Department staff
are also working collaboratively with John McCleary to prepare for needed instrumentation
upgrades to support SCADA.
This year, we successfully engaged the services of two (2) contractors to support the Water
Treatment Department in the required inspection and associated repair efforts. CCUA had
historically handled inspections and repairs under separate efforts that required multiple takedowns
of the water tanks. CCUA historical processes consumed large amounts of staff time in procuring
services as well as multiple inspection and repair processes. The contractual engagement of the
two contractors this year results in a streamlined process where CCUA and the contractor can take
down a tank, complete the required inspection, and complete any necessary repairs as one
continuous process. We consider this effort a significant success in the saving of staff time and
financial resources while protecting public health and safety.
We engaged the CDM Smith team in November 2021 to provide an operational assessment of the
Water Treatment Department. CDM Smith's assessment provided feedback regarding training,
staffing levels, SOPs,work orders, asset management, and KPIs. We are pleased to report that the
recommendations were consistent with existing efforts in nearly all the categories.
Our team with the support of the Dewberry-Hydro engineering team are evaluating several existing
WTFs and whether they are needed to support the potable water distribution system. We suspect
the growth and interconnection of CCUA's WTFs and distribution system have rendered at least
four WTF's no longer necessary. Upon the completion of the Dewberry-Hydro evaluation,we will
make final recommendations whether to decommission WTFs no longer necessary to support the
treatment and delivery of potable water to our customers.
The CDM Smith operational assessment discusses recommended staffing levels. We received the
CDM Smith report after we submitted the budget for consideration. We also consider the likely
decommissioning of WTF relevant to the discussion and decision-making regarding staffing
34
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
levels. The decommissioning of WTFs will eliminate the Florida Department of Environmental
Protection(FDEP)required staff hours at the facility. The elimination of these required staff hours
will likely bring the current number of Water Treatment Department staff more in line with CDM
Smith's industry recommendations.
This fiscal year the Water Treatment Department received two awards. \\_F,da on •
The first award was received in December 2021 from the Florida Section Outstanding
of the American Water Works Association (AWWA). The Florida Class C
Water Treatment Plant
Section of AWWA recognized CCUA's Water Treatment Department for Peter's Creek,
Outstanding Class C Water Treatment Plant for their work operating the Clay County
Peters Creek WTF. We consider the AWWA important because this
m2,
serves as a recognition from CCUA's peers in the utility industry.
The second award was received in March 2022 from the
FDEP. CCUA's Water Treatment Department won the
2021 PLANT OPERATIONS EXCELLENCE AWARD 2021 Operations Excellence Award for their work at the
Peters Creek WTF.We consider the FDEP award important
.Jnn4vngwaaa R.rell agl.in IR.nJ°.M1.reNhaki+Fmq°waN<d N
Peters CreeE"Water Treatment Pant because this serves as a recognition from a key regulatory
N erogrJti°n of°uuaNing°y...rk J..wgli J..Ii..x�hA...iau i+.m
agency representing the State of Florida.
RenmW NM2)NDav ti Mar.=
/rG/
" Congratulations to the Water Treatment Department!
Wastewater Treatment
CCUA's Wastewater Treatment Department continues to work - - -
through a period of transition and growth. We wished CCUA's long-
time General Superintendent, Dennis Martin, a very happyri
$11
retirement. Dennis retired after 25 years of service. This led to the
promotion of Phil Hendrix to the role of General Superintendent. Phil
continues to learn and grow into the position.
The Wastewater Treatment Department currently has several
outstanding long-term employees who will be looking to begin
enjoying their retirement in the coming years. We initiated efforts to Wastewater Treatment
ensure these leaders in the organization are paired with talented Mid-Clay
individuals to transfer their knowledge to those who will follow in Lee Dicks,Darin Ernst,
John Fuquay
their footsteps.
We will begin an operational evaluation of the Wastewater Treatment Department in the coming
months that will continue into the next fiscal year. The operational evaluation will follow the same
process as what we did with the Water Treatment Department. The operational evaluation will aid
our effort in identifying and addressing issues and opportunities with training, staffing levels,
SOPs, work orders, asset management, and KPIs.
35
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
The Wastewater Treatment Department also received an
Operations Excellence Award from the FDEP in 2022. The
Operations Excellence Award was presented by FDEP for
2021 PLANT OPERATIONS EXCELLENCE AWARD our team's great work at the Mid-Clay Water Reclamation
Facility. As previously noted, we consider the FDEP award
94W--C(ay Water Reclamation y'aciaty
important because this serves as a recognition from a key
regulatory agency representing the State of Florida.
n/...--
Congratulations to the Wastewater Treatment Department!
Distribution and Collection Systems
The Distribution and Collection (D&C) team continues to handle the day-to-day operation and
maintenance of CCUA's potable and reclaimed water distribution systems as well as the
wastewater collection and transmission system. The D&C team operates and maintains 1,549 miles
(8,178,720 feet) of main pipelines, 177 lift stations, 3,829 fire hydrants, 15,739 main line valves,
and 67,802 meters (potable and reclaimed). They are also responsible for CCUA's right of way
maintenance, utility locates, and customer-initiated service tickets. CCUA completes all these
efforts with a dedicated team of 58 people.
-- This past year, the D&C team supported the Engineering
Wm
----- . . Design team in completing risk and consequence
evaluations on all CCUA's existing pump stations. This
! evaluation supported prioritizing the repair, rehabilitation,
. and replacement decision making in both operations and
.,, engineering. The information D&C developed proved
essential in the preparation of this year's CIP.
o 11' -
The biggest challenges the D&C team faced over the past
year centers on supply chain issues and related price
,,:.,.- , aver, I increases on supplies, materials, parts, and equipment.
,l' 1. Generally speaking, CCUA used to maintain roughly four
" ,- 1 ! (4) months of supplies on-hand. Now, the D&C team must
consider ordering parts and equipment over a year in
iiiiiiiiiL
advance due to supply chain issues. In addition, vendors
and supplier quotes are now valid for twenty-four (24)
Distribution and Collection hours usually versus the previous standard of thirty (30)
Marc McMahon days.
The leadership of the D&C team served an instrumental role in discussions with our current meter
supplier, Sensus, and a new supplier, Neptune. We diversified our suppliers of meters to address
the challenges of receiving meters that are back ordered. Both suppliers use the same radio based
Advanced Meter Infrastructure(AMI) system. Our team continues to communicate order needs to
avoid stock-outs in setting meters for customer services.
36
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
In addition to setting meters for new customer services, the D&C team prepared the CCUA meter
change-out plan. The meters CCUA uses generally have a ten (10) year life cycle. We are either
at or approaching the end of that life cycle. In the proposed budget for fiscal year 2022/2023, we
intend on adding three (3) staff aimed specifically at replacing meters on the ten (10) year life
cycle. We modeled this effort after the ten (10) inspection cycle for all the gravity mains in the
CCUA system.The number of meters necessary for this effort will add to the demand on the supply
chain.
Facilities and Fleet Management
This fiscal year we completed a major effort in
replacing the flooring in the office areas of the
= �— existing administrative building. The previous
,' carpet more than met its expected life cycle of 20
t
years. We now have linoleum flooring throughout
= the office portion the administrative building
which is easier to clean and maintain.
,41
L.
Facilities and Fleet Maintenance Department
Tracy Alexander,Billy Loudermilk,Jim Moore,
Doue Schutter
Our fleet management mechanic serves within / f
the Facilities and Fleet Management
Department. Doug Schutter joined the CCUA _
team in the middle of last fiscal year. Since Doug —
joined the team, we have increased the number mci-
- — —
of CCUA fleet vehicles regularly served by fleet
maintenance. This effort improved the actual 411111111111111111
•
maintenance completed on the vehicles,the time , %, °F'f 0
involved with the maintenance services, and (-
costs involved. • -`'
37
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
The facilities team will see an increased workload
next year due to the planned completion of the new
II >
O • • T warehouse facility and the expansion of the
�•• rr administrative building. We anticipate IO • � the new g
e warehouse facility to be completed by the end of
- 11 t 2022. We also anticipate the expansion of the
_ o �E ; ' � • • administrative building to be completed by the
I summer of 2023.
OUTDOOR
ZONE •�
to 111 t Both new buildings will add responsibilities for our
NE existing facilities staff.We will evaluate the workload
ital.. t associated with the expanded administrative campus
MI sri to determine if additional staff are necessary to
CCUA Administrative Complex effectively maintain those work areas.
Master Site Plan
Our Master Electrician currently serves within the Facilities Depailiuent. We proposed adding an
electrician to staff next fiscal year to begin learning CCUA's equipment and facilities. The new
electrician will work closely with our Master Electrician to learn our systems over the next year.
The added electrician will not only support transferring institutional knowledge we will provide
electrical services support for the growth of our utility systems.
Last year, we defined the engagement of electrical contractors through continuing services
contracts as a goal. We successfully completed that objective with the engagement of Brooks
Building Solutions. We added depth to our capabilities with engagement of the Brooks Building
Solutions to handle larger scale electrical renewal and replacement efforts that are outside of our
typical CIP project process.
Service Availability
The Service Availability Depaitiuent interfaces directly with developers,businesses, and residents
who want to connect to CCUA's utility systems. Our Service Availability team remained
extremely busy this fiscal year. We continue to see an increase in the number of commercial and
residential projects reviewed by the Service Availability Department. In the graph on the next
page, we nearly met last year's number of plans reviewed during the first nine (9) months of this
year.
We took advantage of a change in staffing to retool a position in the Service Availability
Department to include both technical plan reviews as well as identifying easement or property
needs. The addition of the technical staff capabilities in the plan review process provided
significant improvements to the plan review cycle times.
Last year, we indicated we would develop and begin to report on performance measures. Our
measuring and reporting on plan review cycle times was part of that effort. We established a goal
of twenty-five (25)business days for project construction plan reviews.
38
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
The graph below demonstrates the Service Availability Team is sustaining a positive trendline
with the overwhelming number of reviews (93%this fiscal year) within the defined goal.
P ,,
r
Total Project Plans Reviewed By
t I -
Fiscal Year
— —60 45 41
4kiiii..., 40 34
20 I
\ c,'....... ....* '''• ) I ' .
0 2019/2020 2020/2021 2021/2022
Fiscal Years
Service Availability Department
Jennifer Cron,James Bloom,Jina Gibbs,Darrell Damrow,
Summer Berndt.Samantha Conner.and Melisa Blaney
Developer Plan - Review Time
80
•
70 - -
60 • - - -
N
f0
a50 • - - -
al
d
'; • • • •
W 40 • • •
CC • •
L •• • • %
• ••
•• •• •
E 30 • .. • • • • • •
H ••
• • • •
• Trend Line
20 • • • _ • • • 1•• • '••
•
••
'• • • • •
•• • • • •
10 • • • •
I
•
• • • ••
0
• •
8/23/2019 12/1/2019 3/10/2020 6/18/2020 9/26/2020 1/4/2021 4/14/2021 7/23/2021 10/31/2021 2/8/2022 5/19/2022 8/27/2022
Project Review Date
• Days in Review —Linear(Days in Review)
39
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
The Service Availability Department also handles the As-Built/Record Drawing process to close-
out CCUA's permit review/development agreement/construction/asset acceptance process. This
process involves multiple departments including Service Availability, Design, Construction, and
the Enterprise Asset Management (EAM)/Geographic Information Systems (GIS). CCUA's
process historically was driven by manual processes and overly precise technical expectations that
led to long cycle times. Our team has been refining those processes and technical expectations to
meet the appropriate and reasonable standards for safe and reliable operations. The success of this
effort is demonstrated by the As-Built Cycle Time graph presented below.
1
As-Built Cycle time
600
500 ' ! I I I I =Inspection time
. CAD time
co 400
Total
ar 300 - —Poly. (Total)
3 200
CU Zoo I Trend line
0 �► I I it I l I I I , 40
days
oy\yo oy\tioo�\tio oN\ytio1\yti�\titi 1\ytioN\1 114 yti1\titi >\1fq.N\'tiph. tio�\titioy\ oN\i', \\,yti \ 114 I/4�\ ki
P.‘" ti' tiQ\ oti\ oti\ 03\ oa\ 0" 0° o%' 0° 09 tio\ titi\ titi\ oti\ oti\ On,\ oa\ o e
Date
Because the Service Availability Department serves as the vital and pivotal interface with the
development community, we began integrating staff from this department in CCUA's master
planning, forecasting, and modeling efforts. With this effort,we are developing the team approach
to the master planning of the utility that fosters a positive culture, team capabilities, and synergies
of expertise and experience. Another positive aspect to our approach is the diversification to the
knowledge of the master planning efforts so they do not rest with a single individual.
40
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Engineering Design
CCUA's Engineering Design Department welcomed the addition of new professionals to the team.
Since Paul Steinbrecher joined the CCUA team in March 2021, we have worked to add
experienced professionals complimented with developing our
younger professionals. In this effort, we welcomed Joseph \\\I 011
Paterniti, PE, to the CCUA team as the Assistant Chief I\\\
I
Engineer. Joe brings many years of experience as a practicing
Professional Engineer. \\
The growth in expertise and capabilities in the Engineering A.
Design Depar liiient are evident in the number and value of the f'
CIP projects in the design process. Since March of 2021, the 1,,
value of CIP projects in design has grown from $28M to Engineering Design Department
$77.3M(176%Increase). The projects in design will move into Paul Steinbrecher,Lori Deloach,
construction. By the end of the fiscal year, we expect to have Joe Paterniti,Heather Cavanagh,
roughly $127.2M of capital project value in some form of Zach Loeb,Kevin Ledbetter
design or construction. This represents a total value increase of
$91.4M (255%) in CIP project investments that are moving forward. The graph below shows the
total value of projects currently underway in both design and construction.
Capital Projects Underway and Projected
$300,000,000
$241,800,000-
$223,500,000
$250,000,000
u $200,000,000 /
' $127,200,000
O /
$112,600,000
6 $150,000,000 /
W
Q $35,800,000
$100,000,000
$77,300,000
$50,000,000
$28,000,000
$35,300,000
$0 $7,800,000
`,t1 :1> `,> 1ti 43> ,tit' `titi titi `titi titi J.t'L c `,y0 .y3 `.{� .y^' c A J�S `,VO ,* „I!" ,yP
era 4,4k .' 4.9 ao �a era 5- 49 ?o •a era erg �° 1 ao 5- v> 1
MILESTONE DATES
—Underway — Projected —In Construction —In Planning/Design
The Engineering Design Department invested significant amounts of time in evaluating and
updating information supporting the CIP. The team's work this year focusing on prioritize capital
projects based upon service growth need, risk/resiliency, and rehabilitation/replacement.
41
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
This effort required the engagement of team members across departmental lines to evaluate
modeling, service availability requests, as well as risk and consequence considerations with
existing infrastructure. You see the result of this effort in a better-defined CIP shown in this year's
budget.
Paul Steinbrecher and his team have focused a great deal of time and effort in getting projects in
and through the design process. This is demonstrated by the dollar amount of capital projects in
flight. With the increasing number of capital projects being lined-up to meet the population growth
in the future,we began evaluating our available resources to manage and complete the anticipated
workload. To address these resource challenges, we engaged our engineering consultant teams to
support CCUA efforts in developing several area specific projects into a program. We offer the
work the Dewberry-Hyrdo team is completing in the development of a Lake Asbury Master
Planning Area (LAMPA) trunk main program as an example of this effort. By effectively
managing the workload with the appropriate expertise,we will continue to effectively manage and
communicate project scopes, schedules, and budgets as CIP projects advance.
We initiated an effort to develop a disciplined process that supports the management of CIP project
development from concept, scoping, budgeting, scheduling, design, bidding, construction, and
implementation. This disciplined process will aid our planning and communications between the
organization's core disciplines of Engineering, Finance, Operations, and HR/Risk Management.
CCUA's historical processes are paper based and fragmented. We seek to leverage technology and
documented Project Management (PM) and SOPs to implement the disciplined CIP project
development and delivery process. Ultimately, we will achieve improved communication,
performance, and transparency through an improved delivery process.
Beyond advancing the CIP projects, the Engineering Design Department leads CCUA's efforts in
solving technical problems. The Carollo Engineering team and the CCUA design team recently
completed the design of the Potable Reclaimed Water Pilot project. This project is currently out to
bid and closes in August 2022.
The Potable Reclaimed Water Pilot project remains a key element in diversifying water supplies
in the years ahead. CCUA remains forward thinking in the use of technology that requires solving
complicated technical problems. This project will use a carbon-based treatment system that avoids
the brine produced by tradition Reverse Osmosis (RO) systems. This system will prove essential
for Clay County and other areas in Florida that cannot easily dispose of brine solutions. Our team
has a passion for solving these types of technical problems that will be essential for our success
and lead the way in the State of Florida.
In addition to the Potable Reclaimed Water Pilot project, the Engineering Design Department
continues to work with the Wastewater Treatment, D&C, and the Jacobs Engineering team in
evaluating the Stormwater Harvesting Pilot project. We are evaluating the water quality and
quantity of this project for potential development on a larger scale. We are beginning to see
potential challenges from a water quality perspective. We also see significant challenges from a
water quantity perspective due to the time of rainfall and customer water demands. Our teams are
taking this data and considering potential alternatives to the stormwater harvesting concept which
have been incorporated into the IWRP.
42
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Construction and Inspection Services
The Construction and Inspection Services
j_ Department continues to provide
consistent construction administration and
' `�^ inspection services for our developer
- agreement driven projects as well as our
1 -_ � capital projects. Our team ensures that
\ contractors follow CCUA developer
agreements, permits, as well as our
standards and specifications. In addition to
these core duties, the Construction and
Inspection Services Manager, Warrick
Construction and Inspection Services Department Sams, provided significant support to the
Warrick Sams,Matt King,Linda Ortiz Figueroa,Rafael Duran, Engineering Design and Procurement
and James Griffin
Departments in developing alternative
approaches to shorten anticipated construction schedules on key CIP projects, as well as assisting
in the effort to contract four(4) continuing services construction firms. This department provides
key services and support for the efficient construction and delivery of projects CCUA will operate
and maintain.
The Construction and Inspection Services Department continues to see an increase in developer
driven workload like the Service Availability Depai tiiient. So far, this fiscal year, our team has or
is providing construction and inspection services to twenty-eight (28) subdivision projects, thirty-
eight (38) commercial projects, and nine (9) CIP projects. We provided a graph and chart below
to provide comparisons of the work load this fiscal year to the previous two.
Fiscal Year 2021/2022 Project Workload
Capital Mix
Improvements
12% Subdivision
37% •Subdivision
•Commercial
•Capital Improvements
Commercial
51%
43
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Projects Managed and Inspected Per Month Per Fiscal Year
60
50 iii
iii
iii
0 Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. I Jul. Aug. Sep.
■2019-2020 23 24 24 26 27 27 27 27 29 29 29 29
■2020-2021 29 26 27 28 29 31 34 36 36 36 38 43
■2021-2022 43 44 46 48 48 50 52 I 47 45 47
■2019-2020 ■2020-2021 ■2021-2022
Last year,we stated we would begin to report on Construction and Inspection Service Department
performance metrics. We initiated reporting on the construction of CIP projects to the Board of
Supervisors this year. Warrick Sams has provided two such updates this year. We will continue
the CIP construction project updates on an approximately quarterly basis. In addition, the
Construction and Inspection Services Department initiated KPI's for their team. This department's
KPI's are included in Appendix F.
Doctors Lake Septic to Sewer Project Update
CCUA undertook the septic to sewer conversion of one area along Doctors Lake in over the past
couple of years. Our team has led the effort that included community engagement, implementation
of participation agreements, contracting with a local contractor for main extensions, construction
administration, and private side connection via local plumbers contracted directly with
homeowners.
We are pleased to report the project is substantially complete in August 2022,with an exceptionally
high participation rate of 85 percent of eligible homes. The high participation rate is in part a result
of extraordinarily high project funding by the SJRWMD, bringing most homeowners' costs to
connect down to $150 to $500 for most homeowners, peaking at a maximum of$5,500 out of
pocket for a couple of homeowners.
This project was the first of its type for CCUA and was not without challenges. The project
location is a particularly difficult conversion area, with narrow single-lane streets underneath a
very mature canopy of oak trees. There were contractor-caused issues with the initial quality of
workmanship and their ability to manage their schedule and crews. The costs for this were
primarily borne by the contractor. The contractor issues and delays did cause frustration with our
new residential customers.
Although the project had difficulties, several lessons were learned, and our team will evaluate
those in a post-mortem memo. We believe these lessons learned will make the next project run
more smoothly and timely.
44
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
On balance, although the project was delayed,ultimately it met the SJRWMDs funding deadlines
and has now converted numerous homes from aging septic tanks to CCUA's public sewer system,
for a negligible cost to the homeowners.
We were pleased to partner with the State of Florida and the SJRWMD on this important project.
Our staff is seeking potential funding sources for phase II.
Enterprise Asset Management(EAM) and Geographic Information Systems (GIS)
This EAM/GIS Department experienced a significant amount of transition this fiscal year with the
departure of the Department Manager and a CAD specialist. Paul has been serving as the
department manager during the recruiting process. Despite those departures, the department made
significant progress in productivity.
We have recruited a specialized, experienced manager, Angela Knight, who will join the after
relocating from the Washington, DC area. Angela possesses a great deal of expertise and
experience in both EAM and information systems. We are excited that she will provide a
significant amount of expertise.
Our team advanced an EAM development process with the Jacobs Engineering team. We worked
with the Jacobs Engineering team for their expertise with asset management as well as the
experience with the EAM platform we use, Cartegraph. The process with the CCUA and Jacobs
Engineering teams included process map training across the enterprise. We are using this training
to aid in developing SOPs so our processes getting data in and out of the Cartegraph system are
consistent.The effort also provided tools to evaluate and recommend improvements to our existing
processes for more efficient operations and communication of information. We will look to
complete the EAM effort with the Jacobs Engineering team once Angela Knight arrives.
1 1 1
Rita Matti-Coles demonstrated outstanding
leadership while providing technical
expertise during the staff transitions. Rita
kept our GIS systems working while
improving several processes. She was also
able to keep pace with many GIS map and
3.. service requests to keep operations and
management working effectively. Robert
�' :s Dawkins has also been a steadycontributor
. .�e
: to CCUAs CAD designs and with as-builts.
We welcomed Stevenson Ellis to the
Enterprise Asset Management(EAM)and Geographic EAM/GIS team in March 2022. Stevenson
Information Systems(GIS)Department was promoted from the Distribution and
Xavier Aguirre,Rita Matti-Coles,Paul Steinbrecher,
Stevenson Ellis,and Robert Dawkins Collection Department to serve as the
Survey/GIS Technician. He continues to
make a significant contribution under the direction and mentoring of our Professional Surveyor
45
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
and Mapper, Xavier Aguirre. We see significant increases in the production of route surveys,
sketches, and descriptions with the Xavier and Stevenson team.
The EAM/GIS Department made tremendous improvements in the processes for the input of as-
built survey information into CCUA GIS systems. CCUA historically saw cycle times for this
process over 200 days. The EAM/GIS Department worked collaboratively to target a cycle time
of less than 40 days. They set this target based on shifting resources and implementing technology
to automate processes. The chart below demonstrates the EAM/GIS achieved their target goal of
cycle times less than 40 days.
In addition to the goal on cycle times,the EAM/GIS team set other KPIs for their department. We
provide those KPI's in Appendix F.
Asbuit-GIS KPI Cycle Times
400
350
• GIS Job Types -Digitizing Average Cycle Time
• -Complex -3 Weeks
300 • • -Medium -2-4Days
IN■ ■ • Simple 1 Hour
p 250 • ■
• • •
y 200 •■ •• •
■
AM Ali
•
P 150 A ■ 1 • ■ ••
ue A •`r••
AN 4
50 �
LL - ■
0 I1 I■�i )�If�i Ii i IIIIII��.)Illlltl�ll� Ilill..�llll�ll.TTl..11l illlll .�1.. 1a11. .11� � w
~ 'A 0' .� .� N N N of ref a s V N N tO tO tO m N CO e0 CO 01 O1 O O O m N N N N m M a a CO N to l0
Asbuit Jobs Received
=GIS Digitzing-Days • Back Log-Days Total Cycle Time —Expon.(Total Cycle Time)
46
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Procurement
The Procurement Department operates within the
Financial Group. Angelia Wilson serves as the
Procurement Manager with the support of Darrin
Parker our Contract and Procurement Specialist. t •
�" •
,,0;+�
CCUA's procurement team has proved *.;.�''-- :��:�'
instrumental in advertising, bidding, and
ultimately contracting many CIP projects, •
operational continuing contracts, suppliers,
vendors, and other procurement needs. We -�
consider this department essential CCUA's long
term success by effectively procuring the many !
different projects, services, and resources to
serve our customers. M ��-
In addition to the P-Card implementation
previously noted in this report, the Procurement Procurement Department
Department has been working through a large Darrin Parker and Angelia Wilson
backlog of CIP projects and operational
procurement needs. Since Angelia joined the CCUA team in December 2020 and began building
the procurement Department,the procurement team completed eighteen(18) solicitation packages
in Fiscal Year 2020/2021 and sixteen(16) to date this Fiscal Year. These numbers do not include
various contract renewals and state contract approvals the Procurement Department has handled
this Fiscal Year.
Several of the solicitations were strategic in nature and done jointly with Engineering or
Operations and are yielding broadly based efficiencies. Development of Continuing Services
Contracts for four general contractors is one example. This solicitation initiative was labor
intensive between engineering, construction, operations, and procurement departments, but is
beginning to have the effect of reducing cycle times for contractor engagement on several of our
projects. These departments showed strong teamwork and continue developing new tools to
conduct CCUA's its workflow more efficiently.
47
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
In addition to the number of
Number of Procurement Solicitations solicitations per month, we
by Month per Fiscal Year established a KPI measuring the
number of days each solicitation takes
6 to move through the procurement
5 — process. The current KPI objective for
4 this metric is 120 days. Of the sixteen
3 (16) projects completed through the
Procurement Department this Fiscal 2
1 Year, all the projects met the number
of days objective. The data we track
z 0 ' ' indicates we are averaging roughly 73
Oct.Nov.Dec. Jan. Feb.Mar.Apr.May Jun. Jul. Aug.Sep. days for each procurement project.
■FY 2020-21 •FY 2021-22 We provided the KPI data in
Appendix F.
Inventory Management
We remain committed to developing an Inventory Management Program to serve the CCUA
operations. This fiscal year we have not made measurable progress in this area. However, we are
pleased to welcome Trisha Norton to the team in as the Inventory Manager. Trisha served in the
U.S. Navy for 24 years and offers expertise in supply and logistics. Her experience will provide
immense value in developing the CCUA Inventory Management Program.
With the addition of the new Inventory Manager, we look forward to the development of the
Inventory Management Depaitiuent and coordination with the Procurement Department. We
envision a collaborative work effort between the two departments to evaluate purchasing patterns
to identify and engage suppliers with appropriate continuing contracts. We see key success
measures of the Procurement and Inventory Management Department will be the number of
supplier contracts to purchase materials, equipment, goods, and supplies that CCUA routinely
purchase at bulk rates.
Fiscal Year 2022/2023 Goals:
1. Engage Information Technology / Systems Professionals to prepare for an Enterprise
Resource Platform (ERP) transition
2. Select an ERP and supporting systems (Financials, Human Resources, Time/Attendance,
etc.)
3. Develop a business and implementation plan for an inventory management system.
4. Continue the development of the Procurement program processes along with integration
with the other departments.
48
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Public Stakeholder and Government Affairs Engagement:Promotes a healthy working
relationship with governmental entities and public stakeholders.
We welcomed Dennis Ragosta to the CCUA team in January as
the new Public and Governmental Affairs Liaison. Dennis jumped
right into theposition byengagingwith the CCUA team and � ' v
g �;►9��� ��v ��'
external stakeholders with such efforts as Clay Day and our _�
lobbyist activities. „
d� �
CCUA experienced a very successful Clay Day in 2022. Dennis ' T j
worked with our client service manager for GrayRobinson, Chris
Dawson, to facilitate key meetings. We met with the Governor's 3 �,
Deputy Chief of Staff Anna DeCerchio, and the FDEP Secretary
Shawn Hamilton. We held very positive discussions and
highlighted CCUA's projects at Mid-Clay and Peters Creek.
Public and Government Affairs
Beyond Clay Day, our team prepared and submitted appropriation Dennis Ragosta
requests for both the Mid-Clay Potable Reclaimed Water Pilot
project and the Peters Creek Water Reclamation Facility(WRF)expansion. Our team worked with
and supported our legislative delegation for these requests. The Mid-Clay Pilot project was
included in the final state budget but did receive a line-item veto.
Chris and the GrayRobinson team lobbied for language regarding Special Legislative Districts to
be included in legislation for resiliency infrastructure grant funding. House Bill (HB) 7053 was
passed with the language GrayRobinson lobbied for included. Governor DeSantis signed this bill
into law in May 2022.
Dennis continues to work with Chris on grants and other funding opportunities. Our team will
submit three pipeline projects for resiliency grants.Our team received a grant for the second phased
of the Doctors Lake Septic to Sewer Project. We continue to work through details regarding the
septic to sewer efforts. We will also resubmit a legislative funding request next legislative session
for the Peters Creek WRF.
In addition to the efforts highlighted above, our team continues to engage with a variety of
community leaders and stakeholders. Some of the community leaders and stakeholders we
regularly engage with include the Clay County Board of County Commissioners (BCC), the Clay
Economic Development Corporation(EDC), the Florida League of Cities, and local Rotary clubs.
So far this year,we have given presentations to the Clay County BCC on three different occasions.
We provided information related to Transition, Planning, and Growth (January 11), Utility Tax
Data(February 22), and Water Demand, Integrated Water Resource Planning, and Water Quality
(March 22).We were able to engage and inform this important stakeholder regarding various areas
of the utility business and the customers we serve. We are looking forward to opportunities to
engage further with the Clay County BCC relating to the various DSM options in the IWRP as
they relate to potential county ordinances.
49
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
In addition to the interaction with the Clay County BCC, our team regularly engages and supports
the Clay County staff. We work with Clay County's Engineering, Planning, and Emergency
Management Departments. We see these working relationships as essential for the support of the
community in which we all live and work.
The CCUA SLT regularly attends the Florida League of Cities meetings in Northeast Florida. We
believe these meetings are essential to engage and communicate with important stakeholders
including the Town of Orange Park, City of Green Cove Springs, Town of Penney Farms, and the
City of Keystone Heights, etc.
As CCUA's Public and Government Affairs Liaison, Dennis attends the meetings of the Clay
County BCC, the SJRWMD, and the FDEP. He not only listens for issues, rules, and potential
regulations that may affect CCUA,he engages with these important stakeholders to maintain good
lines of communication with these important jurisdictional agencies.
Beyond the municipal and regulatory stakeholders noted above, the CCUA team engages with
community stakeholders by giving presentations when requested. So far this year, our team gave
the presentations listed below to various clubs and professional organizations.
Rotary Presentations:
• Transition, Planning, and Growth by Jeremy Johnston, Executive Director
• Workforce Development by Kimberly Richardson, Chief Human Resources Officer
• Purified Water/AWS Initiatives by Paul Steinbrecher, Chief Engineer
• Financial Strategic Planning Development by Jeff Wesselman, Chief Financial Officer
American Water Resources Association (AWRA) Presentation:
• SB 64 Surface Water Discharge Elimination Panel Discussion by Jeremy Johnston
Northeast Florida Builders Association (NEFBA):
• Bonded Transportation Program(Clay Couty and CCUA Projects) by Paul Steinbrecher
Clay Economic Development Corporation (CEDC):
• Sustainable Growth in Clay County, Florida,by Jeremy Johnston
Next fiscal year, we intend to maintain the high level of community engagement. Dennis has
developed and implemented the stakeholder engagement survey to solicit feedback through each
email. In addition, Dennis has begun developing a social media presence for CCUA through
Linkedln and Facebook. We intend to continue developing these social media outlets for
engagement of our customers and stakeholders through next fiscal year.
Fiscal Year 2022/2023 Goals:
1. Maintain active engagement in legislative issues through our engaged lobbyist,
GrayRobinson.
2. Pursue legislative funding opportunities for at least two (2)of our upcoming capital
projects.
3. Continue development of the stakeholder surveys.
4. Continue development of CCUA social media pages.
50
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Intangibles: This Category is intended to evaluate the Executive Director's response to the
unexpected and unforeseen events.
Last year,we defined the objective under intangibles to remain active in addressing issues related
to COVID-19. While we did see waves of the virus move through the organization,we were able
to successfully navigate these challenges and maintain the expected levels of service.
In September 2021, CCUA lost a fellow colleague Randal Cochran, Repairs Foreman, to the
COVID-19 virus. This loss was felt throughout the organization. We must acknowledge the
leaders within the D&C Department that helped the crew and colleagues who worked with
Randal through an extremely difficult time. This acknowledgement of the caring leadership
within the D&C Department goes to David Rawlins, Steve Rencarge, Kenny Sweat, Shawn
McKinney, Randy Green, and Tommy Eure.
As mentioned previously, we experienced and continue to experience issues involving supply
chains over the past year. We provided the price increase notices to the Board of Supervisors
over the course of this fiscal year. We attempted to increase ordering levels to mitigate stockout
issues involving materials, meters, parts, equipment, etc. We currently have significant amounts
of items on back-order. We are monitoring this situation closely for potential stockouts and bull-
whip effects as orders came in.
Additional actions we took this fiscal year include emergency purchases of meters and check
valves. Our team diversified the suppliers of meters with Neptune to compliment Sensus as our
meter suppliers. Our team also began looking at alternative materials to those described in the
approved materials manual.
We will continue to monitor and evaluate this on-going situation.
We are monitoring the situation through our suppliers as well as
through the Florida Water Environmental Association (FWEA)
Utility Council. The FWEA Utility Council hosts regular Teams
meeting to discuss issues associated with COVID and supply chain Florida
issues. lnvironm ?i
pssociati • a .6
In addition to participating in the periodic FWEA Utility Council
teams meetings, I was recently nominated and voted into a Director Council '
At Large seat. I am representing CCUA on the utility council
regarding statewide utility issues. This is a great honor and
responsibility in representing CCUA with utilities on a statewide
basis.
51
Clay County Utility Authority Annual Report for Fiscal Year 2021/2022
With Goals for Fiscal Year 2022/2023
Fiscal Year 2022/2023 Goals:
1. Address supply chain issues as necessary
2. Continue representation of CCUA on the FWEA Utility Council
Conclusion
The CCUA team has accomplished many key goals and objectives over the past fiscal year. We
have also laid the foundation for additional growth and development next fiscal year. We
advanced requests for feedback related to customers, staff, and stakeholders. We also continue
to improve in areas that need attention.As a public utility with a public health and safety mission,
we attribute our success this year to the teamwork of professionals dedicated to the community
in which we live and work.
As the Executive Director, I conclude this report stating clearly that I am incredibly proud of the
CCUA team. I consider my service with each person on the CCUA team an honor and privilege.
I am regularly impressed with our team's ability to collaboratively work through challenges with
our community and colleagues in the forefront of our thoughts and decisions. While I consider
this fiscal year successful, I know we have challenges ahead that will require with significant
effort to advance our mission. I am confident the CCUA team will overcome these challenges
and opportunities for the betterment of the utility and the community we serve.
52
/
PERFORMANCE EVALUATION, CRITERIA
AND SCHEDULE
53
Performance Evaluation Criteria and Goals
1) Customer Engagement: Ensures timely and effective communication as well as quality
products and services are provided to CCUA customers.
FY21-22 Evaluation Criteria Goal: Staff will develop, implement, and report on the
results of a customer satisfaction survey aimed at providing statistically relevant feedback
to improve customer service, operations, training, etc.
2) Risk Management: Identifies risk and recommends and implements appropriate policies
and procedures to mitigate the overall risk to CCUA and its employees.
FY21-22 Evaluation Criteria Goal:
1. Develop a business and implementation plan for an inventory management system
in Fiscal Year 2021/2022.
2. Complete the standardized Procurement Manual.
3. Present updated Safety Policies and Reporting Procedures.
4. Work to find a mediated settlement in the case Clay County Utility Authority v.
Beach Construction, DRMP, and William Smoot, PE.
5. Work to find a mediated settlement in the case BBI Construction Management, Inc.
v. Clay County Utility Authority.
6. Work to find a mediated settlement in the case Andrew Leopard and Jimmy Wilson
v. Clay County Utility Authority.
3) Safety: Ensures CCUA facilities and employees operate in accordance with OSHA
standards by allocating sufficient resources and modifying or establishing applicable
policies and procedures
FY 21-22 Evaluation Criteria Goal:
1. Maintain MOD of< 1.0
2. Maintain RIR< 2.8
4) Administration: Develops an overall strategic plan and ensures the CCUA Board of
Supervisors remains adequately informed on information pertaining to the overall health
and performance of the organization.
FY21-22 Evaluation Criteria Goal:
1. Demonstrate significant progress of the scoped IWRP
2. Demonstrate significant progress of a Strategic Plan
3. Complete a rate study
5) Human Resources: Ensures an environment, which encourages employee retention,
54
development, equitable compensation, and communicates in a way that promotes a
positive and cooperative organizational culture.
FY21-22 Evaluation Criteria Goal:
1. Present to the Board proposals for consideration regarding employee wage
incentives for increased licensure, certifications, and training.
2. Maintain staff training hours per employee at or above the National Industry
Median as published by AWWA.
3. Continue efforts aimed at reducing employee turnover toward the National Industry
Median as published by AWWA.
6) Regulatory Compliance: Ensures compliance with federal state and local agencies.
FY21-22 Evaluation Criteria Goal:
1. Continue actively identifying, mitigating, and addressing potential regulatory
compliance issues to achieve no adverse regulatory actions.
2. Submit and actively pursue an early CUP renewal with the SJRWMD.
3. Actively engage with the SRWMD on the Lower Sante Fe and Ichetucknee Rivers
and Springs MFL's.
7) Financial Performance:Prepares a balanced budget to provide services at a level directed
by the Board of Supervisors, ensuring actions and decisions reflect an appropriate level of
responsibility for financial planning,performance, and accountability.
FY 21-22 Evaluation Criteria Goals:
1. Maintain our Operating Ratio within the planned budgeted ratios (72% or better).
2. Maintain our Current Ratio at 2.0 or better.
3. Maintain our Debt Ratio at better than National Industry Median(43% or better).
4. Implement the use of P-Cards through the organization.
8) Organizational Operations: Ensures adequate forecasting, planning, maintenance, and
management to provide continuous utility service with minimal service interruptions and
prepare to expand and provide services consistent with the community's growth.
FY21-22 Evaluation Criteria Goals:
1. Engage Information Technology / Systems Professionals in continuing services
contracts for support services
2. Engage Electrical Contractors in continuing services contracts for support services
3. Report on the development of Engineering Design performance metrics
4. Report of the development of Construction and Inspection Services metrics
5. Report on the development of GIS/Asset Management performance metrics
55
9) Public Stakeholder and Government Affairs Engagement: Promotes a healthy working
relationship with governmental entities and public stakeholders.
FY21-22 Evaluation Criteria Goals:
1. Maintain active engagement in legislative issues through our engaged lobbyist,
GrayRobinson.
2. Pursue legislative funding opportunities for at least two(2)of our upcoming capital
projects.
3. Develop, implement, and report on the results of a stakeholder survey aimed at
providing statistically relevant feedback to improve governmental and key
stakeholder engagement.
4. Continue to actively engage and support the CCUA team to engage in community
organizations, groups, clubs, and events.
10) Intangibles: This category is to evaluate the Executive Director's response to unexpected
and/or unforeseen events.
FY21-22 Evaluation Criteria Goal:
1. Remain active in addressing issues related to COVID-19.
Evaluation Procedures
August 16* Executive Director provides a narrative self-evaluation to all Board
members
September 06* The Personnel Committee will meet with the Executive Director at
1:00 P.M.,prior to the Board meeting. The meeting is intended to
allow Board members the opportunity to address any questions
and/or concerns regarding the Executive Director's self-evaluation
and goals for the upcoming fiscal year.
September 09* Board members turn in their evaluation, numerically scored 1
through 5 (5 being the highest score) for each area, to the Board
Attorney.
September 20* Board Attorney computes and provides composite evaluation results
to the Board. Based on the average score, the Board shall approve a
merit increase to the Executive Directors annual salary accordingly:
95%to 100% = 3%
90%to 94% =2%
85%to 89% = 1%
* - Dates will vary per calendar year
56
/
PROPOSED EVALUTION FORM
57
Introduction:
The Clay County Utility Authority (CCUA) Board of Supervisors (BOS) is responsible for conducting the Executive
Director's annual evaluation ensuring the Executive Director contributes to the overall achievement of Clay
County Utility Authority's (CCUA) mission, vision, and goals. The Executive Director's performance evaluation
shall be conducted and finalized prior to the last board meeting of each fiscal year.
The purpose of the Executive Director's evaluation is to provide timely, clear, and focused input regarding how
well he/she is performing in the key performance areas identified as most critical by the Executive Director and
the CCUA Personnel Committee in achieving CCUA's strategic objectives.
The Executive Director should be evaluated using criteria established by the Personnel Committee aligning with
established core competencies, rating criteria, and salary adjustment schedules as determined and approved
by the CCUA BOS. Annual salary increases will be based on the Executive Directors performance of established
objectives in the prior fiscal year.Any annual awards are made based on market considerations and according
to budgetary or fiscal constraints.
Board of Supervisors Instructions:
Evaluate the Executive Director's performance for each area of accountability using the rating scale outlined
below. Consider all criteria together when forming an impression regarding the Executive Director's
performance.Add comments you believe provide context to your rating or that would be helpful to the Executive
Director.
IPerformance Descriptors and Rating Scale
5 Outstanding Performance is exceptional
4 Very good Results clearly exceed most position requirements; performance is of high quality
and is achieved on a consistent basis.
3 Good Competent and dependable level of performance, meets performance standards
of the job.
2 Improvement Performance is deficient in certain areas, improvement is necessary.
Needed
1 Unsatisfactory Results are generally unacceptable and require immediate improvement.
Executive Director Instructions and Next Steps:
• Using the above Rating Scale,the Executive Director will self-evaluate and rate his or her performance.
• Executive Director will submit a completed self-evaluation including a list or report of annual accomplishments to
the Chief Human Resources Officer.
• The Chief Human Resources Officer will schedule a Personnel Committee meeting to discuss the Executive Director's
self-evaluation, list or report of accomplishments, KPI progress, and the results of the employee survey prior to the
first CCUA Board meeting in September.The Committee and Executive Director should be prepared to discuss goals
for the upcoming fiscal year.
• Each board member will provide an evaluation rating, using the above rating scale.
• All completed performance evaluations will be returned to CCUA's Board Attorney.
• The CCUA Board Attorney will compute and provide composite evaluation results to the CCUA BOS.
Based upon composite results, provided by Board Attorney, CCUA BOS will take appropriate action.
58
Fiscal Year: Print Evaluator Name:
1. Customer Engagement: Ensures timely and effective communication as well as quality products
and services are provided to CCUA customers.
Check performance rating 1 ❑ 20 30 4❑ 50
Comments:
2. Risk Management: Identifies risk and recommends and implements appropriate policies and
procedures to mitigate the overall risk to CCUA and its employees.
Check performance rating 1 0 20 30 40 50
3. Safety:Ensures CCUA facilities and employees operate in accordance with OSHA standards by
allocating sufficient resources and modifying or establishing applicable policies and procedures.
Check performance rating 1 0 20 30 40 50
Comments:
59
4. Administration:Develops an overall strategic plan and ensures the CCUA Board of Supervisors
remains adequately informed on information pertaining to the overall health and performance of
the organization.
Check performance rating 1 0 20 30 40 50
Comments:
5. Human Resources: Ensures an environment,which encourages employee retention, development,
equitable compensation, and communicates in a way that promotes a positive and cooperative
organizational culture.
Check performance rating 1 0 20 30 40 50
Comments:
6. Regulatory Compliance:Ensures compliance with federal state and local agencies.
Check performance rating r1.0 20 30 40 50
Comments:
60
7. Financial Performance:Prepares a balanced budget to provide services at a level directed by the
Board of Supervisors, ensuring actions and decisions reflect an appropriate level of responsibility
for financial planning,performance, and accountability.
Check performance rating 1 ❑ 2❑ 3❑ 4❑ 5❑
Comments:
8. Organizational Operations Performance:Ensures adequate forecasting,planning,maintenance,
and management to provide continuous utility service with minimal service interruptions and
prepare to expand and provide services consistent with the community's growth.
Check performance rating 1 ❑ 2❑ 3❑ 4❑ 5❑
Comments:
9. Public Stakeholder and Government Affairs Engagement:Promotes a healthy working
relationship with governmental entities and public stakeholders.
Check performance rating 1 ❑ 2❑ 3❑ 4❑ 5❑
Comments:
61
10. Intangible: This category is intended to evaluate the Executive Director's response to unexpected
and/or unforeseen events.
Check performance rating 1 ❑ 2❑ 3❑ 4❑ 5❑
Comments:
Evaluator Signature Date
62
/
EXECUTIVE DIRECTOR SALARY SURVEY
63
Executive Director
Compensation Survey
600,000
400,000
CCUA ED compensation - $200,279
200,000
0
• American Water Works Association JEA
• Emerald Coast Utility Authority • St.Johns County
• Gainesville Regional Utility ` TOHO Water Authority
64
/
APPENDIX
65
/
APPENDIX A -
CUSTOMER SURVEY RESULTS
66
Q1 Overall how would you rate the quality of your customer service
experience?
Answered: 1,374 Skipped: 9
Very positive lift_
al
Somewhat .
positive
Neutral
Somewhat
negative
Very negative
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Very positive 72.34% 994
Somewhat positive 12.01% 165
Neutral 12.37% 170
Somewhat negative 2.18% 30
Very negative 1.09% 15
TOTAL 1,374
67
Q2 Overall how satisfied are you with the way the CCUA representative
listened to your concerns?
Answered: 1,375 Skipped: 8
Very Satisfied .
AMEM
Satisfied =
Neutral
Unsatisfied
Very
Unsatisfied
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Very Satisfied 60.15% 827
Satisfied 18.98% 261
Neutral 17.75% 244
Unsatisfied 2.11% 29
Very Unsatisfied 1.02% 14
TOTAL 1,375
68
Q3 Overall how would you describe our response to your concerns?
Answered: 1,376 Skipped: 7
EliiVery positive
Positive
Neutral
Negative
Very negative
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Very positive 57.19% 787
Positive 21.15% 291
Neutral 17.37% 239
Negative 2.83% 39
Very negative 1.45% 20
TOTAL 1,376
69
Q4 Overall how would you describe your experience dealing with the
CCUA representative?
Answered: 1,377 Skipped: 6
Very SatisfiedlimillEM
Satisfied
Neutral
Unsatisfied
Very
Unsatisfied
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Very Satisfied 60.49% 833
Satisfied 20.62% 284
Neutral 15.47% 213
Unsatisfied 2.32% 32
Very Unsatisfied 1.09% 15
TOTAL 1,377
70
Q5 Are there any suggestions to be made to help improve our quality of
service?
Answered: 782 Skipped: 601
71
CCUA Representative Follow Up
Q1 What category below best describes your relationship with CCUA?
Answered: 91 Skipped: 1
Residential
Customer
Business
Customer
Non-Customer
Resident or...
Student or
Educator
Local
Government...
Vendor I
Consultant,
Contractor,...
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Residential Customer 83.52% 76
Business Customer 12.09% 11
Non-Customer Resident or Business 1.10% 1
Student or Educator 0.00% 0
Local Government Official 1.10% 1
Vendor 1.10% 1
Consultant, Contractor, or Professional 1.10% 1
TOTAL 91
72
CCUA Representative Follow Up
Q2 Please select a general topic on which your comments are based.
Answered: 91 Skipped: 1
Billing or
Account Issue
Utility Service
Water Quality
Water
Conservation
Speaker,
Event,Publi...
Public Records
Other
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Billing or Account Issue 49.45% 45
Utility Service 35.16% 32
Water Quality 2.20% 2
Water Conservation 2.20% 2
Speaker, Event, Public Meeting 2.20% 2
Public Records 1.10% 1
Other 7.69% 7
TOTAL 91
73
CCUA Representative Follow Up
Q3 Have you spoken to a CCUA representative about your request?
Answered: 90 Skipped: 2
Yes
No
0% 10% 20% 3 0% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Yes 57.78% 52
No 42.22% 38
TOTAL 90
74
CCUA Representative Follow Up
Q4 Your request, comment, or concern was addressed in a timely manner.
Answered: 89 Skipped: 3
Strongly agree
Agree it
Neither agree
nor disagree
Disagree
Strongly
disagree
0% 10% 20% 30% 40% 50% 60°A) 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 53.93% 48
Agree 16.85% 15
Neither agree nor disagree 16.85% 15
Disagree 5.62% 5
Strongly disagree 6.74% 6
TOTAL 89
75
CCUA Representative Follow Up
Q5 Your request, comment, or concern was addressed in a courteous and
professional manner.
Answered: 88 Skipped: 4
Strongly agree
Agree
Neither agree
nor disagree
Disagree
Strongly
disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 57.95% 51
Agree 19.32% 17
Neither agree nor disagree 14.77% 13
Disagree 1.14% 1
Strongly disagree 6.82% 6
TOTAL 88
76
CCUA Representative Follow Up
Q6 CCUA's representative was knowledgeable and helpful in addressing
your concern or question.
Answered: 89 Skipped: 3
Strongly agree
Agree
Neither agree
nor disagree
Disagree
Strongly
disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 56.18% 50
Agree 16.85% 15
Neither agree nor disagree 21.35% 19
Disagree 0.00% 0
Strongly disagree 5.62% 5
TOTAL 89
77
CCUA Representative Follow Up
Q7 Overall, please rate the level of service you received. With 5 stars
being the highest.
Answered: 82 Skipped: 10
IMMI
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
. 1 . 2 3 4
5
1 2 3 4 5 TOTAL WEIGHTED AVERAGE
i 14.63% 6.10% 6.10% 9.76% 63.41%
12 5 5 8 52 82 4.01
78
CCUA Representative Follow Up
Q8 Would you like a CCUA representative to contact you as a follow up? If
yes, please provide your name and number in the box below.
Answered: 29 Skipped: 63
79
CCUA Representative Follow Up
Q9 Your feedback is important to us. Please provide further detail to assist
us in better serving you and responding to your needs.
Answered: 45 Skippea
80
/
APPENDIX B -
ORGANIZATIONAL CHART
81
Total Funded and Approved Full-time Positions,FY21/22 181
Functional Table o f Organization Net Proposed Student Intern/Part-time Additions/Deletions,FY21/22 +4
G��y CoV�T` Total Funded Positions,FY21/22 185
�I
G ♦ 1
�i</Tr A UTN°N��
Board of Supervisors
Executive Director
Jeremy Johnston
Chief Engineer — Chief Operations Officer Public&Governmental Chief Financial Officer Chief Human Resources
Paul Steinbrecher (open position) Affairs Liaison Jeffrey Wesselman Officer
Dennis Ragosta Kimberly Richardson
ngineering(4) istribution&Collection Finance(3) Risk&Safety(1)
(58)
GIS(6) Water Treatment(17) Customer Service&Billing(17) Human Resources(2)
er Treatment
Service Availability(8) (37) Procurement(2)
IDnstruction
(5&Inspection Facilities&Fleet(5) Information Technology
(5)
Engineering Administrative vironmental Compliance Inventory(1)
Assistant(1) (4)
.SCADA(1)
Assistant,
r1inistrative
,
Operations(1)
Legend:
Senior Leadership
Team Position
Management Position
Supervisory Position
Lead/Foreman
Position
Staff Position
82
Revised 8/12/2022
Engineering Department Total Funded and Approved Full-time Positions,FY21/22 181
Net Proposed Student Intern/Part-time Additions/Deletions,FY21/22 +4
L�0 CO(J^,T` Total Funded Positions,FY21/22 185
ow
G ♦ ->
�i1/TrAUTN°IS
Board of Supervisors
Executive Director
Jeremy Johnston
Engineering Public&Governmental Chief Human Resources
g g Chief Engineer Chief Operations Officer _ Chief Financial Officer Officer
Administrative Assistant Paul Steinbrecher (open position) Affairs Liaison(1) Jeffrey Wesselman Kimberly Richardson
Lori DeLoach
I
Service Availabi Construction&Inspection ,
EAM/GIS Manager Assistant Chief Engineer Distribution&Collection
1—
Manager Services Manager Finance(3) Risk&Safety(1)
(openposition) Melisa Blaney Joseph Paterniti Warrick Sams (58)
Senior Service Availability Construction&Inspection
PSM/GIS Specialist _ Senior Design Engineer Water Treatment(17) Customer Service&
XavierAquirre Engineer Kevin Ledbetter Services Coordinator Billing(17) Human Resources(2)
Darrell Damrow Linda Ortiz Figueroa
Senior GIS Analyst7
Engineer in Training Utility Engineer Wastewater Treatment
Rita Matti-Coles James Blum Heather Cavanagh Lead Construction (37) Procurement(2)
Inspector —
Survey/GIS Technic- Matthew King
Stevenson Ell Engineer in Training Information Technology
Service Availability Analyst Zachary Loeb I Facilities&Fleet(5) (5)
Jennifer Cron Construction Inspector
James Griffin
GIS/CAD Specialist _ Backflow&Greasetrap Rafael Duran Environmental Compliance Inventory(1)
(open position) Administrator (4)
Samantha Cooner
CADD Technician II Service Availability
Robert Dawkins Specialist,II SCADA(1)
lino Gibbs
Service Availability
Specialist,I Administrative Assistant,
Summer Berndt Operations(1)
As-Built Coordinator
Andrew Mitchell
Legend:
Senior Leadership
Team Position
Management Position
Supervisory Position
Lead/Foreman
Position
Staff Position
83
Revised 8/12/2022
Jperations Total Funded and Approved Full-time Positions,FY21/22 181
Net Proposed Student Intern/Part-time Additions/Deletions,FY21/22 +4
:,,,N ,,...„,,---.3.,),_ Total Funded Positions,FY21/22 185
rani
G ♦
Board of Supervisors
Executive Director
Jeremy Johnston
I
Public&Governmental
Affairs Liaison(1)
_ Chief Engineer Administrative Assistant, Chief Human Resources
9 Chief Operations Officer Chief Financial Officer
Paul Steinbrecher Operations Officer
Alicia Baker (open position) Jeffrey Wesselman Kimberly Richardson
General Superintendent 1 General Superintendent General Superintendent Environmental Compliance
•
D&C Administrator Facilities&Fleet Manager SCADA Manager
Engineering(4) Janice Loudermilk D&C Jim Moore Water Treatment Wastewater Treatment Manager John McCleary Finance(3) rRisk&Safety(1)
John"David"Rawlins Ross Bland Phil Hendrix Heather Webber
Chief Sewer Line Chief Field Services Chief Pum Station Administrative Assistant,
Pre-Treatment Coordinator
GIS(6) Inspection Coordinator P Coordinator Master Electrician Water&Wastewater Customer Service&
David Deese Carl"Ricky"DeLoach II Gary Church
Billy Loudermilk Leslie Hess Nick Smith Billing(17) Human Resources(2)
Lead Mechanic,Pump
(8) Lead Sewer Inspection Field Supervisors — Fleet Maintenance Chief Water Treatment Pre-Treatment Inspector
Service AvailabilityStation
J Procurement(2)!
Technician Bradley PooleSpecialist Plant Operator Barry Cole
Justin Richard Saucier Douglas Schutter Mike Rapp
Stanley Singleton RaymerLawrence May g
Construction&Inspection I I Water Treatment Plant
9 vvonmental Scientist Information Technology
(5) Mechanic,Sewer TV Mechanic,PumpStation LatenanceHelPI
Operator
Field Service Technicians (open position) (5)
Inspection Derek Bayes (open •posit Dwight Garth
Thomas Finnegan Wesley Addison Floyd Greer Nick Griffin
Engineering Administrative Matthew McMullin
Barney Langford Dillon Lucas
Assistant(1) Danny Philemon Inventory Paul"PJ"Rosenbaum Levi Johns Facilities Maint Tech (1)
Mike Provencal
Daniel Legge Jacob Crosby TracyAlexo Operator Trainee,
Tyler Parks Matthew Jeffers Earin"Chad"Hartman Water
Anthony Walker Jonathan Stanley
Marc McMahon James Byrnes
Brian Peeples Lead Locator/ROW -
Jack Marsh Maintenance Supv — I I I _ I I
Jonathan"Scott"Johns Thomas Eure Chief Water Treatment Keystone Heights/ Spencer's Mid-Clay Fleming Island I Ridaught Landing Miller Street
Michael Stevens Plant Operator Peter's Creek Crossing
Josh Towns Locate Coordinator Jason McLain Chief Wastewater Chief Wastewater Chief Wastewater Chief Wastewater Chief Wastewater Chief Wastewater
Brett Bollinger William Walker Treatment Plant Treatment Plant Treatment Plant Treatment Plant Treatment Plant Treatment Plant
Water Treatment Plant Operator Operator Operator Operator Operator Operator
Operator ■ Mike Chapman T.J.McLendon John Fuquay Marty Moore David McDonald Lyle Fulton
Locator John Ailstock _
Tony Jefferson Cedric Badway Wastewater Wastewater Wastewater Wastewater Wastewater Wastewater
Ronald Hill Nic Jordan
Treatment Plant Treatment Plant Treatment Plant Treatment Plant Treatment Plant Treatment Plant
ROW Maintenanceii
Operator Operator Operator Operator Operator Operator
Technician Operator Trainee, Vincent Brown Mark Duncan Darin Ernst Shane Spicer Tim Ellis Jim Richardville
Carl Silcox Water Brad Morgan Greg Harris Carl Kight Anthony Veal Darrell"Glenn"Bennett
Kyle Morris Dean Allen Jerry Ley Curtis Copeland Tommy Riley Kenny Milledge
Lindsey Estevez Ashlee"Lee"Dicks Kevin Bush Kyle Holzschuher
Mechanic,
Chief Field Operations Coordinator Water
Stephen Rencarge Brian Thacker Operator Trainee, Operator Trainee, Operator Trainee,
Wastewater Wastewater Wastewater
I Austin Gahl Paul Stone Jesse Hellard
New Installations New Installations Repairs Repairs Chief Water Treatment 11
Foreman Foreman Foreman Foreman J Plant Operator
Kenneth Sweat Shawn McKinney Randy Green Marvin Short - Bryan Nall Leaend•
• Water Treatment Plant
Lead Utility Lead Utility , Lead Utility Lead Utility Operator Lead Mechanic, Senior Leadership
Mechanic, Mechanic, Mechanic, Mechanic, Ben Hash Wastewater Team Position
Installations Installations Repairs Repairs Daniel Dawson Trenton Jenner
Roger"Dale"Rodgers Daryl Roberts Michael Murrhee Corbin Bohanan Nathaniel Knepper
Christopher Nazworth Mechanic,Wastewater Management Position
Brian Long
Utility Mechanic Utility Mechanic Utility Mechanic Utility Mechanic Wesley Bland
Dalton Chesser Michael Echelberger Richard Bates Jerry Sleezer (open position) Supervisory Position
Joseph Dean Jonathan Wiggins (open position) Christopher Bryant
Dylan Moore Clifford Spry
Electronic Technician, Lead/Foreman
Wastewater Position
Zack Askew
84 Staff Position
Revised 8/12/2022
Total Funded and Approved Full-time Positions,FY21/22 181
_ Finance & Human Resources Net Proposed Student Intern/Part-time Additions/Deletions,FY21/22 +4
G��y COV�T` Total Funded Positions,FY21/22 185
�i�/TrAUTN�\--
Board of Supervisors
Executive Director
Jeremy Johnston
Public&Governmental
Affairs Liaison(1)
Chief Engineer Chief Operations Officer Chief Financial Officer Chief HuOmff CnResources
Paul Steinbrecher (open position) Jeffrey Wesselman Kimberly Richardson
Customer Service& Assistant Chief Financial
Distribution&Collection IT Manager Officer Procurement Manager Inventory Manager Risk&Safety Mana
lir
Engineering(4) Billing Manager
(58) Dale Shoenfelt iana"Dee Dee"Strickland Karen Osborne Angelis Wilson Trisha Norton Lynn Valentin
Contract&Procurement
System Administrator Billing Analyst Financial Assistant Human Resource Generalist
—
GIS(6) Water Treatment(17) Kathleen Trice Dawn Green Cara Clark Specialist Susan Alexander
Darrin Parker
Lead Network Billing Clerk Financial Assistant,
Service Availability(8) Wastewater Treatment Administrator Amy Levita Accounts Payable
(37) Jonelle Cramer Freida Brown Ashley Taliaferro
Ingrid Rodriguez
Jamie Cribbs
Help Desk Technician Lauren Shupe
Construction&Inspection aleena German Shannon Jenkins
(5) Facilities&Fleet(5) Tamantha Spaid
Engineering Administrative Environmental Compliance Programmer,Senior
Assistant(1) (4) Matthew Pence Customer Service
Supervisor
11
Marla Champion —
I
SCADA(1) Customer Service
Representative
Annecia Asberry
Brigitte"Brie"Macaluso
Katie Ferguson
Administrative Assistant, Monica"Claire"Smith
Operations(1) Katherine Newton
Elaine Mojica
Receptionist/Assistant
Secretary
Lisa Christian
Leaend:
Senior Leadership
Team Position
Management Position
Supervisory Position
Lead/Foreman
Position
Staff Position
Revised 8/12/2022 85
/
APPENDIX C -
EMPLOYEE ENGAGEMENT SURVEY RESULTS
86
Employee Engagement Survey
100%
90% r
F80% 1
0 70%
I
o
60%
50%
, 40%
a
w 30% I I ; I ri ___
20%
10%
0%
Career Work Safety Relationship Benefits Work
Engagement Engagement Management Environment
• FY 21-22 FY 20-21 FY 19-20
C>-.--COU^,T�
�t-
rem I
G •
87 /‘/Ty AU UV NO"-
/
APPENDIX D -
EMPLOYEE DEMOGRAPHIC DATA
88
1
14if rikia
i, 1 . ,,
EMPLOYEE DEMOGRAPHICS
AGE RACE
12% > 18°/ 10% �
61-70 ° Black or African American
20-30 ' 2%
Hispanic or Latino
I O 24.3%
19% 4 Woman
51-60
22%
41-50 H 29% 88% <
White
31-40 75.7%
Man
/
APPENDIX E -
EMPLOYEE RECOGNITIONS
90
Employee Recognitions FY2021/2022
Holiday Party Recognitions Years of Service Recognition
CS/Billing Dawn Green 1 D&C Shawn McKinney Dennis Martin-25 years
Marla Champion Justin Raymer Brad Poole-20 years
Jamie Cribbs Danny Philemon David Rawlins-20 years
Brie Macaluso Thomas Finnegan Shane Spicer-15 years
Lauren Shupe Billy Walker Gregory Harris-5 years
Andrew Mitchell Janice Loudermilk Dale Shoenfelt-5 years
Tammy Spaid Daryl Roberts Jonathan Stanley-5 years
ENG Kevin Ledbetter Cody Vance Alicia Baker-5 years
Summer Berndt Wesley Addison Chad Hartman-5 years
Jennifer Cron Derek Bayes Michael Provencal—5 years
Darrell Damrow Dalton Chesser Jeremy Johnston—10 years
Robert Dawkins Jerry Sleezer Warrick Sams—5 years
Lori DeLoach Tony Jefferson Thomas Finnegan—5 years
Warrick Sams,Angelia Wilson&Joe Paterniti Ricky DeLoach Kimberly Richardson—15 years
GIS Robert Dawkins Steve Rencarge Ross Bland—15 years
IT Katie Trice Tommy Eure Jamie Cribbs—5 years
Matthew Pence Brent Langford
Water Mike Rapp WW Martin Moore d
Dwight Garth Lyle Fulton 2021 Plant Operations Excellence Award-Peters Creek Water Treatment Plant
Nick Griffin David McDonald 2021 Plant Operations Excellence Award-Mid-Clay Water Reclamation Facility
Bryan Nall John Fuquay Outstanding Class C Water Treatment Plant-Peters Creek Water Treatment Plant
Daniel Dawson Michael Chapman
Nic Jourdan Brian Gibson
Jason Mclain Nicholas Smith
Leslie Hess Kyle Holzschuher
HR Susan Alexander Bradley Morgan
C&IS James Byrnes Darin Ernst
James Griffin TJ Mclendon
COL
UtirL
.411.7
91 G�'e,TY AUTHO— It;
/
APPENDIX F -
KEY PERFORMANCE INDICATORS
92
Average Customer Contacts Per Day Per Month
400
350
I
300
250
1
200
150
II
100
50 Il
0 I I lil 1111111 ilFill ii ilii
October November December January February March April May June July August September
•Calls Per Day •Walk In •Drive through Web Contacts
I
IITYAUT0*
93
Customer Call Answer Speed (Seconds)
and Drop Total
30
25
20
15
10
III
0
October November December January February March April May June July August September
•Answer Speed Total Dropped
T
dial
94 G'��/lY AUTNO0
Customer Service Cost Per Customer Account
$33.00
$32.50
$32.00
$31.50
$31.00
$30.50
$30.00
$29.50
$29.00
$28.50
$28.00
$27.50
$27.00
October November December January March April May June July August September
■2021/2022
721.
IlitY A UTWs-
95
Procurement Department Project Progress Report
Key
eDrtise tract FullyExecuted DaysStage in Proje
ProjectAM Performance
ate
Indicator j
Auditing Services -FP#2020/2021-A6 CompletW 3/2/202j. 5/20/2021 7. PASS mil
US Motors 11 .1IB#2020/2021-A7 Completed ,.16_3/10/202'.16_6/2/2021 8'b PASS -
CLX Chlorine Analyzer with JAW DPD lip
IpIp 101.00 PASS Reagent ITB#2020/2021-A8 Completed Il
Benefits Administrative Servic RFP#2020/2021-A9 Completed■ /24/20211WL/22/2021 90.00 PASS -
SPIRAC Conveyors IS#2020/2021-A10 _Completed '24/2021 /2/2021 9.00 PASS IIM
'vestment Management Services IQ#2020/2021JpleteL/30/202I18/9/2021 132.00 FAIL ill
Raters Creek Wastewaterx TreatmeTFQ# ri� I ■
acility(WWTF)Expansion 2020/2021- ompleted /3/202 3/2021 92.00 PASS
I
Safety Training Provider Wm RFP#2020/2021-A13 Complete 5/24/202I 7/2021 106.011
Doctors Lake Area Septic to Centralized • Project No.2019-054 IMPSanitary Sewer Conversion In-Fill ' Bid No.20/21-Al2 Complet /11/2021 9/3/2021 84.0
Project No.1102-
Ridgecrest Water Treatment Plant 0050,Bid No.19/20-
Electrical Upgrades L16 Completinall6
Electrical Troubleshooting,Repair,and
p �_ �_
Installation FQ#2020/2021-A17 Complet 10 19/
-m CCUA Project No.
Mid-Clay Waste Water Treatment Facility 2205-077 Bid No.
Phase II Expansion 19/20-All lLmpIetIiP/8/2021 il
Project No.4020-003
New Maintenance Storage Building and I Bid No.2020/2021-
Site Improvements A16 Completed 7/19/2021 11/1/2021 105.00 PAS
Interior and Exterior Signs ITB#2020/2021-A18 Completed J /5/2021 11/4/2021 91.00 PA.11
Prequalification for Saratoga Springs
41
Water Plant and Reclaimed Water Stora
and Repump Projects RFQ#2020/2021-A19 Completed 16/2021 10/5/2021 50.00 PA
Xylem/Goulds Water Technology Brand
Pumps and the Xylem/G&L A-C Series
Brand Pumps SS#2020/2021-A2 ompleted ` 9/8/2021 20.00 P
Meadow Lake Water Treatment Plant I ! I
_�
Expansion Project ITB#2020/2021-A3 Completed 9/30/2021 20.00 P
11=
Brass Fittings -., ,,ITB#2020/202 -.11.12/6/2021
Finance Domestic Analytics Platform-Tier 1 I5#2021/2021 10/26 IPl6!2O2l 21.00PA
1111111
Saratoga Springs Water Treatment Plant
(WTP),Reclaimed Pumping Station(RPS)
IN
and Potable and Reclaimed Water
Distribution Main Project ITB#21/22-A02 mple 10/30/2021, 1/24/2022 I
Water/Wastewater Infrastructure General mil IIII
Construction Services RFP#2021/2022-AO pleted 1 11/22/2021 2/24/2022 94.00 PA
Ground Storage Tank Maintenance and
Rehabilitation Service RFP#2021/2022-A0f CompletedI123!2022 I 5/26/2022 92.00 PAS
Fleming Island Wastewater Treatment I I
Facility(WWTF)Clarifier No.1
Rehabilitation Project ITB#2021/2022-A10 Completed 3/1/2022 4/5/2022 35.00 PASS
Aerator Tower Repair ITB#21/22-A14 Completed.. 4/21/2022 6/14/2022 54.00 PASS i
Purchase of Neptune Meters SS#2021/2022-A16 Completed.. 4/25/2022 5/23/2022 28.00 PASS -
`(0 CO UN,.
'GPO
96 ��(/l)/A UTNO4
�rtment
ices De
and Inspectiong�,CKZNG
op 41
ConstrictionDAT
Ky1L(1 21 oio
Number of CIP
CI?Change Orders e Orders'
Avg Number of CIP Chang
Schedule ar ILSW%
95°
Pet protect ects on Budget Of of 104%
CIP Proj on-Budget
of
pCIP Projm completed 5%or Ok
projects comp
budget) Development 5
Avg Daily Monthly I per
411
projects Inspected Per Day
Spector Monthly Time(hO eat
Avg Daily-Monthly
Unit-zed h'specting Inspector
projects Per Day I Per
l?,:i CO UN
11
firOl
GT�11 TY AUVP
9'7
EAM/GIS Survey Department KPI Rollup Summary
KPI Targ= Actual— Comment
GIS Downtime <0.1% <0.1% W
Budget vs Target Below Over Underbudgeted Software FY22. Mitigated for FY23 and identified
cost savings
Route Surveys Complete 6/yr 4/yr Operated 5 mont s without survey tech. Target rate resumed Jun-
22.
ketches& Descriptions 3/month 2/month Improving, moved to industry standard
IS As-Built Cycle Time <40 days 20 day Improved from >200 days!
r---;:i
COU^,_
C‘. — ...9-
rgiMI
YAUTN
98
LF of Gravity Main Inspected
(Linear Feet per Month)
25,000.00
20,000.00
15,000.00
10,000.00
5,000.00
0.00
Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept
FY 20-21 •FY 21-22
T
e.C ���
99 IT AUTNO
Distribution and Collection Base Line Productivity Numbers
Crew Activity Time Period #Completed Resource#obtained from Comments
Locate Locates 4/1/2022 to 4/30/2022 1915 SSOC Monthly Report
Vac-con Crew Gravity Sewer Inspected 4/1/2022 to 4/30/2022 17,123 Feet Cartegraph
Repair Crew Repairs/Cartegraph/New Meter Installs 4/15/2022 to 5/15/2022 500 Filemaker/Cartegraph
New Installation Crew Work Orders Completed/Cartegraph 4/15/2022 to 5/15/2022 146 Filemaker/Cartegraph
Construction Crew Cartegraph Tickets Completed 4/15/2022 to 5/14/2022 242 Filemaker/Cartegraph
Service Crew Tickets Completed 4/15/2022 to 5/14/2022 3986 Filemaker Does Not Include AMR Repairs or Manual Reads
Liftstation Crew Stations checked/Cartegraph tasks completed 4/15/2022 to 5/14/2022 2198 Cartegraph Includeds 176 stations checked three times per week
Crew Activity Time Period #Completed Resource#obtained from Comments
Locate Locates 5/1/2022 to 5/31/2022 1909 SSOC Monthly Report
Vac-con Crew Gravity Sewer Inspected 5/1/2022 to 5/31/2022 20514 Cartegraph
Repair Crew Repairs/Cartegraph/New Meter Installs 5/15/2022 to 6/14/2022 425 Filemaker/Cartegraph
New Installation Crew Work Orders Completed/Cartegraph 5/15/2022 to 6/14/2022 248 Filemaker/Cartegraph
Construction Crew Cartegraph Tickets Completed 5/15/2022 to 6/14/2022 372 Filemaker/Cartegraph
Service Crew Tickets Completed 5/25/2022 to 6/24/2022 3982 Filemaker Does Not Include AMR Repairs or Manual Reads
Liftstation Crew Stations checked/Cartegraph tasks completed 5/15/2022 to 6/14/2022 2183 Cartegraph Includeds 176 stations checked three times per week
Crew Activity Time Period #Completed Resource#obtained from Comments
Locate Locates 6/1/2022 to 6/30/2022 2002 SSOC Monthly Report
Vac-con Crew Gravity Sewer Inspected 6/1/2022 to 6/30/2022 11657 Cartegraph Cleaned Trouble Lines In June
Repair Crew Repairs/Cartegraph/New Meter Installs 6/27/2022 to 7/25/2022 343 Filemaker/Cartegraph
New Installation Crew Work Orders Completed/Cartegraph 6/27/2022 to 7/25/2022 143 Filemaker/Cartegraph
Construction Crew Cartegraph Tickets Completed 6/27/2022 to 7/25/2022 390 Filemaker/Cartegraph
Service Crew Tickets Completed 6/27/2022 to 7/25/2022 4405 Filemaker Does Not Include AMR Repairs or Manual Reads
Liftstation Crew Stations checked/Cartegraph tasks completed 5/15/2022 to 6/14/2022 2155 Cartegraph Includeds 176 stations checked three times per week
100 G���4YAUTt►"4C'
Distribution & Collection Work Orders FY 2021-2022
2500
2000
1500
1000
500
0
Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept
101 iiTYAUTH CY
FY 2021-2022 Facilities Work Orders
2-1
Jimis,
11311
28
• Board Room Setup • Electrical Repairs • Plumbing Repairs • Office Setup • Repair/Replace •Other • HVAC • Fountain •Security • Roof Repair •Janitorial
41 � a G ♦ -
102 ���,TY A UTHOi'
Fleet Vehicles Serviced/Repaired
50
45
45
41
40
36
35 33
30 27
11111
25 27 2524222018
15
10
5
0
Jun-21 Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Mar-22 Apr-22 May-22 Jun-22 Average
`gyp.( COU1---- /-
103 G�,�1t AUTH°
Water Treatment Cost per 1 kgal. by Fiscal Years
$1.20
$1.00
i
$0.80
Totop,i
n $0.60
i is
Lo
v
$0.40
$0.20
$0.00J —
Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep.
Month
19-20 20-21 21-22 —Goal
104 G. ��
Water Dept Maintenance Work Orders FY 2021-2022
45
40
35
30
25
20
15
10
5 0 ■ _
Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept
CCr.
ov4,T),
105 �TY AUTN v'�
Water Reclamation Cost per 1 kgal. by Fiscal Years
$4.50
$4.00
$3.50
I
$3.00
Co
- $2.50
v
n
$2.00
0
U
$1.50
$1.00
$0.50
1111
$0.00
Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep.
Month
19-20 120-21 21-22 Goal
(.> 's COO 4,4
G •
106 /e/TYAUTNdst`�
Wastewater Maintenance Tasks FY 2021-2022
16
14
12
10
8
6
4
2
0
Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept
`��--- co6NT`
IFIO.I
G�
107
'ill'}'AUTHOSL
Fleming Island & Miller Street WRF's
% of Permited N Discharge
12 Month Rolling Total
100.00%
co
1— 80.00%
L- 60.00%
a.)
Cl-
0 40.00%
a)
PL'0 20.00%
co
I I I 1
0.00%
tti ,1> fti rti 11' ,tip ,1�' ;tip ;titi �ti
�O set p`� �oJ ���' ,ate key mac
-t-
•
108 T'�14AUTN01--
Fleming Island & Miller Street WRF's
% of Permited P Discharge
12 Month Rolling Total
100.00%
co
1- 80.00%
L- 60.00%
v
0 40.00%
a)
gi0 20.00%
co
o
N 0.00% ■ ■ ■ ■ : 2! ; ; ; ; ;
■
0
ctCOUNT`
109 G� '�
Clay County Utility Authority
2020-2022 Treatment Plant Nitrogen and Phosphorus
Reduction of Surface Water Loading by Treatment and Reuse
3,000
2,600 lbs/day
2,500
m 2,000
U,
bo
a
e 1,500
to
o
> 98% Reduction
a
0o
CO
rii
> 1,000
io
z
1-
500 470 lbs/day
>97% Reduction
50 lbs/day _ 15 lbs/da
0
Total Nitrogen Total Phosphorus
*FDEP aggregate permit limit converted to average daily limit. • Plant Influent • Effluent to River Aggregate Permit Limit
Cr.:. 'vfl-
,� T� YAUTNO1
110
Capital Improvement Plan Performance
$140,000,000
$116,000,000
$120,000,000
$50,000,000
$100,000,000
$58,426,232
$34,887,121
i $80,000,000 $21,197,035
cU $13,013,440
0 $14,821,833
$9,331,295
$60,000,000
$16,462,847
$40,000,000
$20,000,000
$0
2019 2020 2021 Mar-22 Projected FY 22 Project FY 23
constr starts
Date
• Total Spent Total Budgeted
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